Enterprise Africa June 2022

AFRICA

THE BUSINESS MAGAZINE FOR AFRICA’S INDUSTRY LEADERS

June 2022

www.enterprise-africa.net

Metro Express Construction Proceeds at Lightning Speed CEO Dr Das Mootanah tells Enterprise Africa about the breakneck speeds at which Phase I of the light rail transit (LRT) system was completed

ALSO IN THIS ISSUE:

Bühler Group / Blok / Arrie Nel / Graaff Fruit

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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 Chris Wright  chrisw@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 Paige Atkins  paige@enterprise-africa.net

CONTRIBUTOR CONTRIBUTOR CONTRIBUTOR CONTRIBUTOR

Manelesi Dumasi Timothy Reeder Benjamin Southwold William Denstone

South Africa’s world class fruit export industry takes centre stage, again, for us this month as we talk to Robert Graaff of Graaff Fruit - a deciduous and stone fruit farmer with a range of produce for local and export markets.

Robert is looking forward rather than backwards and is bringing a king-held issue for most back into the spotlight following the pandemic. Climate change returns to headlines as we are reminded of the importance of water, especially in water scarce countries. At Graaff Fruit, a new dam will soon be built to open up another land mass for planting of apples and pears.

Sustainability is at the heart of this business and by adopting a triple-bottom-line approach, the company is thriving.

Others are following suit, and not just in agriculture. Even with small changes, companies are realising the positivity that customers feel when acting with the environment in mind.

Arrie Nel, the famous pharmacy chain is getting closer to its customers and moving online to ensure easy transactions. Blok is building new homes while using less than ever before. DRS continues to innovate in online security. But all are aware and conscious of brand image with climate change as a back drop.

My guess is that it won’t be long before the government starts to financially reward - significantly - companies that show a real appetite for true environmental healthcare.

Tell us what you’re doing to prepare your business for an environmental shift in marketing tactics and how it could impact current operations. We’re online at LinkedIn.

Joe Forshaw EDITOR 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

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

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6// 8// 16// 22// 28// 34//

BÜHLER GROUP After 50 Years, Bühler Remains Innovator of Choice in SA METRO EXPRESS Metro Express Construction Proceeds at Lightning Speed BLOK Harnessing Urban Energy in Unique City Spaces INOSPACE Inospace and Fortress Combine to Form Last-Mile Logistics Leader ARRIE NEL Family-First Pharmacies Committed to Community-Centric Care ALPHA PHARM Safeguarding A Healthier South Africa Across Generations

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CONTENTS

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40// 48// 54// 60// 68// 74//

GRAAFF FRUIT Ever-Growing Ceres Fruit Farm Planning for Long Term CALLFORCE Global BPO Services Drive Exceptional Customer Experiences DRS Services and Technology to Protect Prized Assets VISA Innovation, Reliability and Security Drives Financial Inclusion FNB NAMIBIA Namibia’s Best Pioneers Sustainable Transformation CIPC Innovating and Improving to Support Enterprise and Growth www.enterprise-africa.net / 5

BÜHLER GROUP

AFTER 50 YEARS, BÜHLER REMAINS INNOVATOR OF CHOICE IN SA Earlier this year, Bühler celebrated a half century in South Africa at its site in Honeydew, Johannesburg. This international organisation wants to be close to its customers, and its deeply rooted presence in South Africa will assist as it continues to grow on the continent.

Stefan Scheiber - CEO

“The market of South Africa including the neighbouring countries will double its inhabitants to 400 million people by 2050,” says Stefan Scheiber, Bühler Group CEO, speaking of the mass potential in the region.

Bühler is a global powerhouse in the equipment supply industry for food, automotive, and related industries. Bühler machines and technologies are responsible for food products that feed two billion people and producing automotive parts that move one billion people every day.

In South Africa, Bühler machines are part of various value chains, from grain to FMCG to material processing. The country is a regional hub, servicing the markets of Angola, Botswana, Eswatini, Lesotho, Madagascar, Mauritius, Malawi, Mozambique, Namibia, La Reunion, Solomon Islands, Seychelles, Zambia, and Zimbabwe. Machines and parts can be serviced and repaired by our service technicians on site or in our Service Workshops all over Southern Africa.

After 50 years of development, this operation runs like a well-oiled machine.

“We partner with the biggest FMCG companies all over Southern Africa. FMCG companies are the basic pillar of the economy of the region.

Together with them we ensure food supply to more than 200 million people,” says Managing Director Bühler Southern Africa, Harry Bloechlinger.

Everything from flour, rice, pasta,

biscuits, chocolate, coffee, and beer comes from Bühler innovation.

But what does the next five decades hold for this exciting and committed corporate? Following the celebration in South Africa, where Johannesburg’s Mayor Dr Mpho Phalatse labelled the business a catalyst for growth, Bühler is looking to bring new solutions for African problems. New products are set to be introduced, and new geographies will be added to the company’s strong African portfolio, but the real impact will come from Bühler in the form of skills development and opportunity creation.

“It is extremely important for us to be close to our customers. We are in the region for the region,” says Scheiber.

“This is our motivation and reasons for Bühler to continue strengthening our organisations in South Africa but also in Southern Africa, as we continue to live our vision: innovations for a better world.”

Bühler offers an apprenticeship scheme, based on Swiss curriculum, which will see trainees developed into industry professionals across functions including boiler making, welding, machine operation, painting, and across a range of support roles.

The service stations will also receive skills development investment as Bühler looks to build its capability around delivering the highest level of customer service. Internally, investment into people will also help

IT IS EXTREMELY IMPORTANT FOR US TO BE CLOSE TO OUR CUSTOMERS. WE ARE IN THE REGION FOR THE REGION 6 / www.enterprise-africa.net

FOCUS ON: BÜHLER GROUP

the company to reduce operational costs, ensuring a competitive edge.

This will be furthered by continued collaboration and support of the company’s global operations, partnering closely with other regional teams to bring international credibility to any project undertaken.

“The growing together of the MEA region and the Southern Asian region has reached the next level, so we are changing from a co-existence into a successful partnership with all the great benefits. We can create customer solutions for Middle East and Africa, we can utilise the supply chain, we can focus on the best country sourcing and develop and provide solutions for Africa within that region. It’s a great opportunity for us,” says Head of Middle East Africa - India Region, Heiko Feuring.

The priorities include a balance around profitable growth, humanity, nature, and economic development.

This strategy is centred around a commitment to reduce climate change and generate solutions that unlock

sustainable business opportunities in the global food, feed, and automotive industries for customers.

By ensuring these priorities the company continues to post strong results, allowing it to roll out further opportunities around the world.

For Stefan Scheiber, African growth is important and the number and

scale of opportunities on this thriving continent make expansion here a must.

“South Africa has been, and will remain a country with important customers, both local family-companies and leading regional and global brands.

Therefore, a local presence, with local experts is key to secure our business, now and in future,” he concludes.

Content sponsored by Bühler Group

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METRO EXPRESS

Metro Express Construction

Proceeds at Lightning Speed PRODUCTION: James Davey

In a pioneering first for the island, the Metro Express ltd is implementing an unprecedented multimodal transport system and developing an entirely new sector in the local transport industry. CEO Dr Das Mootanah tells Enterprise Africa about the breakneck speeds at which Phase I of the light rail transit (LRT) system was completed, as the company targets completion of this definitive project before the close of the year. www.enterprise-africa.net / 9

INDUSTRY FOCUS: TRANSPORT

Dr Das Mootanah - CEO

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Metro Express CEO Dr Das Mootanah dials in to Enterprise Africa from the Ebène suburb of Quatre Bornes, Mauritius, which he likens to Canary Wharf in the UK: just five kilometres south of the capital, Port Louis, its own construction began in November 2001 with the district being vaunted as a new information technology hub for Mauritius and a vital link between African and Asian markets.

Located at the heart of the island and often referred to as Cyber City, it is the second most important business hub after the capital and the preferred destination for both wealth and

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employment creation through the use of information technology. Its inaugural building, the iconic Cyber Tower One, was voted Intelligent Building 2005 by the Intelligent Community Forum of New York and propelled Mauritius to a higher level of technology-led enterprise.

“It is something of a technological and financial hub,” Dr Mootanah explains, “and where the likes of PWC, Allianz and Deloitte have their headquarters; our head office is proudly situated here, too, in one of Mauritius’s most noteworthy and successful business parks.” The quarter has provided the sturdiest of bases for the introduction of the island’s very first light rail system, with Metro

Express incorporated in October 2016 and wholly government-owned.

EXPRESS DELIVERY “We are responsible for the implementation of a multimodal transport system by pioneering a new sector in the local transport industry through the development, financing, construction, operation and management of the Metro Express Light Rail Transit (LRT) System in Mauritius under the Metro Express Project,” Dr Mootanah outlines. “Our vision is to create integrated public transport opportunities by delivering sustainable world-class transport solutions.”

METRO EXPRESS

// WE ARE RESPONSIBLE FOR THE IMPLEMENTATION OF A MULTIMODAL TRANSPORT SYSTEM BY PIONEERING A NEW SECTOR IN THE LOCAL TRANSPORT INDUSTRY // As cities grow and public expectations for low-carbon transport options increase, light rail and other forms of mass transit are experiencing a resurgence as governments seek to improve connectivity and reshape cities. Done well, mass transit systems can reinvigorate neighbourhoods, generating economic uplift and creating a distinct identity for the communities they inhabit. Most importantly, they also unlock opportunities, giving people greater choice in

how they live, work and travel.

The Metro Express alignment, Dr Mootanah expands, will occupy a 29.5 kilometre corridor beginning in Curepipe and ending in Port Louis, and a leg from Rose Hill to Reduit, punctuated by 22 stations along the way. “We started the construction in 2017, and finished Phase I, representing almost exactly half of the initial 26km total, in a record time of two years,” says Dr Mootanah.

Having worked for more than 20

years in infrastructure in the UK and in Sydney, on some high-profile megaprojects including the 2012 London Olympic Games and HS2, Dr Mootanah has abundant knowledge of multimodal transport and is well-placed to recognise the significance of this feat, which saw seven of the route’s stations constructed and 13 kilometres of line laid down and operational.

“To be able to complete this aspect of the project in such a time is quite extraordinary, even looking on objectively” he sums up. The operational section of the route connects the island’s third-largest town Beau Bassin-Rose Hill, located in the Plaines Wilhems District, with Port Louis, and has since June last year been bolstered by a further 2.5km stretch to Quatre

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INDUSTRY FOCUS: TRANSPORT

Bornes, also known as La Ville des Fleurs, tipping the line to over halfway towards completion and adding station number nine to the roster.

“Since June 2021 more than 15 kilometres has been functional,” Dr Mootanah proudly states, “and we managed to complete the latest portion from Rose Hill to Quatre Bornes during lockdown, another huge boon to all involved in the project.” The monumental effort was supported by Larsen & Toubro ltd, the major Indian technology, engineering, construction, manufacturing and

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financial services conglomerate, and consultant RITES Ltd, another renowned multi-disciplinary consultancy organisation in the fields of transport, infrastructure and related technologies.

“These agencies work with us on this priority transport infrastructure project, the largest of its kind ever undertaken in the country since independence,” Dr Mootanah says of these crucial collaborations.

As of 08 May 2022, Metro Express Ltd has completed nearly 18.5km of railway with 12 stations now operational and open to the Mauritians.

PHASE II UNDERWAY This major light rail undertaking was commissioned with the aim of addressing several key challenges prevailing in the country at the time - a rapidly-growing economy, increasingly unsustainable car ownership and limited public transport options all combined to engender considerable congestion during peak traffic periods.

