CEO Global Magazine Vol 22 Issue 4

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Most entrepreneurs are kind and fair for they know what an uphill battle they had to be suc cessful. They will speak up for only through silence can you be misunderstood or ignored.

CEO GLOBAL MAGAZINE.COM

It is essential that corporates to realise that it is business entrepreneurs that are the backbone of their success and start to act accordingly by reducing red tape and unnecessary obstacles to make funds available. Make it easier for entrepreneurs to enter the market with lesser costs, better contracts and guidance and then there will be a higher percentage success rate that again will bring in more profits and most importantly job creation.

It is a known fact that the jobs created by entrepreneurs are far more lucrative in building the economy than having more corporate jobs that, should the economy take a dive, results in thousands of job losses. Entrepreneurs don’t have that luxury and that is where the entrepre neurial flare comes in, in creating opportunities. It is a pity corporates do not put more effort into helping entrepreneurs to create and to build upon such opportunities.

LETTER FROM EDITOR

Strong entrepreneurs stay mostly happy as they know they will create new opportunities through acknowledging challenges, embracing change, learn new techniques and through a passion for what they do and mean to the community and/or their clients.

that mentally strong entrepreneurs are at all times willing to take calculated risks. Should it not succeed they move on and do not waste time feeling sorry for themselves. Why waste energy on things you cannot control.

That being said, it is not all that is needed to overcome the many hurdles that you will have to

ENTREPRENEURIAL CALIBRE NEEDED TO OVERCOME HURDLES

Iovercome.havefound

Success of other people are to be celebrated and shared for it is better for the whole commu nity to prosper than for one person to be successful while everyone else is suffering.

Editor Annelize Wepener 3ISSUE 4 VOL 22

One thing that I have found in business and personal life is that, as an entrepreneur, you have to be mentally strong to survive and succeed.

Mark Anthony Jones Remark able border crossing

Citrix App Protection helps secureworkersremote 4 VOL 22 ISSUE 4

ONpoint New Cybereason Incident Response and Professional Services Subscription Offers Unlimited Incident Response 14 The end of the road for telcos 16 Delivering apps securely across any network and cloud 18 Oldmutual: How to fortify your retirement against market volatility 22 Why migrate to Dynamics 365 in the cloud? 24 5 reasons why your company needs Citrix ADC 26 Cybercrime: Impersonating the CEO 28 Managing the insider risk is extremely complicated 30 Overcoming the distrust of robots COVERstory Opening doors for transformation 03 Letter from Editor1206 4010 31 INDEX OF THE MAGAZINE VOL #22 contents Cheaper and faster deliveries now possible

Patron for CEO Global Foundation

LIFEstyle Land Rover Defender 90 in deffence! 72 Renault Duster: Road test 66 FOCUSon EXCELLENCE LCG Consulting conquers Africa next stop Asia 58 Delivering a Common Future: Transforming Gender Equality 60 Changing the narrative around gender 62 Empowering women to buy cars 56 48 African Hydropower Projects 50 Agriculture in Africa central to feeding the world 52 Africa’s Potential is Limitless 54 Angola has overtaken Nigeria as Africa’s biggest oil producer 44 46 78 * No article or part of an article may be reproduced or transmitted in any form without the pri or written permission of the publisher. The information provided and opinions expressed in this publication are provided in good faith but do not necessarily represent the opinions of the pub lisher or editor. All reasonable efforts have been made to ensure the accuracy of the information contained in this publication. However, neither the publisher nor the editor can be held legally liable in any way for damages of any kind whatsoever arising directly or indirectly from any facts or information provided or omitted in these pages, or from any statements made in or withheld by this publication. Smart grids: A solution to power outages Jaguar I-Pace: Setting the pace for the future SolarAfrica’sPowerPotential 5ISSUE 4 VOL 22

Printers

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Annelize annelize@ceoglobalgroup.comWepener

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CEO Global (Pty) Ltd

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CEO GLOBAL MAGAZINE.COM INthe Know South African Fixed Rate Bonds: Opportunity in the Income Space 34 Investors African start-ups 36 The seven secrets to start-up success 38 Interested in investing offshore? 42 Cheaper and faster deliveries now possible 32

Lucy Quainoo

Consultant: Financial Support

Lexlines Press (Pty) Ltd

OPENING DOORS FOR TRANSFORMATION Q&A 6 VOL 22 ISSUE 4

CEO GLOBAL MAGAZINE.COM

It afforded me the opportunity to see if women were being placed where op portunities were being created and equally important if women were raising their hands to take advantage of the prospects that were opening up.

As a professional businesswoman, what do you do personally that sets your leadership style apart in this male dominated business world and your industry?

AYANDA NOAH

It is also important for women to recognise that they don’t need to change who they are, they simply need to be authentic, to do their best and commit to getting the best possible results.

It was a profound experience for me to see the excitement amongst children and adults at the prospect of having electricity.

IN THIS ISSUE OF CEO MAGAZINE, WE SPEAK WITH AYANDA NOAH, THE CENTRAL ENERGY FUND GROUP CHAIRPERSON ABOUT THE IMPORTANCE OF GENDER TRANSFORMATION, LEADERSHIP APPROACHES AND THE NEED FOR STRONG MANAGEMENT TO GET RESULTS.

One of the critical skills I have developed over the years that I have found gives an advantage is the ability to listen to people. Based on the understanding of what it is people are conveying to me I then give my input and we move forward.

I have certainly been on the lookout for activities that provide gender balance and at one of our subsidiaries, PetroSA we now have three women who are lead ing at senior level filling the roles of chief executive officer, chief financial officer and chief operations officer. So, I support the exposure and placement of skilled women in critical positions.

7ISSUE 4 VOL 22

c

Looking towards the future do you think there is interest among the current generations of young women in the future of energy or do gender issues hamper their entry into this space?

It was an experience that touched me and left a deep impression. I said to myself that as I grow professionally and assume more responsibility, I would always ensure that those people who were working with me, would not lose sight of the important role they are playing in bringing a benefit to people that can transform their lives in very significant ways.

Your business career has spanned nearly three decades. What was the greatest experiences and challenges you have had and how did it influence you?

starting out as a junior engineer at Eskom. I was working on electrification projects at the time and we were executing a project in Khayelitsha, where about 30 000 houses were set to receive electricity for the first time.

I encourage young woman to become involved because the reality is that the energy sector is open to them and does present several opportunities. I have found there are many men who are supportive of seeing women play a greater role within the sector. In fact, in my career there have been a number of men who have had a

From a board and executive perspective, it is important to make sure that women get an opportunity when there are posi tions that are available to participate in. They must be given an opportunity on an equal footing. That being said, I think women have to acknowledge that they have to perform when they are in those roles. Particularly when an environment that is supportive for them and conducive to promoting great performance has been created. It is about making sure that when needed they can get support.

It is important to understand what those gender issues are because they can differ from company to company. In general, access to senior positions, visibility within the organisation, participation in critical roles, decision making powers and an environment that is generally conducive for women to work in, are some of the critical points.

I have had varied experiences in the energy sector, particularly in the field of electricity distribution, and I can say with confidence all of them have been interesting. If I have to identify one part of my career that stands out, it will have to be when I was

Keeping perspective is also very important. High performing individuals who typi cally occupy executive positions are by nature competitive individuals. One has to remember that you work to keep your company competitive, not simply to com pete with your fellow executives.

This is one thing I consciously think about. When I joined the CEF Group in December of 2020, there were a number of things happening and a number of changes tak ing place that were opening up opportuni ties.

BY CARL WEPENER

It’s crucial for you to be yourself. There is nothing that beats being yourself. You cannot be a clone or a shadow of someone else. I’ve therefore kept it simple by being myself. In the work environment I have always tried to think about what I need to focus on to be able to do my best to con tribute to moving the organisation forward.

Gender issues are normally ignored. As a woman and chairperson do you involve a larger part of the organisation in a discussion on what needs to be put in place regarding the fair execution of gender issues?

I started to realise the importance of the work that I was doing in terms of providing a service to people that many of us take for granted. It showed me the powerful role the provision of basic services plays in transforming the lives of people.

ompanies often fail to address the tough questions about strategy and execution where the appointment of females in executive positions are involved. As an international renowned professional engineer with 29 years of experience in the energy sector and being female, what tactics do you as chairperson take to address and build a culture of accountability around the most impor tant strategic gender questions?

One of the things I do is mentor young women who are still progressing through the various early stages of their careers. I am often asked by them how they can make an impact in this field, it is an area that certainly attracts a lot of interest, even from young people who have not neces sarily aimed at entering the energy sector upon finishing their tertiary studies.

It always touches my heart when I go home and I see the impact that electrification programmes across our country have had on communities. Having been part of that journey where our country now has one of the highest levels of electrification on the continent has been both satisfying and Ihumbling.nowhave an opportunity as chair of the CEF Group to take what I have learnt at Eskom and apply it in dealing with the broader energy issues including oil and gas.

There is much for me to be excited about as we have a R67 billion pipeline of proj ects at the CEF Group that I have no doubt will have tangible outcomes in terms of ad dressing security of supply issues with re spect to energy, which is the key mandate of the CEF Group. Having the opportunity to contribute to the strategic direction and the execution of this pipeline has been very Asimportant.mostsenior

It is very important to remember that as we come into positions of influ ence that you lift as you rise. I really believe strongly in this approach as it plays an important part in making sectors that have previously been male dominated open to gender Often,transformation.wespeak about women who reach the top and then kick the lad der aside making it difficult for other women to scale the same heights in the business world. I really don’t sup port that approach and always look for opportunities where we can focus on women’s issues.

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When you move on from the CEF group of companies to pursue new challenges what legacy would you like to leave behind?

Engagements around these types of issues are in fact very powerful tools for those people who have the responsibility for developing strategies for organisations. When we have these conversations with internal and external stakeholders we look specifically at where we are in terms of women empowerment, where we are with gender representation and our overall performance in support of women.

tion plans are put in place not enough is done to get results. It is sometimes neces sary to micro-manage the action plans to ensure you get the results that you want.

These engagements tell you what your base line is and what gaps exists. One can then identify the challenges and put programmes in place aimed at closing the gaps. I think where many of these events possibly fail to deliver is that once the ac

What real world issues are you finding constrain the inclusion of women and children in the economy. There seems to be a lot of workshops and indabas but very little action?

8 VOL 22 ISSUE 4

One of the big things I have learned is that you cannot sit back and say I have done my part. You can’t assume putting a plan in place is enough. It won’t execute itself. You have to put oversight programmes in place to determine progress and if you are not getting result there should be consequence management. I view it as my responsibility to ensure I keep an eye on these matters and make sure the imple mentation takes place.

would like to be remembered for my authenticity, humbleness/humility and the respect that I have for people. As I interact with individuals I try to be as ac cessible as possible and commit to dealing with the social responsibility pressures our country faces and find ways to deliver on the expectations of our people. I believe if this approach is recognised and adopted by everyone I have worked with, I will be comfortable with the legacy that I leave behind.

Finally,leagues.I

business leaders will know dealing with the challenge of leading any business leaves one time poor and the impact this can have on one’s family is significant. It is therefore gratifying for me to know that my two young daughters both realise and appreciate the importance of the work that I do along with my col

Right now, I am working with our group executive for corporate services to look at gender issues across the CEF Group of companies. We are looking at how we can advance women and look at issues that advance their importance in the Forworkplace.me,this links into my work as part of the ministerial advisory committee on gen der issues to which I was appointed last year. Supporting women empowerment and dealing with gender equality issues is important not only for the CEF Group but South Africa as a nation.

significant impact on my professional development and growth in the energy space.

TEL: + 27 (0) 66 264 8461 OR + 27 (0) 60 547 6308 RESERVATIONS@STRANDLOPEROCEAN.COM 9ISSUE 4 VOL 22

and screen capture malware commonly affect unmanaged endpoints. When present on a device, key logging malware captures each key stroke entered by a user, creating a significant risk for an organisation. The malware captures all the information end users type into a device, including user names and passwords.

Keyliability.logging

While IT takes measures to ensure that corporate-owned and managed devices are secure through policy administration, regular health checks, and web filtering, gig workers and contractors might not take the same measures on their personal

attacking system, causing huge financial

CITRIX APP PROTECTION HELPS SECURE REMOTE WORKERS

IT and end users alike have seen the benefits of BYOD programs, which have led to an increase of personal devices in the workplace. Additionally, many companies need gig workers and contractors to use their personal devices to get work done.

“It’s unlikely that they are monitoring the health of their devices at all, despite the fact that they likely visit social media and other popular sites that are havens for malware. So, while IT invests in security solutions at double-digit growth rates, the risk of a data breach is still high because personal devices infected with malware can enter any corporate network,” he adds.

MANY ORGANISATIONS ARE IMPLEMENTING A ZERO TRUST SECURITY MODEL WITH DATA PROTECTION AS A TOP PRIORITY. THIS IS LARGELY DUE TO THE INCREASE IN REMOTE WORK AND UNMANAGED PERSONAL DEVICES PLAYING A GROWING ROLE IN THE ENTERPRISE.

ONpoint

CEO GLOBAL MAGAZINE.COM

Screen-capture malware periodically takes a snapshot of the user’s screen, saving it to a hidden folder on the device or directly uploading it to the attacker’s server. This also creates significant risk because the attacker can exfiltrate all the information on the user’s screen.

At this point, the attacker can infiltrate the device and take financial information, sen sitive data, and more. This is even riskier in businesses such as call centres, financial

10 VOL 22 ISSUE 4

Even with managed devices, there is still the threat of social engineering. A common attack through social engineering is using screen sharing to steal data, money, and more. In a screen share attack, the attacker will call and pretend they are tech support or IT and convince an unsuspecting target to screen share their device.

ATM cash-out attacks are on the rise and can be caused by silent keyloggers sitting on the computer. These attacks are carried out by inserting malware via phishing or social engineering methods into a financial institution or payment processor’s systems. Once infected, the system can transmit users’ personal data back to a third-party

BY KURT GOODALL, TROYE TECHNICAL DIRECTOR

www.troye.co.za 11ISSUE 4 VOL 22

and benefit from operation-centricanapproach

CEO GLOBAL MAGAZINE.COM NEW INCIDENTOFFERSSUBSCRIPTIONSERVICESANDINCIDENTCYBEREASONRESPONSEPROFESSIONALUNLIMITEDRESPONSE “Cybereason’s new IR and Professional Services are designed to enable companies to more effectively evaluate their infrastructure and identify vulnerabilities to enable customers to fortify their security posture against today’s sophisticated attacks,” said Cybereason Sales Director for Af rica, Brandon Rochat.

