Enterprise Africa June 2024

Interview with Seriti Green CEO, Peter Venn

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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 Eleanor Sarbutt-King eleanor@enterprise-africa.net

PROJECT MANAGER Jamie Waters jamie@enterprise-africa.net

PROJECT MANAGER Chris Bolderstone chris@enterprise-africa.net

SALES MANAGER Tommy Atkinson tommy@enterprise-africa.net

LEAD DESIGNER Aaron Protheroe aaron@enterprise-africa.net

ACCOUNT MANAGER Isabel Murphy isabel@enterprise-africa.net

CONTRIBUTOR Manelesi Dumasi

CONTRIBUTOR Timothy Reeder

CONTRIBUTOR Benjamin Southwold

CONTRIBUTOR William Denstone

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EDITOR’S LETTER

So the saying goes: A successful person can lay foundations with the bricks that others throw at them. For businesses in South Africa, it is not just the incoming rock to dodge. There has been a volley of boulders arriving from all directions, disrupting and damaging activity at every juncture.

Covid-19, floods, drought, port delays, energy pricing, loadshedding, corruption, crime, riots, competition, shipping, climate change, investor confidence, inflation, unemployment, and more recently uncertainty post-election. To navigate a steady ship against this stormy backdrop, where the foundations are literally wobbling at all times, is mightily impressive.

While seemingly impossible, it is in fact very doable for those with a long-term view and people culture.

Reece Oakes at Rennies BCD Travel, a leading corporate travel management company, has installed a new strategy for growth and sustainability that will help the entity – part of BidTravel – to grow quickly. Marika Abrahams, Projects Director at Berman Brothers Group, sold out an entire new development in Cape Town with 10 minutes of launching, before a spade even hit the ground. Wonderboy Cele, CEO at Blendcor in Durban, has overseen investment into new equipment and energy resources to help the company build on its reputation for quality. Peter Venn, CEO at Seriti Green, is developing a renewable energy powerhouse that will be pivotal in the country’s energy transition as it grows its portfolio around the country.

By doing all these things, not because they are easy but because they are right, these companies are not anchored by negativity. They are, in fact, thriving; taking all that the world can throw at them, embracing the challenges, accepting the road ahead, and building something bigger and better than what they found. It’s the core mentality that real leaders share.

Get in touch and tell us about how your company is looking through the blurry lines towards a brighter future by focussing on positivity in the here and now. We are always online at LinkedIn.

Joe Forshaw EDITOR

GET IN TOUCH

+44 20 3097 1743

joe@enterprise-africa.net www.enterprise-africa.net

KAMOA COPPER

Global Great of Copper Production

BLENDCOR

Delivering Excellence Through Innovation and Investment

COLLIES GROUP

Historic Collies Focused on Future Growth

ATLANTIS FOUNDRIES

AF Manufacturing a Bright Future in WC

TELESURE INVESTMENT HOLDINGS

Proud Portfolio of Insurance Innovation

SERITI GREEN

Champions of the Just Energy Transition

PRODUCTION: Jamie Waters

In the quest for a sustainable future, sources such as wind and solar energy have grown from mere alternatives to cornerstones of Africa’s prosperity, and prominent black-owned renewable energy entity Seriti Green stands right at the forefront of this evolving journey. “Our goal is to unlock Africa’s potential by developing, constructing, and operating large-scale renewable energy projects in South Africa and across the African continent,” sets out CEO Peter Venn.

INDUSTRY FOCUS: ENERGY

//For Seriti Green, embracing an energy system rooted in the abundant renewable sources of solar and, in particular, wind, is pivotal in moving beyond Africa’s myriad social, economic, health, and

environmental challenges. Indeed, the organisation goes as far as to label the powerful connection between nature and energy as ‘Africa’s next frontier’.

“Our experience in developing, constructing, and operating large-scale renewable energy projects within South Africa and across the African continent positions us uniquely to unlock and harness this immense potential,” says CEO Peter Venn, who himself brings two decades of energy experience and the delivery of significant renewable energy projects across the African continent and today drives the strategy and implementation of developing, constructing and operating renewable projects in Africa.

Owned by a consortium consisting of VennEnergy, RMB, Standard Bank and majority shareholder Seriti

Resources, Seriti Green is a black-owned energy visionary merging industryleading modelling analysis tools with decades of experience in large-scale renewable energy projects. “Creating renewable energy solutions for Africa, by Africans, we have pioneered Africa’s renewable energy landscape for over 15 years,” Venn declares, “and are collectively committed to advancing South Africa towards a just and sustainable energy transition.”

BLACK-OWNED VISIONARY

Seriti Green came into being at the close of 2022, Venn explains, via the acquisition of 55% of Windlab’s African assets, a company that Venn had himself led since 2011. “That marked the creation of Seriti Green as we see it today,” he states, of a profound shift

Peter Venn, CEO

in the company’s scope and offering.

“We are a 100% South African- and 60% black-owned wind-led renewable energy developer, in an industry dominated by international names,” Venn details, adding that wind has a particular profile making it ideally suited to the South African context.

“Wind is far more predominant than solar in the peak periods of demand,” he explains, “and that means that there is actually a very good balance between the two. We then deploy our unique wind mapping capabilities to identify and develop premium greenfield wind energy sites with remarkable precision,” Venn says, with the combination of expert personnel and advanced technology long a cornerstone of the company’s success.

Mpumalanga’s topography

and climate conditions, with its consistent and strong wind flow, make it ideal for the efficient operation of wind turbines. Under construction in the Highveld, the 900MW Ummbila Emoyeni hybrid renewable energy facility will be the largest of its kind in South Africa and is highlighted by Venn as set to redefine the Mpumalanga province’s journey towards a just energy transition (JET).

Initially, Venn explains, the infrastructure to support the unprecedented production capacity will be constructed in the form of a huge substation connecting it to the 400kV transmission between Camden and Secunda; the remainder of the project is then carved up into roughly 155MW chunks in order to facilitate and expedite construction. “At the present time we are building, in parallel, the

// OUR APPROACH POSITIONS US AT THE FOREFRONT OF DELIVERING EFFICIENT AND COST-EFFECTIVE RENEWABLE ENERGY PROJECTS //

entire grid infrastructure and the first of these 155MW phases,” Venn explains.

“Our intent is to build out the further five phases of the remaining 750MW, with some solar and battery storage, over the next three to five years to be fully commissioned by 2027, by which time it will provide electricity for the equivalent of

INDUSTRY FOCUS: ENERGY

// UMMBILA EMOYENI IS BY FAR THE LEADING RENEWABLE ENERGY PROJECT IN MPUMALANGA FROM A SCALE PERSPECTIVE //

some half a million South African households. This is by far the leading renewable energy project in Mpumalanga from a scale perspective.” Seriti Resources has spearheaded the diversification required in achieving the JET, Venn adds.

“Many mining companies are still

behind when it comes to diversifying and having a real energy solution,” he explains. “We are now coal and wind, and when this project reaches a significant stage, we will be able to provide all the renewable energy to our mining sites to give us a truly diversified portfolio. We can also sell to Eskom, for example, to assist in the energy challenges we have in South Africa, or any of the big factories in the area - it is a full, 100% diversification solution from a renewables perspective.”

WORKING IN SYNERGY

As the hub of South Africa’s energy generation, primarily from coal, Mpumalanga has a developed

infrastructure that can support additional forms of energy generation, and this is just one of a slew of Seriti Green projects in the Mpumalanga province, Venn is anxious to stress.

“The pipeline is strong,” he opens.

“We are looking at permitting some of the abundant rehabilitated land that we have on the coal mining side for various renewable opportunities, while we have many other undertakings currently in the works awaiting permits, finance and being rolled out.

