Enterprise Africa December 2024

EDITOR’S LETTER

EDITOR Joe Forshaw joe@enterprise-africa.net

SENIOR PROJECT MANAGER Sam Hendricks sam@enterprise-africa.net

SENIOR PROJECT MANAGER James Davey jamesd@enterprise-africa.net

PROJECT MANAGER Harry Webster harry@enterprise-africa.net

PROJECT MANAGER Chris Bolderstone chris@enterprise-africa.net

LEAD DESIGNER Aaron Protheroe aaron@enterprise-africa.net

CONTRIBUTOR Manelesi Dumasi

CONTRIBUTOR Timothy Reeder

CONTRIBUTOR Benjamin Southwold

CONTRIBUTOR William Denstone

Published by

Chris Bolderstone – General Manager E. chris@cmb-multimedia.co.uk

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CMB Media Group 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. 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.

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It’s that time of year again… celebration, festivity, and relaxation for most. With many in South Africa about to shut up shop and only roll up the shutters in mid-January, those critical last-minute tasks are being ticked off, and the sparks around the braai are hotting up.

This year, the festive break is well deserved. It has been an extremely challenging and difficult year for many businesses. Even those that have performed well have had to grind out results. While the pandemic seems like a distant memory, its legacy lives on and companies are still faced with the uncertainty cooked up during that period today.

The JSE performed reasonably well, and the other African exchanges were also reasonable and relatively stable. Tourism has rebounded well – we get the best insight from BIDTravel CFO Vivian van Wyk. Liquid fuels have been important for the region as the green transition remains slow. Reef Tankers Managing Director, Vic Ferreira tells us more about moving product around southern Africa. The automotive space has been challenged with much confusion around the global shift to electric powered transport. Passenger cars should be ready to make the switch, but many are not ready from an infrastructure and cost point of view. Add in constant port issues around the South African coast, and it makes for a bleak outlook. But if you manufacture locally, like UD Trucks, then you have a clear advantage. MD Filip Van Den Heede tells us that the business is enjoying a prosperous time while others sit all at sea.

For these businesses, there has been no luck this year. It has been all about grafting and fighting to hang on to market share, and growth through innovation and forward thinking.

If you have done remarkably well this year and are expecting good things in 2025, get in touch and let us know the secret. Equally, if you’re ready for a break after a strenuous 12 months, tell us more about what has made it so hard. We’re always online at LinkedIn

Enjoy any break you might have, and we’ll be back with you in 2025 for more success, more entrepreneurialism, and more uniquely African innovation.

Joe Forshaw EDITOR

REEF TANKERS Passionately Driving Up Standards

UD TRUCKS Building Better, Going Further

BATHU With You Every Step of the Way

SERENGETI BREWERIES

Fresh and Bright SBL in Cheers to TZ

FOSKOR

Enabling Food Security in South Africa and Worldwide BIDTRAVEL

Diversification & Development Strategy Paying Off for BIDTravel

NATIONAL HEALTH LABORATORY SERVICE (NHLS) Delivering Indispensable Services Through Extensive National Network

RHEINMETALL DENEL MUNITION Ambitious RDM on Aggressive Growth Journey

FIDELITY SERVICE GROUP Facing Crime Head On

REEF TANKERS

Passionately Driving Up Standards

PRODUCTION: Harry Webster

When Vic Ferreira started Reef Tankers, he knew there was space in the industry for a player that was recognised as a truly high-quality provider. Growing from one vehicle to a major fleet covering all of South Africa, the entrepreneur and his team have taken the sincerely want to make a change, the first thing you must do is to raise your standards.” Reef Tankers is ‘Driven by Passion’, and that is what makes it an industry leader.

INDUSTRY FOCUS: LOGISTICS

Vic Ferreira, Executive Managing Director

//For a quarter-century, one specialist haulage business in South Africa has been growing, adapting, and progressing. Reef Tankers, established in 1998, is a specialist logistics firm with a national presence. The company moves vital products – liquid and gas fuels, and chemicals – allowing for industry and economy to accelerate.

Executive Managing Director, Vic Ferreira, tells Enterprise Africa that the company has gone above and beyond to ensure its quality and excellence mirror that of its clients. This can’t be done, he says, without being driven by passion.

“That is our ethos, we are Driven by Passion and that transcends the company.”

Currently, a team of more than 460 people oversee an industry-leading fleet of vehicles and manage a client list that includes some of the most

integral organisations in South Africa. Growth over the past 25 years has been impressive, and Ferreira wants to utilise the company’s robust platform to improve and diversify, taking pole position in the markets it serves.

“We are focused on petrochemicals, mainly diesel. In the last three years, we have embarked on a diversification project and we now have 14 vehicles that transport various chemicals,” he says, reminding of the intense competition in the South African logistics industry. “We also have two LPG tankers that we have been running for more than two years for Total Gas, and we have an emulsion tanker working for AECI. This diversification project is about understanding how we can grow and what opportunities are out there.”

He adds that expansion into the chemicals space has been a major success, and the company is also very excited about the LPG industry where

it expects to sign contracts with clients imminently, opening investment into new equipment and infrastructure.

RADICALLY REDUCING EMISSIONS

High on the agenda for Reef Tankers is an ongoing drive to reduce emissions. This mission reflects the need from clients to demonstrate decarbonisation through the value chain. By investing in modern vehicles, alternative fuels, innovative technologies, and industry certifications, Reef Tankers positions itself ahead of others.

“We have recently embarked on a journey with our first Compressed Natural Gas (CNG) vehicle, made by Scania,” says Ferreira. “We are working for a distributor, handling all local deliveries. Instead of using diesel prime movers we found a CNG prime mover to transport that product. We are very excited about the ability to move CNG with CNG power as it is environmentally friendly and reduces emissions.

“We are busy running a tyre innovation with Michelin – the Green Tyre project. The tyre runs cooler, saving money on fuel costs. We are running the pilot and it is all about improving efficiency and reducing emissions,” he adds.

The company has also introduced vehicles with Euro 5 technology to its fleet. South African legislation dictates that new vehicles should be of a minimum Euro 2 standard, but Reef Tankers is again keen to separate itself from the market, aiming instead for Euro 5 which legislates that carbon dioxide in emissions is drastically reduced and innovation is required to improve SCR catalytic converters and modern combustion chambers.

“It’s a big positive for us – we want to be a part of the battle against carbon emissions,” Ferreira highlights. Reducing emissions and contributing to longer-term sustainability goes beyond technology for Reef Tankers. The company

Continues on page 10

TAILORED SOLUTIONS THAT DRIVE MEASURABLE OUTCOME

POWERFLEET AND REEF TANKERS: A PARTNERSHIP DRIVING SAFETY AND EFFICIENCY

In the complex world of hazardous material transportation, safety and efficiency are non-negotiable. For over a decade, Powerfleet, a global leader in AIoT (Artificial Intelligence of Things) fleet management solutions, has partnered with Reef Tankers to address the industry’s unique challenges.

This partnership has not only transformed Reef Tankers’ operations but also reinforced Powerfleet’s role as a technological innovator in the transportation sector. By working on numerous projects to address specific challenges in hazardous materials transportation, Powerfleet has focused on improving road safety, enhancing operational transparency, and reducing costs through intelligent fleet management.

By leveraging Powerfleet’s cutting-edge solutions together with the legacy MiX Telematics Essential and Premium hardware and online platforms, which provide unlimited access to comprehensive vehicle and driver data, as well as additional services such as the Beame Stolen Vehicle Recovery service, Track and React Lite Bureau service, and Vision AI—a fully integrated video telematics solution powered by Artificial Intelligence technology—this further enhances the fleet’s safety and operational efficiency.

This combination of telematics solutions and Vision AI camera systems has contributed to a measurable reduction in incidents and insurance claims by promoting good driver behaviour. It played a crucial role in a Reef Tankers driver being recognised in 2023 as a Hollard Highway Hero for Best Driver, highlighting the tangible value of Powerfleet’s solutions offerings.

Looking ahead, the newly launched Unity Operations Centre will transform how Reef Tankers manages its operations by demonstrating the ultra-modern Vision AI Co-Pilot technology. This intelligent driver assistance system utilises AI to proactively enhance safety through real-time analytics and feedback, effectively managing risk via predictive analysis, proactive interventions, and immediate alerts. Consequently, this leads to optimised logistics, better decision-making, and improved service delivery to Reef Tankers’ oil and gas clients, who depend on seamless, safe, and efficient transportation solutions.

Powerfleet’s commitment to providing tailored solutions that drive measurable outcomes supports Reef Tankers in maintaining their competitive edge by offering access to industry-leading technology and expertise. This showcases how strategic partnerships can achieve mutual success in even the most complex industries.

INDUSTRY FOCUS: LOGISTICS

Continued from page 8

is embarking on a number of campaigns to ensure it is sustainable and true to its promises.

SUSTAINABLE & SAFE

When it comes to moving hazardous and dangerous cargo around South Africa’s vast and unpredictable road network, bigger and faster is not better, says Ferreira. Those that adhere to world-class standards, and those that focus on safety and reliability are the partners that offer more.