Cybereason and Google Cloud are dedicated to with cyber attacks from endpoints

to the enterprise to everywhere. Schedule a demo today to see how your organisation can benefit from an operation-centric approach to security. 12 VOL 22 ISSUE 4

Professional Services Packaged with Incident Response Create a Holistic Approach to Breach Readiness and De fense

Defenders to end

Global IntelligenceThreat-providesattackerinsights,trendsandadversaryinformationtomoreeffectivelycombatattacks Professional Services - assesses and weaknessesinfrastructurereviewstoidentifyknownfrequentlyabusedbyattackerstohelpfortifyorganization’ssecurityposturenisiquisporttitorcongue,eliterateuismodorci.

Cybereason, the XDR company, today launched new Incident Response (IR) and Professional Services subscription bundles with services designed to help organizations measure and op timise their security program, packaged with unlimited incident response services that identify, contain and remediate malicious cyber incidents in minutes.

Cybereason IR and Professional Services provide the speed and agility to identify, correlate and contain threats to reduce damag es and losses. The Automated Forensics-as-Code (FaC) Engine uncovers threat actors’ activity and intent by parsing and ingest ing data from the Cybereason MalOp Detection Engine, by en riching it with historical data that provides complete visibility into a security incident.

Incident Responsereveals all instances of adversarial activity and provides

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Cybereason IR and Professional Services provide custom ers with both continuous and on-demand services tailored to the needs of their business. The bundles include:

CEO GLOBAL MAGAZINE.COM 13ISSUE 4 VOL 22

imperative to create widespread access to affordable broadband connectivity in line with the SA Connect policy.

pecifically, it puts return on investment in infrastructure for network operators at a marginal level. The pressure on margins and cashflow is immense, they need to find innovative ways to deliver stable communications infrastructure at a lower Policymakerscost.

HTTPS://CORRIDORAFRICATECH.COM 14 VOL 22 ISSUE 4

The vision is to provide a seamless information infrastructure that will meet the needs of citizens, business and the public sector, providing access to the wide range of services required for effective economic and social participation - at a cost and quality at least equal to SA’s competitors.

The Government has recognised that the outcomes of the National Development Plan (NDP) 2030 can be realised through digital technology, and that ICT is a key enabler of this vision. It is, however,

s

Expanding infrastructure is one of the NPA’s key strategies, and this includes the expansion of information and communications infrastructure. According to the Plan, by 2030 ICT will underpin the development of a dynamic and connected information society and a vibrant knowledge economy that is more inclusive and prosperous.

THE END OF THE ROAD FOR TELCOS

THE TELECOMMUNICATIONS SECTOR CONTINUES TO BUILD DIGITAL INFRASTRUCTURE BUT THE MARGINS ARE INCREASINGLY COMING UNDER PRESSURE BECAUSE IT IS CAPITAL INTENSIVE TO ERECT MASTS OR LAY FIBRE UNDERGROUND.

BY MATONE DITLHAKE, CORRIDOR AFRICA TECHNOLOGIES CEO

urgently need to consider the full landscape of taxation (tax breaks) and regulation, to ensure that companies investing in infrastructure are incentivised to build and upgrade the networks that underpin online services.

15ISSUE 4 VOL 22

We deliver excellence in Smart Technologies across multiple disciplines in Digital Advisory, Telecoms Infrastructure Solutions and Smart Building Solutions. Corridor Africa Technologies is able to deliver complete end-to-end solutions through ample experience, sheer brilliance and strategic leverage.

This points to ‘disadvantageous taxation on infrastructure, burdensome regulatory requirements, and other value-destroying factors’ which basically reduce the incentives to roll out network infrastructure.

Although the internet value chain is growing strongly, the benefits and returns are flowing principally to players in the online services segment or over the top services. It’s the likes of FAANGS (Formerly Facebook, Amazon, Apple, Netflix, and Google (Now Alphabet)) that are benefiting most from modern digital infrastructure Therollouts.telecom operators building and running the connectivity infrastructure, which underpins these services, are not benefitting as strongly as one might expect.

Operators continue to invest in extraordinarily complex networks that enable the entire ecosystem, but the low returns raise questions about the robustness of continued investment in

Corridor Africa Technologies (Pty) Ltd is a leading and innovative smart technology and solutions provider. We are driven by a sound commitment to digitalization, ongoing innovation, excellence and open collaboration.

Government says by 2030 it would make extensive use of ICT to engage with and provide services to citizens. All individuals will be able to use a core of ICT services and enjoy access to a wide range of entertainment, information and educational Itservices.alsostates

capacity, coverage and speed of the networks to connect internet users with services.

to prepaid users. Telcos now feel the pressure of decreasing margins despite disproportionately increased usage, which requires them to continue investing in network deployments and upgrades.

Home schooling and working from home has dramatically increased the demand for internet connectivity. This unprecedented reliance on connectivity for digital services and customer interactions during a period of economic uncertainty has raised further concerns on the affordability of data in South GovernmentAfrica. has already forced telcos to reduce the costs of mobile data and to provide a small amount of free data

that by 2030, the e-strategy collaborations between state, industry and academia would also create innovation systems, including software and applications incubators, local content and multimedia hubs and research and development networks.

actively pursuing solutions to address application delivery in a SaaS, multi-device, and multi-cloud world should consider that a holistic strategy innately reduces complexities that otherwise would prohibit visibility and control in distributed

DELIVERING APPS SECURELY ACROSS ANY NETWORK AND CLOUD

BUSINESSES NEED TO DELIVER APPS WITH HIGH RELIABILITY, DEEP VISIBILITY, AND SECURITY ACROSS ANY NETWORK AND CLOUD. THEY NEED TO ENSURE THAT THEIR WORKFORCE, WHETHER IN THE OFFICE, AT A BRANCH OR ANY REMOTE BUSINESS LOCATION, HAVE UNINTERRUPTED ACCESS TO ALL THEIR APPLICATIONS FROM ANY DEVICE.

t

16 VOL 22 ISSUE 4

Enterprisesissues.

Network outages, poor-performing applications, and server failures in the datacentre or public cloud all negatively impact user productivity and can potentially result in significant revenue loss.

raditional networking and infrastructure solutions continue to pose challenges, as they may lack the necessary automation and visibility, present availability issues, and are limited in scalability.

Aarchitectures.high-performing,

CEO GLOBAL MAGAZINE.COM

SaaS, web, and virtualised applications need to be globally available and perform well over any network with high reliability. Provisioning more infrastructure or bandwidth isn’t the answer, this only increases capex spend on resources that don’t solve for the quality and reliability

scalable, reliable, and secure application delivery strategy needs to align the application with its underlying delivery network while also ensuring a world-class end-user experienceregardless of when, where, and how users connect to their applications.

AS ONE OF ONLY A FEW CITRIX PLATINUM PLUS SOLUTION AD VISORS IN SOUTH AFRICA, TROYE HOLDS THE HIGHEST LEVEL OF CSA PARTNERSHIP AWARDED BY THE SOFTWARE VENDOR. TROYE WON CITRIX PARTNER OF THE YEAR AWARD IN THE ‘NEW SAAS’ CATE GORY AND WAS AWARDED THIRD PLACE AS CITRIX’S CLOUD PART NER OF THE YEAR FOR EMERGING MARKETS.

Citrix app delivery and security solutions provide highly available, reliable, and secure application delivery over different networks to users working from anywhere, including branch and off-site locations, using an integrated approach:

ABOUT TROYE

Citrix SD-WAN provides secure, resilient, high-performance connectivity for apps in the datacentre, public clouds, or SaaS. SD-WAN Orchestrator, a cloud-hosted management tool, provides visibility into the WAN network and application performance by allowing you to generate reports and statistics across sites, users, and links.

BY KURT GOODALL, TROYE TECHNICAL DIRECTOR

Furthermore, they deliver Zero Trust security with single sign-on (SSO) to all applications, encryption, and a built-in edge security stack at the WAN edge.

Theylocation.also

Citrix Application Delivery Management (ADM) provides centralized visibility to monitor and troubleshoot the entire global application delivery infrastructure.

DELIVERING RELIABILITY AND A EXPERIENCEHIGH-QUALITY

TROYE FOCUSES ON MINIMISING BOTH COST AND RISK, MAXIM ISING RETURN ON INVESTMENT, DRIVING INNOVATION AND SAFE GUARDING THEIR CUSTOMER’S BUSINESS FOR THE FUTURE.

TROYE INVESTS HEAVILY IN ITS CUSTOMERS THROUGH EXCEP TIONAL SERVICE EXCELLENCE. THIS ENSURES A BETTER UNDERSTAND ING OF THE CUSTOMER’S BUSINESS AND THEIR TECHNOLOGY REQUIRE MENTS. MORE IMPORTANTLY, IT ENABLES CUSTOMERS TO FOCUS ON THEIR CORE BUSINESS ACTIVI TIES WITH THE ASSURANCE THAT THEIR INVESTMENT IN TECHNOLOGY IS SAFEGUARDED.

Citrix Gateway consolidates remote access infrastructure and provides users with access to any app, from any device, securely. It allows one to eliminate point solutions such as VPNs, monitors, and single-purpose gateways that drive up costs and complicate IT management. It also offers a single, secure front end that provides single sign-on (SSO) across all internal apps, web apps, and multiple cloud resources. Security features such as multifactor authentication to any

TROYE IS A LEADING 51% BLACK WOMEN-OWNED LEVEL 2 BEE INFORMATION TECHNOLOGY SOLUTIONS SPECIALIST AND PRO FESSIONAL MANAGED IT SERVIC ES PROVIDER.

OVER THE PAST DECADE, TROYE HAS DESIGNED AND IMPLE MENTED SUPERIOR INTEGRATED IT SOLUTIONS FOR ITS SMALL, MEDIUM AND ENTERPRISE CUS TOMERS - CONCENTRATING ON END-TO-ENDSOLUTIONS.VIRTUALISATION

Citrix Application Delivery Controller (ADC) secures, distributes, and optimises traffic to applications and provides identical functionality in any environment - on appliances, hypervisors, containers, or any cloud.

Citrix app delivery and security solutions support SaaS, hybrid, and multi-cloud scenarios with secure access from anywhere, including directly from the branch locations over the internet –coupled with centrally managed, granular, contextual policies for SaaS and web application access.

CEO GLOBAL MAGAZINE.COM

Businesses can now gain visibility and insight into users, applications, data, sites, sessions, and network conditions by providing improved root cause analysis and reduced SLAs. These solutions help ensure employees, contractors and partners have reliable, secure, and consistent access to all the applications they need to be productive, wherever they are.

17ISSUE 4 VOL 22

application and granular, contextual security policies ensure you can achieve a balance between productivity, experience, and security.

Together, Citrix app delivery and security solutions help businesses ensure global availability of applications with high performance and a high-quality user experience, whether the user is on campus, at a branch, or at any off-site business

consolidate network and security infrastructure by reducing the number of ADC, WAN, and firewall devices, plus the URLs users need to access their applications. This helps lower costs and provides improved visibility and control over application delivery.

GLOBAL MAGAZINE.COM18 VOL 22 ISSUE 4

GLOBAL MAGAZINE.COM 19ISSUE 4 VOL 22

CEO GLOBAL MAGAZINE.COM20 VOL 22 ISSUE 4

GLOBAL MAGAZINE.COM 21ISSUE 4 VOL 22

NEWS 22 VOL 22 ISSUE 4

CUSTOMISATION

ll businesses were built on state-of-the-art on-premise technology, but this is now ineffective and insecure. Agility, scalability, accessibility and mobility have never been more important, especially as new trends continue to chal lenge

Most old school business owners have a misconception that their business needs are unique and this is a barrier to migration. It is common among on-premise busi nesses that have developed customised solutions over many years. Their business needs are not as unique as they think

lenge the traditional way of thinking and misconceptions about cloud. One needs to understand that on-premise CRM or ERP solutions cannot deliver on the needs and expectations of future organisations.

Firstly,manageablestrategisetonight,thatisn’torganisation.forbusinesscloudMovingprocessessolutions,businesses,andalike.tothehastobeapriorityanymodernThissomethinghappensoveroneneedsbuildaplan,andtakesteps.whenitcomes

COMMERCE IN THE DIGITAL AGE IS MORE THAN TRANSACTIONS, THE DISRUPTION AND ADVANCEMENT WE’RE CURRENTLY EXPERIENCING IS LARGELY BECAUSE OF THE TECHNOLOGY LANDSCAPE THAT HAS CHANGED, THERE’S NO GOING BACK. ON-PREMISE BUSINESS SOLUTIONS AND COSTLY INFRASTRUCTURE IS SOMETHING OF THE PAST.

Moving on-premises Dynamics CRM solu tions to Dynamics 365 Cloud can help busi nesses create efficiencies, control costs and improve productivity with a migration assessment.

The fact is, although on-premises solutions are good enough for now and get the job done, they are fast becoming obsolete and more importantly, the competition is using the cloud to accelerate growth.

to business solu tions, start by understanding the Microsoft Dynamics 365 Power of the Cloud and the benefits it offers. This will certainly chal

“individualisedexperiencestoeverycustomer

A

What used to be good enough is no longer good enough. It is common to hear business lead ers, especially in finance and operations, claim their existing sys tems work just fine. But thebusinesscomplacencyunfortunately,inisoftendownfallof

CEO GLOBAL MAGAZINE.COM

It’s time to take advantage of Dynamics 365 data integrations, out-of-the-box func tionality, plus advanced machine learning and predictive analytic capabilities. This will certainly optimise legacy processes in real-time, outpace, out-manoeuvre and out-earn any on-premises competitor.

Migration to the cloud can help businesses eliminate cumbersome customisation and at the same time, massive expenses, infrastructure and processes. Often what they consider to be unique, is less about the specialised requirements of a given IT environment and more about what is per ceived to be proprietary. They often have a limited understanding of what is possible in the cloud.

innovation and growth.

DYNAMICS 365 MIGRATION PROGRAM

WHY MIGRATE TO DYNAMICS 365 IN THE CLOUD?

Support business growth without costly changes to your IT infrastructure, including the ability to quickly activate and deploy new users.

