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Switching your business is one of the most important decisions you’ll ever make. This is why we proactively manage the transition for you, to ensure minimal disruption to your business. We take end-to-end accountability until your business is fully banked, and a Business Banker is in play to look after the day-to-day relationship. It takes a bank that does more to help you start, run and grow your business.
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Business Industry Publishing
December 2024
As industries across the globe face ever-evolving challenges, the stories of innovation, resilience, and transformation stand out as testaments to human ingenuity. This month, we delve into the efforts of companies and organizations redefining their sectors and leading by example.
One of our featured stories highlights XcelEnergy, a company leading the charge in the global push for sustainability. In a world where clean energy is no longer a choice but a necessity, XcelEnergy’s commitment to renewable energy sources is reshaping the energy landscape. This piece explores how the company is setting new benchmarks for delivering cleaner, greener power solutions.
In another feature, we turn to SBS Friction A/S, a dominant force in the braking industry. Often overlooked, this critical sector is being transformed by SBS Friction’s dedication to precision engineering and innovation. The story dives into their secrets to success and how they are redefining reliability and performance in friction technology.
Finally, we bring you an inspiring story from the Battleford Agency Tribal Chiefs, who are championing initiatives to build sovereignty and create opportunities within Indigenous communities. This piece sheds light on their unwavering dedication to cultural preservation, economic growth, and empowerment. Their efforts serve as a powerful reminder of the strength found in unity and vision, offering a model for communities worldwide.
These stories embody the spirit of progress and purpose, showcasing how leadership and innovation can drive meaningful change. We hope they not only inform but inspire. As you turn the pages, take a moment to reflect on how these lessons can apply to your own pursuits. Here’s to driving success through creativity, sustainability, and collaboration!
Donnie
Rust Global Business Pursuit – Editor
Excitement At The Old Refinery
Donnie Rust
The Natref refinery at Sasolburg was commissioned in 1971 and has been at the cutting edge of refining technology since its inception. As it is situated inland, the refinery’s market for heavy fuel oil was quite limited and as a result, it was designed to get the most out of crude oil and equipped with state-of-theart technology to achieve this. The refinery makes use of the bottoms up grading refining process, this uses medium gravity crude oil which gives NATREF the capability of producing 70 percent whiter product.
Production
At the refinery, the main products produced are petrol, diesel, jet fuel, bitumen, and fuel oil with a capacity of 108,500 barrels of oil per day. Located in Sasolburg, the Free State, Natref supplies the main South African inland market of Johannesburg and the surrounding areas, however it starts its inland journey 600km (355miles) away at the coast. The crude oil destined for Natref is offloaded in Durban via floating Single Buoy Moor (SBM), which is co-shared with other oil companies and managed independently. In Durban, the crude is stored in 15 crude storage tanks before beginning the long uphill journey to the refinery.
Due to its inland location, near the
industrial heartland of South Africa, the refinery is sited in a place where the market for heavy fuel oil is quite limited. Therefore, since it was founded, Natref has needed to squeeze all the value out of their crude, which requires state-of-the-art equipment. By utilising the bottoms upgrading refining process using medium gravity crude oil, the refinery has the capability of producing 70 per cent whiter product than coastal refineries, which must rely on heavy fuel oil.
Having commenced operations over half a century ago, it is no surprise that in that time the refinery has undergone several expansions and upgrades. Mr Dayanand Rajaram, Senior Vice President at Natref, shared some of the more technical details about the refinery’s evolution and current capabilities.
“The refinery was originally designed as a 55,000 bbl/d refinery,” he says, “In 1976, it was expanded to 75,000 bb/d, and then to 86,000 bb/d in 1993 and to 108,000 bb/d in 2002. In 2005, the refinery was upgraded to clean fuels 1 specification. In 2016, the refinery started producing 50ppm diesel.”
He goes on to explain that the refinery configuration has a Solomon complexity factor of 10.9. As mentioned earlier, it has a significant bottom upgrading unit (residual crude desulphurization – RCD), as well as the capability for processing vacuum residue and
atmospheric residue from the crude columns into FCC feed. In addition, the refinery also has several specialised units including a hydrogen reformer unit, a hydrofluoric acid (HF) unit, and a bitumen unit.
There are a number of other recent key developments including several upgrades to infrastructure that have been completed. Such as the human machine interface (HMI), and distributed control system (DCS) upgrades. Health monitoring on key rotating equipment was implemented by upgrading the Bentley system and the company has installed state-of-the-art training simulators on two production units, with a further view to link this with virtual reality to further improve operator training and engagement. Further to these items, solutions that provide online monitoring of critical operating parameters to prevent process safety incidents have also been installed.
“At the moment, the refinery is piloting and rolling out a wireless plant inspection tool that will assist operators and maintenance staff in improving their effectiveness,” Mr Rajaram says, “These are among some of the more recent changes to improve the data gathering, decision-making and the training of employees.”
New Developments
One company leaves another takes its place.
New standards are being set by Velan HF acid valves. Offering unique design features ensuring durability and performance.
