Enterprise Africa February 2023

Building long-term partnerships for sustainable business growth.

As part of our commitment to fund sustainable and market-leading property developments, Nedbank CIB is proud to have funded the Oxford Parks precinct development from land at inception, to a landmark with innovative green-rated buildings. Through our long-term partnerships, we continue to support transformational green development projects and in turn, sustainable business growth in the property sector.

CIB@nedbank.co.za

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 Ekwa Bikaka

 ekwa@enterprise-africa.net

PROJECT MANAGER Eleanor Sarbutt-King

 eleanor@enterprise-africa.net

PROJECT MANAGER Jamie Waters

 jamie@enterprise-africa.net

LEAD DESIGNER Aaron Protheroe

 aaron@enterprise-africa.net

FINANCE MANAGER Isabel Murphy

 isabel@enterprise-africa.net

CONTRIBUTOR Manelesi Dumasi

CONTRIBUTOR Timothy Reeder

CONTRIBUTOR Benjamin Southwold

CONTRIBUTOR William Denstone

SA sits in a rut. Energy, politics, and energy politics continue to blight. Growth is stagnant and stagnation is growing. Looking only at the stats, you’d be disheartened, or even worse.

But, as always, in times of crisis there is opportunity. Those that search for it are those that find it. Optimism is a choice.

At Trencon Construction, lockdowns shut the business for a time. Then, the market crashed. Then, the company’s visionary founder passed. But CEO Yavani Singh-Ninan has installed new confidence and ambition in the team. The result has been a world-class project completed in Alberton as one of the country’s biggest Netcare hospitals has risen from the ground.

At the Beekman Group, the pandemic’s devastation was terribly obvious - tourism was choked. But the company is breathing once again as the Beekman family remained calm and used its historic strength to ride out the storm. Exec Director Wayne Beekman tells us more about the challenges.

In Mauritius, Jan Wandrag is taking Heimdall to new heights as it helps High Net Worth Individuals and corporate clients to offshore their business and internationalise, in an effort to spread risk. Providing a vast range of services, this expert business of businesses is growing exponentially.

Even Starbucks SA has a new kick. After a tough start, Rand Capital Coffee is steaming on with a considered growth plan that will see the company grow to become one of the global corporation’s most critical contributors. Director Adrian Maizey speaks to us about the new spark in the cup.

For all of these businesses, and more, the choice to capitulate in recent times is the easy one. But to go out and attack the market, creating jobs, and driving opportunity, is the mark of success and true entrepreneurialism.

Published by

Chris Bolderstone – General Manager

E. chris@cmb-multimedia.co.uk

Fuel Studios, Kiln House, Pottergate, Norwich NR2 1DX +44 (0) 1603 855 161 www.cmb-media.co.uk

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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Tell us how your business is taking the bull by the horns. We’re on LinkedIn.

6 14 22 30 36

STORM MOUNTAIN DIAMONDS Precious Pinks from Kingdom in the Sky

CASLAD Building Bigger and Better

TRENCON CONSTRUCTION Building for the Long Term

ABLAND

Inspirational, Connected, the Rubik is a new Flagship Address for Cape Town

HEIMDALL MAURITIUS Security, Reliability, and Certainty. Trust Mauritius

16

46 STARBUCKS SA Fresh Connections Fill Starbucks with New Confidence in SA

46 54 62 68

THE BEEKMAN GROUP Family Business Flies SA Flag High

SA METAL GROUP

The First Step to a Circular Economy Starts with SA Metal

STADIO HOLDINGS

STADIO Invests in Future of the Nation

STORM MOUNTAIN DIAMONDS

Precious Pinks from Kingdom in the Sky

Improving production and efficiency at Storm Mountain Diamonds’ Kao mine is set to help the company thrive from its home high up in Lesotho’s mountains. From here, fancy coloured diamonds are mined and sold to the world. CEO Mohale Ralikariki tells Enterprise Africa more about progress thousands of meters above sea level.

PRODUCTION: Jamie Waters

INDUSTRY FOCUS: MINING

High in the Maloti Mountain Range – home to some of the highest peaks in southern Africa and some of the most remote communities on the continent –economic activity thrives in amongst the lush and peaceful crests.

This is diamond country, a commercial lifeblood for Lesotho and an industry heralded as a driver of wealth and opportunity.

While most sleep in Maseru and other surrounding towns, busy mining teams, set for the Kao mine, are up early and ready to travel to work. Operated

by Storm Mountain Diamonds (SMD) – a JV between the government of Lesotho (25%) and Namakwa Diamonds (75%) – the Kao mine is a jewel in the crown atop Lesotho’s mining industry, in an area of critical paleoenvironmental importance.

Covering the largest kimberlite pipe in Lesotho and with an indicated and inferred resource base of 12.7 million carats , Kao mine holds vast undiscovered potential, and Storm Mountain Diamonds CEO Mohale Ralikariki is confident about the future at this site, 2500m above sea level.

A mining industry veteran, Chairperson of the Lesotho Chamber of Mines, and leading Storm Mountain for the past seven years, Ralikariki says that future is exciting.

“The future looks great with long life of mine,” he smiles, “only the technical and economic resource considerations as well as external factors such as prices, currency volatility and regulatory changes will determine the best possible options going forward.”

Through Kao, SMD employs more than 700 people and contributes M700

Ralikariki, CEO

Mohale

million to the state through taxes and levies. The mine is a source of some of extremely rare diamonds including pink, purple, blue, yellow, top light brown as well as classic whites. These fancy-coloured diamonds are some of the world’s most appealing and exceptional investments, and Kao is famous for fuelling Lesotho’s output.

FANCY PINKS

In October 2022, the company announced that it had discovered a 47.80 carat pink diamond, named the Pink Eternity. The largest pink diamond discovered at Kao, the Eternity was blessed with the light, pale pink hue for which the mine has made its name.

“The resource has proven itself to contain high quality Type IIa pink diamonds across wide areas of the pit. We are very fortunate,” highlights Ralikariki.

“The Pink Eternity was sold as a rough diamond to an international diamond manufacturer. We are uncertain as to the exact status of the manufacturing process but it is our understanding that the planning in terms of the manufacturing for such an important stone would take significant time.”

Following on the from the discovery of the Pink Storm (36.06ct), Purple Princess (3.11cts), Rose of Kao (29.59cts), and Pink Palesa (21.86cts),

the Eternity is expected to perform strongly should it be auctioned. In September 2022 , the Williamson Pink Star (11.15cts) from the Williamson mine in Tanzania sold for $57.7 million through Sotheby’s Hong Kong.

Ralikariki outlines the process when a significant find is unearthed.

“The process is similar to any important stone recovered and this is done within very strict security protocols. Once the stone is exported successfully to Belgium, it is cleaned (boiled) and valuated before a decision on selling it can be taken.”

At Kao, the numbers are encouraging. Overall diamond population in the main pipe is above

Eternity 47.81ct

INDUSTRY FOCUS: MINING

the global average in both quality (65% gem, 8% near gem and 27% rejection) and average stone size (0.29 cts/stn ). Type IIa diamonds –single special stones – bring high value for SMD, and contribute some 4 0+% of the revenue generated on the tender sales held five or six times a year in Antwerp. At Kao, 47 diamonds with values greater than US$ +1 million were recovered between 2012 and 2022.

“Kao produces around 200,000 carats per annum from treating around five million tons of ore. That equates to around $70 million in revenue per annum,” says Ralikariki.

“From what we know Kao and Letšeng are the two mines that have managed to consistently remain profitable over a number of years. Kao

produces a mix between high quality diamonds and smaller run of mine diamonds, whereas Letšeng is more of a large stone, high quality producer,” he comments on the local industry.

HEART OF THE ECONOMY

In terms of the wider southern African space, “it is difficult to compare Kao against the other mines,” he says. “With diamond mining there are so many variables to consider. For example, on the revenue side, the mixture of grade and quality differs substantially from mine to mine. On the cost side, Kao is an open pit operation with a relatively low stripping ratio whereas many of the South African mines are now already going underground adding significant capital and operational cost.”

After the discovery of the

kimberlite pipe at Kao in 1956, the mining license was eventually acquired by Kao Diamond Mines (KDM) in 2006. For three years, production was low and the business was managed poorly, resulting in the liquidation of KDM in 2009. In 2010, SMD took up

// FUEL PRICES EFFECTIVELY DOUBLED UP FROM THE LEVELS OF ONE YEAR AGO AND ALL OTHER COSTS ROSE BY DOUBLE DIGIT PERCENTAGES //

NTJA-MOKOATLE TRADING (PTY) LTD

Ntja-Mokoatle Trading (pty) Ltd is a company that supply a great variety of products ranging from:

• HARDWARE AND BUILDING MATERIALS

• PLUMBING AND ELECTRIC MATERIALS

• FURNITURE AND HOUSEHOLD

• GRAINS AND ANIMAL FEEDS

• PROTECTIVE CLOTHING

• DOMESTIC FUEL

We are a company that is committed on offering quality products, high standards of service excellence and customer satisfaction. We strive to be market leaders by being creative, innovative and the absolute best in everything we do.

www.ntjamokoatle.co.ls

Ntjamokoatle Trading

the license from the government of Lesotho and went about a restructuring programme, investing in mining operations and reinvigorating the site. Job opportunities were created, and value was promoted, bringing international investment into Lesotho.

“Lesotho mining industry is fairly nascent compared to other jurisdictions and it has a bright future looking at its recent performance,” details Ralikariki. “There are over 400 kimberlite bodies in Lesotho and the country has the highest concentration of kimberlite bodies per square kilometre compared to any other diamond mining jurisdiction in the world, meaning the true mineral wealth potential of this country is yet to be determined, new mines opened recently and they are under development, there are also quite number of exploration

info@ntjamokoatle.co.ls

+266 22920432

licences granted recently.

“Africa is known for its resource wealth and similarly the SADC region is blessed with abundant resources that driving national economies. Mining industry has over the years been key for the growth of the SADC regional economy and it has played an instrumental role in driving the region’s industrialisation. It remains in the heart of the regional economy in the future.”

He expects Kao to produce 200,000 carats in 2023 while

overcoming challenges that impact the wider economy at the same time. Times are tough for mining, and for southern Africa, and that is why certainty and success in big business must be hailed appropriately.

The region’s economy is only expected to grow at 2.3% in 2023, down from 4.1% in 2022. Lesotho is only expected to achieve 2.8% growth as a maximum with fallout from multiple major factors in South Africa impacting the landlocked mountain nation.

// DIAMOND PRICES AND SPECIFICALLY

THE QUALITY DIAMONDS THAT WE ARE PRODUCING HAVE HOWEVER STAYED REASONABLE AND WE REMAIN POSITIVE ABOUT THE OUTLOOK FOR THE FUTURE //

INCREASING PROCESSING

For SMD to grow, and for Kao to cement its position within the top tier of Lesotho’s mining industry, Ralikariki and team are focused on the underlying goal of every mining operation – increased output and efficiency. Through this strategy, the business will overcome wider macroeconomic hurdles.

“Fuel prices effectively doubled up from the levels of one year ago and all other costs rose by double digit percentages. Fortunately, we did not have any interruptions as a result of unavailability of spares or equipment although we did experience some shortages from time to time.

“We have certainly felt the pain of the high inflation in the past 12 months mainly as a result of the war in Ukraine,” he says. “Diamond prices and specifically the quality diamonds that we are producing have however stayed reasonable and we remain positive about the outlook for the future.”

With around 18 years of life left in the mine currently, efficiency is

key to long-term sustainability.

“Increased processing capacity is possible for Kao due to the fact that the mining in the Kao pit is reasonably unconstrained and there are no bottlenecks in the operation. Increasing the process capacity is therefore a strategic option,” Ralikariki suggests.

