1. Over the years, the company has developed integrated projects across infrastructure, healthcare, education, water, agriculture and urban development, positioning itself as a long-term development partner in Africa. Looking at this journey, which milestones best represent Mitrelli’s evolution and its contribution to Angola?

Alberto Biamonti: Mitrelli, a Swiss-headquartered international company, has been present in Angola for more than three decades, establishing itself as a long-term partner in the country’s development. Throughout this journey, we have worked alongside the Government and public institutions to deliver integrated solutions that generate lasting economic and social impact.

Our approach combines expertise across key sectors, including energy, water, urbanisation, healthcare, education, and technology, to address development challenges in a connected and sustainable way. Over the years, we have delivered landmark projects such as urban centralities, including the new development in Mbanza Congo, expanded access to water through projects like Water for All and PROÁGUA, strengthened healthcare with the construction of three provincial hospitals, and advanced education and innovation through projects such as the Luanda Science Centre and the Youth Villages.

These milestones reflect our commitment to creating integrated ecosystems that improve quality of life, strengthen essential services, and support Angola’s long-term development priorities. More than building infrastructure, Mitrelli develops sustainable solutions that contribute to inclusive growth and lasting national progress.

2. Mitrelli’s projects in Angola include regional hospitals serving more than 4.5 million people, water infrastructure expected to benefit 5 million residents, and integrated urban development’s comprising thousands of homes. With these figures in mind, which numbers best illustrate Mitrelli’s scale today, and how the company has grown in recent years?

Alberto Biamonti: Mitrelli’s growth in Angola is reflected not only in the scale of the projects we have delivered, but also in our ability to develop integrated solutions that address the country’s long-term development priorities across multiple sectors.

Over the past three decades, we have contributed to planned urban development through the delivery of 13 centralities, representing approximately 19,000 housing units for more than 130,000 residents, with a 14th currently under development in Mbanza Congo. In the water sector, as mentioned before, projects such as Water for All and PROÁGUA have expanded access to safe water and strengthened water infrastructure and system efficiency. In energy, we have implemented major electrification projects that have extended access to electricity and reinforced transmission and distribution networks, supporting both economic growth and improved quality of life.

Our contribution also extends to healthcare, where we have developed three provincial hospitals, advancing new facilities that combine healthcare provision with medical training and research. In education and human capital development, initiatives such as the Luanda Science Centre and the Youth Villages are fostering scientific knowledge, innovation and vocational skills, while other strategic projects, including sports and institutional infrastructure, have contributed to strengthening public services and national capabilities.

What distinguishes Mitrelli is our integrated delivery model. We work alongside our partners throughout the entire project lifecycle, from concept development and financing to engineering, construction and operational support, ensuring that each solution is sustainable, scalable and designed to create long-term economic and social value. More than delivering infrastructure, we build integrated ecosystems that enable sustainable development and improve people’s quality of life.

3. Mitrelli has incorporated digital engineering, smart planning and advanced technologies into the delivery of large-scale development projects. In practical terms, how is innovation helping the company improve efficiency, optimise project delivery and create greater long-term value?

Alberto Biamonti: Innovation, in our view, is about reimagining how development challenges are solved. It goes beyond the adoption of new technologies and is reflected in our ability to deliver integrated, turnkey solutions that combine project structuring, financing, engineering, implementation and operational support within a single delivery model.

Our approach considers the entire lifecycle of each project, from concept and design to construction, operation and long-term sustainability, ensuring that every solution is efficient, resilient and aligned with the evolving needs of the communities it serves. This enables us to create lasting economic and social value rather than simply delivering infrastructure.

Technology is a key enabler of this model. In healthcare, digital hospital management systems improve the quality, coordination and efficiency of patient care, while in the water and energy sectors, technologies such as GIS and drone-based assessments enhance infrastructure planning, network optimisation and resource management. We also integrate sustainable technologies that improve resource efficiency and strengthen the long-term performance of the solutions we deliver.