“Our safety culture is impressive,” he states. “We drive zero-harm very hard. We have an academy in which

we train all staff, and we have learned a lot through that process. It’s all about employing the right people, spending the right amount of time with them, and getting them through the relevant assessments. We end up spending a lot of time on this process and that means we know people very well – that has been a great success.”

The highly skilled and involved culture means that the Reef Tankers can back up its claims with independent certification. Without the energy of the team, and the enthusiasm for being better, this would not be possible.

“We are ISO certified, and we have been certified for 15 years. We have ISO 9001, 14001, and 45001

accreditations. We have the SANS 1395 accreditation which is becoming important and is increasingly requested by local companies.

“We are affiliated as a signatory and award-winner with the Chemical and Allied Industries Association (CAIA) and that measures incident stats and runs campaigns around innovation. That is a very important signatory for us as it is essential to gain this awareness for our industry,” explains Ferreira.

The company is also Road Transport Management System (RTMS) certified with the equivalent of an ISO 39001 management system, and Safety and Quality Assessment for Sustainability (SQAS) accredited.

“Few of our competitors can boast such a high level of compliance,” says Ferreira, adding that the company is also a Level 1 BBBEE company.

GROWING THROUGH PARTNERSHIP

In a marked difference to other country strategies, South Africa is seeing more freight moved back to the tarmac, as the declining rail network and challenged air freight space make hauling vital cargo over road a more realistic option. The region has major potential as an exporter, but port congestion has put the brakes on for those looking at international markets. It’s a tough time, and that is why it pays to partner with a reliable partner that understands the

workings of the logistics industry.

Reef Tankers has relationships with the country’s best technology organisations, and works closely with international automotive brands to ensure its growth can continue through the delivery of success for clients. For Ferreira, the key is efficiency.

“We are one of few companies that has a control tower, and from here we can take orders and communicate those to our terminals and depots,” he describes. “We can then create a schedule and this is vital to ensure that you have no miscommunication around orders. We are extending our control tower so that we can measure different things including

// IN THE LAST THREE YEARS, WE HAVE EMBARKED ON A DIVERSIFICATION PROJECT AND WE NOW HAVE 14 VEHICLES THAT TRANSPORT VARIOUS CHEMICALS //

efficiency, performance, utilisation, and we are implementing the risk side of things. Not many companies have that facility and we are building a

INDUSTRY FOCUS: LOGISTICS

// OUR INTEGRITY, OUR OPERATIONAL FUNDAMENTALS, OUR ALIGNMENT WITH OUR CUSTOMERS IS SECOND TO NONE //

strong partnership to further that.”

The risk for Reef Tankers is large. In its fleet, the company boasts two Q55 fuel tankers capable of carrying 48,000 litres of diesel and 52,000 litres of petrol. This extremely valuable and highly sensitive payload simply cannot be mismanaged. The situation is similar for each vehicle and so risk mitigation is critical.

“Compliance is critical. Our customers are always

auditing us,” says Ferreira.

“Many companies run a thirdparty forensics system, but we have an internal forensics department which works with management – that is a great value-add. That department works with the oil companies and that means we know about activity in the industry, and that is useful info for our contract managers, fleet coordinators, and customers.”

Reef Tankers also runs an inhouse maintenance response allowing for fast turnaround should vehicles require attention, and the entire fleet is equipped with tyre repair kits and 360 cameras. “This means we are more efficient than others,” says Ferreira.

He is also proud of the fact that the SA public can see Reef Tankers coming. A preventative maintenance schedule is implemented every six days, keeping vehicles sparkling and actively checking

over for issues. To ensure longevity, vehicles also receive a refurbishment review every 24-36 months to ensure optimal performance. “We do a lot of KPI tracking – we are big on monitoring and measuring. This creates a culture of excellence internally,” he adds.

ADAPTING & CHANGING

Going forward, Reef Tankers must continue to adapt to changes in the market if it is to remain in front of the pack. The company knows how to ride out peaks and trough in the economy, but with shocks now coming from all angles, at all times, the requirement for nimbleness is essential.

“The whole fuel sector has changed. We have had local refineries closing down and disinvestment from overseas,” Ferreira details. “The country is now reliant on just two refineries. A good portion of stock is stored on sea,

and everybody is importing products. That brings external challenges – war, climate, logistics, currency etc. Everyone is always watching product availability.”

With many long-haul transporters also impacted by uncertainty in the coal sector, Reef Tankers – a major mover of fuels – is having to find fresh flexibility as it works to keep customers happy.

“It has been a challenging period, and we have had to change the way we manage, change our mindset, and change our strategy,” Ferreira reiterates.

“We have to be agile and flexible within our contracts to ensure we are in the right space. And it’s not just us, the oil majors are feeling the struggle. Running costs don’t ever decrease and so you have to ensure you have the throughput. That is why we measure utilisation so closely – we must ensure profitability.”

This goal is shared internally

and agreed on by department heads at yearly Operational Excellence meetings. Each of the fleet managers, contract managers, and senior leaders engages with realistic targets, using their experience to assist each other in the overarching mission.

“It creates a culture of collaboration and this is a critical concept as it develops ownership for those that design the plans and for those that participate in them,” says Ferreira, again highlighting the importance of the Driven by Passion mantra that is carried through out the business.

The end result is success. Reef Tankers continues to ride in top gear, growing year-on-year, taking on new customers, opening up new markets, and upskilling more people. There is no constant shifting of lanes – with Reef Tankers the destination is clear for all, and the company gets there by

doing the best and being the best.

“Our integrity, our operational fundamentals, our alignment with our customers is second to none. Our team is totally committed to ensuring excellence is maintained and safety is the priority,” concludes Ferreira.

As quick as the industry changes, Reef Tankers is on the pulse. Always improving safety and sustainability credentials, and delivering unrivalled quality for clients, this industry leader delivers what few others can on the trying roads of South Africa – trust.

UD TRUCKS

Building Better, Going Further

PRODUCTION: Harry Webster

The robust and reliable nature of the UD Trucks range has made it the first choice for many in Southern Africa’s logistics industry, and MD Filip Van den Heede wants this to continue as the company accelerates its progress on product and service into 2025.

INDUSTRY FOCUS: AUTOMOTIVE

//UD Trucks SA has carved out a reputation for itself by going the extra mile for customers. Drivers know they can trust their vehicle, companies know their fleet is reliable, and mechanics know upkeep will be efficient.

“Our manufacturing base, which has been here a long time, is very strong,” says MD, Filip Van den Heede. The company’s more than 200 people helped sell more than 3000 vehicles last year – a triumph for Van den Heede who heads up the largest operation for UD Trucks outside of Japan.

“We have been advancing through the Japanese ideal of Kaizen – gradually improving – and we have seen big advances across service and sales,” he says.

UD Trucks opened in South Africa in 1962 and is today part of the global Isuzu Group. Previously, the company was part of Nissan and Volvo, but the UD legacy has always been stamped on engines keeping the brand in the minds both internally and externally.

Today, the company is enjoying much success in a local and global economy rife with challenges, and in a regional industry packed with competition.

UD Trucks South Africa manufacturers and sells medium- and heavy-duty vehicles for the local market. A leading challenger brand, you can see UD Trucks traversing sub-Saharan Africa, with the silver UD logo sparkling under the African sun. Heavy industry is the catalyst of economic growth in this part of the world, with mining, construction, infrastructure development, energy, and agriculture dominant sectors. To serve these industries effectively, UD Trucks offers a carefully crafted range that is intentionally reliable, robust, and ready to go.

EXTREMELY STRONG

Since the reopening of the economy after the Covid-19 pandemic, Van den Heede and team have focused on delivering a full package for customers, not just a solid vehicle, but an entire ecosystem of services that is backed

up by a notable footprint across the region. This ensures customers receive what they value most – vehicle uptime.

“We provide excellent heavyduty and medium-duty trucks that perform for our clients, and we are extremely strong on the aftermarket business in SA and the neighbouring countries,” Van den Heede explains. “We are also looking into innovative transport solutions. We are advanced with connected services – we have many advanced telematics options for our customers, and we give them insight into how the vehicles are performing. We are also well positioned with service agreements, and we have made good progress in the last few years developing those service agreements which give customers uptime. Obviously, we have the more traditional services such as driver training and 24-hour breakdown cover, but what really sets us apart is the comprehensive service offering.”

This combination of product and service is a statement from a global business that is aiming for pole

position within the markets that it is active. Among the top three in Japan, where it is the leader in the tractor market, UD is a dominant player in sub-Saharan Africa. The company calls on a dedicated dealer network, which is made up of many longstanding partnerships, across 11 countries including Zimbabwe, Botswana, Namibia, Mozambique, and Mauritius.

“We have been working hard on what we call our ‘extra mile promise’. That is our brand guarantee, and it sees us doing more across the whole value chain for customers. This is evident in our service offering where we secure good uptime for customers and we have good connected services within the fleet. What differentiates us is that we are backed by Japanese quality, reliability, and durability. Also, our vehicles are highly fuel efficient and they are fit for purpose. They are not about bells and whistles, they are durable and provide the features that our customers really value,” says Van den Heede.