Thankfully, the team has experience of maximising output in challenging times. During the pandemic lockdowns of 2020, the mine was forced to close and ramp up health

and safety protocols dramatically. Even during this time, production remained at a good level while ensuring the safety of staff – highlighted as the company’s greatest asset.

“We have not seen a drop in demand, rather a change in buying patterns as a result of the uncertainties,” says the CEO.

Longer-term, the company is keeping an eye on projects in Lesotho and engaging with its partner – the government – to guide and propel diamond mining as a thriving industry sector. Asked if SMD will acquire and grow beyond Kao in the immediate future, Ralikariki is reluctant to commit.

“It has not been decided yet, but there are quite number of interesting green fields project in Lesotho,” he says.

“The focus is on optimising the operations, installing latest technology to improve diamond liberation and efficiency. We are also focusing on procurement localisation as part of boosting the struggling national economy. We are integrating local businesses into the operations

and giving them a wide range of opportunities for supply of goods and services. There are major projects in the pipeline aimed at increasing the throughput with better efficiency using the latest diamond processing technology,” he concludes.

For those working in the mine, from management team through to Basotho villagers operating through the supply chain, Kao remains crucially important. The wealth that flows from high in the Maloti Mountain Range, down through the majestic valleys, and around the land of the Sotho helps the country to live up to its moniker of the ‘Kingdom in the Sky’.

“We shall strive through the storms in the mountains to mine safely, cost-effectively and sustainably,” is the company’s mission, and so far this is being achieved.

// THE FOCUS IS ON OPTIMISING THE OPERATIONS, INSTALLING LATEST TECHNOLOGY TO IMPROVE DIAMONDS LIBERATION AND EFFICIENCY //

CASLAD

Building Bigger and Better

Entrepreneur Clayton Foster is growing the influence of leading industrial equipment business CASLAD to become an unrivalled leader in terms of quality and delivery. With two new branches coming in South Africa, and plans for expansion on the continent, this is a business firmly on the growth path, climbing to new heights with each passing month. He talks to Enterprise Africa about overcoming recent challenges with a pragmatic and proactive approach.

PRODUCTION: Jamie Waters

INDUSTRY FOCUS: INDUSTRIAL EQUIPMENT

As 2020’s brutal lockdowns came into force, many entrepreneurs feared the worst. Consumers stuck at home, businesses closed, site activity ceased, investment crashed, and every penny being covered away for a brighter time. Negative sentiment was high, and growth prospects low. For many, there was no light at the end of the tunnel, and around 3000 businesses closed between March 2020 and June 2021.

But, at the same time, there were success stories in business, and those able to adapt and change at speed were able to achieve unexpected positivity‘Difficulties break some men but make others’ said Nelson Mandela in 1975.

CASLAD Agencies was established in 2009 and began as an importer and distributor of industrial equipment including ladders, castors, trolleys, scaffolding and more. Over time,

the company grew and built robust relationships with clients, creating a presence across many of the country’s industrial sectors. Quickly, CASLAD began manufacturing its own products to ensure quality and delivery for customers.

Today, the business is a national success and operates in all major areas, as well as smaller regions through strategic partnerships.

Clayton Foster, CEO and Founder, tells Enterprise Africa that while others suffered during the pandemic, CASLAD was investing and growing with the goal of coming out as an industry leader. And it did just that.

“It was a challenge for everyone, but we did mange to come through it stronger. We secured some funding at a very preferential rate which boosted our cashflow and we were able to facilitate further growth within the company,” he says, adding that it was a very difficult period to manage but the culture in the company helped to drive continued ambition with a forward-thinking mentality.

“Our people were very understanding. When it began to stabilise, we found that we were preferred as a business because we had stock - during that time, we were still manufacturing. Our cashflow was

// WE ARE PROBABLY THE BIGGEST INDUSTRY WHOLESALER OR SUPPLIER INTO THE MARKET WITH THE PRODUCTS THAT WE HAVE //

Durban Warehouse

good, and we were able to penetrate the market even further. It was a stressful time, but we managed to rally.”

With more than 100 people, and investments underway into a significant expansion project, CASLAD and Foster are proof that when you make the choice of optimism, opportunities are endless.

CLIMBING QUICK

CASLAD took on its own premises after the need to manufacture locally became apparent. Based in Boksburg, the company produces aluminium and fibreglass ladders, steel trolleys, and other products. Industrial materials handling equipment is also distributed from here to branches in Cape Town and Durban.

“We have two more branches

in the pipeline – which we plan on opening towards the end of this year. From there, we will make plans around expanding into Africa,” says Foster.

“We recently purchased a new

building next door to our existing premises where we will expand our manufacturing footprint. We are also expanding into the wire industry and we have just had a laser cutter installed

CASLAD Team at Electra Mining NRN

INDUSTRY FOCUS: INDUSTRIAL EQUIPMENT

with CNC wire bending machines as well as other technology to facilitate that factory. We will be manufacturing shopping trolleys and wire lockers and a range of other products,” he adds.

This expansion is not a result of vanity, or a kneejerk reaction following booming need as industry sectors opened post-pandemic – it is a calculated response to demand in the market. CASLAD has realised increases in demand and changes in buying patterns from its clients and is therefore confident in following an expansion strategy.

“In the last two years, we have grown 40% and we are expecting another 20% by the end of this financial year,” details Foster. “We have doubled our turnover in the last three

years and we want to double again in the next three years with all the new lines that are coming onboard, as well as our new strategic partnerships.”

CASLAD marketing strategy pushes its strong brand online and at various trade events. A position at Electra Mining in Johannesburg and Gaborone in recent years have helped to fill the company’s pipeline, building strong and lasting relationships with clients. When this is backed with quality products, the growth potential is very strong.

“We spend a lot advertising our products. We attend major events and we have big scope – we are in a large range of industries and we can supply to anyone with a warehouse that needs to access or move something,” highlights Foster.

The SA government has placed infrastructure spend at the heart of its National Development Plan and is hoping to create jobs and opportunity in multiple sectors by 2030. Manufacturing, mining, agriculture, and green technology and energy are central in the rollout and, as investment is rolled out, opportunities in the supply chain become apparent for those able to deliver quality.

CASLAD is aspiring and has already put in place numerous differentiators in terms of excellence making it the first choice to anyone in the market.

BUILDING BETTER

Technology, efficiency, and reliability is where CASLAD stands apart from others in the industry. Always

operating, not dependent on Eskom, and recognised for quality (backed by guarantees), Foster is adamant that CASLAD leads the way in South Africa in terms of delivery on promises.

“We are advanced when it comes to technology,” he states. “In our factory, our machinery is mostly CNC and we have invested heavily in the best machines in the market. That helps us to be versatile and efficient. We are not using old tooling and dies and presses - we have a 5-Axis milling

machine and we process a range of products on that machine,” adding that CASLAD can swap input on machines in a matter of minutes compared to others where the process takes hours.

“We have one person operating a machine where it takes our competition up to 10 people to complete the same process. We are versatile, we have a big product range, we have a small staff compliment in relation to our competition, but we push out more than they can because

of all the investment we have put into the company,” says Foster.

Further efficiency is achieved through the use of modern power installations. For too long have manufacturers been at the whim of loadshedding and Eskom incompetence. The entrepreneur in Foster refuses to have fate sit externally. “We have a 74 kW grid tied solar system installed at our Johannesburg facility, backed up with a 124 kVA generator. When it comes to loadshedding, we have protected ourselves and we are able to work whenever we need to,” he says.

Put in place in 2020, similar systems have been rolled out across the company’s footprint and the result is CASLAD able to operate to tight client deadlines, never missing

// WHEN IT COMES TO LOADSHEDDING, WE HAVE PROTECTED OURSELVES AND WE ARE ABLE TO WORK WHENEVER WE NEED TO //

CASLAD at Electra Mining NRN

INDUSTRY FOCUS: INDUSTRIAL EQUIPMENT

targets because of blackouts or system shutdowns. With around 70% of products manufactured internally, and only minimal inputs outsourced, being able to operate without interference from an erroneous grid is crucial.

AFRICAN PUSH?

Before 2020, CASLAD had received great interest for its range from clients north of the border. Botswana was a strong market, with a powerful mining industry and a number of opportunities for CASLAD. The company had built relationships at the 2019 Electra Mining conference, and the path onto the continent had become clear. Foster and team went about establishing a presence in the country with a view to further rollout held for the following years. But the lockdowns of March 2020 in South Africa, and

the uncertainty about the structure of pandemic management across different nations was too much risk.

“We were 99% there and we had the branch set up with a branch manager in place but Covid hit and we had to pull the plug,” remembers Foster. “We haven’t re-approached that just yet while we focus on the South African market to establish ourselves around the country so that our customers can access us wherever they may be. Then, we will relook at Africa.

“Logistically, Africa is a challenge,” he adds. “Botswana was the obvious choice for a first step. Even though we didn’t end up opening the branch, we still get the business from the people we met there. We are thinking about whether we look at this as a model for other parts of Africa, keeping production and sales centralised in

South Africa, or whether we actually open a physical premises in those countries. When we have finished our expansion here, we will address that.”

As Fourth Industrial Revolution technologies help to automate mining and drive efficiency, the continent remains under the spotlight in the international community for its unrivalled mineral wealth. Clearly, Africa provides much scope for CASLAD but nothing will be rushed and there remains significant prospect for growth in South Africa.

ENTREPRENEURIAL FLAIR

Foster and business partner David Lyus know about taking advantage of gaps in the market in South Africa. Recognised for the past 14 years with CASLAD, and also building a modern, digital travel company – My African

Cape Town Warehouse

Dream Travel – while at the same time creating a wine business (Collectible Vintage) that brings the best of SA to international clients - these entrepreneurs know how to make things happen. For CASLAD, this will continue with further integration of

the value chain to support quality.

“From a growth perspective, I am focused on owning the supply chain, and owning the full length of it,” reiterates Foster. “We want to own the production of the raw materials all the way up to the finishing of them. The bigger we grow and the more raw materials we demand, the more into the supply chain we will dive. That is how we will grow the business. we will open separate divisions and they can then supply the core business as well as external operations – that is our focus.”

An innovator with an eye always fixed on the next opportunity, Foster is certainly well placed to guide CASLAD forward, achieving industry leading status across each sector it supplies into.

As for his other ventures, the Collectible Vintage and its first product, Oniv, is sold out. Working with South Africa’s first master sommelier, the

product has been hotly anticipated. My African Dream is set to trial a business model never seen in South African tourism while building sustainability in the downtrodden industry.

“We have a lot on our plate,” he smiles. “We are continuously expanding and trying to do everything ourselves to keep control over quality, supply, and price,” he concludes. Evidently, the stress and pressure that grew in the pandemic was short-term and those rolling out a longer-term growth strategy have been able to thrive. For CASLAD, there was always light at the end of the tunnel and now the company stands out brightly as a driver of positive activity.

Content sponsored by CASLAD

// WE ARE CONTINUOUSLY EXPANDING AND TRYING TO DO EVERYTHING OURSELVES TO KEEP CONTROL OVER QUALITY, SUPPLY, AND PRICE //

Sales Office, Johannesburg

TRENCON CONSTRUCTION

Building for the Long Term

Trencon Construction is the largest fully black-owned construction firm capable of handling projects of any size. With more than 600 people active on sites around the country, and led by an ambitious and driven CEO, this is a company building sustainably for South Africa, creating some of the country’s much-needed modern landmarks.

PRODUCTION: Tommy Atkinson

INDUSTRY FOCUS: CONSTRUCTION

//South Africa’s construction industry, like its economy, is unpredictable and challenging. To make it here, you have to truly understand the market and appreciate the local conditions in the country which presents significant opportunity alongside considerable risk.

