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Value as a priority: the next step forward for the ‘as-a-service’ model (By Eiji Ota)

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as-a-service

As more businesses are seeing the benefits of and investing in as-a-service models, and more vendors are providing them, the level of service required to meet needs has changed

DUBAI, United Arab Emirates, November 17, 2022/APO Group/ — 

By Eiji Ota, B2B Sales and Marketing Director, Canon Central and North Africa (www.Canon-CNA.com).

The as-a-service model existed long before it became mainstream and even before it was branded ‘as-a-service’. Initially, it was mainly used by SMBs and start-ups so they could access software and infrastructure that they would otherwise not be able to afford upfront. SaaS (Software-as-a-service) has been around as early as the 1960s, where smaller businesses started a time-sharing system so they could access modern computer systems in a cost-effective way. [1]

Fast forward to the present day and the as-a-service model has moved on significantly. Now companies of all shapes and sizes are capitalising on the benefits that it can provide. The rise of cloud technology revolutionised purchasing models as it enabled organisations to use services with no commitment, instantly, and buy based on demand. The cloud added value by enabling immediate and flexible consumption, ultimately enhancing business agility.

The cloud defines the capabilities of the as-a-service model

Cloud technology, as well as enabling increased agility, underpins the three main modern characteristics of as-a-service that could not exist without it:

  • Standardisation – whereby the service is not bespoke, but instead provides the same level of value to all customers. Standardised platforms enable businesses to scale quickly, with ease, and leverage the capabilities of the cloud to roll out any necessary updates overnight
  • Flexibility of consumption – going beyond the ability to just pay as you consume. Unlike a flat fee where companies are locked in for a set period, as-a-service is on demand and cloud backed so customers pay based on the duration the service is needed for
  • Termination – on the other side of the same coin, as there is no commitment required for consumption, customers can switch off when they wish. This places increased importance on value that consistently needs to be reasserted.

How the new ‘as-a-service’ model prioritises value

As more businesses are seeing the benefits of and investing in as-a-service models, and more vendors are providing them, the level of service required to meet needs has changed. Customers are increasingly looking for added value, whether that’s saving money, outsourcing business functions, or improving software capabilities. And this is where cloud really comes into its own.

As-a-service is not a new concept, but it was the cloud that enabled its modern characteristics and made it an attractive option for large and small business alike

Flexibility

The pandemic has taught businesses the hard way that IT infrastructure must be resilient in the face of disruption. In the interest of not only adapting to the new normal, but also future proofing operations, flexibility increasingly becomes a priority. Outsourcing implementation shifts ownership from IT departments to specialised vendors. Without the need for skills and expertise from internal talent pools, services can be installed more quickly and with minimal disruption to infrastructure.

Financial benefits

Value for money has always been important, but now customers are expressing a need to have more visibility and control over their expenditure. The as-a-service model can help facilitate this by eliminating substantial upfront payment, allowing businesses to spread the bill across multiple months of service. Maintenance and upgrades incur no extra cost and if something goes wrong, the provider, not the customer, is financially liable. The ability to switch off the service if it does not deliver the value that was originally intended also means wasted expenditure can be avoided.

Increased security

Data security breaches incur high financial costs and long-term reputational damage. With the stakes so high, it may seem counterintuitive to outsource security infrastructure and lose control. However, as service providers have a vested interest in identifying potential weaknesses in your security infrastructure, it can make your business more resilient as a result.

The more people monitoring a private network, the better, as it ensures a quick response to any vulnerabilities that arise. General IT companies that don’t specialise in security can struggle to follow new threats and lack the personnel to support any action needed. With as-a-service, you can cost-effectively gain access to a dedicated team of experts who, not only follow the market closely so are aware of emerging threats, but are focused 24/7 on securing the network. Shifting to service-based models that increase resilience is a valuable preventative investment.

An upgraded ‘as a service’ model

As-a-service is not a new concept, but it was the cloud that enabled its modern characteristics and made it an attractive option for large and small business alike. Standardised, on demand and no commitment solutions not only bring obvious business benefits, but also heighten customer expectations for sustained value. Cloud technology has certainly revolutionised the value of as-a-service, but in such a saturated market it is no longer enough to remain competitive. Customer needs are changing all the time, and to keep up with the evolution of as-a-service, businesses must prioritise value in every decision they make.


