By Ajong Mbapndah L*
Dietsmann is powering Africa’s energy future—one operation, one team, and one innovation at a time. As the company expands its footprint across the continent, it’s not just growing its portfolio, it’s raising the bar for quality, reliability, and operational excellence. From mastering field operations to delivering high-value services for clients, Dietsmann has cemented itself as a trusted partner in Africa’s dynamic energy landscape.
CEO CesareCanevese has been a visible presence both on the ground and on the continental stage, attending major events such as the African Energy Week, where the focus is not on visibility, but on alignment, partnerships, and pragmatic delivery. Under his leadership, the company continues to prioritize safety, efficiency, and local empowerment—building national teams capable of running complex operations independently.
“Local content is not a box to tick—it is the foundation of our model. In many countries, the majority of our workforce is local, including in key roles. This is something we have built over time, through training, trust, and continuity. For me, success is when a local team can run operations independently—and run them well. That is when you know you are creating something sustainable,” says Cesare Canevese.
A milestone in this journey is Dietsmann’s recent joining of the African Energy Chamber, a move that strengthens its voice in shaping Africa’s energy policies, investment conditions, and sector dialogue. In this interview, Canevese emphasized that success in Africa requires patience, consistency, and presence, principles that guide Dietsmann’s long-term strategy.
We are now well into the first quarter of 2026. How would you assess Dietsmann’s performance so far this year, and what key indicators are you watching to gauge success for the company in the months ahead?
We entered 2026 with a clear mindset: stay focused, stay disciplined, and deliver.
The environment remains volatile—geopolitically and economically—but this is exactly where a company like Dietsmann must demonstrate its strength. What I look at first is not just financial performance, but whether we are delivering safely, consistently, and at the level our clients expect.
“In our business, credibility is built every day in the field—not in the boardroom.”
If we continue to execute well, protect our margins, and maintain strong relationships with our clients, then the year will take care of itself.
Dietsmann has built a strong operational footprint across several African energy markets. What are some of the most significant developments or milestones in your operations across the continent in recent months?
Africa has always been central to Dietsmann—not as an opportunity, but as a long-term commitment.
In recent months, what I find most encouraging is not only the growth of our activities, but the increasing maturity of our local operations. In several countries, we now rely on strong national teams who are fully capable of managing complex operations.
“That is, for me, the real milestone—when the business becomes truly local.”
At the same time, we continue to expand our scope, integrating engineering and digital solutions into our O&M activities. This is how we create more value for our clients.
You recently joined the African Energy Chamber. What motivated this decision at this particular moment, and how does the partnership fit into Dietsmann’s broader Africa strategy?
Joining the African Energy Chamber was a deliberate decision. After many years operating across the continent, we felt it was important for Dietsmann to take a more visible and active role in the broader energy dialogue.
“We have experience in Africa. It is also our responsibility to contribute to its future.” This is not about visibility—it is about engagement.
What expectations do you have from working with the African Energy Chamber, particularly in terms of partnerships, policy engagement, and advancing Africa’s energy sector?
I expect the Chamber to be a place where things move forward—not just where ideas are discussed.
We need practical alignment between operators, service companies, and governments. The challenges are known: investment conditions, local content, project execution.
“What matters now is execution—turning ambition into reality.”
Dietsmann will contribute with what we know best: operations.
Dietsmann has been operating in Africa for decades. From your perspective, how has the business and investment environment evolved, and what lessons have shaped the company’s long-term success on the continent?
Africa has changed significantly over the years—and in many ways for the better.There is more structure, more ambition, and also more expectation. Local content is now a central pillar, and rightly so.But one thing has not changed: success in Africa requires patience, consistency, and respect.
“You cannot build a business in Africa from a distance. You have to be present, engaged, and reliable.” This is something we have learned over decades—and it continues to guide us.
In a highly competitive energy services sector, what would you say is Dietsmann’s core competitive advantage, and how does the company differentiate itself from other service providers operating in Africa?
If I had to summarize Dietsmann in one word, I would say: operations.
We are an operations-driven company. We understand assets, we understand field constraints, and we know how to deliver performance over time.
“What differentiates us is not what we say—it is what we deliver, year after year.” We are also investing heavily in digital tools, but always with a clear objective: improve performance, not add complexity.
Local content and skills development are increasingly important across African energy markets. How is Dietsmann integrating local talent and building capacity within the countries where it operates?
Local content is not a box to tick—it is the foundation of our model. In many countries, the majority of our workforce is local, including in key roles. This is something we have built over time, through training, trust, and continuity.
“For me, success is when a local team can run operations independently—and run them well.” That is when you know you are creating something sustainable.
The energy sector globally is undergoing rapid transformation driven by digitalization, efficiency demands, and energy transition pressures. How is Dietsmann adapting its services and technologies to remain ahead of these changes?
There is a lot of discussion around digitalization and energy transition—and rightly so.
But we have to remain grounded. Technology only makes sense if it improves operations.
“We do not digitalize for the sake of it—we digitalize where it creates value.” At the same time, we are adapting to the evolution of the energy mix, particularly in gas and power, which will be critical for Africa.
Looking ahead to African Energy Week 2026, how important is the event for companies like Dietsmann, and what role do you see the company playing at this year’s gathering?
African Energy Week is one of the few moments where the entire ecosystem comes together. For me, it is less about visibility and more about alignment—understanding where the industry is going and how we move forward together.
“It is important that the conversation remains pragmatic and focused on delivery.”
Finally, as Africa continues to expand its oil, gas, and broader energy infrastructure, where do you see the biggest opportunities for Dietsmann over the next five to ten years?
Africa will remain one of the most important energy regions globally. There is still significant potential in oil and gas, particularly in gas, alongside growing investments in power and infrastructure. But the real opportunity goes beyond projects.
“The real opportunity is to build reliable, efficient, and locally anchored operations over the long term.” This is where Dietsmann is positioned—and where we intend to continue making a difference.
*Culled from April Edition of PAV Magazine