A boom pre–FIFA World Cup 2010 was fantastic for construction sector, but the fallout saw the industry crumble. The big players toppled and the mid-tier companies began to pick up projects as the industry right-sized. Modest growth up until the end of 2019 saw employment and project pipelines stabilise, and investment confidence seemed relatively steady. However, the pandemic demolished any recovery and the industry – once the cornerstone of the economy – was once again crushed.

Employees not allowed onto sites, money not moving, and any plans for new projects scrapped. At this point, understanding local conditions, and having a knowledge base for survival through the unexpected was critical. At Trencon Construction, the Gauteng-based fully integrated and diversified construction entity, a South African flag flies from the flagpole at the front gate in the industrial centre

of Edenvale. This is a company that was built in South Africa and has experience overcoming South African challenges. As the trouble of the pandemic saw others close their doors, Trencon adjusted its strategy and strengthened its relationships with key partners. It became closer than before, understanding needs, challenges, and expectations. An obvious trend became clear, and the company pivoted away

// WE PRIDE OURSELVES ON THE ABILITY TO DELIVER PROJECTS OF HIGH COMPLEXITY ON TIME AND WITHIN BUDGET, WHILE CONTRIBUTING TO THE SOCIAL ENVIRONMENT THAT IT OPERATES IN //

from a large contribution of office structure construction towards core infrastructure, including hospitals, energy, retail precincts, educational facilities, and mixed used developments. This was not a difficult change as the company was already recognised for excellence in these sectors.

But in July 2021, Trencon was dealt another blow with the passing of Founder and CEO Dino Singh, an industry stalwart who powered the business for more than a quarter century. Yavani Singh-Ninan, took the reins as CEO in 2021, and has made it clear that she will continue with the legacy and values instilled by Dino.

MULTI DISCIPLINARY

As well as experience in general construction, and a portfolio of mega projects to show, Trencon is a leader in civil engineering,

structural steel, groundworks, industrial and commercial projects, and design and construct projects.

As the company enters a new phase of growth under the guidance of Singh-Ninan, the message is clear: “We pride ourselves on the ability to

deliver projects of high complexity on time and within budget, while contributing to the social environment that it operates in,” she says.

“We like to position the company as an industry leader as a lot in the sector were nervous following the

INDUSTRY FOCUS: CONSTRUCTION

change in leadership and there was anxiety with the new team coming in. The new team has a solid base and is full of strategic thinkers.”

COO Toni Flavio has been in the civil and building industry for more than 40 years, and with Trencon for a decade. Commercial Director Garth Robinson has more than 30 years in the industry and helped to establish the business alongside Dino. Contracts Executives Anton van der Mast and Godfried Grobler have been with Trencon for 10 and 12 years respectively and have senior experience in the industry to rival any. CFO Kalpana Singh, and Human Capital and Transformation Director Aradhna Singh-Sewdial complete a leadership team that is highly qualified, endlessly experienced, and –

importantly – human and approachable.

A flat structure sees the management team hands on with delivery of projects and this allows Trencon to be nimble and flexible in decision making. This approach was on full display as the company successfully completed the construction of the flagship Netcare Alberton Hospital, south of Johannesburg in early 2022.

NETCARE ALBERTON

“We recently finished the Netcare Alberton Hospital which is one of the largest hospitals in South Africa,” smiles Singh-Ninan.

“We are very proud to have delivered this project on time and to the highest quality, given the impact of Covid-19 and difficult market constraints. It was also a very

difficult time for our business with the passing of our founder during the construction. We would like to thank the Netcare team for this opportunity, and congratulate them on adding their largest newly built hospital to their

Continues on page 28

// WE RECENTLY FINISHED THE NETCARE ALBERTON HOSPITAL WHICH IS ONE OF THE LARGEST HOSPITALS IN SOUTH AFRICA //

INDUSTRY FOCUS: CONSTRUCTION

Continued from page 26

portfolio. We look forward to working together in the future,” she added.

The hospital was developed by Rejem-Linton-Netcare, a joint venture consisting of Netcare Properties, local businessman Riaan Jonker, and Nedbank. Trencon was given the construction contract because of its historic success in the healthcare market, and its clear understanding of local conditions and industry. Netcare was delighted with the end result.

Jacques du Plessis, Managing Director of Netcare’s hospital division commented on the quality of integration on site. “The handover represents a significant milestone in

the development of our new future fit healthcare facility. I would like to thank Trencon Construction and express our appreciation to the highly professional team of project manager, architect, quantity surveyor and the consulting engineering firms, as well as the many local, national and international sub-contractors and suppliers, for their hard work and exacting standards in bringing this large construction project to fruition.”

Netcare Alberton is home to 427 beds, across four storeys, with a total gross building area of 60,343m2 including a basement parking area. This complex but exciting project is a feather in the cap for Trencon as it looks to separate itself from the pack.

INDUSTRY EXCELLENCE

In residential property, the company’s skills were called on by reputable developer Tricolt Property Developments to create one of Johannesburg’s most exciting new developments – the Tree Tops Houghton. This luxury apartment building sits at the intersection of Rosebank and Houghton and is considered as one of Africa’s most desirable postcodes. Of course, nothing but the best was acceptable and Trencon rose to the challenge.

“[A project like this] obviously seemed like an insurmountable task while we were all locked up at home, but we decided to up our marketing spend, be a little more strategic in terms

of who we were marketing to, and this week we’re proud to be handing over the 131 Tree Tops apartments to the appointed construction company, Trencon,” said Tim Kloeck, CEO of Tricolt when the project broke ground in 2020, after a difficult period during the height of the pandemic.

The R300 million project saw Trencon take the position of development partner and main contractor, employing a range of skilled partners to ensure brand-Trencon was upheld and the strict specifications of Tricolt were delivered unanimously.

Similarly, at the Tlhabane Square mixed use precinct, developed by the PIC in Rustenburg, the focus on local labour and locally-sourced materials, while promoting skills development in the region, was high on the agenda. A 100% black, female-owned business, Trencon was happy to be a part of

a project, alongside WBHO, which made a real impact in the area.

A retail mall, office space, ancillary buildings, a new magistrates court, taxi drop off, and other buildings has transformed the busy area, west of Pretoria. A minimum of 30% of the work in the supply chain had to be completed by 51% black owned businesses - a target which was met, with Trencon Contracts Manager, Geoge Honey particularly happy with the skills transfer that was realised during the project. “We have a labour desk officer who was elected by the local community. He has a database of available people and we source labour through that database when needed,” he explained. Completed in August 2021, the Tlhabane Square project had provided a source of pride in the local community, feeding into the core Trencon values of sustainability, integrity and excellence.

Valued at around $29 billion in 2021, the SA construction space is expected to grow, depending on your source, between 2% and 8% until 2026. Clearly, there is scope for companies that can adapt and change, and those with a multi-disciplinary background are set to thrive. Whether it’s hospitals, residential buildings, corporate head offices, or refurbishments to government infrastructure, the team at Trencon understands the requirements and is well placed to make the most of a South African value chain. Despite the economic sloth in the country, expect this business to continue doing good things and leaving its mark with each project that is successfully completed.

ABLAND

Inspirational, Connected, the Rubik is a new Flagship Address for Cape Town

In the centre of Cape Town, where ocean meets mountain and bright sunlight bounces around the bowl, the Rubik will soon emerge as a shining demonstration of what is possible in the local property development space. Delivered by Abland, this is a project that will wow and tantalise as Cape Town becomes more popular than ever with millennial property buyers and international investors.

PRODUCTION: Tommy Atkinson

INDUSTRY FOCUS: CONSTRUCTION

In December 2021, leading property development business – Abland – was busy with the bold and ambitious Rubik development in Cape Town’s CBD. The city bowl has been neglected for decades. Just a few multi storey buildings stand in the centre, and then there is a web of streets that require upgrade and development. The spaces which have received attention have been welcomed with open arms by locals and investors. New, modern, fresh spaces for business and lifestyle are much needed. Thankfully, Abland knows a thing or two about beautifying and delighting clients.

The Rubik is a great example of what will be a jewel in the crown of Cape Town’s skyline, standing – with Table Mountain as the backdrop –sparkling in the strong sunshine.

Abland is building a symbol of the future and what is possible in South Africa with the right investment, planning, structure, and ambition.

Demolition work began in 2019, and then construction kicked off in June 2022. The space on Loop Street - close to the train station, convention centre, Company’s Gardens, and V&A Waterfront – will soon become a dazzling, towering display of glass, with floor to ceiling windows arranged in a tiered design, almost like four cubes sitting one atop the other.

Expected to be completed by March 2024, the Rubik will be home to 389m2 retail and 5,080m2 office space to let or purchase, as well as 89 residential apartments to purchase. The target market is broad, designed to be inspirational and connected, but also accessible. One bedroom apartments start from R2.3 million and come with mountain views, modern fittings, and a number of benefits that you would expect from a building looking to be the city’s premier mixed-use hub.

Abland and investment partner,

// WITH EXCAVATION AND FOUNDATIONS COMPLETED, WE WILL BE MOVING ONTO THE NEXT PHASE OF CONSTRUCTION - THE SUPERSTRUCTURE

Giflo, have invested more than R500 million into the Rubik, and young professionals and millennial buyers are attracted to the space. Simply, the strategy of strong partnerships, clear communication, ambition and innovation, and the sale of Cape Town as much as the sale of the building have resulted in a robust order pipeline and strong interest from top to bottom.

CAPE TOWN BUZZ

Cape Town was highlighted by UK newspaper, The Telegraph, as the Best City in the World in 2019; and then in 2022, by Condé Nast Traveller, as the ninth best globally. Travellers love the mix of creativity, food and culture, nature, and entertainment, and this makes it easy to attract people to the Rubik as a best-in-class property.

Designed by famed dhk Architects (known for a number of Cape Town and Johannesburg’s most prominent developments), the luxury delivered within the Rubik is only matched by the joy presented by its enchanting exterior. 24/7 security, modern technology, open space, strong windows, basement parking, and a range of luxury fittings and fixtures are proving to be popular among the range of interested parties.

“These features – coupled with the prime location and spectacular views over Table Mountain, Lion’s Head, and the ocean – offer highly desirable inner-city living,” said Lesley Rensburg, Dogon Group Sales agent for The Rubik.

“Buyers who have an eye for contemporary design and premium architecture are drawn to this exceptional building in the heart of one of the most beautiful cities in the world, that offers all of the benefits of a centrally situated mixed-use development, coupled with luxurious finishes and spectacular views,” said Leah Sleigh, Sales Agent for The Rubik.

Importantly, Abland has not opted for ostentatious scale. While there is an element of grandeur about the building, this is not a ‘squeeze as

many apartments out of the space as possible’ approach. Like some of the other sustainable developments in the city, the Rubik is marketed as boutique and tasteful at the same time as being towering and bold.

“Developers have embraced this trend and are building more boutique luxury property developments - and the demand for these homes has increased

as people are becoming more and more focused on exclusivity, as well as interior design and architecture,” commented Alexa Horne, MD at Dogon Group.

CONSTRUCTION UNDERWAY

Construction on site has been positive in challenging conditions, right on the corner of a very busy block at the heart of the city. Safety and disruption are key

INDUSTRY FOCUS: CONSTRUCTION

our highly experienced sales team, get a glimpse into the apartments and penthouses, plus receive exclusive views into the development’s future plans,” the company highlights.

“Boasting spectacular designs inside and out, unrivalled views of the surrounds, all within one of the city’s most prominent locations, make The Rubik a sound choice for investors and those looking for the best address in town.”

