Enterprise Africa July 2022

AFRICA

THE BUSINESS MAGAZINE FOR AFRICA’S INDUSTRY LEADERS

July 2022

www.enterprise-africa.net

Simplifying Life for Bill Issuers and Bill Payers Exclusive interview with Pay@’s Barry Williams and Clinton Leask

ALSO IN THIS ISSUE:

Omnicom / MRC Group / Blendcor / Hollard Seguros

EDITOR’S LETTER

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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 Christina Allcock  christina@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 Samantha Lynn  samantha@enterprise-africa.net

CONTRIBUTOR CONTRIBUTOR CONTRIBUTOR CONTRIBUTOR

Manelesi Dumasi Timothy Reeder Benjamin Southwold William Denstone

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. © CMB Media Group Ltd 2022

The fintech sector in Africa continues to show its maturity, developing solutions that solve African problems, but pushing them through much quicker than elsewhere and impacting the lives of users almost instantly.

Mobile money on the continent has been a driver of this booming sector, but now there are technologies disrupting all industries with super apps and financial integrations set to further enhance mobile usage and mobile power.

The telcos are working hard to ensure connectivity, and there is a new type of entrepreneurship booming off the back of this vibrant ‘make money from anywhere’ economy.

Pay@, a leading payment solutions provider, is working hard to integrate further with banks and financial institutions so that its bill issuing clients can present and settle bills quickly, securely, and efficiently. The challenge previously had been one of technology but that is no longer holding back this mover of money. Developing exciting API-based solutions, the company is able to link into bank apps so that billers can display invoices and receive payment very quickly. Alongside Capitec, FNB, and Nedbank, this is already working well, demonstrating the development potential of Pay@ in Stellenbosch. iMasFinance is following a digital strategy to bring financial wellness to clients through loans, vehicle finance options, and other rewards. This new focus puts digital at the forefront and aims to make the most of mobile technology as a vehicle for clients.

Omnicom Media Group is also embracing digital and mobile.

An advertising agency – one the world’s leaders – the African arm of the operation has realised increasing traffic as more consume through mobile after the pandemic. MD for Africa, Cameron Maclear tells us more about the company’s approach post-Covid.

With most implementing a digital and mobile outreach strategy, it’s important to team with the best partners to ensure ROI. Get in touch and tells us how your digital strategy is changing, and how mobile is impacting what you do. We’re online at LinkedIn.

Joe Forshaw

EDITOR

GET IN TOUCH  +44 (0) 1603 855 161  joe@enterprise-africa.net www.enterprise-africa.net

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PAY@ Simplifying Life for Bill Issuers and Bill Payers HOLLARD SEGUROS Hollard Seguros Celebrates 20 Years of Success in Mozambique IMAS FINANCE Financial Wellness Reimagined and Rebranded VISA Innovation, Reliability and Security Drives Financial Inclusion OMIGNAM Meaningful Economic Contribution Through Multifaceted Approach

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CONTENTS

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OMNICOM MEDIA GROUP SA Omnicom Displays Dominance and Innovation in Africa BLENDCOR Smooth Strategy for Cost Competitiveness MRC GROUP Building Envelope Contractor Fixed for Global Expansion SIEMENS Transformation Occurs When Real and Digital Worlds Collide www.enterprise-africa.net / 5

PAY@

Simplifying Life for Bill Issuers and Bill Payers

PRODUCTION: James Davey

By offering a vast range of different payment capabilities, Pay@ - South Africa’s largest payment systems provider – allows for fast and effective bill presentment, reconciliation and settlement. In demand like never before, this is a growing business achieving great things including improved financial inclusion. www.enterprise-africa.net / 7

INDUSTRY FOCUS: TECHNOLOGY

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In September 2021, despite rough economic conditions brought about by the Covid pandemic, Pay@ was experiencing a strong period. This South African payment aggregator and partner of bill issuers around the continent was realising revenue growth and new opportunities in new geographies as news spread of the company’s problem-solving nature.

Backed by the largest independent network of collection points, Pay@ assists in one of Africa’s key challenges – financial inclusion. With more than 9000 retail points around South Africa, anyone with a bill to pay could easily go to any small town, in the middle of any province, no matter how remote, and walk into a store to settle their bill.

“We are super excited about the next three years,” said CEO Andrew Hardie in 2021.

This innovator has continued to drive success, nurturing relationships with bill issuers and retailers around the country, while simplifying the process for end-consumers. With a focus on digitisation and being part

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of the global financial transition, in a country that is traditionally a cashbased society, Pay@ is working hard to continue adapting for its clients.

This nimble strategy has allowed the company to once again achieve strong revenue growth.

“Things are definitely still looking good and that is probably because of where we play. We give access to the unbanked or under-banked and that is critical,” reiterates Barry Williams, Head of Sales, Marketing and Retail Relations at Pay@.

While some business models were choked by the restrictions on movement through 2020 and 2021, Pay@’s unique service allowed for the continued flow of money – the lifeblood of any economy.

“With lockdowns, people still needed to pay bills and send money across borders,” says Williams. “Our

payment channels allowed for the flow of cash from client to biller and from client to family, and that helped us.

Because we have a leg in both physical and digital payments - it allowed customers to partake in financial services in their preferred channel.”

Clinton Leask, Business Development Lead for Digital Payments at Pay@, highlights the company’s broad portfolio of payment options as a key element in its success.

“We are extremely excited about where Pay@ is going,” he agrees.

“There is no other payment provider in South Africa that has the amount of payment capabilities that we have, covering both retail and digital. Even if we had to just look at our digital suite alone against e-commerce players, we have far more capability built over the last year compared to other players in the market.”

// THERE IS NO OTHER PAYMENT PROVIDER IN SOUTH AFRICA THAT HAS THE AMOUNT OF PAYMENT CAPABILITIES THAT WE HAVE, COVERING BOTH RETAIL AND DIGITAL//

PAY@

OPEN BANKING Changing consumer behaviour that comes as part of the pandemic legacy has seen banks and other institutions utilising modern digital solutions that make payments easier than ever. Application Programming Interfaces (APIs) allow intermediaries to communicate with different applications that are being rolled out by banks in South Africa, and their popularity is growing in 2022 as developers drive innovation and collaboration.

For Pay@ the open banking model offers many opportunities for bill presentment and settlement.

“On the digital side, we are progressing well with integrating into the open banking APIs and facilitating payment notifications to billers; we are also doing cool things with the Telcos in terms of digital payments, and the company is in a very good space with many opportunities,” says Leask.

“We are working with the banks

and leveraging their capabilities,” he adds. “We were the first payment processor to get access to the Capitec Pay API which is their open banking API. We have been supporting the banks in open banking APIs where we integrate into their flows, and crafting customer journeys with each bank having a different way of working.

“We are currently live in the Nedbank Money and FNB Banking Apps for bill payments and very close to piloting with Capitec - for example, some of our billers like DStv can now allow customers to open their banking app, select DStv and process the payment and have the bill amount directly populated into the app.

“We have a well-established API – the network API – and banks can integrate into us to process bill payments in App and on other banking channels.”

Importantly, this ongoing cooperation alongside the country’s

banks gives bill issuers and bill payers more options, speaking directly to the core offering of Pay@. As a leading payment solutions provider, the company must have options for all, and must do more to ensure payments happen as quickly as possible. Because of its success here, Pay@ remains a partner of choice for commercial bills, enabling money transfers, municipal and utility bills, insurance payments, medical bills, education payments, gaming, travel, debt collection and loan repayment, among others. Williams says the key to nurturing relationships with bill issuers and retailers lays in simplicity and excellence around service delivery.

“It’s all about simplifying their lives,” he states. “We take away a lot of their pain from a reconciliation and settlement point of view. That is where the aggregating comes into its own. If there are hundreds billers, they don’t have to worry about hundreds of integrations

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INDUSTRY FOCUS: TECHNOLOGY

// IT’S ALL ABOUT SIMPLIFYING THEIR LIVES. WE TAKE AWAY A LOT OF THEIR PAIN FROM A RECONCILIATION AND SETTLEMENT POINT OF VIEW. THAT IS WHERE THE AGGREGATING COMES INTO ITS OWN // generating hundreds of different recon and settlement processes.

It’s one recon, one settlement.

“We are also always contactable,” he furthers. “If a retailer picks up the phone, they will always get hold of someone at Pay@ and that is very important if there is a crisis. With that, we build trust. We find that our retailers bring customers to us because of the simplified ecosystem. They don’t have to think about anything, just activating the new biller. That is

what nurtures the long relationships that we enjoy – we solve problems.”

PAYMENT RELEVANCE By helping money move between accounts quicker and safer than ever before – whether in cash or digital form – Pay@, through strategic partnerships, has the ability to provide the best possible service to clients and predict the next trends in the payment industry. QR codes, retailer or service provider apps, ecommerce – hosted payment pages, super apps, mobile money wallets, contactless payments are all rails that Pay@ has products for and is utilising to present bills in relevant ways for clients.

“We are also excited about the opportunities that will be opened through the Rapid Payments solution being introduced by the Payments Association of South Africa (PASA) and BankservAfrica,” notes Leask.

Because of this superior level of convenience, Pay@ service continues to be demanded by players across Africa. Already active in a number of southern African nations, the company is keen to grow its footprint even

further into other Africa territories.

“We are 99% complete with technical integration with one of our service providers in Africa. The integration will open up Zambia specifically, and allow us to open up in more stores in Botswana, Namibia, Lesotho, and eSwatini. Progress has been made, contracts have been signed, and it’s just the technical stuff that we are trying to conclude so that we can open up those territories,” says Williams.

“Zambia is definitely a focus, we are getting a lot of requests from Mozambique, and we are also receiving requests from Angola. Zambia and Mozambique will be quicker, and Angola will be slightly more challenging and require more attention. We are also launching a new channel in Zimbabwe shortly and that will take in-country payments rather than having someone to pay for DStv in South Africa.”

Leask adds: “There are international opportunities that are definitely worth reviewing. We are currently engaging with a partner in Latin America - a global organisation looking to deploy locally in South Africa. Off the back of that we will look to expand in Latin America off the back of some of their services.”

Here, Pay@ will offer softwareas-a-service and presentment-asa-service with a Latin American party operating the system.

YAP In the SME space at home in South Africa, Pay@ has built Yap, a multiplatform solution designed to remove hassle of generating invoices and collecting payments for small businesses. Through this product, users can issue invoices and payment requests which are delivered directly to clients with a simple payment link.

This function also takes advantage of QR codes for in-person payments.

The concept is simple, easy, and convenient, but most importantly, security is built in as the backbone of the product. In 2022, Yap will be overhauled and improved to be even

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PAY@

better for bill issuers and bill payers.

“It’s nice and easy to use and you don’t need an ERP or accounting package, it manages your cashflow for payments and you get access to all the payment methods that our big billers have, whether it’s through a retailer or online,” details Leask. “We are enhancing that product currently and we are adding APIs to leverage that as their own. If a bank or retailer or another organisation wanted to offer this capability to their own customers to run their businesses, they could do that through this concept.”

Yap is yet another tool that drives inclusion and simplicity.

Pay@ remains at the forefront of innovation in this space and continues to champion transparency and efficiency in its solutions.