Aftermarket is an area where UD Trucks is particularly strong. The company is partnered with a number of brands across the supply chain, delivering genuine and like-forlike replacement parts into South Africa, where UD engineers across the network keep a comprehensive stock. Even though carrying stock in this way comes at a price, the company is committed to its promise of increased uptime and efficiency.

“Availability of parts at our dealerships is exceptional,” says Van den Heede, adding that cheaper brands cannot match UD’s aftermarket support or uptime.

The concentration on a premier aftermarket service comes as the company looks to highlight potential increases in Total Profit Over Lifetime (TPOL) over Total Cost of Ownership (TCO). For Van den Heede, UD Trucks goes much further than low TCO.

“The vehicle, the service, the

uptime is all included, and we aim to maintain a high level across our entire network. We take extra costs to have good parts availability and to have skilled dealerships. This helps to optimise TPOL,” he says.

LONG-TERM SUSTAINABILITY

Working closely with customers, UD Trucks has heard the call from around the world, and is looking to modernise to deliver lower emissions vehicles. In South Africa, this is a choice of the company, not a legislative directive, demonstrating the strength of internal commitment to environmental care while not compromising on performance.

“It is very close to our vision and strategy,” explains Van den Heede. “We were the first manufacturer in the country to introduce Euro 5 emission standard vehicles, produced in South Africa. Our competitors may have introduced these vehicles, but always on an import basis. We have scaled up the skills in our factory to have a range of heavy-duty offered completely as Euro 5. South African legislation is at Euro 2 and so we are far behind when it comes to international standards.”

European emissions standards define the acceptable limit for exhaust emissions in the EU. The first iteration came in 1993 with Euro 1, and the latest governance was released in 2014 with the Euro 6 standard. Euro 7 will come into play in 2025. Euro 5 standards centred around lower CO2 emissions in exhaust output, whereas Euro 6 has focused on nitrogen oxide (NOx). For Van den Heede, and for UD Trucks President Kouji Maruyama, realising a more sustainable logistics industry is paramount.

“We feel from an emission point of view, linked to our vision of Better Life, we only bring in Euro 3, but we really prefer to have Euro 5 on our agenda. That is our short-term sustainability focus and I think that will help South Africa with its emissions challenge.

“We are also looking at alternative fuels alongside some of our customers. We want to bring in gas solutions with Compressed Natural Gas (CNG) and Liquefied Natural Gas (LNG). We are also looking at our Fujin and Raijin solutions which is automation and electrification of our vehicles. Many prototype vehicles are being tested with customers currently in

Filip Van den Heede, MD

INDUSTRY FOCUS: AUTOMOTIVE

Japan. We don’t feel the affordability is there yet to bring those vehicles to South Africa on a grand scale.”

ADAPTING TO THE MARKET

Since the Covid-19 pandemic subsided in South Africa, many companies have seen a quick bounce back with customers returning in droves, and spend flowing through various industries to bring capacity back online. However, new challenges and hurdles have rapidly relaced those of 2020, giving industry leaders more to consider.

“We thought the worst was behind us,” suggests can den Heede. “War in the Middle East and Ukraine has strained supply chains significantly, and we are a global company which is exposed to the unpredictability that comes with that. Compared to the pre-Covid period, this level of uncertainty and volatility was unheard of. Logistics from Asia to South Africa, and the unpredictability of the lead times, has created massive pressure

in supply chains for both our own factories and our aftermarket promise.”

Combine this supply chain atmosphere with the general uncertainty at global level around the future of the industry, as transport emissions come under increasing pressure, and the automotive sector sits within an unpredictable environment.

“We are now adapting to the market with all of the supply chain challenges, logistics challenges, customer needs that are changing, and the delay of purchasing new vehicles so keeping the aftermarket offering solid,” says Van den Heede of the company’s longer-term plan.

He adds that UD Trucks is also, deliberately, very involved with a local supply chain, regional upliftment, CSR campaigns, and ongoing people improvement initiatives to ensure that the company can drive industry leadership locally.

“We are now a Level Three BBBEE company. We were awarded by the National Association of

Automobile Manufacturers of South Africa (NAAMSA) as the first heavyduty manufacturer to come up to Level Three last year, and we have maintained that this year. We also achieved awards for youth and female empowerment, and overall excellence. I have been driving this hard over the past couple of years and it all comes back to giving our customers more sustainable transport solutions.”

He highlights the company’s Ultimate Women Program, expanded in June 2024, which helps to empower and upskill women in the industry through the provision of opportunities that would not otherwise be available. A joint effort between the Commercial Transport Academy (CTA), Southern African Bus Operators Association (SABOA), and Clarendon Transport Underwriting Managers (CTU), this program is bringing fresh ideas to the sector.

“We have donated vehicles to give opportunities for the attainment of new roles. It’s an interesting initiative

// WE WERE THE FIRST MANUFACTURER IN THE COUNTRY TO INTRODUCE EURO 5 EMISSION STANDARD VEHICLES, PRODUCED IN SOUTH AFRICA //

from the CTA and we support that very much. It’s a nice eco-system that has grown from a CSR campaign, and with high level of unemployment in the country these initiatives are vital,” says Van den Heede. Similarly, across the supply chain – which Van den Heede views as a singular value adding operation – there is robust partnership and shared ambition. Local and international partners support with spare parts and equipment. Infrastructure partners are typically international organisation but

maintenance of the manufacturing facility is a local operation. Technology providers on the service side are both local and global, and everything from telematics to digital transformation is vital for the ongoing sustainability of the company. “We also have a lot of partners here in South Africa that are helping us with our sustainability drive, including solar energy companies that will help us reduce our emissions at our factory. Downstream, we have suppliers that help us with competency training across our dealers and importers across Africa,” he explains. Ultimately, these collaborations form part of the wider UD Trucks foundation for sustainable growth which is centred around people, planet, and better logistics under the banner of Better Life. “Again, we work on this following a kaizen approach,” Van den Heede states. He joined UD Trucks in 2008 after working in the automotive industry for most of his early career. He has headed up various divisions of UD

Trucks globally, and was responsible for launching the company’s Croner and Kuzer product ranges in 2017. In 2020, just at the worst time, he moved to South Africa. “There was lockdown and months of very little sales. Keeping the company sustainable through that, without dramatically impacting people, is something I am proud of. It has created loyalty in our teams.”

Utilising the fantastic product range at UD Trucks’ disposal, and harnessing the loyalty of the fantastic team, Van den Heede is looking forward with a growth appetite. He remains confident that locally manufactured trucks for the local market, created alongside a world-class local value chain, and backed by industry leading service provision will allow UD Trucks to continue going the extra mile.

BATHU

With You Every Step of the Way

PRODUCTION: Jamie Waters

Much more than simply a story of sneakers, says MD Cedrick Diphoko, the Bathu ethos, “is about owning your destiny, staying true to who you are, persevering, following your dreams and doing something you are passionate about.” Through a world-class sneaker brand Bathu is portraying the truest representation of Africa and its qualities, creating sustainable jobs and reigniting hope in its people.

Cedrick Diphoko, Managing Director

INDUSTRY FOCUS: FASHION

//In townships across South Africa, the word ‘bathu’ can be heard in use daily to describe a shoe. Bathu the brand, meanwhile, was established in 2015 in a local township - Alexandra -and has since grown exponentially to now number 32 stores nationwide - soon to be 35 - and a staff complement of over 300 employees, predominantly youth.

“It’s a story of walking your journey, and this is Bathu’s tagline,” summarises MD Cedrick Diphoko of the company’s meteoric rise. “We are more than just a sneaker business, but a beacon of hope that each person has valid and attainable dreams regardless of background and unfavourable

personal circumstances,” he details, “Our motto is centred around our mission statement of reigniting hope and creating sustainable employment. We believe everyone is on a journey; it is our mission to equip, ignite and enable that journey.”

AFRICAN HEART

Bathu opened its first physical store in 2018 in Newtown Junction Mall, Johannesburg, the same year in which its first delivery vehicle was purchased. Two years later, one of founder and group CEO Theo Baloyi’s starting pillars for Bathu, to create 100 meaningful jobs, was achieved. “Then in 2021, Bathu was ranked ninth in Africa’s

most recognisable brands,” Diphoko interjects on this startlingly rapid rise to stardom. “This was an achievement in our mission towards being a truly African brand and one that validated all the hard work,” he assesses. Rejected by 13 different shoe factories at the outset, before finally succeeding in bringing to life his Mesh Edition Sneaker, Baloyi has had to entirely embody the core Bathu principles of hope and perseverance; just a few years on, and it is plain that constant and marked progress is now the order of the day. “The business is constantly growing, and this growth is linked to different needs in each of the different diverse markets in

which we trade,” says Diphoko.

“Strategically, we definitely want to scale and expand, and we are aiming to grow the business into Pan-Africa - or, more specifically, SADC. We are aware that two things are required of us in order to succeed in these aims: a compelling product, and the right human capital - a workforce positioned to carry out our mandate everywhere we want to be.

“From a proposition point of view,” Diphoko furthers, “we say that we are a South African sneaker brand that all Africans can proudly affiliate with - the same needs to be said, constantly, of our service offering and our delivery, and we therefore need the very best representation of our product throughout all parts of the continent.”