Velan’s extensive product portfolio serves HF alkylation and LAB processes. Meeting the demands of Phillips heritage and UOP licensed process units. Providing significant specification variances of individual renown players by supplying API 602 Forged Steel valves, API 600, 623 and 594 Cast valves and Bellows Sealed Cast valves in materials such as carbon steel (WCB and A105), low temperature carbon steel (LCC/LCB and LF2) and Monel® (400 and M35-1).
Velan strive to achieve the highest quality severe service valve products at the lowest total cost of ownership in the market.
VELAN, THE LEADER IN HF ALKYLATION VALVE PERFORMANCE.
At the moment, the refinery is piloting and rolling out a wireless plant inspection tool that will assist operators and maintenance staff in improving their effectiveness
For decades Natref was owned by TotalEnergies and Sasol, but this changed earlier this year, when British company Prax Group struck a deal with TotalEnergies to buy their stake in the refinery. Although the companies did not reveal the agreed price for the 36.36% stake in the facility it is known that Sasol will retain control of the remaining 63.64 percent.
Prax said this purchase would see it enter the South African market where they envisage Natref serving as a focal point for its expansion into Africa. It also represents the beginning of their move into the continent as they plan to make further investments in the asset to establish it as a regional hub.
“The signing of this agreement is the first step towards our entry into Africa which will provide us a solid platform from which to execute our future growth strategy,” said Prax CEO and chairman Sanjeev Kumar Soosaipillai.
“The acquisition marks another significant
milestone for the Prax Group and will create unique opportunities across the South African supply chain, meeting the needs of customers and communities for years to come.”
Focus
“The transaction is in line with the Company strategy to focus on its large integrated fuels and petrochemicals platforms and to divest its non-core assets,” said Jean-Pierre Sbraire, CFO of Total.
TotalEnergies is a global multi-energy company that produces and markets energies: oil and biofuels, natural gas and green gases, renewables, and electricity. Employing over 100,000 people they are committed to energy that is ever more affordable, more sustainable, more reliable, and accessible to as many people as possible. Active in nearly 130 countries, TotalEnergies puts sustainable development in all its dimensions at the heart of its projects and operations to contribute to the well-being of people. They own a 50.1% stake in TotalEnergies Marketing South Africa. The other 49.9% is owned by South African shareholders.
Interesting Future
Natref represents not only a long-term asset that has continued to produce for over fifty years, but is still South Africa’s only inland refinery and processes heavy crude. This provides a number of opportunities for the UK company to take advantage of established infrastructure and employee-skills. Particularly as Prax has interests in the upstream but also in the downstream, which means the future for Natref is going to be an interesting one. Not to be crude, but black gold has never seemed so refined.
Eqstra Fleet Management
There is always a next level
Foylan Rhodes
Even though their parent company has been acquired, Extra Fleet Management have pledged to continue to offer their clients, partners and suppliers the same high standard of professionalism that has set them apart in their industry since 1984. Foylan Rhodes investigates.
In Focus
Parent company, Eqstra Investment was acquired earlier this year by Nedbank after lengthy negotiations. The recent acquisition, which was valued at almost R1 billion (approximately $55 million), has put the business in an excellent position to expand further into the various elements of South Africa’s fleet management sector, however EFM’s reputation has already been established. So, for them, it’s business as usual.
Over the past four decades the South African fleet management company has set their own standards, which has heavily influenced their industry. The company is an industry powerhouse, purchasing over three hundred vehicles a month, managing over a thousand accident claims, negotiating over six thousand maintenance events and providing roadside assistance to twenty-four thousand monthly drivers, while actively live tracing over thirty thousand vehicles.
As managing director Murray Price said once, “Our job is to run a client’s fleet effectively so they can focus on their business, whether a fleet is large or small it is individual and the solutions we offer have all been customised to suit each customers’ unique needs.”
Dedicated to technology, Eqstra Fleet Management were one of the first businesses in South Africa to make use of comprehensive telematic solutions. This enabled them to track vehicles and provide all the functionality a client would expect from a tracking system, while the data collected could be conveniently included with all the other elements of fleet data.
This enabled them to provide customers’ fleet operations with top-tier technical expertise while also leveraging access to accredited commercial workshops and panel shops—a valuable advantage that keeps their fleet vehicles safely operational. Additionally, they oversee every aspect of tyre management, from monitoring driver behaviour and scheduling tyre rotations to ensuring each vehicle is equipped with the correct tyres.
Protection is crucial, especially in South Africa, and the company provides extensive vehicle fleet short-term insurance, backed by leading short-term insurers in the country.
This service blends industry expertise with cutting-edge technology solutions, catering to policyholders seeking to reduce fleet costs.
