Can you introduce Atis Nebest - Angola, and how the company was founded?

We established the company in 2007. At the time, I was working at Total as an employee. I saw opportunities to provide services independently and decided to form a company. Initially Atis Nebest focused on inspection and manpower services. We initially partnered with two French companies that had been active in Angola for over a decade. Over time, we took on more of the development independently and grew organically.

What are the main services and commercial activities offered by Atis Nebest – Angola today?

In the beginning, the focus was on inspection services and manpower provision. As we expanded, we added rope access services for maintenance and inspections, especially in hard-to-reach offshore areas. 

A significant turning point was in 2011 when we began a partnership with Emerson, a global leader in industrial automation. Atis Nebest became their local business partner in Angola. This meant handling commercial relations and technical services such as valve repair, metering system support, and other automation-related work. We have certified workshops in Luanda and Cabinda, and Emerson has recognized us as an accredited service provider. 

Additionally, we are active in training. We are certified by the International Rope Access Trade Association (IRATA) for rope access training and provide automation training with Emerson. These activities further strengthened our expertise and helped us build a strong reputation across the oil and gas sector in Angola.

How have local content laws influenced your strategy, and what is Sistran?

Angola implemented regulations that certain contracts must be handled by companies that are 100% Angolan-owned. To comply, we formed a new company called Sistran, fully owned by myself. This allowed us to qualify for exclusive regime contracts. Over time, Sistran evolved from a compliance solution into a service-focused company. Today, Sistran handles services like rope access offshore and valve repair, in Luanda and Cabinda, while Atis Nebest continues to manage manpower-related services and contracts, including some valve work in Cabinda.

Can you discuss Atis Nebest’s diversification strategy, including mining sector work? 

Mining is a sector we are preparing for. While we do not yet have signed contracts, we are in discussions with companies like Catoca. We have begun positioning ourselves with spare parts and maintenance capabilities for mining equipment. Our workshops can also serve the mining sector, and we are exploring diversification into other sectors like beverages and industrial facilities. We are also already supporting operations in the new Luanda international airport and are involved with projects at the new refinery in Cabinda.

What is the company’s presence outside of Angola?

We have established a presence outside Angola, starting with Congo, where we are active. In Mozambique, we have incorporated both Atis Nebest and Sistran. Our strong history and background in Angola will help us secure contracts. Mozambique's projects are more gas-focused compared to Angola, which is more oil-based, but we are preparing accordingly.

In Namibia, we have also registered a company and created partnerships with local shareholders. While projects have not fully launched, we aim to be ready at the beginning of major development phases. Our approach is to enter early, establish a legal presence, and prepare to scale operations once activity begins. We always work with local partners to ensure alignment with regulations and local needs.

What are your immediate plans for the next year?

For the upcoming year, our focus is on strengthening our core operations and expanding into industrial painting. We have identified a gap in the Angolan market for qualified providers in this area and are preparing to offer this service. We intend to continue investing carefully. 

We typically operate using our own funds and have not relied on bank financing. However, we are considering engaging with banks more actively to support future investments. Access to financial support is one area that could be improved for companies like ours. Our priority remains to do our existing work better and more efficiently while adding value where opportunities arise. We aim to be the best in our core competencies and selectively grow where we can add real value.