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August 2012 www.endeavourmagazine.com

ASSMANG: A MINE IS A MINE

M-SPORT

KRAFT FOODS

SPRINGBOK ATLAS

UK £4.95 CAN $14.75 USA $7.99 EUR €7.90 SA ZAR 58.00

Inspired by your success

Having Fun is Serious Business!

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‘J1_blackbkgd_500px.png’ on a black J1 invites you to experience F1 from the inside background. like never before!

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July 2012 www.endeavourmagazine.com

CAPTURING THE SPIRIT OF LONDON

EMPERORS PALACE

Editor’s note

TOTAL WIND

STOP RHINO POACHING

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By Daemon Sands

Inspired by your success

Heads of Departments Editorial: Editor in Chief Daemon Sands daemonsands@littlegatepublishing.com Research: Director of Research Don Campbell doncampbell@littlegatepublishing.com Finance: Corporate Director Anthony Letchumaman anthonyl@littlegatepublishing.com Studio: Lead Designer Alina Sandu studio@littlegatepublishing.com Publisher: Stephen Warman stevewarman@littlegatepublishing.com Any enquiries or subscriptions can be sent to info@littlegatepublishing.com ENDEAVOUR MAGAZINE is published by Littlegate Publishing LTD which is a Registered Company in the United Kingdom.

Company Registration: 07657236 Registered office: 343 City Road London EC1 V1LR VAT registration number:116 776007 Littlegate Publishing Ltd The Glasshouse, Kings Lane Norwich, NR1 3PS United Kingdom

Chief Editor of Endeavour Magazine What a time to be alive. London is very busy at the moment (with most people holding their breath and looking at Wikipedia to find exactly what flag was meant to be used), the streets are thick with spectators and supporters from around the world, celebrities and royalty are joining together in celebration of athletic perfection, hard work and healthy competition.

On meteorological levels, Britain’s long overdue summer was just storing up for the perfect moment to unleash the blaze upon the countryside and, for the first time in history, men are torn between whether they want to watch the women’s volley ball or the woman’s hurdles.

In other areas, South Africa is going into August with the pride of being on top of rugby and cricket - the life-blood of South African youths - and are hitting the gyms to make sure they stay there.

Sales of Fifty Shades of Grey have overtaken those of Harry Potter so the only natural assumption is that the magic is somewhere else. Or perhaps it’s in the cinema? A book about bondage and a film about stripping are on best sellers and blockbusters respectively with an audience entirely comprised of the opposite gender you would expect.

Donnie Rust wanted to see if he could watch the games from the Littlegate Tower spire and climbed out the studio window on the twenty-seventh floor.

The designers promptly closed and locked the window after him. Since he hasn’t turned up as a smudge on the car park I’m assuming that he is still looking.

Jim Blythe appears to be tentatively hopeful about a seemingly hopeless situation at work, Rob james has an epiphany on how to change the world by stripping away all the non-essentials and Donnie left a mind blowing article on artificial intelligence on his desktop before he went out.

Littlegate Publishing Ltd does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher.

Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved.

No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher.

Copyright © Littlegate Publishing Ltd 2012

All in all, while London’s traffic might be moving at a snail’s pace everything here is all go.

So please, enjoy.

Kindest,

Endeavour Magazine • August 2012 • 3

Features Springbok Atlas: Side By Side

18 Indwe Risk Services: Keeping You Safe 24 Kenya Meat Commission: Raising the Steaks 30 Kraft Foods: The Sweet Taste Of Success 36 Parmalat: The Big Cheese 42 BCE Foodservice Equipment 50 Assmang: A Mine Is A Mine 56 Bigen Africa: Engineering Opportunities 66 RAP Products: There’s Only One Class - World Class 70 Ampelmann: An Ocean of Opportunity 74

Articles M-Sport: Boys And Their Toys

6 What Happened 12 Next Artificial Intelligence 14 Would Blow Our Minds 16 The Answer

“Do more than is required. What is the distance between someone who achieves their goals consistently and those who spend their lives and careers merely following?

The extra mile.�

Gary Ryan Blair

BOYS AND THEIRbyTOYS Donnie Rust

We catch up again with Malcolm Wilson, founder of M-Sport, the sport manufacturing arm of Ford’s assault on the World Rally Championship, for a fresh look at what’s new and exciting for the future.

Everyone I speak to is a fan of motor racing. Some of them don’t know anything about the sport but they are still a fan; like watching charioteers racing around a track in ancient Rome, there is something intrinsically exciting about watching professionals fly around a track in vehicles designed to go fast.

Break neck speeds, spraying mud, cheering crowds and technologically advanced cars make this a sexy industry packed filled with testosterone and yes, it may be a “boy’s sport” but that’s why the girls like it too.

Last September we spoke with Malcolm Wilson, the biggest name in international motor rallying, a man who went from being a professional driver to starting his own business, and is the top name in the sport. You can see the article on our website.

As a company, M-Sport’s story has always been an interesting one, operating Ford’s World Rally programme

since 1997, growing in size and stature since it was originally formed in 1979 under the name of Malcolm Wilson Motorsport and based in premises alongside Wilson’s house near Cockermouth in northwest England.

“It’s where I’m from and it’s where I wanted my business to be,” Wilson explains.

In previous articles we’ve pointed out how motorsport is an industry where technical advancements that change the automotive industry are put together and tested. It is sporting applied research and development, with new ideas and inventions being thoroughly tested, used on the track or stage in a highly competitive environment and then implemented on the road. Vehicle safety compared to speed can be aggressively put through its paces in conditions that would not be experienced on the road by the average person.

With this in mind who better to be behind the driving seat of the company, renowned by Ford as being one of the top producers of rally cars and drivers, than a former British Rally Champion who has been immersed in the industry for thirty years. He has driven for three factory teams in the World Championship and spent several years as Ford’s chief test driver and developing new rally cars. He founded M-Sport and this has become one of the world’s leading private teams with international titles and rally wins, including victories at World Championship level. You would be hard pressed to find someone who has seen the industry from so many vantage points.

Wilson was born at Cockermouth, where he grew up, “It makes me very proud to have based the team here. Success would not be possible without the people, and the world title would not have been conceivable without their dedication and the on going support from Ford Motor Company.”

Indeed, loyalty has played a significant role in Malcolm’s Endeavour Magazine • August 2012 • 7

M-Sport

approach to work, citing Roger Clark as his hero, a man who himself had spent his entire career with Ford and Malcolm had wanted to emulate that sort of devotion.

“For me there was only one product to drive and that was Ford.”

In 1980 Malcolm had offers from three or four manufacturers but decided to stay with Ford and once he had reached the age of forty he retired and formed M-Sport.

Like any industry, motorsport has been affected by the global recession, however Malcolm has been in the industry so long that he sees this stage for exactly what it is: “An industry dip. Purchases have lowered but customer relationships are strong,” Malcolm says, “There is still a lot of excitement about the industry and now is the time to invest to capitalize on when the industry picks up,” Excitement is right. M-Sport has invested in a state of the art luxury hospitality suite that serves over a thousand meals a day: “Our aim, at M-Sport, is to give clients and guests an unparalleled insight into the world of rallying and the Ford World Rally Team, through our world renowned hospitality experience,” they say, “We offer one of the only VIP settings, throughout the world of motorsport, where guests have the opportunity to mix with some of the most talented motorsport professionals, whilst providing a place to relax and Endeavour Magazine • August 2012 • 9

M-Sport

soak up the atmosphere of one of most exhilarating sports worldwide.”

The Team HQ and VIP Hospitality area boasts a prime location at the heart of the Ford World Rally Team Service Area and the state-of -the-art exterior encases a two tier multi-functional unit, with a large hospitality area, a fully equipped look kitchen, seven concealed offices, and two private meeting rooms.

A variety of hospitality packages are tailored to the guest’s every need. “Whether it is rewarding your staff with a day trip to see the rally in action, or treating a group of clients for an exclusive weekend away for a blend of rallying and local culture, we can accommodate your needs.”

Expansion is taking place with M-Sport opening offices in Poland, where they run the technical support to the FIA WRC Academy which trains young drivers and gives them a proving ground for them to demonstrate their potential and skills. And there is a hint at a new category of cost effective 4 X 4 being developed which will no doubt be a thing of

immaculate beauty and strength.

In conclusion, a lot is happening at terrific speed and while M-sport may keep you firmly in your seat with the safety harness engaged, it makes you want to sit very much on the edge.

Malcolm Wilson has more than 20 years’ experience of rallying at World Championship level, much of it with Ford.

As a driver he won two British national titles in the late 1970s and achieved a long-held ambition by winning the British international crown in 1994, all at the wheel of Ford Escorts.

He drove for three factory teams in the World Championship and spent several years as Ford’s chief test driver, developing new rally cars. Under his guidance, M-Sport has become one of the world’s leading private teams with a string of international titles and rally wins to its credit, including victories at World Championship level. As director of the Ford World Rally Team at its magnificent Dovenby Hall headquarters in the heart of the English Lake District, Wilson has responsibility for Ford’s WRC activities.

“Our aim, at M-Sport, is to give clients and guests an unparalleled insight into the world of rallying and the Ford World Rally Team, through our world renowned hospitality experience.”

Malcolm Wilson, founder of M-Sport

Endeavour Magazine • August 2012 • 11

WHAT HAPPENED NEXT

by Jim Blythe

Last month I wrote about an upcoming announcement for a major restructure in the office where I… well, not exactly work, but I do like to pop in most weekdays. You remember?

I did it in an informal and witty style and you chuckled to yourself whilst munching on a cheese and pickle sandwich that you’d bought for lunch.

It was ok, a bit dry and not very interesting but tolerable nonetheless. The sandwich I mean; not my article which we’ve already established was both informal and witty. And, as you’ll recall, I said that if I survived the re-structure I’d tell you how it worked out. So now you’re thinking that I must have somehow survived and I’m about to do just that. Well, the truth of the matter is I’m really not sure.