“Wind farms in this region can operate alongside existing coal power plants, offering a  complementary energy source,” Venn adds, “which can be particularly

advantageous during periods when wind energy production is high, allowing for reduced reliance on coal and consequently, a decrease in greenhouse gas emissions. This coexistence is pivotal for a gradual transition to renewables, ensuring energy security and stability during the shift.

“The presence of an established energy infrastructure also means that connecting a new wind farm to the grid is more costeffective and less complex, access which facilitates the immediate distribution of generated wind energy to consumers.” It is Seriti Green’s focus on, and intimate understanding of Mpumalanga, South Africa’s energy heartland, that Venn posits as a key differentiator for the company.

“Mpumalanga is critical to the transition we are targeting,” he states. “It houses the vast majority of suppliers, and having generation close to where the demand is, between Gauteng and Mpumalanga, is vital and prevents the vast technical losses incurred in projects in the Northern Cape have when electrons are transported over 1000km.” This transition of some of the energy production to renewable sources, crucial to diversifying and making the energy grid more sustainable, has been as challenging from an ideological perspective as it has from a technological one, Venn reveals.

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IN COLLABORATION WITH ENZA CONSTRUCTION, TRACTIONEL ENTERPRISE IS THE TRUSTED EPC PARTNER FOR SERITI GREEN'S UMMBILA EMOYENI MAIN TRANSMISSION SUBSTATION AND HV GRID CONNECTION WORKS.

“No-one had ever seen a wind farm in Mpumalanga, and, of course, the natural reaction of most people to proposed change is an instant, ‘no’. The responsibility for us was to override this and educate on the benefits of these advancements; we were fortunate to have plenty of examples of successes we have had with wind farms in other parts of South Africa to illustrate this.

“It has been very refreshing to see how the local communities have adopted our projects, taking ownership of them and embracing the investment and development they bring.”

Venn is keen to close in dispelling

the narrative he has seen formulated whereby renewables and coal are pitted directly against one another as adversaries vying for a role in the energy transition. “That is not the case at all,” he clarifies. “We have a window of a decade now to illustrate that both are required for energy security. I truly believe that only the marriage of mining and renewables can bring benefit to rural communities.

“For Africa to succeed we need these elements to operate so that there is not a concentration of urbanisation, and everybody feels the need to move into the cities which then become swamped. We need to uplift people in rural areas through the likes of education, jobs and health, and in my opinion only renewables and mining can achieve that.”

Driving the continent forward

through the development of renewable energy projects that unlock sustainable value for generations to come is the essence of Seriti Green’s purpose. “Our vision transcends decarbonisation, to represent a world of fairness, of sustainability, and of shared prosperity,” Venn summarises. “Our Just Energy Transition addresses the challenges of climate change whilst partnering local communities to create space for them to grow and flourish: Seriti Green is not waiting for the future, we’re building it one green electron at a time.”

BERMAN BROTHERS GROUP

Legacy Building in Sea Point

PRODUCTION: James Davey

Berman Brothers Group continues to build a legacy of quality and excellence as it embarks on the build of Dolce Vita in Sea Point. Sold out in minutes after launch, the building will bring a new standard of luxury to the area, opening up opportunities for residential buyers and investors.

INDUSTRY FOCUS: PROPERTY

//In Sea Point, from Rocklands Beach in the north down Beach Road to Saunders Rock Tidal Pool in the south, and all the way back to the lush slopes of Signal Hill, the Mediterranean spirit is strong. The Atlantic Ocean laps the coast, and the sun beams onto white and bright apartment blocks that stand tall over palm tree-lined streets. This is one of Cape Town’s jewels, where it’s easy to live a good life; sweet life; ‘Dolce Vita’. Along the Sea Point Promenade,

Marika Abrahams, Projects Director

parks, beaches and swimming pools allow for relaxation, and the café, bar, restaurant, and boutique hotel-lined streets allow for vibrancy and rest. From here, access across the Mother City is direct and easy.

Sea Point’s fresh ocean air is a real attraction for people and this buoys the local property market which has shown remarkable resilience and growth through a challenging period in the property market.

Right in the heart of the suburb, on the corner of Church and Regent Roads, expert property developers, the Berman Brothers Group (BBG), is using all of its skill to bring Dolce Vita to life. Dolce Vita is a mixed-use development with residential, hotel and retail components. 65 residential apartments across seven storeys will sit alongside a modern hotel with state-ofthe-art amenities such as a restaurant, cocktail bar, spa and gym for its guests, and both components have access to basement parking. To the west, ocean views; to the east, mountain vistas.

“It is situated in an iconic

location and will be another icon in the Sea Point fabric,” smiles BBG Projects Director, Marika Abrahams.

SOLD OUT

The company took a digital approach to marketing the apartment units, which went live for sale in May 2024. A campaign that focused on the sunny location and the luxurious feel of what will be one of the most prominent corner blocks in the area resulted in immediate success.

“The development sold out in minutes. Everything was gone in under 10 minutes . It was incredible,” says Abrahams who has been with the company for eight years and has experience in architecture and town planning.

She explains that the new process is part of a shift in the industry and allows developers to rely less on external agents, preparing inhouse campaigns alongside people who fully understand the development and have been integral in bringing the projects to life.

“The sales went live at a certain time on a certain date, and everyone was waiting online to secure their units,” she says.

“The online sales process has encouraged the team in the office to run the lead campaign. We know the product best so that is the optimal way to sell it. We can deal with the clients and let them know exactly what they will get.”

What they will get is unlike anything else in the market. BBG has two arms to the business, construction, and legal and sales. The construction arm is managed by founder Saul Berman, and the legal and sales arm is run by his brother Paul Berman. There is a harmony between the two, and an agile approach that comes naturally with a family business that can communicate seamlessly and make decisions without the need to navigate corporate red tape. The pair are Sea Point natives and know the locale like few others. Founded in 1989, the experience behind this team is unrivalled in the region. Relationships

INDUSTRY FOCUS: PROPERTY

with the very best partners helps to deliver projects of note, and this is the case for the Dolce Vita. Designed by Robert Silke & Partners Architects, built by R+N Master Builders, and brought to life by The Editors Interior Designers and Propr, rental and letting experts, there is a guarantee of luxury and quality in execution and management.

“Dolce Vita is a romantic and deliberate reference to the Mediterranean Riviera - evoking the golden age of European cinema. Sweetly coloured in tiramisu créme shades (and contoured in vanilla-black eyeliner) the building is svelte, muscular and luxuriously sculpted,” said Silke of the building’s striking appearance.

// THE BBG BRAND HAS BECOME SYNONYMOUS WITH QUALITY AND THAT HAS SPREAD BEYOND SEA POINT //

A GREAT INVESTMENT

Sea Point has seen a number of developments over the years, but Dolce Vita is central in the community and Abrahams is excited that BBG continues to build legacies, enhancing the built environment.

“The building was two properties across; Mimosa Arcade and Tretal previously,” says Abrahams, “and the group held both for some time before obtaining full ownership. That happened last year and that unlocked the process. From there, we formally consolidated the properties which maximised the building parameters required to produce the building as designed in its current form. It’s all about access to lifestyle. Within walking distance you’ll find all the amenities that you could need. Inside the building we didn’t include too many public amenities because we feel it is so well located. The Sea Point Pavilion public swimming pools are directly opposite, and the building is situated on a public bus route which connects with Clifton and the V&A Waterfront - it’s a great investment.”