The Acquisition
The deal, which was announced in July this year, was valued at nearly a billion rand, was not without its hurdles, and has been in discussion for several years. Nedbank Group’s acquisition of Eqstra Investment from enX had to be given the go-ahead by the Competition Tribunal, who are an organisation set up in South Africa as an independent body tasked with enforcing the Competition Act, 1998. This involves reviewing mergers and acquisitions to ensure they don’t harm competition or lead to monopolistic practices. This includes the adjudication of cases of anti-competitive conduct such as cartels and the abuse of dominance referred by the Competition Commission. They also impose penalties or remedies where violations are found. Although they operate as a quasi-judicial entity, their decisions carry legal weight and aim to promote economic efficiency, consumer welfare, and fair participation in the economy. They have become an industry compass in the country’s growing business sector. When it came to Eqstra Investment and Nedbank, the tribunal unconditionally approved the proposed merger.
Simultaneously, the transaction will expand Nedbank’s product and services offering in Namibia and Eswatini
The deal, first considered by Nedbank’s board in May 2023, has bolstered the financial services provider’s fleet management capabilities three years after Bidvest failed to buy Eqstra. This is as a combined Eqstra and NedFleet operation is set to provide an integrated approach to fleet management, which is aimed at providing better quality, cost and scale to their joint clients.
Simultaneously, the transaction will expand Nedbank’s product and services offering in Namibia and Eswatini, while expanding Nedbank Group’s footprint into a new jurisdiction, Botswana. Petrochemicals, equipment and logistics group enX said the deal came about because it believed keeping Eqstra under its wing might restrict the logistics company’s “growth prospects and restrict the returns able to be delivered to enX shareholders. Other factors cited for the sale were that the group might struggle to secure the capital for Eqstra to grow aggressively in the market, diversify its asset base and increase its credit risk appetite.
In July, enX confirmed to its shareholders that all suspensive conditions to the transaction had been fulfilled and the transaction was
unconditional with the Takeover Regulation Panel issuing a compliance certificate.
The deal involved Nedbank buying a 50.2% stake in Eqstra at a minimum of R379m and Eqstra repurchasing all their shares held by enX also for a minimum of R379m, resulting in Nedbank and Eqstra becoming the sole shareholders.
If the subscription price stays at the minimum of R379m, then the gross proceeds of the deal, along with other costs, will be at least R890m. According to the latest audited figures for the year to end-August, the value of Eqstra’s net assets amounted to R529m, leasing assets including 11,300 vehicles amounted to R2.6bn, its loans R511m and profit R109m.
Other Deals
EnX has been trying to sell Eqstra since October 2018, after its board decided it could do no more to enhance the operations of the company it bought in 2016. Bidvest, the top 40 services and distribution group tried unsuccessfully three years ago to buy Eqstra, after initially agreeing to pay R3.1bn for the business in 2019.
It’s a happy outcome as the deal initially fell through in May 2020 after approval from the Prudential Authority failed to materialise before the deadline for the transaction.
The integration of Eqstra’s comprehensive fleet management offerings with Nedbank’s current services is expected to deliver improved quality, cost efficiency, and scalability for clients. Additionally, this move expands Nedbank’s presence into new markets, including Botswana, Namibia, and Eswatini.
This acquisition underscores Nedbank’s commitment to providing integrated and innovative fleet management solutions across the Southern African region, and Eqstra Fleet Management’s dedication to continue doing what they do best. Manage fleets.
Joint Medical Store
The Healthy Approach in Uganda
Don Campbell-Winterz
Uganda’s healthcare industry is a complex mix of public, private, and non-profit sectors, reflecting significant challenges and opportunities for improvement. Through this, the public sector dominates, offering free healthcare through government-run facilities. However, chronic underfunding, staff shortages, and inadequate medical supplies limit the effectiveness of these services, especially in rural areas where the majority of Ugandans live.
Private and faith-based providers play a critical role in filling these gaps, with organizations like Joint Medical Store ensuring access to essential medical supplies and supporting healthcare facilities. Despite these efforts, many Ugandans still face high out-of-pocket expenses as they often turn to private providers for better quality care.
Answering
Health Needs
Research shows that the burden of preventable diseases like malaria, HIV/AIDS, and diarrheal illnesses in Uganda remain high and are compounded by emerging noncommunicable diseases such as diabetes and hypertension. Congruently, maternal and child health outcomes are particularly concerning, with limited access to prenatal care and emergency obstetric services contributing to high mortality rates. In response, Uganda
has increasingly embraced innovations such as digital health and telemedicine, alongside international partnerships that provide critical funding and support, of which Joint Medical Store have stayed at the forefront.
International Comparison
When compared to countries like the United States and the United Kingdom, Uganda’s healthcare system highlights stark contrasts. Wealthier nations benefit from significantly higher funding per capita, enabling advanced facilities and technologies. The UK’s National Health Service (NHS), for example, ensures universal access to high-quality, tax-funded healthcare, while the U.S. relies on a mixed model of public and private insurance, leading to variable access and high costs. In contrast, Uganda’s healthcare access is inequitable, particularly in rural regions, where infrastructure and medical staff are scarce.
Life expectancy in Uganda, approximately 63 years, lags behind the UK’s 81 years and the U.S.’s 78 years, reflecting differences in disease management, nutrition, and maternal health.