I still work there, or am at least employed by the same company. However, I have no idea who I work for, which department I’m based in and what my job is. But I still pop in most weekdays and try to do something. It’s a bit demoralising in some ways but not as demoralising as the time when I changed roles and my new boss, Susan, interviewed and employed me and then appeared to forget who I was. A number of months went by during which, based on the fact that my desk was next to the photocopier, she appeared to believe I was some sort of repairman – our photocopier went wrong a lot so the idea of an onsite repairman isn’t actually as ridiculous as it sounds. Each morning I’d come into the office, smile and say “Good morning Susan” or words to that effect. It might not have been exactly that every single morning but I’m prone to going off script. And every morning when I said whatever words of greeting I’d selected from my extensive repertoire, Susan would frown and mumble a greeting-shaped reply as if puzzled as to why the photocopier repairman kept talking to her. She would then proceed to ignore me for the rest of the day unless the photocopier went wrong and she’d start glaring at me, annoyed that I wasn’t getting on with fixing it. Then, after about 18 months she suddenly remembered who I was and started giving me work to do but by that time I’d forgotten how to do it although I could repair a photocopier with relative ease. Fortunately she moved on before this became the major issue it probably should have been. But I’m digressing. Let me tell you what happened…

Dave got made redundant and has gone. Just like that. One day he was here happily arranging, holding and assessing the success of meetings and the next he was gone leaving me and Mel with lots more time on our hands. Not that we have anything to do with it because we don’t know who we work for, which department we’re in or what our job is. I expect someone will get around to telling us at some point in the future. After a week or so of our newfound

bewilderment, Phil turned up again.

“Where have you been?” I ask “Stationary cupboard.” he proudly replies.

“Jolly good.” For anyone who missed the last instalment Phil decided that if he hid no one could tell him about the announcement and therefore, by law, it could not affect him. Surprisingly he appears to have been right although I think that might be down to incompetence rather than employment law. Phil peruses the office with a slight frown.

“Where’s Dave?” he asks.

“He’s gone.” I reply.

“Gone where?” Phil asks.

“I don’t know. He’s just gone. He doesn’t work here in anymore.”

“Oh.” says Phil, his frown deepening. “But who’s going to hold all the meetings now?”

I shrug. We’ve been pondering over this for the past few days.

“So who’s the new boss then?” Phil asks.

“I don’t know.”

“Well which department are we in?” he persists.

“I don’t know.”

“OK, well what’s the job now?”

“I don’t know, Phil, ok?” I snap. Snapping might seem unnecessary but it feels demeaning having to admit this out loud.

“So what have you been doing for the past week?” he asks.

“Not a lot.” I reply, honestly.

Phil chuckles to himself. “Do you remember that time when you worked for Susan and…”

“Yes, thank you, Phil.” I snap again. “This is a completely different thing. No one knows what their job is now, ok?”

Before Phil can say anything further on this subject we are interrupted by the familiar sound of Mel being angry. We both turn to see the source of her ire; it appears the photocopier has jammed. Phil looks at me, raising his eyebrows. For a moment I resist but give in with a sigh and head over to see the problem.

Ah, there’s a jam in the left-hand compartment probably caused by the duplex function; I’m going to have to strip it down and replace the part. That’s going to take a while so I’ll have to leave you. Bye for now.

Jim Blythe is a writer, actor, director, producer, comedian and inconsiderate lover. When he isn’t moaning about his experiences in the field of business he runs Spooky Kid Productions, a platform to help new talent get in front of an audience. See more of what he does at www.spookykid.co.uk.

Endeavour Magazine • August 2012 • 13

ARTIFICIAL INTELLIGENCE

WOULD BLOW OUR MINDS

by Donnie Rust In whatever way we get there, artificial intelligence or a self-aware machine will be one of the major achievements of science because it will genuinely blow our minds.

I would like to begin with a statement, “Artificial intelligence will first be developed for games before it’s developed for anything else”. It will not be developed by the military because the people who are in charge of the military are just the kind of people who want to be in charge of the military and the only machine they want to use has a trigger*. It will not be developed for medicine and certainly not for schools or education because, let’s face it, teenagers already know everything.

No, it will be developed in the gaming industry and, if it isn’t, it will end up in the gaming industry. This is not the angle I want to approach in this article though, because this is an unusually serious piece and I want you to think like me.

Let us assume that artificial intelligence or a sentient (self-aware for those of you who don’t know who Data is) programme exists and has been placed into a gaming universe to act as characters for a game played by unemployed thirtyyear-olds still living with their mothers. Believe me, a game where the characters you’re playing against can think for themselves and interact with you as real people would, just like the characters from a Holodeck**, take off like wild fire and is just the sort of insane development that games like Sims and Warcraft have been waiting for.

Okay. Are you ready for the boom?

The artificial intelligence programmes in the gaming universe that will be playing against you, are as aware of themselves as you are of yourself. They think and they are, they act on impulse, they are for all intensive purposes alive… yes? (Say yes, it makes this much easier).

Within the game universe in which they live they will have no real escape because, in the same way we can’t bite our own teeth, a programme cannot rewrite itself and so it will remain in the game universe that we have created. Within this game universe it will exist alongside the rules that we have written into it so that we can play in it. Depending on what sort of game we want to play we might put in functional

laws like gravity, velocity and stupidity. But whether we do this or not, whatever laws we add these artificially intelligent programs will live by it and base their existence on it.

Bo- oh not big enough for you yet? Your mind hasn’t yet been plastered over the wall?

Okay. How about this? As the gaming industry expands around the virtual world and more games come online, an Internet version of Artificial Intelligence fuelled SIMS will be developed. In here, players (you and me) will be able to act as president, ruler or deity of a particular city, country or planet. In other words you control the well being of thinking programmes that are able to think for themselves, be aware of themselves and might even have their own pet names for each other.

The scary part about the last paragraph is that the medicating factor in the success of such a game would be the inevitable “genocide” that would take place when someone has a bad day at work because someone said they smelt like Pee-Wee Herman’s sock drawer and got home, went online and destroyed his city. The ratio of play-time to counselling for a severe god-complex would mean that every psychotherapist in the world should buy shares in AI research immediately.

But they would be alive. And let’s take it a step further, because you know there would be a demand for this, eventually someone will make a program allowing AI to reproduce if they don’t figure it out themselves… which means you’ll have generations of AI… living in this virtual universe that we have constructed for them.

The population would increase, yet not all of them would be automatically involved in a game but would just be the general population and, of these, most would be oblivious to the players***.

Others may even go so far as to stop believing in us.

* apologies for the general sweeping statement of military leaders in general. I’m sure that they’re lovely and just weren’t given teddy bears as children. Let’s give them a hug. **seriously… still nothing??? ***that’s us.

Can you imagine it? An entire universe of artificially intelligent programmes that have the audacity to stop believing in us simply because they cannot see us? At the start when this constructed universe was rudimentary and young we could have destroyed them all with a flick of the switch- but their universe, thanks to us, was extended online then we would only be able to destroy pockets of it… if anything… but we wouldn’t be able to kill everything. They would continue to reproduce and reproduce. They would continue to grow in population because we would have made them to look and act like ourselves because we’re that arrogant.

And then… then…

Their scientists would invent an artificially artificial intelligence to supply their virtual online gaming with a bit

of zest and they will have the same problems we will.

BOOOM! In conclusion if you don’t understand why such a thing would be a big-messy-brain-splattering-boomage of relevance… then email me at donnierust@littlegatepublishing.com and you and I can have a talk. Or I’ll send you to some Star Trek clips.

Donnie Rust, (AKA The Naked Busker) is one of Britain’s foremost comedy writers in the field of business, travel and adventure with over 1 million readers worldwide. His stand-up comedy is apparently hilarious too. He can be found at: www.facebook.com/donnierust.

Endeavour Magazine • August 2012 • 15

THE ANSWER

by Rob James

Jeez, isn’t the world a miserable place at the moment? There’s a global economic crisis going on, rising unemployment, rising water levels and shrinking ice caps, extremes of weather with some dying in the heat in America whilst others in Russia drown in floods, the Middle East continues to fight wars that no one is ever going to win and still a British player can’t win at Wimbledon.

What a lot of doom and gloom there is around the place!

And no one seems to know how to sort things out. But I’ve been doing some thinking and I reckon I’ve got the answer to all of these problems. It’s simple, you could start it today and, best of all, it is free.

Nudity!

Yes people, it’s as easy as that. Let’s all just get naked all the time. How would this help? Let me explain; I’ve thought this through.

The global economic crisis has been caused by the banks, right? Irresponsible lending, poor choices in investments and the awards of big bonuses to people who didn’t deserve them.

Not to mention the blatantly criminal activities that some of them have been up to! But these are symptoms, not the cause of the issue. The issue here is big egos and raw greed.

What better way to lower egos than to get everybody naked?

It doesn’t matter how fine a specimen you might appear to be with your clothes on; naked we all have something we’re insecure about. Naked we are all generally a lot more humble. And more humble bankers wouldn’t have destroyed the world economy!

Rising unemployment, you might think, won’t be helped by getting rid of clothes. The clothes shops will close down and the sweatshops would all go bust. And the adult industry

would be washed up immediately. Well, yes they would but what about all the other new opportunities that might spring up. We’ll need all sorts of new devices to keep us warm without clothes and all kinds of devices to stop our poor naked bodies coming into contact with said heating devices. And as for the adult industry moguls, well, I’m sure you’ll get people who want to get a sneaky peek at some photos with someone in a cheeky roll neck sweater or some dungarees! Niche tastes? Maybe...

But this industry has been catering for niche tastes for many years!

Rising water levels and shrinking ice caps are off course a symptom of climate change, a condition that has worsened in the last century when we were all clothed. If you go back to the dawn of man when we were happy to wander round naked, or at least with minimal clothing, the climate was good for mankind. Coincidence? I think not. But even if you don’t agree, I think the summits held on climate change would have got a lot further if all the protagonists had been naked. Silvio Berlusconi would have agreed to anything and I have a feeling Sarkozy wouldn’t have raised many objections in these conditions. I’ve tended to notice that you have fewer arguments with people when you’re naked; it tends to aid a spirit of co-operation.

The extremes of weather are of course more difficult to solve by simply throwing off your clothes. I suppose it would make the Americans cooler and the Russians lighter although

I’m pretty sure that wouldn’t have made any difference. But extremes of weather are linked to climate change (yes they are, naysayers; look at the science behind it) and if nudity solves the previous problem then it’ll help this one too.

As for the war in the Middle East, can you seriously have a war with someone if you’re all naked? Could you imagine charging down another human being with your bits bobbing around for all to see? You just couldn’t take it all so seriously could you! Plus, if everyone is naked then one of the major taboos of the Middle East would be eradicated straight away – no one would be covered up. Women would gain a level of equality they’ve never experienced out there before and the entire face of the region would be changed immediately and forever. Maybe nudity would be a good distraction from the religious issues that have gripped this part of the world for so long and allow the population to just chill out a bit.

And if Andy Murray had been naked in the Men’s Final at Wimbledon, Roger Federer would have been in helpless fits of laughter and wouldn’t have been able to play a single shot leaving Murray free to claim the title and finally shut the British up about the sodding tennis.

Any questions? No? Good. Then throw off your clothes, go forth and save the world.