The strategic need of the project was made more urgent by the requirement to improve road safety and reduce Continues on page 14

IT Infrastructure Finance & Accounting

CRM

Procurement

POS

Asset Management

DIGITAL INNOVATION KEEPS METRO EXPRESS ON TRACK As the Metro Express light rail transit system continues to take shape between Curepipe and Port Louis, the business model behind this project of national importance is also continuing to evolve. A body, leading by example, the Metro Express’ drive for world-class solutions is being supported by Leal Communications & Informatics Ltd (LCI).

A Mauritius-based and founded ICT provider (certified ISO 9001: 2015) with 45 years of experience, specialised in IT turnkey solutions including hardware, software, cybersecurity, peripherals, and business applications - LCI has been a trusted partner of Metro Express for the last four years, providing a highly secured cloud-based document management system (e-DMS).

Presently, the Metro Express has embarked on a new project with LCI, which includes the development and delivery of a cloud-based ERP system to streamline various business functions and processes.

“Last year, LCI signed a new contract to deliver a cutting-edge ERP system where Microsoft and Oracle-based applications will be deployed to streamline and optimise the Finance, Procurement, Payroll, and HR functions. This new solution will deliver an “Integrated Information Management System” for the Metro Express.

“It's about going digital and paperless; being more productive

Cloud Computing

Store & Inventory

Cybersecurity

Document Management

HRMS

Analytics

Payroll

and efficient, while automating processes and delivering operational excellence. We are proud to be the chosen partner of Metro Express along this Digital journey,” says LCI Business Development Manager, Reza Maudarbocus.

“We have great relationships with the teams at Metro Express and we are working closely and diligently to ensure that we get things right first time and within deadline. We have a motivated team of engineers and developers that works in a coordinated structured manner on software projects (ERP, e-DMS, CRM, Custom-made) using the latest industry standards.”

The project is well underway and is expected to be completed and rolled out by end of November 2022, enabling the Metro Express to deliver quality internal processes alongside top-level customer service. The local element to this project demonstrates LCI’s roots as a longstanding Digital Transformation partner.

“Agile Project Management methodologies and effective Quality Assurance principles are vital to ensure that the ERP system complies to Metro Express’ strict requirements and is delivered successfully. So far, our skilled and experienced resources, some with more than 15 years of experience, possess the knowledge, expertise, and capability to develop and implement large-scale software projects within the government, state owned entities, parastatal bodies and corporates.” says Reza Maudarbocus.

RPA

As Phase 2 of the ERP project gathers speed, LCI will continue to act as the Digital Enabler, linking in seamlessly to fuel the needs of the Metro Express to achieve Operational Excellence and Outstanding End-Customer Experience.

Contact us Leal Communications & Informatics Motorway M1- Les Pailles Mauritius Head Office 207 2200 info@lci.lealgroup.com Software & Services 207 2200 lcisoftware@lci.mu Corporate Sales 207 2200 corpsales@lealgroup.mu

Our Certification

ISO 9001: 2015 certified.

LCIMauritius Leal Communications & Informatics Ltd http://lci.mu/

Our Partners

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INDUSTRY FOCUS: TRANSPORT

Continued from page 12 carbon emissions and enhanced accessibility, mobility and connectivity between employment centres.

“The vision of the Metro Express is to deliver a modern, alternative mode of public transport that supports the country’s development and economic growth strategy,” Dr Mootanah stresses. “The benefit of Metro Express is that there will be an aggregate effect on the economy, as by developing the infrastructure through these towns and developing transport hubs, the project will act as a catalyst for incremental growth.

“As the first light rail system in Mauritius, the project is a key developmental step for the country to become an inclusive, high-income

Ebène Recreational Park

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economy by 2030. In addition to the economic benefits, there is the environmental benefit of using a light rail transport network and giving the Mauritian people the option of getting out of their cars.” With Phase I so expertly, and swiftly, taken care of, attention now switches to the project’s second major chapter.

“We are about to put the finishing touches to half of the second phase, within the next few weeks” Dr Mootanah

informs, “and what we have come to call Phase II B, the Quatre Bornes to Phoenix segment, has just been inaugurated by the Prime Minister of Mauritius the Hon Pravind Jugnauth. We are looking at a real success story so far, especially now that Covid has cleared the way for our ridership to begin to return to the levels we were observing pre-pandemic, and expect everything to be completed by December 2022.”

There is a sustainable angle at

// THE VISION OF THE METRO EXPRESS IS TO DELIVER A MODERN, ALTERNATIVE MODE OF PUBLIC TRANSPORT THAT SUPPORTS THE COUNTRY’S DEVELOPMENTAL AND ECONOMIC GROWTH STRATEGY //

METRO EXPRESS

// THE LAST TIME A TRAIN LEFT A STATION IN MAURITIUS WAS 55 YEARS AGO; THIS IS A PROJECT WHICH IS REALLY DELIVERING SOMETHING UNIQUE // the forefront of this development Dr Mootanah proudly unravels, manifesting Metro Express’s concern for the environment and resultant commitment to applying and promoting the most environmentally-friendly approach possible across all of its activities.

“The Metro Express runs on electricity and is therefore a greener vehicle,” Dr Mootanah explains. “For instance, the energy generated when the brakes are applied in the LRVs is automatically stored in the overall system and redistributed for use across the network, in station lighting and powering the electronic ticketing machines.

“Furthermore, to compensate for the loss of the Roland Armand walkway between Rose Hill and Beau Bassin, MUR 100 million was allocated for the

creation of the nearly 27,300m² (over 8 Arpents) Ebène Recreational Park, where for every tree that was unfortunately and unavoidably removed, we have planted three more trees.”

This project, and the speed at which everything to date has been successfully implemented, is understandably a matter of deep personal pride for Dr Mootanah; having returned to Mauritius after so long away he saw this as the ideal opportunity to use his wealth of experience to impact the whole country. “With so much background in integrated transport, delivering projects to deadlines, and transport infrastructure development I knew I would regret not taking up this chance, and this project really is a once in a lifetime opportunity,” he effuses.

“The last time a train left a station in Mauritius was 55 years ago; this is a project which is really delivering something unique. We are positively disrupting the industry,” he adds, “putting forward the vision of a new, smart Mauritius, and of an integrated transport network. It represents a significant challenge for the country, but above all a remarkable improvement for the people of Mauritius.

“This project is one of the most complex national infrastructure developments ever undertaken, which is all the more reason to be proud of it.”

MAURITIUSMETROEXPRESS.MU

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BLOK

Harnessing Urban Energy

in Unique City Spaces

PRODUCTION: James Davey

Blok is, at its root, a property development brand with an unbeatable set of differences, but more than that, it is a rare opportunity to rediscover urban living where form and function live seamlessly together. Run by experienced, passionate urban dwellers themselves, Blok takes every ounce of its learning and understanding to deliver products that deliver on every aspect of city living. www.enterprise-africa.net / 17

INDUSTRY FOCUS: PROPERTY

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At the close of 2020, as South Africa finally began to settle into lockdown level 1, the property sector, and particularly the residential side, was feeling strangely buoyant. Yes, a renewed sense of optimism was beginning to pervade the air, with experts tentatively picturing a path to economic recovery; still, though, the prevailing talk was of South Africa’s worst recession in 90 years on the doorstep, with the economy anticipated to shrink by 7.2%.

Blok MD Jacques van Embden summed it up perhaps best of all, maintaining: “if there’s one thing history has taught us, is that the economy will eventually recover; and that property is one such asset class that shows stability over the long term.”

Once again property, even in the most turbulent of environments, proved itself a staunchly stable investment and a safe haven in volatile climates.

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“Property is extremely resilient, offering less volatility than the stock market,” van Embden furthered.

“Ultimately, people will always need a place to stay, which provides buyers with a sense of security, even in times of turmoil.” With the country under massive fiscal pressure, assistance was also forthcoming to South Africans with banks much more amenable to offering 100% home loans, and with the repo rate slashed multiple times, eventually to a 50-year low of to 3.5%, the market was kept primed and ready for recovery.

LIFE-CHANGING DESIGN Van Embden also speaks of the importance of innovation, and of agility, in continuing to entice buyers and investors, not only to overcome the recent periods of remarkable challenge but as a guiding principle for property prosperity. “We need to be able to design products that

respond well to market conditions,” he assesses, “and at Blok we specialise in well-thought out, beautifully and intuitively designed urban apartments, with each one designed and curated by passionate urban dwellers themselves.

“This understanding results in a product that delivers on every aspect of city living, and these are just some of the factors that unite to make each Blok apartment truly unique. From our brand to our spaces and buildings, we strive to create design that is as beautiful as it is practical.” This innate ability to meld form and function has been the fulcrum of Blok’s ascendency from first foundations in September 2014, to embarking now on its 14th development, which van Embden tells us is well underway. “We have delivered 11 to date,” he reported, “with numbers 12 and 13 both under construction, while number 14 is currently being marketed with 80% already sold.

BLOK

“From our first project, FOUR ON O to the latest, EIGHTY2 ON M, 14 developments later, rooted in the foundation on which our developments stand are three pillars: urban homes, urban living and design.” These have remained solid even as Blok has proved adaptable and able to respond to ever-shifting requirements. “From the outset we have focused on boutique, luxury apartments, which is one key segment of the market, but we have

found that the volume in that market is somewhat limiting; once we get past a certain price point, for high-networth South Africans houses become the most obvious recourse and these were, uniquely to South Africa in many ways, in really close proximity.

“We found that we were competing

with a different lifestyle choice whose economics we simply couldn’t beat.”

Over time, therefore, and especially in the last two to three years, Blok has moved towards much more mixed-use projects. 85% of these are residential, but then ameliorated by delis, gyms, rooftop cafe spaces and pools, as well

// AT BLOK WE SPECIALISE IN WELL-THOUGHT OUT, BEAUTIFULLY AND INTUITIVELY DESIGNED URBAN APARTMENTS // www.enterprise-africa.net / 19

INDUSTRY FOCUS: PROPERTY

// WE WANT TO PRESENT A PERFECTLY FRAMED VIEW OF THE WORLD TO EXPLORE BEYOND THE FRONT DOOR, WHERE THE HOME EXTENDS INTO THE NEIGHBOURHOOD ALIVE WITH ENERGY AND OPPORTUNITY // as micro-office spaces responding to the new ways of working.

Blok’s buildings have been intentionally concentrated primarily in the Atlantic Seaboard, van Embden details, all with a very definite, distinct profile. “One of our commandments is to not deviate from our DNA, and this is an area whose market and needs we know supremely well, which in turn lends us high levels of confidence in our proceedings,” he elaborates. “We are targeting 50% of off-plan sales market share this year, in an extremely competitive part of the world which for

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a business which is only seven and a half years old really validates our approach.

“We tend to buy one of two types of assets,” he continues, “either two residential plots next to each other, where we will then install 30-40 individual apartments, or a usually historic two or two and a half storey building where we end up demolishing, digging down for basements and end up having nine or so storeys.”

WORLD BEYOND THE FRONT DOOR “In all that we do, we firmly believe that good design has the power to

change lives, and as we are inspired by art, nature and fashion, we apply our learning to every facet of the Blok experience.” Speaking to van Embden, it becomes clear very quickly just how important applying his own learning has been to Blok’s formation and development, right back to his formative years and continuing today.

“Blok’s formulation was rooted in my passion for city spaces,” he recounts. “Although I grew up in the CBD of Cape Town it really didn’t feel like my upbringing was in a city; it was more like a small, suburban ecosystem where everything was done via car - I had no concept of what pavements were even for. Through my later experience of architecture and visiting many township communities with energetic, busy high streets and seeing the great challenges that they face, but also the overwhelming

BLOK

ARCHITECTURE + INTERIOR + DEVELOPMENT

Transforming spaces into distinguished liveable pieces of art

+27 72 516 5336 www.fifty8twelvedesign.com

positives, was when I started to fall in love with dense urban spaces.”