[1] http://bit.ly/3hNC30k

Distributed by APO Group on behalf of Canon Central and North Africa (CCNA).

Business

SLB commissions new fluids systems plant in Pemba to support Mozambique’s offshore energy development

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Mozambique

New facility expands in-country drilling and completion fluids capability, advancing the next phase of SLB’s growth in Mozambique

PEMBA, Mozambique, October 9, 2026/APO Group/ –SLB (NYSE: SLB) (www.SLB.com) announced the opening of a new fluids systems plant in Pemba, Mozambique. The new facility strengthens in-country capacity to prepare, store and deliver drilling and completion fluids for offshore operations, reinforcing the infrastructure needed as Mozambique’s offshore activity grows and its role as a strategic energy hub for East Africa continues to expand.

The commissioning of the plant, also known as a liquid mud plant, coincides with SLB marking 70 years of operations in Mozambique. It reflects the company’s long-term commitment to investing in people, infrastructure and capability that support the country’s long-term offshore energy development plans.

 




  

With an initial storage capacity of 21,000 barrels, the liquid mud plant provides a scalable platform for future growth, supporting multiple customers and rising offshore activity while improving logistics and enhancing operational flexibility.

As SLB marks 70 years in Mozambique, this investment reflects our confidence in the country’s future and our commitment to supporting its energy ambitions

“As SLB marks 70 years in Mozambique, this investment reflects our confidence in the country’s future and our commitment to supporting its energy ambitions,” said Miguel Baptista, Central, East and Southern Africa, Managing Director, SLB. The new liquid mud plant strengthens local energy infrastructure, expands opportunities for local content development, and enhances our ability to support customers as they deliver some of Africa’s most significant offshore energy resources.”

The liquid mud plant project was delivered with strong local participation and that momentum is expected to continue into operations. During project delivery, more than 100 jobs were created in Pemba with nationals representing 80% of the workforce, reflecting a focus on building local capability.

The project was delivered with a strong focus on safety, operational integrity, and quality, achieving more than 67,000 hours worked without a recordable safety incident.

This key infrastructure strengthens SLB’s ability to support consistent service quality and enhance supply chain readiness for increasing offshore activity across Mozambique, supporting customers execute safely and efficiently while developing local skills and expertise.

Key Points:

  • SLB has commissioned a new fluids system plant in Pemba, expanding in-country drilling and completion fluids capability for offshore operations.
  • With an initial storage capacity of 21,000 barrels, the facility provides a scalable platform to support growing offshore activity in Mozambique.
  • The investment marks the next phase of SLB’s growth in Mozambique, strengthening local capability and supporting long-term offshore energy development.

Distributed by APO Group on behalf of SLB.

 

 




 

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South African Energy Storage Association (SAESA) welcomes 4,600 MW battery storage prioritisation and calls for integrated energy planning

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Battery energy storage systems (BESS) are becoming critical system infrastructure, supporting flexibility, reducing avoidable curtailment, shifting energy into periods of demand and strengthening security of supply

JOHANNESBURG, South Africa, October 9, 2026/APO Group/ –The South African Energy Storage Association (SAESA) (www.SAESA.org.za) welcomes the prioritisation of 4,600 MW of battery energy storage under the first Integrated Resource Plan (IRP) 2025 Section 34 determination.

 




  

The timing is significant. Recent Integrated Energy Plan (IEP) modelling and assumptions discussions highlighted a fundamental shift that South Africa’s energy planning now needs to capture: we cannot plan the future power system by counting megawatts of generation alone.

We must plan for when energy is available, where it is available, how it moves through a constrained grid and how it is stored and dispatched when the system needs it most.

The announcement reinforces that shift. Battery energy storage systems (BESS) are becoming critical system infrastructure, supporting flexibility, reducing avoidable curtailment, shifting energy into periods of demand and strengthening security of supply.

For SAESA, the message for the IEP is clear: storage, flexibility and system services must be modelled as integral components of South Africa’s future electricity architecture, with their contribution considered from the outset of generation planning.

“The IEP must plan the power system we are becoming, not simply model the power system we have inherited,” says SAESA.

The IEP must plan the power system we are becoming, not simply model the power system we have inherited

Partnership with C&I Energy + Storage Summit

SAESA is an association partner of the C&I Energy + Storage Summit, created by VUKA Group, taking place on 28–29 October 2026 at The Maslow Hotel, Sandton, Johannesburg.