Enhance teamwork and boost productivity by accessing information from anywhere, at any time, from any device. Enable remote employees to share information in real time, allowing for easier and more efficient collaboration.

Finally, Dynamics 365 is built on Microsoft Azure, which offers a trusted platform and a broad ecosystem of services, and it is integrated with Microsoft 365’s productivity apps such as Outlook, Office and Microsoft Teams.

Enhance the Dynamics 365 experience with prebuilt business applications, devel oped by Microsoft and select partners and available through the Microsoft AppSource marketplace. If a business has a unique need, build apps using Microsoft Power Platform and then customise and extend them.

Microsoft Dynamics 365 is an end-to-end softwareas-a-service business platform that comprises of interconnected workloads and services designed to both transform and enable an organisation’s core customers, employees and business activities.

CEO GLOBAL MAGAZINE.COM

BY EMIL HICKLEY, THE CRM TEAM: HEAD OF ENGINEERING

EMPOWER ITHE BUSINESS TO DO MORE

ENABLE SCALABILITY AND FLEXIBILITY

Business leaders can have peace of mind knowing their sensitive business data is stored in highly secure, state-of-the-art data centres owned and managed by Mi crosoft. Their data will be there when they need it, thanks to a 99.9 percent uptime service-level agreement (SLA).

Why Microsoft Dynamics 365 ?

IMPROVE SECURITY, PRI VACY AND RELIABILITY

ADAPT TO YOUR BUSINESS NEEDS

It combines all the workloads that a business needs to run including finance, sales, supply chain, retail and customer service. It also includes AI and machine learning to enhance core offerings and provide problemssolutionsindustry-leadingtocommonlikeAI-enhanced cash flow forecasting, and the optimisation and automation of order fulfilment.

Typically, CRM and ERP data has been maintained separately. Dynamics 365 al lows one to connect this data for a 360-de gree view of the business and access it from familiar solutions like Microsoft 365 and Microsoft Power BI.

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Dynamics 365 provides the tools and information businesses need to compete, succeed and excel by providing access to innovations like AI and predictive analytics.

FREE UP IT RESOURCES

BRING ALL YOUR DATA TOGETHER

Improve IT productivity by reducing the complexity associated with managing hardware and software and providing support. Eliminate the hassle of software maintenance tasks - such as backups, upgrades, and patches -and free up IT staff to focus on strategic planning and other high-priority work items.

INCREASE COLLABORA TION AND PRODUCTIVITY

security these techniques bring safeguard customer environments from attacks such as account takeovers. And Citrix’s bot detection capabilities, with ML, can help reduce content scraping. By being able to see which users are real or fake, it can single out bots and report them effectively.

REASONS WHY YOUR COMPANY NEEDS CITRIX ADC

HERE ARE FIVE REASONS YOUR COMPANY NEEDS CITRIX ADC: KEEP CUSTOMERS HAPPY

Ensuring consistent, seamless, and secure application delivery across multi-cloud en vironments can be complex and time-con suming. Unlike other leading solutions, only Citrix ADC uses a single code base for all of its portfolio to provide operational and features consistency across multi-cloud. Pair that with pooled capacity licensing to easily redistribute throughput capacity to ADCs wherever one needs them, and one enables more agility through simplified ap plication delivery.

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Citrix ADC Layer 3-7 security features arm businesses with the arsenal they need to fight the war on bad actors.

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INCREASE AGILITY BY MOVING TO MULTI-CLOUD FASTER

To complement Citrix ADC, Citrix Applica tion Delivery Management provides holistic visibility and analytics from one console. It is the only application delivery manage ment platform that equips businesses with comprehensive automation, faster trouble shooting, and actionable insights from a single pane of glass for all ADCs across the multi-cloud environment.

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rom on-premises to the cloud, consistently and securely, it is the most comprehensive applica tion delivery and load balancing solution for monolithic and microservices-based applications. This means one can deliver a better user experience, on any deviceanywhere.

Applications and APIs are valuable as sets, but protecting them from attack is challenging. Given that 92% of reported vulnerabilities are in applications rather than networks, one needs comprehensive, layered, and proven security for monolithic and microservices-based applications.

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Modern bot attacks are increasingly sophisticated and can mimic human behaviour, making it difficult to distinguish bots from legitimate users. Citrix has de veloped machine learning (ML) techniques that help customers mitigate traffic from these sophisticated, malicious bots. ML can baseline normal activity, detect subtle abnormalities in traffic behaviour and can generate integrated alerts to the security

5

MORE THAN 80% OF COMPANIES HAVE ADOPTED A MULTI-CLOUD STRATEGY TO INCREASE AGILITY, BUT PROVIDING FAST AND SECURE APPLICATION DELIVERY ACROSS MULTI- CLOUD ENVIRONMENTS IS CHALLENGING. REST ASSURED, CITRIX ADC IS A SOFTWARE CENTRIC APPLICATION DELIVERY SOLUTION THAT EMPOWERS BUSINESS LEADERS TO PROVIDE FAST, RELIABLE AND SECURE APPLICATION DELIVERY ACROSS MULTI-CLOUD.

STRENGTHEN THE COMPANY’S SECURITY POSTURE

GAIN ACTIONABLE INIGHTS AND TROUBLE SHOOT FASTER

Customers will become disloyal when products are unavailable, so applications need to perform with consistency, speed and reliability. Citrix ADC is highly scal able and provides better performance and lower latency so one can offer customers a seamless experience with every applica tion, every time.

If a company has resources located in different parts of the world, for example, they can set a policy to provision and deprovision bandwidth based on time of day. This eliminates the need to purchase maximum-capacity ADCs for each location, leading to a better utilisation of resources and more predictable costs.

applicationandreliablesecuredelivery

BETTER ECONOMICS

When moving to the cloud, it’s hard to predict how much capacity one may need. Businesses often end up with too much or too little to cover unpredictable demand. Flexible licensing lets them avoid over and under-provisioning by dynamically allocat ing capacity where it’s needed most.

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CONCLUSION

Citrix ADC appliances configured for GSLB provide disaster recovery and ensure continuous availability of applications by protecting against points of failure in a WAN. GSLB balances the load across data centres by directing client requests to the closest or best performing data centre, or to surviving data centres if there is an outage.

Cloud native application development can improve agility, but 50% of businesses cite lack of skills as the top challenge in adopt ing cloud native infrastructure. Because microservices deployment and delivery are complex and IT skill sets vary, Citrix pro vides a choice of architectures to help one balance the greatest benefits and ease of implementation. Citrix ADC integrates with popular Kubernetes platforms and open source tools, giving businesses enhanced performance, lower latency, and better observability.

GLOBAL SERVER LOAD BALANCING (GSLB)

GO CLOUD NATIVE WITH CONFIDENCE

Citrix ADC accelerates the journey to multicloud for monolithic and microservicesbased applications by giving business leaders the flexibility to move at the pace that’s right for their business. It can help businesses deliver a consistent, secure, and reliable experience that keeps em ployees engaged and productive.

Troye offers a comprehensive suite of technologies that help businesses with their digital transformation and legacy networks. As a result, customers can take advantage of simplified management, secure access to applications on-prem or in the cloud and improve overall user experience.

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BY KURT GOODALL, TROYE TECHNICAL DIRECTOR

fast,“

Owing to this, many businesses have now implemented strong er verification processes to verify supplier bank details chang es, which means that the criminals have had to change their ap proach and tactics.

With organisations bolstering their external banking detail change processes, along with extra vigilance, the cyber crimi nals have moved to weaker processes or are taking advantage of insider knowledge.

The change of bank details fraud uses fake banking confirma tion letters and the trust of finance people to update an exist ing supplier’s details. The growing number of successful attacks have proven to be very costly to businesses of all sizes.

Introducing the new version

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Over the past month, there has been an increase in an evolved method in change in bank details or payment fraud. This trend involves an internal change of bank details, mostly for the CEO.

To make sure that they pay their CEO, many of these changes have been successful. The finance or HR team update the de tails and the cybercriminal is paid, after which they rapidly get the money out before anybody notices.

BY JOHN MC LOUGHLIN, CYBERSECURITY EXPERT AND J2 CEO

Traditional payment fraud has been rife for some time, where the cybercriminal impersonates the CEO, or other senior member of staff, to convince the finance department to make an urgent pay ment to either a new supplier or update their bank details.

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This sort of attack can be successful owing to the modern work place, hybrid working models and because very few people know about this risk or have implemented a program to identi fy it.

Cybercrime: Impersonating the CEO

The cybercriminal impersonates the CEO by using an exter nal email address, claiming that it is their private email address, and requests that their bank details for payroll are updated. All of these emails use similar wording and it is usually done a week before payroll, to stress the urgency.

Many businesses that we deal with do not have a formal process for employees to change their bank details, with some only re quiring an email to be sent. This means there is no verification on these change requests, resulting in severe losses.

No processes in place

Some of these fraud attempts are even done on official compa ny paperwork, showing a likely insider threat from a malicious or disgruntled employee.

1. Review and strengthen internal change of bank details processes. This should include secondary validation of the request in the same way external parties are treated.

2. Ensure your cyber resilience program includes awareness training for those involved in finance or HR matters as there is as much risk of financial losses and embarrassment from internal risks as there is from external sources.

4. Implement impersonation protection at the gateway. Your external secure email gateway should do this for you. Adding in specific additional checks for those VIPs who have greater access must be in place.

In order to stop this from simpleherehappening,aresomepointerstobeincorporatedintoyourprocesses:

effective than remediation. Cyber resilience provides visibility and visibility provides the capability to respond.

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5. Look at bolstering your resilience capability to identify insider risk and detect changes in behaviour or the suspicious sharing or movement of official documentation.

3. When receiving such a request, make sure you are speaking to the correct person on the other side of the email. Verify changes only from contact details that are already on the system; do not rely on something purely in the email.

A comprehensive cyber resilience program provides layered, in-depth protections and can remove these risks before your people even see them. Prevention is most definitely more cost

Insider Risk Management (IRM) views the employee as a source of intelligence rather than a subject of surveillance. It effec tively flips a model of invasive monitoring to one that anonymises user intelligence and collects only the minimum amount of metadata necessary to build a forensic au dit trail, with full respect for an employee’s fundamental right to privacy.

MANAGING THE INSIDER RISK IS EXTREMELY COMPLICATED

Insider Threat Surveillance technologies have not only employed invasive content inspection, keystroke logging, and video capture capabilities but also often collect more data than necessary for their stated purpose. This creates unnecessary em ployee privacy issues, as well as significant costs associated with excess data storage and processing.

There’s one consistent and prevalent se curity gap in every digital enterprise in the world. Regardless of the industry, whether it’s financial, healthcare or logistics, the common denominator remains the same: the human element.

THE RISK FROM MALICIOUS INSIDERS HAS LONG BEEN A PRIORITY FOR CISOS AND HAS NOW BECOME A TOP PRIORITY FOR OTHER TOP EXECUTIVES AND BOARD MEMBERS.

File scanning, email, web, messaging appli cation content capture, keystroke logging, and screen recording are not necessary for effective security with a metadata collec tion model. IRM goes beyond compliance requirements, prioritising employee priva cy, while still enabling worker productivity.

Employees, contractors, and partners understandably have concerns about what activity is monitored. They have questions about what data may be in scope or out of scope. More importantly, users may won der how these monitoring systems may be biased against them and intrude on their personal privacy.

e

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mployees require access to sensitive information, but heavy-handed approaches using complicated and static rules can frustrate users. This hampers productivity and leads users to search for workarounds that can also put data at risk.

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In some countries it may be illegal to moni tor employees (or to use evidence from monitoring) to reprimand or dismiss an employee unless an Acceptable Use Policy has been well communicated to staff. In countries with well-established data protection laws, organisations must pro vide information about the processing of personal data, including what type of data is collected, who has access to the data, and under what circumstances monitoring may occur.

Addressing the insider risk is extremely complicated. A recent DTEX report com pares two distinct approaches: Insider Risk Management and Insider Threat Surveil lance. The approaches share common goals of preventing data loss, detecting insider threats, accelerating incident re sponse, and maintaining compliance.

J2 delivers essential tools that empower organisations to take control of their technology spend. The company’s hand-picked solutions provide complete visibility over its reducingenvironment,customers’whileriskandloweringcosts. www.j2.co.za

This could include rules from data loss prevention for known bad behaviour, machine learning, and behaviour analytics based on better data to identify malicious intent, and a privacy-first approach to em ployee monitoring that protects employees and is used in a proportional manner.

Businesses need to adapt quickly to changing customer requirements and competitive pressure and this requires an insider risk solution that takes the best strategies from a variety of approaches.

Download the Insider Risk Management and Insider Threat Surveillance e-book to learn more about the tools available and how workforce cyber intelligence and security can help.

BY JOHN MC LOUGHLIN, CYBERSECURITY EXPERT AND J2 CEO

approachestwocomparesreportdistinct

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According to Gartner, surveillance of em ployee activities is not without risk. Organ isations commonly monitor internal com munications systems (for example, email or collaboration platforms) and investigate suspected policy violations. But expansion of these activities into a more pervasive inspection of the work life of employees can infringe on employee privacy expecta tions and rights in the workplace.

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J2

J2 is a security focused African technology business founded in 2006 to address the need for effective cybersecurity, governance, risk and compliance solutions in Africa.

“DTEX

Gartner says before organisations explore the use of insider threat tool and services, they must consult legal counsel and hu man resources leaders, and set boundaries on the capture, storage, sharing, analysis and destruction of data regarding em ployee activities.

BY UGANFIRTECHMAISTRY,CEO

OVERCOMING THE DISTRUST OF ROBOTS

ONpoint

Furthermore, it offers a historical trend of spend per vendor, alerts for first time payments to a new bank account and vendor bank account changes.

Maistry says CFOs can get notified immediately of the transactions, movements or invoices that do not reconcile. “ReconBot is able to mimic repetitive tasks more quickly and accurately and has self-learning AI, with positive and negative reinforcement, that allows it to read, interpret and process documents of all types without prior Thetraining.”main

“We can show real-time results within a week, proving to any business leader that robots can be trusted and that they will cut costs,” says FIRtech CEO Ugan Maistry. “With our proven technology, we are offering a free demonstration to showcase the benefits of AI in business.”