Ultimately, innovation is embedded in the way we conceive, structure and execute projects. By combining technology, engineering excellence and an integrated delivery model, we are able to develop resilient, future-ready solutions that support Angola’s long-term development ambitions.

4. Earlier this year, Mitrelli announced its collaboration with HYDRO-LINK on a major cross-border electricity transmission project connecting Angola and the Democratic Republic of the Congo. Building on this development, what role do strategic partnerships play in Mitrelli’s long-term vision, and where do you see the greatest opportunities for future collaboration?

Alberto Biamonti: While the HYDRO-LINK initiative is still at an early stage of development, with further details to be defined, it reflects a broader principle that has always been central to our approach: the power of strategic partnerships.

Delivering large-scale, sustainable development projects requires more than technical expertise. It depends on strong collaboration between governments, public institutions, financial partners, private companies and local stakeholders, each contributing complementary capabilities. Rather than viewing these relationships through a traditional client-contractor lens, we see them as long-term partnerships built around shared development objectives.

Our role is to bring these different capabilities together, structuring integrated solutions that are technically robust, financially sustainable and aligned with national priorities. This collaborative model extends across the entire project lifecycle, from concept development and financing to implementation and long-term operation, ensuring that projects deliver lasting value.

The HYDRO-LINK collaboration is an example of how complementary expertise can be combined to advance strategic infrastructure initiatives. Looking ahead, we see significant opportunities to deepen partnerships across sectors such as energy, water, healthcare, technology and industrial development, helping accelerate investment, strengthen local capabilities and support Angola’s sustainable growth.

5. Infrastructure projects are increasingly expected to deliver long-term economic value while meeting higher environmental standards. In this regard, how is Mitrelli integrating sustainability into the planning, delivery and long-term operation of its projects?

Alberto Biamonti: At Mitrelli, sustainability is not a separate component of a project, but an essential consideration in the way we structure and deliver solutions.

From an environmental perspective, many of our projects incorporate measures aimed at improving resource efficiency and reducing environmental impact. In urban developments, for example, we integrate solutions such as wastewater treatment systems, while in water projects we apply technologies that improve network efficiency, reduce losses and support more sustainable resource management.

Through PROÁGUA, for instance, technologies such as geographic information systems (GIS) and smart metering contribute to better monitoring, more efficient network management and improved operational performance. The project also includes solutions for sludge treatment, reducing the risk of contamination of soil and water resources.

In energy projects, we also consider efficiency and environmental performance. The electrification of the Uíge province, for example, contributed to reducing emissions by improving access to more reliable electricity infrastructure.

Sustainability also has a strong social dimension. We measure the value of our projects not only through the infrastructure delivered, but through the opportunities they create, including local employment, knowledge transfer and the development of skills among Angolan professionals. During implementation, we seek to involve local workers and provide training that strengthens the capacity of the teams responsible for operating and maintaining the infrastructure.

Governance is another important pillar of our approach. We operate according to strong compliance standards, quality procedures and international best practices, ensuring responsible management throughout the lifecycle of our projects.

Ultimately, our objective is to develop infrastructure that is efficient, resilient and capable of continuing to serve communities well beyond its delivery.

6. Mitrelli’s work across healthcare, education, water and agriculture directly influences the quality of life of millions of people. Following this approach, how does the company measure the long-term impact of its projects, and which initiatives have made the greatest difference to Angolan communities?

Alberto Biamonti: We measure the impact of our projects by looking beyond what is built and assessing the value created for people, communities and the wider economy. For us, success is measured by the services enabled, opportunities created and lasting improvements in people’s lives.

Healthcare is a clear example. The three provincial hospitals developed in Bengo, Cuanza Norte and Cuanza Sul are currently serving more than 3 million residents, expanding access to specialised healthcare and bringing essential services closer to communities. Similarly, our water and energy projects contribute to healthier communities, greater productivity and improved access to essential services, while creating the conditions for businesses, schools and households to operate and develop.