The commercial hospitality component in the project, although developed by BBG, will be managed by industry experts, Kove Collection. The company, which already manages other assets in the area, will look after the 5-star hotel and rooftop restaurant as well as the streetside lifestyle and cocktail lounge. By partnering with Kove Collection, BBG has again put Dolce Vita in the spotlight for all the right reasons, consistently employing messaging of quality and exclusivity.

“All of the hotel rooms are angled to offer sea views from every single room, and that is an amazing offering. The entrances to the residential units and the entrance for the hotel will remain completely separate. The residential space, from the third to fourth floor will offer amazing views of Lion’s Head,” confirms Abrahams.

BEST PRACTICE

BBG is including a number of unique features to ensure Dolce Vita is everything expected and more. 24/7

Continues on page 18

INDUSTRY FOCUS: PROPERTY

Continued from page 16

onsite security is backed by CCTV and armed response links, and all doors will utilise smart technology and biometric access control systems. The building will have full back up power systems and high-speed

fibre connectivity. Air conditioning and other extras can be installed on request, and residents will benefit from secure underground parking. Investors will also have the option for rental management solutions, and rental returns are expected to be significant.

“We follow best practice in

the industry,” says Abrahams of the building’s sustainability agenda. “We have UV performance glass on all of the windows, the building’s massing and balustrading is solid helping to mitigate against noise, every unit has a balcony to help improve airflow and manage temperature. There is a central atrium in the building which helps with passive energy utilisation. We are also going to implement a PV thermal solar system on the roof to optimise efficiency. We have domestic water storage in the basement and the building is set to be completely keyless with smart lock technology on all doors. It helps investors if they want to short-term let their space and they don’t have to worry about key management. Everything has durable finishes, and WOMAG is delivering the upgraded finishes to bring a luxurious, post-modern feel. We have also ensured that the units feel quite spacious despite the footprints starting at 42 m2

BERMAN

The gross construction area is around 14,000 m2 with 70 parking bays.”

This base of quality has allowed BBG and its partners to go the extra mile when it comes to the marketing campaign around the building, showcasing Dolce Vita as superior for both investors and potential residents. Videos and other digital material have highlighted the lifestyle opportunities that come with a purchase in Sea Point. This, says Abrahams, is appealing beyond the Western Cape.

“The BBG brand has become synonymous with quality and that has spread beyond Sea Point. When people are looking to buy, they trust that BBG can deliver quality over and above others. Time and time again, people who have engaged with our buildings and investors who have bought before will come back to us. The mechanics of our campaign are also really strong as there is a big online presence in the month leading

up to the launch. That certainly plays a role when there is hype around the launch,” she says, adding that prices range from R3 million up to R9 million.

Marketing Dolce Vita in the right way, for the right buyers, at the right time was essential, but the market also played a part. The individual brands of each of the partners of course play a role, and thankfully quality is the main flavour across the board.

“We have seen a high demand for new stock and there is very little new stock,” highlights Abrahams. “It is very investor friendly, and you can use it or put it into letting. The location is fantastic, and people are associating the product we deliver with a certain standard and that helps when selling - people trust what we offer.”

This is evidenced in the ongoing support the company provides for the buildings and communities it creates. A new group-level marketing campaign ensures that stakeholders know what

BBG is all about: ‘We Are Building’. “Our projects become personal for us,” says Abrahams. “We don’t always step away from the management of the buildings we complete. We hand over the apartments to our buyers and we stay personally involved with the building after handover. We feel that everything we deliver is part of our legacy, and ultimately that is what we are building.”

If the legacy in Sea Point is an opportunity for residents in this latest development to live a bit of the sweetest life that Cape Town has to offer, then expect legacy fulfilled when the Dolce Vita is complete at the end of 2025.

We are proud suppliers to Berman Brothers

Creating Opportunity Through Property

PRODUCTION: James Davey

The legacy of Flanagan & Gerard is solid in the South African property development industry, but the company is not happy to standstill. Always updating, upgrading, innovating, and pushing for growth, this is a business that impacts communities and economies wherever it applies its own brand of modern retail infrastructure.

FLANAGAN & GERARD

INDUSTRY FOCUS: PROPERTY

//South Africa’s property development industry is a powerful driver of economic prosperity, encouraging growth and investment – and job creation – in areas that sorely need it. By sustainably and efficiently utilising vacant land or reshaping urban infrastructure, those in the property development space are consistently able to unlock opportunities for communities that would otherwise be missed.

As more people look to the urban centres for pockets of opportunity, the demand for first class infrastructure has rocketed. Businesses looking to serve growing populations need a base, even in this modern digital world, and those that can align on

a vision are few and far between.

In 2001, Pat Flanagan and Peter Gerard founded Flanagan & Gerard, a property development and investment business based in Gauteng, with the aim of satisfying some of the insatiable demand with a high-quality supply.

The pair had been long-term friends and colleagues, having worked across several high-profile developments for different businesses. Their focus had generally revolved around retail and shopping centre developments, transforming former agricultural or farmland into modern, multifunctional space, or redeveloping tired builds of the past.

Using this knowledge within their own operation, the two grew the

business quickly, creating an excellent reputation. The brand became known for creative and dynamic spaces, typically in outer suburbs where an entire region requires a commercial space with a ranging offering.

By undertaking all of the work, across the entire development lifecycle, the company is able to retain a level of control over standards, allowing for a shopping centre that stands out, whatever the landscape. Previous successful developments include Menlyn Maine, Paarl Mall, Nicolway, New Redruth Village, Bedworth Centre, and Lakeside Mall, and the company has partnered with other powerhouse organisations to advance the communities in which it operates.

Boardwalk Mall Interior

FLANAGAN & GERARD

Now, almost a quarter century on from the founding of the business, Flanagan & Gerard remains a family business, under second generation control, concentrated on shopping centre developments, it is still focused on quality, and the company is picking up national accolades for the success it achieves.

BOARDWALK

The Boardwalk Mall, south of Gqeberha - a stone’s throw from the beach – was opened in 2022 through a collaborative effort across local business with Flanagan & Gerard on point. In 2023, the multiuse retail, entertainment and lifestyle destination – often lauded as the best of its class in the Eastern

// WITH THIS DEVELOPMENT, THE BOARDWALK PRECINCT HAS TRANSFORMED INTO A LEADING ENTERTAINMENT CENTRE OFFERING TOP-NOTCH SHOPPING EXPERIENCES WITH AN UNMATCHED BEACHFRONT LOCATION //

Cape – claimed success at the South African Council of Shopping Centres (SACSC) Retail Design & Development Awards (RDDA). The refurbishment/ expansion category is judged through a comprehensive and established process. In particular, the judges were impressed with how the expansion had blended into existing urban landscape.

Boardwalk Mall is home to more than 90 stores and provides bright, modern spaces for people to connect.

“The re-development of Boardwalk Mall has established a high-quality retail and leisure hub in the Eastern Cape,” said Paul Gerard, MD of Flanagan & Gerard. “We are proud to have partnered with Sun International for

Boardwalk Mall Exterior

INDUSTRY FOCUS: PROPERTY

// SHARED FACILITIES REDUCE FRICTION AND OFFER EASY ACCESS TO RETAIL OUTLETS AND EATERIES, BANKING SERVICES, MEDICAL CARE, AND ENTERTAINMENT //

the development and thankful for the exceptional professional team that supported us throughout the project, especially our long-standing partner MDS Architecture, which once again delivered a superb design. With this development, the Boardwalk Precinct has transformed into a leading entertainment centre offering top-notch shopping experiences with an unmatched beachfront location. It has created a vibrant new social

and shopping heart for Gqeberha.”