These were the seeds of the Blok we know today, properly sown when van Embden and his wife took up residency in Sea Point in 2011.

“The apartment that we bought and revamped would actually turn out to be the test case,” he reveals, “and on a look, feel, design and functionality level these all became the ingredients of what informed the company’s original projects when we started up.”

More than just the home itself, for Blok, at the heart of urban living is connectedness with the community in which it resides. “We want to present a perfectly framed view of the world to explore beyond the front door,” van Embden states, “one where the home extends into the neighbourhood that surrounds you,

alive with energy and opportunity, and the people who exist in these urban communities that become part of the experience of connected living.”

This this responds intuitively to the needs and desire of the ‘millennial market’, so dubbed as those born between 1981 and 1996 now make up more than half of the country’s workforce and therefore represent an abundance of potential property buyers. “We recognise that most millennials prioritise living in a good neighbourhood with easy access to lifestyle centres, restaurants and shops, focusing on the idea of community and principles such as accessibility, affordability and aesthetics,” van Embden relays.

“We’re seeing a trend of ‘living outside the home’, where millennials seek the lifestyle benefits a certain area

affords over a larger private space, and one of our Blokisms, as it were, is that home does not stop at the front door when you live in a really great space.

“We set out to design homes to meet people’s various growing and changing needs,” van Embden resumes. “We sell an urban lifestyle, and so much of what makes a suburb attractive is the people that live in it and their contribution to it. There is a precociousness, a positive level of exploration and excitement that only a city can deliver, and it is a big part of what we try to build into. We are not making walls, we are trying to bring people into these great spaces and make them even better.”

WWW.BLOK.CO.ZA

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INOSPACE

Inospace and Fortress Combine

to Form Last-Mile Logistics Leader PRODUCTION: Eleanor Sarbutt-King

Inospace is South Africa’s leading operator of serviced logistics parks providing a unique range of innovative industrial, storage and office spaces. After completing a R1.25 billion transaction with JSE-listed Fortress REIT, Inospace has grown its assets under management to R2.5billion. www.enterprise-africa.net / 23

INDUSTRY FOCUS: PROPERTY

//

Logistics and warehousing real-estate has emerged as a high growth sector across the African continent with investor appetite for industrial stock across, attracted to the sector’s strong income profile and positive market fundamentals such as rising urbanisation levels driving demand for urban logistics facilities.

Occupier demand is increasing unfettered across the continent, as the traditional agricultural utilisation is joined by the FMCG and manufacturing sectors to result in a substantial boost for warehouse requirements.

One of the key drivers behind prime warehousing needs is the penetration of e-commerce, already on the rise

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pre-Covid with online sales revenue has increased by over 28% to $27 billion in 2020 compared to 2019 across Africa.

This uptick in online retail sales shows no signs of abating, with e-commerce revenue expected to almost double to $46 million by 2025.

FLEXIBILITY AND EFFICIENCY In just five short years Inospace, a portmanteau of ‘innovation space’, has recently acquired its fourth logistics park in a swelling portfolio of industrial assets ranging in size from 10,000 to 50,000 square metres. Behind its formation was the realisation on the part of CEO Rael Levitt that industrial real estate, traditionally the poorer cousin of the real estate market, had the

very real potential to become the most robust of all property sectors due to the fact that technology was speeding up the need for logistics warehousing.

“We trialled the idea at one park in Cape Town, which was a success, and after further delving into other frameworks in the UK and Germany we settled on our model and rolled out from there,” Levitt reveals, as he delineates to us how the Inospace idea was borne of his deep dive into real estate models around the world during his studies at both UCLA and the National University of Singapore.

“I came to the realisation that when it comes to offices as a real estate asset class technology was going to be hugely impactful,” he adds,

INOSPACE

// WE INVEST IN STRATEGICALLY LOCATED SERVICED LOGISTICS PARKS THAT PROVIDE A RANGE OF INDUSTRIAL, STORAGE AND OFFICE SPACES IN ONE LOCATION// “and this was true to an even greater extent in the case of retail, with the rise of Amazon and home deliveries and the resultant ‘ghost malls.” All of these physical goods being ordered and shipped, Levitt knew, have to go through some form of warehousing be it manufacture, assembly, or delivery, which knowledge - after tireless and indepth study and observation - led him ultimately to founding the company.

Very much at the root of the original concept was the provision of unique industrial, storage, and office spaces in one environment with a range of benefits and appealing value-adding services. “We offer flexible spaces to suit all business needs,” Levitt proclaims, which has allowed Inospace to rapidly take its rightful place as the most innovative owner and operator of multi-let industrial parks in South Africa. “Inospace has emerged as a logistics property sector specialist,” Levitt states, “leading the transformation of multi-let industrial real estate into a choice asset class.

“We invest in strategically located serviced industrial properties that we reposition into serviced logistics parks that provide a range of industrial, storage and office spaces in one location, uniquely branded parks that offer more than just space and are overlaid with a suite of added value services and facilities,” says Levitt

“In all that we do and offer, we never stray from putting our clients first and we are known for making sure to always go out of our way to assist wherever we can; all our spaces, services and systems are dedicated to helping our clients do business better.” Very much in this vein, Inospace’s logistics parks are geared towards creating the absolute best environment to allow a business to thrive, Levitt relates.

“Our space-as-a-service offering combines facilities and services to make life at our parks more efficient, convenient and stress-free, and as such we strive to allow the full focus to be on what matters most - running the business.”

LANDMARK PARTNERSHIP Inospace’s offering has long been most heavily geared towards SMEs, Levitt adds, which he attributes to his company’s own entrepreneurial spirit favouring spaces designed to help small and medium businesses innovate, grow, and prosper. Partnering with Fortress REIT, one of the largest listed property groups on the JSE with an asset base totalling over R40 billion and a primary focus on logistics, retail, and investment properties in South Africa and Eastern Europe, will allow Inospace to do this on a monumental scale. While it eclipses anything that has come before, this is set to be a longstanding and fruitful association.

Rael Levitt - CEO

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INDUSTRY FOCUS: PROPERTY

“The best way we have found to grow the business has been through acquisitions, which meant that we had already engaged with Fortress in the past as a potential purchaser of some of their industrial parks in South Africa,” says Levitt. “Prior to Covid, we decided to run a two-year pilot with firstly one, and then a second of these parks, which were successfully repositioned into the serviced business and micro-logistics parks Wadeville Works and Electron Exchange.”

Through the newly-christened Inofort, the landmark deal will launch with an initial portfolio of twenty industrial properties in Cape Town and Johannesburg and will offer a combination of warehouse, logistics, storage and workspace at an initial valuation of R1.25 billion. Fortress has contributed twelve multi-let assets, with Inospace contributing the balance in a combined portfolio

26 / www.enterprise-africa.net

spanning a total lettable area of 200,000m² with over 600 tenants.

“It’s a major milestone for Inospace and marks our involvement with the listed real estate sector, acquiring an established portfolio of assets, a partial exit for shareholders and a new partner in one transaction,” Levitt outlines.

“This partnership is perfectly aligned with Inospace’s long-term strategy and we now will grow and succeed together with Fortress combining management skills to manage and grow Inofort. This complementary approach means greater synergies between our teams, and we are already seeing the fruits of the growing relationship.”

10 parks are already branded as Inospace, and over the next eighteen months, the remainder will be repositioned and refurbished including a range of logistics solutions prioritising last-mile delivery. “A new range of amenities will be introduced

to the parks to assist SMEs with last-mile logistics including rigging and lifting equipment, handling apparatus, packaging materials, waybill printers and an online courier and shipping platform,” Levitt details.

“Our collaboration with Fortress represents a significant opportunity for both companies, and the Inospace team is excited about being able to grow our footprint and enhance our value-adding

// THIS PARTNERSHIP IS PERFECTLY ALIGNED WITH INOSPACE’S LONGTERM STRATEGY AND WE NOW WILL GROW AND SUCCEED TOGETHER //

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customer offering as a result.” A key part of an overall three-year strategy to grow Inospace into a R5 billion company, there are far wider concerns at the heart of this collaboration, according to Levitt. “We believe that it is vital to provide facilities for SMEs in the South African context, where we have record unemployment; this concept of enlarging and emerging business is a critical way to grow the economy.

“This is our greater purpose, creating employment and assisting and growing small businesses while growing ourselves into a R5 billion property fund and creating something truly innovative, before then taking the model to new and exciting territories.

“We are poised for growth,” Levitt summates, “both organically and by acquisition, and are uniquely positioned to take advantage of growing demand for our on-trend offering in this rapidly growing globally recognised real estate niche.”

WWW.INOSPACE.COM

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ARRIE NEL

Family-First Pharmacies Committed to Community-Centric Care PRODUCTION: James Davey

More than 40 years ago, the first Arrie Nel pharmacy was bought and opened in Sunnyside, Pretoria. Few could have predicted that this proudly family-orientated group would today preside over a more than 100-strong list of stores spanning South Africa, as it adds another dimension to a staunch commitment to serving communities with affordable medicine with the recent acquisition of enviable online capacity. www.enterprise-africa.net / 29

INDUSTRY FOCUS: RETAIL

//

There are now 104 Arrie Nel pharmacies populating the South African pharmaceutical landscape, and this number is constantly increasing, employing just under 4000 people. Now approaching its 25th anniversary as the Arrie Nel Pharmacy group, formed in 2000 with the confluence of three distinct pharmacies, the very first in its armoury was bought in 1983, when it took on the Hamilton Park Pharmacy in Sunnyside, Pretoria.

The company then opened a wholesaler in 2003, with the vision of undertaking all centralised buying for the pharmacies and so pave the way for more favourable pricing for customers; such was the success of this move that in 2010 the group made the move to become fully wholesale.

The latter years of the 2010s were Arrie Nel’s busiest ever, during which time it opened or bought upwards of 12 pharmacies or clinics every year; 2022

30 / www.enterprise-africa.net

has continued this trend and looks set to be the group’s most productive yet as it continues to multiply in strategic locations throughout South Africa.

“We at Arrie Nel believe that a healthy family is what our country needs,” opens outgoing-Director Daniel Nel, “and putting the family first is our pharmacist’s commitment to our customers. We believe that family values consist of certain actions and virtues which are important for a family to uphold, like honesty, great service and price, trust and most importantly respecting each and every one entering our pharmacies.

“These core values have made the Arrie Nel name synonymous with being the ‘family first’ value proposition in every community in which we operate.”

AFFORDABILITY FOR THE COMMUNITY The importance of the pharmaceutical industry has in recent years only been

greatly amplified by the global health crisis, and putting family heath first has been the number one priority for many in the country throughout its protracted duration. “We are the community pharmacy, and we offer pharmaceutical and clinical services to our nationwide family,” Nel asserts, detailing the inner workings of the group.

“The way we work is that we do

// AT ARRIE NEL BELIEVE THAT A HEALTHY FAMILY IS WHAT OUR COUNTRY NEEDS, AND PUTTING THE FAMILY FIRST IS OUR PHARMACIST’S COMMITMENT TO OUR CUSTOMERS //

ARRIE NEL

not open new pharmacies, rather we buy currently trading stores - typically local stores, smaller and very much centred around pure pharmaceuticals.

Our whole motive and our guiding principle is that we strive to serve communities and deliver affordable medicine to their inhabitants, which we can very much use our buying power to do with this type of pharmacy.

“This structure is also allowing us to begin to change the perception that using a big corporate store is inevitably the cheaper option,” Nel expands.

“Even if there is an independent store in which we have even a 1% interest, if the owner has an account with one of our wholesalers then they are as strong as Arrie Nel. This is where we changed the game, making the independents as strong from a price

// BECAUSE WE ARE STILL INDEPENDENTLYOWNED WE CAN BE VERY DYNAMIC IN THE SERVICE WE CAN GIVE TO THE COMMUNITY // perspective as Arrie Nel, and it aligns with our overarching aim to provide people with inexpensive medicine.”