UNDER PRESSURE In 2021, key challenges for Pay@ came in the form of uncertainty and lack of knowledge around the quickly changing circumstances with lockdowns and unpredictable regulatory changes.

With these conditions (hopefully) now a thing of the past, the new challenges for the company are wider macroeconomic issues as Williams explains.

“It’s about the current economic state,” he says. “The end user who actually pays the bills is under pressure and their cashflow is set to become a challenge. During the pandemic, many creditors provided payment holidays or similar and they are starting to call in those debts. With fuel prices going up, inflation, and cost of living increases,

// WE ARE GROWING ON TWO FRONTS BY GIVING CUSTOMERS A CHOICE IN THE PAYMENT MECHANISM THEY ARE MOST COMFORTABLE WITH //

AVBOB’s AVBOB ’s not talking shared value,

they’re sharing value value..

For AVBOB, shared value starts with sharing.

As a mutual society, AVBOB has no shareholders, and therefore our profits are shared with our policyholders in the form of bonuses and improved FREE funeral benefits*.

Value starts with a better, simpler experience all-round – from premium payment to policy pay-out.

Did you know you can pay your AVBOB premiums at Pick n Pay, Boxer, Shoprite, Checkers, PEP or Usave stores throughout South Africa, through the Pay@ in-store payment service? *Terms and conditions apply. AVBOB is an authorised financial services provider. FSP 20656. AVBOB is a licensed life insurer.

AVBOB is a level 2 B-BBEE contributor. www.AVBOB.co.za

this will be the next challenge. We notice that the average value of payments is dropping – customers are making more frequent payments but in smaller values so that they can manage their cashflow on a daily basis.”

Those preferring tech-based means are following a similar pattern: “On the digital side we see exactly the same thing. We see average value coming down with more frequent payments,” says Leask.

“We currently have many opportunities and are hiring on the tech side to bolster our capacity that is a good space to be but also something we have to be careful in managing client and partner expectations,” Leask adds.

Williams is excited about the future, again highlighting one of the core pillars of the company’s vision as a driver of growth.

“We are growing on two fronts by giving customers a choice in the payment mechanism they are most comfortable with. The balance shifts each month, but digital and cash payments are both extremely important for us.”

The future, while hectic and busy, will see Pay@ continue to achieve further growth by becoming more important in the lives of its clients.

To do this, Leask says the company will follow its tried and tested tactic: “Expanding payment methods and supporting our billers,” he concludes.

WWW.PAYAT.CO.ZA

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HOLLARD MOZAMBIQUE Hollard Seguros Celebrates 20 Years

of Success in Mozambique PRODUCTION: James Davey

Recently becoming the country’s largest insurer by overall income for all classes of business, Hollard Moçambique Seguros is recognised as a cornerstone of the country’s insurance sector. Recent acquisitions and modern innovations are helping the company to further extend its reach into this critical southern African territory. www.enterprise-africa.net / 13

INDUSTRY FOCUS: FINANCE

in Mozambique to create Hollard Mozambique, a specialist provider of tailored products for the local market, delivered with the same quality that the brand was know for in South Africa.

Two decades on and Hollard Mozambique has grown become the leading insurance provider in Mozambique with clear message for customers – ‘Whatever your insurance needs, we’ve got the right cover, right here, right now’.

Through the provision of personal lines - including funeral, car, home and more – and business products – including corporate, commercial, travel, and specialist – Hollard Mozambique protects a large number of business and people in the country using insurance solutions developed in Africa, by Africans, for Africans.

HENRI MITTERMAYER CEO

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Mozambique remains one of southern Africa’s most important economies – a conduit to global markets for its landlocked neighbours. Internally, a population of more than 31 million enjoy arable land, rich mineral resources, and burgeoning natural gas deposits that look set to change the future of this country for the better following an economic slowdown in 2020 as a result of the Covid-19 pandemic and force majeure enforcement due to the terrorism situation in the north of the country.

A strong partner for South Africa in terms of trade and international cooperation, Mozambique shares more than just a land border with its neighbour to the south. Business and investment move frequently across borders as the N4 crosses into Komatipoort from Ressano Garcia.

In 2002, South African insurance group, Hollard, formalised its operations

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20 YEARS To mark its big milestone, Hollard Mozambique has been busy. The company has hosted events, delivered workshops, offered audiences a classic music concert and an art exposure, as well as bringing fun experiences for children, creating a passion for arts. The Hollard CSI program promotes the music and arts from Kulungwana Association.

Getting to the 20-year mark has been no easy feat in a country that had little understanding or participation in the insurance industry when Hollard arrived and since then continues to educate the population on the significance of insurance in economic development.

“As insurers, we sell trust,” says Founding Partner, Miles Japhet on the company’s origin.

“Mozambique only started its freemarket economy 10 years prior to us starting the business. The Mozambican market only had one state run insurance company. From 1993, the state allowed private enterprises to start in the market and by 2001 the market was new. We found a very subdued market and, from an individual and personal lines point of view, the Mozambican public was not really use to seeking insurance,” says CEO Henri Mittermayer on the industry’s nascent days.

Active in South Africa since 1980, the group has a strong history to call on when implementing novel ideas, but learning a culture and environment to build strategies around was a more challenging proposition, remembers Mittermayer.

“A market that only started in the late 90s is effectively only 30 years old and compared to a market like South Africa which has had a free market for over 100 years, we are behind in that element. Fundamentally, in 2001, Hollard Mozambique was really only catering for foreign direct investment coming into the county through the likes of Coca-Cola, some mining companies, and other corporates. The Mozambican insurance buying public had not been developed yet. It was in 2003 that the banks and financial sector started giving out loans to people and facilitating Mozambicans to buy cars, houses, and essentially build up their assets - it was only then that we started seeing an emerging middle class within the country,” he says.

The first policy from Hollard in its new territory was a multi-peril policy and this differentiated from other companies at the time. It allowed clients

// WE ARE ALWAYS CHALLENGED TO LOOK FOR BETTER WAYS TO RESPOND TO THE NEEDS OF OUR CLIENTS AND TO PROVIDE THE PRODUCTS THAT WILL BECOME INCREASINGLY RELEVANT IN THE FUTURE //

HOLLARD MOZAMBIQUE

to pick and choose, customising what they needed for their business but with just one policy to keep things simple.

“We went into products that were very Mozambique-centric,” says Mittermayer, adding that a tremendous amount of education has been required to bring the market to where it is today.

Celebrating the company’s anniversary allowed employees and management (Hollardites) to further embed a commitment to the industry in Mozambique. “When we started 20 years ago, it wasn’t obvious that there was room for another insurer, but we’ve demonstrated that there is a real demand for insurance cover, both from businesses operating in Mozambique and individuals, who remain under-insured by world standards. We’re already looking forward to the next 20 years,” asserts Marketing Manager, Jéssica Figueiredo.

ESSENTIAL EDUCATION In every developed economy, and strong emerging economies, a relevant and thriving insurance industry must be allowed to succeed to assist with risk transfer as individuals and companies

develop. This ideal has become more of a reality in Mozambique, but there remains more to do.

“People look at insurance as a whole,” Mittermayer says, “and don’t appreciate how different the various disciplines are. The Mozambican market is fairly small by world standards, and the sector is populated by generalists who claim to do everything from engineering to assets to life to funeral.

What is exciting is that Hollard has led the charge in becoming more specialised in the different disciplines of insurance. We have also recognised the different distribution mechanisms to also answer to the different needs of the different sectors of the market in Mozambique.”

Today, the company has business units dedicated to different areas of the market, that operate very differently, to ensure product and service quality that is always advancing. By creating a broker intermediated distribution division, the company talks to the commercial businesses in Mozambique.

Partnering with the countries seven main banks, Hollard Mozambique has established a bank assurance division

which looks after the public in terms of loans, credit, and vehicle leasing.

There is also a direct channel, which Mittermayer is proud of, looking after products delivered through partners.

“We have partnered with the likes of Pep Stores to introduce a life product and a motor vehicle product. We have partnered with Appload which mediates between owners of heavy commercial vehicles and people that want to move goods across the country, putting these people together, and we handle the insurance. We have also partnered with travel agents to offer international and internal travel insurance,” he comments.

A key market for the company is agriculture. Since the formation of the business 20 years ago, agriculture has always been attractive because of its scale. The industry in Mozambique is a large employer, a creator of economic opportunities, and a backbone of the nation in terms of food production. But, for a long time, many smaller players in agriculture went unprotected – a challenge in a country regularly hit by cyclones and other catastrophic weather events.

“Hollard sees insurance as a part of

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INDUSTRY FOCUS: FINANCE

the financial sector that should be used by the public and the market in general as a risk transfer tool – alongside others – to help create resilience, contain wealth, and consolidate on assets that have been developed and achieved,” explains Mittermayer, saying that the development of Hollard Agri came as direct solution to challenges in this space.

“The small and micro farmers in the country are traditionally not insured and these are subsistence farmers. We have put a lot of effort into turning these subsistence farmers into more that, where they can truly benefit their environment. We have partnered with a seed provider and we have embedded insurance on every pack of seeds. We are using satellite and GIS coordinates to understand where these farmers are. If there is any disaster – drought, flood or cyclone – if the farmer is within agreed parameters, automatically

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that farmer can make a claim and we will replace the input costs that the farmer has invested on seeds. We are becoming more specific in the different areas of the economy and becoming more of an expert in those areas.”

In January and March 2022, cyclones Ana and Gombe hit the country, wiping out crops and much hard work from small farmers. Hollard paid claims and through its partnership with Phoenix Seeds, replacing seeds in preparation for regrowth.

“We now insure nearly 60,000 small farmers in the centre of Mozambique with seed insurance, and that is a huge development.”

ICE ACQUISITION In March, the Hollard Group announced that Hollard Moçambique Seguros had reached an agreement to acquire the business of International Commercial and Engineering (ICE) Seguros, boosting

the Non-Life business of the company and seeing it become the country’s largest insurer by premium income, with annual turnover exceeding MZN6.2 billion and a combined market share of 24.6% in the first quarter of 2022. Regulatory approvals were completed, and the two companies are now operating as a single entity.

Mittermayer was expectedly thrilled, saying: “[It] represents a historical occasion for the insurance industry of Mozambique and we are grateful to the regulatory authorities and all the parties who have made this a reality.

We’re especially grateful to the team at ICE, who have been incredibly supportive throughout this process.”

He said that he was excited to work alongside ICE CEO Robert Lewis and industry veteran Kay Wilkinson, as well as the rest of the team, in service of Mozambique.

“Having operated in Mozambique for more than 20 years, we today start a new chapter in serving this important market. We believe this transaction puts Mozambique firmly on the international insurance map and we will be actively looking to grow corporate and multinational business in the country. We are excited to consolidate and extend the international client relationships that ICE was so successful in establishing.

“This transaction represents a huge vote of confidence in the Mozambican insurance market. Approval of the deal is also a vote of confidence in Hollard Seguros and our purpose of enabling people and businesses in Mozambique to secure a better future by optimising opportunities for creating value and wealth. It’s not an endorsement we take lightly, and we remain acutely aware of our obligation to provide world-class service to our customers, brokers and partners.