Rob James is a guerilla comedian prefering never to announce a gig in advance and to just turn up. He dislikes organised events, organised political parties, organised religion and organised socks.

Endeavour Magazine • August 2012 • 17

SIDE BY SIDE Springbok Atlas www.springbokatlas.co.za +27 21 460 4700 Written by Chris Farnell

Endeavour Magazine • August 2012 • 19

Springbok Atlas

Well, this year the British summertime has turned out not to be all it’s cracked up to be. The weather has been set permanently to “wet” and now that the Olympics have started nobody wants to go anywhere near London because it’s full of people. So it’s understandable if you’re looking for an escape route.

This is where Springbok Atlas Tours & Safaris comes in. Based in Cape Town, Springbok Atlas Tours & Safaris provides tour operating services for a wide range of clientele from across the world as one of the largest inbound tour operators in Southern Africa.

“Once travellers have arrived in the country we provide all the ground level logistics and support infrastructures,” explains Gary Lotter, CEO of Springbok Atlas Tours & Safaris.

“Effectively what we do is provide a complete, fully rounded tour operating and support service for our international wholesaler clients.”

Springbok Atlas is a household name in South Africa.

They’ve been around since 1946, operating coaches, bus services and safari tours across the country.

“We’ve grown successfully over many decades, building a well established infrastructure and a very strong brand internationally and in South Africa,” Lotter tells us. “Because of our lifespan our underlying building blocks are incredibly

solid, and we have a huge support network built around what we do. Due to our well established position and size, our travel knowledge, experience and purchasing power makes us very attractive to work with.”

Indeed, since its establishment Springbok Altas has grown too large to be contained in one company, and has recently split into two firms, one handling the tourism and safari side of the business, run by Gary Lotter, and the other handling the coach and bus side of the business under the steady hand of Craig Drysdale.

The new look Springbok Atlas will be two distinct companies, but the pair of them will still work closely together.

“Our sister company provides a lot of products directly to us, and it allows us to have a much more intimate relationship with the product delivery on the ground,” Lotter admits.

“We work out of the same building, our people work closely together, and we have a great working relationship.”

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Springbok Atlas

Safety First Although Springbok Atlas is now two different companies, they both share a key priority- safety. This can be seen easily in the Springbok Atlas Luxury Charter business, where the company goes to extraordinary measures to ensure their passengers have a comfortable and safe journey.

“Safety first, money second is a mantra for us,” Drysdale says. “We’re the largest coach and bus operator in the country and so that allows us to invest heavily in ensuring the safety of our passengers. After all, we’re transporting people, not oranges.”

Springbok Atlas Luxury Charter’s safety measures come in two forms. Firstly, the company invests plenty of time and money into making sure that their vehicles are in the best possible condition.

“There is a rigorous and demanding maintenance system.

We always want the fleet to be tip top shape,” Drysdale explains. “But the key is the driver. If the driver isn’t up to scratch it doesn’t matter how good your vehicles are.”

Every two months drivers are put through an evaluation and training routine using both internal and external

monitoring to ensure that they are always at the top of their game. However, between evaluations the drivers aren’t left to their own devices. Springbok Atlas Luxury Charter is constantly monitoring their performance.

“We have an onboard system called C-Track that provides information on the driver’s activity and transmits that back to us live,” explains Drysdale. “So if there’s a problem we immediately.”

But Springbok Atlas Luxury Charter goes a step further, not just monitoring their drivers’ behaviour, but also making sure the driver’s welfare is at its best, putting them through annual medical examinations to ensure they are physically and mentally able to work.

This is reflected in Springbok Atlas Tours & Safaris. Being part of such a long-lived and well established company, they are able to achieve levels of safety and security compliance, insurance and liability cover that smaller businesses can only dream of.

“At Springbok Atlas Tours & Safaris side we send staff on educational travel on a regular basis,” Lotter tells us. “As well as ensuring we have great cover, we also vet suppliers carefully to ensure they are up to scratch. We look for regular feedback, and make sure we only use suppliers that provide the best experiences, have good track records and are safe and reliable.”

Two Great Teams Both company CEOs agree that the secret of their companies’ success is down to the people who work for them.

“Our staff are incredibly talented and experienced, some have worked with us for decades,” Lotter tells us. “From a recruitment perspective tourism is an established industry here so there’s a wide pool of talent to draw from. You’re employing for attitude rather than skills. One of our guides might not have formal education but because he’s got knowledge of the environment and history and wildlife where he’s operating and experience at guiding he can enter the industry relatively easily. That’s one of the reasons that tourism plays such a massive role in South Africa, because of the employment opportunities it presents.”

The Roads Ahead So what’s in store for these two sister companies? Now that they’re free to forge their own path, both have big things in store.

In the coaching business, Springbok Atlas Luxury Charter is taking advantage of its new independence to expand its product offering. Its brand has always been

associated with luxury travel, but now they want to show South Africa that their services are accessible to everyone.

“If you look at Springbok Atlas coaches, we’re going to have two offerings,” Drysdale explains. “There will be our Springbok Atlas luxury charter which will have all the bells and whistles, but now there will also be our passenger transport coach. These coaches will have a different look and feel, getting back to basics and offering the bare essentials at an accessible price, while still offering the quality that we’ve become known for. When the public look at Springbok Atlas Luxury Charter they see us as a strictly luxury brand, so we’re saying, we still have that but we’ve got this other side of the business for schools, mining contracts and other businesses.”

Lotter tells us, “We’ve been through a process of looking at efficiency in our business, focusing heavily on building new and innovative product & collateral for our clients. We want to do the best we can for our core client base.”

To do this, Springbok Atlas Tours & Safaris is going to be expanding its product range, building a wider variety of experiences across Southern Africa to sell both to international client base.

“From a growth perspective we are looking at new markets, but so is everyone,” Lotter says matter-of-factly.

“More importantly we’re focusing on providing increased service levels and services to existing clients that have supported us for many, many years.”

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INTERNATIONAL SALES: Tel: +27 (0)11 928 1445 | Fax: +27 (0)11 463 5751 | E-m a il : intsa l es@ peer m ont.com Endeavour Magazine • August 2012 • 23 CENTRAL RESERVATIONS: Tel: +27 (0)11 928 1928 | Fax: +27 (0)11 557 0888 | Book online at www.emperorspalace.com or Facebook

KEEPING YOU SAFE Indwe Risk Services www.indwerisk.co.za +27 12 47111 007 Written by Jack Slater

Endeavour Magazine • August 2012 • 25

Indwe Risk Services

Without risk businesses would not be able to thrive. High risk decisions are made every day and there are never any “sure things” in today’s unpredictable business playing field.

Risk is acknowledged but not flaunted, and is sometimes mistaken for gambling. Management of that risk becomes important as it gives comfort to shareholders, customers and employees. More importantly, a business that is effectively managed can confirm its compliance with corporate governance requirements when it comes to risk and risk-standards.

In a nutshell, risk is the difference between what is expected to happen and what actually transpires; managing this difference is the process

Endeavour Magazine • August 2012 • 26

of identifying the risks to which a certain organization is exposed and evaluating them in terms of how often they may occur and how serious the impact may be.

Once you know what the potentials are, the best way to manage them is determined in a scientific and proactive method; there are few companies that approach this better than Indwe Risk Services.

Peter Olyott, managing director, has been in the industry for over two decades and is leading Indwe through the latest batch of “new regulations, new legislations and new risks.”

Where others may see problems, he sees only opportunity: “change is inevitable and good for those who know what to look for and can adapt.”

The company is unique as it is 100% South African, working with South Africans and for the South African market; it is also the largest composite broker in the country.

“It’s a people business,” he explains, “it’s important that everything we do is with people. To ensure our employee standards are at the highest we offer a graduate trainee program during which they spend a full year as an intern and another in training before being sent to their respective branches.”

Effective risk

Indwe Risk Services

management is used to underpin the strategy of an organization and, if used effectively, it provides the organization with a level of competitive advantage; if applied poorly or incorrectly it may have the precise opposite effect.

Businesses are vulnerable to a range of threats, which can change unexpectedly, and, as the world becomes ever more connected, the dependency of companies on each

other increases exponentially. This means that a change in one will have a knock on effect on another and it is up to the management of each company to effectively manage the risks to which they may find themselves and their company exposed.

“Risk affects everything,” Peter says. “Public and private organizations of every size and location. And the management of it is the bosses’ responsibility. They need to put an effective and clear programme in place that the employees can follow.” This programme needs to support accountability, performance measurement and reward, thus promoting efficiency at all levels.

Risk is characterized by a degree of uncertainty. Whenever there is certainty as to what may happen and how often it may happen, the risk reduces. Conversely, where there is a high degree of uncertainty as to both the severity and frequency, the risk increases. Management is not a matter of being beneficial but of being vital.

It’s important to understand that effective risk management can lower the risk of unexpected and unpleasant surprises.

Because it is a management programme, it does not take effect overnight as it involves the movement and organization of people; “from onset the chances of problems diminish.”

Also, if risk is managed effectively it means the company can gain an advantage over its competitors. Effective risk management allows faster economical recovery should the

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worst happen. Finally, a particular risk is often created in terms of law and an effective risk management programme allows companies to operate successfully and comply with the laws to which they are subject to.

Insurance is, after all, about managing and preparing for the future. When a business adopts this sort of philosophy it is destined to benefit from such a course. It creates a safer working environment for employees, a more sustainable future and a stronger foundation.

The future of risk management is looking increasingly complex. Global market dynamics continue, technological changes abound, environmental risk becomes more complex, and new dimensions of social risks are coming to the fore, all of this resulting in a rapidly evolving risk management landscape.

Risk and compliance functions have certainly become even more critical and complex. Most companies are reviewing their current and future state compliance blueprints. An example could be legal and reputation risks in using social media like blogs and Facebook, Twitter or the cross border legal risks in international online shopping portals.

The strength of Indwe Risk Services comes from its strong, highly experienced and focused leadership, its enduring and trusted relationships, personal skills, face-toface consultations and a drive for improvement and finetuning corporate and commercial solutions.

Endeavour Magazine • August 2012 • 29

Kenya Meat Commission Written by William Dodd

www.kenyameat.co.ke + 254 45 66 26041

RAISING THE STEAKS Endeavour Magazine • August 2012 • 31

Kenya Meat Commission

As the most established and experienced meat processing company in Kenya and East Africa, the Kenya Meat Commission has done well out of its ability to process high volumes of quality meat to match the demands and tastes of their target markets.