For world-class brands to anchor themselves in a region, they must have long-term certainty and a quality base. The expansion of the Boardwalk Precinct has furthered the reputation of the area, allowing the likes of NuMetro, Woolworths Food, and Dis-Chem to open regional centres of excellence.

Now, the shopping centre opens up directly onto the beachfront promenade, connecting locals to

Kings Beach and Shark Rock Pier, all the way from the Nelson Mandela University Business School.

BALLITO

Another Flanagan & Gerard site getting the upgrade and makeover treatment in 2023 was the Ballito Junction in KZN. A regional mall owned by a joint venture which includes Flanagan & Gerard, Ballito Junction was seen as perfect for a space that can host workers from decentralised teams or freelance contractors. Already home to a strong sense of community and a number of international brands, a fresh collaboration with Workshop17 has further developed the space to make way for those hunting for a comfortable, modern, digital space to do their work

Ballito Junction

on a short- or long-term basis.

“It is this growing movement that inspired the decision to introduce bespoke workspace solutions to the region. We felt the timing was perfect. Many professionals will now be able to have a quality work environment within Ballito Junction - the North Coast’s premier shopping destination,” said Gerard.

Workshop17 promised the integration of Starbucks, Krispy Kreme and other big-name brands for those who choose to operate from the shared space. Combining shopping centre infrastructure with office facilities is a no brainer for those in property development, resulting in lifestyle centres that give the remote worker everything they need while continuing to offer up world-class services for local shoppers and communities.

“Shared facilities reduce friction and offer easy access to retail outlets and eateries, banking services, medical care, and entertainment. You can now go out for after-work drinks or dinner without having to get into your car,” says Workshop17 CEO and co-founder, Paul Keursten.

This exciting new development comes after Flanagan & Gerard completely overhauled the original part of Ballito Junction to bring it up to the standard of the rest of the site. Starting out as a 10,000 m2 convenience site, Ballito Junction today sprawls across 800,000 m2. The upgrade boosted the site for anchor tenants and customers alike, modernising in terms of look and feel as well as safety and sustainability.

Ballito Junction CEO, Geraldine Jorgensen said: “Our strategy for this project is to create a base from which further mixed uses can be added to the centre in future, so we are laying the foundations for even more to come.”

BT NEBS

The latest development in the portfolio, and perhaps one of the most significant in recent times, is the acquisition of BT Ngebs City in Mthatha. Flanagan &

FLANAGAN & GERARD

Gerard took control of the site in a R800 million deal alongside Vukile Property Fund. Major refurbishment plans were quickly enacted and Flanagan & Gerard’s imaginative and innovative nature was quickly put to use to reinvigorate the space close to the N2.

“BT Ngebs City has all the ingredients to be an exceptional retail asset in our portfolio,” said Paul Gerard. “Its great location, access and visibility make it a popular shopping destination. We are excited to work with Vukile to unlock the mall’s potential and performance and offer shoppers a wider choice of attractive retail.”

Fresh retail offerings were introduced with a range of choices bolstering an already impressive roster. This is the latest partnership between the two companies with Flanagan & Gerard and Vukile

also co-owning Thavhani Mall in Thohoyandou, Limpopo, and Springs Mall in Ekurhuleni, Gauteng.

As the company continues to shift from traditional property developer to asset manager and investment business, it provides more and more opportunity. Nowhere else in South Africa is there a company utilising property in such a way to build new and exciting prospects for growth. Whether it’s retail or otherwise, there is one certainty in this business – longterm growth and ongoing innovation that others simply cannot deliver.

RENNIES BCD TRAVEL

70 Year Celebrations

to Kick Off Growth Period

PRODUCTION: Jamie Waters

Rennies BCD Travel CEO Reece Oakes tells Enterprise Africa that the business is looking back fondly on 70 years of success while planning for an ongoing growth strategy that is already well underway.

Reece Oakes, CEO

INDUSTRY FOCUS: TRAVEL

//In April 2022, South Africa’s travel and tourism industry was busy planning its comeback. After two years of complete depression, with planes grounded and hotels closed, the industry had been decimated, much to the distress of stakeholders of the market that served up a R425.8 billion GDP contribution in 2019. Even domestic tourists were spending significantly less as the pandemic rolled on.

However, when corridors reopened, and the obvious draws of travelling around SA came back to front of mind,

the industry was forced to quickly restart. BidTravel CEO Lidia de Olim Folli told Enterprise Africa that the group had right-sized and was poised for growth as employees returned to offices and in-person meetings resumed.

Under the BidTravel umbrella, several related companies work hard to deliver corporate travel and tourism experiences, shining the light on South Africa for international arrivals and laying on a full spread for local customers. Rennies BCD Travel (Rennies) is a key division, employing around 200 travel experts and serving

// FOR US SPECIFICALLY, OPERATING THROUGH COVID – A SIGNIFICANT WORLD-STOPPING EVENT – TO ACHIEVE OUR 70TH ANNIVERSARY IS A MASSIVE MILESTONE //

customers locally and internationally. A corporate travel management business with numerous value-added service lines, Rennies is a connector of people and a champion of partnership. When Reece Oakes took the reins as CEO in October 2022, he noted an opportunity to reset and re-establish, building a culture around people in important years ahead as it celebrates its 70th anniversary this year.

“We kicked off an employee culture theme last year and the focus was ‘shift’. Shift is Small Habits Informing a Focused Team, and the acronym was decided internally in a democratic process with all employees. This year’s focus is ‘change’, and the following year is ‘elevate’. That is part of us looking to solidify the core of the business with our key clients. It’s derived from the book by James Clear, Atomic Habits, and it has resulted in gradual growth.”

RENNIES BCD TRAVEL

70 YEARS & COUNTING

Most businesses fold within the first two years of trading. In fact, research from the University of the Western Cape suggests that 70-80% of start ups close within five years. Starting life in 1954, Rennies has changed, tweaked, adapted and innovated to ensure not only long-term survival but sustainable success. Even through major societal, political, and economic upheaval, the company has continued to fly high on its journey to the industry’s forefront.

“Rennies was one of the first travel management companies in South Africa and so 70 years is a milestone for the industry as a whole,” he smiles.

“Any business that operates for more than 10 years has achieved something very special. However, for us specifically, operating through Covid – a significant worldstopping event – to achieve our 70th anniversary is a massive milestone.”

At the heart of the festivities will be people: employees, suppliers and customers who have helped the company to reach the peak.

“We have a number of events planned around our staff, who have made this happen. Staff members will enjoy a day trip with some longer trips planned for those who have been awarded recognition. Those who excel around performance and customer service are nominated and recognised by the business as part of the people plan and new culture ethos. Along these road trips, they explore and experience South Africa as a thank you from us to staff for their commitment and dedication.”

Clients will be engaged on an individual basis, but there will be a larger event to celebrate together, thanking clients old and new for their support. Business partners will also be a part of various events, as our business could not reach its success without their support. For the wider general public, Rennies will run a competition through different channels, giving the company the opportunity

to reinforce its success while offering up entrants the chance to engage further with a Rennies experience.

“We are looking to social media to tell our stories,” Oakes furthers.

“Throughout the year, we are focussing on the firsts that we have achieved as Rennies. While we have been trading for 70 years, we have spearheaded a lot of innovation and we want to tell those stories. We will share compliments and credits that we have received, and it all fits into a multipronged approach that we are taking.”

POST COVID

70-year celebrations are particularly poignant following a difficult period for the travel and tourism industry. Rennies’ core function is facilitating corporate travel, managing programmes for multi-national and local businesses,

with additional revenue streams coming from leisure travel as well as meetings and events. The company also offers specialist services such as travel enablement with a dedicated visa team, and a data team. But when travel stopped as a result of the pandemic, the business almost ground to a halt. Some reports suggest that the industry shed more than 150,000 jobs in just the second quarter of 2020.