While Uganda faces considerable challenges, ongoing efforts by the government, NGOs, and private entities aim to bridge healthcare gaps, foster innovation, and improve outcomes for its population,
particularly in more rural communities.
Through this, Joint Medical Store (JMS) is a leading non-profit organization in Uganda specialising in the procurement, storage, and distribution of essential medical supplies and pharmaceuticals. Established in 1979, it was co-founded by the Uganda Catholic Medical Bureau (UCMB) and the Uganda Protestant Medical Bureau (UPMB), two faithbased organizations dedicated to improving healthcare access in Uganda. The founders envisioned a sustainable, centrally managed system that could address inefficiencies in the supply of medical commodities to faith-based and non-governmental healthcare facilities.
The UCMB and UPMB, representing Catholic and Protestant health institutions respectively, leveraged their extensive networks and experience in healthcare management to build JMS as a critical player in Uganda’s health sector. Their collaboration created an entity that not only serves faithbased institutions but also complements government efforts to improve healthcare delivery, particularly in underserved areas.
How They Work
JMS operates with a mission to ensure that quality medical supplies are accessible and affordable for all healthcare providers in Uganda. They achieve this by sourcing reliable
Gradian Health Systems is a nonprofit medical technology company that works in partnership with healthcare providers to design and introduce user-centric solutions that address gaps in technology solutions, training, and customer service.
products, maintaining a robust distribution network, and adhering to stringent quality control standards. The organization also offers capacity-building programs, including training for healthcare workers and technical support for health facilities.
In recent years, JMS has expanded its role beyond distribution. Through its subsidiary, Joint Healthcare, it has ventured into manufacturing health products, including cleaning materials, ultrasound gel, and immunity boosters under the Clinsafe brand. These innovations not only enhance local production capacity but also contribute to their goal of achieving sustainable healthcare solutions.
JMS’s overarching aim is to strengthen healthcare systems in Uganda, ensuring equitable access to medical supplies and fostering better health outcomes for the population, particularly in marginalized communities. This mission-driven approach solidifies its position as a trusted partner in the Ugandan healthcare ecosystem.
What Happens Inside
The Joint Medical Store (JMS) in Uganda is governed by a Board of Trustees and a Board of Directors. The day-to-day operations are managed by a 15-person management team, led by Bildard Baguma, who serves as the Executive Director and CEO.
Baguma has been instrumental in expanding JMS’s services across Uganda, aiming to provide medical products, equipment, and services to numerous facilities. Under his leadership, JMS has grown to serve over 3,000 medical facilities, enhancing healthcare delivery throughout the country.
The management team also includes other key figures such as Joanita N. Lwanyaga, the Project Director for Local Partner Warehousing & Distribution, and Mercy Nagaddya, the Director of Internal Audit, Risk, and Compliance. This diverse team works collaboratively to ensure that JMS fulfils its mission of procuring, storing, and distributing human medication and healthrelated consumables to health units across Uganda.
JMS
JMS was established in 1979 and operates as a non-profit organization, registered under the Trustees Incorporation Act Cap 165, and is licensed by the National Drug Authority to engage in importing, exporting, and selling medicines and related health supplies.
As of 2024, Joint Medical Store employs approximately 232 staff members, and this team is integral to JMS’s mission of providing quality medical supplies and healthcare solutions across Uganda. The staff operates
JMS continues to play a pivotal role in improving healthcare delivery and outcomes in Uganda
from the organization’s headquarters in Kampala and their various regional branches, ensuring efficient procurement, storage, and distribution of medical commodities to numerous health facilities nationwide. JMS emphasizes continuous professional development, offering training programs to enhance the skills and competencies of their employees, thereby maintaining high standards in healthcare service delivery.
Throughout 2024, Joint Medical Store have continued to enhance community health through several key initiatives. In one area they expanded their warehousing and distribution, by constructing new warehouses to accommodate an additional 10,000 pallets, with completion happening earlier this year. This expansion aims to improve the storage and distribution of medical supplies across Uganda, ensuring that essential health commodities are more readily available to healthcare facilities nationwide.
The second main area that prominent developments have taken place is manufacturing of health commodities. Through their subsidiary, Joint Healthcare, JMS has ventured into manufacturing health materials. This move not only diversifies JMS’s product offerings but also contributes to local production capacity, enhancing the availability of quality health supplies within the community.
Finally, JMS has maintained its commitment to strengthening healthcare systems by offering training programs in areas such as health facility governance, customer service, and financial management. These programs aim to enhance the competencies of healthcare workers, thereby improving the quality of healthcare services provided to the community.
“Through these initiatives,” says Baguma, “JMS continues to play a pivotal role in improving healthcare delivery and outcomes in Uganda, demonstrating its dedication to serving the community’s health needs.”
Number Two Piggeries
This little piggy went to market.