GROUNDBREAKING APPROACH

issues and, of course, Abland has been successful. Demolition, excavation, and foundations are complete, and work continues on the superstructure with engineering excellence supplied by Kantey & Templer Consulting Engineers.

“With excavation and foundations completed, we will be moving onto the next phase of construction - the superstructure. In the coming weeks and months, the floors will be cast and The Rubik will rise high,” Abland states.

“The basement, ground floor and first floor slabs have been completed and preparations for the second floor slab pour are underway. The lift shaft leads the way skywards, reaching to the fifth floor already.

“It’s been incredibly inspiring to see this development take shape.

There are still apartments and penthouses available,” the company adds, encouraging potential buyers to visit the website to find out more and “buy into the finest lifestyle the city that Cape Town has to offer.”

Adding to the excitement, the Rubik’s official sales office is now open. Welcoming in person visits to talk through floor plans and specs, as well as take a look at progress on site, the opening of the sales office will further enhance progress towards Abland’s targets.

“We’re extremely excited to announce that The Rubik’s sales office is officially open and ready to welcome potential tenants. Not only will you get a feel for what living it up in the Mother City will be, you’ll also meet

Abland as a company is busy with several large developments beyond the Rubik. In Pretoria, the Irene Link will be a green-star rated smart precinct, home to commercial, office, hospitality, medical, and educational offerings. In Johannesburg, the Hill on Empire development in Parktown – which is fully let – has been a major success for Abland, with some of the country’s biggest organisations taking advantage of the ideal location on the edge of the city but with direct access via the Gautrain or Reya Vaya Rapid Transit. Recently completed projects in and around the new Waterfall City development have also been greeted with open arms as many national and international companies search for quality office space, and many African businesses look for easily accessible, high-spec, well-managed property, from a

// THE BASEMENT, GROUND FLOOR AND FIRST FLOOR SLABS HAVE BEEN COMPLETED AND PREPARATIONS FOR THE SECOND FLOOR SLAB POUR ARE UNDERWAY //

Engineering Excellence

Engineering Services we offer: Civil, Structural, Mechanical, Roads & Transportation, Electrical, Urban Development, Geotechnical, Petrochemical, Environmental and Contamination

Johannesburg • Cape Town • Durban

Port Elizabeth • East London • George Pietermaritzburg • Port Shepstone

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provider with a reputation for delivery.

For Abland, the ongoing desire to shape South Africa for the better “with prestigious mixed-use precincts and premium office, retail, industrial and motor spaces” will not relent. Despite economic headwinds and political uncertainty, this is a business with three decades behind it, and a growing portfolio of state-of-the-art property.

At the Rubik, progress will be quick with the looming H1 2024 deadline, and sales will continue to boom as the small number of apartments available quickly garner interest.

“The décor features a modern and sophisticated palette making use of natural materials, whilst keeping spaces open and allowing one to experience the surrounding views.

“There are exceptional entertainment experiences in the neighbourhood – from casual to fine dining across differing cuisines, art galleries, excellent cafés and plenty of other activities no matter your tastes,” the company promotes.

With more demand for luxury property in Cape Town, both from locals looking to embrace the Mother City’s laid-back lifestyle as well as international buyers looking for a lock and go investment, the Rubik will be one of the city’s preeminent addresses, and will hopefully be proof of what is possible, followed by more regeneration for Cape Town and beyond.

// WE’RE EXTREMELY EXCITED TO ANNOUNCE THAT THE RUBIK’S SALES OFFICE IS OFFICIALLY OPEN AND READY TO WELCOME POTENTIAL TENANTS //

INDUSTRY FOCUS: FINANCE

South Africans are faced with growing challenges as political instability, economic uncertainty, and national issues around power supply, unemployment, and inflation continue to blight those who work hard and follow ambitions for a stronger future. Exacerbated by the pandemic, civil unrest, flooding, and now an international crisis in Ukraine, the economy sits on a knife edge. The fragility experienced since 2009 has left many concerned. How can you protect your business? Your estate, your wealth? Care for future generations?

Secure your assets? Relying solely on South Africa is now ill-considered. More and more, individuals and businesses are searching for opportunities to spread risk and utilise safer, reliable, international structures.

In 2018, President Ramaphosa labelled South Africa as a “land of untold opportunity”, hoping to encourage international investment. And there has been success. Pockets of the country have been considerably prosperous – SA is now considered one of the world’s premier BPO destinations, the software and tech space is worldleading, payments and fintech are flourishing sectors. But underlying inexorable problems remain, and offshoring of assets and investments is becoming more popular. As well as human capital flight (estimated

at around one million between 2015 and 2020), high net worth individuals, family offices, corporate headquarters, and asset managers are busy searching for safe havens. Thankfully, Heimdall – a leading private client and corporate services organisation, supporting clients with internationalisation – is offering a tailored solution. Headed by South Africans with deep knowledge of financial services and corporate and personal structures, this is a business providing light for those in need of fresh illumination.

BUSINESS OF BUSINESSES

In sunny Mauritius, a global financial centre, Executive Director Jan Wandrag leads Heimdall, a young company with big appeal.

// AT OUR CORE, WE ARE A BUSINESS OF BUSINESSES //

Jan Wandrag, Executive Director

“At our core, we are a business of businesses,” he tells Enterprise Africa. “We see so many diverse businesses and we try to link them together as much as possible and through the work we do, we get involved in a range of different activities. It’s exciting, I love everything about it.”

An entrepreneur and financial services veteran - holding senior positions across a number of corporates and multinationals, and an expert in the management of private client and corporate affairs – Wandrag was, in 2009, one of the youngest directors on the Johannesburg Stock Exchange at just 29.

His journey has seen him exposed to numerous global markets and sectors, but he became frustrated with

the level of service when it came to establishing a base for international exposure. “The service delivery and fee structures are all outmoded,” he says. “We reconfigured the business

and changed the structure. We ask reasonable rates for our services based on the actual work we do and the complexity of that work, rather than hourly or transactionally, and we place

INDUSTRY FOCUS: FINANCE

quality service delivery above all.”

Right now, because of the nature of the economic environment in South Africa, Heimdall is focussed on that market for growth.

“A lot of our team are South African, we speak Afrikaans, and we understand the South African business environment,” Wandrag highlights, adding that the company has three key offerings.

“We help high net worth individuals, corporates, and institutional investors to create vehicles with a specific focus on Mauritius as the platform for their business and investments,” he says. “That doesn’t always mean that Mauritius is the

destination of their business, or the location where they invest, but it acts as a platform for investments across the African continent –both flowing into Africa and from Africa to the rest of the world.”

Heimdall can tailor new companies and trusts, and everything required to facilitate success, according to the needs of a client. Removing paperwork and lengthy administrative chores, Heimdall simplifies the process of what can seem daunting.

“The second component of our business – where we have a current focus on South Africa – involves helping companies to restructure by looking at their current shareholding

DISCOVER A WORLD OF CROSS-BORDER OPPORTUNITIES

and operations, especially with international expansion in mind. A number of businesses and individuals are only 100% focussed on South Africa and, with our partners, we help them to reconfigure their affairs on the South African side with international growth as a real possibility.”

He highlights the country’s obstacles as drivers of this arm. “It does create a level of uncertainty for a large number of individuals and businesses. There are power issues and businesses have implemented back up power supplies. But now, with fuel costs at high levels, it is becoming very expensive to

Continues on page 42

Established in 1973, SBM is a leading financial services Group in Mauritius, operating one of the country’s leading banks, SBM Bank (Mauritius) Ltd. Since its inception, the Bank has evolved from a commercial and retail banking institution to one that caters to the sophisticated needs of its customers across all business units.

Given the current complex economic and regulatory landscape, leading a cross-border business can be formidable as well as arduous. Nonetheless, SBM Bank has been able to position itself as a major player in the global business landscape. Accompanying corporates in this journey, SBM Bank (Mauritius) Ltd offers solutions, advisory services, resources and leadership required to reach their desired goals.

The Corporate International Banking (CIB) division of SBM Bank (Mauritius) Ltd provides integrated financial solutions with exceptional service - all designed to help corporates with their cross-border transactions. As one of the most prominent banking institutions in Mauritius, SBM Bank has a dedicated CIB Team comprising seasoned professionals and experts to help customers using the Mauritius International Financial Services Centre to grow and to strengthen their capital position.

The financial solutions proposed by the CIB Team of SBM Bank (Mauritius) Ltd comprise four main lines of activity, namely Global Business, Cross-Border finance, Trade and Commodities finance, and Financial Institutions. The Global Business team handles the relationships with Global Business Companies (GBCs) licensed by the Financial Services Commission.

The GBCs are involved in a wide range of economic activities including investment holding, commodity trading, investment dealers, investment brokers, and international trade.

Cross-Border finance is a desk financing international corporates directly or through syndications. The Trade and Commodities Team is responsible for the financing of customers involved in international trade. As for Financial Institution experts, they maintain and expand relationship with banking and non-banking financial institutions worldwide.

Through CIB, the Bank connects the corporates to all continents and major financial centers across the globe so that they can broaden their horizon and increase their footprint anywhere in the world. This is facilitated by the Bank’s extensive range of financial products and services. As a universal banking institution, SBM Bank offers both banking and nonbanking services which include cash management, custody services, cross-border financing, treasury services, investment solutions, international wire transfers (more than 30 correspondent banks), term loans, and trade finance products. With this comprehensive suite of financial solutions, along with a dedicated team of experts, SBM Bank (Mauritius) Ltd allows corporates to navigate the complexities of cross-border business.

Aim higher

SBM Bank (Mauritius) Ltd is the flagship of the SBM Group, a leading Mauritian financial services provider with subsidiaries in Mauritius, India, Kenya and Madagascar. Offering a wide array of banking and non-banking financial services, including bespoke solutions for specific market segments – from individuals to international organisations through SMEs, Corporates, HNWIs, family offices, etc. –, the SBM Group is the epitome of universal banking. Get in touch with us today to learn more.

INDUSTRY FOCUS: FINANCE

Continued from page 40

do business if you’re in manufacturing or other similar industries. SMEs in particular are feeling this effect.”

The third element of the business involves the boots on the ground in Mauritius. Heimdall can quickly and effectively organise truly international structures for smooth cross-border transitions both financially and personally.

“We are not tax or legal advisors – we provide services that these businesses need at international level to be considered truly Mauritian,” states Wandrag. “That includes traditional services where we would act as directors and trustees and we would provide

accounting and tax administration services, and we also provide general secretarial services, opening bank and investment accounts. We also help to administer those accounts on an ongoing basis, processing payments and managing transactions.”

PHENOMENAL GROWTH

The confidence built with clients, and the knowledge and experience held within the company, have allowed Heimdall to grow significantly. Just five years ago, the company was only a small group. Today, 15 experts will soon be joined by five new recruits as the company expands. “Growth has been phenomenal,” smiles Wandrag. “We are expecting to increase our headcount even more significantly before May.”

There is competition in the industry. Many companies want to entice organisations, high net worth individuals, and families to part with their hard-earned wealth, hoping to make commission or take a fee. But Heimdall is different. The management of the company is hands on. Each has practical experience of business management and can act as an extension of the existing set up, rather than a distant outsourced contractor.

“We go a step further. We are not traditional non-executive directors who go through a rubber-stamping exercise, fulfilling a compliance requirement rather than anything else. We have been around the block and we have experiences which have taught us a lot of lessons. We aim to

use our knowledge and experience to add true value to clients businesses as executive directors, becoming as engaged in a clients affairs – business or investment or both – as we possibly can to help them grow,” Wandrag says.