However, Oakes and team have revitalised the business quickly. Overcoming the initial pain point of returning a high-performance mindset to many that had become comfortable, while competitors continued to adapt, was a relief. Since the end of 2021, the company has grown its headcount by approximately 100% and has started a new training scheme to replace skills that have been lost.

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INDUSTRY FOCUS: TRAVEL

“We did lose industry experts, and getting skilled employees is tough, so training remains a core focus for us. It forms part of our people plan which is part of the growth strategy for the business. The people plan is a main pillar in our growth, and training, development, and recognition forms core criteria,” he says.

Oakes comes from a history in retail, banking, telecoms and healthcare, working in some of the country’s largest businesses, and he has experience of leading teams to success. He is thankful to the wider BidTravel group for instilling a sense of freedom and nimbleness.

“It is very entrepreneurial,” he says, “you turn every buck twice”. You don’t find that in other corporates.

Our experience is what we make of it, and we are re-architecting what the culture looks like.”

As a Level 1 BBBEE company, Rennies embeds transformation within its business and this has been another key in unlocking growth in the post Covid environment.

“When I came into the industry, I noted that businesses held on to their travel management companies (TMCs). Coming out of Covid, we have seen movement; we see us acquiring additional clients and while governance is now back in place and businesses are happy to explore. We have gained some great global and domestic clients which we are happy about,” says Oakes.

The result feeds into the gradual improvement in business that is being

driven by a strategic focus on our people, partners and communities. “We saw an increase in turnover from October 2022, and from there we have seen a steady increase with an upward trajectory,” confirms Oakes.

And Oakes is keen to capitalise on success, keeping momentum and riding out any economic turbulence in the short-term. “We continue to remedy the core and that is our focus, while tandemly focusing on our growth strategy, for the next year. As our industry evolves, in 2025 we will seek to expand into other segments within the travel services industry that we currently are represented in.”

Immediately ready for take-off is the company’s new eSIM platform. Launched to support clients travelling

internationally – keeping them connected at all times – the eSIM provides comprehensive coverage easily, at a fixed cost. A unique offering, users need not switch sims for each destination or worry about searching out the right sim product. Rennies eSIM is the perfect partner product for those who travel regularly, demonstrating the company’s understanding of its clients.

EXPECTATION OF GROWTH

Going forward, the focus for Oakes and Rennies is growth. This will come in different forms including expansion of client base, growth in revenue, more people, acquisitions and investment in the value chain which will in turn lead to wider prosperity.

Rennies’ partners are so integral in its ability to deliver, it is keen to invest as much as possible, especially when it comes to SMEs, to ensure a prosperous industry that provides memorable experiences and repeat business while promoting ongoing transformation.

“We created the Red Stamp Club which empowers SME travel enterprises to grow their business,” he highlights. “For example, the Red Stamp Club accommodation programme has sourced bed and breakfast establishments and boutique hotels – smaller businesses – and we push business in their direction. We ensure they are cost effective and that they follow processes in terms of health and safety and legislation, and they are then promoted to our clients who book through them. It’s the same with our Red Stamp car hire programme. In the South African environment, small business is a growing portion of GDP, contributing around 30% of GDP. We encourage our clients where possible to utilise a shuttle service, even if they have a car hire programme, to empower the small business so that they can grow their business. We do the same thing with Independent Travel Consultants (ITCs) so that they grow. We nurture those businesses so that they can take on additional staff

RENNIES BCD TRAVEL

www.bluucarrental.com Reservations:

members as form of growth within the SA market. It’s not only about revenue, it’s life changing here where unemployment is at an all-time high.”

By investing across the industry, the company develops a community around that can support longer-term growth ambitions and delight customers with a universal set of quality standards. This, says Oakes, is critical in Rennies’ plan.

“The expectation is certainly growth,” he says. “The purpose of a business is derive returns. The most crucial component in that is how do you grow a business profitably while keeping motivation levels optimally high. That is a challenge/opportunity for all business leaders in South Africa.

“The focus areas for us in the next 12 months will be SMEs and elevating client services to a whole new level. MICE (Meetings, Incentives,

Conferences & Events) is where we are strong and we want to take that to a whole new level,” he concludes.

As Rennies moves forward quickly, operating a new optimum level, the past seven decades are celebrated but the future years are eagerly awaited. With travel and tourism once again a mainstay of the South African economy, and the value of corporate travel realised by clients around the world, a strategy of growth is undoubtedly the right path to take for this energetic and historic South African business.

AVIS SOUTH AFRICA

Driving Change in SA Mobility

PRODUCTION: Tommy Atkinson

Always innovating, introducing more tools for customers to enjoy the offerings from Avis around southern Africa, the company continues to reinvent itself to best serve values clients. Rewarding loyalty, investing in stock, providing seamless service – all of these factors have helped the company to achieve outstanding results in a highly competitive market.

//As one of the country’s leading brands in the car rental space, Avis South Africa takes its position in the driving seat very seriously. The company has been at the front of the pack for decades and has traversed the ups and downs of the South African economy

with success with relative ease.

The Avis brand history goes back to 1946 in the USA when a three-car operation opened at Detroit Airport. Fast forward 21 years and Zeda Car Rental and Tours was established in Bloemfontein in 1976 before being acquired and changing

brand to Avis Rent a Car in 1969. From there, the business boomed as South Africa become known as the gateway to Africa and tourism offered international travellers something simply unavailable elsewhere.

Expansion beyond borders was welcomed and the company went

INDUSTRY FOCUS: AUTOMOTIVE

through different owners including Servgro and Barloworld. But in 2022, Barloworld unbundled Avis Southern Africa, paving the way for the formation of Zeda Ltd. The new holdings company took on the license for the Avis brand across South African and sub-Saharan Africa with the purpose of ‘connecting humanity’. Now, Avis SA is home to more than 1100 people and a fleet of more than 18,000 vehicles.

During the 2020 pandemic, the journey was undoubtedly tough. CEO Ramasela Ganda, now Group CEO at Zeda, told Enterprise Africa that the company adjusted strategy quickly and made tough calls to keep things moving. Thanks to the important decisions made then, Avis has come out of the pandemic in top gear.

Several new initiatives are underway to help this booming local business to grow further.

The return of international

travellers has allowed the company to accelerate quickly, and a focus on alternative ownership models have also proved popular as many drives now opt for leasing over buying outright.

iLEASE

At the end of 2023, Avis Fleet launched its new iLease offering, allowing customers to choose a lease deal as an alternative to full ownership over a period of 12 – 48 months. Included in the pricing is access to top range vehicles, insurance, maintenance, assistance, and administration.

The company labels the concept a shift to ‘car usership’ rather than outdated ‘car ownership’ which is expensive and risky.

Ultimately, this offering serves a growing need for convenience from users and follows trends already established in other markets around the world.

“iLease is an important milestone for us in leading the charge towards a usership economy in South Africa,” Ganda said at a recent event. “This product offering recognises that mobility is evolving, and today more than ever is redefining the way people move, connect and experience life individually. Additionally, the consumer behaviour of millennials, who are more open to new concepts, makes this an opportune time for Avis iLease to revolutionise the South African automotive landscape.”

Avis can source cars from most international brands and can offer anything from small hatch back to large bakkie. In South Africa, there remains a prestige linked to car ownership and many see status of being able to buy a car outright as a symbol of success. But the associated ongoing

Continues on page 36

We Deliver Exceptional Products and Services and have a National footprint.