Arrie Nel is not in the business of opening brand-new, untested stores, and its name certainly won’t be found in large malls; “we’re the guys who look after the community,” Nel reiterates. “In Gauteng, for instance, we own three stores in the Montana area which each serves its own distinct community just within that one suburb, while Covid really did prove almost like a switch for us and for people embracing our approach; all of a sudden people were returning to their

old pharmacists and thus our model ended up positioning us extremely well for whatever the situation threw at us over the last three years.”

According to Nel, fortuitously, the pandemic had little operational impact on Arrie Nel, as it coincided with the busiest period in the company’s history to date in terms of new acquisitions and purchases; it only made life exponentially busier, Nel relates. “It was almost like we had set up ourselves up for it, without knowing it,” he describes. “The vision of the group has always been to expand, to never stagnate, and if you look back

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INDUSTRY FOCUS: RETAIL

to its beginnings you will see that each year this translated to around two or three new stores each year.

“Around 2016, however, we started looking closely at the independent and corporate stores in the country and, in the end, we took a huge map of South Africa - which is in my office today - and plotted each and every one of its pharmacies, highlighting towns where we saw potential. Our Financial Director and one of our Operational Directors then embarked on a two-year roadshow to see almost every pharmacy around the country, to investigate how others operated and how wholesalers worked elsewhere.

“There came a point that we realised that we were well-positioned to service the country’s pharmacies, through our own wholesalers which

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only supplies to our own pharmacies.

This resulted in our opening it up more widely and everybody just adopted our model. More people than ever then began offering us their pharmacies, and through Covid a lot of people were presented with the ideal opportunity to bow out of their ownership, not because there was any hint of financial trouble but purely because the stars aligned and the timing was perfect.”

MOPANI AND ARRIE NEL UNITE Set on remaining the community, personal choice, one of the major Covidera acquisitions nonetheless massively bolsters Arrie Nel’s e-commerce might, a fundamental capability in order to fully maximise its reach and service offering. “We already had our own online store, that ran directly out of

our website and operated countrywide with overnight delivery,” Nel explains.

Then last year, which too brought the addition of Dumas, Eland and Nedmed pharmacies in a bumper crop even by Arrie Nel’s standards, came the announcement of its milestone unity with Mopani Pharmacy.

Mopani shares an almost eerily similar history to that of Arrie Nel, beginning with pharmacist-turnedCEO Rob Gibbs opening the very first of its stores in March 1982, in the Pick ‘n Pay centre in Nelspruit, Mpumalanga. “The quaint store had just 100m² floorspace and five staff members,” Mopani details. Its growth was evidenced in different ways to Arrie Nel’s as the years passed, preferring to add increasingly vast amounts of space to its existing sites and so bolstering

ARRIE NEL

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// WE HAVE BROUGHT OVER THE MOPANI PHARMACY PORTFOLIO, WHICH CONSISTS OF FIVE LARGE STORES WHICH STOCK PRACTICALLY EVERYTHING // the capacity for more services and utilities, with its fifth store was launched in April 2021 at Riverside Mall.

“We have brought over the Mopani Pharmacy portfolio, which consists of five large stores which stock practically everything,” Nel

unpacks of the deal. “The product listings and offerings Mopani has are very different to those of the typical independent outfit that we take on; in addition to its physical attributes, the minute we brought them over we also immediately incorporated their online offering, which is a huge coup for us.

“Mopani had a huge online store, which actually did far better than ours, and we were the big group of the two” Nel humbly admits. “They obviously did something very right with it, and so over time we will slowly phase out the Mopani name from the website as we make it our own.” While not necessarily marking anything as dramatic as the beginning of a new era, as Nel states, the Mopani addition really does represent a major deviation for Arrie Nel. “These are really not the sort of stores we typically target,” Nel reiterates,

“but they are truly impressive 1,000, 2,000 - even 3,000 m² monoliths and when they became available we seized the opportunity, as such opportunities are rare in South Africa.”

Mopani is not only similar in age to Arrie Nel, it also shares a staunch pride in being known as the local neighbourhood pharmacy, and for Nel the parallels spell a fruitful future.

“Like us, Mopani is committed to offering exceptional service to the community, which will not change,” he closes, “and together we will craft bigger and more exciting opportunities to serve people more efficiently and affordably nationwide.”

WWW.ARRIENEL.CO.ZA

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ALPHA PHARM Safeguarding A Healthier South Africa

Across Generations PRODUCTION: William Denstone

Actively servicing the South African healthcare industry for more than 50 years, Alpha Pharm has vast expertise in navigating an ever-changing contexts and challenges to maintain cutting-edge competitiveness and create a holistic approach towards primary healthcare delivery. It now aims to be the leading patient-centred healthcare group in South Africa by 2025 through massive expansions in both reach and service delivery. www.enterprise-africa.net / 35

INDUSTRY FOCUS: PHARMACEUTICAL

//

Set in prime positions in Silverton, Bloemfontein, Durban, East London, Port Elizabeth and Cape Town are Alpha Pharm’s sextuplet of distribution centres, strategically located to facilitate the wholesale and fine distribution of a nearly 16,000-strong product range of unique and affordable pharmaceutical wares. “Our national footprint ensures superior service and delivery times,” Alpha Pharm lays out, “and our warehousing facilities ensure compliance to storage and delivery of pharmaceutical, surgical, natural and FMCG products, including cold chain and specialised products.”

The Alpha Pharma approach is fortified by the three primary principles of care, service and value.

“These core corporate values echo in our operational culture,” Alpha Pharm goes on, “and our operational efficiency ensures products are received, stored, handled, dispatched and delivered to the highest standard and efficiency by our more than 800+

36 / www.enterprise-africa.net

dedicated and professional wholesale employees via our own fleet of over 150 vehicles and logistics partners.”

“Our embrace of the best technology and systems ensure operational efficiency, accuracy and timeous delivery whilst our devotion to service and our clients reflects in our ever-increasing franchise and corporate retail stores.”

PATIENT-CENTRIC HOLISTIC CARE Alpha Pharm Pharmacies is the largest independent community care pharmacy group in South Africa. Its network of more than 400 franchised pharmacies and nearly 150 nationwide clinics is backed by the country’s biggest independent pharmaceutical wholesaler, and ensure that the patient is always the top priority. “Our patient-centred care focuses on you, the patient, and your particular health care needs,” Alpha Pharm explains.

“The goal is to empower patients to become active participants in their own health care management; to this

end, we provide tailored care that is respectful of and responsive to each individual’s preferences, requirements and values, ensuring that these meld to guide all clinical decisions.”

Over the last more than halfdecade Alpha Pharm has come to be the nation’s choice for a suite of reasons: fast and reliable access to health care is arguably paramount, as is the efficient and effective treatment available delivered by top professionals. “We also work to ensure continuity of care and smooth transitions,” Alpha Pharm is anxious to addend, “and at all times only the clearest, most comprehensible information and support is on offer.”

“Independently owned, we place care of communities as our first priority with emotional support, empathy and respect firmly at the vanguard of what we do.”

Over time, the Alpha Pharm offering has grown into an holistic, allencompassing provision, where a suite of services is available in one quick and practical stop. “Alpha Pharm Healthcare

ALPHA PHARM

Division ensures that pharmacies have every opportunity to differentiate themselves as multi-disciplinary primary healthcare centres of excellence,” the group expounds, with the AlphaDoc system alone revolutionising the manner in which patients receive health screenings in clinic.

“Paving the future of reliable and sustainable healthcare, AlphaDoc is a solution for everyone,” Alpha Pharm says of this sophisticated medical device. “Not only does the AlphaDoc offer convenience and discretion, the service is also far more affordable than a regular visit, with the same level of care.”

Much more comprehensive than the average alternative, Alpha Clin clinics boast a range of service from baby assessment and blood pressure testing to urine samples and wound care. “We do our best every day to make your experience peaceful, convenient and easy,” the service outlines succinctly.

“Alpha Clin clinics,” the group adds of a further differentiator form the competition,, “are connected to many of the leading medical aids, making it possible for you to enjoy the convenience of professional care right where you buy your medicines.” There is the added might of the PharmaShop 24 and its nearly 100 products, to make pharmaceuticals accessible anytime.

“The PharmaShop 24 vending machine allows access to real-time solutions for nearly all healthcare needs, with the added convenience of discretion,” the group says of the concept modified and refined since 2012.

Assembling a flu-ready kit at home It starts innocently enough. Picking up your child from school, you hear the surrounding sniffles. Then the coughs and sneezes start to increase around your office. Flu season has officially arrived, and you’re doing everything in your power not to have anyone in your household get sick. While you can’t control the school or office environment, you can control what’s in your home.

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www.enterprise-africa.net / 37

INDUSTRY FOCUS: PHARMACEUTICAL

FRANCHISING SECURES GROWTH The nation’s oldest traditional pharmaceutical wholesaler, AlphaPharm was originally founded to serve as a buying group supplying pharmacies in the region, before establishing itself as a wholesaler and expanding its distribution network from Bloemfontein to Vereeniging and later Pretoria. By the mid 1990’s Alpha Pharm, then known as Kemco, was delivering to all northern provinces, and the establishment of Alpha Pharm in 2015 effectively united the group’s wholesalers from the Eastern and

Western Capes, KwaZulu-Natal and Free State under one national banner.

Alpha Pharm operates as a network of independent pharmacies, dispensaries, community pharmacies and large superstores, and through its established franchise network numbering nearly 500 across the country, Alpha Pharm services the greater South African population, geographically offering the widest reach into some of its remotest regions.

One of the key elements to Alpha Pharm’s success through the years has been the personal touch created

// ALPHA PHARM’S COMMUNITY-BASED PHARMACIES OFFER PROFESSIONAL ADVICE, CARE, SERVICE AND VALUE //

38 / www.enterprise-africa.net

by operating a series of community pharmacies, it explains. “Avoiding the one-size-fits-all model often applied by pharmacy franchises, Alpha Pharm ensures relevant differentiation wherever possible.”

“The intimate relationship between pharmacist and customer should never be underestimated and while many large corporate retailers see the provision of healthcare as just another commodity, Alpha Pharm’s communitybased pharmacies offer professional advice, care, service and value.”

“We offer our franchisees and our customers fair rates, through a diligent network of procurement and unique offers.”

Welcomed into the Alpha Pharm contingent and nestled in the heart of Randpark Ridge is the Eagles Landing

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// THROUGH UNITY, TRUST AND TECHNOLOGY WE ARE ABLE TO CONTINUE OUR EVOLUTION WHILST STILL REMAINING TRUE TO THE VISION OF DOREEN BERGER, THE FOUNDER OF ALPHA PHARM // addition, poised to personalise the West Rand community pharmacy experience.

“Since filling out its first prescription,” Alpha Pharm reports, “Eagles Landing

has been making good on its promise to provide quality prescriptions, build community relationships and support local philanthropies and causes.”

Pharmacist-in-charge Laurence Dumisani Mtetwa draws on extensive experience in the pharmaceutical world, where he observed a growing disconnect between patient and product. “Giving our patients that oneto-one attention is what is sorely lacking in pharmacies today,” Mtetwa states.

“We want to know our patients and be able to take care of them, and to bring back the old pharmacy environment.”

Alpha Pharm’s wholesale operation is the backbone of this customerfocused matrix, with its six distribution centres supplying products and services to its litany of touch points and, ultimately, allowing independentlyowned community pharmacies to

compete with the biggest chains.