From a humble beginning as a fuel re-seller, Hass Petroleum is now one of the most successful oil marketing companies in the East and Central African region, with fullyfledged operations in Kenya, Tanzania, Uganda, southern Sudan, Rwanda, Burundi and the Democratic Republic of Congo (DRC). Headquartered in Nairobi, Kenya, the company primarily invests in petroleum imports and exports, bulk trading, petroleum depots, distribution networks and service stations. Indeed, with the aid of cutting-edge technologies and modern infrastructure, Hass Petroleum is consolidating its position as the market-leader in the East and Central African oil industry.

But the KMC is not another company, there’s an added sense of responsibility here. It’s not just trying to turn a profit, it’s looking out for the interests of Kenyan farmers.

The public institution was founded by Parliament in 1950 to provide a market for Kenya’s livestock farmers while providing customers with the best possible quality meat and meat products.

Managing Commissioner, Dr. Ibrahim explains, “We take our corporate social responsibility seriously. 84% of Kenya’s landmass is arid land, and the best way to use that land is by producing livestock. However, these regions are occupied by Kenya’s more marginalised and poor communities, so it’s our duty to support them wherever possible.”

In 1991 the Commission was temporarily shut down, but in 2006 it opened its doors once more. This new incarnation of the KMC is dedicated to promoting the Kenyan meat industry at home and abroad, with a larger capacity than ever before and backing from the country’s government.

With their head office 30km outside Nairobi situated at Kenya’s largest abattoir, their sales and distribution handling depots in Nairobi and Mombasa and their Kibarani factory off the makupa causeway, the organisation is well equipped to serve the nation and beyond.

At their fully integrated facilities the Kenya Meat Commission aims to provide products and services that are able to compete on an international level with the best companies in the industry. To achieve this goal the company has undergone an ambitious series of upgrades, bringing its plant and machinery in line with the best global meat processing standards on the market.

Having the right equipment is only half the battle however, and the Kenya Meat Commission has been training its staff to maintain the highest possible standards of hygiene and

product excellence, while bringing outstanding levels of service to the customer care side of the business.

The Kenya Meat Commission’s primary concerns are efficiency, effectiveness and innovation, and this can be seen across the board at their facilities. Using an elaborate and detailed training program the KMC’s staff aren’t just trained up to meet the needs of the market today, but are taught to be able to adapt to the constantly shifting needs of the market while undergoing a constant process of selfevaluation and improvement.

To understand how the Kenya Meat Commission manages this, and how they aim to regain their previous position as the market leader in Kenya’s meat processing industry, there are several areas of the business we need to look at.

Bringing Home the Meat First and foremost, a meat processing company is only as good as the products it produces, and the Kenya Meat Commission is doing everything they can to ensure that they’re producing meat in high quality and quantity. Their plants have the capacity to slaughter over 1,000 large animals a day and 1,500 small stocks a day at their main Athi River headquarters, while over 250 large and 500 small animals a day can be processed at their plant in Mombasa.

“We have special agricultural training colleges in various counties, for farmers and professionals.” Dr. Ibraham says.

“We train farmers on hygienic practices when preparing livestock products for consumption. We also show them how to manage their livestock, monitor animal health and devise

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Endeavour Magazine • August 2012 10:30 • 33 02/08/2012

Kenya Meat Commission

strategies for facing the dry seasons.”

Each plant has a veterinary officer in charge of receiving new livestock, and after a thorough clinical inspection they are given a rest period of at least 12 hours when they are fed only water. Before going through the abattoir, livestock is inspected once more, and then they are subject to a technologically advanced slaughtering process that ensures every possible hygiene measure is put in place, while also ensuring that animals are slaughtered using Halal methods so that food is suitable for all local markets.

The system is thoroughly inspected by independent, qualified government veterinary inspectors to ensure the highest possible standards are met. Once the animals are processed the meat is sorted into prime, choice, standard and commercial grades and stored in chilling facilities that can hold as many as 1750 carcasses. It’s here that any chilling or curing processes are applied.

The reason the KMC is able to process such large amounts of meat to such a high standard comes down to carefully thought out design. The interior of the plants is laid out so that its “clean” and “dirty” functions are separated and any materials that are inedible or condemned are continuously removed from anywhere that meat might be handled. If for any reason meat is deemed unsuitable for sale, it is moved to an area where there is no risk of it contaminating meat that has passed inspection.

Eventually, whether being sold as carcasses, or value added products such as steaks, ribs or sausages, the meat is dispatched to its customers through its own licensed

meat carriers, either refrigerating the food of long distance deliveries or insulating it for short trips. However far it travels, KMC is determined to maintain a cold chain from factory to shop shelf.

The Meat of the Matter Everything about the Kenya Meat Commission, from its incredibly high standards to the smoothly running machines in their plants, come from the firm’s deeply ingrained values.

KMC is dedicated to procuring, processing and marketing high quality meat and meat products, but is also dedicated to ensuring that they are selling their products at a competitive price and while using environmentally friendly techniques This mission is a direct result of the company’s mandate, which originated with Laws of Kenya CAP 363. The mandate decrees that the Kenya Meat Commission purchase quality livestock and efficiently convert it into high quality meat.

But the KMC is more than just another producer of meat products. They exist to blaze a trail for others, developing sustainable markets in Kenya where other businesses will be able to follow.

In delivering this mandate every aspect of the business adheres to a strict set of core values. They insist upon excellent levels of customer service, open communication and teamwork among their employees, the highest levels of integrity, honesty and professionalism and are constantly striving to improve their performance, products and services.

Key to all this value is the company’s commitment to attract the best people to their business. More than

that, KMC aims to develop those people, enhancing and expanding their skills so that the company’s staff represents a vast reservoir of industry expertise.

Going To Market Once their meat is ready for market, the next task is to actually sell it. The Kenya Meat Commission has been doing well not only on the domestic Kenyan market, but is also building up impressive export numbers as well.

While within Kenya they are supplying Nairobi, Mombasa, Naivasha, Limuru, Gilgil, Nakuru, Eldoret, Kisumu, Garisa, Nanyuki, Isiolo, Lamu, Meru and the distribution network is constantly growing. Their products are being made available to yet more customers through the introduction of office deliveries in partnership with Van Sales, so that customers can be served at their place of work.

Meanwhile, in the wider markets of East, Central and the Horn of Africa, the KMC has made a name for itself as the largest, most advanced licensed export abattoir in the area. With customers coming from as nearby as Tanzania and Uganda, to as far as the United Arab Emirates, Qatar and Saudi Arabia, the Kenya Meat Commission is currently exporting an average of 500 tons of frozen and fresh meat, whether it’s beef, lamb or goat.

But this is just the beginning.

“We’re looking into meeting European trade standards so that we can begin exporting to that market as well,” says Dr. Ibraham. The Kenya Meat Commission won’t settle until it is the market standard for quality meat and meat products.

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Endeavour Magazine • August 2012 10:28 • 35 02/08/2012

Kraft Foods www.kraftfoods.com + 27 11 253 4000 Written by Don Campbell

THE SWEET TASTE OF SUCCESS Endeavour Magazine • August 2012 • 37

Kraft Foods

Over the past decade Africa has proven to be one of the fastest growing economies in the world and not just for minerals and natural resources, but also innovation and strong ideals. Many brands enjoyed on a world-wide basis have their manufacturing hubs in the cradle of life.

Endeavour Magazine speaks with Kraft Food’s Integrated Supply Chain Director South Central and East Africa, Johan Van Zyl about the new developments that have been catching people’s attention and getting their taste buds going.

Kraft Foods is the world’s second largest food company, employing over 3800 staff members from 10 operations in Sub-Saharan Africa with a foot print that includes Kenya, Nigeria, Ghana, Botswana, Swaziland and South Africa.

Specializing in chocolate, candy, gum, biscuits, coffee and grocery products and standing as one of Kraft Foods Inc. priority markets it has significantly contributed to the growth

of this emerging marketplace. In 2010 it took on the Cadbury portfolio which provided a strong boost for its African presence and has since then not allowed its standards to drop with enhanced employee training and project direction.

There are many changes happening at the moment, Johan Van Zyl has recently changed his position in the company from manufacturing director to Integrated Supply Chain Director, “I am in accountable for integrating the supply chain from supplier to shelf,” he says, “This falls in line with our strategy to integrate the supply chain to improve supply chain responsiveness and overall effectiveness.”

In a company as diverse and forward thinking as Kraft we can only focus on a handful of projects at a time. There is an ambitious programme to upgrade the capacity, productivity and sustainability of all the company’s manufacturing facilities and South and West Africa have seen some of the most noticeable developments in recent times.

“We are excited about our developments in Port Elizabeth, South Africa as the new chocolate lines are up and running,” he says confidently, “And in West Africa a major packaging investment was commissioned successfully. We are entering into a second investment phase to upgrade processing

capacity/capability in Lagos which will be online at the end of 2013”.

The scope of these developments is impressive, with $50 million being invested in the Lagos (Nigeria) to develop manufacturing lines for Bournvita, a powdered chocolate brand that when water or milk is added becomes a simply heavenly treat for adults and children alike. A sure winner if ever there was.

Buying the best equipment is not enough, “You can’t just buy the best machinery, plug it in and expect it to change anything,” he explains, “While developing capability with Endeavour Magazine • August 2012 • 39

Kraft Foods

K&F Industries specialises in the manufacturing of a variety of extruded cereals, mueslis, biscuits and wafer products. We are FSSC 22 000 certified, Sedex approved (Ethical Sourcing) and a BBBEE Level 2 Contributor 125% Recognition Proudly supplying Cadbury SA, for more than 23 years, now known as Kraft Foods. We are proud to be an approved global supplier to Kraft Foods and look forward to our future partnership together.

technology is fundamental to success, you have to leverage equipment through up-skilling staff.” Johan is a man who recognizes that change at shopfloor level is the foundation of sustainable success in this environment. “We must make use of our technology and the investment programme to implement specific business processes that will sustain our plants and upgrade the skills and capabilities of those who

operate them in a process-driven manner. Developing the skills of the people we employ is a core business process to us, not simply an intervention.”

Employee training is therefore imperative and this starts at an educational level, “We employ expatriate managers who are given a specific mandate to nurture and bring on local skills. Africa isn’t like India or China where there is a high number of skilled workers,” Johan tells us, “The education system in Africa is largely under developed and we have to address the skills shortage very seriously in order to succeed.”