Heimdall is proactive and forwardthinking. Typically, competitors have been reactive, welcoming clients as and when they need support rather than going out and offering advice

longer-term and is more sustainable than relying only on external factors. Wandrag is keen on driving business rather than sitting on the side-lines.

By building relationships with relevant organisations, including financial advisors and wealth management businesses, Heimdall has been able to position its service portfolio in front of appropriate clientele while receiving the backing of industry professionals.

“We are reasonably new and we recognise the value the technology,” emphasises Wandrag. “We have started implementing systems to bring our part in the industry into 2023 through the use of technology, bringing clients assistance on as many levels as possible while increasing the speed at which we do things. We also want to make our clients lives as easy as

platforms, systems, and applications will soon allow clients to transact and communicate with ease as they move from South Africa into global markets. “We want to revolutionise the way technology is used in the industry by giving them better access to as many elements as possible that the clients will need as part of their business and investment offering,” suggests Wandrag.

SYMBIOSIS, SYNERGY

By giving clients the ability to invest and do business internationally, Heimdall is an accelerator, and this is not something that can be done at arm’s length. There must be a clear understanding of not only the markets in which companies can grow, but also the companies and funds themselves so that appropriate decisions can be taken to maximise ROI. In today’s nervy global political

// WE HAVE BEEN AROUND THE BLOCK AND WE HAVE EXPERIENCES WHICH HAVE TAUGHT US A LOT OF LESSONS //

buoyant, knowledge is the key and every penny is under the spotlight.

“We want to get as involved in our client’s business as we possible can. We try to figure out what their goals are, what their exit strategy is, what their growth plan is, who could buy the

business – we do a lot of matchmaking and that is something which is not traditionally done by businesses in our industry. We want synergy where we can add real value - there must be a natural symbiosis,” says Wandrag.

Interestingly, the Covid-19 pandemic helped Heimdall to grow. As many companies were forced to adjust and juggle new ways of working, there was a demand for sound advice and spreading of risk with many fearful of what could happen if the worst case scenario was occur. Heads of family offices looked to Mauritius as a highly secure international destination for funds, and Heimdall – already engineered to work remotely – was on hand.

“It worked out very well for our business model. Because of the way

we work, our business model has always been to prepare for worst-case scenarios,” says Wandrag. “People may be stuck at home, people may be stuck elsewhere – we’ve worked liked that for a long time. Everyone has a laptop, we all work on a decentralised network but with strong security, and most of our work happens in the cloud. We started working remotely as part of our plan to internationalise. The pandemic did not change the way that we intended to work.”

He adds that the speed of communication was vastly improved. No longer was there a need to fly out to South Africa or elsewhere. The norm was online chat, and people – even in big, slow corporates – changed the way they worked.

“It has created a shift in mindset

// IT HAS CREATED A SHIFT IN MINDSET AND A LOT OF PEOPLE HAVE STARTED TO REALISE THAT THEY CAN’T DO BUSINESS THE WAY THE HAVE

the way we have historically. They are now a lot more open and receptive to the ideas we have in regards to their personal ownership of companies. Clients have realised that unforeseen things can happen at any time, and you have to be more prepared. There was a big realisation that there are better ways to structure your own holdings as well as the business,” says Wandrag.

In the future, the expectation is that Heimdall will boom. As demand for international exposure grows in South African organisations, and as interest in business on the African continent

grows from international investors, the market is wide open for a proven company with a vast range of services. Further diversifying the company’s service portfolio will happen over the next five years, and growth of the markets – following Heimdall’s more aggressive push for business development – will see doors open up quickly.

“We are focussed on South Africa for now. And, while we all love South Africa, there is the potential for a lot to go seriously wrong there and so we must spread our risk. Our main focus has been on corporates and entrepreneurial clients. That will change as the team expands and as we gain more clients and become more like a manager of funds.

“We don’t anticipate the growth to stop at any stage. Unfortunately, the South African situation is terrible

and that creates a huge amount of opportunity for us which we don’t see going away any time soon.”

With Mauritius recognised as a hot investment and business location, and a preferential international destination for tax purposes, perhaps now is the time to look to the Indian Ocean for a new island of opportunity. Political, social, and economic stability provide investors with certainty, and today that is sorely needed.

“We are different,” concludes Wandrag. “We can help on different levels. Our location in Mauritius is part of our success. It has a lot going for it and will continue on an upwards trajectory that has been realised by the country over the past 25 years.”

// WE DON’T ANTICIPATE THE GROWTH TO STOP AT ANY STAGE //

STARBUCKS SA

Fresh Connections Fill Starbucks with New Confidence in SA

Starbucks is in the business of building connections, creating experiences that are memorable, offering encounters that provide delight. Combine this with some of the world’s best coffee and you have a recipe for success. In South Africa, Rand Capital Coffee is busy taking the brand to new heights with a fresh approach and a long-term plan. Director Adrian Maizey talks to Enterprise Africa about challenges and opportunities.

PRODUCTION: James Davey

INDUSTRY FOCUS: HOSPITALITY

//South Africa is home to two of the greatest Starbucks baristas in the world. Cape Town’s Phuti Mmotla was crowned the EMEA champion for 2022 in the company’s standout coffee challenge, held in Milan. In 2019, Durban’s Teddy Nzama scooped the same award at a competition in London. The annual competition is held to demonstrate innovation and creativity in the coffee game, with ten of the world’s best coming together at iconic locations to compete for the prestigious award.

Starbucks in South Africa has been a beacon of hope in the country since Rand Capital Coffee took the brand and began brewing something special. The symbol, recognised worldwide as an emblem of coffee and business excellence, is now growing strongly in South Africa and is providing opportunities for its people as well as the communities in which it operates.

For Mmotla and Nzama, without

Starbucks, there would be no worldconquering success and South Africa would not have been put on the map as a coffee destination.

“It is extremely rewarding and is proof of what Starbucks can create for these guys,” says Adrian Maizey, Director of Rand Capital Coffee (the holdings company behind the brand in South Africa).

In 2019, as Nzama, of the Florida Road store in Durban, claimed his title, Rand Capital Coffee was busy cooking up its move for Starbucks.

“When we took over the business in December 2019, there were 13 stores and we closed one, so we started with 12 stores,” says Maizey.

At the time, the brand was stagnant and new store growth had been slow. Maizey and team quickly went about revitalising the culture in the business and aimed for the perfect blend of scale and sustainability. However, achieving success with a major restaurant brand

in a time of lockdowns and restrictions on movement is not easy. Learning of the Covid-19 pandemic, just as the company started to roll out its Starbucks plan, left a bitter taste.

“We purchased the business and then went straight into Covid – we have only ever been in survival mode,” he says. “At the same time, we have been growing. So, to get to this point, we are proud of that. Growing with the people around us is the fun part.”

Today, Starbucks South Africa has 600 people alongside its international barista champions, with a group of seasoned leaders at the helm. More than 60 stores across the country make the business a powerful player. South Africans can experience the world-famous hospitality of Starbucks, which doesn’t always compete against other coffee shops – instead it rivals customer experience businesses –creating a space between home and work for people to relax and engage.

Globally, the vision for Starbucks, right from the start has been to become a company that celebrated coffee but also connection.

SOUTH AFRICAN

With 32,000 in 80 countries, Africa is the last global geography that remains relatively untapped. When Rand Capital Coffee took the brand, even through the pandemic, the goal has been to capitalise.

“We’ve been very busy and we grew tremendously during Covid with most stores built in the last two years, and the first nine months of our ownership being in hard lockdown. 2021 was a very tough year for South Africa on the Covid front with omicron coming around in December – that knocked the legs out from underneath the entire economy,” remembers Maizey, adding that human capital flight and a general slowdown in spending ensued.

“Even so, things have been

hectic from a growth perspective and we have been aggressive. We are pro Africa and we hold a long view on South Africa. We believe in its future and we saw an opportunity to put money in while everyone else was hedging or withdrawing.”

This deliberate optimism has helped accelerate growth from four

store opening per year between 2016 and 2019, to more than 16 per year between 2019 and now. Retail Capital Coffee is, according to Maizey, “laser focused on Starbucks South Africa” with no distractions. There is no competing interest, and South African success is the driver of every decision.

“We deal with our own money,

INDUSTRY FOCUS: HOSPITALITY

we are not a publicly listed entity,” reminds Maizey. “We are true owners and operators, and we have all of our skin in the game. That means the incentives are quite different. We have really done everything we can to ensure the business gets on the right footing and is successful.”

As customers sit in stores, sipping warming espresso or cooling with an iced caramel macchiato, much of the news that hits the smartphone is difficult reading – economic and

political meltdown and more. But even in such an environment, where the most innovative and longstanding businesses, are challenged, Starbucks blossoms. Like Nzama and Mmotla, the company is making the most of the opportunities afforded by this famous brand.

“As South Africans, we want to showcase to the world what we can do in what has been a distressed period and scenario,” smiles Maizey. “Our ability to get through that, while many

competitors have not been growing, highlights our vision of South Africa. We are taking a long-term view on SA, and it has meaning for us. We have huge support from Starbucks, but this is local South Africans making things work to build something special in a country that, at this point, requires good news. We want to build an oasis in what is a bit of a desert, where people can grow and mature and develop while being bestin-class and world class. We are against a backdrop of lacking water, lacking power, lacking governance, lacking infrastructure, and we want to be a seed that starts to turn things around.”

STRONG RECIPE

Like the coffee its baristas lovingly prepare, Starbucks takes the best of the world in its continued rollout in South

Continues on page 52

// WE ARE PRO AFRICA AND WE HOLD A LONG VIEW ON SOUTH AFRICA. WE BELIEVE IN ITS FUTURE AND WE SAW AN OPPORTUNITY TO PUT MONEY IN WHILE EVERYONE ELSE WAS HEDGING OR WITHDRAWING //

INDUSTRY FOCUS: HOSPITALITY

Africa. The relaxing environment of Mmotla’s store in the V&A Waterfront is similar to what would be found in London or New York City. The laid-back style of the Florida Road store is like what you’d find in Paris or Milan, and the modern design of the Rosebank store is akin to that of a Los Angeles corner-block site. But delivery of world-class is not easy.

“In our minds, it was necessary to bring scale to the business and that was complex,” admits Maizey. “You might think it’s ‘only selling coffee’ but there are so many moving parts that go into Starbucks. The number of products that we sell dwarf any of the competition. All of that product is effectively imported so you need a sophisticated infrastructure to handle those products, which expire, from Europe, Asia, and America into southern Africa.”

This distribution challenge is a longterm dilemma that must be navigated correctly, with carefully considered back up plans. Many international businesses coming into Africa through South Africa underestimate the size of the task that is scale on the continent.

“The distance to market is a challenge – we are very far away,” says Maizey. “No one appreciates how large Africa is and we have to import all the way to the southern tip of the continent and then distribute across South Africa, which is larger than France, Spain, and Germany combined. That is a real challenge.”

But the company’s nimble approach and focus on success has allowed it to jump quickly when faced with hurdles. An ambitious culture installed by Rand Capital Coffee, as well as a strategy of brand partnerships to position Starbucks in front of customers, has helped propel the company forward. Now,

Maizey and team are concentrating on managing the company through an extended period of development while building out infrastructure to ensure the business is sustainable.

“Looking forward, we are all about managing growth and people. We have moved from a small business to a turnaround business, to now being a mid-sized business which is more difficult. It is often lost at how difficult it is to scale a business of this type. You have to build in a system of checks and balances, and controls, that are not easily replicated without a franchisee. We have to rally a group of 600 people, in a restaurant business, dispersed round a very large country, while managing a team that was still there when the business was just 12 stores. Those growing pains and the maturity going from entrepreneurowner operator to midsized company is now our big challenge,” he says.