As it continues its growth and journey towards being the South African leader by the midpoint of the decade, Alpha Pharm is remaining committed to its original vision to ensure sustainability of in a rapidly changing healthcare environment, it summates. “Through unity, trust and technology we are able to continue our evolution whilst still remaining true to the vision of Doreen Berger, the Founder of Alpha Pharm.

We are united across generations for a healthier South Africa.”

WWW.ALPHAPHARMACIES.CO.ZA

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GRAAFF FRUIT Ever-Growing Ceres Fruit Farm

Planning for Long Term PRODUCTION: Joe Forshaw

Farming fruit in the Ceres Valley for more than 50 years, Graaff Fruit is a long-term business.

Today, this innovator is planning for the next decade and beyond as it plans for new crops, on new land, for new markets. CEO Robert Graaff tells Enterprise Africa more… www.enterprise-africa.net / 41

INDUSTRY FOCUS: AGRICULTURE

//

A short drive from Cape Town, northeast through Paarl, across the agricultural heartland of South Africa, you enter the Ceres Valley. A beautiful, lush, rich landscape - boasting mountain ranges for shelter and deep healthy soil – you will not find a better location for growing fruit. Endless sunsets and picture-perfect landscapes make this place a heaven on earth – named after the Roman goddess of agriculture and fertility, for good reason.

Averaging 300 days of sunshine throughout the year, with hot summers and cold winters, apples grow extremely well here. In fact, deciduous fruit from this region is prized the world over, with major local and international retailers desperate to fill their shelves with tasty, healthy South African fruit.

For Graaff Fruit, one of the area’s key companies – providing employment for many and driving economic development for the country – the Ceres Valley has been home since 1968 when the family purchased a small piece of land, the

42 / www.enterprise-africa.net

Lushof Farm at Prince Alfred Hamlet.

CEO Robert Graaff is a thirdgeneration farmer, with a love for the Ceres Valley, and a modern approach to agriculture that encapsulates people, planet, and profit. This triple bottom line approach has seen the business expand successfully, introducing new varietals to the portfolio over the years, and Graaff has plans for further growth.

ALWAYS GROWING Importantly, any development comes with a promise of supporting the environment, minimising waste, and preserving nature.

“Our plan is to build a one million3 dam and reservoir on one of our farms,” Graaff tells Enterprise Africa.

“Starting in August, that would allow us to develop another 140 hectares

GRAAFF FRUIT

// BEING IN THE FARMING BUSINESS, THERE IS NO NORMAL – WE DON’T HAVE NORMAL HERE // on that farm. As the oil price goes up, this becomes more expensive, but right now we are sticking to our plan. It’s a nine-month construction period and it will 10 years before the extra land becomes fully productive – our business is a long term one.”

Currently, the company farms at various sites either directly or indirectly through partnership agreements. Top fruit and stone fruit come from Lushof, Romansrivier, and Rietfontein – where onions were also farmed. Each product is carefully chosen for its climate suitability and compatibility with local conditions. In total, Graaff Fruit delivers more than 25,000 tonnes of fruit each year. Apples, pears, nectarines, plums, peaches, and more are sent out across the world to customers in the

UK, Europe, USA, Canada, the Middle East, Far East, and across Africa.

“Our carbon footprint is well off-set by the number of trees we maintain and plant every year and we’re continuously working towards reducing it even further,” says Graaff.

He adds that renewable energy is increasing in importance for the company, and further projects will be rolled out in the coming months to take advantage of the bountiful natural resource that already feeds into Graaff Fruit production.

“We are looking to make the most of the sun – that is a no brainer for us.

“We have solar power already, but we are looking at increasing our solar capacity. The price of electricity has gone crazy. In the last year, we have certainly achieved significant savings with the price increases that have been

realised – the payback on solar used to be six years but it is now five years.”

As these developments are rolled out over the next decade, Graaff Fruit will look to put a challenging period behind it as the Covid pandemic and Russian war in Ukraine have wreaked havoc on the logistics industry that moves the company’s produce around the world.

INTERESTING TIME Since 2019, global container shipping rates have more than quadrupled on average. Demand has increased but supply has not kept up thanks to employee absences as a result of the pandemic. Equipment has also been an issue with containers unavailable or sitting in the wrong parts of the world. And some ports around the world lack technology and efficiency,

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INDUSTRY FOCUS: AGRICULTURE

resulting in bottlenecks. Add in the rising cost of fuel and the demand for cleaner transportation and you have a recipe for supply chain disaster.

“It’s an interesting time,” says Graaff. “We have had a very good harvest of great quality. Unfortunately, logistics challenges remain, and the conflict in Ukraine has turned logistics into an absolute nightmare.”

The company is now forced to add an extra 12 days on average to its time in transit – introducing new risk.

Robert Graaff is not happy. “In fresh produce, everyday counts – fruits perish every day. 12 days on certain fruit types – table grapes and stone fruits in particular – causes a lot of quality issues. Fruits arrive delayed and with quality issues, and the result is that we get less money for our produce.”

He explains that his Quality Claims (QC) rate would normally sit at around 5% or less during regular trading conditions. As the pressure on logistics has ramped up, this figure has increased.

Again, Graaff is not impressed.

“These new challenges results in

44 / www.enterprise-africa.net

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GRAAFF FRUIT

// WE ARE CONTINUOUSLY TESTING NEW GENETICS. WE ARE ALWAYS LOOKING FOR IMPROVEMENTS ON ANYTHING WE HAVE // closer to 30%. That takes away slightly from what was a very good season.

Also, with inflationary cost increases – logistics, transport, fertiliser (which has doubled), chemicals, wood, cardboard, paper – it is so bad that there are people that will go out of business.”

This stark warning comes at a time when inflation sits at almost 6% with further increases expected. With other challenges obvious, further looming uncertainty in a market that has been dealt multiple setbacks over the past few years creates a difficult environment for companies like Graaff Fruit.

“Russia was 10% of our market and that no longer exists. The domestic

market has been flat. We haven’t seen an impact of inflation on income - it is not growing very fast. Covid-19 still lingers in the sense that if Shanghai closes its port then it impacts our exports. We have to keep monitoring the situation around the world,” says Graaff.

PROMISING SHOOTS Despite the difficulties faced as a result of forces out of the control of the business, Graaff Fruit is enjoying positivity with several initiatives underway to ensure continued growth. The quality of the fruit being administered right now is unrivalled and Robert Graaff looks skyward

when describing the reasoning.

“The yield is excellent and the quality has been good. We had a very good winter with great rainfall and we had more than enough water, with favourable weather – no hailstorms or frost.

“We are servants of the weather, and that is the most unpredictable element in the business. We are quite used to dealing with things quickly,” he smiles, speaking of the company’s nimble approach.

Another boon came in the form of demand uptick while the world worked and played at home – with health on the mind – during the harsh pandemic months.

“Fortunately, consumption of fruit went up during the Covid period as people were eating more from home and they were choosing to eat healthier,

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INDUSTRY FOCUS: AGRICULTURE

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and we are in the health business. There will always be strong demand for fruit and that is good for us,” says Graaff.

These healthy products are not just across one or two ranges – Graaff Fruit has a strong selection.

“We are very diversified,” confirms Graaff. “We don’t just have apples; we have pears, grapes, stone fruits, plums, nectarines, peaches – our portfolio is very diversified. We are not reliant on one product which allows us to weather storms much better. We have very good retail programmes in the UK and Europe and we are on the shelf for 12 months of the year. If we don’t have nectarines in Tesco, we will have apples. If we don’t have stone fruits in Marks & Spencer, we will have pears.”

And the strength in the product portfolio continues to be nurtured with the innovators at Graaff Fruit

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2022/06/02 13:01

consistently churning out new ideas and testing new varietals.

“We are continuously testing new genetics. We are always looking for improvements on anything we have – that is a continuous process, you can’t just start up, we are always evaluating. We test at least 200 new varieties every year. We are strict in what we select because it is so expensive to plant one hectare, you can’t afford to make mistakes,” says Graaff.

He is enthusiastic about the production of cherries, where a first commercial harvest was picked in December 2021. Planted in 2018 at Rietfontein, the 6.5-hectare plantation produced extremely well.

“We are very excited and we see great potential. Once again, it is a highly perishable product and you need an efficient logistics chain to

farm correctly. We are selling locally in Woolworths and Checkers, and we will export for overseas retailers.”

CLOSE TO THE LAND Planning for the long-term future, Graaff is clear that there must be an appetite shift in the consumption of fresh produce if the local market is to grow, and that clearly understanding export markets remains vital when looking to maintain reach into these promising geographies.

“Generally, there are enough apples in the market but we need people to eat more. That is the only way we will grow the local market,” he says. “We have an oversupply of fresh produce and that is why South Africa exports – you’ll never not find fruit in our domestic market.

Interestingly, so many different types of fresh products are now available. Years ago, you would only have nectarines on shelves in December but now you have blueberries, raspberries, watermelons – the selection for the consumer has grown significantly. We have to find particular weeks where there are opportunities and that is why so much goes into our planning.”

Country’s including Malaysia and South Korea are now high on the list of exciting prospects for South Africa’s exporters, with the country enjoying a favourable reputation which has been nurtured globally for a century. But Africa also has significant opportunity with a growing consumer population and a quickly developing retail industry.

“We export to East and West Africa – mainly apples as they are a hardy product. It is very difficult to export grapes or nectarines into Africa because they are so much more perishable and rely on a strict cold chain, and that is a challenge in Africa.

East Africa likes more balanced Apple varieties like a Pink Lady or a Granny Smith, but West Africa prefers a sweeter palate like a Golden Delicious or Red Delicious,” says Graaff, adding that the African market is important but requires on-the-ground knowledge

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to navigate the different nuances.

Internally, the business is wellpositioned for further growth, with a large amount of land producing quality fruits and a strong link into retail programmes around the world. With expert people and an unmatched location, Graaff Fruit will grow through its solid structure.

“In agriculture, you are so close to the land and the people that work with you, the familycorporate model is probably the most successful and sustainable.

We run like a corporate but we are a family-owned business,” says Graaff.

With the next generation too young to get involved in the business yet, Robert Graaff – a father and uncle – is not predicting the future, but he is hopeful of continued family involvement, as long as it aligns with the company’s long-term strategy. The hurdle in front of him right now is the ongoing logistics issue driven by wider macro factors. Careful management and an agile approach remain essential.

“All farmers are praying for a normalisation as quick as possible.

We go through weeks where things seem like they are getting back to normal, but then the next day things fall apart again,” says Graaff. “When the Russian-Ukraine situation and the Chinese Covid problem is put to bed, things will begin to stabilise, but being in the farming business, there is no normal – we don’t have normal here.”

Thankfully, the company’s strategy around sustainability and longevity mean that this is one looking beyond immediate challenges and towards a prosperous future for the Ceres Valley, and for South Africa.

“We can’t complain. The future looks bright. People always want to eat healthy food,” Graaff concludes.

WWW.GRAAFF-FRUIT.COM

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CALLFORCE

Global BPO Services

Drive Exceptional Customer Experiences PRODUCTION: William Denstone

Delivering innovative contact centre solutions and business process outsourcing (BPO) services is the focus for CallForce, from South Africa to the global market. Servicing and supporting businesses all over the globe, CallForce’s deep understanding of the geographic requirements and local challenges enable it to successfully co-create, implement and manage tailored BPO solutions. www.enterprise-africa.net / 49

INDUSTRY FOCUS: BPO SERVICES

Candice Roberts - CEO

//

The CallForce story began 22 years ago, then a flexible staffing company providing HR and recruitment services to the South African Contact Centre sector. After 15 years of building the business, a shift in strategy came to allow a global brand to be built. Extensive work with Deloitte brought the decision to pivot the business into a business process outsourcer in 2015, many aspects of which the company was already expertly delivering. Today, BPO represents 95% of the business, focused on delivering contact centre solutions from South Africa to the global market.

