For 13 years, Hilmax Engineering has been a trusted partner to Zimbabwe’s mining sector, supplying engineering solutions to some of the country’s largest mines. But in February 2024 the company’s future hung in the balance after it was placed under corporate rescue, with Reuben Mukavhi appointed to lead the process. Backed by 100% of creditors and shareholders, Hilmax pursued a bold rescue plan that attracted fresh strategic investment and returned the firm to stability. Now, with new ownership and a renewed vision, the company is setting its sights on expansion into emerging mining opportunities. Our assistant editor, Mthandazo Nyoni (MN), this week spoke to Hilmax Engineering managing director Shephard Kembo (SK, pictured) about the recovery and what lies ahead. Below are excerpts from the interview:
MN: As the new managing director, what is your immediate vision for Hilmax Engineering, and how do you plan to steer the company post-corporate rescue?
SK: My immediate vision is to restore Hilmax Engineering to its rightful position as a trusted, innovative, and resilient engineering solutions provider for Zimbabwe and the region. The goal is to move from survival to scale by stabilising operations, re-engaging our core clients in mining and industry, and implementing smart systems that drive efficiency and performance. We are adopting a model rooted in operational excellence, engineering integrity, and customer value creation. It is important to highlight that I do not carry this responsibility alone.
Our success is guided by the vast experience and strategic leadership of our executive chairman, John Mkushi. His legacy in Zimbabwe’s industrial and corporate sectors, including his previous roles as group chief executive of Shabani Mashava Mines, chairman of the Mining Industry Pension Fund, and first black president of the Confederation of Zimbabwe Industries, continues to shape our transformation agenda. His mentorship and counsel are instrumental in steering our turnaround and growth strategy. My role is to translate that vision into measurable outcomes with agility, execution discipline, and entrepreneurial drive.
MN: Hilmax has just exited corporate rescue — what were the key factors that contributed to this successful turnaround, and what lessons can other struggling businesses learn from this process?
SK: The success was anchored on stakeholder alignment, structured planning, and decisive leadership. We had a clear rescue strategy, led by a competent corporate rescue practitioner, Reuben Mukavhi, and a committed investor in Kushi Green Energy Technologies. The lesson is simple: rescue is not just legal restructuring, it is strategic renewal. Transparent communication, shared vision, and execution discipline are critical. Businesses must be willing to embrace change, make hard decisions, and engage stakeholders with integrity.
MN: Kushi Green Energy Technologies has taken 100% ownership of Hilmax. How does this new ownership structure align with the company’s future growth strategy?
SK: Kushi Green Energy Technologies brings capital, capability, and strategic intent. As a subsidiary of Globavel International, they understand industrial revitalisation and long term value creation. Their ownership gives Hilmax the stability of a growth focused investor with deep regional experience and a commitment to building local capacity. This structure aligns with our goals of expanding service offerings, investing in modern plant equipment, and scaling operations to meet Zimbabwe’s evolving industrial demands.
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MN: Hilmax has been a trusted supplier to Zimbabwe’s mining sector. How do you plan to strengthen these relationships while exploring new opportunities in the industry?
SK: Our mining clients remain a strategic pillar. We are deepening engagement with key players such as Zimplats, Unki, Mimosa, Bikita Minerals, and others. Through improved turnaround times, consistent service quality, and expanded onsite engineering support, we are reinforcing trust. Simultaneously, we are exploring opportunities in emerging lithium, gold, and energy mineral projects. Our goal is to partner not just as a supplier, but as a solutions-driven engineering collaborator.
MN: Given the evolving demands of the mining and industrial engineering sectors, what innovations or new service lines will Hilmax introduce to stay competitive?
SK: We are introducing tech-enabled diagnostics and predictive maintenance services for plant equipment, leveraging internet of things systems and digital monitoring. Our engineering division is expanding into hydraulic and pneumatic solutions, while also scaling up our capabilities in fabrication and bulk material handling systems. Furthermore, we are investing in training programmes to ensure our technical teams are equipped with the latest industry know-how.
MN: What measures are being implemented to ensure Hilmax remains financially sustainable while pursuing expansion?
SK: We have instituted a robust financial discipline framework anchored on cost control, project-based budgeting, and cash flow management. Capital injection from Kushi Green Energy has improved our liquidity position, enabling us to renegotiate supplier terms and invest in efficiency-driving systems. Our revenue model now focuses on high margin service delivery, recurring contracts, and strategic project partnerships.
MN: Creditors and shareholders unanimously supported the rescue plan—how will you maintain their confidence while driving the company forward?
SK: We are committed to consistent reporting, transparency, and delivering against our commitments. Governance structures have been strengthened through an independent board, and operational key performance indicators are monitored monthly. The best way to maintain confidence is through performance and open communication, both of which are non-negotiable under our leadership.
MN: With Kushi Green Energy as the new parent company, will Hilmax incorporate renewable energy or sustainability initiatives into its operations?
SK: Absolutely at a later stage once we have stabilised the ship. Sustainability is now a core part of our operational philosophy. We are exploring solar integration at our facilities, energy-efficient manufacturing processes, and carbon-conscious engineering solutions. Working with Kushi, we are also positioning ourselves to service renewable energy projects across Zimbabwe and the Southern African Development Community region — including solar farms and green infrastructure builds.
MN: How will Hilmax ensure job security for its employees while also attracting and developing new talent in the engineering sector?
SK: Job security comes from a growing, well-managed business. We are investing in upskilling our workforce, performance-based incentives, and creating internal pathways for career growth. Our future envisaged partnership with tertiary institutions will enhance graduate onboarding, internships, and apprenticeship programmes. Hilmax will be a hub of engineering excellence and talent incubation.
MN: How do you see Hilmax contributing to Zimbabwe’s industrial growth, and what role should private companies play in the country’s economic recovery?
SK: Private sector-led industrialisation is the engine of our economic revival. Hilmax is actively contributing through local content engineering, import substitution, and creating industrial supply chain linkages. Our work in mining, cement, energy, and infrastructure directly feeds into national gross domestic product drivers. Beyond profitability, we view our mandate as developmental — empowering local enterprise, skills and technology transfer, and economic empowerment.
MN: What are the company’s key capital expenditure priorities for 2025, and how will these investments enhance operational capacity and market competitiveness?
SK: Key investments for 2025 include the upgrade of our fabrication workshop, acquisition of CNC machinery, expansion of our service vehicle fleet, and digital transformation of our operations (ERP systems, inventory automation, project management tools). These investments will enhance productivity, reduce turnaround times, and position Hilmax as a modern, agile engineering partner.
MN: What are Hilmax’s projected revenue targets for 2025, and what strategies will be implemented to achieve them, particularly in Zimbabwe’s evolving mining and industrial sectors?
SK: While we are not placing a specific public revenue figure at this time, we are firmly on a positive financial and operational growth trajectory. This progress is being driven by our clear strategy, dynamic execution, and the experienced, seasoned, and capable leadership team now at the helm — with the strategic insight of our executive chairman, John Mkushi, playing a pivotal role. Our focus is on sustainable revenue expansion through strengthened client relationships, improved operational efficiency, and deeper market penetration across the mining and industrial sectors.