AI can easily automate accounting processes, helping businesses avoid unnecessary losses such as vendor overpayments or revenue leakage from bank accounts. It offers excellent document understanding with system integration capabilities that can reconcile any set of information from various Maistrysources.says

IRtech has launched a program to demonstrate to C-level executives that robots can be trusted, they not only improve accuracy, but they make processes more repeatable and auditable.

reconciliation takes time and effort but skipping this critical exercise may have dire consequences. “Vendor overpayments and revenue leakage are prone to human error and result in huge losses for the business.”

F

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objective of AI is to improve speed and efficiency whilst reducing risk of unauthorised expediture. Reconciliation solutions must however be capable of handling a large volume of data and be able to sync with multiple external systems without human intervention.

DECISION MAKERS ARE STILL NOT READY TO RISK THEIR BUSINESS ENTIRELY ON ROBOTS. ARTIFICIAL INTELLIGENCE (AI) IS LARGELY BEING USED FOR TACTICAL REASONS RATHER THAN STRATEGIC. WHEN IT COMES TO HIGH-LEVEL DECISION-MAKING, THERE SEEMS TO BE RESISTANCE AUTOMATED EXECUTION AND A DISTRUST IN NEWER TECHNOLOGIES.

Reconciling vendor statements to invoices or bank statements to originating transactions is complex and time consuming. AI does reconciliations, big and small, from automatically reading source documents, to finding the source of Itimbalance.canreconcile bank statements to the accounting system, check for suspicious transactions and alert the responsible person in the organisation.

from DRC, Zambia and Tanzania traveling south before being shipped to China. Food from South Africa traveling north Mining equipment from Tanzania heading to the DRC and Zambia. All pass across Kazungula, says Kaiko Salim Wamunyima, secretary general of the SADC Truck Drivers Association of Zambia.

BY MARK-ANTHONY JOHNSON

MARK ANTHONY JONES REMARKABLE BORDER CROSSING

Theartery.bridge

year on, the $260 million Kazungula Bridge has transformed Africa’s most unusual border crossing: Until a year ago, crossing the ZambeziRiver between Botswana and Zambia was a slow and congested affair. For trucks moving along a key transport corridor, stretching from Lubumbashi in the DemocraticRepublicofCongo (DRC) to Durban, #SouthAfrica, the river was an obstacle without an elegant solution. Vehicles would load onto a pontoon, two at a time, when the current wasn’t too strong and the rains not too heavy. It was a 10 to 15-minute journey that you could spend up to 15 days waiting for, recalls the head of one truck drivers’ association.

Today, the pontoons sit ashore, mercifully redundant. You might spot them while crossing the 923-meter (3,028-foot) long KazungulaBridge, a $260 million project co-financed and co-operated by Botswana and Zambia, that a year into service has already transformed this southern African trade

was conceived to speed up travel along the Southern Africa Development Community (SADC) NorthSouth Corridor, a route historically beset with costly border

HTTPS://JICHOLDINGS.COM

Copperdelays.

One

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In this way, current bond holders are in a good position when markets start to recover.

es. Considering the volatility characteristics of South Afri can bonds, their prices would have to drop by an unusual ly large amount over a year for the capital loss to offset a yield of 10.5% over the same period. For context, the point at which the total return from bonds reaches zero would be equiv alent to a drop of 19.12% in the All-Share Index over a year.

Should market volatility continue, the income compo nent to bonds offers substan tial protection against loss

IN THE MIDST OF THE CURRENT MARKET DRAWDOWN, MANY INVESTORS MAY BE WORRIED ABOUT WHERE THEY SHOULD ALLOCATECAPITAL.THEIR

It is impossible to predict through the noise when the markets will turn again, or even how far a potential bear market could persist. The best way to position oneself dur ing times of uncertainty, is by balancing the probabilities of possible upside and possible downside going forward.

fixed coupons at fixed inter vals, regardless of the price at which the bond was pur chased. Due to the coupon payments, bond yields are in versely related to bond prices, i.e., when bonds are sold off, their yields increase, and vice versa.However, this also means that an investor can lock in yields when buying a bond at an attractive price level by holding onto it. For example, a bond purchased at a price yielding an income of 10% per year would continue to pay out this coupon until maturi ty, thereby effectively guaran teeing the level of return if the underlying price remain un changed.During the recent market sell-off, yields of the FTSE/JSE All Bond Index (ALBI) reached levels of higher than 10.5%—a level that was only surpassed

The IMF describes South Africa’s financial markets as the most developed and liquid in Africa, and well developed

How do bonds work?

SOUTH AFRICAN FIXED RATE BONDS: OPPORTUNITY IN THE INCOME SPACE

Ideally, one should have ex posure to the potential growth that may come once markets recover, while minimising the risk of further losses. In the current market conditions, one asset class that could fit this description is bonds.

Why are yields so high?

Volatility is not the only risk that bonds are exposed to; they often have high yields when their perceived risk of default is high in order to com pensate investors. We believe, however, that South African bond yields greatly overstate their underlying risk.

There are two components to consider when determin ing the total future returns of bonds: the income compo nent, and the capital compo nent. Bonds are structured in such a way that they pay out

in recent years during the ex traordinary Covid-19 lockdown and during the global finan cial crisis of 2008. As explained previously, this also means that price levels of the ALBI have reached lows rarely seen.

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These low prices in bonds offer an especially attractive opportunity as they are unlike ly to stay at the depressed lev els for long. Once bonds regain their strength and investors buy up these high yielding in struments, those who bought early at the higher yield levels would enjoy a capital appreci ation in addition to the healthy income component they were able to lock in.

even by global standards. They also point out that our credible and independent policy mak ing, together with a diverse economy and strong finan cial institutions provide a good foundation for markets.

Our verdict

Global nominal bond yields have been elevated across the board recently due to wide spread inflation concerns and the accompanying uncertain ty around future interest rates. Even with the current inflation rate in South Africa of 7.4%, our long-dated bonds still offer a higher positive return than the emerging markets average, while developed economies’ bond yields fall short com pletely by offering a negative realOverall,yield. an investor would be well compensated for the level of risk taken when holding South African fixed rate bonds by enjoying real yields while also being more protected against further capital losses when compared to equities.

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Rating agencies have not ed the South African govern ment’s commitment towards aiding debt stability using bet ter-than-expected tax reve nues, further contributing to our strengthening fiscal out look.From an international per spective, South Africa is ex pected to post a current ac count surplus for the third consecutive year in 2022 due to the strength of commodities following the Russia-Ukraine turmoil.Most of South Africa’s sov ereign bonds are issued as long-dated, ZAR-denominated debt, which provides protec tion against currency volatili ty in foreign repayments and minimises refinancing risk.

This article is intended for information purposes only and none of the information contained in this article constitutes investment advice or a recommendation. The information contained in this article has been prepared without consideration of the investment objectives, financial situation or particular needs of any particular recipient. This article should accordingly not be considered as a substitute for the exercise of your own judgment or for obtaining independent advice based on your personal preferences and circumstances. Although all precautions have been made to ensure reliability of data and information contained in this article, New Road cannot guarantee the reliability thereof.

Any Dollar-denominated debt SA does hold is protected by its large net foreign asset posi tion, well-traded currency and deep capital markets.

“We still see that African venture capital will be up year-onyear, albeit at a more subdued growth rate,” said Ian Lessem, managing partner at Cape Town-based HAVAIC, which makes between four and eight investments in early stage companies across South Africa, Nigeria and Kenya every year.

Investors start-upsAfrican

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The sector has seen inflows of $2.7 billion since January, more than double the $1.2 billion in the first five months of last year, according to data collated by Futuregrowth Asset Management.

The charts and map below show how funding surged last year and the markets that will continue attracting the most inflows in future.

Nigeria, with a population of over 200 million, is a sizable market in and of itself, while Kenyan companies have usually operated across a regional trade bloc of more than 170 million people before expanding further.

BY MARK-ANTHONY JOHNSON

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Africa’s technology-dominated startups will continue to attract investment, even if at a slower pace, following record venturecapital funding last year.

In 2021 Nigeria and SouthAfrica led the way as investments surged to $5.2 billion, according to Cape Town-based Futuregrowth, which oversees about $12 billion across a number of asset classes. The financing will likely slow in the months ahead as US investors, who brought in most of the money last year, retreat amid a global market downturn.

“The fundamentals for a lot of the businesses in Africa remain very very strong,” Lessem said. “Good businesses will always raise capital. They may have to work a little bit harder.”

CEO

ON PHOTO:

“Investors still keen on despitestart-upsAfricanglobalheadwinds

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Record Funding : Africa venture capital raised $5.2 billion in 2021 Top 6 countries for funding raised

employees divide their at tention?

JOHANNESBURG, 18 JULY 2022: ELEVEN YEARS AGO, I BEGAN MY COMPANY WITH JUST TWO EMPLOYEES AND R500 IN OUR BANK ACCOUNT. SINCE THEN, INNOVATIVE SOLUTIONS GROUP (ISG) HAS GROWN INTO A LEADING INVESTMENT HOLDING COMPANY AND THE HOME OF SOME OF THE COUNTRY’S MOST SUCCESSFUL START-UPS, WITH ALMOST 38,000 FULL TIME EMPLOYEES ACROSS OUR VARIOUS BASEDSUBSIDIARIES.ONTHIS

BY ARNOUX MARÉ, INNOVATIVE SOLUTIONS GROUP CEO

EXPERIENCE, HERE’S SEVEN TIPS FOR LAUNCHING YOUR OWN SUCCESSFUL BUSINESSES:

1 2 3 4 5 6 721

IDENTITYKNOWLASER-LIKESTEADYWHATYOU’REYOURNICHECREATECOMPLEMENTARYSTARTSMALLBUTSUCCESSISTHESUM

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For example, during the initial hard lockdowns in 2020, I noticed a gap in the market for professionally trained and accredited truck drivers, and within the space of just a few months, we launched Innova

Whenproduct.launching

3

START-UP SUCCESS

a start-up, it can be extremely tempting to quickly add new services, products and functionalities to appeal to a wider consumer-base, and enhance your value proposition. Many young entrepreneurs I’ve spoken to have floated the idea of adding new offerings to businesses that have barely gotten off the ground. Their belief is generally, “It feels like we’re not doing enough. We’d at tract more customers if we could give them more.”

THE SEVEN SECRETS TO START-UP SUCCESS

A new business or prod uct requires research and development, appropriate facilities and equipment, and new staff, which all costs money. Additionally, can you afford to split your time and focus between your core business and new additions? Or can you afford to let your

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The secret to our success is our single-minded dedication to im prove employees’ and our clients’ lives. If you address the problem, and have a genuine solution that can make people’s lives easier, you never have to hard-sell your

The problem? None of those businesses were ready for ‘more’. Attempting to be everything to everyone is a sure-fire way to overextend your business, while consistently falling short of com petitors who are specialising in their respective fields.

7

One of the main reasons that ILS has been so successful is that it found its niche and stuck to it. ILS focusses specifically on truck driver training and has built a strong reputation within this space rather than diluting its offering by introduc ing courses for other types of drivers.

Turning down opportunities and choosing to focus can often seem counterintuitive. But as the saying goes, “Jack of all trades, master of none.” To give your company the best chance of success, it is far better to excel at mastering one service that matters to your target audience, service them well, build a solid reputation, and then consider expansion.

After you have mastered your core function, it’s then time to consider expanding into other related categories or new business segments that complement your business. It also creates the opportunity to diversify your income and spread your risk. But taking on more than you can handle too soon will only put unnec essary strain on a business if it is still in its infancy.

START-UP SUCCESS

NICHEYOU’REDOESFOCUSITINFORANDDOMINATE

To this day, global giant Amazon still sells books, and Meta still hosts social media platform Facebook.

5

The odds are already against new entrepreneurs. Be tween 70% and 80% of South African businesses fail within their first five years, which is one of the highest failure rates in the world. And while lack of funding is often cited as the main reason, I believe that a lack of focus is just as damaging. Start small, think big, take it slow, make calcu lated growth decisions, and don’t make costly additions before you can truly afford it.

4

tive Learning Solutions (ILS), Africa’s largest truck driver training and testing centre. Two years later, ILS employs more than 80 people and has trained over 12,000 drivers, revolutionising South Africa’s logistics industry.

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BUT THINK BIG

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COMPLEMENTARY OFFERINGS

Only once we had built a strong foundation and track record in this industry were we gradually able to take the leap and hire the exper tise needed to embrace other sectors such as mining, construction, engineering, agriculture, retail, hospitality and manufacturing.

By way of another example, ISG’s first subsidiary, Innova tive Staffing Solutions (ISS), began with a focus on servic ing the operational outsourc ing and management needs of the transportation and logistics industry.

LASER-LIKE IT

SUM OF THE DETAILS

Focus first, then evolve.

Liberty Offshore Investment Plan is underwritten by Liberty Grp Ltd (Jersey Branch). Liberty Group Ltd is a licensed Insurer and an Authorised Financial Services Provider (no. 2409). Terms and Conditions apply.

ty for their funds.

For more details about benefits, definitions, guarantees, fees, tax, limitations, charges, premiums/ contributions or other conditions and associated risks, please speak to a Liberty Financial Adviser or your Broker.

It is, however, possible to invest in over seas companies while still keeping your money in the country. This in itself has some advantages in terms of liquidity and simplicity.

DURING THESE TRAUMATIC TIMES WITH THE VOLATILITY OF MARKETS AND ECONOMIES QUESTIONS HAVE BEEN ASKED PERTAINING TO OFFSHORE INVESTMENTS. CAN WE STILL DO IT, IS IT STILL POSSIBLE?

The local investment environment is seen in some cases as being at the mercy of cor ruption, as well as political and economic uncertainty. This has shifted the mindset of investors who are always looking for new opportunities, not to mention stabili

The information contained in this document does not constitute advice by Liberty. Any legal, technical or product information contained in this document is subject to change from time to time. If there are any discrepancies between this document and the contractual terms and conditions, or where applicable, any fund rules, the contractual terms and conditions, or where applicable, the fund rules will prevail. Past performance cannot be relied on as an indication of future performance. Investment performance will depend on the growth in the underlying assets, which will be influenced by prevailing market conditions. Any recommendations made by an adviser or broker must take into consideration your specific needs and unique circumstances.

There is growing interest in offshore in vestments from many local investors searching for more diversified returns from the interconnectedness of the global investment landscape. The ease at which global markets are now able to transact among themselves has made offshore in vesting more accessible than ever.