“With our Life business showing strong growth, and with our group turnover across both Life and Non-Life Continues on page 18

INDUSTRY FOCUS: FINANCE

// WE ARE ALWAYS CHALLENGED TO LOOK FOR BETTER WAYS TO RESPOND TO THE NEEDS OF OUR CLIENTS AND TO PROVIDE THE PRODUCTS THAT WILL BECOME INCREASINGLY RELEVANT IN THE FUTURE // Continued from page 16 businesses now close to MZN6.5 billion, we are building a business of real stature and look forward to contributing to the vibrant Mozambican insurance market in our new capacity,” he added.

ICE will add scale to the Hollard business and allow it to operate as the primary insurer with strong efficiencies in a competitive, emerging market.

Typically, through acquisitive activity of this nature, there can be culture clashes and resistance to change as two different philosophies bond together. But these challenges were addressed and headed off early in the process, and Mittermayer says

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that Hollard identified ICE because of its complementary set up.

“Culture was something that we considered before the deal as it’s important to us – we want to work with people who share our values and outlook and that was part of the due diligence we went through prior to purchase. Potential challenges did exist in terms of client relationships, but thanks to the dedication of the ICE team and the strength of the Hollard brand we’ve been able to retain most of, if not all, of this business.”

He adds that further growth is definitely a priority and, although acquisitions are not easy, many opportunities are being considered.

FUTURE GROWTH Looking forward to the next 20 years in business, and with the major coup of ICE now complete, attention turns to the future, where Hollard Mozambique believes it has so much to offer. Its energy, oil and gas book is strong, its agricultural innovations are well-documented, and its personal lines continue to gain traction as the economy grows once again.

But it is specialist products where, again, the company is gaining many plaudits. The inventive nature of the company, and the willingness to try new things, is what separates this industry leader from competition.

In April 2022, Hollard Moçambique Seguros penned a partnership agreement with local fintech consultancy, Askari, to launch a digital strategy which will target cross-border trucking fleets.

Every foreign vehicle travelling into Mozambique must have third party insurance cover underwritten by a Mozambican insurance company.

This new product makes the process fast, easy, and effective, and comes backed by Hollard’s brand of quality.

“Maputo is a massive transit point for South African commodities such as chromium and coal. This transition to a digital distribution system represents a major technological jump forward and could not have come at a better time, especially as we expect to see an increase in border traffic as the world continues to emerge from the Covid-19 pandemic,” says Askari CEO Gary Wild.

“Hollard Mozambique has always been aggressive in staying at the forefront of creative, client-service driven, technical insurance offerings.

Having just acquired International Commercial and Engineering Insurance, Hollard is now Mozambique’s largest insurer by a significant margin, so we are delighted to be working together to fulfil an important strategy,” he adds.

The major benefit for clients here is the elimination of wait times, where drives were forced to

HOLLARD MOZAMBIQUE

Fides Insurance Brokers Mozambique’s preferred Partner Fides is a Latin maxim from which the meaning good faith is derived.

We act with integrity at all times and build relationships based on trust and transparency.

Solid partnerships with clients allows us to better grasp the nature of the business and enables us to provide tailormade solutions.

Professionalism, stewardship and confidentiality are our daily commitments.

Carla Gonçalves

carla.goncalves@fides.co.mz +258 84 327 0921

Miguel Veloso

miguel.veloso@fides.co.mz +258 85 305 3266

Prédio 33 Andares R/C, Sobre Loja 3 & 4, Rua da Imprensa, 256 Maputo, Mozambique

exchange cash and hard copies of policy documents. Now, everything happens digitally, in real time.

Of course, this product delivers as part of Hollard’s win-win-win philosophy. Mittermayer describes the company’s purpose and how Hollard Mozambique continues to live true to this vital objective.

“Hollard is leading the way in differentiating and creating different baskets for insurance. It is a support solution – a financial solution – for different sectors of the market, and different levels of the market within those industries. The more we become separated and specialised, the more the education factor comes through to the market and people realise the benefit of insurance for them.

“Fundamentally, Hollard Mozambique as part of the Hollard

Group, is a purpose driven company.

When we talk about the enablement of people and businesses, we talk about securing a better future. If you go about every day with this clear purpose of enabling people and businesses in Mozambique to secure a better future, it is very easy to develop and contribute to the growth of the economy. The results then come naturally as a byproduct of us following our purpose.”

He finishes saying that while there are challenges in Mozambique, like the rest of the world, they are outweighed by the opportunities, and while this doesn’t mean things will be easy, there are major openings in the market especially with life and health products, and increasing local risk retention levels.

With a modest economic recovery underway in the country, and the World Bank expecting around 5.5%

GDP growth between 2022 and 2024, Hollard Mozambique is set to experience further demand for its expert services. Thankfully, this is a business with an appetite for delivering unique, high-quality products, and this will continue as Mozambique, and the rest of the world, grows once again.

“Going forward, our sense of responsibility as the leader in market will continue to be taken very seriously, we don’t take ourselves too seriously, there has to be humour and smiles, but we take what we do very seriously,” Mittermayer closes.

WWW.OLAHOLLARD.CO.MZ

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IMAS FINANCE

Financial Wellness

Reimagined and Rebranded PRODUCTION: James Davey

iMasFinance is South Africa’s largest credited financial services co-operative, in existence for over 80 years and delivering its products and services to the employees of more than 600 companies. Formerly Iemas Financial Services Co-operative, its evolution is much more than just a fresh moniker, as it accelerates digital enablement and revamps its branches to offer the very best of both worlds. www.enterprise-africa.net / 21

INDUSTRY FOCUS: FINANCE

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The iMasFinance offering entails its entering into agreements with supportive, progressive companies - “those wanting to invest in their greatest assets, their employees,” the business asserts - by providing financial wellness solutions: complimentary financial wellness training, short-term financial advisory services, housing solutions, personal loans, purchase cards and vehicle finance are all part of the offering.

Customers then become members and, as a financial co-operative, iMasFinance enables each to share in profits through the iMasRewards programme. “They become a part of our organisation through our membership,” iMasFinance explains.

“At iMasFinance the core of our existence is shared value,” and, with

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over R1 billion in benefit rewards having been allocated over just the past decade, this assertion is inarguable.

“We exist to empower our members to live financially well while creating shared value for them, and in so doing be the most rewarding workplace financial services provider, enabling our members to benefit from shared value through providing innovative financial solutions. We are driven by the unique philosophy of putting our members first, and not profits.”

CO-OPERATIVE SPIRIT The co-operative business model makes iMasFinance unique, in the sense that it holds agreements with corporates spanning the length and breadth of South Africa, allowing it to reach the widest spread of employees

with these solutions; the company’s national footprint currently numbers 27 branches across the country.

One point on which probably every senior manager everywhere would agree is that the last two years have placed inordinate strain on organisations in every sector, and across the board. As Eddie Brandt, National Manager: Group Brand Ambassador at iMasFinance details, the company’s own staff compliment is subject to heavy investment itself through employee wellness initiatives as well as workshops designed to empower staff with skills applicable to both their professional and personal settings.

“These workshops focus on worklife balance, emotional and physical wellbeing,” Brandt says, “as well as assisting employees with setting and

IMAS FINANCE

reaching their goals. We also offer financial wellness workshops at our employer partners and to our own staff,” he expands. “I would encourage employers to invest in the personal wellbeing of their employees as this affects all areas of their lives, including their work performance.” iMasFinance’s financial wellness workshops are on offer free-of-charge to all employees at corporates with whom it partners, aimed at empowering people to live financially well by applying basic financial principles such as budgeting, managing debt responsibly and saving on a monthly basis. Its famed iMasRewards loyalty programme is, in addition, designed to financially benefit members through quarterly pay-outs as well as a reserve fund on which annual interest is earned.

// OUR SLOGAN ‘YOUR CARING FINANCIAL WELLNESS PARTNER’ SPEAK TO EXACTLY THAT – WE CARE ABOUT OUR MEMBERS AND THEIR COMMUNITIES // “Our slogan ‘Your caring financial wellness partner’ speaks to exactly that – we care about our members and their communities, and that is why we focus on providing financial solutions that meets their unique needs,” Brandt continues.

“Not only do our members become part of our organisation through our profit share model, giving them the opportunity to become a part of something bigger, but our products are designed in such a way that we are accessible to all income groups,

whilst delivering on our promise of being a responsible financial lender which is also why we invest in financial wellness – to empower South Africans to live financially well.”

BEST OF BOTH WORLDS Brandt is unwavering when questioned on what he feels to be the primary, and most impactful, developments in local financial services in terms of the future of the sector on the content: digital enablement and financial inclusion. “Managing your

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INDUSTRY FOCUS: FINANCE

finances at anytime from anywhere has become the norm,” he stresses.

“However, financial services have to be accessible in rural areas as well, and that is why we have recently invested in the revamping of our regional offices and national branch network so that we can service our members better in the areas where they work and live.” iMasFinance’s recent commitment over the coming 12 to 18 months to undertake an extensive upgrade programme represents a concerted effort to create enhanced customer experiences, while offering a greater breadth of automated capabilities including access to digital services.

“We often reflect on our current propositions, constantly taking stock of our offerings and look at opportunities to continuously improve to meet our customer’s ever-changing needs,’

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agrees Joey Govindasami, Managing Executive at iMasFinance. “Although we live in a digital era, we must still invest in our branches in line with our channel-of-choice strategy, hence our upgrading our branches where customers can personally interact with us and easily access our digital channels.

“In the iMasFinance context value re-imaged means bringing our distinct shared value, in the form of iMasRewards which is underpinned by financial wellness solutions, to our members. We are very excited about the branch revamp in Phalaborwa,

which we believe will give our members the opportunity to experience our renewed brand through face-to-face interaction supported by financial education and promotion of digital channels to enable them to easily manage their iMasFinance portfolios.

“This is a significant aspect on their journey to financial security and health.”

Behind the financial co-operative’s rebranding late last year and evolving into iMasFinance was the aim to both expand its reach and enhance its value proposition, epitomising its accelerating digital capabilities.

// OUR REFRESHED IMASFINANCE BRAND STRIVES TO GET CLOSER TO OUR MEMBERS THROUGH DIGITAL SOLUTIONS AND FULFIL THEIR FINANCIAL NEEDS //

IMAS FINANCE

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With repositioning and progress the order of the day, iMasFinance’s commitment to its members and employer affiliates remains the central priority and a key strategic focus, the company was at pains to state.

“With a rich legacy spanning over 84 years, iMasFinance has been helping employers with affordable employee benefits by providing solutions that promote financial inclusion,” unpacked Banie van Vollenhoven, Group CEO. “Our business excellence model prides itself in offering solutions that are almost unmatched when it comes to affordability and personal financial services offered in the work environment.” iMasFinance submits that the new visual identity, consisting of a shield to represent financial security and wellness backed by a striking purple still the prominent colour, relates to their diverse customer base and better expresses the co-operative’s purpose.

“The reputation and equity created under our brand is a valuable asset; we are building on this as we pursue new segment opportunities, digitisation and future business growth for the benefit of our members,” added van Vollenhoven.

“The rebranding strategy reflects the Co-operative’s purpose which is to both empower and protect members to live financially well while creating shared value,” he finished.