Cassidy Banks
As of December 2024, Number Two Piggeries (N2P) continues to solidify its position as a leading entity in South Africa’s pork and dairy sectors. The company oversees 26 biosecure piggeries across South Africa and Namibia, encompassing various operational units from weaner and grower farms to comprehensive farrow-to-finish facilities. This extensive network enables N2P to maintain a significant market share, contributing approximately 23% to 24% of the national sow herd and slaughter volumes.
The Pig Industry
South Africa’s piggery industry remains a vital part of the country’s agricultural sector, contributing around 7% to total meat consumption. With about 3.8 million pork carcasses produced annually, the sector includes 190 commercial production units and thousands of emerging producers, playing a key role in rural livelihoods and food security. Despite increasing urban demand for affordable protein, challenges persist, such as high feed costs, low farmgate prices, and outbreaks of African swine fever (ASF), particularly in informal farming systems with limited biosecurity measures.
To address these issues, the South African Pork Producers’ Organisation (SAPPO) has introduced innovative tools like the Pig
Movement App to enhance traceability and disease control. While economic pressures and market disruptions have reduced sow numbers, opportunities for growth exist in expanding pork consumption and embracing sustainability initiatives aligned with international standards. These efforts position the industry for resilience and future growth, even amid evolving challenges.
Strategy
Founded by David Osborne and David Miles in the 1970s and currently headquartered in Queenstown, South Africa, in recent years, N2P has undertaken several strategic projects to enhance its operational capacity and market reach. Notably, the completion of the Cookhouse Creamery in the Eastern Cape marked a pivotal move towards value addition within the company’s dairy division. Additionally, the establishment of the Mountain View Dairy, a 1,500-cow, pasturebased facility featuring a 66-point rotary milking parlour, exemplifies the company’s commitment to integrating advanced agricultural practices.
N2P’s dedication to innovation is further demonstrated by the expansion of the Meat Traders Abattoir, which increased slaughter capacity to accommodate higher volumes from new piggeries. The development of
facilities such as the Fairfield Piggeries and Steynsburg Piggery underscores the company’s focus on growth and adherence to stringent biosecurity measures.
The company’s commitment to sustainability is evident through the implementation of renewable energy projects across its farms and processing sites. These initiatives aim to supplement energy requirements and reduce environmental impact, aligning with global trends towards sustainable agricultural practices.
“N2P’s workforce has expanded to approximately 1,800 employees, reflecting the company’s growth and our role as a significant employer in the agricultural sector,” says CEO Theo Feuth, “Furthermore the expansion highlights the contribution of our team to local economies and our commitment to fostering talent within the industry.“
While specific developments in 2024 have not been extensively covered in recent news articles, N2P’s ongoing projects and strategic initiatives indicate a sustained focus on innovation, expansion, and leadership within the agricultural sector. The company’s integrated business model, encompassing state-of-the-art facilities and world-class technology, positions them as a market leader poised for continued success.
As a significant primary agricultural
N2P’s workforce has expanded to approximately 1,800 employees, reflecting the company’s growth and our role as a significant employer in the agricultural sector
producer in Southern Africa, the company is proud to be a market leader in pork production with a ~23-24% market share, based on national sow herd and slaughter volumes respectively. However, the company does not only operate in piggeries and have made sure to diversify into other agricultural companies to complement the piggery portfolio.
Portfolio
Number Two Piggeries have twenty-six piggeries across South Africa and Namibia, with >310 000 pigs of which more than 26 000 are sows. These bio secure piggeries range from weaner and grower farms to full farrow to finish units and are spread geographically across South Africa and Namibia. In addition, N2P has a significant interest in a market leading pig genetics company, PIC South Africa.
The run four abattoirs. These abattoirs slaughter most of the group’s livestock, including one export approved facility based in the Western Cape, South Africa. The abattoirs are group owned and are managed abattoirs to slaughter most of the group’s livestock and add value to primary production.
Eight dairy units (some of them have more than one dairy/milking platform), produce over 195,000 litres per day. These dairies are all pasture-based dairies, situated in the Eastern Cape and managed under the internal “Just Milk” brand. An operational cheese factory (Cookhouse Creamery) also forms part of the dairy division.
Finally, they also own 2 750 hectares maize, 950 hectares soya and over 3 500 beef cattle herd. These farms aim to maximize the utilisation of strategically positioned farms by adding crop (maize/ corn and soya) and beef operations.
Student Programme
One of the most noteworthy approaches that Number Two Piggeries has is their comprehensive Student Programme aimed at cultivating the nation’s top pig farmers. As Feuth explains this initiative is integral to N2P’s management pipeline, supporting the company’s growth objectives.
“The programme runs annually from January to December and is structured to provide students with extensive exposure to all facets of piggery operations,” he says.
The N2P Student Programme is a dynamic initiative designed to cultivate
We believe that our programme ensures graduates are well-prepared to make meaningful contributions to the sector
skilled professionals in South Africa’s agricultural sector by providing immersive, hands-on training within a leading piggery enterprise. Targeting ambitious, careerfocused individuals, the programme offers a rigorous and supportive environment where participants learn and grow under the guidance of experienced mentors. Applicants are selected through tertiary institutions and undergo interviews to ensure alignment with the programme’s goals.