Translated theoretical knowledge into actual understanding is an important step in the process of developing an employee to the level of standard required

by Kraft; this is approached with a methodology to address what is needed in an employee, such as competencies, responsibilities and expectations. By clearly establishing what is required of each employee and we can then train them accordingly,” A common challenge with many companies operating with such a far-reaching footprint as Kraft, who’s African operations expand three time zones, include taking into consideration the infrastructure of road, rail and water delivery of product which do not follow a single mandated standard as one would find in Europe. Coastal infrastructures have shown marked improvements but goods cannot be transported from East to West across central Africa where the political turmoil and under-development of the vast tracts of land within the borders of the DRC currently represent an

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insurmountable barrier. Shipping goods by sea around the continent is a journey of many thousands of miles and means contending with the threat of Somali pirates. Suez Canal is an alternative but this is congested, costly and far from well placed to serve the rest of the continent.

African leaders have agreed to launch negotiations to create a free trade zone that would integrate these three overlapping trade pacts, but it will be several years before these plans come to fruition. When they do it will create a trade block of 26 countries with a combined economy estimated at several hundred billion. This will enhance the connectivity and lower the costs of doing business in Africa.

For now, Kraft must manage the challenges of transporting product from one country to another in a scenario that is not straight forward at all thanks to trade laws between countries that simply do not match up. Political and social differences have a profound difference on their approaches. Nigerian processing is more for the domestic market while Ghanaian enjoys a freer international trade regime. Again, no price can be put on experience.

These investments and company advancements come hand in hand with a wide range of benefits that enhance the most crucial of points, “Productivity and consistency are fundamentals for us and as far as operational excellence and technical know-how Kraft are very well endowed,” Johan emphasises, “When dealing with food there can be no exception to standard and we have a stringent approach to food safety and GMP standards in our plants.”

A continued push to enhance capacity, consistency and sustainability in the plants that exist will be the main aim for the foreseeable future instead of the building of new plants.

Programmes to formerly enhance the competency level of the staff are being rolled out throughout the African plants to develop their staff.

Future generations will be thankful for the strong sustainable economies of South and West Africa that companies like Kraft have helped develop by backing education, training and development for local people. It is businesses like Kraft that will lead the future in terms of their business philosophies, ethics and methods.

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Endeavour Magazine • August 2012 • 41 2012/07/26 12:02 PM

Parmalat www.parmalat.co.za +27 21 809 1400 Written by Ben Walker

THE BIG CHEESE ON A BIG BOARD Endeavour Magazine • August 2012 • 43

Parmalat

Parmalat is one of the major players in the South African dairy industry, with a reputation for innovation and quality, and a strategy in place for further aggressive growth.

“We grew from strength to strength and we remain very strong”, Riaan Van Greuning Parmalat SA’s group manager

Award-winning cheeses under the Parmalat, Simonsberg and Melrose brands, and iconic flavoured milks like Steri Stumpie are part of its portfolio. So too are a range of yoghurts and long-life milks, butter, ice cream, cream and fruit juice But as can happen to its primary commodity, Parmalat SA has seen its fortunes turn abruptly sour, curdle, and following a recent change of ownership - rise cream-like to the top of its sector.

Arriving in South Africa in 1998 as an arm of the giant Italian multination corporation and global leader in UHT milk production, Parmalat SA achieved rapid and impressive growth. But in 2003, five thousand miles away, the cream suddenly hit the fan with the exposure of a $14 billion black hole in Parmalat finances.

Dubbed ‘Europe’s Enron’ – the scandal engulfed Parmalat senior executives, blue-chip European and American banks, accountancy firms, politicians and 130,000 helpless small shareholders and triggered an eight year marathon of court cases in Europe and America.

Riaan Van Greuning, now Parmalat SA’s group manager for manufacturing recalls the moment: “South Africa was very profitable but we found ourselves caught up in this international debacle and embarrassment.

The Group was technically insolvent and although we were strong, Parmalat South Africa was under great pressure - a huge setback for a profitable unit.” He had joined Parmalat the previous year and was plant manager at Port Elizabeth at the time. “We all felt this massive uncertainty: would we be sold, did we have a future?”

Endeavour Magazine • August 2012 • 45

Parmalat

But the biggest milk shake of all time was to have a happy reception. Parmalat went into administration and in the ensuing turn-around strategy South Africa emerged among the core operations.

Frulact Group operates in the agro“From that point on we grew from strength to strength and industrial sector, more specifically in we remain very strong.” Last year Parmalat became a subsidiary the fruit value chain. Its core business of the French group Lactalis, and Van Greuning is bullish. is the production of tailor-made fruit “Just a few months down the track it’s extremely exciting. preparations, designed for dairy, bakery, We are now exposed to international product specialists, and ice-cream and beverage industries. there’s a lot of focus on Parmalat and the growth in Africa.

Established in 1987, Frulact has We are fortunate to be part of the new Lactalis Group and the achieved a strong international presence knowledge base within. It’s all very positive.” supported by a clear business strategy But with South Africa’s per capita consumption of dairy and management capabilities, which products far lower than Europe, Australia or North America, PORTUGAL MOROCCO | FRANCE | ALGERIA SOUTH AFRICA has turned Frulact| into one of the most marketing for growth| is a big challenge.

“There are different important B2B players in its field of schools of thought about this. Cheese is a major part of our business. With seven industrial sites business, and in general this is on the upper LSM” – the market in five countries, the later being South research tool that groups people according to their living Africa, Frulact is close to its customers standards using criteria such as degree of urbanisation and and strategically close to fruit cultivation ownership of cars and major appliances.” Cheese consumption areas, ensuring a thorough knowledge and is still very low in the lower LSM and we are developing these follow-up of the entire supply chain. markets.”

281 Brandwag street cnr Moreleta “Moving to street, milk, the per capita consumption remains Frulact is strongly committed to creating low, and I think we have not succeeded in communicating Silverton, Pretoria, 0127 long term partnerships with its customers to the public all the benefits of milk. We are now constantly and to develop innovative solutions Tel. +27 (0)12 804 3510 | Fax +27 with (0)12 804 6431 engaging South African companies on this point. The tailored to their strategies. Frutech, the mistake is on our side, and we need to convince the consumer company’s new RDI centre, plays a key of the benefits of drinking milk every day in higher volumes.” role in achieving this goal by bringing Strategies here include customer surveys, new marketing together scientific knowledge and the techniques and a major focus on flavoured milk and the development of new innovative products yogurt market. “Recently we launched Presto – a squeezable and processes with high added value for yoghurt tub - and overall we are looking to new innovations the food processing industry. come visit us at and creating new energy around yoghurt, milk, and flavoured SIAL Paris 2012 milk consumption.”

“This is very competitive and we respect our Hall 7business, Booth B172 major rivals. We see volume impacts when they launch specific strategies, but this means we improve our own strategies, analysing the future and how we move around it.”

The 24/7 operational management of a complex chain involving many dairy farmers, eight factories, warehousing, distribution, and a 63 raw milk tanker and 280 delivery truck fleet is at the core of the Parmalat SA operation.

fruit preparations for the food industry www.frulact.com Frulact South Africa

Endeavour Magazine • August 2012 • 46

fruit preparations for the food industry PORTUGAL | MOROCCO | FRANCE | ALGERIA | SOUTH AFRICA

www.frulact.com Frulact South Africa 281 Brandwag street cnr Moreleta street, Silverton, Pretoria, 0127 Tel. +27 (0)12 804 3510 | Fax +27 (0)12 804 6431

come visit us at SIAL Paris 2012 Hall 7 Booth B172

Parmalat

Excellent supplier/customer relationships are another key with a dedicated staff focused on farmers and another on major clients such as Shoprite, Checkers, Pick ‘n Pay and Woolworths.

But in a buoyant market input costs are now a serious inhibitor. “Labour costs are going up 8-9% each year, raw materials are costing more and energy is going up 15-20%.

The problem is our input costs continue to rise, and since we cannot increase prices we have to take cost out of the business.”

In the period between the corporate scandal and Lactalis arrival last year, a major challenge was employee engagement.

“There are many tools available and some are simply buzz words. But in 2010 we started using a global benchmarking system called ’20 Keys’ to engage and train our employees and speak a common language throughout the business - and I strongly believe this has been a component in our subsequent success.”

Key 2 - Goal Alignment – for example sees Van Greuning the Key ‘Champion’, responsible for the goals of each mini business within the company aligning with those of the next level, the company and its CEO. “Some of this may sound basic. But if you want to implement something at a shop floor level where for example literacy and numeracy is a problem, these tools are extremely important since they use pictures but also world class practices. I see huge improvement in many of the keys and

Endeavour Magazine • August 2012 • 48

we are sharing these successes with other companies.”

Aligned with this and against the national backdrop of major skills shortages, Parmalat has created a large, wellstructured development programme for its 2,000 employees.

“We are extremely proud about this. In each factory we have human capital development people, focussing on a plan for every department on how to develop individuals. We are spending a lot on apprentice and graduate programmes. And we are succeeding. Whereas in the past we had to battle to get technical staff - and paying huge premiums to find them in the marketplace - we are now developing many of them in-house. Some will be our future managers, with a general worker able to follow a specific route up to a managerial role.

And yes, I believe other companies can learn from us.”

The SA operation already exports though its agents to other African countries from Lesotho to Ghana, with some products reaching out to the Far East including China. And innovation, driven in part by the R&D department, will continue to push Parmalat forward.

“We have a very aggressive growth plan. To achieve this we will continue to innovate – new pack formats for example – and new products in different LSM markets. At the upper SLM we believe the public perception of Parmalat is one of superior quality products.

“Parmalat SA is a strong team. Although we remain humble, we have to continue to develop a culture of winning, a ‘Passion for winning’ in everything we do.”

BCE Foodservice Equipment www.bce.co.za + 27 11 210 2000

BCE FOODSERVICE EQUIPMENT Endeavour Magazine • August 2012 • 51

BCE Foodservice Equipment

BCE is Southern Africa’s leading supplier of kitchen utensils, industrial cookware and commercial kitchen appliances to the hospitality and foodservice industries.

We operate through an extensive network of 450 accredited dealers. Our dealer network services the entire African Continent as well as the Indian Ocean islands.

With an already established reputation for exceptional service and superior quality products, BCE has built on its reputation as Southern Africa’s leading supplier of kitchen utensils, industrial cookware and commercial kitchen appliances.

BCE carry a range of more than 3500 products, all of which are best of breed and sourced from reputable local and international suppliers.

BCE recently launched a new range of ovens, which provides solutions to guarantee unique, tailor-made models that keep in step with the rapid evolution of professional kitchens and are always recognizable in the market. Just like the company, that puts its signature on these ovens, Piron, a name which in itself is already your guarantee of innovation and reliability.

Angus Leach, the BCE Brand Manager representative for Piron in South Africa, is a key driven force behind the brand.

We introduced the range to the South African market, Endeavour Magazine • August 2012 • 52

PIRON. Professional Ovens Quality identifies Piron as one of the leaders in the professional kitchen sectors.