EFFICIENT, EFFECTIVE, ENERGY DRIVEN

• Vehicle Cleaning

• Office Cleaning

• Managing Wash Bays

• Workshop Attendants

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• Moving Vehicles (Driving Cars)

• Accidents Yard Administration

• Quality and Assurance

• Amongst Others

Our clients include:

INDUSTRY FOCUS: AUTOMOTIVE

Continued from page 34

costs are prohibitive and escalate quickly. Leasing helps to spread the cost and allows for longer-term planning over finances. For Avis, the benefit is building a book of customers that can benefit from

// CUSTOMERS WANT INSTANT ACCESS TO BENEFITS AND RELEVANT REWARDS, WHICH IS WHAT WE ARE GIVING THEM WITH THIS SUPERCHARGED AVIS PREFERRED PROGRAMME //

the famed Avis customer service and driving loyalty through a model that is more than one single transaction.

PREFERRED

In March 2024, the Avis Budget Group boosted its loyalty programme, Avis Preferred, adding new perks and financial benefits for customers that rent cars regularly.

All-new for 2024, the company is able to offer returning customers significant rewards for their loyalty including seamless customer service and a range of extras from relevant partners. At collection, customers can bypass queues and use a self-service kiosk to pick up keys instantly on arrival. New customers can gain 10% of future rentals immediately after sign up, those renting frequently can get upgrades in terms of the car they choose and the number of people able to drive the car, and airport lounge passes and priority passes can be

purchased with large discounts. This, say the company, is all about making the entire travel experience smooth, with Avis at the heart of the voyage.

“Since Avis Preferred launched in South Africa to reward our regular customers, we have constantly looked to innovate the loyalty programme and are proud to be bringing these great new benefits to our Avis Preferred members,” said, Chief Sales Executive, Litha Nkombisa.

“Feedback from research that was conducted by (ABG) suggests that people are put off by rewards being inaccessible if they don’t rent frequently enough. Customers want instant access to benefits and relevant rewards, which is what we are giving them with this supercharged Avis Preferred programme.”

This is just the latest in a series of positive moves from the company after it released, in November 2023, a strong set of annual results a

AVIS SOUTH AFRICA

year on from listing on the JSE.

A 12% increase in revenue, 18% rise in EBITDA and a 23% increase in operating profit made nice reading for investors in the company’s first full reporting year under Zeda.

UNWAVERING COMMITMENT

The rental business was particularly important in these results and Ganda was keen to reinforce the message that the company’s strategy around a wider mobility offering above simple car leasing was paying off.

“These results are a testament to our unwavering commitment to delivering exceptional value to our customers and shareholders. Our strategic focus on enhancing operational efficiency and expanding our service offerings has positioned us well in a competitive market,” she said

“At the heart of our strategic approach is a deep investment in technology. By prioritising automation and digitisation, we’re not just streamlining our operations but we’re also paving the way for innovation in the usership economy. This technological advancement is key to adapting to the evolving needs of our customers and significantly enhancing their experience with us,” she added.

Ganda also highlighted the company’s Level 1 BBBEE status and strong ratings from Moody’s in terms of national and international credit. In January 2024, Avis also received several high scoring ratings from customer groups and industry surveys relating to quality of service and standards.

Clearly, Avis Southern Africa is operating as a well-oiled machine, perfectly supported by Zeda,

fuelled by the energy of dedicated staff and navigated by a strong leadership team which is highly experienced and creative.

With international tourist arrivals set to increase over the next five years, and the local leasing industry expected to boom before the end of the decade, Avis is perfectly positioned to maintain its lead over competitors and its focus on exceptional customer service.

“Whether you embark on a business odyssey, a family escapade, or a solo sojourn, choose Avis and Budget for a car rental experience that transcends the ordinary,” the company says.

Global Great of Copper Production

PRODUCTION: Sam Hendricks

Ivanhoe Mines began its explorations in the Democratic Republic of Congo (DRC) more than 25 years ago, and its Kamoa-Kakula Complex is the world’s fastest growing, highestgrade copper mine on track for production of approximately 650,000 tonnes this year. Recently completing construction of a new concentrator, the first concentrate shipment of a 10,000-tonne trial has also just arrived by rail at the port of Lobito, in Angola.

KAMOA COPPER

© Kamoa Copper

INDUSTRY FOCUS: MINING

//Copper is known as the ‘metal of electrification’ and is, as such, essential to all energy transition plans; despite such a critical status, as this transition intensifies a potentially significant supply-demand gap is forecast, which substitution and recycling will not be sufficient to plug and meet the demands of electric vehicles, power infrastructure and renewable generation.

Uniquely positioned along the Central African Copperbelt where substantial undeveloped gold, cobalt and high-grade copper deposits exist, the DRC plays host to some of the highest-grade copper reserves globally. Ivanhoe Mines’s DRCoperating subsidiary Kamoa Copper produced its first copper in May 2021, and through phased expansions, the Kamoa-Kakula Copper Complex is positioned to become one of the world’s largest copper producers.

“The Kamoa-Kakula Copper

Complex has been independently ranked as the world’s largest, highgrade copper discovery by international mining consultant Wood Mackenzie,” Kamoa Copper explains. “KamoaKakula is powered by clean, renewable hydro-generated electricity and the Kakula Mine will have one of the most favourable environmental footprints of any tier-one copper mine worldwide.”

CONCENTRATOR COMPLETION

Kamoa-Kakula produced 393,551 tonnes of copper in concentrate in 2023, representing a year-over-year increase of 18%, while 2024 production guidance is maintained at 440,000 to 490,000 tonnes. Predictions hereafter have had to be ripped up and rewritten following the completion in May of construction of Kamoa Kakula’s Phase 3 concentrator, both ahead of schedule and within budget.

First ore was fed into the concentrator at the end of the

month, with the first Phase 3 concentrate expected in early June.

This Phase 3 concentrator increases Kamoa-Kakula’s copper production capacity to more than 600,000 tonnes per annum, placing it firmly as the fourth-largest copper mining complex globally; its Phase 1 and 2 concentrators, meanwhile, have produced more than 63,000 tonnes of copper just since the start of April.

“The Kamoa-Kakula operations team continues its industry-leading execution with the early and onbudget delivery of the Phase 3 concentrator and underground mining operations,” summarises Ivanhoe Mines’s Founder and Executive Co-Chairman Robert Friedland.

“Given the outperformance of Kamoa-Kakula’s operations to date, including higher than expected throughput and recoveries at the Phase 1 and Phase 2 concentrators, we are now studying options to boost

© Kamoa Copper

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copper production towards our next goal of 800,000 tonnes per annum, a production rate that would propel the Kamoa-Kakula Copper Complex towards being one of the two largest copper producers on our planet.

“It is only early days in terms of the broader copper growth story at Ivanhoe Mines,” Friedland was keen to clarify.

RAIL EXPORTS COMMENCE

In January, the company announced the arrival, by rail, of the first 1,100-tonne concentrate shipment of a 10,000-tonne trial from the KamoaKakula Copper Complex at the Atlantic Ocean port of Lobito, in Angola.

It constitutes the first export of copper under a new concession from the DRC and Angola utilising the Lobito Atlantic Rail Corridor, linking the Democratic Republic of

Congo (DRC) Copperbelt to the port of Lobito in Angola. The line extends nearly 1,300 kilometres east, from the port of Lobito to the Angola-DRC border town of Luau, then a further 450km east into the DRC to Kolwezi.

Currently, Kamoa-Kakula trucks its copper concentrates by road across sub-Saharan Africa to the ports of Durban in South Africa and Dar es Salaam in Tanzania, as well as Beira in Mozambique and Walvis Bay in Namibia. In 2023, approximately 90% of KamoaKakula’s concentrates were shipped to international customers from the ports of Durban and Dar es Salaam, an average round-trip of 40 to 50 days.