“Our refreshed iMasFinance brand strives to get closer to our members through digital solutions and fulfil their financial needs. We will also continue to empower them with financial health while creating the kind of shared value proposition that is relevant for the African market, and our stakeholders can look forward to enhanced customer journeys experiences.”

WWW.IMASFINANCE.CO.ZA

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VISA Innovation, Reliability and Security

Drives Financial Inclusion PRODUCTION: William Denstone

Visa is on a profound and tireless mission to open doors around the globe, connecting three billion account holders to more than 60 million merchants, 15,500 financial institutions and governments in more than 200 countries worldwide. At the vanguard of the digital banking transformation sweeping across Africa, it is enabling individuals, businesses and economies to thrive and using innovation to catalyse the rapid growth of connected commerce. www.enterprise-africa.net / 27

INDUSTRY FOCUS: FINANCE

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Since the dawn of Visa’s history in 1958, the year that Bank of America launched the first consumer credit card programme for middle-class consumers and SMEs in the U.S, innovation and growth have been two operative words that have defined its rapid rise to prominence.

International expansion came in 1974, before the introduction of the debit card in 1975 and the rebranding to Visa the following year, “a simple name that sounds the same in every

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language, identified by a blue and gold flag.” In 2007, its various regional businesses around the world were merged to form Visa Inc and in 2008 the company went public, the subject of one of the largest IPOs in history.

In 2016, Visa completed the acquisition of Visa Europe and today

operates in more than 200 countries and territories, with products and services available on a litany of devices including cards, laptops, tablets and mobile devices. “We continue to evolve, but we have a simple and unwavering vision that can be traced back to our beginnings in 1958,” Visa sets out,

// OUR TECHNOLOGY AND INNOVATION MAKE DIGITAL PAYMENTS A REALITY FOR CONSUMERS, BUSINESSES, BANKS AND GOVERNMENTS //

VISA

“to be the best way to pay and be paid, for everyone, everywhere.”

“We know that every Visa transaction is a promise, and we want to provide the most secure and seamless payment experience possible.”

INNOVATION BEHIND TRANSFORMATION South Africa remains a cash-dominated economy, accounting for more than half of overall payment transactions, but card use is growing apace supported

by an increasing banked population, due to financial inclusion programs, the availability of basic bank accounts and reduced interchange fees.

A growing e-commerce market, the adoption of alternative payment methods, the introduction of mobileonly banks and the rising popularity of contactless payments will only further drive this perceptible shift towards electronic payments in the country, and Visa has been a pioneer of this facility for nearly 70 years. “Our

technology and innovation make digital payments a reality for consumers, businesses, banks and governments,” the company relays, as it once again transforms the online checkout experience in Sub-Saharan Africa.

The global digital payments master has introduced its fast, easy and secure ‘Click to Pay’ checkout option, allowing all consumers who choose to shop via web, mobile, app or connected device to pay with confidence. More consumers than ever

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INDUSTRY FOCUS: FINANCE

ICPS - OFFERING A DIFFERENT TYPE OF SOLUTION ICPS addresses all the challenges faced by all players in the secure electronic transactions industry with its open platform and modular architecture.

ICPS was founded in 2008 as a subsidiary of MCB Group in partnership with HPS. Based in Mauritius, ICPS has a rich portfolio of more than 30 clients in 22 countries across Africa and Asia.

The relationship between ICPS with Visa dates back from well before the inception of ICPS, that is, from the relationship with its anchor customers.

ICPS provides payment-processing services for banks and other financial institutions as well as telecom operators. The company’s activity covers hosting of more than six million cards, driving of more than 600 ATMs and 11,000 POS, and processes more than 10 million transactions per month.

ICPS also proposes to deliver its solutions and services on-premise, for greater flexibility, often imposed by local regulations on data sovereignty.

ICPS accompanies its clients along the value chain, from deciding on product positioning to maximising profits on the cards P&L; from issuing products to card personalisation of CCD (Common Core Definition), and biometric products.

HPS became sole owner of ICPS in 2021, after acquiring 80% of the shares.

HPS provides the invisible technology and human expertise that will maximise the chance of any transaction happening, via any channel.

HPS is an innovative payment solutions company at the forefront of the international payment industry providing payment solutions for issuers, acquirers, card processors, independent sales organisations’ (ISOs), retailers, and national and regional switches around the world.

PowerCARD is HPS’ comprehensive suite of solutions that covers the entire payment value chain by enabling innovative payments through its omnichannel solution that allows the processing of any transaction coming from any channel initiated by any means of payment. Today, more than 450 institutions in over 90 countries use PowerCARD. Learn more about the full ICPS portfolio: www.icps.mu/en

are shopping online since the outbreak of the COVID-19 pandemic, and the digital-first explosion has ushered in the next generation of commerce, which demands an online checkout experience that is seamless and consistent across all types of channels.

“Click to pay uses advanced technology and authentication methods, including device binding and biometrics to protect transactions,” Visa says, with consumers now able enjoy a secure checkout experience, all without having to remember a password, confident in the

knowledge that Visa uses advanced technologies and multiple layers of payment security to help protect cards against unauthorised use.

“While the increasingly high numbers of digital shopping continue to rise in the wake of COVID-19, we are committed to providing solutions that lay the groundwork for the next generation of simple, secure and better ways to pay,” says Hadi Raad, VP and head of digital solutions for Central and Eastern Europe, Middle East and Africa at Visa.

“This is truly a winning solution that

will help merchants reduce shopping cart abandonment while providing a single integration for participating card brands – meaning a simpler and smoother overall digital checkout experience. The vision for the future is that click to pay will provide consumers a streamlined experience across any digital checkout environment or network, mirroring the consistent, interoperable checkout experience that exists today in physical stores.”

“Now more than ever we are pleased to launch innovative products in partnership with Visa,

// WE BELIEVE THAT PARTNERSHIP, COLLABORATION AND INVESTMENT ARE KEY TO CREATING NEW AND INNOVATIVE PAYMENT SOLUTIONS // 30 / www.enterprise-africa.net

ON-PREMISE OR SAAS, ENJOY THE HIGHEST LEVELS OF FLEXIBILITY Part of HPS Group, a multinational company and a leading provider of payment solutions and services. PowerCARD is HPS’ comprehensive suite of solutions that covers the entire payment value chain by enabling innovative payments through its open platform that allows the processing of any transaction coming from any channel initiated by any means of payment.

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INDUSTRY FOCUS: FINANCE

// OUR TECHNOLOGY AND INNOVATION MAKE DIGITAL PAYMENTS A REALITY FOR CONSUMERS, BUSINESSES, BANKS AND GOVERNMENTS // which empower our merchants to get more value out of every transaction,” added Sebastian Reis, EVP for global e-commerce at Checkout.com. “Visa’s click to pay will provide a seamless interface for consumers and we are excited to bring it to our merchants first.”

PUSHING FINANCE FORWARD Continuing the onward march into the future of payments and accelerating new ways to transact, Visa’s Fintech Fast Track program is designed to enable the next generation of fintechs to join its network and build innovative digital commerce experiences for consumers and merchants alike. “We believe

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that partnership, collaboration and investment are key to creating new and innovative payment solutions. With Visa Fast Track, we’re making it easy and fast for fintechs to apply to work with Visa.”

Fast Track participation has grown 360% globally year-on-year, and Visa has welcomed hundreds of fintechs who are actively engaged in the programme. “It’s thrilling to see fintech partners utilise our programmes and network to digitise financial services and improve the lives of the consumers and businesses they touch,” said Jana Lvova, Head of Fintech, Europe, Visa.

Recognising the dire need of support and encouragement of female

micro-and small-business owners, as they fund, run and grow their businesses across the continent, Visa has launched She’s Next, Empowered

by Visa in Africa. “As a brand and global citizen, Visa is committed to ensuring that these small and micro enterprises are able to benefit from global trade,” said Visa’s Global Head of Government Engagement, Ambassador Demetrios Marantis.

Identifying and activating opportunities for women-led business is at the heart of this partnership, and Visa and The International Trade Centre (ITC) will work together to find solutions for overcoming the distinct cultural,

VISA

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// WE CONTINUE TO EVOLVE, BUT OUR FOCUS REMAINS THE SAME – TO BE THE BEST WAY TO PAY AND BE PAID, FOR EVERYONE, EVERYWHERE // regulatory and financial impediments to the success of women-led enterprises.

“Women entrepreneurs are the backbone of local economies, and the need for support is real. Closing the gender gap requires persistent hard work and support,” said Aida Diarra, senior vice president and group country

manager, Visa Sub Saharan Africa. “That is why Visa is using its voice to shine a light on the contributions and economic potential of female-owned micro-and small-businesses around the world.”

The world’s leader in digital payments has also recently announced plans to establish localised processing infrastructure in South Africa, to supplement the company’s global processing network VisaNet and serve both domestic and international payments for South African clients.

One of the world’s most advanced processing networks, VisaNet facilitates the rapid innovation required for Visa’s clients and partners to compete in the payments industry globally.

“Visa is committed to the growth and continued development of the South African market in addition to

bringing global best practise to the local industry,” concluded Aida Diarra, Senior Vice President, Sub-Saharan Africa Group Country Manager Visa. “We are excited to bring our network capabilities on-shore and will continue to deliver a wide range of products, platforms and globally scaled value-added services.”

WWW.VISA.CO.ZA

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OMIGNAM Meaningful Economic Contribution

Through Multifaceted Approach PRODUCTION: James Davey

Investing large sums of money on behalf of institutional clients requires a level expertise possessed by very few: Old Mutual Investment Group Namibia (OMIGNAM) is among a select group that has it. Healthcare, renewable energy and education have all been massively impacted through the multitude of funds under its management, while real estate rises to the fore as critical housing developments take place across the country. www.enterprise-africa.net / 35

INDUSTRY FOCUS: FINANCE

//

OMIGNAM is the largest asset manager in Namibia, where a specialist team is responsible for delivering sustainable, long-term investment returns to institutional, corporate and retail clients. A variety of solutions are on offer, ranging from core equity portfolios and alternative investments to unit trusts for individual investors, which in turn span conservative to aggressive in their delivery of returns and afford access to the growth potential of shares and other investment vehicles.

Managing funds in excess of N$40

billion on behalf of a large and diverse customer base, OMIGNAM sets out to provide a comprehensive, flexible and customised suite of investment management services to the Namibian market. “We believe in a multifaceted approach to investments favouring fundamentals,” OMIGNAM remarks. “Our approach is that of a blended top-down bottom-up fundamental approach.

“We strive to be consistent with the vision of long-term wealth creation and combine unique methodologies to manage risk in a portfolio context. This in turn results

in benefits of diversification and the ability to optimise risk and return.

“We believe that asset allocation works and that history forms a good understanding of the future.

Delivering consistent results is the key to future investment success.”

TUNGA FUND DEVELOPMENTS The Tunga Real Estate Fund is an unlisted property and housing fund managed by OMIGNAM which, in the same way as all its alternative investment funds, has the objective of supporting socio-economic development in Namibia whilst generating market-related returns for investors. “In addition to the return objective,” OMIGNAM expounds, “investments must contribute to the economic empowerment and social upliftment of disadvantaged communities in Namibia.”