Once accepted, students are assigned to specific farms, beginning with an orientation that introduces them to various farm operations. Over the year, participants progress through a structured framework that includes regular assessments and opportunities to take on supervisory roles based on performance. To enhance their expertise, the programme incorporates inter-farm transfers, allowing exposure to diverse operational practices, and offers external training sessions. Upon successful completion, graduates receive reference letters highlighting their skills and competencies, with top performers often securing roles within the N2P Group as Supervisors or Graduate Supervisors.
N2P’s commitment to investing in human capital underscores its aim to build long-term partnerships that benefit both the company and the broader agricultural industry.
“By equipping students with practical experience and professional development opportunities, we believe that our programme ensures graduates are wellprepared to make meaningful contributions to the sector, to make it better and more transformative in the future.”
HIQ: tyres and Autocare
Tyred And Tested Results
Donnie Rust
There’s no denying that the tyre business is more digital and connected than ever before. According to HiQ who are the undisputed experts in the UK field, between 60 and 80 percent of tyre-buying consumers conduct pre-sale research online before the pandemic. Today, 10% of all tyres are bought online and many customers walk through the door expecting their tyres to be ready for them.
Digital Movement
One of the benefits of a digital aspect to the sale of car parts and tyres especially is the ability to advise and educate customers about safety while they are on the website. Providing handy guidelines and advice on maintaining tyres that many people would otherwise be unaware of. For millions a car is simply an all-in-one-package that encompasses everything, but a vehicle is a collaboration of carefully calibrated parts working together like an orchestra. It is a travesty that vehicle maintenance is never thought of until something breaks, which is usually when multiple parts end up needing to be replaced due to one part- which could have been repaired or replaced during a routine maintenance check. But it isn’t just the digital landscape that is changing the modern automotive retailing world,
but new entries into the market that require new specifications. Such as the ever more prominent electric vehicle.
What Do HiQ Do?
As is attested on their website, there isn’t a lot that Hi-Q don’t do. They are, for lack of a better term, the Full English of car repairs and services and they pride themselves on offering tip top customer service to everyone who walks through our doors. They don’t sell “part worn” tyres or equipment, choosing only quality new products, so customers cannot buy wrong when they buy from HiQ.
The Future Of Rubber On Road
Electrical vehicles are becoming very prominent on the roads, and drivers have very real questions. For example, do electric vehicles need special tyres? The answer is Yes, and electric car tyres differ from conventional tyres in a few ways. They are designed to withstand more weight, increase grip, reduce noise, and extend driving range. As advanced as an EV is compared to an internal combustion engine, so too are their tyres.
Electric car tyres are designed with a few important factors in mind. EVs have instant
torque and immediate acceleration, their engines make the vehicle much heavier and the low centre of gravity makes for far better manouverability and handling. The tyres have to be able to manage all of this while keeping the car on the road.
Tyred Of Range Anxiety
Something that HiQ is determined to manage is range anxiety. The fear that a vehicle will have insufficient range to reach its destination. It’s a concern for all types of electric vehicles, and that’s why it’s important that electric car tyres are designed to extend the driving range of the vehicle as much as possible.
Extending the driving range can be accomplished by adapting the tyre’s compound or structure and enhancing the aerodynamics of the sidewall. HiQ points out that Goodyear has developed Low Rolling Resistance technologies to reduce energy consumption and extend the driving range.
One of the trademarks of an efficient tyre system is how little noise it makes, and everyone is aware of how quiet electric vehicles are. This is partly due to design but also because tyre manufacturers suddenly became aware of how loud tyres could be when not masked by an internal combustion engine.
Specific Tyres For Specific Vehicles
Tyres are designed specifically for the sorts of vehicles and the sorts of roads, and it is concerning how often this isn’t known by drivers. It is important when selecting tyres for an EV that you choose ones that are appropriate. This helps extend tyre life, reduces energy consumption with low rolling resistance, reduces noise, reduces breaking distance, and increases the durability of tyres to cope with increased weight. HiQ have made it their mission to ensure that drivers are made aware of these factors when they are deciding which tyres to select.
Electric Car Tyre Maintenance
Much like conventional tyres, looking after an electric car tyre is vitally important. It is advised that tyres are checked regularly for the correct pressures against the manufacturer’s recommendations as given in the vehicle Handbook, that dirt is removed from valves and stones from tread and, like all vehicles, that steering alignment is checked in front tyres to keep the vehicle on the road. For all this HiQ is here to assist so you don’t have to.
How Do You Choose?
HiQ are big believers in common sense, and when it comes to selecting which tyres to use, suggest looking first at the original tyres that a vehicle was fitted with. Tyre manufacturers work with vehicle manufacturers very closely to ensure that electric cars have suitable tyres fitted as OE (original equipment).