In addition to the higher returns being generated by some international econo mies, rapidly growing offshore companies

Opportunities for growth

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“Investing offshore allows local investors to benefit from the profits generated by some of the top global companies like Ap ple and Facebook in the US, and SAP and Airbus in Europe. It also protects against currency fluctuations, should the investor decide to take their money offshore,” says Henk Appelo, Liberty Investment Product

DISCLAIMER

Interested in investing offshore?

“ItDeveloper.is,however, possible to invest in over seas companies while still keeping your money in the country. This in itself has some advantages in terms of liquidity and simplicity,” he adds.

will be subject to withholding taxes at different rates and local dividends will be subject to dividends withholding tax at 20%. The proceeds from this investment will generally be regarded as capital in na ture and exempt in your hands as an

and funds can offer better growth pros pects in the long term.

“Theents. commitment to engage top global fund managers with solid track records is key to getting the best out of overseas in vestment opportunities for South African investors. Ultimately, the intention is to provide clients with both active and pas sive solutions to more appropriately com plement or enhance their existing invest ment portfolios,” says Appelo.

“ THE COMMITMENT TO ENGAGE

Also, you can choose to have a fund manager grow your money by making the investment decisions for you.

Liberty offers a variety of portfolios, rang ing from tracker funds to actively man aged funds, through STANLIB and their offshore partners. Access to market-lead ing managers like Brandywine Capital and Columbia Threadneedle Asset Man agement is an opportunity for local cli

Theinvestor.preferential

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It is important to consider the legal ities of tax in relation to offshore in vesting. For example, with our Off shore Investment Plan being an endowment, the returns will be sub ject to income tax at a current rate of 30%, and an effective capital gains tax rate of Foreign12%.dividends

BUSINESS ADVICES

With Liberty’s Offshore Investment Plan, for example, you can invest in offshore index trackers, which include equity, bond and cash trackers. The cash index trackers are offered in various currencies. Investing in tracker portfolios gives you the ability to access different asset classes at a low cost.

tax rates applicable to this particular plan will work to the advantage of any earner in a higher tax bracket. Also, investors will not be adversely taxed on currency fluctua tions. This all allows your funds to have more opportunity for growth.

39ISSUE 4 VOL 22

“The legalities of investing offshore are complex and depend on the indi vidual investor’s taste for risk and how they view the opportunities being of fered in the long term.

“Investments in the Liberty Offshore Investment Plan are a lot less compli cated because they still fall under the South African legal jurisdiction. This means that, should you as the inves tor and policyholder pass away, your loved ones don’t have to comply with any potentially complicated or cost ly foreign legal requirements,” Appe lo says.

IMPACT

nstead of using their own outlying warehouses to store goods to be couriered to customers on order, Picup is now providing decentralised hubs. There are currently 4 across the country through the Stor-Age REIT Limited partnership with many more in the pipeline.

DELIVERIESANDCHEAPERFASTER NOW POSSIBLE

40 VOL 22 ISSUE 4

CEO GLOBAL MAGAZINE.COM NEWS

I

WAREHOUSING HUBS ARE ENABLING RETAILERS, ECOMMERCE AND HEALTHCARE PROVIDERS TO PROVIDE CHEAPER AND FASTER DELIVERIES. FORWARD-THINKING SMART LOGISTICS TECHNOLOGY PROVIDER PICUP HAS PARTNERED WITH STOR-AGE PROPERTY REIT LIMITED TO PROVIDE DECENTRALISED HUBS IN CITY CENTRES AROUND THE COUNTRY, ALLOWING CUSTOMERS TO GAIN EASIER ACCESS TO LAST-MILE DISTRIBUTION.

“The tech that drives the consolidation, optimisation, collection and delivery of parcels through the Hubs is what literally drives everything. We have come to intimately understand the last-mile and how it is connected to our customers’ distribution experience for their end-user and intend to rapidly grow our footprint in this space,” he concludes.

consolidation points for the Picup network to deliver to the end user within a radius of between 10 and 20 kilometres. This versus dispatching them from large depots outside of the city which takes time, sometimes days, and incurs high rentalmonthlyfees.

The end-customer can also see where their parcel is in real-time by connecting to the Picup App. This makes the entire experience tech-based and userconnected.

“We want to play our role in the green economy and have an electric vehicle footprint up and running once the concept is proven, where we can morph our current fleet gradually over time to our Hubs, where it’s viable,” Bruni explains.

“Through the Hubs concept we are creating shared space for won’toraparceltheytheytheycustomersourwhereonlyusewhatneed,whenneedit.AcomesintoHubfromastorewarehouse,andstayonthe

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“Our customers want more efficient and cost-effective service providers while their customers want faster delivery times,” he

“ more cost-effectiveefficient, fasterandprovidersservicedelivery

“As ecommerce purchasing becomes ever more prevalent and consumers become more demanding when it comes to shipping, this has to change, especially when there is so much more competition in the market thanks to the pandemic.”

Stor-Age spokesperson Chris Oosthuizen says the impact of COVID-19 has completely reshaped the online retail space, with a significant increase in the volume and demand of last mile delivery.

Given lengthy delivery speed times and the high cost of shipping are two of the key reasons why consumers don’t complete a sale online, Hubs speeds up the former and reduces the latter. With an increasing demand from customers to get their goods as soon as possible, at the lowest cost, the Hubs concept improves the shopping experience for the end customer.

When it comes to the future of Picup’s Hubs, Bruni says that the concept has been underway for five years and is starting to scale as the technology to using the Hubs is being positively adopted by customers.

BY ANTONIOPICUPBRUNI,CEO

Bruni says at the end of the day, the consumer wants their parcel delivered as quickly as possible, and Hubs allows this to happen through same-day delivery.

Bruni also has aspirations to enter the electric vehicle space and is currently piloting a proof-of-concept idea in Cape Town, scaling it over time through learning and trial and error. This as both Picup and Stor-Age REIT Limited intend to cut carbon emissions as far as possible from their fleets, and the fastest way is by upgrading some of their bikes and erecting charging stations that are solar-powered.

41ISSUE 4 VOL 22

“There is a constant flow of parcels coming in and out of our space; we don’t sit on parcels, they go out as quickly as they come in,” he adds.

Couriers may not immediately spring to mind as being enablers of the shared economy – the act of sharing goods or services with others in order to save on costs, carbon emissions and -thinking smart logistics technology provider Picup has Theydone.actas

floor for longer than two hours,” says Antonio Bruni, CEO of Picup.

“Our national footprint of over 55 stores provides the perfect property overlay to give last mile delivery partners such as Picup the perfect springboard to vastly improve on their logistics strategy.”

using the space optimally, what makes the delivery process so fast is that Gig legendsEconomy(riders) are located within the Hubs areas, ready to collect as soon as they get an alert via toinparcelalertsPicupconnectedcarmotorbike,legendsPicupsmartphone.has2500oninaorvanwhoaretothesystemthatthemwhenahasarrivedaHubandneedsgoout.

Besidessays.

P O Box Tel2022Cleveland40155:0118222233

Home for physicallyintellectuallytheandchallengedforthepast52years

Home for physicallyintellectuallytheandchallengedforthepast52years

Box

Home for physicallyintellectuallytheandchallengedforthepast52yearsWewillappreciateyoursupport BANKING DETAILSWE WILL APPRECIATE YOUR HomeDonationCharitySUPPORTDriveGIVEALITTLE,HELPALOTfortheintellectuallyandphysicallychallengedforthepast52years. Avril Elizabeth Home NationalFirst Bank Account number : 59630281944 Branch : Bedford Gardens Branch code : 252155 Reference please use : Company name/ Fred 42 VOL 22 ISSUE 4

P O Box Tel2022Cleveland40155:0118222233

P O Box Tel2022Cleveland40155:0118222233

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Banking O Tel2022Cleveland40155:0118222233

P O Box Tel2022Cleveland40155:0118222233

Home for physicallyintellectuallytheandchallengedforthepast52years

Details: Avril Elizabeth Home First National Bank Account number : 59630281944 Branch : Bedford Gardens Branch code : 252155 Reference please use : Company name/Fred P

P Tel2022Cleveland40155:0118222233

P O Box Tel2022Cleveland40155:0118222233

Banking

P O Box Tel2022Cleveland40155:0118222233

Details: Avril Elizabeth Home First National Bank Account number : 59630281944 Branch : Bedford Gardens Branch code : 252155 Reference please use : Company name/Fred

Home for physicallyintellectuallytheandchallengedforthepast52years

Home for physicallyintellectuallytheandchallengedforthepast52years

O Box

Home for physicallyintellectuallytheandchallengedforthepast52years

Home for physicallyintellectuallytheandchallengedforthepast52yearsWewillappreciateyoursupport

Home for physicallyintellectuallytheandchallengedforthepast52years

P O Box Tel2022Cleveland40155:0118222233

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Home for physicallyintellectuallytheandchallengedforthepast52years P O Box Tel2022Cleveland40155:0118222233

P O Box Tel2022Cleveland40155:0118222233

Home for physicallyintellectuallytheandchallengedforthepast52years

Home for physicallyintellectuallytheandchallengedforthepast52years

Home for physicallyintellectuallytheandchallengedforthepast52years

Home for physicallyintellectuallytheandchallengedforthepast52years P O Box Tel2022Cleveland40155:0118222233

P O Box Tel2022Cleveland40155:0118222233

Home for physicallyintellectuallytheandchallengedforthepast52years

P O Box Tel2022Cleveland40155:0118222233

Home for physicallyintellectuallytheandchallengedforthepast52years

Home for physicallyintellectuallytheandchallengedforthepast52years

Tel 011 822 223 3 P O Box

Cleveland401552022 43ISSUE 4 VOL 22

was inundated with desperate pleas from non-Jewish parents to admit their children to the Centre. She was so moved by their plight that, with the assistance of a hard-working committee, she set about establishing a pilot scheme which allowed five or six children to live in a home environment while attending day-care at the Selwyn Segal Centre.

In 1970, Sheila officially opened the Avril Elizabeth Home in Pandora Road, Kensington, for 21 intellectually disabled children. The home has since moved and today is situated on five hectares of well-groomed grounds on Fisher’s Hill, in TheGermiston.mainbuildings accommodate the children, and those with severe disabilities who require 24/7 care while four cottages each accommodate adults whose disabilities are less severe, yet who could not fend for themselves in society.

Over the years, a modern Stimulation Centre has been developed, where our staff help each resident realise his or her full potential. Many of the pioneer residents are now veterans of the Home, which has become the focal point of their lives.

The Home owes its survival to the cuddly teddy bear. In the 1980s, after the home moved to Germiston, funds were so short that the Home was on the verge of closing down, but a gentleman donated 100 teddy bears to the Home, and the proceeds from their sale was enough to cover the rent.

Our history

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The Teddy has since become our mascot and teddies of all shapes and sizes are found throughout the Home. Not only do the teddies add extra life to the Home and boost morale, but they are a constant symbol of the security and stability provided by the Home for its residents.

Who was Avril Elizabeth?

T he Home was named after Avril Elizabeth, a bright, bubbly young girl who was struck down by encephalitis, an inflammation of the brain. The illness left her in a twilight world: a world that she never left until her death eight years later. Avril was on the waiting list for entry into the first home in Kensington when she died. Her name has become synonymous with outstanding care of the intellectually disabled.

Av ril Elizabeth Home was officially opened in 1970 by Sheila Suttner, a social worker. Before opening the Home, Sheila worked at the Selwyn Segal Centre, a home for intellectually disabled people of the Jewish Sheliafaith.

Itinfrastructures.isclearthatbecoming more connected is critical in allowing power utilities to improve how they monitor, control, and optimise every aspect of their business. By exploring and utilising the potential of cellular technology, communications infrastructure companies are taking on these challenges, helping power utilities create the power plants and smart grids of tomorrow.

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t

INtheKNOW

44 VOL 22 ISSUE 4

SMART GRIDS: A SOLUTION TO POWER OUTAGES

o survive, energy companies must harness the power and possibility of connectivity to build more reliable, secure and flexible digital

the social, economic and environmental benefits of the smart grid information and developing a solution that is likely to aggregate and relates the information produced by the smart grid is a major challenge for utility providers.

ACCORDING TO RESEARCH FIRM STATISTA THE SMART GRID TECHNOLOGY MARKET IS ESTIMATED TO GROW TO US $56B BY 2026. BENEFITS INCLUDE:

• Informed appliance buying decisions

• Better emissions control

• Power demand management

• Security improvement of critical infrastructure through security video streamingCreation of digital twins of critical infrastructure

The smart grid allows consumers to view real-time data associated with billing accuracy. Moreover, the numbers for the expected bills are relatively low. These represent significant development potential for the smart grid sector.

ENERGY UTILITY COMPANIES ACROSS THE WORLD ARE STRIVING TO FIND SMARTER WAYS TO CONTROL THE FLOW OF ENERGY. THE BENEFITS OF DIGITALISATION AND CONNECTIVITY ARE UNQUESTIONABLE.

• Solving all billing issues

• Predictive maintenance

Smart grids can solve power problems by keeping a healthy balance between supply and demand. This can only be achieved through high-speed connectivity, a catalyst in grid management. In light of the current power electricity challenge, technology is certainly the solution.

• Illicit energy usage measurements

In short, the grid of the future is a fully connected, digitised and Artificial Intelligence (AI) driven grid that can identify power needs at great speed and efficiency. The power grid needs to evolve from a mere basic energy provider to a smart grid – every device that consumes electricity needs to intelligently connected.

This ecosystem is capable of supplying a sufficient amount of power to consumers, something that is not accomplished via a single platform. Instead, various energy sources are employed to generate power. These could include solar power systems or wind turbine facilities installed in diverse Understandinglocations.

BY MATONE DITLHAKE, CORRIDOR AFRICA TECHNOLOGIES CEO

45ISSUE 4 VOL 22

• Capex allocation as per the demand

There is a massive need to integrate connectivity into power grids, but for this to happen, telcos need to efficiently use the newly allocated radio frequency spectrum to drive digitisation and connect traditional Theindustries.smart grid is an electrically smart network, it offers consumers services that rely on clever digital technologies for communication.