“Our customer-centric approach combined with the expertise for

process optimisation, state-of-the-art technology support and continuous skills development enables us to optimise contact centre and other BPO solutions that deliver the ultimate brand experience,” CallForce abridges, of an approach which affords the agility and flexibility to deliver customised BPO services across many industry sectors, achieving high levels of speed to productivity and operational performance.

These sectors include telco, financial services, e-commerce, logistics and energy, among others, with solutions supported by smart technology platforms that open up new channels and individual touch-

// WE ARE ALWAYS LOOKING FOR THE RIGHT OPPORTUNITIES IN HIGH GROWTH INDUSTRY SECTORS THAT WOULD PROFESSIONALLY EXTEND OUR OPERATIONS // 50 / www.enterprise-africa.net

points to enable engagement in seamless interactions with customers across multiple channels. “Our operation is built on the premise of providing exceptional customer brand experiences in a cost-effective and operationally efficient manner through the delivery of customised, innovative contact centre solutions and BPO services from South Africa to the global market,” CallForce begins.

CX WORLD LEADER Following three years in second position, South Africa has just been named, for the second year running, the most favoured offshore customer experience (CX) delivery location in 2022, tied statistically with BPO heavyweight India. The honour, awarded by the annual Ryan Strategic Advisory Front Office BPO Omnibus Survey, truly consolidates South Africa’s position as the emerging leader in global CX delivery and as a CX delivery location of choice.

CALLFORCE

“With the recognition of South Africa as the favoured CX offshoring destination in both 2021 and 2022,” expressed CallForce at the news of this prestigious ranking, “it sets us on an international stage as a tech-savvy, accent neutral talent pool with the ability to deliver professional and empathetic support to complex customer queries.” South Africa was also recognised as the world’s leading BPO outsourcing destination in 2021, and has been ranked in 2nd every year since 2018, growing at approximately 22% annually.

“Through the combination of our talented youth, omnichannel strategies and innovative processes we continue our efforts to keep South Africa on the international stage. With the active involvement of the Global Business industry body, BPESA, and strategic partner Department of Trade and Industry (the DTI) to support the growth of 500,000 new jobs by 2030, the recognition of this success

is a strong indication to the global market of the innovation, agility and professionalism within the South African global business services (GBS) sector.”

There was also personal glory to celebrate for CallForce, taking home gold for the Best Outsourced Public Centre award at the Contact Centre World Global Awards in January, a prestigious industry ceremony hosted by ContactCenterWorld. com, which holds around 215,000 members in 200 countries.

“We are humbled to have taken gold from over 2000 entries from over 80 nations,” CallForce enthused.

“We would like to thank our clients, our teams, our leadership and agents for working so hard and in close collaboration each day to be the best versions of ourselves. This ranking was a true testament to the delivery excellence from our team and a motivating factor in helping us create over 900 new jobs during the course of 2021, of whom 95%

were previously unemployed and from disadvantaged communities.”

For CallForce, innovation and the ability to pivot and change has long been key to its success. Some of the solutions implemented in a wholesale digital transformation journey include speech analytics, AI-driven customer conversational analytics, digital engagement solution and performance management tools to optimise our its own team’s performance.

“Gaining an advantage in an increasingly competitive market means having to challenge the status quo to create the optimal customer journey using the right people, the right technology and the best innovative processes that bring it all together,” CallForce states.

“Our successful and proven formula empowers our people with optimised processes and customised technologies that strategically support our business in a unique and personalised way of engaging with

www.enterprise-africa.net / 51

INDUSTRY FOCUS: BPO SERVICES

// AS WE EXTEND THE REACH OF OUR TECHSAVVY, ACCENT NEUTRAL, CUSTOMERCENTRIC TALENT POOL, WE ARE EXCITED FOR THE RESILIENCE THAT OUR COUNTRY BRINGS TO THE BPO SECTOR YEAR-ON-YEAR // the end consumers we support.”

“Our agility and adaptability in customising our proven formula to fit our clients’ unique needs is what gives us a competitive edge,” CallForce reiterates, one aspect crucial to differentiating it from other BPO operators in a highly competitive market. “We are now building contact centres of the future that need to be supported by personalisation and omnichannel support, in the client environment as well as the day-to-day operations of our entire business.”

GLOBAL BPO EXCELLENCE “A digital mindset is not just the implementation of technology,” CallForce is at pains to add, “but

52 / www.enterprise-africa.net

the strategic planning of the right technology coupled with cultural alignment – this is when the adoption process becomes successful. We have integrated, customised and built out technologies that strategically support our business in a unique and personalised way and will keep updating this process to ensure we stay current, relevant and optimised.”

Despite the many challenges the GBS sector was hugely successful in its rapid deployment of a hybrid working model to ensure business continuity.

The South African market is conducive to stiff, but healthy, competition, with a huge number of BPO brands setting up operations to deliver services into the international market.

“The positive response from our sector to the global pandemic not only displayed our resilience as a nation,” CallForce stresses, “but also put us on the map as a country for further growth and job creation.” Over the course of the last two years CallForce has been able to secure exponential growth, and between September 2020 and 2021 achieved a 159% growth trajectory allowing it to create hundreds of new career opportunities for South Africans.

“As we continue to strengthen our partnerships with global leaders in the BPO sector,” the company says of its future intentions, “we are in ongoing discussions about different business models that would strategically create additional growth for our organisation in support of contact centres all over the world, and our strategy is based on an organic business plan coupled with an acquisition strategy in both international and local markets.”

“We have placed significant focus on the power of our networks and influential partners world over to support the growth of

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Alongside this ongoing focus

on furthering its global footprint in a world that is driving digital transformation and exceptional customer experiences, CallForce is constantly on the lookout for new competencies and sectors to explore in order to broaden its client base, and extend the reach of its exceptional customer engagement and retention ratios, significant cost savings and optimisation of operational efficiencies.

“We’ve chosen to place a great emphasis on the US and UK markets as they have shown real potential in attracting jobs to South Africa,” the company explains. “We are also always looking for the right opportunities in high growth industry sectors that would professionally extend the operations of our business into new market sectors.”

While the provision of intelligent, tailored and digital-driven solutions is

its overarching aim, CallForce’s closing thoughts serve to underline the central importance of its agents and employees.

“We have a philosophy that our people sit at the centre of our organisation, and our agent universe is our client universe,” CallForce sums up. “Our people-first culture elevates our people as the greatest asset and through the continual investment in their ongoing development, we are able to create a positive impact on their daily lives which translates into a positive experience that they will deliver to our clients.”

CALLFORCEOUTSOURCING.COM

www.enterprise-africa.net / 53

DRS

Services and Technology

to Protect Prized Assets PRODUCTION: Eleanor Sarbutt-King

The industry experts in cyber security, DRS crafts world-leading, innovative solutions that deliver to protect those vital digital assets at the core of any business. Agility and the ability to adapt to the continual shiftings of the industry and its threats have been integral to DRS’s success and growth to date, according to MD Mike Brown, in the company’s bid to safeguard with security solutions perfectly tailored to any business, large or small. www.enterprise-africa.net / 55

INDUSTRY FOCUS: IT

//

The Covid-19 pandemic was almost universally negative in its sweeping, crushing impact on businesses, but it was those in the tech sector that were among the only ones left booming.

Information and Communications Technology (ICT), financial services and FinTech companies all sought to scale up operations, while lockdowns and work-from-home instructions catapulted digital systems to the fore and forced brick and mortar businesses to urgently revaluate.

This transition to digital, unplanned in its sudden implementation, created a surge in demand in cloud computing, artificial intelligence, machine learning, data analysis and, arguably above all

else, cyber security. In recent years South Africa has fallen victim to a number of high-profile, high-cost ransomware attacks; immediately springing to mind are attacks on Transnet, which caused the company’s operations to be badly affected, or the ViewFines data breach which led to almost a million records containing sensitive personal data being exposed and the massive distributed denial-ofservice (DDoS) attack on a prominent Internet Service Provider. We are seeing an increase in DDos attacks.

When the Ponemon Institute puts the average cost of a data breach in South Africa at R36.5 million, cybersecurity can no longer be anywhere but firmly at the top of the

agenda for companies in this new era of working. Even while employees do begin to slowly head back into offices, hybrid work models are likely to become part of the new normal which is coinciding with a severe spike in cyber criminals upping the ante. Perimeters have shifted and identity management is becoming increasingly important.

BOUQUET OF CYBER SERVICES “With more and more people working from home, cloud networks are becoming security targets,” explains leading recruitment company Michael Page in its latest Market Overview and Hiring Insights Guide. “Cybersecurity is an issue of critical importance and companies are prioritising hiring

Cybersecurity Solutions for a Riskier World, the largest benchmarking study of c-level cybersecurity decisionmakers, found that risk-based approach leaders experienced considerably less breaches than others. Additionally, their time to respond to and mitigate a breach was significantly faster.

To be considered a risk-based leader, organizations need to score higher in areas such as attack surface visibility, attack simulation, exposure management, risk scoring, and vulnerability assessments. Skybox is uniquely positioned to help you mature your cybersecurity programs in these areas and more. For instance, the Skybox Security Posture Management Platform is the only solution that builds an extensive network model of a customer’s unique hybrid environment, including all L3 devices.

Leveraging its proprietary network modeling techniques, Skybox quantifies the business impact of cyber risks into economic impact. To develop an accurate risk calculation, organizations need the network modeling, exposure management, and path analysis that only Skybox can deliver. This financial calculation enables customers to identify and prioritize the most critical threats based on the size of financial impact, among other risk analyses. The Skybox automated cyber risk quantification capabilities elevate the role of cybersecurity and enable CISOs to: • • • •

Prioritize critical cyber risks based on vulnerabilities that are exposed and exploited in the wild Target risk mitigation on the most significant risks with remediation options that go beyond patching Make data-driven decisions as they navigate the risks and opportunities of digital transformation Calculate ROI of cybersecurity budgets to validate and report on the financial impact

Actual and timely risk reduction is how Skybox defines customer success. By taking a proactive, risk-based approach to managing the security posture, organizations can pinpoint and remediate cyber exposure with the highest financial impact.

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DRS

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www.enterprise-africa.net / 57

INDUSTRY FOCUS: IT

Mike Brown - Managing Director

talent with the expertise of putting safeguarding measures in place.”

Most cognisant of cybersecurity’s pivotal contemporary role is the industry expert in its implementation, with DRS applying the wisdom 25 years of insight to propose tailormade, innovative and smart solutions to protect systems and data from theft, hardware and software damage, identify fraudulent activity and preserve and analyse digital evidence as well as managing overall security, governance and enterprise risk at a strategic level. “Our core business is undoubtedly cybersecurity,” affirms MD Mike Brown, “which we offer primarily to enterprise as well as to some large public sector organisations.

“We have a full bouquet of products that cover most aspects of the cyber stack in which we have some

mastery - these days, with the frequency and severity of attacks it has become so much more important for companies to be able to deal with a greater range of threat and risk areas, and to have proper authentication, for example, in place.

“The sheer aggression of the attacks in the cyber space and their severity is increasing constantly, and threatening different areas - of course there are the expected areas like email security, but then we have to consider the IoT, and securing medical devices, for instance - talking through each vertical sector could take a lifetime and this is why we set out to provide services tailored to offer the pinnacle in information security.”

In addition to this traditional suite of wares are various services, which Brown describes as potentially the strongest aspect of the business, which

// THE SHEER AGGRESSION OF THE ATTACKS IN THE CYBER SPACE AND THEIR SEVERITY IS INCREASING CONSTANTLY, AND THREATENING DIFFERENT AREAS // 58 / www.enterprise-africa.net

can see companies fully outsource their firewall systems for DRS to manage entirely on their behalf.