Beyond this, new tyres can be searched using a vehicle registration number or fitment information on the HiQ homepage. Drivers should remember to look for a tyre exclusively
designed for an electric car; this will ensure the tyre will be able to deal with all the challenges electric vehicles present. HiQ have all premium brands available including Goodyear, Dunlop, Continental, Michelin, and Bridgestone.
Drivers should also think about seasonality when searching for new tyres for their electric car. Gary Thomson from HiQ Tyres & Autocare Warmley (Bristol) says, “Just like for any other vehicle, you need to consider whether you need specialist winter tyres or all season tyres. We’re fitting more and more all season tyres these days, which are designed to perform well in wintry conditions as well as warmer weather in summer. Due to our rather mild climate in the UK, where we can experience all four seasons in one day, all season tyres are a good investment.”
Communicating Into The Future
Daemon Sands
MTN Benin
The last four years have been an enlightening journey for the Chief Executive Officer of MTN Benin, Uche Ofodile, who was appointed to her position in 2020. During her time in the commander’s chair, she has witnessed the growth and transformation of their company in Benin, Africa. During her tenure, MTN Benin has radically improved their services, extended network coverage, strengthened relationships and increased their customers in all verticals, especially in the mobile money sector which has grown to over four million users.
As she relates, MTN Benin occupies a significant role beyond simply that of being a telephone company. It has the potential to offer real change and make a genuine difference to the lives of the people in her country.
“We strive to reduce the digital gap, bring connectivity to remote areas, and give people the tools to build a better future,” she explains, adding, “MTN remains the leader in digital services and the MTN Foundation also does a lot for communities, contributing to women’s empowerment, youth employment and financial inclusion.”
A People Company, Not A Perfect Company
No telecommunications company is perfect and
maintaining connectivity on a reliable platform is a challenge even for the most technologically developed countries. However, whenever a service drops it can have an impact on customer trust and confidence. Uche’s approach in dealing with this is to tackle these things head on.
“We take our responsibilities seriously and continue to work tirelessly to resolve any problems quickly and proactively,” she says, “I understand that incidents of service disconnection affect the trust of our customers, as we are aware of the importance of the mobile money service in the lives of our communities. We continue to do everything in our power to ensure our reliability and security.”
Solving these problems is a long term and ongoing goal which the company takes very seriously and among other things, MTN Benin have increased their investment in technology infrastructure and are working closely with the regulatory authorities to ensure that they meet the highest standards for the security and performance of their mobile telecommunications and mobile money platform.
“We are committed to solving problems as quickly as possible and to regaining the trust of our customers in order to fulfil our promise to offer them all the benefits of a
modern, connected world.”
Open Communication
As a developing nation, Benin, which is situated in West Africa faces the challenge of customer expectations in terms of service and price. Customers will always complain about pricing and Uche believes the only way to address this is to engage with them better to understand their needs and expectations. Affordability is key, and since 2019 most of their package prices have decreased as they’ve been tailored to their customer needs. Concerns about the fast-ending data bundles and airtime can sometimes be resolved by adjusting their customers’ phones correctly but it’s also a simple fact that a faster connection requires more data which costs money to produce.
“Nevertheless, we constantly analyse our offers to ensure that they are fair, and are committed to providing a high-quality service,” Uche explains, “Our aim is to make our customers feel valued.”
Security
The increasing threat of cyber-attacks and data breaches is an ongoing concern for all customers,
A transformative UPGRADE with MTN Benin
The project consisted of MTN Benin core modernization by swapping current Packet Switch & Circuit Switch CORE nodes with new hardware and servers provided from DELL. It also involved their replacement of the existing PCRF system. The main objective was to introduce a scalable virtualization platform with additional functions for customer experience improvement. CIS Benin Team implemented this project which will increase the efficiency and productivity of MTN, and contribute with MTN’s business digitalization journey.
CIS Benin is part of CIS Group, the leading information systems supplier and integrator with a diversified portfolio of ICT products and services, operating in over 30 countries with 50 offices and 1000 employees. This enables us to cater to the expansion of international enterprises such as MTN. Trust built over the years with clients empowers us to have a dynamic local presence in Africa, Europe, and the Near East.
CIS BENIN
LOT 118 ZONE RÉSIDENTIELLE, VON DU PNUD, BENIN
TEL: +229 21 31 75 16
FAX: +229 21 31 75 19
COURIEL: SUPPORT@CISBENIN COM
CIS INTERNATIONAL
TEL: +961 4 410410
COURIEL: MARKETING@CIS.COM.LB
WEBSITE: CIS-SI COM
GROUPE CIS
JAL EL DIB - CIS BLDG
BEIRUT, LEBANON
TEL: +961 4 410410
COURIEL: INFO@CIS COM LB
WEBSITE: WWW GROUPCIS COM
and according to Uche these sit at the top of MTN’s lists of concerns about cybersecurity and data confidentiality. The MTN group benefits from around twenty subsidiaries and they are leveraging this strength to implement a global approach to ensure that customer’s personal information is kept safe and secure.
This approach includes regular risk assessments and vulnerability scans to identify potential weaknesses in their systems, as well as continuous learning and sharing of best practice with their fellow companies.
