Prepared for new sectors and West African markets

Angola

Luc Antoine M’Boua, general manager of Papyrus, talks to The Energy Year about the company’s training academy, expansion strategy and work in Angola’s offshore and downstream sectors. Papyrus operates in the markets of industrial blasting, painting, maintenance and site management, as well as scaffolding and construction, in Angola and West Africa.

What were the most significant developments for Papyrus over the past year?
Over the past year, we continued to grow in both industrial painting and general maintenance. Some of the key projects included work in Lobito and Luanda, as well as services provided for vessels operated by Bourbon. These were primarily industrial painting projects, and we’ve also remained active in others, such as the Agogo FPSO.
A major milestone for us this year was the launch of the Papyrus Academy. Its goal is to provide technical training not only for our in-house staff but also for external technicians in the market. We signed an agreement with a UK institute that allows us to deliver certification locally, and starting in September, the academy will be open to others. It’s a crucial part of our long-term strategy.
We also established our presence in Côte d’Ivoire, with staff already in place and pursuing contracts. Namibia is on the radar too, following supplier invitations and regional interest. Because it is logistically close and similar in scope to Angola, it represents a strategic opportunity for us.
We have also grown our team significantly. Right now, we have around 70 direct employees, and if we include third-party collaborators, such as those in firefighting, pest control, CCTV and waste management, we are about 100 people strong.

Tell us more about the Papyrus Academy and how it ties into your expansion strategy.
The academy is central to our strategy of delivering high-value services. Historically, we’ve been known for industrial painting, blasting and coating. However, as we grow, our clients are requesting broader offerings. The academy allows us to develop internal capabilities and extend services such as scaffolding, rope access, instrumentation and inspection.
We already provide scaffolding for our own use, but now we’re aiming to scale that segment commercially. Offshore general maintenance is another growth target. We’ve had some offshore campaigns but no continuous contracts yet. With the academy, we can train technicians and even trainers, elevating overall capacity. This positions us to meet stricter offshore HSE and quality standards, which are increasingly in demand following incidents in the sector.
This investment in people and methodology makes us competitive. Operators know we don’t begin a job without the right safety and risk procedures in place. That’s how we’re gaining credibility, not just locally but also internationally.

How is Papyrus positioning itself for offshore opportunities, and what role do partnerships play?
While we continue to focus on onshore services, we’re actively pursuing offshore projects. Offshore requires more stringent compliance with HSE and quality systems, and we’ve spent the last few years strengthening these aspects. Today, we’re involved in discussions with operators who see us as a viable local player. Our track record with companies such as TotalEnergies and Sonamet has helped build that trust.
Papyrus is flexible. We can go solo or in partnership, depending on the opportunity. For example, we’ve won tenders independently, which is an achievement in itself. However, we also approach partners such as Sonamet and Petromar for larger offshore projects, including those linked to the Kaminho development.
In the past, we’ve worked with entities such as Angoflex and on projects such as CLOV and Agogo. We understand how to collaborate effectively without compromising our standards.
We adapt based on market needs. Flexibility is part of our DNA. That’s what enables us to pursue maintenance contracts that range from turnkey upstream work to specialised painting subcontracts offshore.

What progress has Papyrus made in reaching downstream sectors and new locations?
We’ve made a clear move into downstream, working with clients such as TotalEnergies Marketing. These jobs don’t require the same quality protocols as upstream, but we don’t lower our standards. That means our pricing can be higher, but the client receives consistent, international-standard service.
This is part of a broader effort to show downstream companies that following procedures matters, even if margins are tighter. We bring PPE, HSE training and detailed work protocols whether we’re dealing with an oil platform or a pump system in a logistics facility.
Geographically, we’re continuing to expand. We are active in Lobito, Luanda, Cabinda and Soyo. Soyo, in particular, is seeing a lot of movement with Etu and Azule, and we maintain a presence there.
Namibe also holds potential, but we’re waiting on operators to begin projects before committing. Logistics are favourable: Road and air links make mobilising equipment viable. However, we move too early, in order to avoid mistakes made in the past, such as premature investments we made during the 2013 crisis.

What are your key goals for the company in the near term?
The focus now is on winning some of the major tenders we’ve been preparing for. Securing these would allow Papyrus to evolve from a small, local company into a major player in Angola’s oil and gas industry and beyond. We are actively reinforcing our capabilities – from technical equipment to workforce development – to be fully ready.
We have strong financial backing from our banking partners and international finance collaborators. That kind of support gives us the confidence to aim high. We also plan to increase our visibility. This year, we’ve made a big leap in our marketing and communications. We’re now active on various social media platforms, and we plan to have a presence at national events such as those in September and October marking Angola’s 50th anniversary of independence.
It’s a competitive market, especially in maintenance. However, we believe that, by focusing on quality, flexibility and market alignment, we can keep growing steadily.

How are you approaching regional and sectoral diversification for the future?
Namibia is one of the most interesting targets in our medium-term roadmap. Several Angolan companies are opening offices there, and big players such as SLB and Baker Hughes are investing heavily. That tells us the momentum is real. We’ve received supplier invitations, and because we already have logistics capabilities and relationships there, we are seriously exploring opportunities.
Beyond oil and gas, we’re also looking into adjacent sectors. Our technical experience in painting, surface treatment and general maintenance has applications in agroindustry and power. For example, agricultural tanks require special coatings; maintenance and HSE procedures also apply to chemicals and logistics.
Oil and gas is a tough school, but it prepares you to expand into new areas with discipline and rigour. As the energy transition unfolds, we aim to apply our know-how to sectors with similar demands for quality, safety and precision.

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