Providing something sustainable for South Africa, and for the people working hard every day in Starbucks, is what warms Maizey. His vision is not to leverage the brand and then sit back while the coffee grinds.

“I get a lot of pleasure from the opening of new stores and the growth and stability that we create for our colleagues to operate in. The ability to create a going concern, on a stable base, that is a viable successful business, with nice stores that our people are proud of, that sells great products – those are the things that make you happy,” he says. “Our goal is to build something really special that is self-sustaining and can reward those in the system to be themselves.”

PART OF THE ECO SYSTEM

With weak expectations for growth in developed markets, many large corporations are looking for growth in new regions. IMF predictions highlight sub-Saharan Africa as a region expected to grow by 3.7% in 2023, notably lower than the area’s strong performance of the past, but positive

considering the inflationary pressure and socioeconomic uncertainty that continues to bite in global markets.

Some African nations are projected to grow at more than 5% - Rwanda, Benin, DRC, Côte d’Ivoire, Ethiopia, the Gambia, Mali, Niger, Rwanda, Senegal, Togo, and Uganda all have decent outlook, and this is encouraging for those looking to build a continental presence.

By investing while others are

cautious, Starbucks will take advantage of every sign of potential and every hint of opportunity. In January, the company relaunched its ever-popular Oat Lattes in the EMEA region with the Honey Hazelnut Oat Latte and Caramelised Macadamia Oat Latte at the top of the menu board. Brining the best to SA, Rand Capital Coffee affirms its long-term vision.

“Dovetailing with being a successful and sustainable business, getting to scale so that we are significant in the market, for Starbucks global, we want to be a prominent and successful part of that eco-system. We want to show up at a level that no other region can show up at. There are very important and successful regions within Starbucks global and we aspire to be one of the top performing regions. We believe that we can show a ‘wow’ for South Africa - given all of its headwinds, we have been able to build a successful business that is far removed from where it was. Even when we obtain our stock, we were not on an equal playing field

with everyone else, but to still succeed is the goal,” says Maizey, concluding by stating that the dream is for 500 stores to be built locally, and 1000 across southern Africa in the next decade.

“We have a plan to get there and we have full belief that we can get there. At that point, we believe we would be a real relevant part of the eco-system that is Starbucks Corporation,” he smiles.

When Phuti Mmotla won his title as the best barista across all of EMEA, he was the recipient of a ticket to Rwanda to take part in the Starbucks Origin Experience, visiting coffee farms and learning more about the journey from plant to cup. As the company and brand grows in southern Africa, perhaps the region can be further etched into the map, following the example of Mmotla and Nzama, becoming recognised as a powerful force for good.

// OUR GOAL IS TO BUILD SOMETHING REALLY SPECIAL THAT IS SELFSUSTAINING AND CAN REWARD THOSE IN THE SYSTEM TO BE THEMSELVES //

THE BEEKMAN GROUP

Family Business Flies SA Flag High

PRODUCTION: Eleanor Sarbutt-King

Wayne Beekman, Executive Director at the Beekman Group, tells Enterprise Africa more about managing and growing a major tourism business during tough times locally and globally. By sticking to core principles and aligning behind a vision, the company has grown and it excited about future opportunities.

Beekman House

INDUSTRY FOCUS: HOSPITALITY

//South African tourism has long been recognised as a vital sector in the country’s challenged economy. The opportunity for quick, scalable, sustainable business growth has been appealing to the government –always on the lookout for chances to build prospects. But with the Covid pandemic came a mayday for the industry. International visitor numbers crashed after a decade of positive growth. Even with the country’s rich cultural heritage and mix of major attractions – including 10 UNESCO World Heritage sites – there was no lure or price that could overcome a legislated nationwide lockdown. When tourism did bounce back, domestic business has been key in unlocking potential. In the second quarter of

2022, domestic tourism revenue sat at R24.4 billion and international revenue at R11.1 billion. The sector continues to represent a significant percentage of the country’s GDP.

For those active in tourism and hospitality, the past three years have been tough. But sustainable, diversified, well-managed organisations have managed to survive and thrive. The Beekman Group, a historic South African holiday business, hunkered down through 2020 and 2021, and is now experiencing growth in new avenues.

A family business with an impressive national footprint, the Beekman Group was established in 1981 after founders Bram and John Beekman moved to Durban from Johannesburg, building a presence in the vacation ownership industry after selling their

successful contracting business. The pair went about developing and marketing property for resorts in KZN under the Suntide brand, creating a trusted and exciting offering. As the business grew, expanding into new sectors, its reach became powerful, attracting visitors from around the world, building a portfolio of significant value. The business is award-winning, claiming top regional, national, and international awards for excellence.

It’s a legacy that sees the Beekman

// IN OUR INDUSTRY, WE ARE LEADING THE WAY WITH FACILITIES AND EXPERIENCES //

Cayley Mountain Resort

name forever associated with the tourism industry in South Africa. Today, the second generation heads up the company, and Executive Director Wayne Beekman tells Enterprise Africa more about the company’s modern structure. Split into five components, the business has a deep knowledge of hospitality, tourism, property, construction, and management.

“Commercial property is growing into a significant property portfolio,” he begins. “Hospitality property management is just under 30 resorts in Southern Africa with an additional seven in Australasia. Our property development is leisure-focused, and we develop and sell off the units, which the owners use for both holidays and as an investment by placing them into a rental pool which we manage on their behalf. On top of that, we have a few timeshare clubs which is part of the origin of the business. There is also a timeshare exchange arm where people can swap or move their access within the year.”

Companies under the Beekman Group include the Beekman Managed Portfolio, the Holiday Club, iExchange, Beekman Holidays, Beekman Leisure Portfolio, Body Bliss, and the Private Residence Collection. As domestic tourism thrives, and as a strong emphasis is placed around regenerating international arrivals, having a diversified group, spread across multiple centres of activity, makes for a very strong offering.

A LOT ON THE GO

Right now, South Africa is looking to new markets for visitors. The hope is to attract travellers from China and India to complement core markets of the USA, UK, Germany, and Australia. Competing against the likes of Egypt and Kenya for international arrivals into Africa, the country must promote its modern infrastructure, and the Beekman Group is an expert in this regard.

“We have a lot on the go,” says Beekman. “Where we have tried to position the resorts, our holiday

experience is family orientated and we have put a lot of effort to get firstof-their kind facilities at our resorts. In our industry, we are leading the way with facilities and experiences.”

At the World Travel Awards in 2022, three Beekman Group resorts

were recognised as industry leaders. The Cayley Mountain Resort was named South Africa’s Leading Lifestyle Resort; Dikhololo was lauded as South Africa’s Leading Family Resort; and the San Martinho Beach Club was highlighted as Mozambique’s

Wayne Beekman, Executive Director

INDUSTRY FOCUS: HOSPITALITY

Leading Family Resort 2022. At the awards ceremony in Nairobi, the best in the business came together to acknowledge industry excellence.

“The success of the work done by the team at the resorts is impossible to quantify in one achievement alone. From the quality feedback expressed by our guests to the consistent financial returns enjoyed by our Resort Owners, to awards and acknowledgements such as this one, we are tremendously proud of the holistically innovative culture at the resorts that is reflected in our acceptance of this award,” said Beekman.

A South African company, dealing with South African partners, catering to South African customers as well as a strong international client base, the Beekman Group understands

the local market and knows how to make things happen. From head office in Port Shepstone, KZN the Beekman Group team continues to build a strong culture of excellence.

Celebrating further success, the company was praised as the province’s top Family Business for 2022 at the Standard Bank KwaZulu-Natal Top Business Awards. The function in Umhlanga saw Wayne and cousin Neville claim another award that the pair dedicated to the founders, Beekman family, extended family, and all employees and their families.

LOCAL BUSINESS

The company’s local roots are a key part of this success. 1100 people are employed by the Beekman Group across its divisions around the country but the

KZN coast is home.

“Our head office is in a holiday town, an hour and a half from Durban. We started off with an office on a holiday resort and the business grew and expanded. We grew here and we had to employ the skills locally.

San Martinho Beach Club and Hotel

//

ON THE SECTIONAL TITLE INVESTMENT SIDE, WE HAVE REALLY GOOD RETURNS FOR GUYS THAT INVEST IN THE PROPERTIES THAT WE DEVELOP //

When we started, there were no digital tools, and recruitment was a challenge. It wasn’t easy to travel and get specialists to come here so we recruited and trained people from the local area,” Beekman explains.

“We aim to promote local community upliftment. A lot of the service providers that we use are generally from our area and they are happy to work anywhere in South Africa,” he says, adding that wherever possible the company insources to keep strict control over quality.

When Wayne’s father and uncle founded the company in 1981, they had already been in business together since 1970. Over the past 50 years, the Beekman’s have ridden the rollercoaster that is the South African economy and know about standing up to challenges. But the Covid-19

pandemic was a new type of problem and required strength. Resort managers around the country were kept busy perfecting sites for when customers could return, but it was a difficult time.

“We came through it ok,” says Beekman. “We kept all our staff employed and we made plans to mitigate impacts where we could. During Level 5 lockdown in South Africa, we were forced to close the resorts and refund clients, which hurt financially. We did get through it, and since the pandemic subsided, we have surpassed our pre-Covid figures and we are back on the growth path.

“Our mix has helped us,” he adds. “Where we had traditional owners with the rental arm, owners were still paying their monthly levies. That buoyed us through that period.”

He also highlights the very

real and demonstrable returns that were achieved by clients over recent years as a factor which kept people interested, even at the bottom of the rut. This is also a strong indicator of the quality of developments from the Beekman Group.

“On the sectional title investment side, we have really good returns for guys that invest in the properties that we develop. A net return would be up to 13% which is a lot higher than what you’d find elsewhere.”

INVESTING

To capitalise, the company is busy with new developments that will add to an already impressive portfolio.

“We have two new developments that should come out of the ground this year. We are waiting for one sign off in Pretoria, and the other is in

All our mattresses are handcrafted using only the best locally sourced components. We offer high-quality products at factory-direct prices.

Spring Mattresses | Mattress Toppers | Foam Mattresses

INDUSTRY FOCUS: HOSPITALITY

Franschhoek,” confirms Beekman. “There are also a number of resorts where we are busy adding new phases to the existing developments, these include The Kingdom Resort, Cayley Mountain Resort, and San Martinho Beach Club.”

Here, the company will offer its traditional timeshare, sectional title and fractional ownership, options which entitle clients to all the benefits of the Beekman Managed Portfolio.

At the same time, responding quickly to new demands in the market, the company is busy rolling out a glamping offering at select resorts, putting up semi-structured accommodation for those looking to experience a camping getaway but with the convenience of modern amenities.

Technology is also playing its part in the company’s growth, with Wayne Beekman – who started in the IT department in 2000 –pushing for constant innovation.

“We have been working behind the scenes of the software and digital expansion. We are centralised with our own project development team that run with conceptualisation and project roll out internally.

“We have just launched a kids app for the resorts where kids can use phones to scan during the different resort activities they do and interact with entertainment coordinators on the resort. It’s a kind of kids club, with treasure hunts and other activities, and the kids can compete against each other. We’ve had good feedback on that and we are looking to roll it out across more resorts. It all adds to the family experience that we look to create,” he says.

FAMILY TRAILBLAZERS

Just as the company is a family business, promoting a family culture; appealing to families – both domestic and

international - is a significant underlying strategy. Taking holidaymakers away from the well-trodden path and into memory making resorts feeds in the Beekman Group vision of ‘making extraordinary holidays the standard’.