“deliveringexcellenceinSmartTechnologiesacrossmultipledisciplines

• Consumer planning

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Maintaining a constant flow of electricity is complex and challenging, power utilities must move away from traditional thinking and start their digital transformation journey by investing in new technologies to enhance the power grid and improve security, reliability and resiliency. A smart grid with wireless connectivity is essential to this evolution.

term output exceeding 4.5 kWh/kWp per day. On a world region basis, only the country’s in Africa average to gether above this threshold. A lot of this potential in the less developed countries of Africa is still untapped, but as the source states, represents “a unique opportuni ty to provide affordable, reliable, and sustainable elec tricity services to a large share of humanity where im proved economic opportunities and quality of life are the most needed”.

AFRICAPOWER:SOLAR AFRICA’SINFRONTIS SOLAR

46 VOL 22 ISSUE 4

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W

AFRICA LEADS THE WORLD IN SOLAR POWER POTENTIAL: FIGURES FROM THE GLOBAL SOLAR ATLAS FOR THE WORLDBANK, AS ANALYSED BY STATISTA, REVEAL THE AVERAGE POTENTIAL OF SOLARENERGY AROUND THE WORLD AND AS THIS INFOGRAPHIC SHOWS, AFRICA IS OUT IN FRONT.

To put the figures in context, roughly 20 percent of the world population lives in 70 countries which possess “excellent conditions” for solarpower - meaning long-

The assessments “exclude areas due to physical/tech nical constraints, such as rugged terrain, presence of urbanized/industrial areas, forests, and areas that are too distant from the centres of human activity”, but do not consider “soft constraints, i.e., areas that might be unsuitable due to regulations imposed by national or regional authorities (such as conservation of cropland or nature conservation)”.

“ STEVEN MACQUIN

hen combining the average long-term practical yield of a utility scale solar energy instal lation in each country, Africa’s 4.51 kWh/kWp/day is ahead of second-placed Central and South America’s 4.48, while North America is further behind on 4.37.

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47ISSUE 4 VOL 22

BY MARK-ANTHONY JONES

48 VOL 22 ISSUE 4

AFRICAN HYDROPOWER PROJECTS

“Hydro-power is critical for providing clean base-load and peaking power, especially in landlocked countries in Africa, as the conti nent’s countries transition away from fossil fuels toward a net-zero future,” said Chris Chijiutomi, BII’s head of infrastructure eq uity for Africa and Africa’s electricity accessPakistan.is estimated at

40%, according to the African Development Bank. Providing the continent with power is key to unlocking Africa’s vast economic potential by growing manufacturing ca pacity and boosting cross-country trade. Bloomberg.

Norfund plans to put in an additional $100 million into the projects over coming years, according to the statement. BII and Nor fund hold 49% stake in Scatec’s African hy Thedropower projects.jointventure’s

Rwanda Burundi���� Democratic Republic of Congo Malawi���� are AfCFTA member countries

UK AGENCY TO INVEST $200 MILLION IN AFRICAN HYDROPOWER PROJECTS: THE UK’S DEVELOPMENT FINANCE AGENCY WILL INVEST ABOUT $200 MILLION IN AFRICAN HYDROELECTRICITY PROJECTS TO BOOST THE CONTINENT’S RENEWABLE ENERGY PORTFOLIO.

B

ritish International Investment Plc, formerly CDC Group, will invest into a joint venture between Nor way’s Norfund AS and Scatec ASA to deliver about 675 megawatts, its largest backing for water-generated power, the fund said Thursday.

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pipeline of projects in cludes the proposed 205 megawatt Ruzizi III plant, which will provide power to Rwan da, Burundi and the Democratic Republic of Congo, the 120 megawatt Volobe plant in Madagascar and a 350 megawatt Mpa tamanga project in southern Malawi.

49ISSUE 4 VOL 22

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AGRICULTURE IN AFRICAE CENTRAL TO FEEDING THE WORLD

BY WIM PLAIZIER, AFRICAN PARKS NETWORK COO

50 VOL 22 ISSUE 4

With 60% of Africa’s population in volved in agriculture, in an industry that has an export worth of around USD 52 billion, food exports play an im portant role in the continent’s econ omies. Plus, with 60% of the world’s remaining uncultivated, arable land located in Africa, the continent has the potential to become the world’s breadbasket.

MARKETS

51ISSUE 4 VOL 22

A

FARMERS

Dairy exports from New Zealand are one successful example of macro-level trans formation. Years ago, the New Zealand Dairy Board created a platform for best practice sharing among its members to improve productivity and product quality and actively created export markets for excess products. Some of the dairy board’s activities be came part of a new cooperative called Fonterra – now one of the leading global milk processors and dairy exporters, with roughly 22 billion li tres of milk produced annually. Fonterra also produces more than 2 million tons of dairy productsentsspecialtyingredients,ingrediandconsumerannually–

s its population has doubled overall and tripled in urban areas in the past 30 years, agricultural production and food security have struggled to keep pace. Africa is the only continent where the absolute number of undernourished people has increased over the past 30 years.

At the regional and country levels, govern ment and market actors need to create the markets that allow the trade of homegrown products. These initiatives in general cut across the wide spectrum of crops and products produced.

Cluster-specific export initiatives like Fonterra should be a government goal in Africa. From a pan-African perspective, identifying sectors and coordinating initia tives across countries are essential steps to a transformation strategy.

CLUSTERS

ate beneficial continental trade, provide a platform for global exports, and, most importantly, help create millions of jobs while pulling subsistence farmers out of poverty.

Smallholder farmers contribute up to 80% of sub-Saharan Africa’s food smallholder33anandOrganization,andtheaccordingsupply,toUN’sFoodAgricultureAfricahasestimatedmillionfarms.

transformationAgriculturalmustbuildsocialcohesion,cre

Making markets work is a supply Governmentsinformationinfrastructurechainandissue.and pri vate investors need to ensure that sufficient roads, markets.creasinglygettureandprocessingwarehouses,facilitiesotherinfrastrucareinplacetoproductstoinurbanizingFarmersneed

access to informa tion to deliver products to the markets that offer them the best price.

Markets are often developed at country level, but a pan-African strategy would in clude the best practice sharing and publicprivate partnership support we highlighted for the farmer level. Additionally, for mar kets, removing trade barriers and inefficien cies between countries and freeing up the traffic of agricultural produce across Africa would significantly boost the intra-African cross-border trade of produce.

https://lnkd.in/eg5d5TgX

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Africa’s agricultural transformation at three levels.

Increasing their capabilities would increase Africa’s output and, more importantly, help solve Africa’s poverty and malnutrition.

FACTS

Farmers need access to markets to earn their fair share of the profit pool in the value chain. Good markets, in turn, provide food security for the popu lation and facilitate Africa’s agricultural self-sufficiency.

IN CASE YOU ARE NOT AWARE: 60% OF THE WORLD’S ARABLE LAND IS IN AFRICA WITH POTENTIAL REVENUE OF BILLIONS: AFRICA RE MAINS A NET IMPORTER OF FOOD, ALTHOUGH IT HAS 60% OF THE WORLD’S UNCULTIVATED ARABLE LAND.

Farmer-level transformation should seek to increase yields and reduce post-harvest losses. It requires granular-level interven tions that form the basis for sustained economic and societal success. Enable ment in areas like education, infrastruc ture, water management and regulation is crucial as well. Public-private initiatives can ensure capability-building support and the development of structures in areas like financing. Crop-specific government initiatives in certain areas, depending on soil and climatological specifics, could also benefit.

Africa will have a population of 2 billion by 2050, and agriculture will be central to feeding all of those people.

Transforming the agricultur al value chain at three levels – farmer, market, and cluster – is central to any progress in Africa.

In this final, macro level of transformation, Africa has the potential to become a major agricultural player globally, facilitating the export of its products outside the conti nent. Cluster-specific initiatives typically focus on product availability and produc tion competence.

95% of which is exported. This allows New Zealand to punch above its weight in the dairy market.

CEO GLOBAL MAGAZINE.COM Top 5 oil-producing countries in Africa according to BP’s Statistical Review of World Energy: The world is in the middle of the first energy crisis of the 21st century. H LIMI t L ess A FrIc A s PotentIAL Is High drivingpricesenergyhigh inflation “ 52 VOL 22 ISSUE 4

BY MARK-ANTHONY JONES

Nigeria’s oil production amounted to some 1.6 million barrels per day in 2021, the record low in the period under consid eration. Between 1998 and 2021, figures decreased by approximately 540 thousand barrels per day.

2

In 2021, the oil production in Algeria amounted to around 1.35 million barrels per day, a slight increase compared to the previous year. Nevertheless, between 1998 and 2021, figures de creased by over 100 million barrels per day, peaking at nearly two million barrels per day in 2007. Algeria is among Africa’s largest oil

igh coal,forprices,energyespeciallyoil,gas,andaredriving

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decades-high inflation in various coun tries, some of which are also experiencing energy shortages. Russia’s recent invasion of Ukraine has exacerbated the crisis, given that the country is both a major and exporter of oil and naturalgas.producer

Oil production is measured in barrels per day or BPD. Most oil-producing countries produce thousands, even millions of barrels per day, with their total output often limited by market forces rather than by production capability.

Using data from BP’s Statistical Review of World Energy, here are the top five (5) oilproducing countries in Africa based on their output measured in 2021

production amounted to roughly 1.16 million barrels per day in 2021, a decrease of approximately 12 per cent compared to the previous year. In fact, oil production in the African country has been on a continual annual decline since 2015.

1

Libia’s oil

Last year in AFRICA, Nigeria was the lead ing oil producer and the largest crudeoil ex porter on the continent. Algeria and Lib ya followed, with exports of 1.4 million and 1.3 million barrels per day. Overall, 10% of the world’s oil production came from North and West Africa in 2021.

2022.barrelsendingJunetendedtiallytionEgypt’sbarrelsaroundproductionIndaily.412outputreportedyear.comparedthousandinmillionamountedproductiontosome1.27barrelsperday2021,upbyover840barrelsperdaytothepreviousTheAfricancountryitslowestoilin2016,ataroundthousandbarrelsMay2022,thecrudeoilforEgyptwas590.17thousandperday.Thoughcrudeoilproducfluctuatedsubstaninrecentmonths,ittoincreasefrom2021-May2022,at590.17thousandperdayinMayH

to P 5 534 53ISSUE 4 VOL 22

Nigeria - 1.6M Algeria - 1.4M Angola - 1.2M Libya - 1.3M Egypt - 0.60M

Angola’sproducers.oil

IN CASE YOU ARE INTERESTED: ANGOLA HAS OVERTAKEN NIGERIA AS AFRICA’S BIGGEST OIL PRODUCER: NIGERIA HAS LOST ITS STATUS AS AFRICA’S TOP OIL PRODUCER TO ANGOLA AS THE CONTINENT’S BIGGEST ECONOMY SAW ITS OUTPUT DECLINE THE MOST IN MAY AMONG ITS PEERS IN THE ORGANIZATION OF THE PETROLEUM EXPORTING COUNTRIES (OPEC).

PEC’s monthly report for May showed that Nigeria’s oil produc tion reduced by 195,000 barrels per day (bpd) to 1.02 million bpd in May from 1.22 million in April, based on direct Angola’scommunication.oilproduction

Preliminarysaid.

54 VOL 22 ISSUE 4

However, non-OPEC liquids production, including OPEC natural gas liquids (NGLs), are estimated to have increased in May by a minor 23,000 bpd month-on-month to an average 70.2 million bpd, but was higher by 1.7 million bpd year-on-year.

ANGOLA HAS OVERTAKEN NIGERIA AS AFRICA’S BIGGEST OIL PRODUCER o

stood at 1.16 million bpd in May, down from 1.18 million bpd in April, based on direct communication.

bpd in May, lower by 176,000 bpd com pared to the previous month.

“Crude oil output increased mainly in Saudi Arabia, the UAE and Kuwait, while produc tion in Libya, Nigeria, Iraq, Gabon and IR Iran declined,” the 13-member oil cartel

OPEC uses secondary sources to monitor its oil output, but also publishes a table of figures submitted by its member countries.

INtheKNOW

Nigeria suffered the biggest decline in production among its OPEC peers, according to both direct communication and secondary sources’ data. According to secondary sources, OPEC’s crude oil production averaged 28.51 million

data indicates that global liq uids production in May decreased by 0.15 million bpd to an average 98.75 million bpd compared to the previous month.

CEO GLOBAL AWARDS2022 SUBMISSION NOMINATIONS& These awards are about you, your contribution, your influence and not about the organisation you COMPLETErepresentONLINEAT: WWW.CEOGLOBALGROUP.COM • Please complete ALL questions in the Entry Form to speed up your route to the list of finalists. • All documentation needs to be submitted in order for the entry to be considered. 55ISSUE 4 VOL 22

AFRICA

IS ONE OF PHONES,THERAPIDCONTINENTWEALTHEXPANSION.OPPORTUNITIESPRESENTINGMARKETSECONOMIESFASTEST-GROWINGTHEANDCONSUMERINTHEWORLD,EXCITINGFORTHEINCREASINGACROSSTHEASWELLASTHESPREADOFACCESSTOINTERNETANDMOBILEISPROMISING. LCG CONSULTING CONQUERS AFRICA NEXT STOP ASIA FOCUSon EXCELLENCE 56 VOL 22 ISSUE 4

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“We can open new doors and avenues for your business to expand creating new and additional revenue streams for small and large vendors, distributors and partners through market research, sales prospecting, telemarketing and data profiling,” she adds.

Thevendors.one stop B2B data and lead generation agency has achieved its success through comprehensive direct marketing, outbound lead generation,

She says entering Africa can be daunting for any company because there are 54 countries to choose from, with unique business requirements, a multitude of languages and cultures to understand in each of these.

57ISSUE 4 VOL 22

G Consulting CEO Louise Robinson says similar to Asia, Africa presents unique challenges that are not often encountered outside of the continent. “This makes it extremely challenging to do business in these “Manycontinents.”opportunities exist, but doing business in Africa and Asia is unlike doing business anywhere else. Businesses are unlikely to succeed if they use an American or European approach,” she explains.

prospecting, telemarketing, qualified sales leads, demand generation, email marketing lists and market research.

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c

CG Consulting has engaged with some of the top companies in the world and guarantees reaching to the right C-level executives and decision makers through its dedicated approach.

“Through the Hubs concept we are creating shared space for our customers

BY LOUISE ROBINSON, CG CONSULTING CEO

Robinson says they provide out-of-thebox ideas for clients across the African continent. “We focus on high-end technology focused appointment setting campaigns, b2b telesales, bespoke data, sales prospecting, telemarketing, market research, technology surveys and b2b sales leads in the corporate market place.”