Next in Bathu’s expansion sights is one of its nearest neighbours, Namibia.

“We should have a fully operational retail store there on November 1st this year, and we are, furthermore, exploring the opportunities Nigeria and Kenya could hold for us.” These locations have, themselves, been strategically selected, with Bathu’s roots and ethos at the heart of the reasoning. “Our intent is to have fulfilled our goals within Africa via these places, before then going into other major segments like New York, London and Dubai,” Diphoko explains.

“Being a proudly premium South African local brand, our affiliation needs to lie squarely with Africa, and it should be at the epicentre of the experience and of the product first, before it then goes out to the world.

“Our core business model is based bricks and mortar, and in retailers is where we continue to witness the biggest levels of growth and conversion,

from a financial standpoint,” comments Diphoko, with A Mall of Africa store having just opened to be joined imminently by a site in one of South

// WE ARE A SOUTH AFRICAN SNEAKER BRAND THAT ALL AFRICANS CAN PROUDLY AFFILIATE WITH - THE SAME NEEDS TO BE SAID, CONSTANTLY, OF OUR SERVICE OFFERING AND OUR DELIVERY

//

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INDUSTRY FOCUS: FASHION

Africa’s largest shopping centres, Menlyn Park. Naturally, Diphoko stresses, there is increasingly more territory to be explored beyond the physical, and Bathu is well ahead in this regard too, he reveals.

“I firmly believe that our e-commerce platform is an especially compelling one; it leaves no-one behind, and essentially means that we have a global store, operating 24/7, so that anyone, wherever they are in the

world, can trade with us and purchase our products. This model is showing us significant growth, too, and digitisation of the business is a central focus for us - between April this year and last, we witnessed a 98% increase in digital sales.

“We are constantly seeking ways to strengthen our digital portfolio.”

FIRST MOVER

The South African footwear market continues to show extremely positive signs, Diphoko informs; in 2024, it is projected to grow by 84%, and by 86% and 89% for the two years thereafter.

“I believe that there is a big enough pie here that we are all able to enjoy a slice,” he says. “The truth is, though, that we are fortunate to have a first-tomarket advantage, too: from a sneaker company perspective we were the first

to do it, and the first to do it right.

“All it takes from us is to ensure that we always have a compelling strategy and designs that fit the market, for a long time a great competitive edge for us, and to remain confident in the business and

// BATHU WILL BECOME AN INTERNATIONALLY BENCHMARKED COMPANY AND A CASE STUDY OF HOW TO DO

BUSINESS WITHIN THE AFRICAN CONTEXT

understanding our objectives,” he adds.

“Understanding the buying power of the shopper, and answering to where the retail confidence is really high, is also key, and these are our three most important differentiators.” Bathu’s ambitious growth strategy, translating to a continual 22% year-on-year improvement in all aspects, immediately become infinitely attainable on hearing Diphoko’s assessment of what sets the company apart in a packed market.

“I absolutely envisage Bathu being a global business that can stand the test of time, be internationally-benchmarked and be a case study of how to do business within the African context, with a fair representation of our products in every single part of the world,” Diphoko responds when asked what the coming years will hold for the company. “These

are the things that I wake up and live for - opening a Bathu store in London’s Oxford Street, for instance, where people come, touch our wares and experience this beautiful continent, rich in culture, minerals, style and flair.

“We will strive to realise our vision, our mission and our strategic intent, and live to our promise as a business to be impactful and be a proud partner to Africa - it has been a great journey so far, and a promise than we are more than living up to.”

Fresh and Bright SBL in Cheers to TZ

PRODUCTION: James Davey

Serengeti Breweries Ltd is celebrating as the largest bottled beer brand in Tanzania and as a trusted partner to the communities in which it operates. This status will help the company to grow further in the coming decade, as it looks to solidify its position ahead of the chasing pack.

INDUSTRY FOCUS: FOOD & DRINK

//Beer is big business in Africa.

The beautiful, bitter, and bold creation - the result of the combination of hops, yeast, barley and water – is consumed all over the continent. The effervescent appetite for beer is notable, especially in Africa’s top consuming countries. Namibia, Gabon, South Africa, the DRC, Kenya, Tanzania, and Uganda make up the top seven for African countries with the highest beer consumption per capita, according to Business Insider Africa research. Behind water and tea, beer is the third most enjoyed drink globally.

Tapping into this insatiable demand is East African Breweries, the local brewer and distribution business of global beverage corporate, Diageo. Through its subsidiary, Serengeti Breweries Ltd (SBL), the organisation delivers a

flight of brands to suit every taste.

Based in the north of Tanzania, close to the Mount Kilimanjaro National Park, SBL employs a large local workforce in a big brewing operation, taking local ingredients and manufacturing that refreshment that the East African market is desperate for.

Three bubbling golden beers – Serengeti Premium Lager, Serengeti Premium Lite, and Pilsner Lager – are complemented by one of the world’s favourite brands, Guinness and Guinness Smooth.

At the same time, SBL is the home of much-loved spirits Smirnoff, Johnnie Walker Black Label, Tanqueray, Cîroc, Captain Morgan and more.

This portfolio makes SBL undoubtedly a regional powerhouse in the beverage industry. Tanzania’s restaurants, bars, wholesalers, retailers,

and many more have partnered with the company to pour the world’s best for drinkers all over the country.

Understandably, the company is proud of its position and its heritage.

“Our purpose is celebrating life every day, everywhere,” SBL states.

“Our ambition is to be one of the best performing, most trusted, and respected consumer products companies in Tanzania. We are in a strong position to achieve this due to the scale of our business and our desire to continuously improve our performance.”

DIAMOND REBRAND

Established in 1988 as Associated Breweries, the company grew quickly and was acquired in 2010 by East African Breweries. In the past 15 years, the operation has doubled in size

© Serengeti Breweries

through investment and innovation. Now with three breweries - Dar es Salaam, Mwanza, and Moshi –SBL also boasts a specialist spirits production facility for the creation of local brands such as Bongo Don, a very-Tanzanian gin product typically enjoyed with fruit juice.

In May 2024, SBL rebranded its core range to reflect a modern and progressive business that embodies the Tanzanian mantra of resilience and progress. Now recognised as the largest bottled beer brand in the country, Serengeti held a ceremony alongside new brand ambassador Diamond Platnumz, Tanzania’s latest music sensation, under a firework-lit sky, as it added Serengeti Lemon to the product suite.

“We are thrilled to embark on this exciting journey, marking a new

chapter in the Serengeti story. Our refreshed look and innovative products like Serengeti Lager, Serengeti Lite, and the newest addition, Serengeti Lemon, reaffirm our commitment to offering exceptional experiences to our consumers,” said SBL MD, Obinna Anyalebechi, adding that the brand had reached such heights thanks to a reciprocated love between Tanzanians and SBL.

Head of Beer Marketing, Rhona Namanya added: “Serengeti is more than just a beer; it represents the vibrant spirit and essence of Tanzania. Our re-launch is a testament to our dedication to staying true to our roots while embracing a forward-thinking approach.”

Diamond Platnumz (real name Naseeb Abdul Juma Issack) who hails from Tandale in Tanzania’s

SERENGETI BREWERIES

largest city, Dar es Salaam, was equally as excited about the future with Serengeti. “I am excited to join the Serengeti family! Collaborating with a brand that resonates with the energy and spirit of Tanzania is something to be proud of,” he said Guinness remains a key product for SBL. Brewed in Kenya since 1965 and enjoyed throughout the continent since the early 1900s, the strong stout is a top earner and a world-famous brand that draws consumers into pubs, bars, hotels, and other outlets. Stronger than the standard Irish recipe, Foreign Extra is smooth and comforting with the classic burnt bitterness that has separated the brand from others for generations. Currently, the European market is facing a shortage of Guinness as capacity constraints have forced distributors to limit supply, leaving

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INDUSTRY FOCUS: FOOD & DRINK

retailers and landlords up in arms. No such issue is faced in East Africa with SBL on top of its supply chain and manufacturing processes, driving efficiency and satisfying demand.

TASTY CSR

Away from product, SBL is an effective and responsible corporate player, going above and beyond to benefit the communities in which it operates. In

December 2023, the company claimed several accolades at the Association of Tanzania Employers (ATE) Employer of the Year Awards.

SBL was named first Runner-Up position for the Local Content Employer of the Year award, acknowledging its significant contributions to the Tanzanian economy and efforts to enhance local community well-being; second Runner-Up position in the Private Sector Employer of the Year category, celebrating its peoplecentric business practices; and second Runner-Up position for the Employer of the Year award, celebrating exceptional management policies and dedication to best business practices.

“These awards reflect SBL’s continuous pursuit of excellence, innovation, and adherence to the highest ethical standards. We

SERENGETI BREWERIES

extend heartfelt gratitude to all our stakeholders, whose unwavering support played a pivotal role in achieving this remarkable recognition,” commented SBL HR Director, Conrad Edward Msoma.

Away from the glitz of awards ceremonies, SBL partnered with WaterAid Tanzania in May to help provide clean water for the people of Handeni, a rural town in the country’s northeast. Started in January 2023, the project saw SBL fund the building of a dam as part of its Water Replenishment Project (WRP).