OMIGNAM has just revealed that the Tunga Real Estate Fund has made available funding to develop an initial 224 serviced plots of land, or ‘erven’, and build affordable houses in Mariental, a city of 10,000 inhabitants in south-central Namibia. The first phase of land servicing for 56 residential erven has been completed, and sales have commenced as a further sub-division is underway which will produce 105 additional plots with more affordable serviced land available at lower overall purchase prices.

Continues on page 38

// WE STRIVE TO BE CONSISTENT WITH THE VISION OF LONG-TERM WEALTH CREATION AND COMBINE UNIQUE METHODOLOGIES TO MANAGE RISK IN A PORTFOLIO CONTEXT // 36 / www.enterprise-africa.net

INDUSTRY FOCUS: FINANCE

// THROUGH OUR VARIOUS FUNDS AND PROJECTS, WE HOPE TO ASSIST NAMIBIANS IN THE COUNTRY BY CREATING QUALITY HOUSING OPPORTUNITIES AT AFFORDABLE PRICES // Continued from page 36 Future phases and development will include walk-ups, offices and retail outlets, a solar farm, a school, and a clinic, OMIGNAM reports. In development by Dynamo Property Developers, another proudly Namibian company with a record of accomplishment in project unlocking, the investment forms part of Old Mutual Namibia’s unlisted property strategy; this is targeted at the deployment of institutional funds in housing development projects to address the widespread shortage of affordable housing opportunities across the country.

“This project is a testament to our ability to raise institutional funds from some of Namibia’s leading institutional investors for deployment in projects that address Namibia’s most critical

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developmental needs, while still delivering commensurate returns for investors,” said Lionel Kannemeyer, Old Mutual Investment Group MD. “Investors, principally representing pension fund members and policyholders, will benefit from positive returns and tangible investments in communities across the country.”

This development comes after March saw N$30 million invested towards the development of 307 serviced ervens and affordable houses in Kaisosi, Rundu, in the Kavango East region of north-eastern Namibia.

Of this, Kannemeyer said the listed insurer was committed to reducing the country’s housing backlog by developing quality and low-cost houses.

“The project is currently being rolled out in phases and will grow organically as the demand for houses increases in its target market,” he

furthered. “Our hope is to play a role in addressing the housing shortage our country is facing. Through our various funds and projects, we hope to assist Namibians in the country by creating quality housing opportunities at affordable prices.”

MEANINGFUL DOMESTIC INVESTMENTS Through its domestic investment portfolio, OMIGNAM is totally committed to addressing the critical development challenges it has identified as being faced throughout the country, an ethos at the heart of its alternative investments arm.

“Domestic investments can ensure that Namibian savings are effectively utilised to stimulate development by making a meaningful contribution to the economy,” OMIGNAM explains, “and the developmental needs of communities through funds managed by Old Mutual’s Alternative Investment function.

“This unique investment capability is committed to making a positive difference, with a passion to achieve strong investment returns while facilitating economic growth and job

OMIGNAM

creation. The alternative investment team has the longest track record at managing alternative investments, having managed funds on behalf of the Old Mutual and third-party institutional investors since 2004.”

Through the funds it manages Old Mutual Namibia has been able to make considerable differences within the spheres of housing, renewable energy, education, and health, not least in its various housing development projects. On top of the investments in Otjiwarongo, Rundu and Mariental, previous land delivery initiatives were successfully delivered in Walvis Bay and Windhoek; commercial properties of over N$650 million were deployed in various towns including Windhoek, Rehoboth, Keetmanshoop, Arandis, Grootfontein, Ondangwa and Oshikango.

“Our investments in a myriad of bankable projects, particularly in the housing and infrastructural development space, seek to balance commercial returns with a positive

social impact,” said Kannemeyer. “Our track record is testament to the fact that attractive returns and a positive impact are not mutually exclusive,” he added, as he went on to note the success of alternative investments within the renewable energy sector.

“We are cognisant of the need for additional power generation to service the needs of both communities and industry, and currently invested in six renewable assets with a combined power generation capacity in excess of 25 MW which feed into the national power grid. These are located from Rosh Pinah in the far south, Keetmanshoop, Rehoboth, Grootfontein, to Otavi and Okatope in the far north of Namibia,” he detailed.

“Human capital investment is another critical component of any country’s socio-economic growth and future; therefore, we have endeavoured to invest in various schools and institutions of learning to the tune of approximately N$70 million for projects which are located in Windhoek, Walvis

Bay, and even as far as Nkurenkuru.”

Healthcare’s critical importance has not escaped OMIGNAM’s attention, either, and it has funded medical infrastructure to the value of some N$30 million developed and invested in Rehoboth and Ondangwa. “We have developed investment structures which are flexible enough to fit local circumstances and evolve over time as the local market circumstance develops,” Kannemeyer finished.

“Old Mutual therefore values the importance of local domestic investment and continues to raise funds from pension funds to support and fund developments which would not only improve the socio-economic development of the country but also to ensure sustainable Return on Investment (ROI) goals are met.”

WWW.OLDMUTUAL.COM.NA

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OMNICOM MEDIA GROUP SA Omnicom Displays Dominance and

Innovation in Africa PRODUCTION: Eleanor Sarbutt-King

Ensuring successful campaign roll out, and backing up strategies with data, Omnicom Media Group in Africa is a leading marketing business that delivers results for clients.

Cameron Maclear, Managing Director for Africa, tells Enterprise Africa that the organisation is well-prepared for a changing marketplace and brings international expertise to back up its regional operations.

//

The Covid-19 pandemic wreaked havoc across the advertising industry in its early days. As various restrictions came into play around the world, and society’s patterns realised holistic change, the way advertisers allocated their budgets shifted. At first, spend was pulled completely or halted as companies took stock – how long would restrictions on movement last? How could brands pay ad bills when their turnover had been hit so hard? With stores forced to close, was marketing

even a priority? For ad agencies, the situation was challenging, and there was no single solution.

Of course, brands suffered through the pandemic, but quickly realised the need to continue advertising and engaging with customers, both existing and potential. The key was agility and being able to move to new channels, with new massaging, in new styles as consumer behaviour changed.

“It was definitely a tough time with a lot of uncertainty across our portfolio of clients. People reacted

quite cautiously by stopping a lot of their advertising spend,” says Cameron Maclear, Managing Director for Africa at Omnicom Media Group.

This global agency provides end-toend solutions for clients, connecting them to their target audiences using a data-driven approach that is powered by some of the best people in the industry. Working internationally through some of the most respected organisations in marketing, communications, and technology, alongside powerhouse brands,

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INDUSTRY FOCUS: MARKETING

Omnicom is an industry leader and was quick to react to a rapidly changing and highly unpredictable marketplace.

Flexing muscles nurtured over decades of successful operation in the industry, the company continued to service its clients effectively, learning at all times.

“We were fortunate to have just won the Diageo business and we were going through a transition phase in Africa, doing a lot of work with international teams. The work from home scenario wasn’t too bad from our perspective, and our leadership also reacted decisively in terms of blanket salary cuts across the company which cushioned us a lot,” Maclear tells Enterprise Africa.

Rather than opting for heavy staffing axing, leaving itself exposed to capacity challenges in the bounce back, Omnicom in Africa worked through 2020 and quickly returned to a positive position in 2021. This year, there has already been a significant demand from the market for fresh data and new insight, with long-term changes in consumer behaviour starting to become more apparent.

“Overall, from a market point of view, GDP growth across sub-Saharan Africa has been on a steady decline in the last 10 years and Covid amplified that significantly,” admits Maclear. “We

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// WE SAW A MASSIVE INCREASE IN THE AMOUNT OF TELEVISION VIEWING AND ONLINE VIDEO CONSUMPTION AS WELL AS SOCIAL MEDIA USAGE ACROSS THE COUNTRIES AS PEOPLE WERE STAYING AT HOME // have seen a return to growth in 2021, but from a monetary point of view there has been a massive impact in terms of inflation, volatility in currencies, and unemployment. With regards to media, we saw a massive increase in the amount of television viewing and online video consumption as well as social media usage across the countries as people were staying at home.”

ONLINE RETAIL While perhaps a shift in channel for some brands, Omnicom was quick to identify opportunities in ‘new media’.

Behind the rest of the world with e-commerce, Africa’s industry has much room for growth. Substantial investment into distribution centres and warehousing has been realised over the past five years, and companies are gearing up for more of an online sales push. Omnicom Media Group South Africa - JSE-listed but owned by the global Omnicom Group, headquartered in New York - calls on its international

expertise and global knowledge sharing capability when it comes to servicing clients with online strategy – something few others can boast.

“Key to a lot of our clients is e-commerce and the online retail environment – we saw that grow exponentially through the pandemic with the lockdowns at various stages across Africa. Focus on that, and effectively measuring that so that clients could optimise towards conversion is a new space in Africa, and Covid was a catalyst. It helped us developed competence and capability from a media perspective across these spaces,” says Maclear.

“The benefit of being majority owned by international organisation based in America and Europe is that we are at the leading edge of technology and best practice globally,” he adds. “We also have the ability to tap into those resources and technologies and, to a Continues on page 44

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INDUSTRY FOCUS: MARKETING

Continued from page 42 degree, we are responsible for rolling those technologies out and making them work. There is often a gap that needs to be bridged, depending on country, and that is a key focus of ours – establishing an end-to-end process that is transparent, organised, and geared towards attribution, performance, measurement, and reporting. Also, the adoption of other tools and systems that we use globally that allow us to be more integrated and closer to our counterparts internationally, that can support and assist us in improving our service delivery, is vital.”

Big-name clients for Omnicom at regional level include Diageo, MTN, Red Bull, Unilever, Pepsi, South African Tourism and then within each country there is a regional layer of clients that is serviced alongside a number of local customers made up of brands like StarTimes in Kenya and Nigeria, DStv in Kenya, JavaHouse, and some banks outside of South Africa.

As these brands saw challenges - and continue to witness pressure on marketing budgets – the strain

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on ad agencies to deliver ROI was growing. Today, every penny spent is scrutinised by marketing managers and agencies must be able to demonstrate effectiveness of campaigns. With Amazon, Meta, and Alphabet (parent of Google) set to control half of total ad spend in the global market by 2025, detailed understanding of the numbers is essential so placement can be measured. This is where Omnicom’s data-driven approach, calling on global know-how, offers so much for clients in Africa looking for growth across digital spheres.

“Digital commerce is taking off and the media side of that is quite nascent in Africa,” details Maclear. “There are a lot of efforts around building capacity and competency there, while learning from more developed economies.

Amazon is set to launch in South Africa and that will have a massive impact on the landscape here. Across the rest of Africa, there is a lot of effort going into growth in key countries where we have been smaller previously. We are putting a lot of effort into making things more measurable in terms of collecting operational data and structuring that

so we can leverage AI to visualise that for us. Building that consistency in ways of working across countries that are at various stages of development and skill level, becoming a centre of excellence, supporting our Africa offices in terms of expertise in new environments, with new technologies, and with new ways of reporting will help provide transparency for our clients.”

This is not a knee jerk reaction for Omnicom. The company has already built a strong position across Africa and controls market share in a number of markets. With 250 staff in South Africa and the likes of OMD and phd part of the group, African expansion alongside economic growth on the continent was a longer-term strategy for Omnicom, even before the pandemic. Now, the requirement from brands is the same but the journey through delivery is slightly different.