“Through lead generation, we open doors to new opportunities for our clients, using comprehensive direct marketing, outbound lead generation, prospecting, telemarketing, qualified sales leads, demand generation, email marketing lists and market research.”

“We have a winning formula that helps large marketing teams achieve ROI on marketing spend and drive sales. True business intelligence and information lies in knowing how to get to the right people to achieve your desired business results,” she concludes.

CG Consulting, lead generation and database specialists, is celebrating 20 years of creating new business opportunities for organisations wanting to start or expand their operations in Africa. The company now has its eye on Asia, a continent that has similar challenges for IT

More than 500 delegates attended the forum, which explored ways to meet the challenges affecting women and girls across the Commonwealth and to ensure member countries have robust policies and programmes to meet gender equality targets by 2030.

FOCUSon

The Forum, which took place in Africa for the first time, is running under the theme, “Delivering a Common Future: Transforming Gender Equality”.

“Pushingfortherecognitionofwomeninleadership

“The 2022 Kigali CHOGM Women’s Forum does not just occur in a country that consistently pushes for the emergence and recognition of women in leadership,” she said.

he said this on Monday whilst addressing the Women’s12th CommonwealthForumin Kigali,one of the events that marked the start of the 2022 Commonwealth Heads of Government Meeting (CHOGM).

s

She said Rwanda considers peace and security a condition for the attainment of sustainable development and that the lessons learned can combat existing challenges affecting women and girls.

DELIVERING A COMMON FUTURE: GENDERTRANSFORMINGEQUALITY

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EXCELLENCE

58 VOL 22 ISSUE 4

She added: “It occurs in a country where rape was used barely three decades ago as a weapon of war. Today, Rwanda is ranked by the WorldEconomicForum as the

seventh country in the world for closing the gendergap.”

Kagame took the audience down memory lane on Rwanda’s path in reconstruction, after the 1994 Genocide, was littered with the pain of fragmented families, of wounded and traumatised women, yet the nation now leads as a champion of womenempowerment.

CHOGM2022: RWANDA’S FIRST LADY WANTS WOMEN TO ASSUME ROLE OF DEFENDERS OF PEACE, INSTEAD OF VICTIMS OF VIOLENCE: FIRST LADY JEANNETTE KAGAME HAS ISSUED A RALLYING CALL TO WOMEN AND GIRLS TO EMBRACE A NEW ROLE AS FRONTLINE DEFENDERS OF LASTING PEACE, INSTEAD OF VICTIMS OF VIOLENCE.

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WITH NATIONAL WOMEN’S DAY APPROACHING, THE FOCUS IS ON THE ROLE OF WOMEN IN THE TECH SPACE IS BECOMING MORE PROMINENT AS THIS INDUSTRY HAS TRADITIONALLY BEEN SEEN AS MALE DOMINATED. ADDRESSING GENDER DISCRIMINATION IN THIS INDUSTRY REQUIRES THE IMPLEMENTATION OF EQUAL OPPORTUNITY POLICIES AND BY IMPROVING DIVERSITY IN THE WORKPLACE.

I’m old school and was always taught to get up, get dressed and get going. No drama - girl, boy, black, white, gay, straight, thin or fat - if someone has the right attitude can call and ready to learn we will happily employ them.

F

ROBINSON,LOUISEBY CEOCONSULTINGCG

CG Consulting aims to readdress the gender imbalance in the tech industry by changing the narrative and harnessing the power of a better-balanced workforce.

Our staff are normally from the townships or coloured areas and don’t have access to a laptop or broadband internet at home hence we work in an office 80% of the time. I’m not a hybrid fan, it’s like herding cats. There’s nothing like being in the office because people talk to people and

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NARRATIVETHECHANGING GENDERAROUND

The best person for the job wins. I believe jobs should not be gender focused, every job should go to the person who is qualified for the position and who can get the job done. We are always happy to empower young women and men as there is a shortage of trained young people in South Africa.

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Mostmoral.importantly, to understand your staff and have more empathy for people one needs to connect in person and understand their home situation which you can’t do over zoom. Maybe this is the women’s touch coming out in me.

We are an outsourced model and our clients pay for results, our staff understand that and work accordingly. We are result driven and get the job done. This approach has helped us transform representation and improve our gender mix. The IT industry is ever changing so we are continually growing and evolving, it’s exciting.

CG Consulting is a women owned and women run business in operation for 20 years, a successful lead generation business and telemarketing agency focusing predominantly on the IT sector into Africa, which was very male focused.

“The jobforpersonbestthewins

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Things have luckily evolved over the years and the playing field has evened out. Having said that, high-end callers are normally guys because its more technical and most IT managers are guys, they connect better. Just the way it is anywhere in the world.

respond better in person. Gatherings at the office coffee machines and staff lunches bring people together and build team

ith August being celebrated as Women’s month in South Africa, the company is committed to enhance the role of women in this industry.

Colin Morgan, get\Worth CFO, says women are an important consumer group for the automotive industry. “They have significant influence when it comes to buying a car. We believe that by making women a key part of our strategy, will increase our ability to retain current customers and attract new

EXCELLENCE

W

In a CDK Global study, women influence 85% of vehicle purchasing decisions and buy 65% of new vehicles. Women-Drivers. com also published a report that indicated women’s satisfaction scores with a dealership were higher when dealing with female sales advisors.

and respond by empowering women, especially in frontline dealership roles.”

EMPOWERING WOMEN TO BUY CARS

Get\Worth

“The new signature showroom in Richmond Business Park, which caters for up to 400 cars under one roof, is also testament to them putting their money where their mouths are. A female interior designer was contracted to design the interior and consulting areas to ensure a more premium, comfortable and convenient experience for customers, including female customers,” he concludes.

get\Worth offers a woman-to-woman buying experience, from test drives to walking them through all the features of a vehicle. Currently, the company has a 50/50 gender split throughout the company, including management.

THE AUTOMOTIVE INDUSTRY HAS TRADITIONALLY BEEN SEEN AS MALE DOMINATED, BUT GET\ WORTH CHANGING THIS NARRATIVE, ITS APPROACH HAS ALWAYS BEEN TO EMPOWER WOMEN TO BUY CARS BY INTRODUCING EQUAL OPPORTUNITY POLICIES AND THEREBY ADDRESSING GENDER EQUALITY.

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BY MARK-ANTHONY JOHNSON

FOCUSon

“Womenones.” and men don’t shop the same way and a one-size sales approach does not fit all. When women car buyers connect with women on the front-line, satisfaction rates are higher. Women have a softer approach and they have better administrative ability,” he explains.

The study notes that customer experience is the cornerstone to successful relationships — and that women consultants were rated higher in each part of creating a successful relationship: trustworthiness, being respectful, likable, and Morganunderstanding.saysthisshows the importance of empowering women, especially in the automotive industry. “If female shoppers prefer to rather shop with women salespeople, they should be able to do so. So we need to take note of these findings

invites women to visit its showroom, guaranteeing they will feel comfortable, safe and confident during their car buying, selling or trade-in experience. 62 VOL 22 ISSUE 4

CEO GLOBAL 2022 AWARDS SUBMISSION & NOMINATIONS These awards are about you, your contribution, your influence and not about the organisation you COMPLETErepresentONLINEAT: WWW.CEOGLOBALGROUP.COM • Please complete ALL questions in the Entry Form to speed up your route to the list of finalists. • All documentation needs to be submitted in order for the entry to be considered. 63ISSUE 4 VOL 22

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LIFEstyle ROAD TEST LAND DEFENDERROVER90 IN DEFENCE! 66 VOL 22 ISSUE 4

FOR

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BY CARL WEPENER MOST OF US BUYING A VEHICLE IS A CHOICE BASED ON LIKES, NEEDS, COSTS, PRACTICALITY AND MANY MORE REASONS THAT SOMETIMES TOUCH ON THE ABSURD.

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Fact; The Land Rover Defender is one of the most strikingly beautiful SUV’s around.

I know I am going to be slaughtered but hear me out. This specific vehicle was fitted with a canvas “sunroof” (Optional R30 000.00) that was so noisy that it was intrusive. Add to that that you have to be a contortionist to grab the safety belt then

Before I discuss it further the following song is playing over and over in my mind, “If I were a rich man,………..” while writing this article.

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I was looking forward to the Defender 90 as it is probably one of the most strik ingly beautiful SUVs on the market. I have had people coming to me talking about a specific car at times, but this Defender 90 probably was the vehicle that was most discussed of all the vehicles I tested.

you are starting to get the picture. If you are tall and you are the driver you will find the setting of your seat a bit cramped. To top it all is the fact that the boot area is so small that you can hardly put three bags of groceries in it. Yes, I know, put the back seats down. I did except, they do not lie flat and stand at around 45 degrees thus mak ing it useless for placing anything on.

The question asked of me every time is of course “what do I think of the Defender 90?”

aving tested the Land Rover Defender 110 some time ago had me singing its praises and my wife Annelize, in no uncertain terms, declared that that is the vehicle she wants. That coming from a lady that has been driving her Jaguar XJ for the past 9 years.

Fact: It is most capable on and off road. Fact; It is not practical.

Enough said. Let’s look at what you do get. The quality and craftsmanship are excel lent. The interior is well equipped with an infotainment system that gives you all the information you may need. Although the Defender was fitted with white steel rims it looked great and going through deep mud will not upset the wheel balancing later as with mags.

Fact; It is a cult vehicle for most of its own ers.

ing and a driver condition monitor.

As an entry point to the range, the De fender S features standard equipment including LED headlights with auto high beam assist, keyless entry, Ebony grained leather with woven textile seat facings, Pivi Pro 10” touchscreen infotainment with Apple CarPlay and Android Auto, and an interactive driver display among others. Driver assistance features include items such as Terrain Response, 3D surround cameras, emergency braking, lane keep assist, 360-degree parking aid, wade sens

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Let’s look more in depth at what the De fender 90 is all about.

Bridging the gap between Defender and Defender X models, the new X-Dynamic features a tough exterior design and unique interior fittings

trace its roots back to the original Series I model of 1948. At launch, the model range comprises the base Defender S, X-Dynamic, First Edition and top-of-therange Defender X models, each sold with a choice of four engine options.

The X-Dynamic model bridges the gap between Defender and Defender X with a tough exterior look and unique interior fit tings to set it apart from the rest of the line up. It features gloss painted Narvik Black exterior door and wheel arch cladding with Silicon Satin skid pans. Highly durable Robustec material is found on the seat ribbons and Console Finisher. Robustec is a protective and hard-wearing material in spired by textiles used in extreme outdoor activities and is used inside the Defender on areas that are subject to heightened wear. The Defender X-Dynamic is available with a choice of SE and HSE Specification Packs.

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The Defender 90 is the most capable and connected Land Rover to date and can

The three door Defender boasts impres sive capability and advanced technologies in a compact design, capable of seating five to six persons.

The short wheelbase and minimal over hangs result in excellent off-road geom etry, making New Defender 90 the most capable Land Rover ever made

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which optimises all of the vehicle systems accordingly to allow safe passage through water up to 900mm deep.

The iconic 4x4 embraces 21st century tech nologies and introduces Land Rover’s Pivi infotainment, which features an intuitive interface and its own backup battery for always-on responses. Advanced softwareover-the-air updates also ensure custom ers benefit from the latest software at all times, wherever they are in the world.

gea Green, Gondwana Stone, or Hakuba Silver, with a folding fabric sunroof incor porated in the contrast white roof. Standard fare includes air suspension, 12-way heated seats, an electrically adjustable steering column ClearSight rear view mirror and 20-inch alloys.

On the range-topping X derivative, the gloss black inset contrast hood is standard along with Gloss Black claddings. To give further differentiation between the X and Core vehicles, the front and rear skid pans and other detailed exterior parts are coated in a Starlight Satin finish while brake cal lipers are painted orange, the dashboard cross beam is a dark grey powder coat brushed finish and door sill treadplates are illuminated with Defender script.

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The Defender First Edition, available for one year from launch, is available in Pan

Customers can personalise their De fender 90 with four Accessory Packs. The Explorer, Adventure, Country and Urban Packs each give Defender a distinct char acter with a specially selected range of enhancements.

The Explorer Pack includes a raised air intake, a lightweight Expedition roof rack to carry up to 132kg, a 24-liter exterior side-mounted gear carrier, matte black bonnet decal, and wheel arch protection to help conquer the most uncharted African Thelandscapes.Adventure Pack developed to make more of nature’s playground, consists of a portable rinse system for hosing off boots, bikes and wetsuits, a 20-litre Seat

Configurable Terrain Response allows drivers to set up the vehicle to suit precise off-road conditions and surfaces when adventuring. The Terrain Response 2 system also includes a new Wade program

The X also sees air suspension is fitted as standard along with an electronic active rear differential, configurable Terrain Re sponse 2, a sliding panoramic roof, Matrix LED headlights, 14-way heated and cooled front seats, ClearSight interior rearview mir ror and a head-up display among others.

produces 177kW and 430Nm, enabling 0-100km/h in 9 seconds with a top speed of 188km/h, while a 2.0-litre P300 turbo petrol with 221kW and 400Nm achieves 0-100km/h in 7.1 seconds and a maximum speed of 191km/h.

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Including VAT, excluding CO2

DEFENDER S Ingenium 2.0 litre 4-cylinder 177kW Twin Turbocharged Diesel (Auto matic) All Wheel Drive

Finally, the Urban Pack comprises bright metal pedals, a bright rear scuff plate, a spare wheel cover, and front undershield protection to make the Defender stand out with style in the concrete jungle.

At the South African launch, the Defender 90 lineup includes four engine options comprising two types of diesels and two petrol. A 2.0-litre D240 turbodiesel

More powerful 3.0-litre straight six-cylinder options include a P400 petrol featuring ef ficient Mild Hybrid Electric Vehicle technol ogy with outputs of 294kW and 550Nm, and a D300 diesel with 221kW and an impressive torque figure of 650Nm. These two models accelerate from 0-100 in 6 and 6.7 seconds respectively, with top speeds of 191km/h for both.

Total Costs: R1 418 500.00

Quirky, classic, stylish, capable, or just fun! That is for you to decide. Me, For a few dol lars more I go for the Defender 110 or 130 is so much more practical.