“It benefits over 2,000 residents of the coastal region,” said SBL Communications and Sustainability Manager, Rispa Hatibu. “The dam has an annual water yield of 137,000 cubic meters, the approximate equivalent to over 53 Olympic

swimming pools. The water will be used for human consumption and in other economic activities including fishing and livestock. This is the 25th project SBL has implemented across Tanzania in the past ten years, benefitting several communities.”

As well as clean drinking water, the WRP also benefits Sorghum farmers, with 87 smallholders already signed up to an initiative through which SBL supports by providing the resources they need including agribusiness training, the correct seedlings to grow the right sorghum for SBL products, and eventually sourcing deals for them. “This uplifts them economically,” says Hatibu.

Clearly, the brewing industry has a strong role to play when it comes to sustainability and upliftment across Africa. As private companies partner with national initiatives, the benefits

for the community improve drastically. In Handeni, the impact is being felt. Similarly, in South Africa, there have been major agricultural advances in barley production and management because of the success of big brewers.

In Uganda, renewable energy has been advanced quickly thanks to big brewing demand for energy security. And in Rwanda, climate change has been addressed by an international brewer who has partnered with local business to help develop long-term sustainability.

Here’s to the brewing industry, and cheers to beer, one of African businesses most underrated drivers of economic activity.

FOSKOR

Enabling Food Security in South Africa and Worldwide

PRODUCTION: Sam Hendricks

Standing as South Africa’s sole vertically integrated phosphate producer, Foskor is unerringly committed to enhancing agricultural productivity world-wide through the processing of phosphate rock concentrate, crucial in agriculture to stimulating and raising crop yields.

//Founded by the Industrial Development Corporation (IDC) in 1951 to produce phosphates for South Africa’s agricultural sector, Foskor remains its only vertically integrated producer of phosphate ore, phosphoric acid and granular fertiliser. Both locally and internationally, Foskor is a producer and distributor of phosphate rock, phosphate-based fertilisers, sulphuric acid, phosphoric acid and magnetite,

with close to 2,000 skilled individuals spread across its Phalaborwa Mining Division, Richards Bay Acid Division, and a head office in Midrand.

“We are the leading domestic producer and supplier of phosphatebased products,” Foskor declares. “Beyond serving the local market and SADC regional markets we supply phosphoric acid and mono ammonium phosphate to international markets - particularly India, the

world’s largest market of phosphate products - ensuring that our fertilisers contribute to crop yields worldwide.”

ESSENTIAL ELEMENT

“We supply phosphoric acid to other international markets including Brazil, Bangladesh, Saudi Arabia, the United Arab Emirates, Belgium and France, and while the bulk of our phosphate rock concentrate is used in our phosphoric acid manufacturing plant, we also

INDUSTRY FOCUS: AGRICULTURE

export available products to other international markets such Belgium, Norway, New Zealand and Japan.

“Our commitment to quality and sustainability drives our operations as we supply essential nutrients to farmers globally.”

Foskor is the leading South African supplier of granular fertilisers, the core ingredient in nitrogen, phosphate and potassium fertiliser products known as NPKs - the three primary nutrients plants need to grow. In undertaking its primary activities of mining phosphate rock and production of phosphoric acid and phosphate-based fertilisers, Foskor mines and beneficiates phosphate rock at its two opencast mines in Phalaborwa, in South Africa’s Limpopo Province, unearthing sufficient quantities of rock, carried by rail, to feed its phosphoric acid plant at the Acid Division in Richards Bay.

The 11th most common element on earth and fundamental to all living things, phosphorus is not only essential for the creation of DNA, cell membranes, and for bone and teeth

formation in humans, but also vital for food production. The majority of the phosphorus, an element that provides a quarter of all the nutrients that plants need for their growth and development, used in fertiliser comes from phosphate rock, a finite resource formed over millions of years in the earth’s crust, with 90% of the world’s mined phosphate rock used in agriculture and food production.

Such is the importance of this mineral, and the resultant everincreasing demand for it, it was revealed earlier this year that Foskor is considering supplementing its existing Richards Bay supply with alternative sources. A non-binding memorandum of understanding (MoU) was announced with junior mining company Minbos relating to a potential supply agreement from its Angola mine, with a series of bulk samples and trials slated to evaluate Minbos’ phosphate rock for commercial suitability.

“The company has been engaged with Foskor for some months as the two companies discussed how a

possible collaboration would work,” said Minbos MD Lindsay Reed in Mining Weekly, adding that the ahead of schedule completion of the company’s new deepwater Port at Caio had allowed both companies to progress their discussions.

STRONG FUTURE

At the end of last year, it was announced that Foskor’s primary shareholder, the Industrial Development Corporation (IDC), was set to revive its plan to list Foskor on the JSE following a year in which it posted a R2.8bn profit. A government-funded South African development finance institution, IDC has the objective of promoting economic growth and industrial development through different financial instruments such as debt, equity and quasi-equity, guarantees, trade finance and venture capital, to finance entrepreneurs and companies and help them to enhance their industrial capabilities.

The funds are limited to companies engaged in certain sectors,

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among them agro-processing and agriculture, chemical products and pharmaceuticals and mining.

“We know we cannot continue to be a 66% to 67% shareholder in Foskor,” IDC CEO Tshokolo (TP) Nchocho explained, “we need investor capital to flow into it; now its performance is improving, the prospects of a listing are getting even better.” Nchocho added that the definitive decision has yet to be taken by the board, in light of the time required to prepare for a listing and the importance that Foskor builds up its record to restore market confidence.

2024 has marked the first year of Foskor’s ‘Journey to 2028’ strategy, and was one of the most significant in its history. Not without numerous headwinds, influenced by unfavourable macroeconomic factors as well as external and internal challenges, robust

operations have been achieved during this business turnaround phase.

“Despite the challenges,” Foskor summarises, “we have begun to make inroads with the initiatives that will support growing Foskor into a stronger and more sustainable business.” Key aspects of this strategy moving forward include product diversification, the establishment of a green, reliable and cheaper energy supply and new downstream expansion in the value chain.

“Our 2024 performance demonstrates our resilience and ability to navigate difficult market conditions while maintaining our commitment to operational excellence and sustainable growth,” states Chairman Robert Michael Godsall. “As we move forward, we remain mindful of the dynamic global economic landscape and the specific

challenges facing our industry. However, we are well-positioned to capitalise on opportunities and overcome obstacles. Our strong foundation, coupled with our strategic focus on operational excellence, sustainable growth, and ESG integration, provides us with the tools we need to thrive in the years ahead.”

“Our mission is to be an enabler of food security in South Africa and across the globe,” Foskor concludes. “We strive to produce and enable the production of fertilisers in a responsible, sustainable, and inclusive manner to the benefit of all.”

Diversification & Development Strategy Paying Off for BIDTravel

PRODUCTION: Harry Webster

Leading corporate and leisure travel management group, BIDTravel, has been through thick and thin over the past five years. Now, a stable and strong leadership team is helping to deliver consistency through diversification across its portfolio. CFO Vivian van Wyk talks to Enterprise Africa about balancing business and investing now for the future.

INDUSTRY FOCUS: TOURISM

//Diversification of the product/ service portfolio has never been more important for BIDTravel. Part of the wider Bidvest group of companies, BIDTravel offers corporate travel management, leisure travel services, and a range of associated offerings that feed into the wider travel and tourism industry.

The company is home to nine recognised brands, each an expert in its field. Simply, if you are a large multinational mining firm, sending many employees to projects overseas each year, or you are an individual looking for an authentic safari lodge getaway, BIDTravel has a solution in its portfolio.

In 2022, the company was emerging from the Covid-19 pandemic after a bruising. CEO Lidia Folli told

Enterprise Africa of the company’s successful strategy to survive. In ’23, the BIDTravel brand was enjoying a buoyant period as demand for travel skyrocketed with restrictions lifted in full. At the start of 2024, Folli explained that the company was adjusting as new trends began to take hold of the market.

Today, CFO Vivian van Wyk explains that the BIDTravel proposition is very attractive, and by diversifying across different aspects in the industry, the organisation has positioned itself perfectly for long-term growth and sustainability, mitigating against seasonal fluctuations in demand.

“We have seen good activity across the board and the corporate travel businesses – Rennies, CWT, and Travel Connections – have seen a steady business flow, but

not at the increased levels we were seeing previously,” he details.

“There has been economic pressure globally and locally, and we find that as soon as there is any kind of spending restraint travel is the first expense line that gets affected. For some of our global and listed companies, we have seen some contraction, but we are also seeing medium-sized entities picking up volume. There has been a substitution in business, but the net result is steady growth rather than the aggressive growth we saw in the past two years.”

WELL-HEDGED

South Africa is expected to achieve real GDP growth of 1.5% in 2025, according to Fitch Solutions. The reformation of state-owned businesses forms part of this prediction, but the

Vivian van Wyk, CFO

global ratings agency also admits that headwinds persist. BIDTravel has been through the toughest period of its existence in the past five years, and is now well-versed on riding out challenging economic conditions.

