Executive update
BANNERMAN ENERGY | MAY 2024
y his own admission, Gavin Chamberlain
is “filling some big shoes” as he steps into
the role of Chief Executive Officer previously
occupied by Brandon Munro. Fortunately for
Bannermann Energy, Gavin admits that “building
projects and companies is in my blood” and he
has already left deep footprints at entities such
as the Husab Uranium mine, which is next door
to Etango.
Building successful businesses has taught Gavin
the power of teamwork and it is evident that
expanding the right team will be one of his
priorities as CEO. “I am really looking forward to
finalising the financing solution with Brandon so
that we can start on the construction phase of the
project and see our dream project take shape.
While we enter this phase we will also need to
keep our eye on the ball as we start to grow
the operational company in Namibia. This is a
challenge Werner Ewald, Managing Director, and
I aim to tackle together.”
He credits Werner for having laid a solid
foundation in Namibia for Bannerman. “Our
public image has been one of our success
stories, with the team under Werner achieving
a significant and obvious culture of developing
a mine while remaining aware of community,
environmental and tourist requirements. I would
like to see how we can cement this culture into
the growing business.”
Gavin has taken over as skipper of the project
with the wind at his back. The uranium market
is favourable, with higher prices presenting
a window of opportunity for the project. “We
are also in an enviable position in that we have
money in the bank, which is allowing us to do
early construction works and detail design,” he
informs. “This means we have some time to find
the optimal funding for the project. The cost of
capital can be high for a one-project company
and we are looking at various alternative funding
models at this point.”
Gavin’s deep experience in the minerals sector,
most particularly in the southern African mining
sector, gives confidence in the future of the
Etango Uranium Project. As the responsible
Project Director for the development of the
US$2 billion Husab Uranium Project in Namibia,
now one of the world’s largest operating uranium
mines, Gavin has walked this path before.
Vice President, Market Strategy – Olga Skorlyakova
Chief Executive Officer – Gavin Chamberlain
Managing Director – Namibia, Werner Ewald
Executive Leadership Strategy Day
EXPERIENCE
LEADS THE WAY
5 Qs FOR THE CEO
What keeps you awake at night?
What keeps you awake at night?
The possibility of missing something!
The possibility of missing something!
Brandon is an excellent mentor, though,
Brandon is an excellent mentor, though,
and is helping me through the transition.
and is helping me through the transition.
What changes can employees expect
What changes can employees expect
to see?
to see?
I like to get employees’ opinions on
I like to get employees’ opinions on
issues before acting. I am a strong
issues before acting. I am a strong
believer in servant leadership and believe
believer in servant leadership and believe
this can only be successful if employees
this can only be successful if employees
contribute to communications.
contribute to communications.
How do you motivate a team?
How do you motivate a team?
Understanding your responsibilities to a
Understanding your responsibilities to a
team is key to achieve motivation. When
team is key to achieve motivation. When
people have a clear understanding of
people have a clear understanding of
expectations, and the implications of
expectations, and the implications of
not delivering, they start to motivate
not delivering, they start to motivate
themselves.
themselves.
What can people expect from your
What can people expect from your
leadership style?
leadership style?
I was influenced by Nigel Townshend,
I was influenced by Nigel Townshend,
former MD of TWP. He trusted you to do
former MD of TWP. He trusted you to do
a job with minimal interference but with
a job with minimal interference but with
regular feedback. His style encouraged
regular feedback. His style encouraged
growth as a person and was based on
growth as a person and was based on
trust, ownership and feedback when
trust, ownership and feedback when
things weren’t going to plan. These traits
things weren’t going to plan. These traits
have largely inspired me as a leader.
have largely inspired me as a leader.
What has changed in your typical
What has changed in your typical
working day?
working day?
From focussing 80% of my day on
From focussing 80% of my day on
operational issues and problem solving it
operational issues and problem solving it
has changed to around 40% on investor
has changed to around 40% on investor
relationships, 40% strategic thinking trying
relationships, 40% strategic thinking trying
to identify the next issues, and 20% problem
to identify the next issues, and 20% problem
solving. I am enjoying the challenge of
solving. I am enjoying the challenge of
growing myself and the business by tackling
growing myself and the business by tackling
new challenges in the role.
new challenges in the role.
The new executive team held a Strategy Day to ensure alignment on the immediate operational goals and values. According
The new executive team held a Strategy Day to ensure alignment on the immediate operational goals and values. According
to Gavin Chamberlain, CEO: “A focus on improving communications will be the first visible initiative and one that I hope will
to Gavin Chamberlain, CEO: “A focus on improving communications will be the first visible initiative and one that I hope will
bear productive results in the short term.”
bear productive results in the short term.”
Leadership priorities
To secure financing while continuing with early works
construction programme.
Short term:
Medium term:
To see the project built and operational in the next 2-3
years.
fter 15 years’ service, Ronnie Beevor has retired as Non-Executive
Chairman, resulting in a new executive team to drive the Etango
Uranium Project into its next stage of development. “Ronnie was
instrumental in guiding the company through
the post-Fukushima challenges that the
entire nuclear industry faced and has
steered the Etango Project to its
current position of financial strength
and shovel-readiness,” says Brandon
Munro who assumes the role of
Executive Chairman.
RONNIE HANDS OVER THE BATON
Chief Financial Officer – Steve Herlihy
MEET THE NEW EXECUTIVE TEAM
Executive update