Staff Writer
Bannerman Energy has reported progress across its sustainability objectives for the 2025 reporting period and outlined new targets for 2026, focusing on safety, community investment, environmental management and governance at the Etango Project in Namibia.
According to the company’s 2025 Sustainability Scorecard, Bannerman achieved 16 consecutive years without a lost-time injury. The company said this reflects its focus on safety leadership, the management of construction-related hazards and the timely closure of incident investigations.
During the period, Bannerman expanded its social and community initiatives. The Early Learner Assistance Programme grew to support 400 early learners in the Omaheke region. The company also continued its sponsorship of the Mondesa Youth Opportunities afterschool education programme and engaged with students through career talks at the Namibia Mining Expo and a high school essay competition. Total social investment for the year reached N$2.6 million.
In workforce development and diversity, Bannerman increased female representation on its board from one to two members out of five. Within its Namibian operations, the company filled four new leadership positions during the 2024/25 period. These included appointments of previously disadvantaged and female candidates, as well as a Namibian permanent resident. The company said the appointments align with its diversity and inclusion strategy.
On environmental performance, Bannerman reported no significant environmental incidents. Waste from the Etango construction phase was tracked and managed. This included the removal of 30 cubic metres of general waste, 18 cubic metres of hazardous waste, 26 cubic metres of recyclable waste, two cubic metres of waste oil and 300 cubic metres of sewage. The company also introduced measures to reduce single-use plastics and improve waste sorting, reuse and recycling.
Bannerman said all activities at Etango remained within the approved development footprint, with no work allowed in designated no-go areas. The company updated and communicated its chance-find procedure for heritage protection and reported that no new heritage artefacts were identified. The National Heritage Council visited the site as part of the permit renewal process.
On governance and transparency, Bannerman continued rolling out corporate policies covering labour and working conditions and anti-bribery and corruption. The company developed a procurement procedure aimed at preventing bribery and corruption in its supply chain and said a Supply Chain Code of Conduct will be presented to the board for endorsement. Stakeholder engagement continues through regular meetings, site visits, quarterly newsletters and an updated community grievance mechanism. The board endorsed the 2025 Summary Environmental and Social Impact Assessment, which was published on the company’s website.
For 2026, Bannerman has set targets focused on people, planet and performance. These include reaching 17 years without a lost-time injury, strengthening community engagement and early learner support in the Erongo region, formalising an employee value proposition, achieving zero reportable environmental incidents, updating the mine closure plan, finalising and publishing a Supply Chain Code of Conduct, and implementing sustainability management software to improve reporting and grievance tracking.
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Bannerman has set targets focused on people, planets, and performance in 2026.