“Because of our scale, there are natural hedges for us. When corporate slows slightly, leisure travel increases. In South Africa, we are impacted by the holiday seasons. At Easter, corporate travel slows right down but leisure picks up quickly. Because we present in leisure, corporate and other type of travel, that does spread our risk,” says van Wyk.

He adds that the company is also now actively targeting small- and medium-sized organisations (SMEs) as it looks to further differentiate its customer base to ease reliance on

larger corporates. By making travel agency services more economic, and utilising digital tech advances to pass savings to customers, the group is building an improved offering for smaller businesses.

“Where we can benefit from automation to make those things easier, and drive volume, that is all art of our strategy. We want efficiency and automation to enhance our ability to service multiple smaller entities.”

The spread of activity across brands is also important. Demand for inbound leisure shows no sign of abating, and a positive mix of corporate and leisure is what has seen the company though 2024 with success.

“Local South African leisure travel is cyclical, but we are seeing decent demand. Our leisure inbound

businesses are doing really well. We are now almost expectant of seeing 20% monthly increases compared to the previous year and we do have to remind ourselves to be conscious of the realities. We are getting great demand out of the UK and the USA, and the appetite for leisure travel in South Africa is still great,” says van Wyk.

Challenges have come from those industries that work on project lifecycles, and those exposed to the global economic environment. However, the BIDTravel corporate offering is exposed to so much more than one industry.

“There is nothing specifically problematic,” says van Wyk, adding that from time-to-time larger projects tend to land all at one time and that can create large peaks and

INDUSTRY FOCUS: TOURISM

roughs within short periods.

“The motor industry – especially the more established brands - is also under some pressure globally and locally as we see an increase in Chinese imports. Mining is always up and down, and locally our coal and ore businesses have been flat. In Namibia, natural gas and other ores are performing strongly. I think we are just catching some of the downward sides on some of those cycles. Between Rennies and CWT, we have a very good presence in mining and motor, and those industries have flattened slightly. To make up that flattening with other smaller businesses is not easy, but we have managed that effectively,” he says.

ON THE LOOKOUT

To continue diversification of the portfolio, and to add further success to the organisation, BIDTravel is always

on the lookout for opportunities to expand through acquisition. The strong growth realised over the past two years has been organic and comes as the business rebuilds a very strong foundation. But to enhance the brand, van Wyk says that he expects the team to continue searching for new acquisitive opportunities.

“We don’t have a mandate to go and acquire in the shortterm,” he stresses. “We want to find complimentary businesses and we have identified where would like those to be. I think we might see something in 2025 because it is part of our strategic intent and there are opportunities out there, but nothing is underway just yet.

“We have been looking at options, at varying scale levels but there hasn’t been anything that we’ve really wanted to push over the line. We haven’t been chasing it that hard as we have been

focused on organic for now. We do see some opportunity areas that are away from our classic corporate Travel Management Company (TMC) offering, but we are Bidvest and that means we are always looking for bolt-ons that are synergistic with the rest of the business that can contribute to our scale,” he says, adding that the strategy of organic combined with acquisition is proven and well-established.

For those that could fit the BIDTravel agenda, there is a lot on offer and the funding and growth expertise in the group make for a perfect home for those with genuine ambition for better.

Van Wyk highlights the balance sheet, systems and process expertise, and leadership team as real draws.

“The diversity of business in BIDTravel and Bidvest at large does make it an attractive place for acquired businesses to be. A lot of businesses that have

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historically been acquired by Bidvest have realised appropriate funding for capex or expansion, as long as they are appropriately motivated.”

PEOPLE POWERED

Internally, to ensure long-term success, BIDTravel continues to focus on skills development. During the years of the pandemic, many experienced and highly skilled travel professionals fled the industry for sectors with continuity. This allowed for young people to step into fresh roles of responsibility when activity returned. Van Wyk reports that this has been a big positive for BIDTravel and so investment will continue.

“We have taken a big focus on growing skills internally,” he says. “There was stage when the travel industry was seeing people poached to keep the relevant skills in place. But we have seen

a big benefit from investing in younger talent. We have learnership programmes in place and we have partnerships with local tertiary education entities, and that provides the opportunity for people to get in early with some academic background, supported by on-the-job training in a BIDTravel environment. We are really seeing the effects of that. We are also seeing the impact in the midtier where people are concentrating on bettering themselves, shorter- and longer-term, through education.”

This progress has allowed the business to reinstate its culture of excellence, ensuring people understand they are the heart and soul of travel and tourism, whether corporate or leisure, and by going the extra mile everyone benefits. “As a service entity, our people are the asset, and we want to create an atmosphere of retention

and learning and development.

“We do a lot of volume and make a small margin, so you have to get things right. It’s a great group of people, a great leadership team, and a great culture. Things are looking good,” van Wyk smiles.

Going forward, if the country can add more capacity in the air, and if the global and regional economic environments can allow for stability, BIDTravel is positioned better than ever before to partner with corporate and leisure travellers to create unforgettable experiences.

Delivering Indispensable Services Through Extensive National Network

PRODUCTION: Sam Hendricks

South Africa’s largest diagnostic pathology service, the National Health Laboratory Service (NHLS) is pivotal in delivering indispensable laboratory and public health services to more than 80% of the population through an extensive national network.

INDUSTRY FOCUS: HEALTHCARE

//A national public entity established in 2000, the NHLS sets out to provide quality, affordable and sustainable health laboratory services, training and research, responsible for ensuring that diagnostic pathology services are provided to more than 80% of the South African population through its countrywide network of qualityassured diagnostic laboratories.

Formed in 2001 through the merger of the former South African Institute for Medical Research (SAIMR), the National Institute for Virology (NIV) and the National Centre for Occupational Health, the NHLS is a dynamic, focused health service provider of cost-effective and professional laboratory medicine through competent, qualified professionals

and state-of-the-art technology.

“We are supported by academic and internationally recognised research, training and product development to maximise healthcare delivery in South Africa,” the NHLS outlines.

ABUNDANT ACTIVITIES

Besides the network of pathology laboratories operated by the NHLS, a number of specialist divisions also fall under the institution’s umbrella. The NHLS assists with communicable diseases, occupational health, and cancer surveillance, and holds specialised institutes such as the National Institute for Communicable Diseases (NICD), created by combining various structures inherited from the NHLS’s parent organisations.

The National Institute for

Occupational Health (NIOH) investigates occupational diseases and performs occupational environment analysis through a variety of services, which encompass statutory autopsy, advisory and information services, health hazard evaluation and specialist laboratory services. The NIOH also manages the National Cancer Registry (NCR), which is responsible for analysing newly diagnosed cancer cases and to report annual cancer incidence rates.

South African Vaccine Producers (SAVP) is a further subsidiary of the National Health Laboratory Service, responsible for manufacturing vaccines and is the only manufacturer of anti-venom for a number of venomous snakes found in Africa.

Continues on page 46

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Continued from page 44

Forensic Chemistry Laboratories’ (FCL) facilities in Cape Town, Johannesburg, Pretoria, and Durban assist the country’s law enforcement agencies in matters such as analysing ante- and post-mortem blood for the presence of alcohol content, testing biological tissues and fluids in cases of alleged unnatural deaths and sampling food and cosmetics.

Critical to the South African healthcare system as its sole provider of diagnostic pathology services to a large portion of the population, in all the NHLS employs over 8,000 people and has laboratories across all nine provinces of South Africa.

“Our diverse activities include diagnostic laboratory services, pioneering research endeavours, comprehensive teaching and training initiatives, the manufacturing and production of life-saving anti-

snake and other venom sera, and reagents and media,” condenses Chairperson Prof. Eric Buch.

“These and other activities illustrate our organisation’s firm commitment to carrying out our mandate to provide cost-effective and efficient health laboratory services to all public sector healthcare providers, support and conduct health research and provide training for health science education in conjunction with medical faculties at universities and universities of technology.”

“With an extensive national network of laboratories, the NHLS is pivotal in delivering indispensable laboratory and public health services to more than 80% of the population.”

CYBER-HACK RECOVERY

In June the NHLS announced that it has been the victim of a ransomware attack which compromised its systems and infrastructure, causing

outages in disseminating test results to physicians and creating chaos for healthcare services across the country. Reportedly the actions of the BlackSuit ransomware group, it left the NHLS unable to process millions of blood tests including those screening for diseases like tuberculosis (TB) and HIV/AIDS, as well as the monkeypox outbreak impacting parts of Africa.

“The NHLS is handling this challenge with extreme urgency to ensure the timely and secure recovery of all affected operations,” the organisation made plain at the time, as it immediately set about implementing alternative plans to maintain business continuity and devising ways of making TB and HIV viral load historical test results available to clinicians. “The NHLS views this attack in a serious light with significant worry and is treating the situation with great urgency. The breach has endangered the safety and well-being of millions of public health patients.”

NATIONAL HEALTH LABORATORY SERVICE (NHLS)

“Despite the incident, the NHLS remains fully committed to providing high-quality diagnostic services to the public,” it assured, acknowledging the patience and the support of all impacted before the welcome update in August from Deputy Minister of Health, Dr Joe Phaahla, that NHLS operations had been fully restored.