“We are striving to trailblaze in family holidays,” states Beekman. “We have resorts in holiday areas and not in the cities where most of the other big chains are based and want to use that to our advantage. We are rolling out software to improve guest experiences, as well as the kids app, and a Digital Butler – an in room tablet through which you can both call on or digitally order from the restaurant and book appointments in the spa. It eliminates the need for any type of phone system and gives a full breakdown of facilities and specials on the resort. Our resorts are large, and taking a quick walk to reception is not always easy.”

Beekman resorts are rich in

The Kingdom Resort

amenities and regularly receive investment to ensure best-in-class status. In August 2022, the San Martinho Beach Club was upgraded to a four-star luxury accommodation status by Mozambique’s Instituto Nacional do Turismo (INATUR) –highlighted for impeccable cleanliness, on the sunny white sandy beaches – a perfect escape for families.

The Beekman family is taking no breaks for the time being. As a beacon of possibility for the tourism industry, there remains much to do to ensure ‘brand South Africa’ is portrayed in the best possible light against a tough backdrop. In July 2022, Stanlib labelled the tourism industry as ‘a major growth opportunity with the ability to add significant employment,

given its high level of labour intensity’. The Beekman family believes in the industry and will continue to devote its expertise to ensure long-term prosperity for all stakeholders.

“It’s rewarding working with family, and while it does have its challenges there are certainly more rewards than drawbacks,” Beekman concludes.

In this resilient and potentialpacked sector, the Beekman Group is showing innovation and creativity, achieving growth, and delighting clients. With outcomes like this, further success is surely on the horizon.

Hazyview Cabanas

// WE ARE STRIVING TO TRAILBLAZE IN FAMILY HOLIDAYS. WE HAVE RESORTS IN HOLIDAY AREAS AND NOT IN THE CITIES WHERE MOST OF THE OTHER BIG CHAINS ARE BASED AND WANT TO USE THAT TO OUR ADVANTAGE //

SA METAL GROUP

The First Step to a Circular Economy Starts with SA Metal

For more than a century, SA Metal Group has been ever present in South Africa, through ups and downs and success and failure. As the leading metal recycler in the country, under the same family ownership since day one, this is a business providing much needed certainty and opportunity where it is sorely needed.

PRODUCTION: Sam Hendricks

INDUSTRY FOCUS: RECYCLING

South Africa is relatively strong in the industrial recycling space. As of 2022, 46% of plastic, 70% of paper, 72% of cans and beverage metals, and 42% of glass was recycled. South Africans generate 122 million tonnes of waste each year and ensuring what can be recycled is done so in an efficient and productive way has become essential.

In 2019, the government began a recycle, reuse and reduce campaign aimed at ensuring the recycling industry could boom with an inflow of material and output of useful products, completing a circular journey. But engaging the private sector has, and always will be, a core part of this strategy.

Businesses are generators of waste, and effective recycling must happen if the country is to build an industry that leads the way on the continent.

Global supply chains, disrupted by the pandemic and now the war in Ukraine, have left South Africa struggling to access many of the raw materials required in manufacturing and development. The recycling industry is often the answer –especially in the metal space.

Recycling metal conserves natural resources such as iron ore, bauxite, and other minerals that are used to produce new metal products. By recycling existing metal, Africa reduces its dependence on imported metal and conserves its limited natural

resources. Metal recycling helps to reduce greenhouse gas emissions and air pollution, which are major environmental problems in many parts of Africa. The energy required to recycle metal is much less compared to producing new metal from raw materials. The metal recycling industry provides employment opportunities for thousands of people in Africa. It is an important source of livelihood for many people who are involved in collecting, sorting, and processing metal waste. The industry is an important contributor to the economies of many African countries, generating revenue through the sale of recycled metal, and helping to reduce the amount of waste that is sent to landfills, and the

FROM OUR CONVENIENTLY-LOCATED SCRAP YARDS IN AND AROUND CAPE TOWN, JOHANNESBURG AND PRETORIA, WE PURCHASE SCRAP METALS FROM A RANGE OF SOUTHERN AFRICAN SOURCES INCLUDING INDUSTRIAL ENTERPRISES, PUBLIC ENTITIES, SCRAP METAL DEALERS AND PRIVATE INDIVIDUALS //

burden on state waste management systems. There is also an essential promotion of recycling as a concept when the public sees the success that can come from metal recycling. This helps to create a more sustainable future for Africa and its people. Overall, metal recycling is an important sector for Africa, providing environmental, economic, and social benefits.

Nowhere is this understood more strongly than at SA Metal Group, South Africa’s oldest and largest metal recycling company.

HISTORIC

Established in 1919, this is a company with four generations of family and industry expertise built into it. After moving from the UK to South Africa in 1900, Wolfe Barnett established what is today the powerful SA Metal Group, focused on buying up used machinery and breaking it for parts before sending useful elements back to the UK on steam ships. Following the end of WWII, parts were more available in Europe and Barnett’s business in South Africa switched its concentration to scrap metal. The second generation took the reins and began professionalising, installing machinery, and building relationships. Other waste collection services are offered, and the company’s reliability becomes its appealing USP. By the 1980s, the third generation joins the business, moving it from Woodstock to Epping Industria. SA Metal Group is now a key partner for various heavy industry organisations as well as the general public, utilising some of Africa’s most advanced machines to process scrap metal. The next two decades see significant expansion with the company realising nationwide growth and establishing of divisions to handle different processes.

In 2012, the fourth generation of Barnett’s joins the organisation started by Wolfe in 1919, and now, more than 100 years on, the business thrives.

“From our conveniently-located scrap yards in and around Cape

Town, Johannesburg and Pretoria, we purchase scrap metals from a range of Southern African sources including industrial enterprises, public entities, scrap metal dealers and private individuals,” it informs.

“SA Metal Group strives to provide the best markets to our suppliers of scrap metals, to supply qualitycontrolled processed scrap metals, the highest quality steel and non-ferrous products manufactured from recycled

INDUSTRY FOCUS: RECYCLING

scrap metals, the safest and most innovative demolition services and the most efficient waste removal solutions.”

Today, the company specialises in recycling a wide range of metal products including ferrous and non-ferrous metals, and provides recycling solutions for both individuals and businesses. SA Metal Group is committed to sustainable recycling practices and is dedicated to reducing its environmental impact through the reuse and recycling of metal waste.

Steel bars, billet, rebar, and reinforcing sheeting is produced from recycled material. Copper conductors and brass bars are made for the construction industry. The company can handle demolition of major sites including mines and

factories, and is qualified in asbestos removal and radioactive material handling. SA Metal Group also has strong export partners and holds strong relations across the region, with partnerships in Namibia, Botswana, Swaziland, Mozambique, Lesotho, Malawi, Zambia and Zimbabwe.

BARNETT’S BUSINESS

Perhaps the biggest strength of the organisation is long-term sustainability and reliability. With Barnett’s heading the business for a century, the company embraces and utilises all the strength that comes with a family business. Often clear and concise in terms of a strong sense of values and purpose that go beyond just making a profit, they have a long-term focus and are

committed to preserving legacy and serving their communities. Family businesses are typically more flexible than larger corporations and can make quick decisions and respond to changes in the market. This allows them to adapt to challenges and capitalise on new opportunities with a nimble approach. These companies are often respected by employees, fostering a strong sense of loyalty among the team, customers, and suppliers, which results in strong relationships, creating a supportive network. Combine all of this with ongoing entrepreneurial spirit and long-term succession planning and you have a stability that is hard to achieve in corporate organisations with shareholders and external influence.

When you mix a family business, home to strong values, with a market that has a need, the end result is success. The South African economy faces several challenges and so healthy businesses, employing large numbers, contributing to a tax base, and providing valuable service for clients is a necessity.

STRENGTH WHEN NEEDED MOST

Struggling to grow, high unemployment, weak GDP figures, stressed public finances, political instability, and an energy system in a dire state makes for a bleak outlook but SA Metal Group has bucked the trends and remained sustainable in South Africa through more than just economic downturns. This is a company that knows how to navigate uncertainty.

Thankfully, the demand for metal recycling, and recycled metal products continues to grow as eco-conscious consumers demand more from their country and its big businesses.

Recycled metal has a wide range of uses, including construction where it is used in the industry to manufacture necessary strengthening products; manufacturing where it is used as a raw material in the production of various consumer goods such as cars, appliances, and electronics; energy

production where it is used in the production of renewable energy technologies such as wind turbines and solar panels; infrastructure development where recycled metal is used in the construction of bridges, roads, and other projects; packaging where it can be used to make new metal cans for food and drinks, which

are both lightweight and durable; and many other applications.

For SA Metal Group, the process of recycling is not just about collecting waste for use in the circular economy, it’s about taking a product and turning it into something valuable. It’s about doing it in an effective way, and it’s about generating opportunities at all times.

So many companies are distracted while on a growth journey, losing sight of their core offering. SA Metal Group has always been committed to the scrap metal industry and has extensive expertise which is almost unrivalled in the country. It has scale –few can boast a similar presence. It is underpinned by sustainable practices, handling materials responsibly and ethically, while delivering a wide range of services which make it a one-stop-

shop solution for metal recycling. It is also a strong community asset, contributing positively to the areas in which it operates. Backed by a highly experienced leadership team and strong partnerships with the likes of Standard Bank and HD Trucks, SA Metal Group is undoubtedly an industry leader and a unique and valuable player in the South African business landscape.

“The group has a reputation for absolute integrity in all its dealings built up over the last hundred years,” it states, confident in its status as a source of strength for the country.

THE GROUP HAS A REPUTATION FOR ABSOLUTE INTEGRITY IN ALL ITS DEALINGS BUILT UP OVER THE LAST HUNDRED YEARS //

STADIO HOLDINGS

STADIO Invests in Future of the Nation

By investing in technology, facilities, and processes, STADIO Holdings continues to deliver best-in-class service to more than 38,000 students in South Africa as investments prep the organisation for a journey through a period of growth. The new mega campus in Centurion is just the first in a string of opportunities that will be realised by this forwardthinking business that keeps the student at its heart.

PRODUCTION: Eleanor Sarbutt-King

INDUSTRY FOCUS: EDUCATION

“Education is the most powerful weapon which you can use to change the world,” is how the famous Mandela quote goes.

Ramaphosa agrees, saying: “It is through education that we can realise the goal of a non-racial, non-sexist and democratic society,” at a graduation ceremony in Mpumalanga in 2018.

But the South African educational landscape remains challenged. Inequality and disparity are rife among university students. Primary and secondary educational institutions are vastly different in the major metros when compared with their rural counterparts. In a country where the official unemployment figures sit around 33%, a long-term, sustainable approach to education must be adopted. However, this

has been the message in South Africa since 1994 and before.

The challenges are deep rooted and require significant change at societal level to bring about a scene where all South Africans have access to high-quality, internationally recognised education that sets them for modern careers in prosperous industry sectors.

Despite having 13 of the best universities in the world, seven

of which are among the top 500 globally, enrolling thousands of students ever year, only 7% of South Africans have a tertiary education.

To alleviate the pressure on higher education institutions, the private sector entered the market to great effect. The provision of a range of courses, with a variety of levels of qualification, often accredited by the Department of Education, regularly taken up by those

// SINCE LISTING IN 2017, THE GROUP HAS CONSOLIDATED OFFERINGS, OPTIMISED PROCESSES AND IS IN THE PROCESS OF IMPLEMENTING VARIOUS SYSTEMS TO CREATE A STRONG FOUNDATION FROM WHICH TO GROW //

looking for an alternative to a traditional learning experience, the private sector is a hit. Especially following the events of 2020 and the fallout from the Covid-19 pandemic. As the virus spread, educational institutions at all levels were closed up and moved online. Here, there was a difficult period of transition, but many thrived as their courses were delivered in an efficient way, while reducing overhead costs associated with property management.