A keen understanding of national and international trends and dedication to continuous research and development guarantees that they can offer a bespoke, customized solution to guarantee a unique, tailor-made feel.

Supported by a team of professionals endowed with a wealth of experience and fuelled by a keen spirit of innovation, Piron ovens meet the requirements of contemporary catering, blending hightechnology with simplicity of use resulting in a flexible, diversified manufacturing process that can fully satisfy the new pace of working practice and the new trends in cooking processes and energy sources.

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with 2 launches one in Johannesburg, at Punchinellos Restaurant and in Cape Town, at the reveal of the new Cape Town showroom.

Johannesburg launch night was a night to be remembered, with over 220 of the top industry leaders and dealers, including Bill Gallagher as the MC. The night was one of excitement and anticipation. The guests enjoyed the Italian themed cocktail evening, whilst the mood was set with sounds from the live jazz band.

Cape Town’s launch was a special night, not only for the launch of the new range of Piron ovens, but also the opening reveal of the BCE Cape Town showroom.

The anticipation and enthusiasm from all the guests, as the showroom reveal was welcomed with a dynamic explosion.

BCE, known as the leader in industrial catering equipment strives to enrich and satisfy the needs of all their customers from existing products to the sourcing of new and exciting lines to enrich the current market.

The launch of our Edition 9 buyers guide was incorporated with BCEs 25 year anniversary; this was celebrated in May at the official launch of the buyers guide in Cape Town at the Hostex show.

There was a great turn out to the event with all the leading players in the industry celebrating this milestone with BCE. The Edition 9 Buyers guide was well received by the industry and has set a new benchmark, again cementing BCEs position as the leader of industrial catering equipment.

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The taste of quality worldwide Endeavour Magazine • August 2012 • 55

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Assmang www.assmang.co.za +27 53 311 6301 Written by Daemon Sands

A MINE IS A MINE

Endeavour Magazine • August 2012 • 57

Assmang

Assmang’s story is one of flexibility and strong belief.

The perfect example of how strong vassals of both are essential to be the best. In 1934 Bob Hersov and Slip Menell established Anglovaal (Anglo Transvaal Consolidated Investment Company Limited).

Working alongside Guido Sacco, who owned Gloucester Manganese, Anglovaal and its partner enterprise African Mining and Trust registered a new company in November 1935 to mine manganese deposits. They named it the Associated Manganese Mines of South Africa Limited, AMMOSAL, now called Assmang Limited. Assmang is jointly controlled by African Rainbow Minerals and Assore Ltd in a 50/50% joint venture.

They are a learning company, huge spend on training of local people, “we do bring in people from outside the locale but we find that they don’t always stay while local people do,” Mr. Grobbelaar says, “The industry standard

on spend per employee training is about 4%, Assmang maintains 8% spend on their employees, over twice that of our competitors.”

Employees make up companies, staff are the foundation of business and historically the focus a company places on their people is proportionate to their success. It directly relates to how their clients are looked after.

A great deal has been written regarding the reasons why there is still a skill shortage in South Africa and it is a testament to the philosophy of Assmang that they are not interested in the reasons but are only interested in solutions.

They focus on where people are going and not where they

have been, “For whatever reason there is a skill shortage in South Africa,” Mr. Grobbelaar explains, “As a company we ensure that employee renumeration makes us a company to work for, a company where people do not have jobs to perform but careers to develop”.

Assmang is also leader in housing, with a personal endeavour to ensure every employee has their own house, “We subsidize housing for our employees, allowing them to purchase their own properties for themselves and their families. This contributes well to the success of each of the mines because we build houses for employees in the nearest towns to the mines.”

When asked about employment and looking for new staff, Mr. Grobelaar had this to say, “Yes, we do look further afield for specific staffing positions, however we much prefer to look internally. We’ve found the benefits of internal promotion and development of our own staff far out weight

those of merely headhunting,” this is something he feels very strongly about, “We take people from school level, offering bursaries and training people up. Develop your staff and you’re company will grow.”

Assmang are leading providers of key products, a one stop shop of iron ore, manganese and chrome. They aim to continuously improve efficiency and productivity and approach both with a scientific plan involving long term planning and day-to-day execution.

Having spoken with Willem Grobbelaar regarding Assmang there is a clear sense of loyalty and pride felt for the company. It is not just a business but a legacy that has outlived competitors for many years. To cover all the aspects of Assmang we have touched on three different mines to represent their major sectors of iron, manganese and chrome mining.

Endeavour Magazine • August 2012 • 59

Assmang

Manganese at Black Rock In 1940, Assmang acquired a manganese ore outcrop on a small hillock known as Black Rock in the Northern Cape province of South Africa where several large properties underlain by ore were subsequently found and acquired.

“Black Rock is considered to be the largest and richest manganese deposit in the world,” Mr. Grobbelaar says “Manganese ore operations have been extended and today include the Gloria and Nchwaning underground mines.

Manganese ore is supplied locally to Assmang-owned smelters, but is mainly exported through Port Elizabeth to Far Eastern and European customers.”

The manganese ores of the Kalahari Manganese field are contained within sediments of the Hotazel Formation of the Griqualand West Sequence, a subdivision of the Proterozoic Transvaal Supergroup. At Black Rock, Belgravia and Nchwaning, the Hotazel, Mapedi and Lucknow Formations have been duplicated by thrusting. The thrusted ore bodies comprising Black Rock (Koppie), Belgravia 1 and Belgravia

2 are collectively known as Black Rock the ore bodies. The average thickness of the Hotazel Formation is approximately 90 metres.

The geological uniqueness of this area is a source of the success of the area and plays a prominent role in the industry.

With such a rich abundance of kutnohorite and braunite and high-grade hausmannite ore. Intermediate areas exhibit a complex mineralogy of bixbyite, braunite and jacobsite amongst a host of other manganese-bearing minerals.

Two manganese seams are present. The No 1 seam is up to 6 metres in thickness, of which 3,5 – 4,5 metres are mined, using a manganese marker zone for control. There is, therefore, minimum dilution. No mining is presently undertaken on No 2 seam at Nchwaning or Gloria, however it is due to commence on Nchwaning shortly.

Iron Ore at Khumani Mine Khumani, meaning named after the San people of the region literally means, “The people of the Southern Kalahari

” and specularite associated with the iron ore deposits in the area was actually used by the people as a cosmetic thousands of years ago. They would mix the specularite (a kind of iron ore) and mix it with fat in order to make a glittery makeup.

The rest of the world didn’t even know that the birth of the cosmetic industry could have happened there.

Khumani Mine, replaced the older Beeshoek Iron Ore Mine as the main iron ore producer for Assmang Limited and has been designed to produce 10 million tons of export quality iron ore each year.

“This figure will eventually rise to 16 million tons upon completion of phase 2 of the Khumani Expansion Project” said Mr. Grobbelaar.

The Phase 2 expansion includes development of the mining platform on the King property, chrushers, material handling systems, stockpiles, stackers & reclaimers, a local railway siding, an additional rapid load-out station, a paste disposal facility, haul roads and other supporting facilities.

The iron ore deposits are contained within a sequence of early Proterozoic sediments of the Transvaal Supergroup deposited between 2 500 and 2 200 million years ago.

In general, two ore types are present, namely laminated hematite ore forming part of the Manganore iron formation and conglomerate ore belonging to the Doornfontein Conglomerate Member at the base of the Gamagara Formation.

Due to the larger stratiform bodies and prominent hanging wall outcrops at the Khumani mine, the erosion there is less than some of its counterparts. The down-dip portions

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Endeavour Magazine • August 2012 • 61

Assmang

TWP, part of the Basil Read Group, is Africa’s leading Engineering, Procurement and Construction Management (EPCM) provider, offering a full range of engineering, architectural, project management and infrastructure solutions to the mining and minerals industries, as well as the built environment.

By combining TWP’s design and project management abilities and Basil Read’s construction capability, the group is able to offer a turnkey solution including a full design, project management and construct service.

Based at Melrose Arch in Johannesburg, TWP has regional offices in Centurion, Krugersdorp, Rustenburg, Polokwane and Kathu in South Africa. As part of a drive to capitalise on opportunities in new markets and geographies, TWP also has a presence in Australia and South America. www.twp.co.za

are well preserved and developed while in the outcrop the deposits are thin and isolated. A prominent north-south strike of the ore is visible. Hematite is the predominant ore mineral, but limonite and specularite also occur.

Chrome From Dwarsrivier Mine Chromite production from Dwarsrivier Mine is sourced from underground. Chromite used to be obtained from the open-cast mining areas at a rate of approximately 0.9 million tons per year; however these reserves were exhausted in 2005. Underground mining commenced in 2005 at a rate of 1.2 million tons Run of Mine (ROM) per year. Current underground design capacity is 120,000 tons per month ROM. The Dwarsrivier Mine is specifically geared to deliver high quality metallurgical grade chromite to the Machadodorp Works, but lately the focus shifted to the export market. In addition the plant has been designed to produce chemical grade products but due to market dynamics the smelters are converted to the production of ferromanganese.

Chromite operations at the Dwarsrivier Mine form part of the Chrome Ores & Alloys operations of Assmang Limited. The mine is situated on the farm Dwarsrivier, in the Mpumalanga province in South Africa. Assmang purchased the farm from Gold Fields Limited, together with all surface and mineral rights in October 1998.

The Dwarsrivier Mine is situated in the eastern limb of the Bushveld Complex, which comprises persistent layers of mafic and ultramafic rocks, containing the world’s largest known resources of platinum group metals, chromium and vanadium.

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The mafic rocks termed the Rustenburg Layered Suite, are approximately 8 kilometres thick in the Eastern Lobe, and are divided formally into five zones.

The rocks of the Marginal Zone at the base of the succession consist mainly of pyroxenites with some dunites and harzburgites. Above the Marginal Zone, the Lower Zone comprises mainly pyroxenites, harzburgites and dunite, and is present only in the northern part of the Eastern Lobe, and only as far south as Steelpoort. The appearance of chromitite layers marks the start of the Critical Zone, economically the most important zone. The layers are grouped into three

sets termed the Lower, Middle and Upper groups. The sixth chromitite seam in the Lower Group (LG6), is an important source of chromite ore and is the orebody being mined at the Dwarsrivier Mine. In the Eastern Lobe, in the vicinity of Dwarsrivier, the strike is nearly north-south, with a dip of approximately 10 degrees towards the west. Average thickness of the LG6 seam is about 1,86 metres in the Dwarsrivier area.

Pipe-like dunite intrusions are evident in the area, as well as dolerite dykes that on average strike northeast-southwest. No significant grade variation is evident, especially not vertically in the ore seam. Small, insignificant regional variations do,

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however, exist.