The summit brings together commercial and industrial energy users, project developers, financiers, regulators and solution providers to explore practical approaches to energy security, procurement and storage deployment.

For businesses assessing how storage can support their operations, the event offers an opportunity to meet SAESA and engage with the wider energy community on the decisions shaping South Africa’s evolving electricity system.

Commercial and industrial energy decision-makers are invited to apply to attend as hosted buyers. Qualifying buyers receive complimentary summit access and curated opportunities to engage with industry partners.

 

Meet SAESA at C&I Energy + Storage Summit: Join the Hosted Buyer Programme

The Hosted Buyer Programme connects commercial and industrial energy decision-makers with solution providers shaping South Africa’s evolving private energy market.

Qualified energy buyers receive complimentary access to the summit and curated engagement with industry partners exploring energy procurement, storage deployment and project development.

Apply for the Hosted Buyer Programme (https://apo-opa.co/4ehLijJ)

Distributed by APO Group on behalf of VUKA Group.

 




 

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Afreximbank welcomes launch of Africa Credit Rating Agency as an important step in strengthening Africa’s financial architecture

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Expanding credible rating coverage can improve the information available to investors and support the development of deeper domestic and regional capital markets

PORT LOUIS, Mauritius, October 8, 2026/APO Group/ –African Export-Import Bank (Afreximbank) (www.Afreximbank.com) welcomes today’s launch of the Africa Credit Rating Agency (AfCRA), an important milestone in strengthening Africa’s financial architecture and expanding the continent’s capacity to generate credible, independent analysis of African credit risk.

 




 
 

Credit ratings play an important role in determining access to capital, influencing investor perceptions and shaping the cost at which governments, institutions and businesses can finance development. It is therefore essential that assessments of African credit risk are independent, rigorous and evidence-based, while reflecting a complete understanding of the structures, institutions and economic realities being assessed.

The establishment of AfCRA adds an important African-led source of credit opinion to the market. Its value will not be measured by whether it produces more favourable ratings, but by the credibility of its analysis, the quality of its data and transparency of its methodology, and its ability to deepen understanding of African sovereigns, sub-sovereigns and corporate credit.

This is particularly important given that many African issuers remain unrated, while local-currency and sub-sovereign markets continue to have limited rating coverage. Expanding credible rating coverage can improve the information available to investors and support the development of deeper domestic and regional capital markets.

AfCRA must set a new benchmark for the continent, maintain its independence, and remain wholly owned and controlled by Africans

Alongside fellow members of the Alliance of African Multilateral Financial Institutions (AAMFI), Afreximbank has consistently maintained that African Multilateral Financial Institutions should be assessed on the basis of their fundamentals, performance, legal frameworks, mandates and operating models. Ensuring that these institutional characteristics are properly understood is essential to achieving informed, balanced and credible assessments of African risk.

Commenting on the uniqueness of the African market, and need for AfCRA’s rating methodology to reflect this, Mr Denys Denya, Senior Executive Vice President, Afreximbank, said: “The rating methodology AfCRA develops must recognise the uniqueness of our environment and its institutional structures. The Agency must set its own standards and not follow those set elsewhere — it must build a unique identity that conforms to an ‘African best practice.”

Highlighting the need for the autonomy of the Africa Credit Rating agency as it takes off, Mr Denya added: “Most importantly, AfCRA must set a new benchmark for the continent, maintain its independence, and remain wholly owned and controlled by Africans. We must all use it, and in return expect a complete assessment of where we (Africa) stand: the strengths the market has ignored, and the weaknesses we still need to fix.”

AfCRA should therefore be seen as complementary to existing international and regional rating agencies, broadening the range of credible analysis available to investors and issuers while strengthening competition, transparency and analytical capacity within Africa’s credit markets.

As Africa seeks to mobilise the scale of capital required for industrialisation, trade, infrastructure and economic transformation, credible African institutions that improve information, strengthen market confidence and deepen the continent’s financial markets will become increasingly important.

Afreximbank congratulates the African Union, the African Peer Review Mechanism (APRM) and all those involved in bringing AfCRA from concept to launch, and looks forward to the contribution the Agency will make to deeper, more transparent and more efficient African capital markets.

Distributed by APO Group on behalf of Afreximbank.

 




 

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