The distance from Kamoa-Kakula to the port of Lobito is halved by the rail line, and transportation is both quicker and significantly less energyintensive; once fully active, the Lobito

Atlantic Railway Corridor is expected to significantly improve the logistics costs and reduce the carbon footprint of Kamoa-Kakula copper exports.

“Our first trial shipment is an important milestone on the path to creating a new supply chain linking the Central African Copperbelt to world markets,” Friedland summarised.

“Establishing a reliable, modern rail link to the port of Lobito in Angola will have transformational benefits for the people of the Democratic Republic of Congo, Angola and Zambia.

“The world desperately needs the ultra-green copper metal that Ivanhoe Mines produces in the DRC.”

Delivering Excellence Through Innovation and Investment

PRODUCTION: James Davey

Co-owned by international oil giants Shell and BP, Blendcor was formed in 1992, and from its Durban home continues to strive for excellence in the manufacture of lubricants, oils and greases to ensure the slick running of vital sectors such as automotive, mining and energy.

INDUSTRY FOCUS: MANUFACTURING

//In its various guises, Blendcor has been behind the production of top-quality products and the fullest range of lubricants for coming up to 70 years, with its initial founding dating back to 1956 in the Port of Durban alongside

// WE ARE A SIGNIFICANT MANUFACTURER OF LUBRICANTS AND GREASE, JOINTLY OWNED BY SHELL AND BP IN SOUTH AFRICA //

other major industrial outfits.

Geared toward automotive, mining, and energy related products, Blendcor is pivotal in the smooth running of industry as a whole in South Africa, making businesses move and thrive, enabling continued opportunity creation and keeping the country’s lights on.

“We are a significant manufacturer of lubricants and grease, jointly owned by Shell and BP in South Africa,” details CEO Wonderboy Cele. “Our vision is to deliver excellence through customer satisfaction, borderless thinking, innovation and teamwork.”

LONG-TERM SUSTAINABILITY

“At Blendcor, we believe in achieving business excellence through attaining

the best possible results.” Operating from a 53,000m² site situated in Island View, Durban, Blendcor produces almost all types of grease and industrial lubricants at its single facility, which has an annual production capacity of more than 200 million litres and 8-12 kilotons of grease - the largest blending facility in Africa selling direct to the market.

The lubricants business is, without question, a high-focus sector receiving keen attention from an environmental point of view, Cele recognises, and operating within it has meant that Blendcor has had to make sustainability a key focal point. “There are a number of initiatives and actions that we have had to really fast-track,” he reveals, “not only from a purely environmental standpoint, but also as

a tool to make us cost-competitive.

“We have had to move quickly and dynamically. Our entire forklift truck fleet has now migrated away from the use of gas to solar and electric power in a very short space of time. We have also explored a range of opportunities around energy savings, and currently have a solar farm project underway across the plant, while we use natural lighting throughout our warehouses.

“Before the end of this year, we are targeting the rollout of a fully operational solar farm across the site, which will start to bring about savings in 2025.

“We have been very busy exploring alternate sources of energy,” Cele underlines, with some 50% of the whole facility’s energy due to

come from green solar in 2025, and only increasing thereafter. “This is in entirely line with our sustainability map, which is now embedded in our way of doing business and tracked and managed on a monthly basis.”

Three factors have converged to result in this significant, and welcome, shift, Cele details. “From a market point of view, as consumers we are much more educated and sensitive as to the make-up of the products that we are using - we are now asking questions as where they come from, and how they are manufactured.

“Our customers, predominantly in the automotive industry, have become much more highly attuned to the environmental impact of the products we supply them.”

Wonderboy Cele, CEO

INDUSTRY FOCUS: MANUFACTURING

INVESTMENTS THROUGHOUT

“Our shareholders, too, have decarbonisation targets which they have set out for themselves, and we, as part of their value chain, need to

// WE HAVE BEEN VERY BUSY EXPLORING ALTERNATE SOURCES OF ENERGY, WITH SOME 50% OF THE WHOLE FACILITY’S ENERGY DUE TO COME FROM GREEN SOLAR IN 2025, AND ONLY INCREASING THEREAFTER. //

ensure that we are actively assisting in targets their being met.” Challenges surrounding energy provision have also played a large role, Cele assesses. “It is expensive, and a big chunk - almost 35% - of our overall operating costs are apportioned to utilities. It simply makes good business sense for us to explore sustainability to its fullest potential.”

People development, and realising human potential, has long been a further key pillar for Cele, “capacitating them correctly to deliver on their scope of work,” he explains. “We have recently undergone a full-scale organisational review, scrutinising new and existing roles and how they can be enhanced, and recruiting new people. We want to ensure that we also develop robust succession plans for the most critical of these, with the right people developed alongside them.”

Cele demonstrates an admirable selflessness when it comes to an oft-cited drawback of such a noble policy: this training and development results in these employees attaining other roles. “Sometimes people do find better opportunities,” he concedes, “but ultimately our purpose as an organisation is not to just develop and retain people, but to allow people to achieve a high-quality path to purpose.”

Automation has accelerated markedly of late, Cele goes on, proudly reporting the install of two robotic palletisers in as many years. “Clearly, we have then had to upskill our people in order to be able to operate these new pieces of equipment,” he adds, “a further competence acquisition opportunity that we have gladly taken. We have also made massive investment into new filling lines,

including two packing machines from Italy’s SMI - one currently being installed and one already running.”

Two further investments have been made into systems, Cele reveals, namely warehouse management and an upgrade of its quality management system. “Even this feeds into our sustainability aspirations,” he explains, “as it allows us to pursue a paperless route - hopefully by 2030.”

Rather than hamper development and growth, Cele says, economic and geopolitical challenges have instead propelled Blendcor to greater heights and into new territory. “We have been forced to adjust and pivot,” he explains. “The automotive industry, for example, one of the predominant industries which we supply, has stalled in growth, but we have been busy in research and development

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“While we continue along our growth path, there are definitely opportunities to consolidate,” Cele assesses. “From a plant point of view, undoubtedly there will continue to be new developments and changes, in line with our five-year strategy. It is likely, on the other hand, that volume growth will remain flat between this year and next. This is why it is so crucial that efficiencies are supporting whatever the volume projections are for the period.”

Ultimately, it is quality that will protect Blendcor’s market share from potential erosion by the competition, as well as the trust placed in it by the biggest brands and availability countrywide of Blendcor products. Alongside the heft of its two shareholders and their combined

history and marketplace credibility, Blendcor is set to keep running smoothly. “Above everything else, and to a unique degree in the sector in which we operate, quality and safety are paramount,” Cele concludes.

“We have to maintain, or even improve, our performance in these two areas while ensuring that we manage our costs in line with the volume trends that we foresee.”

COLLIES GROUP

Historic Collies Focused on Future Growth

PRODUCTION: Eleanor Sarbutt-King

The Collies Group has overhauled the building blocks behind its growth, searching for a new period of sustainable expansion. Importantly, the culture in the business remains robust, and this is where MD Roland Hansen draws strength. He tells Enterprise Africa more about developments underway for this exciting manufacturing expert.

COLLIES GROUP

African business thrived with an open and free economic backdrop.

But recent years have been a drastically different picture from the years of consistent growth when the country was the gateway to Africa for the world. Now, slow investor confidence and weak economic performance are fuelled by a number of macroeconomic issues. For Hansen, the pandemic, the 2021 KZN riots, and the 2022 floods that devastated the region are the latest pulls in a difficult time.