While the bulk of DRS’s dealings take place in South Africa, this footprint is branching out steadily into SADC territories and, through the enterprises with which DRS deals directly, into offices across the wider continent which it also services. “Belonging to the global CYBER1 group, we also have sister companies based in Africa and the Middle East,” Brown adds, while September heralded a partnership with a national lottery and business partner in Peru, seeing DRS expand into the South American market via a fully operational managed service.

“This initial partnership enables CYBER1 to demonstrate value across the organisation’s security infrastructure, providing an opportunity for other solutions and services that further remediate against a number of vulnerable endpoints. In addition, we are now also delivering these services in existing markets, through our trusted and established delivery units in these regions.

“For DRS, a measured expansion with our managed services solutions provides a scalability that meets market demands, and that ensures investments in resources are related to a rise in growth.”

EVER-CHANGING CHALLENGES Even in his relatively short tenure with DRS to date, having joined 18 months prior, Brown has witnessed remarkable change and growth, both in the scope of its offering and physical size. “Our biggest recent investment, in terms of both time, effort and money, has been into developing our security operations centre (SOC),” Brown reveals, “and we have invested heavily into twinning this with exceptional staff.

“We are currently offering services across a couple of continents through our SOC, and now the most important for us is to build and capitalise on this provision. It isn’t something we have

// THE TRICK IS TO TRY TO STAY AHEAD OF THE GAME ON AS MANY OF THE ATTACKS AS POSSIBLE, AND THE DIFFERENT VECTORS FROM WHICH PEOPLE WILL TRY TO GAIN ACCESS // focussed on before, but it is progressing very positively at this stage.”

With such strong uptake and presence in the industry, the next natural step is having the space to accommodate the burgeoning business. “One of the main things on our roadmap to come later this year is that we are having to build and gain more premises, such has been the extent of our growth and expansion in this industry,” Brown states. “This is with the intention of housing our SOC in a truly purpose-built, standalone

building, which is under construction at this moment, and to fulfil the necessary compliance as this becomes an increasingly central part of the business.”

DRS’s ability to make such moves, and continually progress the business, is all the more impressive considering the ‘rollercoaster ride’ conditions that Brown depicts of the sector and its continually evolving technologies. “The trick is to try to stay ahead of the game on as many of the attacks as possible, and the different vectors from which people will try to gain access,” he states. “This means that it is impossible to say exactly what our next product or development area will be, as it simply evolves too quickly.

In six months, our current intentions may have changed completely as new technologies emerge’ “It is very hard for us to predict in which direction we will be heading in three, or five years; what is more important is that we drive and grow multiple avenues of the business and target an ever-broadening range of customers.” Even in an industry where the challenges evolve and multiply in such a rapid and diverse way as in cybersecurity, and

scammers discover more and more nefarious and convincing ways to mislead, DRS is keeping apace and showing the dexterity required to detect, protect and resolve.

“We have just posted a record year for the company, and this has continued into the first quarter of this year,” says Brown, “which speaks to the success of what we are doing.

The importance of cybersecurity in today’s business environment is paramount in order to stay ahead of cybercriminals, and although the vast majority of businesses today are aware of the dangers of cybercrime, too many are not effective at preventing breaches and other security events.

“It is only through a combination of products and services that cyber resilience is built, and here at DRS we are constantly refining the services and technology to scan and protect assets and provide the tools and knowledge required for a secure environment.”

WWW.DRS.CO.ZA

www.enterprise-africa.net / 59

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 / 61

INDUSTRY FOCUS: FINANCE

//

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 language, identified by a blue and gold flag.” In 2007, its various regional businesses around the world were

62 / www.enterprise-africa.net

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, “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

VISA

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

www.enterprise-africa.net / 63

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

“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,

// WE BELIEVE THAT PARTNERSHIP, COLLABORATION AND INVESTMENT ARE KEY TO CREATING NEW AND INNOVATIVE PAYMENT SOLUTIONS // 64 / www.enterprise-africa.net

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,

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 that partnership, collaboration and investment are key to creating new and

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.

30+ CLIENTS IN 22 COUNTRIES 6M+ CARDS 10M+ TRANSACTIONS PER MONTH 14M+ AUTHORISATIONS PER MONTH

icps.mu

We are committed to a culture of innovation and creative thinking.

contact@icps.mu

INDUSTRY FOCUS: FINANCE

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

66 / www.enterprise-africa.net

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, regulatory and financial impediments to the success of women-led enterprises.

“Women entrepreneurs are the

VISA

// WE CONTINUE TO EVOLVE, BUT OUR FOCUS REMAINS THE SAME – TO BE THE BEST WAY TO PAY AND BE PAID, FOR EVERYONE, EVERYWHERE // 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

www.enterprise-africa.net / 67

FNB NAMIBIA

Namibia’s Best Pioneers Sustainable Transformation PRODUCTION: Joe Forshaw

FNB Namibia presents an all-encompassing range of products and services to suit personal and business financial needs across the vast territory it serves. Keeping the customer at the centre while deploying world-class technology and digital innovations is helping to propel transformation in the country, building a future of shared prosperity through enriching the lives of its customers, employees and the societies it serves. www.enterprise-africa.net / 69

INDUSTRY FOCUS: FINANCE

//

Operating throughout Africa, FNB is universally recognised as one of the most respected and most powerful brands on the continent, making available the best financial services in line with international standards.

Not limited to financial services, but across all of society, this powerhouse helps drive economic development, financial inclusion, innovation, and improvement of lives.

As the oldest bank in South Africa, FNB’s roots stretch back to Grahamstown in 1838 when the Eastern Province Bank was formed to serve the local people. More than 180 years later and FNB - now owned by FirstRand Bank and servicing clients across all of SubSaharan Africa and beyond - is doing all it can to bring modern, efficient services to customers everywhere through a seamless and smooth strategy.

“With our broad-based Namibian shareholding, our comprehensive

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range of financial products and services, our deep understanding of the local financial environment and our countrywide network of branches and agencies, we provide a fully integrated package of financial solutions to every Namibian - and to every corner of our beautiful land,” the institution opens.

EMBRACING DIGITISATION AND TRANSFORMATION The past two decades have seen banks and financial institutions take up and disseminate digital solutions like almost no other industry. Internet banking, app-based operations, video conferencing, self-serve desks, transformational security systems,

mobile money, and much more have helped banks to further integrate into everyday life and exponentially increase banking power and access.

FNB has been one of the most forward in its adoption of technology, offering clients in both business and personal categories industryleading innovative services.

In Namibia, FNB enjoys the largest physical presence of any bank in the country, with delivery channels including 27 branches, 17 agencies, 85 full-service ATMs and 110 mini ATMs, a comprehensive national network for all Namibians markedly improving access to banking products. Now, the company has launched a digital hub

// WE PROVIDE A FULLY INTEGRATED PACKAGE OF FINANCIAL SOLUTIONS TO EVERY NAMIBIAN - AND TO EVERY CORNER OF OUR BEAUTIFUL LAND //

FNB NAMIBIA

at its head office in Windhoek, which offers all FNB’s digital platforms and integrates new world-class technologies to heighten and streamline the customer experience in a safe and convenient one-stop space.

According to Rodney Forbes, executive officer for points of presence, “the launch of the Digital Hub is consistent with our digital platform journey, which is geared to provide personalised help and solutions across all our channels. A major part of our strategy is to provide reliable, trusted and customer-centric channels to help our customers manage their money.” The Digital Hub extends free wi-fi, access to online banking and a step-by-step guide for customers requiring assistance with any of the FNB digital channels in beautifully futuristic environs.

“We are excited to roll out the latest in digital innovation to enhance our customer experience even further,” Forbes enthused. “This new and fresh concept embraces the efficiencies of our digital platform journey, and we are excited to consistently provide a superior experience to all our customers.” Digitisation is completely transforming the African banking sector, and developments such as this are vital to surmounting the

// THE LAUNCH OF THE DIGITAL HUB IS CONSISTENT WITH OUR DIGITAL PLATFORM JOURNEY, WHICH IS GEARED TO PROVIDE PERSONALISED HELP AND SOLUTIONS ACROSS ALL OUR CHANNELS // www.enterprise-africa.net / 71

INDUSTRY FOCUS:

various barriers historically hindering the speed of that transformation.

“Some hindrances to banks accelerating their adoption of digital include regulation, the price of mobile phones, the high cost of internet access in most parts of Africa, digital illiteracy and fear of the unknown,” noted, the African Digital Banking Transformation Report 2022, compiled by engagement banking platform Backbase in collaboration with African Banker magazine accessible, making comprehensible facilities like FNB Namibia’s hub invaluable to the seamless implementation of what is a monumental metamorphosis.

“FNB Namibia, recognised for providing customers with an innovative, contextual and agile banking experience, invests a lot of time and resources in understanding what customers require from us, and

72 / www.enterprise-africa.net

we are diligent in ensuring that we deliver to their needs,” summarises this most forward-thinking of groups.

SUSTAINABLE FUTURE FOR BEST BANK Globally, the market for green bonds fixed-income instruments specifically earmarked to raise money for climate and environmental projects - has grown exponentially, and by at least 15% in 2021. But the African market contributes only 0.4%, and FNB Namibia argues vehemently that it is currently under-utilised in Africa, given its ability to propel a just transition while driving national sustainability commitments.

It is taking hold in Namibia now, however, with April bringing the country’s second transaction as Rand Merchant Bank (RMB) was tasked with arranging FNB Namibia’s inaugural green bond issuance, to

raise funds on the capital market to finance green projects in Namibia resulting in N$353 million ($24.3 million) in three- and five-year bonds.

“This inaugural green bond issuance shows that we are at the forefront and committed to unlocking sustainable finance opportunities that benefit our clients, communities, and environment at large,” Selma Kapeng, FirstRand Namibia Group Treasurer, asserted.

“Further, through the adoption of the group’s sustainability bond framework, our approach supports transparent, comparable disclosures in the context of environmental, social and corporate governance issues.”

In the context of unprecedented economic stress, which has had a profound and far-reaching impact on the economy, across the board in March at the release of annual results

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the recurring theme was a resounding return to profitability. Many had witnessed their operations and books ripped apart by Covid-19, while 2021 marked the year that Africa’s biggest players returned to near normalcy as the easing of pandemic restrictions

// THE GROUP IS PROUD TO SEE HOW OUR BUSINESS IS STANDING STRONG IN OUR PURPOSE OF BEING A TRUSTED PARTNER HELPING TO CREATE A BETTER WORLD //

Klaus Reinhardt Managing Member

and increased access to vaccines fuelled an economic resurgence.

Crowned Namibia’s best bank for the third consecutive year, and these accomplishments translated to a bumper crop of highlights and a sea of upward arrows in FNB Namibia’s own results. Pre-provision profit stood at N$997 million and headline earnings were N$618 million, up 5% and 11% respectively on the preceding year, while return of equity, dividend per share and marker capitalisation all witnessed significant increases.

“Our response to the Covid-19 pandemic was determined by our customer-centricity which remained in the forefront,” FNB Namibia condensed.

“We could achieve this because of improved collaboration with our stakeholders and the continuous digital investment that resulted in

Andrew Leech Service Quality

Burkhard Riedel Technical Manager

Paula Willemse Accountant

encompassing benefits. We also created a durable drive to support our strategic plans, with a good delivery against all the FirstRand Promises – be deeply invested, value our differences, build trust not territory, have courage, stay curious and always do the right thing.”

“The group is proud to see how our business is standing strong in our purpose of being a trusted partner helping to create a better world. We help by keeping businesses open, people in their homes, distributing relief efforts, keeping our doors open and our systems operational to enable customers to continue trading.”