“If I were a rich man Ya ba dibba dibba dibba dibba dibba dibba dum

All day long, I’d biddy biddy bum If I were a wealthy man”

Backpack, bright rear scuff plate, front and rear mudflaps, a spare wheel cover, an integrated air compressor ideal for inflating tyres or air mattresses, and the same sidemounted Gear Carrier.

A Country Pack equips the Defender with front and rear Classic mudflaps, a full height loadspace partition to prevent items in the rear loadspace from entering the cabin, wheel arch protection, a bright rear scuff plate and the portable rinse system.

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What is not debatable is the fact that the new Land Rover Defender in all guises are great off road vehicles and probably the best looking robust 4x4s by far.

Defender 90 D240 S R1 291 200.00 (Tested)

Optional extra’s R126 300.00

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With reservations as to how comfort able and arduous the trip would be in a 1.5litre SUV 4x2’s engine has an output of 80kW @4000. I was worried that this trip was going to be tough. I received my Renault Duster 1.5DCI Intens 4x2 (R394 900) The Diesel 1.5 dCi and consumes only 5.1L/100km. for our Eastern Cape lifestyle trip. I was also worried as to how far I would be able to travel with the 50 litre fuel tank. Even diesels have their limits.

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Having had the opportunity to be at the launch of the first Renault Dusters I was then already impressed by the quality and value for money. It was probably the cheapest and most capable small Cross Over SUV at the time. Since the introduc tion of the 1st-generation of the Duster model in 2013, over 15,000 vehicles have been sold in South Africa.

and the fuel and also arriving at all of your destinations in style. It was worth it. The Duster remains one of the most popular SUVs within the SUV cross over segment.

The day came and I stood in amazement when I walked around the Duster to see the quality built and finish. Add the modern interior with leather seats and a modern

signature C-shaped daytime running lights.

he Renault Duster has been with us for some time and although there is no question about its capability it is still seen as some Eastern European knock-off of the Dacia. Yes, it is known as the Dacia in some countries and it may have a connotation of a lesser brand with lots of problems.

The Duster is aesthetically pleasing, with its strong, powerful lines enhanced with

Safety is paramount in the Renault Duster, which is equipped with airbags, EBA, Elec tronic Stability Control and ABS brakes.

With our latest fuel prices and the fact that I was planning a lifestyle trip during August, I changed from my normal request for a premium SUV to a fuel efficient alternative. Yes, there is no comparison when cruising with a luxury vehicle eating up the road

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Geared to harness the spirit of adventure, the Renault Duster boasts features such as Hill Start Assist and Hill Descent Control, and an innovative 4x4 monitor to help as sess the pitch and roll angles of this SUV at any given time. Other remarkable features include MediaNAV, a reverse camera, blind spot warning, park distance control and climate control.

Not only is the Duster a miser on fuel but it also gives peace of mind as part of the package is the standard 3-Year/ 45,000km Service Plan and a 5-Year/ 150,000km Warranty.

Another plus has been that the Duster was priced against some somewhat smaller competitors even if they were a bit more refined. The model tested is priced at R394 900.00 (At the time of writing).

effective infotainment system and you realise the Duster has become a real con tender. With a ground clearance of 210mm, driving it is as capable as it is on tar and it is extremely comfortable on gravel surfaces. The Duster has a much more upmarket feel than its predecessor. Practicality and sensibility are one of the trademarks of the Duster and when I opened the load bay (478 litre boot) I found it to be really super spacious, fairly square and better than most of its counterparts.

The infotainment system has a spot on navigation system that is easy to read and use. I have had a love relationship with the ECO system to see how I rated and I got top ratings. I think my frugal fuel consumption to Gqeberha was proof of this as I averaged 4.7l per 100kms. It is not often that it is possible to get to the figures

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We started the trip that had us covering 2000 plus kilometres with a fully laden boot and although not driving against time we averaged around 100kph. The ride was surprisingly comfortable with very little intrusion of wind, engine, or road noise. Actually, I thought we have been given the petrol engine Duster as the engine did

published by manufacturers. I had some fun with some of my friends that normally see me in the premium or luxury sector vehicles. They were curious as to why the Duster until I showed them the actual fuel consumption, average speed and distance to empty.

sound very petrol like. Acceleration, over taking and cruising were as easy as you can get and even with the cruise control on the Duster hardly ever changed down a gear from the 6-speed EDC gearbox. The interior is smart, although still a bit plas ticky, and easy operation of all systems is prevalent, except for the old Renault idea of a steering stalk for its radio channels and volume control. The cruise control activa tion switch is between the two front seats and easily gets bumped on or off.

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Electronic

Alloy wheels rims:

Driving mode switch e.g., sport, comfort & Eco

Antilock braking system (ABS): brake distribution (EBD):

Leather upholstery

Front passenger airbag:

Front side airbags: Airbag Quantity: 4

Power

Oncontrols:board computer multi infor mation display:

INTERIOR

Frontdriverarmrests:

Air conditioning:

Climate control automatic air conditioning

Multifunctionsteering:steering wheel

Traction control:

Stability control:

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Folding rear seat

driver

Split rear seat

Driver airbag:

Engine auto Stop Start idle stop Eco stop:

Seat Quantity: 5

Brake assist (BAS/EBA):

Lumbar support adjustment:

SAFETY

Hill start assist hill holder:

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Daytime lights:

In summary, I can just say that the trip was thoroughly enjoyed and that the Renault Duster is power full, economical, hardy, trustworthy and an all-rounder SUV that is still afford able.

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High level 3rd brake light: Rear fog lamps lights: NAVIGATION

Cruise Bluetoothcontrol:connectivity

Electrickey: windows: front + rear Electric adjust mirrors:

driving running lights: LED Front fog lamps

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BYCARL

in auxiliary input: USB Centralport:locking: keyless, Re mote central locking: Keyless access start

FROM R2,029,800 (AC 7.4KW 0-100%) 12.7* HOURS UP TO 470KM± Price Charging Time Range LIFEstyle ROAD TEST I-PACEJAGUAR SETTING THE PACE FOR 78 VOL 22 ISSUE 4

Q EV 90 KWH 400 PS AWD AUTO 4.8 SECONDS 200 KM/H Specs 0-100 Top Speed THE FUTURE 79ISSUE 4 VOL 22

Julian Thomson, Jaguar Design Director, said: “The I-PACE’s dramatic, cab-forward profile, short overhangs and taut, muscular haunches give it a sense of drama which sets it apart from other SUVs. Creating

The I-Pace comes with an Exclusive IPACE Black package that accentuates the all-electric performance SUV’s awardwinning design.

The interior is very spacious and well laid out with an array of equipment and fea tures that ensures its premium position in the market and for new energy vehicles.

This exclusive new addition to the I-PACE range benefits from an enhanced speci

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The Enhanced Black Pack Gloss Black fin ish applied to the door mirror caps as well as the grille, grille surround, side window surrounds and rear badges also makes for great looks on the standard painted

The interior is premium quality, luxurious with comfortable, yet supporting ebony leather, leather sports seats and Gloss Black trim finishers are complemented by an Ebony headliner.

the exclusive I-PACE Black gave us the opportunity to subtly enhance the design, making it look even more dynamic, distinc tive and desirable.”

n 2020 the Jaguar I-PACE was crowned the car of the year for the SAGMJ COTY Awards. It was then and I must say up to now one of the most advanced new-energy, all electric vehicles I have had the opportunity to test.

I know that it does not make sense to have a full blown electric vehicle in South Africa because of our ESKOM problems and also because of the vast distances between major cities. I sometimes feel like you need a mathematical degree to be able to work out the logistics to ensure you are not left stranded next to the road in the middle of the ThatKaroo.being said I was amazed at how fast the charging points are being installed in cities and on our major routes.

I received the most amazing I-Pace for testing having been cladded in a shiny green and black colour scheme that made it stand out amongst all other vehicles.

Theversionswhole package, irrespective of the colour scheme oozes desirability.

To cap it all and as standard you find a full panoramic roof, privacy glass and 20-inch wheels with Gloss Black finish subtly af firms I-PACE’s visual impact and presence.

The Jaguar I-PACE has achieved global recognition and won multiple awards for its outstanding design. Now, the all-electric performance SUV’s appeal is heightened still further by the creation of the I-PACE Black.

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With a focus on air quality, occupant comfort and well-being are prioritised, with cabin air ionisation now featuring PM2.5 filtration to capture ultrafine airborne particles and allergens. The I-PACE can even filter its cabin air before you begin a journey.

The I-PACE Black offers a wealth of tech nology designed to make every journey simpler and more enjoyable. The Pivi Pro infotainment system is ready to go by the time you’re in the driving seat and is as intuitive to use as your smartphone. Pivi Pro has an embedded SIM for music streaming

contemporary look is accentu ated by the gloss black finish of the 20-inch five-spoke wheels, and the I-PACE Black is available in the full range of colours, including Aruba and Farallon Pearl black premium metallic paints. The I-PACE Black interior features Ebony leather sports seats and Gloss Black trim finishers comple mented by an Ebony headliner.

To make smartphone connectivity even more convenient and seamless, wireless versions of both will soon become avail able to customers in a software-over-theair (SOTA) update – the I-PACE’s SOTA ca pability means its infotainment and vehicle systems can always be updated remotely and seamlessly. In addition, the I-PACE can connect two phones simultaneously, and an optional wireless device charging pad beneath the ‘floating’ centre console fea tures a signal booster to improve network reception and Wi-Fi.

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fication which includes a panoramic roof, privacy glass and a Black Pack compris ing Gloss Black finish applied to the door mirror caps as well as the grille, grille surround, side window surrounds and rear Thebadges.clean,

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The ClearSight digital rear-view mirror gives the driver an unobstructed view of the road behind, even with rear-seat passengers or a fully loaded luggage compartment. It uses a wide-angle, rearfacing camera linked to a screen behind the mirror: a switch allows the driver to choose between the standard view or the camera feed.

The performance from the electric I-Pace is nothing but “Electrifying” The 90kWh battery delivers 294kW and 696Nm of instant torque, enabling acceleration from 0-100km in just 4.8 seconds

With two Jaguar-designed electric motors at each axle, producing an exceptional

and a Smartphone Pack with Apple CarPlay and Android Auto is standard.

On long motorway journeys, Adaptive Cruise Control with Steering Assist en hances driver comfort by gently assisting steering, acceleration and braking to cen tre the vehicle in the lane while maintaining a set distance from vehicles ahead.

In creating the I-PACE, Jaguar tore up the rule book to de liver the first and best elec tric vehicle of its kind. It offers customers around the world an unrivaled balance of all-wheel drive performance, refinement, luxury and agility –

combined performance of 294kW and 696Nm, aluminium construction and a low centre of gravity, the I-PACE offers an unrivaled balance of all-wheel drive per formance, refinement, luxury and agility –together with outstanding real-world range and day-to-day usability.

Visit Jaguar’s Electrification Hub: Everything you need to know about I-PACE owner shipThe performance from the electric I-Pace is nothing but “Electrifying” The 90kWh battery delivers 294kW and 696Nm of instant torque, enabling acceleration from 0-100km in just 4.8 seconds

I-PACE’s 11kW onboard charger makes home charging faster and more convenient for customers with three-phase electricity supplies. When plugged into an 11kW wall box, up to 53km of range per hour can be achieved. A full charge takes only 8.6 hours – ideal for overnight charging. Custom ers with single-phase households using 7kW wall boxes can achieve up to 35km of charge per hour; a full charge takes 12.75 hours.

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Visit Jaguar’s Electrification Hub: Everything you need to know about I-PACE ownership

In creating the I-PACE, Jaguar tore up the rule book to deliver the first and best electric vehicle of its kind. It offers custom ers around the world an unrivaled balance of all-wheel drive performance, refinement, luxury and agility – together with out standing real-world range and day-to-day Ausability.global

success today and the recipient of 88 global automotive awards – including the SAGMJ 2020 South African Car of the Year and triple accolades of 2019 World Car of the Year, World Car Design of the Year and World Green Car. The I-PACE is also a precursor to the all-electric Jaguars of tomorrow. From 2025 Jaguar will be a reimagined, pure electric luxury brand with a dramatically beautiful new portfolio of emotionally engaging designs and pioneer ing next-generation technologies.

A global success today and the recipient of 88 global automotive awards – including the SAGMJ 2020 South African Car of the Year and triple accolades of 2019 World Car of the Year, World Car Design of the Year and World Green Car. The I-PACE is also a precursor to the all-electric Jaguars of tomorrow. From 2025 Jaguar will be a reimagined, pure electric luxury brand with a dramatically beautiful new portfolio of emotionally engaging designs and pioneer ing next-generation technologies.

When charging ‘on the go’, the 60kW DC units found along the Jaguar Powerway public charging network in South Africa can add up to 100km of range in just 20 minutes, with charges from 0-80% in just over one hour.

Further insights into the advantages of own ership can be found in Jaguar’s Electrifica tion Hub. Here you can find out everything you need to know about I-PACE, whether it’s maximising range and making the most of each charge, or how to charge at home or using the growing network of South Africa’s public chargers.

The Jaguar I-Pace is a great example of things to come in the new energy field and is an excellent vehicle for the future.

With two Jaguar-designed electric motors at each axle, producing an exceptional combined performance of 294kW and 696Nm, aluminium construction and a low centre of gravity, the I-PACE offers an unrivaled balance of all-wheel drive per formance, refinement, luxury and agility –together with outstanding real-world range and day-to-day usability.

BY CARL WEPENER

When charging ‘on the go’, the 60kW DC units found along the Jaguar Powerway public charging network in South Africa can add up to 100km of range in just 20 minutes, with charges from 0-80% in just over one hour.

Further insights into the advantages of own ership can be found in Jaguar’s Electrifica tion Hub. Here you can find out every thing you need to know about I-PACE, whether it’s maximising range and making the most of each charge, or how to charge at home or using the growing network of South Africa’s public chargers.

together with outstanding real-world range and day-to-day usability.

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I-PACE’s 11kW onboard charger makes home charging faster and more convenient for customers with three-phase electricity supplies. When plugged into an 11kW wall box, up to 53km of range per hour can be achieved. A full charge takes only 8.6 hours – ideal for overnight charging. Custom ers with single-phase households using 7kW wall boxes can achieve up to 35km of charge per hour; a full charge takes 12.75 hours.