Our urban development projects take this impact further by integrating housing with education, healthcare, commercial areas and public spaces, creating more stable and sustainable communities. We also see infrastructure as a driver of inclusion and opportunity. The Bengo Paralympic Sports Complex, for example, provides athletes with disabilities with the conditions to develop their skills and participate fully in sporting life, while the Luanda Science Centre is helping stimulate scientific learning and inspire younger generations.

Importantly, impact is also measured through employment, skills development and knowledge transfer. Our projects have created approximately 900 direct and more than 12,000 indirect jobs in the energy sector, while healthcare projects have generated around 4,000 employment opportunities. Beyond employment, we work to strengthen the capabilities needed to operate and maintain these projects over the long term.

In terms of CSR, our social impact is further strengthened through the Fundação Arte e Cultura, which has supported more than 7,000 children and provided training, skills development and educational opportunities to young people and adults.

Ultimately, we measure our contribution by the lasting value our projects create: stronger services, more capable institutions, greater inclusion, local economic opportunities and communities better equipped to shape their own future. That is what we believe defines sustainable impact.

7. Looking now to the future, Angola continues to expand investment in infrastructure, essential services and human capital as part of its long-term development agenda. As this next phase begins, what are Mitrelli’s priorities for the years ahead, and where do you see the greatest opportunities to create value for Angola?

Alberto Biamonti: Our focus for the years ahead is to consolidate Mitrelli as a strategic partner of reference in Angola, contributing to a more resilient, modern and diversified economy. We aim to support this next phase of development by responding to structural needs while creating long-term value for the country.

Building on our experience, we will continue to combine international expertise with strong local knowledge to design and implement projects that are scalable, sustainable and aligned with Angola’s development priorities.

Looking ahead, the greatest opportunities lie in sectors that are fundamental to economic diversification and human capital development, including housing, energy, water, healthcare, education and food security. These are areas where integrated infrastructure can have a transformative impact, not only by strengthening essential services but also by enabling new economic activity and improving productivity.

At the same time, we see growing potential in projects that support institutional capacity, innovation and the development of new economic sectors, contributing to a more competitive and future-ready economy.

Our ambition is to expand our contribution in Angola while also identifying new opportunities and developing models that can be replicated in other African markets. By combining technical expertise, financing solutions and an integrated approach, our purpose is to deliver projects that are not only implemented successfully, but that remain sustainable, relevant and impactful over time.

8. Mr. Biamonti, throughout your career, you have led projects that combine engineering, infrastructure and long-term development, and today you are responsible for advancing Mitrelli’s vision in one of its most important markets. How has your professional journey shaped the way you lead today, and what legacy would you like your leadership to leave within Mitrelli and in Angola’s development over the years to come?

Alberto Biamonti: Angola has been part of my life for more than fifteen years, and it is impossible to answer this question without speaking about passion first — because that is truly where everything starts for me.

I arrived in the country in January 2011, initially working in consulting and later in the oil and gas sector, before joining Mitrelli on 1 July last year. Across these different chapters, one thing never changed: my belief in Angola’s potential. This is a country with an extraordinary journey ahead — demanding, at times complex, but deeply rewarding. I would not have built my career here, and would not have chosen to stay, if I did not believe in it with everything I have.

Joining Mitrelli was a natural step in that belief. What drew me to the company was the alignment between its work and what I see, every day, as Angola’s real needs — infrastructure that drives economic diversification, strengthens institutions, and improves people’s quality of life. Becoming part of a story that Mitrelli has been building in this country for more than three decades is something I take as both a privilege and a responsibility. If we continue to expand this footprint with the same commitment, I am convinced we can leave a meaningful mark on Angola’s development.

Internally, the legacy I care most about is our people. Companies are not built by strategies alone — they are built by the men and women who choose, every day, to believe in them. I want our team to grow, to take ownership, to build careers they are proud of, and to know that their development matters as much to Mitrelli as any project on the ground. That, to me, is the truest measure of leadership.

And from a project standpoint, my ambition is simple: to see through, with this team, the successful delivery and inauguration of the projects we are building today, and of the many more that lie ahead of us — and to know that, years from now, they will still be generating real, sustainable impact for Angola. That is the legacy I hope to leave.