“Given our experience, expertise, and network on the continent, we have quite a rich database of information relating to the media landscape, environments, consumer insight, and business information across 20 countries on the continent. It’s a well-established

OMNICOM MEDIA GROUP SA

// WE ARE THE MOST ESTABLISHED NETWORK ON THE CONTINENT, AND THE LARGEST FROM A BILLING PERSPECTIVE // network that has been developed over 20 years,” Maclear highlights.

“Maintaining relationships and trust that we have built up over time is key. We are the most established network on the continent, and the largest from a billing perspective.

That is a result of building those relationships and maintaining them, ensuring that the people are happy because they are your greatest asset.”

NEW MEDIA CHANNELS Going forward, the challenge for all involved in marketing is to encourage spend back into the market and into the hands of experts. Omnicom Media Group is clearly an industry leader and has the knowledge of the African market that others do not. Its end-toend product and service portfolio make

it the obvious choice for those looking for a provable, effective, measurable campaign – rolled out across various platforms - that will drive results.

“There is an ever-expanding need for expertise across a number of new media channels and media landscapes that have evolved, depending on the country you look at,” confirms Maclear, adding that the group is looking at developing a new brand within its portfolio, similar to phd, but with a focus on consumer-centric media strategies.

Maclear is happy where the business sits right now, considering the nature of the past two years.

Having worked in the business for 15 years, having started out as a head of the Standard Bank account, this seasoned marketer has climbed the ladder in Omnicom Media Group and believes there is a lot more to come in a very exciting African market.

“Digitisation of media and even the switch from terrestrial to digital transmission of broadcast content has made things fragmented, social media has taken off and the ability to measure and target granularly by interest or location makes it a very dynamic,

transparent, and innovative space.

We have also seen rapid urbanisation in Africa, particularly from the youth market, and an emerging middle class across a number of African countries – there has definitely been development and progress,” he concludes.

Thankfully, by utilising decades of international experience and by always operating with a client first strategy, Omnicom Media Group in Africa continues to thrive and deliver results. In a world of marketing opportunities that has been shaken and rattled by the pandemic, new media, changing economic and societal situations, and emerging trends, it has never been clearer that brands must partner with a data-driven, experienced partner if they are to achieve success. Omnicom is an industry leader and will continue to grow with bold and inventive new ideas.

OMNICOMMEDIAGROUP.COM

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BLENDCOR

Smooth Strategy for Cost Competitiveness PRODUCTION: James Davey

A JV between Shell and BP, formed in 1992, continues to promote product excellence and high-quality South African manufacturing from its home in Durban. Creating lubes oils, and greases for the automotive, mining, and energy sectors, Blendcor is an African industry leader, and the CEO is optimistic about the future… www.enterprise-africa.net / 47

INDUSTRY FOCUS: AUTOMOTIVE

//

In Durban, southern Africa’s import/export hub, a Shell/BP joint venture remains vital for the local economy while contributing heavily to wider South African society.

Blendcor is the lubricants, oils, and grease business of the two international majors, and has been producing high quality products – through various identities - for more than 60 years.

Focussed on automotive, mining, and energy related products, Blendcor products drive industry in South Africa, helping to keep people and businesses moving, supporting opportunity creation, and assisting in keeping the country’s lights on. The company blends a wide range of products and fills multiple lines for its shareholders.

This local business has been working in South Africa since 1956, in the Port of Durban, alongside other major industrial players, Blendcor is perfectly positioned to service both the local and export markets.

In South Africa, if you stop at

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any Shell or BP garage to top up with oil or engine lubricant products, the chances are that anything you buy will come from Blendcor in Durban.

Increasingly, the company’s products are being sent out to southern Africa too, with both Shell and BP keen on strengthening presence in the region.

But challenges at the plant and around the world have called for new, modern strategies to breathe fresh life into the business which has so much potential. Top of the agenda for Blendcor is cost competitiveness.

MODERN STRATEGIES Growing manufacturing and automotive sectors demand engine oils and greases and this provides an opportunity for Blendcor as key player in the lubricants business - with electric vehicles yet to gain significant share in South Africa. Demand for transmission and hydraulic fluid, gear oil and grease, and food-grade lubricant continues to drive market development.

Blendcor is at the heart of this interesting but competitive industry, with more than 285 people producing more than 180 million litres of lubricants and 8-12 kilotons of grease each year across 700 SKUs and 150-170 grades and pack sizes, as the largest blending facility in Africa selling direct to the market.

Overall, industry commentators expect modest growth in the coming years – something which CEO Wonderboy Cele wants to ensure Blendcor keeps a share of.

“Our 53,000m2 location is very strategic from both an import and export perspective, in Island View, right at the harbour,” he says.

He tells Enterprise Africa that the company recently restrategised and is now working with a set of key pillars in mind.

“We have had to review the asset purpose and develop a new strategy plan, with a new vision and a couple of focus areas, to

BLENDCOR

improve its competitiveness and safety standards,” he says.

This inventive and ambitious leader has a comprehensive understanding of Blendcor, having worked his way through various roles in the business.

“We now have a new five-year strategy with key focus pillars, to respond to the current high-cost pressure environment.” he begins.

“One is sustainability, which is always good business, second is responding to the Fourth Industrial Revolution in terms of automation to drive operational efficiencies, third is cost competitiveness and forth is our people.”

GLOBALLY BENCHMARKED Blendcor is globally benchmarked against Shell and BP blending facilities around the world and this makes it vital for the company to operate competitively in the market.

“The traditional approach when it comes to cost competitiveness always has jobs cuts as priority,” says Cele. “For us, we look at a holistic approach with high focus

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INDUSTRY FOCUS: AUTOMOTIVE

on sustainability and operational efficiencies as key vehicles for cost competitiveness. We have reviewed our approach to Capex. We use Capex spend as a tool to offset Opex by investing wisely and strategically.”

Retaining valuable skills and expertise is a priority for Cele and the company in a country with high unemployment – “we must find a balance between Forth Industrial Revolution demands and unemployment while maintaining cost competitiveness,” he says.

Personally, Cele is tied to the success of Blendcor having started with the company 15 years ago on a learnership programme and progressing through different departments to eventually become CEO. “My story is an inspirational one and is a true testimony to Blendcor’s commitment to people development,”

he smiles, remembering his start in the business as a graduate in grease operations as an operator.

“From there, I became a grease technologist before moving across to production and becoming production unit manager. I then decided to diversify, moving into continuous improvement, and focusing on waste elimination across the plant through the application of lean six sigma principles. That gave me a broader view of the business before I moved into procurement and planning, and then becoming Head of Operations. I am now the CEO of the organisation, so from an operator through to CEO, I can say it is a delightful story to tell.”

High on his list of priorities is collaborating with people to ensure the company employs a robust HR strategy, which he believes will drive further cost competitiveness. Following the Covid-19 pandemic, market dynamics

// BECAUSE WE ARE SO STRATEGICALLY LOCATED FOR SUPPLY TO SOUTHERN AFRICA, IF WE BECOME COST COMPETITIVE, THERE IS MASSIVE OPPORTUNITY FOR GROWTH // 50 / www.enterprise-africa.net

have shifted drastically and the resultant impact on the workforce has been hard-felt in traditionally labourintensive organisations like Blendcor.

“With the pandemic and what automation is doing in terms of labour dynamics, you will find that, there will be a lot of people going through the process of automation, and there will be abundance of job losses. But there will also be new jobs created through automation and the Fourth Industrial Revolution – we have seen this before.”

This is why people strategies matter so much: “In the not-so-distant future there will be massive availability of skills with high competition for talent and people not staying for a lengthy period in one role or one organisation.

There will be job-hopping as there will be an abundance of skills. So, we must make sure we have a very robust people agenda focusing on succession and talent retention. That means clear developmental plans for people and clear critical role cover across the organisation. We must retain talent or always have a strong pipeline – that is a key focus area for us based on what we see in the industry right now,” he states.

BLENDCOR

COST COMPETITIVE Keeping highly experienced and knowledgeable people in the business, and tapping into the expertise that comes with that, alongside the introduction of modern technology and automated equipment will allow Blendcor to grow and serve its shareholders with maximum efficiency. Referring back to the core pillars of the new business strategy, Cele is always looking for improved cost competitiveness in every decision taken.

“For us, being cost competitive will drive growth. Our strategic position and location to supply to southern Africa, is also a massive opportunity for our shareholders to grow their market share in Africa.”

The company through its shareholders has a distribution

channel into southern Africa and the lubricants market for the continent is expected to increase significantly 2029 as the automotive industry blossoms.

Currently representing just 6% of the total global market, Africa – with its growing consumer purchasing power – brings opportunities.

“We are looking forward to being part of that growth curve,” reiterates Cele.

WIN-WIN-WIN As it grows, Blendcor - as one of the country’s leading blending plants with internationally renowned shareholders - understands its responsibility as a leading corporate citizen in South Africa and is keen on upping its local value chain contribution. By bringing more local manufacturing and local companies into production, Blendcor

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can contribute directly to economic development while at the same time addressing its own costings.

“We took from the pandemic that you must find the right balance between local supply and what gets imported,” explains Cele. “It is important for the South African supply chain to start re-evaluating itself and developing internal capabilities around local supply to improve and directly contribute to local economy.

He highlights a local partnership with Fullimput, a supplier of speciality pf packaging material. “We have grown massively in the 10 years together. As a key player in our value chain, Fullimput plays a key role in assisting Blendcor to maintain quality standards, which are not traded off due to consideration of cost or production demands - they do this by supplying excellent quality packaging material - and being a world-class lubricants manufacturer producing quality product at a competitive cost is key. They do this by collaborating closely with us as our key packaging supplier to achieve and improve common quality goals.”

Exposing local suppliers and organisations to the high-quality standards set out by Shell and BP, and delivered by Blendcor, is of major benefit the wider industry and will only lead to quality enhancements. With a burgeoning market and a requirement for continuous improvement, this is a strong offering from an industry leader.

As Blendcor aims to achieve its vison - delivering excellence in customer service through borderless thinking, innovation & teamwork - and improve cost competitiveness, developing a more self-sufficient South African industry will be an inevitable outcome – it’s win-win-win for shareholders, economy, and company.

sales@acepak.co.za www.acepak.co.za WWW.BLENDCOR.COM

www.enterprise-africa.net / 51

MRC GROUP

Building Envelope Contractor

Fixed for Global Expansion PRODUCTION: Eleanor Sarbutt-King

By designing and constructing a building envelope project in one package, you can avoid long-term cost implications and improve the performance and sustainability of your property. Richard Polling, Director of MRC Group, tells Enterprise Africa more about the importance of the critical but sometimes neglected envelope.

//

In building and construction, the often-misunderstood concept of the building envelope has been overlooked in South Africa for too long. Typically, a construction firm will work with an architect, quantity surveyor, and engineer to create spaces for clients.

The standard of work across this discipline has been vastly improved in SA, and organisations such as the

Green Building Council of South Africa continue to drive innovation in the sector. But the building envelope – the skin that surrounds the building, keeping it beautiful, warm, cool, and protected; and ensuring it stands as it should – continues to be neglected and offered as a bolt on or optional extra. For Richard Polling, Founder and Director of MRC Group, this is unacceptable.