WWW.FNBNAMIBIA.COM.NA

www.enterprise-africa.net / 73

CIPC

Innovating and Improving

to Support Enterprise and Growth PRODUCTION: Oliver Skipper

Established by the Companies Act 2008, the Companies and Intellectual Property Commission (CIPC) is a vital agency of the Department of Trade and Industry in South Africa, coming into effect in May 2011. A dual office integral to the registration of companies, co-operatives, and intellectual property rights, CIPC seamlessly transitioned to not only maintain but improve standards and turnaround times as the pandemic took hold, with a policy of ceaseless innovation at the core of its efficacy. www.enterprise-africa.net / 75

INDUSTRY FOCUS: GOVERNMENT

//

While they may not necessarily even be aware of it, every individual who has registered a company name in South Africa has been dealing with the Companies and Intellectual Property Commission (CIPC) right from the inception of the nascent business.

Created in May 2011 from the merger of Companies and Intellectual Property Registration Office (CIPRO) and the Office of Company and Intellectual Property Enforcement (OCIPE), since its formation CIPC has undergone a sustained and rapid transformation in order to improve its service delivery, and to allow it to

now contribute in a most meaningful fashion to South Africa’s overall developmental and economic needs.

A swift metamorphosis has been required, from its baseline as an administrative organisation with little or no regulatory focus, operating an almost exclusively manual, paperbased process at risk of errors and lost documents and reliant upon an outdated and unreliable ICT infrastructure and ICT governance.

CIPC’s great strides have expedited the modernisation of the organisation to bring it in line with, and exceed, current standards.

Upgrading infrastructure and

introducing new and improved online services has completely overhauled and remodelled the full scope of processes: from company registration, name reservations, annual returns and director and member changes to financial yearend changes, address changes, as well as trademark, patent, design, and copyright in film applications.

FAR-REACHING REMIT Commissioner Rory Voller informs Enterprise Africa of CIPC’s inception and primary functions, unpacking an institution comprising over 500 staff with an annual budget of around R700

// WE HAVE USED DIGITAL TECHNOLOGIES AND PARTNERSHIPS TO BECOME A MODERN, WORLD-CLASS REGULATOR OF BUSINESSES AND INTELLECTUAL PROPERTY RIGHTS //

Commissioner Rory Voller

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CIPC

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//I HAVE WORKED HARD TO INSTIL A CULTURE OF CONTINUOUS IMPROVEMENT WITHIN THE ORGANISATION // million, as broad and multifaceted as it is complex and intricate. “We have a dual function of registering companies, and registering intellectual property rights,” he delineates firstly. “Beyond the registration of companies, however, I also deal with issues surrounding patents, copyright, trademarks and industrial designs.

“There are still some jurisdictions which have these two registries as

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separate offices, whereas in South Africa the decision was taken to combine them, coming about as the result of a major amendment to the Companies Act just over a decade ago,” Voller explains. “In South Africa there was a wholesale overhaul of its company law, and which resulted in the implementation of various regulation agencies. One of these was the Companies and Intellectual Properties Commission, previously the Companies and Intellectual Property Registration Office.

“Behind these major changes was a shift away from the office merely being one of an administrative nature, to become a regulator of various pieces of legislation under corporate law and international property law.

Beyond the scope of being the registrar of various domains and aspects of

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corporate law, we are also very much involved and entrenched in the work of improving corporate governance in South Africa, as well as dealing with the effective enforcement of the legislation under our purview.”

CIPC plays a key role in ensuring the integrity of the country’s company registration system, underpinning a growing economy, but this is always expanding, Voller furthers. “Our regulatory role has evolved to the extent that we are now, too, very much responsible for looking closely at financial reporting standards in the country, by ensuring that we comply with international reporting levels, while reviewing and monitoring compliance with annual financial statements as lodged with us at CIPC.” Continues on page 80

www.enterprise-africa.net / 77

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INDUSTRY FOCUS: GOVERNMENT

Continued from page 77 CIPC’s role’s being twofold gives it a scope far beyond company registration, Voller is at pains to transmit, across myriad aspects of regulation and enforcement. “We have a heavy involvement in the area of international property enforcement, and play the coordinating role when it comes to dealing with anti-piracy and anti-counterfeiti ng activities,” he says.

“We bring together enforcement and prosecuting agencies together with the rights holders whenever fake merchandise is being sold or advertised, and also have act in an educational capacity towards prosecuting authorities and the police and customs services.

We have established ourselves as a substantial, sizeable public entity within government.”

INNOVATION, AUTOMATION, DIGITISATION While the pandemic wreaked havoc for so many organisations, CIPC found itself ahead of the curve and extremely well-placed to continue in a fashion as close to normal as could be hoped; it even brought the chance to re-evaluate and institute a number of impactful changes, Voller unravels.

“Some of our most important work is in the space of massive education and awareness activities,” he describes firstly, “and one lasting ramification of the pandemic is that it pushed us into the realm of online webinars, allowing us to reach a far greater spread of people. This is something we now have no intention of deviating away from.

“When the move came towards telecommuting and working from home it was a very smooth adaptation for us, as this was a road down

// OUR SERVICE DELIVERY STANDARDS SURROUNDING THE PROCESSING OF APPLICATIONS WERE UNAFFECTED THROUGHOUT THE PANDEMIC // which CIPC had been travelling for many years,” he explains. “We had the infrastructure already here which staff were accustomed to using every day, which facilitated the move offsite and enabled them to continue seamlessly to register companies and deal effectively with every one of our responsibilities.

Continues on page 82

TIPS TO READY YOUR BUSINESS FOR FINANCING

Natisha Lazarus - Head: Business Banking, Sasfin Bank

Small and mid-sized businesses are the cornerstone of South Africa’s economy. They make up approximately 98% of the businesses in South Africa, and yet they continue to struggle to obtain finance to either start or grow their businesses.

One of the biggest challenges SMEs continue to face is securing funding to start a business or to enable the growth of their businesses. As a business bank that focuses on the SME market and helping businesses to grow and evolve into mature organisations, we have identified seven ways you can ensure your business is credit worthy.

1. Ensure your personal and business credit ratings are in order. Maintain monthly payment obligations to avoid defaults and judgements being listed against your name on a credit bureau.Your personal credit history will be reviewed as closely as the business’s credit history.

2. Update your information with credit bureaus. Credit bureaus collect data that is translated into a business score. Financiers use this to determine the outcome of your application.

3. Maintain your public records. Should you have any credit bureau listings against your personal/business name, apply for them to be rescinded.

4. Route all business trading (turnover) into your bank account to build a track record. Most banks base certain credit decisions on the turnover routed to the bank account.

5. Maintain separate personal and business bank accounts.

6. Apply for credit before you need it and do not overdraw your account without prior engagements with your bank.

7. Consider alternative lenders, as the conventional banking solutions may not suit your business.

Find out how Sasfin can support your business by visiting sasfin.com or call us on +27 11 809 7500

80 / www.enterprise-africa.net

We’re in the business of supporting your business.

At Sasfin we don’t define success by a single moment because success is a never-ending journey and we want to be there for every step.

That’s why we’ve developed these products: Banking A business banking platform that gives you all the tools to help grow your business.

Business Loan Get easy access to growth finance of up to R4 million with a revolving credit facility.

Investments Market-leading rates up to 6,65%*, Capital Guaranteed, Zero Fees.

Find out how Sasfin can support your business by visiting sasfin.com/business-banking or call us on +27 11 809 7500 Business & Commercial Banking

sasfin.com Sasfin Bank Ltd. Reg no. 1951/002280/06. An authorised financial services provider licence no. 23833.

A registered credit provider NCRCP22 and a member of the Sasfin Group. *annual effective

www.enterprise-africa.net / 81

INDUSTRY FOCUS: GOVERNMENT

Continued from page 80

SHAPING REGTECH & SUPTECH THROUGH DATA TECHNOLOGY

Data Validation

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“Our enforcement activity took something of a hit during the period,” Voller concedes, “as so much of it is required to be meeting-based, or to bring parties together in mediation and arbitration when dealing with complaints.”

The strain on CIPC’s regulatory role that very much temporary, however, lasting only around six months as it very quickly adapted in typically innovative fashion. “Our service delivery standards surrounding the processing of applications were unaffected throughout,” he states. “We

// I HAVE WORKED HARD TO INSTIL A CULTURE OF CONTINUOUS IMPROVEMENT WITHIN THE ORGANISATION //

CIPC

must register a company within one day, for example; we didn’t deviate once from this strict turnaround time.

“It really helped that the majority of our work has been done online for many years,” Voller stresses, “and CIPC is a highly automated environment exemplified by our range of e-services but arguably best by our flagship product BizPortal, one of our major success stories.”

Developed by CIPC, the platform is designed to offer company registration and related services in a simple, seamless, and digital way, in response to the quest to improve the ease of starting a business in South Africa.

“It exists to bring together a multitude of services and departments into a single portal so that the entrepreneur is able to start a company and access a gamut of services in a single location,” Voller outlines. “We have also brought in private sector partners, to enable people to apply for business banks accounts, for example, or to access the domain authority of South Africa if starting a website.

“We are proud of the fact that

BizPortal was developed entirely in-house,” he continues, “and such has been its success that it has featured on two occasions in state of the nation addresses by the President, in the context of having helped to further the growth and ease of doing business within South Africa, while reducing the bureaucracy and red tape by having everything in one place.” The turnaround time of starting a business now averages a startling 15 minutes.

“It has taken us a long time to reach this point, but the whole idea with BizPortal was that functionality would increase year-on-year and it would host an ever-greater breadth of services,” Voller rounds off, with Google SA is the latest to join and offer small business owners access to a range of its own services through the platform.

510,000 new businesses were registered in 2021, the most that has ever been recorded in a single year, so this ethos of innovating wherever every possible element will allow CIPC to deliver even greater efficiencies and service. “I have worked hard to instil a culture of continuous

// CIPC IS A HIGHLY AUTOMATED ENVIRONMENT, EXEMPLIFIED BY OUR FLAGSHIP PRODUCT BIZPORTAL // improvement within the organisation,” Voller enthuses, “so pandemic or not, we always look to innovate.”

“We have used digital technologies and partnerships to become a modern, world-class regulator of businesses and intellectual property rights, and through being agile, adaptive and high-performing we will seek to make an increasingly important strategic contribution towards South Africa’s enterprise, competitiveness and growth.”

WWW.CIPC.CO.ZA

www.enterprise-africa.net / 83

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Hloba has a reliable track record of building lasting relationships with trust and honesty at the foundation. Our clients are our main focus as we partner with them to build custom processes and solutions that meet their specific needs. We understand that different businesses require different kinds of support. And our responsive approaches to our clients’ needs ensure that we align ourselves with their vision and enhance their strengths.

SERVICES: • Design and planning of a wide range of garments and accessories • Diverse manufacturing capabilities based in KwaZulu-Natal, South Africa • Community employment through our subsidiary company • Uniform fittings for the right fit • Warehousing with local and international distribution capabilities • Easy-to-use online ordering portal • BBBEE Level 2 compliance Contact us and find out how we can tailor our uniform services to your needs.

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We’re in the business of supporting your business.

At Sasfin we don’t define success by a single moment because success is a never-ending journey and we want to be there for every step.

That’s why we’ve developed these products: Banking A business banking platform that gives you all the tools to help grow your business.

Business Loan Get easy access to growth finance of up to R4 million with a revolving credit facility.

Investments Market-leading rates up to 6,65%*, Capital Guaranteed, Zero Fees.

Find out how Sasfin can support your business by visiting sasfin.com/business-banking or call us on +27 11 809 7500 Business & Commercial Banking

sasfin.com Sasfin Bank Ltd. Reg no. 1951/002280/06. An authorised financial services provider licence no. 23833.

A registered credit provider NCRCP22 and a member of the Sasfin Group. *annual effective