“Deputy Minister Phaahla thanks the NHLS for its swift and tireless efforts to restore its laboratories to full operating capacity following a successful and comprehensive rebuilding of its information technology systems and infrastructure,” the statement read, with the NHLS poised to fortify its information systems against future threats. “Because more than 70% of healthcare decisions are dependent on their services, restoring

operations underscores its commitment to the country’s public healthcare.”

“These improvements reflect its dedication to maintaining the highest service delivery standards,” Phaahla assessed of NHLS’s commitment to investing in advanced cybersecurity technologies and implementing new protocols designed to enhance the security and resilience of its digital infrastructure. “It is strengthening its systems to ensure that any future challenge is met with minimal disruption to its essential operations, allowing it to continue providing critical health services to the country with confidence and integrity.”

Even in the face of enormous challenges, some near-impossible to plan for, the NHLS remains undeterred and undisturbed in its primary goal of

ensuring the overall care and wellbeing of patients by supporting a strong and effective public healthcare system. “We strive to provide highquality pathology and laboratory services that are clinically efficient and cost-effective,” the NHLS emphasises.

“The constant drive for process improvement is the key to a successful organisation, and we are committed to providing pathology and laboratory services through competent professionals and state-of-the-art technology, supported by evidencebased research, training, and innovation to enhance integrated service delivery to meet the needs of the population.”

Ambitious RDM on Aggressive Growth Journey

PRODUCTION: Sam Hendricks

Hoping to work on a major new contract, and growing through acquisition, Rheinmetall Denel Munitions is in a good place where demand is outstripping supply. The company is innovating and investing to enhance output while developing a reputation for world-class expertise.

INDUSTRY FOCUS: DEFENCE

//In a seemingly more unstable world than at any point in the last 30 years, the need for certainty and reliability is strong. As countries around the world beef up their security provision, many look for proven and predictable partners to assist in the deployment of technology that bolsters security.

From technological innovations, software, digital and AI products, through to weapons, ammunition, and mobility systems, Rheinmetall is a proven player in the defence space. Headquartered in Germany, but with a strong presence around the world including in South Africa, this is a company that can deliver what others cannot – trust.

“Rheinmetall is taking responsibility in a changing world. As an integrated technology group, we are in an excellent position to help shape the changes in the markets and achieve our ambitious medium-term goals

for sustainable, profitable growth,” explains Chairman, Armin Papperger.

In South Africa, the company is well known for its time as Denel, the former state-owned enterprise for defence. When Denel hit hard times in 2008, Rheinmetall acquired the business and Rheinmetall Denel Munitions (RDM) was established. Today, the company is a specialist manufacturer and distributor of largeand medium-calibre ammunition and artillery, mortar and infantry systems as well as plant engineering.

Focused on delivery for the South African military forces and the armed forces of other African countries, RDM can also supply into the Middle East, South America, and Asia.

BOOMING GROWTH

Previously, the company had concentrated on an initiative to green its manufacturing process by investing in a solar park that can

supply 4.2 million watts from 10,000 solar modules. That investment is already hailed as a success, and CEO Dr Frank Dirksen expects further growth in the next 12 months.

“Rheinmetall Denel Munition is on a growth path, continues to serve as a strategic global partner, and actively contributes to developing defence technology in South Africa. The Rheinmetall Group continuously invests in increasing Rheinmetall Denel Munition’s production capacity in response to the escalating demand for defence goods. We have started expanding within Rheinmetall Denel Munition, including acquiring land to expand one of our operations.  We expect our growth to double by the end of 2025,” he says.

Currently, the company is at home in Somerset West, with operations across Boskop, Boksburg,

Continues on page 52

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Proud Dangerous Goods Logistics Partner for Rheinmetall Denel Munition

“At Transglobal Cargo, we do not only offer the freight forwarding and customs clearing services, as well as transport logistics. We do a needs analysis for our clients, identify their main routes, carriers with strengths on such routes, best mode of transport and use the frequency of such services, we can plan ahead and put informed budgetary figures for cash flow planning.”

“When we handle projects, we do not get involved at the tail end, we assist in the early stages of any project, as this is where logistics or supply chain solutions are needed. At the time of shipping, all the ground work has been completed and its just a matter of execution and monitoring”

“Our precision in ensuring that shipments are packed correctly, transported and shipped, to meet the customer deadlines, is what we bring to the table. Where our competitors fear, we strive and succeed”

We are constantly pushing the boundaries and challenging the status quo, in our quest to improve ourselves and the industry at large, within the limits of any regulatory framework. We often challenge regulations, where they may be outdated, in view of the constant changes in IT solutions, new era technology and 4IR. This keeps us ahead of the pack at all times.

Mr James Xulu General Manager

Contact Us

+27 (31) 556-9900

+27 (72) 690 1617 James Xulu info@transglobal.co.za

20 Meridan Drive, Umhlanga Rocks, Durban, South Africa

www.transglobal.co.za

Warehousing and Distribution  Our Services About Us

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We have a global reach with over 23 years experience in hazardous goods logistics

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All staff are continously trained in Dangerous Goods Logistics to offer the best around-the-clock service

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INDUSTRY FOCUS: DEFENCE

Continued from page 50

and Wellington. Employing around 2000 people, and supporting 1500 domestic suppliers, RDM is a driver of economic growth.

“ We are committed to investing in innovation and product development, ensuring we maintain a competitive edge in defence technologies. RDM is dedicated to investing in cuttingedge technology establishments to sustain its industry capabilities and deliver state-of-the-art ammunition.”

The business has gained a major opportunity to showcase its skills as it will participate in a group project to supply munitions to the Bundeswehr (German armed forces). In a deal signed in June 2024, the agreement

was made for Rheinmetall to supply 155mm artillery munitions worth €8.5 billion. The German forces are restocking the arsenal while supplying support to the Ukrainian military effort. The Netherlands, Denmark, and Estonia are also part of the deal. South Africa will likely manufacture a portion of this order, building on its already strong commitment to European supplies where it manufactures ammunition for the Hungarian military.

“We are delighted about the largest order in our company’s recent history,” said Papperger. “This large-volume framework contract underlines Rheinmetall’s leading role as an ammunition supplier in Germany and our position as the world’s largest manufacturer of artillery ammunition. We highly appreciate

the great trust that is expressed in this long-term order as part of the security provision of the Federal Republic of Germany and its allies.”

Deliveries will begin in 2025 and the wars in Ukraine and the Middle East have underlined immense global demand for ammunition. This is why RDM is keen on further expanding its presence in South Africa, relieving pressure on existing infrastructure, which sees 24-hour shifts running continuously to produce more than 100,000 shells per year.

ACQUISITION EXPECTED

In August 2024, RDM announced that it would acquire Resonant Holdings, a specialist in chemical applications and plant engineering. Rheinmetall Waffe Munition GmbH will hold 51% of the

RHEINMETALL DENEL MUNITION

shares in a newly formed joint venture Rheinmetall Resonant South Africa. This move shows the company’s willingness to adapt to a new global reality where demand for ammunition is soaring, and facilities to manufacture simply cannot keep up with demand.

“The partnership offers Resonant a strong global reach, industry expansion and access to new markets,” RDM revealed. “The combined expertise of both entities will drive innovation and efficiency, delivering unparalleled value to customers. Rheinmetall aims to preserve the company’s existing technology and workforce.

“The planned acquisition of Resonant Holdings underscores Rheinmetall’s dedication to expanding its technological capabilities and delivering state-of-the-art solutions

to its partners,” RDM added. “This strategic acquisition of the controlling stake ensures that Rheinmetall remains at the forefront of innovation in the engineering and defence industries, providing unparalleled expertise and comprehensive solutions.”

Resonant was founded in 1999 and works as a consultancy with expertise across nitrogen oxide reduction, desulphurisation, dust control, green energy, waste energy recovery and other solutions, operating in the metals, minerals, chemicals, oil and gas, and infrastructure sectors.

When this new capability is added to the portfolio, RDM will have a wideranging and unique product and service portfolio, backed up by a strong local base of suppliers, and growing demand. The company is a long way away from

the organisation that Rheinmetall purchased in 2008, and the South African economy is benefitting.

“At Rheinmetall Denel Munition, our primary focus is advancing  defence technology to safeguard nations’ sovereignty and enhance national security. We are committed to investing in innovation and product development, ensuring we maintain a competitive edge in defence  technologies,” says Dirksen.

“RDM is dedicated to investing in cutting-edge technology  establishments to sustain its industry capabilities and deliver state-of-the-art ammunition.”

FIDELITY SERVICE GROUP

Facing Crime Head On

PRODUCTION: Harry Webster

Private security industry leader Fidelity Services Group is introducing more options to its portfolio while bulking up on technology so that there is no place for criminals to hide. This community focused business wants to cement its place atop the market by delivering what is promises.

INDUSTRY FOCUS: SECURITY

//Sadly, South Africa remains a dangerous place. In fact, the country is ranked as one of the most dangerous and violent places in the world according to the Institute of Economics and Peace (IEP) Global Peace Index (GPI) for 2024. The report positioned South Africa 127th out of 163 nations. Each year, the IEP publishes its report based on a range of qualitative and quantitative indicators from respected external sources to provide a measurement of the state of peace across three domains: the level of societal safety and security; the extent of ongoing domestic and international conflict; and the degree of militarisation.