His view is that an entire project

should include all aspects of the property – including the building envelope, internal and external.

Without an all-encompassing approach, maintenance costs and repair bills will be higher than they should, and longevity and sustainability of a building can be jeopardised. This is why his offering, the ability to design and construct, has become so attractive to big-name clients across

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INDUSTRY FOCUS: CONSTRUCTION

to second guess how to support the building envelope or how everything is connected – we do all of that for them.

“We are now in the top five in South Africa, but as far as quality is concerned, we are number one.”

various disciplines, and why those clients are increasingly asking MRC Group to bring its service to their locations in international markets.

NUMBER ONE In 2021, Polling told Enterprise Africa that the company was showing true strength and achieving growth, finishing a passenger terminal project at the Port of Durban, demonstrating its full skillset for thousands of tourists to see each year.

But with that project complete, Polling is looking to the future and how the company, which is now widely recognised as an industry leader, can continue to bring excellence for clients.

“The concept that someone can do the whole building envelope in South Africa is an enigma,” he begins. “Most people have a skillset and that’s typically roofing, cladding, water proofing, or façades, and a lot of the contractors in circulation have been around for a long time, becoming good at what they do. The idea that a contractor can be good at everything - including all the details that interact between a roof and wall and façade; all the gaps – is quite

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difficult because of the skills required.

It also means that this contractor must have a design element in what they do.

Design and build is not often spoken of in the South African context.”

Finer detail is an area of expertise for MRC Group. Where the roof meets the walls, how the roof sits atop the building, how the waterproofing is laid, and how the cladding is protected all impacts the effectiveness of the building and even the smallest misjudgement can result in leaks, rust, inefficiencies, and the requirement for further spending.

When design is part of the process, all of the small aspects can be guaranteed, with the correct products being chosen, and necessary adjustments made in the construction process to ensure first-class, long-term performance.

“We work on design and construct, and we offer a turnkey solution,” says Polling. “A builder can give us a skeleton and we can do all aspects that make up the skin. We engage with architects and engineers, but we don’t take work away from them, we enhance what they do by bringing excellence. They don’t have

SIMPLICITY WINS A building envelope should increase the performance of a commercial building, whether it’s a hot and technical data centre, a heavy industrial cold store, or a showpiece head office, there are certain expectations of a building envelope.

With a separation between design and construction, overcomplication can be problematic. But when looking to create something truly ambitious – talked about by clients, and recognised by the community – too simple can be detrimental.

This is why design and construction as one offering becomes vital and where MRC Group separates itself.

“There is always a challenge around being over complicated and much of the time, simplicity is the right answer,” explains Polling. “When clients want to make their buildings into signatures, we have to satisfy those demands.

Some people come up with very weird and wonderful shapes and sizes, and everything has to be considered. A really good design and construct contractor will have a fantastic design base behind everything they do. From high-quality CAD draftsmen, designers, BIM experts, and the interaction between the engineer, architect, and QS as part of a team is key to ensuring on time delivery of building envelopes.”

In Durban, the new passenger building at the MSC Cruise terminal, is now home to thousands of intricately arranged Equitone panels on a composite structure across a concrete and steel frame, creating a first for South Africa and a flagship building for the city. Even in a complicated design like this, the envelope must perform its basic function and do so over an extended period. Without design and construction together, this

MRC GROUP

is a project with room for error and that is why a specialist is required.

“The wow factor in what we delivered for the client was strong, and from an aesthetic perspective it was a real success.

“You have to understand how everything works together, both thermally from a movement perspective but also from an insulation, structural, acoustic, and fire perspective.

These are all key considerations for the building skin and how it interacts with the skeleton. It’s very easy to over complicate and simplicity is generally the best answer for longevity of the building,” Polling reiterates.

GLOBAL PHENOMENON A major trend in the construction sector right now is around data centres as the world’s tech giants look to build out infrastructure that will support the future of IoT and the digital revolution that is already underway. Driverless cars, automated delivery drones, video communication, online VR technology, and a general increase in internet traffic means that demand for new data centres is substantial. Complex buildings, with many requirements around safety, security, temperature control, and energy consumption, a building envelope is challenging.

“In the data centre space, there is a global phenomenon,” says Polling. “Requirements for data are astronomical.”

One of the issues is the heat that comes from the equipment. Often home to significant numbers of servers, as the backbone of internet traffic, a data centre envelope must be able to cope with the heat expelled from servers but also the cold pumped in from aggressive air conditioning systems.

“Understanding what products and systems can do, and how they can be utilised is very much at the fore. One of the challenges with data centres is the speed at which things need to be built. Generally speaking,

data centres have to be built at real pace and maintaining the programme and quality is the real trick,” admits Polling.

“The data centre space is based around high-quality products because of the longevity of the site itself.

Along with high-quality products, sustainability is very much at the fore. Understanding the long-term performance of the building envelope around a data centre, the implication on the environment in which it sits, the environment of where the raw materials come from, and the maintenance and recyclability of it at the end of its life is absolutely key. These things generate a lot of heat and use a lot of energy, so understanding how these can be built in conjunction with sustainable methods of generation and making use of the by-products is essential.”

MRC Group develops a 3D model for clients, which is very popular, asking them to position each and every piece of equipment and furniture into the space, so that the building envelope can

be perfectly designed and tested before anything makes it to a build stage.

“The other thing that is vital is having an understanding of the data centre owners – that is key so that you can be ahead of the game, understanding that you will be in a project environment where there are multiple contractors all working together, and in sometimes tight spaces, with tight budgets is so important.

Understanding the design dynamics that need to be achieved – from a security perspective, not just security of construction but security of the data centre and what is required from that so that designs can be understood and suggested long before they are required on site so that whatever product you may be looking to utilise, there is enough time to get these things manufactured. Being ahead of the game at all times is vital but challenging.”

Previously, MRC Group completed a large project for Neotel (now part of Liquid Intelligent Technologies),

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INDUSTRY FOCUS: CONSTRUCTION

installing a new fire ceiling as well as different insulations, support substructures, and perimeter seals in a data centre setting.

These important projects look set to become more important for MRC Group, and for South Africa, as tech companies ramp up demand.

But there is also a requirement from the owners for a certain standard of work, and MRC Group’s heritage in the UK positions the company perfectly to tap into this necessity.

“From a MRC Group perspective, the way data centres are built in the Northern Hemisphere is exactly the way that the big tech companies want to do things in the Southern Hemisphere. The problem is that there is a trust issue and we can bridge that trust as clients understand that we have great pedigree from the Northern Hemisphere and we are building the same way in the Southern Hemisphere.

The insulated panels that we use are the world’s best and they are not often used in Africa, so we are in a

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very strong position as people lean on our experience,” explains Polling.

VITAL PROJECTS At any time, MRC Group can be working on assignment all over South Africa – and further into the sub-Saharan region. But the company does not prioritise projects, instead it treats each as significantly important in order to deepen relationships with clients.

“All of our projects are vital as all of our clients are vital,” confirms Polling. “The dynamic force behind MRC is that we handle all aspects of a building envelope, whether that is cleaning gutters, coating part of a roof, constructing a turnkey project on top of the building that is home to the manufacturing centre of a global car brand, or building a shipping terminal. We look at all aspects and part of that is offering cradle to grave.”

Current projects include corrosion coating, water proofing, and work with solar panels. Work in this field is significant in South Africa as its

harsh climate - with strong beating sun rays, harsh winds, and severe weather patterns - make security around the envelope crucial.

“We have the nature of the South African landscape at front of mind,” admits Polling. “We can’t just take products that work around the world and expect them to perform in South Africa.

“We are working on some of South Africa’s biggest and most iconic buildings that were built 40 years ago and haven’t had the maintenance they required. Our choice is often to take off the roof, take off the cladding, or to coat. The coating systems that we have access to in South Africa, through some of our amazing suppliers, means that we can provide a coating on a roof that not just matches a new build metal sheet roof but also enhances it.”

Implementing the correct coating behind solar panels can also improve performance. The back of a solar panel often gives off heat and a coating on a rooftop can absorb some of that heat

MRC GROUP

// SOMETIMES, BY USING A MORE EXPENSIVE PRODUCT OR SOLUTION, YOU CAN GENERATE A SAVING WHEN YOU LOOK AT THE HOLISTIC PICTURE // to help reduce downtime and improve production time. Of course, the correct coating can also help to ensure the rooftop is watertight. As the number of solar PV rooftop installations looks set to increase dramatically in sunny South Africa, this knowledge and experience will be essential for industry.

Alongside data centres and protective projects, the company is also set to roll out a number of façade projects and cold store installations as Polling explains.

“We have a number of large façade jobs with multicellular polycarbonate facades as well as some interesting

and exciting distribution agreements that will come through over the next six months,” he says. “We are seeing a resurgence of people wanting us to come and do a turnkey job for cold stores with steel frames, insulated panels, metal roofing, dock levellers, concrete floors, giving a world-class cold store that is built to last the test of time.

“The next two to three years looks very exciting for MRC across all aspects.”

VALUE ADD With many building envelope projects in South Africa needing to be overhauled by MRC Group when it comes to a project that it has not been previously involved in, the sell from the team is about adding value.

By utilising a supply chain packed full of world-renowned companies, the added value achieved with MRC Group means reduced lifetime spend. For many, this is the key consideration.

“In every walk of life, prices are going up,” Polling remarks. “We come to the table and talk about value add.

Sometimes, by using a more expensive product or solution, you can generate a saving when you look at the holistic

picture. One of the reasons we look at cold stores, data centres, and warehouses as a turnkey project, you can achieve significant cost reductions when choosing the right products. In a cold store for example, by choosing a better, thicker insulated panel, you can make cost savings on other elements including steel support. So, by paying an extra R200-300 per square meter for quality panels, you can save R500-600 per square meter on your steel costs.

We look at things holistically and the long-term operation of the building. By bringing in a certain type of product or system, and a certain methodology, we ensure the long-term performance of the building is enhanced and that means day-to-day running costs including heating, cooling, HVAC - are exactly where they should be.”

This focus on value add also feeds into a wider initiative around sustainability. By creating projects that use less, operate more efficiently over a lifecycle, and are designed with environmental consciousness, MRC Group becomes a long-term partner.

“We talk about products, systems, and solutions,” says Polling. “When

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INDUSTRY FOCUS: CONSTRUCTION

// WHEN YOU TAKE A PRODUCT, YOU BUILD A SYSTEM WITH IT, AND YOU BUILD THAT INTO A SOLUTION – THAT IS OUR OFFERING // you take a product, you build a system with it, and you build that into a solution – that is our offering.

We are constantly looking for value engineering, higher quality products, more effective ways of building.”

MRC Group has sustainability at its heart and delivers this through application of the best possible products that are thoroughly researched and tested beyond their limits. For this innovator, being more sustainable is about improving efficiency.

“If someone wants a value-add, long-term, efficient, strongly performing building – that is where we come into our own because of the access to suppliers, data, and design capability.

We work together as a team with our clients – it’s not them and us. We constantly remark on sustainability and encourage spending a little more to

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create a much more efficient and longer lasting building,” says Polling, adding that more often than not nowadays there is an added emphasis on where materials are sourced, how they are manufactured, how they are delivered, and how they work in the long-term.