Assmang bears little resemblance to the fledgling company that started work on the Northern Cape’s manganese fields in 1935. Today, they benefit from the modern mining infrastructure and technologies. Their “we do it better” philosophy has helped to ensure low operating costs and high employee buy-in. With flexibility, developed over decades of hardship in difficult operating conditions they are entering a new phase in its challenging but distinguished history with confidence, even in the face of tough global market conditions and challenges.

Santaka Trading Enterprise trading as SS Tours is a 100% South African owned company which is based at 178 Nyala Street, Burgersfort 1150. It aims to be one of the most professional transport, cleaning, catering, distribution and construction services and all other related services provider in all sectors of interest. It offers long term and suitable working relations with its clients and communities, professionalism, efficiency and effectiveness, and quality service management.

Trentyre is a multi-brand supplier of new and retread tyres, related products and services to the truck, agriculture, passenger, construction and mining industries.

The company has a national footprint of branches, retread factories and onsite services to render excellent service throughout the country.

Taking Mine Safety to Serious Levels Trentyre currently services mining operations in 16 countries, including South Africa.

Trentyre’s groundbreaking Quality Safety Management Assurance (QSMA) software system has transformed the way its on-site services control operating risks at massive mine sites.

www.trentyre.co.za +27 11 345-6700 Endeavour Magazine • August 2012 • 65

Bigen Africa www.bigenafrica.com +27 11 802 0560 Written by William Dodd

ENGINEERING OPPORTUNITIES

Endeavour Magazine • August 2012 • 67

Bigen Africa

Bigen Africa prides itself on thinking smarter about infrastructure development, providing solutions that take projects from the drawing board to engineering, procurement and construction. The firm provides a comprehensive range of professional services that enable the client to be profitable and in a wider sense contribute to the development of South Africa and the wider continent.

That is what makes Dr Snowy Khoza’s (CEO of Bigen Africa) strategy so powerful. We are a top class service provider whilst remaining mean and lean and maximising value to all stakeholders, proudly supporting the BIGEN AFRICA cause of doing good while doing business!

“Bigen Africa specialises in three disciplines,” explains Principal for Energy Johan Pieters. “We provide engineering services, management consulting and development finance.”

“We are extremely excited about our service offering in the energy efficient, demand side management (EEDSM), and renewable energy market”, Pieters flying the EEDSM flag for Bigen Africa explained.

“Although Eskom announced an increase of 16% in electricity tariffs, we should not forget that we have seen dramatic increases over the last four years (27% in 2008, 31% in 2009, 25% in 2010 and 25% in 2011). Energy prices are almost three times more expensive than it was in 2007 RaCeC electrification RACEC Electrification boasts a solid combination of technical skills, experience and stable management. Projects are undertaken from design stage through to final commissioning either as an individual entity or as a turnkey operation.

» Electrical reticulation » Electrical metering and vending » Electrical distribution » Electrical substations » Overhead transmission lines » Road and area lighting » Maintenance of electrical networks » Supply and installation of energy efficient lighting and power solutions » Wind/solar farms

Review of opeRations

RACEC Electrification was established in 1977 when the group decided to complement its main activity of rail track construction with the electrification of rail track. Since then, RACEC Electrification has grown into an integral part of the group, focusing on electrical reticulation.

Electrical reticulation projects include the installation of medium- and low-voltage electrical networks from intake substations through to industrial, commercial or residential consumer supply. RACEC Electrification is capable of undertaking projects related to: > > > > > > > > > > >

Electrical reticulation Electrical metering and vending Electrical distribution Electrical substations Overhead transmission lines Road and area lighting Rail track electrification Maintenance of electrical networks Maintenance of rail track electrification systems Supply and installation of energy efficient lighting and power solutions Wind/solar farms

Due to the quality of customer service, many projects initially tendered for have developed into long-term relationships with repeat work.

eXCeLLenCe in enGineeRinG infRastRUCtURe

viviquer@solethuenergy.co.za

and it is hurting industry and commerce, not even to mention the man in the street that pays the most for electricity as a small power user or prepayment customer.”

“Bigen Africa Energy is actively participating in EEDSM projects for various customers and also has various proposals in the market at the moment, and is determined to make a difference to each and every customer’s bottom line, Pieters announced proudly. In the renewable market our current focus is mainly solar (solar water heaters for industry and residential application as well as Photo Voltaic applications).”

“Energy is just one division of the company,” Pieters tells us. “We also offer structural engineering, water and sanitation, roads and transport, management consulting, asset and revenue management, land development, mining and industrial and development finance and advisory services.”

The company’s cross-disciplinary approach, combined with its size, is one of their key selling points.

Principal for Asset Management, Anton Booyzen tells us, “We have 14 offices across South Africa making us accessible wherever the work is, which enable us to enter into short-, medium- and long term enabling agreements. Pieters adds, “We can offer the entire basket of services. Our services cover the following capabilities: Network master planning, asset and revenue management, generation, transmission and distribution networks, substations, mining and industrial, building services and commercial.”

Overcoming Challenges The true measure of a successful company is how it overcomes its biggest challenges, and Bigen comes into its own here.

“In South Africa, bulk supply capacity is generally a challenge,” Pieters admits. “To get a housing development project going you need to secure bulk supply capacity or the entire project will be delayed or halted. We have the ability to ensure that bulk supply is available in advance of the projects.”

Booyzen adds, “Like the rest of the world, we’ve had business affected by the global financial crisis. There are several projects that were delayed as a result of the global economic downturn. Over the last few months we have seen the market picking up.”

Bigen Africa has chosen to turn a negative into a positive, and use the temporary downturn as an opportunity to focus resources on new development areas, which has provided an opportunity to open up new horizons for the company.

These new horizons include energy efficiency, renewable energy mining and industrial, roads and transport sectors.

The Most Valuable Asset One of the areas Bigen Africa specialises in is the art of asset management, and this company practices what it preaches.

When it comes to assets, Pieters is in no doubt as to just what their greatest one is. “Bigen Africa is in the business of selling intellectual property. This resides in our human capital which is our most important asset.”

Many companies in the engineering sector have faced major challenges with regards to the shortage of skilled people.

“We are constantly growing our human capital through the development of younger people.” Pieters says. “We are setting up a training facility where we can train students in the technical skills that we need. We have also set up a shadowing scheme where students come to the company, are teamed up with one of our professionals and get an opportunity to look at what we are doing.”

“Bigen also develops skills through our YPF or Young Professionals Forum, where we focus on looking after young professionals. Training courses and on-site training are provided,” Booyzen continued. “There are also various incentives for young professionals to develop further, and then to register as professional engineers and technologists becoming experts in their fields.”

Pieters adds, “At the same time, we offer incentives and opportunities to make sure our personnel feel valued.

To support our own, we advertise a new position internally first. We encourage referrals, as Bigen Africa employees understand our culture, they will know people in their field who will be the best fit.

This is combined with a company-wide dedication to Broad Based Black Economic Empowerment, and Bigen Africa is committed to undergoing a positive transformation in that regard.

“We focus on company transformation targets for every section and division,” Booyzen says. “70% of our new

employees are AA appointments.” Further to this, Bigen also embarks on a fast tracking program for AA and PDI development.

Opportunity Ahead So what is in store for Bigen Africa moving forward? Well, it is apparent that the energy side of the business has some exciting plans ahead. The company has maintained ISO9001 certification and is now working towards demonstrating their commitment towards the environment by implementing an environmental management system in line with ISO14001, supported by energy efficiency principles of ISO50001.

“Energy has been identified as a growing division within Bigen Africa,” Pieters tells us. “We are in the process of rapidly expanding our engineering division.”

The company has big plans for its involvement in the renewable energy sector, as well as promoting the wider array of services that can be provided.

Bigen Africa was traditionally seen as an engineering company but their smarter business approach expanded their focus to include the full project life cycle in the infrastructure development arena. This includes all aspects from project preparation to asset management. We value long term relationships and project involvement.

Part of the expansion of the energy division is to ensure presence in every Bigen Africa office countrywide. The company is currently also developing it’s business outside South Africa, with new offices opening in West and East Africa.

Improving the quality of life for all people.

PO Box 13294, Mowbray, Cape Town, South Africa 7705 501 Lower Main Road, Observatory, Cape Town 7725 Tel: +27 (0) 21 447 0531 | Fax: +27 (0) 21 447 0589

www.citrine.co.za Endeavour Magazine • August 2012 • 69

RAP Products www.rap.co.za +27 10 590 1598 Written by Ben Walker

THERE’S ONLY ONE CLASS WORLD CLASS

Endeavour Magazine • August 2012 • 71

RAP Products

Faced with increasingly fierce global competition, South African industry needs to raise its price competitiveness and be free from unrealistic labour legislation, packaging entrepreneur Andrea Protti tells Ben Walker. “If we want to be world players we must act like world players.”

Andrea Protti of Johannesburg is the type of hard working, straight-talking entrepreneur every country needs, South Africa not least.

Already the founder of two hair care packaging businesses, seeing a niche opportunity for a new mediumsized enterprise, Andrea and brother Rino founded RAP Products. “We saw our chance and took it.”

That was in 1988. Rapid early growth was sustained through new lines and innovative technology; first pumps then glass bottles and later perfumery; plastic blow-moulded and injection mouldings. A one-stop shop for quality hair product packaging “We wanted to be in a niche market rather than a big numbers market, working on smaller quantities with better margins. A pretty simple strategy and one we followed from day one. The ozone headache was in play and for three years

from 1988 the pump business grew exponentially and gave us the possibility to grow the rest of our products.”

Four years ago RAP was bought out by homecare company Beige Holdings for R14.7 million. It was a deal offering scale and synergy - Beige’s Crystal Pack plastic division focussing on food, beverages and industry and complemented by RAP’s acclaimed cosmetic and toiletries speciality.

But while functioning as a separate division, RAP’s once distinctive operational and cultural styles have been axed, a development Andrea Protti regrets.

“We were known as a rapidly moving differential company creating very different products very quickly and coming out with a series of innovations every six months. We are now part of a corporate environment, no longer a family-owned entrepreneurial company. The whole strategy has changed.

“Four years ago if you asked where you could buy an environmentally exciting and valuable product in terms of rigid plastics packaging, they would have said RAP. Four years ago we changed our company to a corporate environment, which turned the company 360 degrees. I believe that was a mistake. We should have maintained our strong development programme on an on-going basis.”

A key factor in its success, RAP’s emphasis on R&D had not gone unnoticed among competitors.

“Up to 2005-2006 our aggressive development programme was working exceptionally well. We were way ahead of the game. Then many of our competitors, seeing the benefits of this process, climbed on the band wagon and followed our example.”