Overall, the report’s findings

show a decrease in the overall level of peacefulness globally, driven mainly by the conflicts in Ukraine and Gaza. But, disappointingly, South Africa sits below other African countries including Madagascar (44), Botswana (50), Ghana (55), Zambia (57), Namibia (62), Tanzania (65), Sierra Leone (66), Angola (72), and many more. In fact, only 15 African countries rank below South Africa in the report’s standings. Crime has blighted South Africa’s reputation for decades, and the challenge continues. In a recent study from Stats SA, it was discovered that a large percentage of people do not feel safe walking in their neighbourhoods – especially women, particularly at night. Many also fear

assault, robbery, carjacking, and home breaking with significant incidents reported to South African Police Service (SAPS) through 2022-2023. For many, the answer is now private security. One of the largest industry sectors in the country, and one of the largest private security industries in the world, South Africa’s is home to more than 580,000 active officers, and many more registered or informally employed (the Private Security Industry Regulatory Authority (PSiRA)) states that there are roughly 2.69 million security personnel in the country). This figure dwarfs the official police force and military. However, private security doesn’t come cheap, and many still rely on state provision.

The industry leader is Fidelity Services Group. Established in 1957 as the first cash solutions services provider in the country, the company merged with Khulani Springbok Patrols in 1999. In 2015, the company acquired Bidvest Protea Coin Cash Management Solutions before, in 2017, acquiring ADT South Africa. In 2018, 2RM was added to the business and then in 2019 Cleaning Services, Secure Drive, and Fire Solutions were added to the Fidelity family.

RANGE & SCALE

Around 58,000 employees work tirelessly to help deliver a range of services to residential and commercial clients while helping to support SAPS in the wider community.

It is this range and scale that

makes Fidelity so popular. Very deliberately, the company can have guards patrolling secure environments in Stellenbosch, offering value-add services including firefighting and cleaning, while at the same time deploying highly trained, highly experienced tactical units pursuing criminal gangs in central Johannesburg.

“By keeping abreast of the latest trends and technological developments globally, and continuously evolving and innovating, the Group remains a front-runner in the security solutions market. Through a bouquet of services and related products, the Group can tailor-make a solution for any requirement,” Fidelity states.

Its vision is clear, and industryleadership has always been part

// THROUGH A BOUQUET OF SERVICES AND RELATED PRODUCTS, THE GROUP CAN TAILOR-MAKE A SOLUTION FOR ANY REQUIREMENT //

of the long-term plan. “To be the pre-eminent provider of integrated services protecting the assets of our clients in Southern Africa and targeted international markets, through the consistent achievement of excellence in every sphere of security provision and client service,” is how

INDUSTRY FOCUS: SECURITY

the company sees its journey.

Unfortunately, crime in South Africa is big business. The scale and organisation is misunderstood by most, and even with 160 points of contact around the country Fidelity cannot stop every felony.

To bolster its presence and improve its offering, technology is increasingly being rolled out to support Fidelity on the ground.

“You cannot deploy people all over and you need to use technology,” admitted CEO Wahl Bartmann previously. “There have been a number of examples where we have used technology to see criminal activity and apprehend the criminals. Definitely, you need to use technology to protect and monitor. It’s a great deterrent.”

At this time of year, focusing

on the small details is important, and technology can play a big role in keeping homes and businesses safe. With many organisations closed throughout the entire festive period, and many families taking the time to holiday away from home, vital layers of security must be in place. Electric fencing, cameras, alarms, access control, and a range of other security measures are key with criminals becoming more sophisticated each year.

Fidelity works with Secutel Technologies, a fellow PSiRA member, to ensure its clients have access to the best intrusion detection, smart AI CCTV, and biometric control systems. ISOcertified, Secutel is a premier security intelligence and technology partner.

“When you’re away, the opportunity is there,” said Bartmann. “Criminals don’t

take leave – they are there. Shopping centres are targeted. Criminals are prepared and they look at cash in transit as well as consumers. You have to be observant and you have to be proactive.

“Loadshedding has created problems,” he added, “if power is down then fences and other technologies can go down. Criminal syndicates are well-prepared. They know who works from home and when alarms might not be set. You have to be vigilant.”

CLOSER TO CLIENTS

While being vigilant around home and business, you must also not forget the on-the-road criminals – South Africa’s hijackings and automotive crime stats have soared in the past three years, with SAPS reporting an average of 66 hijackings daily, 34% more than before

// OUR TEAMS ARE THERE, AND WE HAVE SPECIALISED INTERVENTION UNITS IN THOSE AREAS, WHICH HAS ALLOWED US TO CHANGE APPROACH AND RESPOND TO EACH AND EVERY NEED //

the pandemic. Chinese-manufactured vehicles are now top of the hit list for hijackers, with many groups attracted to these brands because of a perceived improvement in quality driving demand in the sector. Bartmann reminded that technology can play a role in preventing and recovering a stolen vehicle, but vigilance remains key.

“When a vehicle is following you close to your home and/or when an unknown vehicle is parked close to your residence, drive past your house and to your nearest police station and alert your armed response company. Vehicle telematics systems are effective tools to help in the recovery of your vehicle. If you haven’t considered one before, I urge you to do so today.”

The private security market is growing as the number of crimes reported and the damages continue to spike. With this, comes an increase in the number of security companies –everything from journey management for corporate travel to highly specialised technology and software providers – all want a piece of the pie.

To differentiate itself from the rest, and prove its position as the undisputed industry leader, Fidelity has re-structured and re-strategised in the post-pandemic environment. Today, regional teams are more responsive and more connected to

the community – partly thanks to technology but also deliberately with Fidelity looking to be a highly visible presence that customers can count on. Whether it’s security, technology, fire, cleaning, or more, Bartmann wants the company to be highly present.

“We believe we need to be closer to our customers,” he said.

“We need a hands-on approach and we need our teams in the areas with customers, run as small businesses in those areas. Our teams are there, and we have specialised intervention units in those areas, which has allowed us to change approach and respond to each and every need.”

When Fidelity’s work is allencompassing - including technology, guarding, intelligence, and community engagement – there is little room for criminals to operate, and South

Africa feels that little bit safer.

In recent weeks, Fidelity has stopped potential home invaders in Gauteng, thieves have been handed to SAPS after attempting a break-in in Gqeberha, stolen guns have been recovered in Durban, stolen items have been recovered and returned to owners after a mugging in Bloemfontein, a retail store has been protected as burglars tried to break in in Cape Town, and a new fire truck has been added to the fleet. At all times, the Fidelity team is out and about showcasing its presence. This deterrence is the first step in addressing crime at its heart.

EXHIBITION CALENDAR

KEY UPCOMING EVENTS ACROSS THE REGION

IMPORTANT EVENTS AND EXHIBITIONS TAKING PLACE ACROSS SUB-SAHARAN AFRICA, GIVING BRANDS A PLATFORM TO TELL THEIR STORY.

LIBYA CONSTRUCTION EXPO 16-19 DEC | TRIPOLI

Libya Construction Expo provides you the fastest and most costeffective platform to meet buyers and expand your brand into new regions. Engage with 200+ companies coming in from that will be showcasing the latest products & services in the building and construction industries. The LCEXPO has launched hundreds of products into Libya. The event serves as a platform to facilitate partnerships, advance knowledge and industry best practices, and to propel local and international businesses into the market.

DIGITAL RETAIL AFRICA JAN 30 | CAPE TOWN

The retail industry is evolving at an unprecedented pace. Are you ready to lead the transformation? Join us on 30 January 2025 at the CTICC for Digital Retail Africa 2025, where you’ll gain the insights and tools to outpace disruption and thrive in the New Age of Retail. Digital Retail Africa 2025 is a must-attend event that brings together the brightest minds in the retail industry to explore revolutionary ideas and cutting-edge technologies to ride the new wave of consumerism in Africa. With over 20 presentations from industry experts and retail gurus, you will learn how best to improve your business. Covering a wide range of topics including using AI, big data, and creating the perfect customer journey.

JAN 31

FOOD KENYA TRADE SHOW JAN 31 – FEB 2 | NAIROBI

Food Kenya Trade Show 2025 is the International Trade Event. Setting new highs for participation from over 12 countries & visitors from over entire east & central african region, the event is all set for its exhibitors to meet serious buyers within the 3 days. The event continues to to lead the way in showcasing the new products & technology not only to Kenya but also to its surrounding countries. It is held in conjunction with Kenya Trade Show 2025.

LIBYA CONSTRUCTION EXPO 2024

TRIPOLI | DEC 16-19

DIGITAL RETAIL AFRICA 2025 CAPE TOWN | JAN 30

FOOD KENYA TRADE SHOW 2025 NAIROBI | JAN 31 - FEB 2

SOLAR POWER AFRICA 2025 CAPE TOWN | FEB 10-12

UGANDA PHARMA & HEALTHCARE KAMPALA | FEB 13-15

WORLDVIEW EDUCATION FAIR JOHANNESBURG | FEB 27

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