A HIGHER PROVISION

STADIO Holdings is a leading provider of higher education services in South Africa, aiming to widen access for all South Africans, further empowering the nation to build a better future.

Today, the STADIO portfolio is made up of three private institutions – STADIO Higher Education, Millpark Education, and The South African School of Motion

Picture Medium and Live Performance Proprietary Limited (AFDA).

Previously part of Curro Holdings, STADIO was unbundled in 2017 and listed on the JSE as a separate entity focussed solely on higher education.

Today, Chris Vorster leads the

business as CEO and he is optimistic about future prospects in South Africa following a tough period of much change. He believes in education as a tool for change, and believes in the STADIO model, hence authorising the R220 million

Waterfall Campus, Midrand

INDUSTRY FOCUS: EDUCATION

investment into a new centurion mega campus, completed in 2021, as well as other significant projects.

“Since listing in 2017, the Group has consolidated offerings, optimised processes and is in the process of implementing various systems to create a strong foundation from which to grow. The Board is positive about the many opportunities that exist in higher education and believes

that the Group is well positioned to meet the growing demand for higher education in the country,” he says.

BLENDED LEARNING

Importantly, the mix of contact and distance learning has been kept under the spotlight by STADIO. There has been no kneejerk reactions and the organisation was keen to be led by students who sit at the centre of every decision in the business.

“We take a profound interest in what our students want, and what our country and the world of work needs. We offer higher education specially designed to meet industry requirements and to accommodate our students’ diverse lifestyles. The one aspect the STADIO Group remains true to in all instances, is the student.

Without our students, we do not have a business and therefore we continue to focus primarily on ensuring our service levels to our students remain best-in-class,” STADIO confirms.

This was demonstrated at the launch of the new campus in Centurion, a 14,000m2 site that can host 5000 students. Safe, secure, and reliable, the site is perfectly connected and makes use of technology like few other campus’ can.

An 11% increase in student numbers up until the end of June 22 is testament to the success of the business in uncertain times. Driving the uptake of distance learning, STADIO saw a positive set of results in June.

“The Group grew Revenue by

Continues on page 76

// THE ONE ASPECT THE STADIO GROUP REMAINS TRUE TO IN ALL INSTANCES, IS THE STUDENT //

Centurion Campus, Pretoria

In the search for a better approach to complex project management in the construction space, a solid foundation has been laid by the Triple 3 Group which now brings a greater impact by focusing on integration, collaboration and quality. “Let us help you realise your vision,” is the message from industry expert and CEO Gawie le Roux.

The Triple 3 Group of companies is reimagining the process of built environment creation in Africa. Headquartered in South Africa’s Western Cape, the Group has experience across a range of activities, and is able to provide a holistic service from town planning and feasibility studies, through to engineering services and bulk infrastructure, and then construction, property development and buildings.

Simplifying the process while installing true professionalism is the mantra at Triple 3, creating one point of contact for clients, streamlining activities to ensure projects that complete to the highest quality standards.

Some of the continent’s most impressive buildings and communities are emerging as a result of a tried and tested method utilised by Triple 3.

“Our focus in on a holistic project solution that integrates the processes from inception to completion to ensure successful delivery,” says CEO Gawie le Roux.

Critical infrastructure including schools, industrial and commercial complexes, and housing developments have

all been built by Triple 3, but a recent project for leading private tertiary education business, STADIO Holdings, stands as a flagship for the company. A R220 million, 14,000m2 campus in Centurion, which hosts teacher training, a school of commerce, and other educational activities, was completed in 2021. The development required a new degree of flexibility following the unfolding of the Covid-19 pandemic. Planned before the lockdowns and regulations came into place, a change of strategy was enforced midway through the project, but Triple 3 rose to the challenge, demonstrating the excellence on which its reputation is built and the focus on collaboration that make it a preferred contractor in South Africa.

For a quarter century, the experience within this small but effective group has been developed to a state where the company delivers an almost-unparalleled service level.

“We bring a tailor-made and integrated approach to each project through our centralised project management office. By minimising contact points involved in a project, we streamline processes and simplify the entire experience,” says le Roux.

BUILT ON SIMPLICITY AND INTEGRATION

“Our service excellence is made possible through our client-centric approach, driven by innovation and full collaboration between Triple 3, our unique BE network, and you.”

Appointed on a design-construct basis, STADIO Holdings tasked Triple 3 with the full development of the mega campus in Centurion which can serve more than 5000 students, while ensuring the student and learning experience remained at the core of every decision taken.

The turnkey ability of Triple 3 was on full display, planning everything from utilities and sewerage, power and electricity connection, civil and structural engineering, and construction and general building.

Heralded a major success for the client, Triple 3 has been engaged further to ensure STADIO property is top of the range. A R33 million project was recently completed in Mogale, and another project is in the pipeline in Cape Town where le Roux is hoping to be selected again.

“The most recent project for STADIO was a distance learning centre in Mogale, where we handled all the design and construction. It was a smaller project, but still significant. A distance learning centre, they have a printing facility from where they print and distribute textbooks for the entire group. A large component of STADIO’s students are fully or partially online as the model

has mutated following the pandemic. This new centre affords them the opportunity to work effectively around that new model,” he says.

The result is STADIO realising a new phase of growth in its journey, developing South Africa and the next generation of talent through high-quality education. In the first semester of 2022, up to June, STADIO’s distance learning student numbers grew by 14%, reaching more than 32,000. Without the integration and collaboration delivered by Triple 3, these developments would have been delayed and slowed. The holistic but simplified approach taken by the trailblazing business is backed by a long list of highly successful projects, and each is tailormade to client specifications resulting in a uniqueness that is often missing from modern corporate structures.

INDUSTRY FOCUS: EDUCATION

Continued from page 72

13% to R617 million (June 2021: R548 million), with EBITDA growing by 19% to R192 million (June 2021: R161 million). The increase is due to organic growth in student numbers for six months coupled with focused cost management and increasing operating efficiencies,” said Vorster.

STADIO Higher Education began a comprehensive expansion of its distance learning operations centre in Krugersdorp recently, and continues to optimise its processes and systems to be able to achieve operational excellence. The site in Mogale will also host a printing facility capable of producing textbooks and other collateral for students on their learning journey with STADIO.

Milpark has been a strong source of change in terms of shifting to

distance learning. The business primarily offers programmes specifically for the financial services industry with a focus on the commerce and accounting disciplines. “Milpark is in the process of transitioning away from offering contact learning qualifications to focus on digitally enhanced distance learning offerings. Milpark has invested in various new systems and processes during 2022 to enable the achievement of its strategic objectives,” said Vorster. However, AFDA’s courses remain majority based on contact learning because of the nature of the industry and courses it provides. “AFDA continues to entrench its position as the leading film and television school in the country. During 2022, AFDA has focused on optimising its offerings and operations and has delivered excellent growth for the period to 30 June 2022,” Vorster highlighted.

The pandemic impacted 87.6% of all enrolled learners around the world, and South Africa was exception. For STADIO, the answer to a tough question was not to sit back and wait

// BY INVESTING IN THE HUMAN POTENTIAL ALL AROUND US, WE CAN GROW MINDS, DREAMS AND EMPLOYMENT TO ULTIMATELY BENEFIT OUR NATION AS A WHOLE //

for challenges to pass. This is a business that went out and faced difficulty head on, investing in a major new site, planning for further ambitious rollout, and securing assets with updates and upgrades – doing so to ensure students could keep learning, and the future would be protected for shareholders.

“Following the launch of STADIO Higher Education two years ago, we look back at a challenging yet incredibly rewarding process of change management and process consolidation which has seen four Higher Education institutions consolidate into a new united and remarkable entity which has made a significant impact on the Southern African education landscape,” the company says.

OUTLOOK: BUOYANT

The weak outlook for the local economy has caused much concern for many of the JSE’s businesses, but STADIO is taking an optimistic stance. The thinking is that courses held in digital

classrooms are more affordable and flexible for students and will provide options for those who may have looked to enter education but are put off by the costs and prospects associated with ‘traditional learning’.

“At STADIO, we believe in the future of our nation and our message has resonated profoundly since our launch. We have made a difference by offering wide ranging and affordable access to private higher education, and equipping our students to become the most empowered version of themselves.

“By investing in our students, lecturers, facilities and academic and support processes, we grow minds and ensure our graduates are ready for the world of work, and that we continue attracting increased student numbers into our eight schools,” the company said.

“At STADIO, we believe in the future of our nation,” STADIO reiterates. “By investing in the human potential all around us, we can grow minds,

dreams and employment to ultimately benefit our nation as a whole.”

Importantly, STADIO has been active in its response to the pandemic. engaging with suppliers, communicating with stakeholders, working hand-in-hand with students, and ensuring that lecturers and teachers can deliver has been at the core of a strategy which has ultimately released positive results. The group’s outlook is strong, and its work adds to the prospect for the country.

“We have an opportunity to not just help individuals realise their dreams, but to help a nation grow stronger,” the company says, echoing the statement of its current and former leader, placing education and the student at the heart of everything it does.

EXHIBITION CALENDAR

KEY UPCOMING EVENTS ACROSS THE REGION

Important events and exhibitions taking place across Africa, giving brands a platform to tell their story.

MAR 22

AFRICA PRINT EXPO 2023

MARCH 22-23 | DURBAN

Explore business opportunities in the world of digital printing presses, binding equipment, digital packaging solutions, screen printing, digital textile printing, finishing equipment, ink, software, pad printing, paper and board, litho print solutions, encapsulating/laminating and digital label printing and more with the Africa Print Expo, taking place at the Durban International Convention Centre (Durban ICC) on the 22 – 23 March 2023.

The exhibition delivers a wide array of products and technologies that can help you find new and inspiring ideas to grow your print business.

Visitors will have an opportunity to interact with product experts about how to streamline production for faster turnaround and cost savings.

See live demonstrations of new technology, equipment and substrates, software, applications and more, all under one roof.

APR 3

WORLD TRAVEL MARKET AFRICA 2023

APRIL 3-5 | CAPE TOWN

Exhibition dedicated to the Travel Market in Africa. WTM Africa is the leading B2B exhibition for Africa’s leisure travel industry, bringing the world to Africa and promoting Africa to the world’s leading source markets.

APR 6

RAND SHOW 2023

APRIL

6-10 | JOHANNESBURG

The largest consumer exhibition in South Africa, the Rand Show, hosted annually at the Johannesburg Expo Centre over the Easter holiday weekend. With a legacy dating back over 125 years, the Rand Show remains South Africa’s largest, most iconic consumer event that has entertained multiple generations of South African families.

Each edition of this unique show includes a series of exciting new features and initiatives that will provide a second to none consumer experience. The Rand Show revolves around families, their lifestyles and living spaces. Part of the experience is taking families on a journey where they experience a range of individually themed expos that cater to all of their requirements.

The show showcases and supports local talent in the form of entertainment, activations and annual talent competitions, it provides activities and enjoyment for the whole family.

MAR 14

MAR 22

MAR 31

APR 3

APR 6

APR 24

AFRICA AGRI TECH 2023

PRETORIA | MARCH 14-16

AFRICA PRINT EXPO 2023

DURBAN | MARCH 22-23

ILTM AFRICA 2023

CAPE TOWN

MARCH 31- APRIL 2

WORLD TRAVEL MARKET

AFRICA 2023

CAPE TOWN | APRIL 3-5

RAND SHOW 2023

JOHANNESBURG

APRIL 6-10

SOUTH AFRICAN CHEESE FESTIVAL 2023

STELLENBOSCH

APRIL 24-26

APR 25

EAST AND CENTRAL AFRICA COM 2023

NAIROBI | APRIL 25-26