At the same time, she reveals that staff are trained on an ongoing basis and awareness programs ensure that everyone at MTN is aware of the importance of privacy. Additionally, a series of technical controls and security measures have been put in place to protect personal data against unauthorized access.
These measures include intrusion detection and prevention systems, firewalls, and data encryption to protect their platforms such as Mobile Money and MTN Business.
“Of course, we also work closely with the APDP (the Personal Data Protection Authority) and comply with all data protection regulations,” she says, adding, “MTN is committed to continually improving its security measures so that our customers can have full confidence in entrusting us with their personal information.”
As MTN Benin prepare to launch 5G across the country, it does highlight how important such campaigns are to providing the best possible service to our customers. For Uche, the launch of 5G is a major milestone and they believe it will have a transformative impact on the way people connect and communicate. 5G will enable millions of devices to communicate in real time, paving the way for a new generation of smart technologies. This is set to revolutionize a wide range of sectors, from education and healthcare to transport and entertainment.
Tita By MTN And Other Developments
The project TITA by MTN is one of Uche’s greatest sources of pride, and as a Beninese company, she sees their role is to invest in the country’s success. With this, MTN is committed to empowering young people to create a better future for the Beninese. Benin is a country of youngsters, where over two-thirds of the population is under the age of 25 and Uche believes that it is essential to invest in the technological skills of young graduates.
“The CEOs of tomorrow are being trained right now,” she says, “TITA is a way for us to give back to the community and support the next generation of innovators and leaders. By providing young graduates with the skills, they need to succeed in a digital world, we are helping
to create a more prosperous society. “
Benin’s government has set ambitious goals to increase connectivity and digital infrastructure across the country and MTN is committed to supporting this and have already set up several projects for the development of the digital ecosystem.
For example, they have invested in expanding network coverage across the country, including the provision of the 3G and 4G networks in remote areas. Modernizing the network, upgrading the international link, and building new sites will enable MTN to be more efficient and closer to its customers.
MTN also supports Benin’s development through various initiatives conducted in partnership with the government (digital project LEARN, dispatching of aid funds across the country, etc.), and by providing an extensive mobile services platform that enables customers to access financial services such as insurance and savings (MoMo Sayaa), thereby stimulating financial inclusion and contributing to economic growth.
“Overall, MTN plays a vital role, and we are proud of our efforts to drive innovation and progress in the country, and we remain committed to supporting the government’s goals for a connected and prosperous Benin,”, Uche Ofodile, Chief Executive Officer of MTN Benin, says.
Chefs supporting chefs equals great food
Foylan Rhodes
“We are looking at moving all our packaging to recyclable and the enhancements that we are making like taking salt and sugar out. We’re always on the go and have plenty going on.”
quickly to meet requirements. She says, “We look specifically at customer relationship management and there are various tools and technologies that we’ve invested in globally that we would never have previously thought of. We’ve invested heavily in creating this really great experience for our customers. With new tools and technologies available, we can really enhance that consumer experience.”
To achieve long-term and sustained success in the industry, forming close relationships with partners is an essential component of long-term growth and achievement. Van Rooyen reveals that during the whole COVID-19 period, they really got to see who was there for the company and who wasn’t. According to her, good partnership is one that you can request more or less of something, and it is listened to. The long-lasting relationships work both ways.
“What we look for is quality and business integrity. Both areas are hugely important but in the case of business integrity, it is very easy to go down the wrong path when they’re desperate for business. We’re very open about sharing what our core values are and what we look for in suppliers and partners too.”
Unilever Food Solutions is continuously taking steps to improve its sustainability drive and reduce its impact on the environment. As such, the organisation has examined the ways it can improve its sustainability and has formed a sustainable living plan that aims at improving the health and wellbeing of over one billion people and reducing its impact on the environment by half, while enhancing the livelihoods of millions.
Between 2016 and 2020, Unilever Food Solutions removed almost 3,000 tonnes of salt, with an average 50 percent salt reduction across its savoury ranges. With salt having always been used to boost flavour, it has increased its herbs, spices, and other ingredients to provide that same great taste.
“We have a lot of sustainability initiatives that are linked to some of our key brands. In South Africa, nutrition is a real problem,” says Van Rooyen, “A lot of people are malnourished and don’t eat enough vegetables. From a food solutions perspective, we’re constantly looking at plastics reduction and are scaling this up. We are looking at moving all our packaging to recyclable and the enhancements that we are making like taking salt and sugar out. We’re always on the go and have plenty going on.”
Safe and seamless for Medical and Pharmaceutical deliveries
Our fully compliant, temperature-controlled vehicles provide secure and reliable distribution of medical and pharmaceutical deliveries, including time-sensitive cold chain parcels. With over 40 hubs across South Africa, our state-of-the-art and fully integrated technology and logistics infrastructure solutions makes us the perfect partner for the medical and pharmaceutical industry. Paperless, secure and timeous, our online track and trace system also makes it easy to follow your vital parcel journey from start to finish.