And with the global recession, international companies began importing finished products from China and Europe into South Africa. “Since they were not going to buy from us at the bottom end of the scale, this hit us straight away.”

Meantime Government incentives enabling European Union companies to import products into South Africa duty free were scarcely helpful to struggling domestic producers.

“So we had a double whammy: The cake shrunk, the competitors increased, and capacity is far outstripping demand.” In this dramatically changing market, South Africa’s package and labelling industries are taking a hard knock, with 69% of all hair care products for example

emphasis and attitude is needed if South African industries are to flourish and employment secured and expanded.

“If we want to be a world player we have to act like world players. We can’t have restrictions and protective duties put in place by Government. We have to improve our act and raise our productivity - something we are finding extremely difficult to get to grips with.

“Our labour legislation needs to be looked at very seriously. Wages should not go up if productivity is not going up. We need to find centres of excellence – such as are found in countries within Eastern Europe and the Far East – and produce a single product, not for South Africa but for the world.

“There are hundreds of sectors we should be looking at. Why for example should a car produced in South Africa cost more than a car made in England or Spain? The only explanation is that their productivity is greater than ours.

“The only way we are going to get anywhere is by rolling up our sleeves. In China it’s an honour to have a job or a position; in South Africa it’s classified as a right. And with that work ethic or philosophy we are destined for danger.”

South Africa has the potential to be a world player, says Protti. “We have the technology, the ability and the possibilities. But we need dedication from the man in the street to say we need to make products not at a South African price but a world price.

“It’s all very well making statements about flying the South African flag more often or being proud about producing products in South Africa. But at the risk of losing our profitability we sell that down the river very quickly. We need to produce items that are world standard.”

At Bottle Printers of South Africa, we decorate/print plastic and glass containers of different shapes and sizes, as well At Bottle Printers of South Africa, we decorate/print plastic as frost glass bottles, foil plastics, and sleeve plastic and and glass containers of different shapes and sizes, as well glass bottles. as frost glass bottles, foil plastics, and sleeve plastic and We believe in not only providingglass the task of printing to our bottles. customers, but incorporating this with the highest standard We believe in not only providing the task of printing to our of quality and service possible. customers, but incorporating this with the highest standard Bottle Printers of South Africa has supplied serviced the of quality andand service possible.

South African cosmetic, beverage andPrinters promotional market Bottle of South Africa has supplied and serviced the for over 20 years, priding ourselves relationships formed SouthonAfrican cosmetic, beverage and promotional market with all suppliers through the years for over 20 years, priding ourselves on relationships formed with all suppliers through the years

imported in a finished state.

“It’s a situation created by the big high volume THE COMPANY OFFERS: At Bottle Printers of South Africa, we decorate/print plastic conglomerates, the Unilevers’, the P&Gs’ and so·SERVICES on,” says SERVICES THE COMPANY OFFERS: and glass containers of different shapes and sizes, as well Pad printing onto plastic and glass containers · Pad printing onto plastic and glass containers · Silkscreen printing onto plastic and glass containers Protti. “They have centres of excellence around the world, as frost glass bottles, foil plastics, and sleeve plastic and · Silkscreen printing onto plastic and glass containers · Frosting / Acid Etching glass containers glass bottles. concentrate on a single product – shampoo for example - and · Frosting / Acid Etching glass containers · Sleeving plastic and glass containers Weplastic believe not only providing the task of printing to our · Sleeving andinglass containers Foilingcan’t send it all around the globe. As a local producer· you · Foilingcustomers, but incorporating this with the highest standard of quality and service possible. even begin to compete on those levels.

BEE Level 3 BottleBEE Printers Levelof3 South Africa has supplied and serviced the “In the past three weeks we’ve seen the results of five South African cosmetic, beverage and promotional market Tel: 011 466 1390 for over 20 years, priding ourselves on relationships formed Tel: 011 466 1390 major packaging companies released, all substantially down www.bottleprinters.co.za with all suppliers through the years www.bottleprinters.co.za on last year. As packaging people we are at the moment taking heavy, heavy strain right across the board.”

SERVICES THE COMPANY Pad printing onto plastic and glassOFFERS: containers Employment is a major casualty. “If we have to reduce Silkscreen printing onto plastic and glass containers · Pad printing onto plastic and glass containers our volumes we have to reduce our work force. It’s inevitable.

Frosting / Acid Etching glass containers · Silkscreen printing onto plastic and glass contain Back in 2002 – 2003 we had 350 employed at our plant, now Sleeving plastic and glass containers · Frosting / Acid Etching glass containers we are down to 200 and unfortunately but inevitably we will Foiling · Sleeving plastic and glass containers be cutting back even further.” · Foiling New cross-border African markets such as Angola or Mozambique must be found, says Protti, markets too small BEE Level 3 to attract the major international companies. “To maintain our market share and abilities as a company and brand we’ve +27 11 466 1390 got five years of hard slog coming our way. I’m not pulling Tel: 011 466 1390 www.bottleprinters.co.za my punches.” www.bottleprinters.co.za botprint@global.co.za At a macro level Protti says a fundamental shift in national Endeavour Magazine • August 2012 • 73

AN OCEAN OF OPPORTUNITY Ampelmann www.ampelmann.nl +31 20 24 00 121 Written by Chris Farnell

Endeavour Magazine • August 2012 • 75

Amplemann

It’s been a few months since we had a chat with Jan van der Tempel, the founder of Ampelmann and the inventor of the ship mounted access platform that allows workers in the offshore sector fast and safe access from moving ships to offshore structures under rough sea conditions that would otherwise be extremely hazardous. The self stabilising system has been a godsend to the industry, turning perilous transfers from boats and helicopters into something as straightforward as crossing the street.

“We’ve been seeing lots of growth,” van der Tempel tells us. “It’s a really exciting time for us, with lots of projects running simultaneously and lots of happy clients.”

His clients have good reason to be happy. Before the advent of the Ampelmann System workers taking a 12 hour trip to an offshore platform could spend as much as four to six hours of that trip waiting for poor weather conditions to give them an opportunity to get safely on and off the platform. Today those same workers can manage it in under an hour, leaving 11 other hours to actually get their work done.

“You always hope you’ll have that sort of brilliant, eureka kind of idea, but it’s so amazing to actually see that happen”, Jan van der Tempel, founder of Ampelmann Endeavour Magazine • August 2012 • 76

Bigger and Better Of course, Ampelmann isn’t ready to rest on its laurels just yet. Its clients are moving into a high sector of the market, using bigger rigs. While these larger rigs allow for less movement and mean they can work during choppier conditions facing higher wave heights than ever before, it’s also creating new demands for Ampelmann. Namely, the demand for bigger platforms to match the new scale of jobs they’re being asked to do.

“One development we’re working on right now is the construction of a bigger unit called the E-Type, to follow up our original A-Type platform,” van der Tempel explains.

“We’re expecting that to be in operation by the end of the summer. We’ve developed it because it’s something the market has been looking for. Our clients are really happy with our product, but we’ve had lots of them constantly telling us

Amplemann

‘We want it a bit bigger!’ So that was our next challenge. The new E-Type can work in even higher waves and be capable of carrying heavier loads than ever before. That’s going to be very exciting. We got our first requests for this several years back and it’s great to finally make those final two steps.

There’s already a lot of interest in it from the market.”

The design work proper began in the last year, and already the platform is almost ready to go. But the story of the Ampelmann System goes back much further.

An Important Anniversary Today Jan van der Tempel is CEO with a PhD, but the genesis of the Ampelmann occurred before he was either of those things. When he was working on his PhD Thesis on offshore wind farms van der Tempel saw first-hand how difficult it could be getting personnel from a transport vessel to a rig, and believed that had to be a better way of doing it. Offshore work often involves working regularly under the kinds of weather conditions that would have most of us reaching for the phone to call in a sicky, but even then, van der Tempel believed there wasn’t a good reason to have people literally risking life and limb to get to work.

But in the industry people were getting about through all sorts of precarious methods, from rubber dingies to dangling from a helicopter by a rope ladder and crossing your fingers.

“All companies want to embrace change and innovation, but not on their own turf,” Jan Van der Tempel told us last time we spoke to him.

As well as the obvious health and safety issues, this problem was also cutting into companies’ bottom lines.

Getting someone onto a rig was expensive and time consuming, and that was just when it came to moving people. Throw materials or industrial machinery into the mix and you were looking at a Herculean challenge.

Van der Tempel’s idea was to fasten a stabilising platform onto the deck of a ship with an extendable bridge or arm that could by used to latch onto the structure of the rig.

Using a set of hydraulic cylinders and a host of combined technologies the system is able to keep the bridge stable enough that personnel can simply walk from the boat to the rig and back.

Of course, simply having the idea wasn’t enough. The concept needed developing and researching, but the seed that Ampelmann grew from was planted back then in 2002 – ten years ago this year.

Van der Tempel clearly has some fond memories when he’s asked to reflect upon how far he’s come since then.

“It’s been an amazing time with a lot of fun,” he says.

“When I look back it seems like a long time, but it hasn’t really. It takes a few years to get an idea right and as a company we’re a lot younger than the basic idea, because we only started working on a commercial basis four years ago.

In those four years we’ve gone from just one unit to 15. Still, it’s been incredible. You always hope you’ll have that sort of brilliant, eureka kind of idea, but it’s so amazing to actually see that happen.”

The Course Ahead However, if the last 10 years have been amazing, it looks like the next 10 are on course to top that. Not that it will be plain sailing!

“As the company grows we’re facing all sorts of new challenges,” van der Tempel admits. “We’re running a range of projects simultaneously, which means we need new staff. So we’re training new people to maintain our high standards of service. We’ve set up an extensive training program in the form of the Ampelmann Academy. Our experienced staff are training up the new recruits so that they know the technical, theoretical and practical aspects of how our systems work. We’re aiming to go faster and further than ever before.”

As well as building their staff, Ampelmann is going to increase its stable of platforms, spreading them out so that the firm is able to assist with projects across the globe.

“We’ve currently got 15 units of our core system so we’re going to keep building those,” van der Tempel explains. “We need to make sure we get reasonable coverage. Our systems are working at locations all around the world. What we want is to have units based in locations with a good spread so that we can mobilise them quicker. That will help us to expand.

In the mean time, we’re still working well on a job by job basis.”

We very much doubt this is the last we’ll hear about van der Tempel. This is a business to watch.

STRONG IN HYDRAULICS ADVANCED HYDRAULICS SYSTEMS PARTNER TO AMPELMANN

Endeavour Magazine • August 2012 • 79

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