He also praises the MRC Group team for its work improving, and in some cases, initiating standards in the South African marketplace. The company was part of a team that identified uncompressed insulated systems could perform better in SA. Even at higher cost, uncompressed comes with the knowledge that energy is retained in the building, taking pressure off power generators and raw material suppliers, benefiting all parties.

Eventually, SANS 10400-XA Edition 2 standards were amended as a result of the insight from MRC Group and others.

LONG-TERM PERFORMANCE With a solid pipeline for the coming months and years, MRC Group will continue to leave its mark on South Africa, but in the longer-term Polling is keen to grow the brand beyond borders, creating an international partner for clients around the world. Originally born in the UK, the company has a presence there, and there is appetite for growth wherever clients need a sustainable, direct partner.

“As our company grows, I fully expect the amount of direct client engagement to grow. We are careful about who we work with, and we ensure our quality isn’t just talked about but is determined on the site to ensure we achieve long-term performance,” he says.

“We are involved in design, delivery, supply, and maintenance – and that makes MRC stand apart. Most contractors deliver a project, give a guarantee, and walk away. We offer long-term guarantees and the only way to do that is to offer comprehensive maintenance packages,” he says,

MRC GROUP

adding that often these guarantees and maintenance agreements keep the company working hand-in-hand with a client for two decades.

Trust is key in relationships like those fostered by MRC Group, and its clients have successfully put trust in the business in South Africa. Polling is certain that this can be replicated elsewhere. “Marc and I as co-Founders and Directors have always been driven to grow the business in South Africa and Africa as a whole, but also in the Northern Hemisphere,” he says.

“We see MRC and what we do as a global brand and global phenomenon.

The UK operation has always been there and we are looking to now grow that in tandem with the Southern Hemisphere. We are client specific – we have clients in SA that are based in the Northern Hemisphere - like

PepsiCo, BMW, Mercedes, Walmart - and a lot of companies behind the data centres. It is natural progression to pursue those partnerships in the Northern Hemisphere too.”

With its unrivalled network of global suppliers, incomparable knowledge of the building envelope, and outstanding belief from clients, MRC Group has the perfect foundation from which to grow.

“Once we understand what a blue-chip client is requiring, taking that knowledge to another country, utilising local labour, having a highquality project team in place, and delivering a project that is on par with what we deliver in South Africa is what we do. Growth of our UK operation is important, but we are not stopping there. There will be other entities operating around the globe,

but it will always be client driven and having a robust and close relationship with clientele that ultimately starts in South Africa,” concludes Polling.

With the GBCSA certifying just one building in 2007, followed by 50 in 2014, and 170 today, there is major space for businesses like MRC Group to thrive.

According to the World Green Building Council, 80% of buildings that will exist in 2050, are yet to be built so there is much opportunity to build correctly from right now. As one of the country’s leading contractors, this pioneering business is truly transforming lives and driving home the importance of a sound and solid building envelope.

WWW.MRC-GROUP.CO.ZA

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SIEMENS

Transformation Occurs

When Real and Digital Worlds Collide PRODUCTION: Christina Allcock

Siemens has been in Africa for well over 160 years, and in South Africa since 1895, blazing a trail of innovation and social development. From safe drinking water and vaccine production to the Fourth Industrial Revolution, the company continues to digitalise and revolutionise the everyday for billions of people, all by deploying innovative technology with purpose. www.enterprise-africa.net / 61

INDUSTRY FOCUS: TECHNOLOGY

//

Focused on industry, infrastructure, transport, and healthcare, Siemens is a technology company which exists to create technology with purpose, which in turn adds real value for customers spanning the fields of IT, industry, finance, and energy. Over its lifetime its success has been exemplified in the provision of state-of-the-art solutions including the likes of resource-efficient factories, resilient supply chains and smarter buildings and grids, to cleaner and more comfortable transportation as well as advanced healthcare.

“By combining the real and the digital worlds,” Siemens proclaims, “we empower our customers to transform their industries and markets, helping them to transform the everyday for billions of people. As an integrated technology company, Siemens aims to play a constructive role in Africa’s success story.”

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// AS AN INTEGRATED TECHNOLOGY COMPANY, SIEMENS AIMS TO PLAY A CONSTRUCTIVE ROLE IN AFRICA’S SUCCESS STORY // SUPPLY FIRSTS “We anticipate what our customers need before they even know they need it,” Siemens outlines of one of its four key strategic priorities, enriched in its drive to increase production capacity to meet the rising demands for COVID-19 vaccines in Africa, through deploying digital technologies to enable faster and more efficient production while ensuring consistent product quality.

A strategic partnership with Aspen SA Operations has not only ignited increased production capacity at Aspen’s Gqeberhabased manufacturing facility, it has succeeded in strengthening the global competitiveness of the South

African pharmaceutical industry and improving the continent’s resilience against other diseases and future pandemics. South Africa is the most advanced pharmaceutical market on the continent, and Aspen the industry’s leading manufacturer in Africa.

The first African COVID vaccines will launch as Aspenovax, providing Africa with its very own COVID vaccine, produced on the continent by Aspen for African patients. “We are pleased to be able to partner with Siemens for additional digital technologies that will further complement our existing high-technology, state-ofthe-art pharmaceutical equipment and systems used to manufacture

SIEMENS

advanced sterile medicines, including vaccines for the continent,” commented Stephen Saad, Aspen Group CEO. These will bolster Aspen’s current manufacturing processes and entail enhanced production execution, energy efficiency and central management of the entire production network; additional energy monitoring devices, flow instruments and temperature sensors will also be introduced. “We are proud to collaborate with Aspen and DEG in South Africa, thereby supporting the pharmaceutical industry to intensify the production of vaccines globally,” explained Sabine Dall’Omo, CEO for Siemens Southern & Eastern Africa.

“This partnership between Aspen, Deutsche Investitions- und

Entwicklungsgesellschaft (DEG) and Siemens clearly demonstrates how our digital technologies can benefit society, and will ultimately accelerate the development of vaccines thereby reducing time to market while maintaining quality as we try to win the race against time to save lives.”

In another monumental first and a further example of the transformative power of Siemens’s digital twin systems, residents in rural areas of Botswana now finally have access to safe and clean drinking water, thanks to automation and electrical engineering from Siemens Solution Partner Moreflow at the new Thune Dam water treatment plant.

Botswana’s Central District is a semi-arid region especially susceptible to periodic drought, exacerbated

by a growing population and a strong economy which together drive water consumption. The Thune Dam is one of several built in recent years to secure supply, and its plant now delivers 11 million litres of this precious resource every day.

“Siemens provided digitalisation, flexibility, and customisation in deploying the technology, which was the right fit for the project,” Dall’Omo relayed, “and the fact that it was all brought together by our Totally Integrated Automation (TIA) Portal makes it even better.” With the treatment plant in full operation, Moreflow Director Mike Tearnan already has further plans to harness the Siemens digitalisation portfolio: “We look forward to introducing the digital twin concept

// WE ARE PROUD TO COLLABORATE WITH ASPEN AND DEG IN SOUTH AFRICA, THEREBY SUPPORTING THE PHARMACEUTICAL INDUSTRY TO INTENSIFY THE PRODUCTION OF VACCINES GLOBALLY //

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INDUSTRY FOCUS: TECHNOLOGY

in future projects,” he enthused. “This will allow us to do an upfront design confirmation to better mitigate project challenges, which will translate into significant cost savings and ensure that projects are completed on time.”

4IR KEY PLAYER Siemens SA’s partnership with the Council for Scientific and Industrial Research (CSIR) has provided a huge boost to the country’s pursuit of being a key player in the Fourth Industrial Revolution (4IR), as it sets out to empower the country’s economy and citizens with hotly-demanded digital and technical skills. Their collaborative fostering of technical vocational education and training (TVET) has majorly impacted the employability of the local workforce and enhancement

64 / www.enterprise-africa.net

of the quality of job profiles.

“We are very pleased to join hands with Siemens in this huge and compelling task of ensuring that our country does not miss out on the gains of the 4IR,” was the take of CSIR CEO Dr Thulani Dlamini, in the continued bid to forge partnerships with the private and public sectors to respond to the needs of industry in order to improve the lives of South Africans.

“The CSIR strategy requires us to work very closely with the private sector to address the needs of industry

and society, and to use science and technology to fast track digital skills of the future. To achieve this, the organisation is leveraging emerging technologies, especially those rooted in the 4IR, as well as its current capabilities and those of its partners.”

Through this partnership, Siemens will also be part of the South Africa Centre for the Fourth Industrial Revolution (C4IR-SA), and will assist in positioning it as a thought leader in innovative digital technologies.

As South Africa strives to rebound

// OUR GOAL IS TO MAKE SURE THAT WHILE WE FOCUS ON CONTINUOUSLY ADAPTING, WE’RE ALSO CONTRIBUTING TO UPLIFTING AND BUILDING A SUSTAINABLE ECONOMY //

SIEMENS

Electrical Engineering supplier and solutions provider of SIEMENS products

+27 (0) 13 246 2614 info@simotech.com

www.simotech.com 4 Volt Street, Industrial Area, Middelburg, Mpumalanga, South Africa

// WITH OUR TECHNOLOGIES, WE’RE HELPING OUR CUSTOMERS TO ACCELERATE THEIR OWN DIGITAL TRANSFORMATION AND TO REINVENT THEIR COMPANIES AND INDUSTRIES, TO BECOME MORE SUSTAINABLE // from the devastating impacts of the Coronavirus pandemic, the 4IR offers an unparalleled opportunity for reigniting economic growth, social equity and environmental sustainability.

“Siemens is proud to partner with the CSIR with this initiative and is ready to deliver on the fourth industrial revolution roadmap,” commented Dall’Omo, in as content of accelerated digitalisation sparked by the coronavirus pandemic, requiring companies and society to

respond faster and more efficiently to changing market demands.

“Our goal as a company is to make sure that while we focus on continuously adapting, we’re also contributing to uplifting and building a sustainable economy.

“The business environment is getting more entrenched in the constant technological evolution and the industrial sector has been gradually integrating the use of automation and connectivity in its

everyday business practices,” Dall’Omo furthered, a digital transformation which ensures that industrial processes become more adaptable, flexible and efficient and which Dr. Roland Busch, President and CEO of Siemens AG, agrees is vital.

“Digitalisation is transforming the backbone of our economies,” he concludes. “This transformation is key to business success and for shaping a sustainable future. With our technologies, we’re helping our customers to accelerate their own digital transformation and to reinvent their companies and industries, to become more sustainable.”

NEW.SIEMENS.COM/ZA

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REALISING YOUR

Triple 3 Group is a collective group of companies operating in the built environment across the African continent. We realise your vision by offering tailor-made and integrated project solutions through a centralised project management office.

Our project management office oversees the three fundamental business silos namely Town Planning, Engineering Services & Bulk Infrastructure and Property Development & Buildings.

Through our integrated project management solutions, we have access to a diverse professional network of specialists that suit your project’s unique needs. We cut out the unnecessary loops and transitions between service providers, simplifying your project and managing every aspect from one point. In each project, we ensure that you remain an active part of the project as we work in close collaboration with you.

Let us help you realise your vision www.triple3.co.za • +27 (0)10 745 1333 • info@triple3.co.za

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