“It has been a challenging period globally. Covid impacted us quite a bit as people had to work from home and they didn’t need uniforms. We had to change tact and we started manufacturing PPE to help wherever we could. We are in KZN and we had riots which impacted the business. We then had floods and that added to a very challenging period.”

But during the challenging times, Collies regrouped, reassessed and reestablished the foundations behind its success. In 2020, Hansen took the reins as MD and was keen on a rebrand and a re-strategisation. Using the group’s strength in existing markets, Hansen would focus on creating a culture of excellence to grow across

new industries. He communicated with the entire team and ensured senior managers were bought into the vision of a business built around respect, honesty, and integrity.

“We have come up with the concept of the Collies Group Tribe – and what does it mean to be a member of that tribe,” says Hansen, who has been in the business for 23 years.

“My focus has been on empowering our staff, mentoring them, and allowing them to thrive in the specific area of responsibility. I want to support them as they grow rather that dictate to them how they should work. I am enjoying it and people are responding very well when given the opportunity to shine.

“Our focus is very much on our people,” he adds. “We believe if we get the right people in place and get them doing the right things, then the business will take care of itself. Our internal strategy works with the metaphor of the business being like a bus. We have been working towards changing what

Roland Hansen Managing Director

our bus looks like – looking at the people who are on the bus, rebranding, and seeing how it moves. If we get everything right, we think it will move forward fast. We are now shifting from an internal strategy to an external perspective – how do we expand in the market and win new business.”

To date, this approach has proved successful with a number of tenders for previous contracts retaken and many new customers coming to the company with new requests for innovation.

“We have put a big fresh emphasis on corporate governance, reestablishing the building blocks of

// WE HAVE LAUNCHED A NEW CHEF-WEAR RANGE THIS YEAR. THAT IS SOMETHING WE NEVER HAD IN THE PAST AND THAT IS STARTING TO GAIN TRACTION IN THE MARKET //

growth as the global economy picks up again. We certainly see a lot of green shoots starting to reappear and we believe the market is turning, which is positive,” says Hansen.

PRODUCT DEVELOPMENT

Through its history, Collies has been a frontrunner in originality, with a strong focus on quality and excellent service. When it comes to the look and the function of products, there has always been a flexible approach from the team as they look to act as an extension of client’s businesses,

delivering exactly what is required. It’s this approach that led to the development of the Collies Group statement, ‘We take direction [from our clients] to lead the way [in what we do]’.

Through 2023 and 2024, the group has been busy with several new developments, across all divisions, with the aim of capitalising on every opportunity.

“We are finding that post Covid, people are coming back to work and people are asking their employers for something fresh after wearing the same things for a number of years,” says

Hansen. “There is a lot of design work going on at the moment, and the banks that we serve are approving their final ranges which we will launch soon.

“We have launched a new chef-wear range this year. That is something we never had in the past and that is starting to gain traction in the market, certainly in the hospitality space where we are doing more business with hotels.

“We have been working extensively on product development,” he adds. “Going back 15 years, corporate wear was very traditional, but we are seeing a massive shift with people wanting to be more fashionable and they want more choice in terms of the wardrobe they have. We have been bringing the fashion part of our business more in the corporate space to change that. That has been exciting to contribute to moving the market in a different direction.”

The Rolando division sells into the wholesale market and has been popular for many years under the name Colmart. The rebrand to Rolando was launched as Collies sponsored the Hillcrest Marathon, with models sporting various new pieces at the finish line. This type of marketing has helped to bring traction to the brand.

“It’s all about reimaging in the market to build marketing around that product,” says Hansen of the division that bears his name. “We see massive growth in the wholesale division, and we are well set to gain more market share against the two larger players in the country.”

BIG PROJECTS

Behind the scenes, to support future growth plans, multiple projects have just been completed to ensure seamless operations. A new ERP system is in the process of being rolled out to integrate finances, marketing, HR, and production. The company has also renovated its office building to offer a more exciting and positive atmosphere for staff.

At the same time, energy efficiency has been in the spotlight and a number of upgrades have been put in place to improve consumption figures and reduce reliance on the municipal resources.

“All of our sites have generators,” says Hansen, and the company is looking at solar at the moment. “We don’t believe we would be able to provide power to take our factory totally off grid, but we certainly could help smooth our requirements.”

New types of lighting, LED bulbs, and other improvements have resulted in a 25% reduction in overall power usage.

At the manufacturing facility in Tongaat, a new borehole has been installed following floods which ruined regional water infrastructure. Now, the company has no requirement for municipal water and has even been able to support the local community with emergency supplies. “You always have

www.afristar.biz

to adapt and change,” says Hansen.

All of this work will fuel the growth of the business, allowing for it to continue doing what it has done so well for so long –assisting clients in the creation and maintenance of a brand, nurturing a culture, and building a family.

“We would like to cement ourselves in the corporate wear space,” confirms Hansen. “We have noticed that, especially with banking clients, we are pioneers in the way that we service them. But you can only be a pioneer for so long before people start to copy you so from a product perspective we will be exploring different directions.

“I think there is a lot of opportunity in the hospitality industry for us to grow and we would like to become one of the stronger suppliers over the next five years.

“We are finding that a lot of corporates that we deal with here in SA are expanding their operations into Africa and that is where a lot of our continental growth comes from. We haven’t actively been going out and trying to get business in those markets but it is certainly growing for us,” he concludes.

Even through challenges, business continues to come together nicely for Collies. All industries, all customers, and – importantly – all employees are delighted with the success of the group. With the new foundations in place to support a new phase of growth, the future looks extremely bright for this historic South African manufacturer.

ATLANTIS FOUNDRIES

AF Manufacturing a Bright Future in WC

PRODUCTION: Sam Hendricks

Attracting international investment and fulfilling a commitment to improve environmental standards, Atlantis Foundries is manufacturing a new future for itself, continuing to championing sustainability and job security in an industry that is seemingly always under pressure.

//As one of the most important parts of South Africa’s delicate economy, the automotive industry is critical in driving GDP, creating opportunities, and accelerating innovation. 4.3% of output is miraculous considering the state of the country’s power, port, and political ecosystems. Those involved deserve credit for inching towards the country’s targets of producing 1% of all cars globally by 2035. This hard work has benefitted all sub-sectors of the industry, with supply chains

thriving when managed correctly.

North of Cape Town, 40km up the coast, the small town of Atlantis is home to a 940,000m2 manufacturing operation that feeds into the country’s automotive sector, providing employment for hundreds of local people, spreading wealth and skills around the otherwise remote town.

Atlantis Foundries is key supplier into the truck and engine sector, manufacturing engine blocks and castings from a large facility in the south of the city.

Key products are manufactured using more than four decades of knowledge. This, according to the company, allows for large and complex cylinder blocks to be produced at highquality, reliably, consistently. Working as an extension of a client’s operations, Atlantis Foundries becomes integral in wider operations. To achieve success for all stakeholders, the company works extremely closely with partners from tooling organisations to product designers to ensure success. Experience in the casting process is also key in

INDUSTRY FOCUS: AUTOMOTIVE

the company’s offering – working with grey, compact graphite, and spheriodical iron as well as aluminium to bring choice to customers.

Location is important for the company, close to Cape Town International Airport and the Port of Cape Town for global export, and easily connected to the N7, N1 and N2 for national distribution to sites around South Africa. Atlantis Foundries boasts warehousing and logistics support that clients can make use of pre delivery, and during transit.

This operation is tried and tested – the skills are there, the facilities are in place, and the market exists. For the company, the challenge has been around pricing correctly and integrating technology without disrupting a seasoned business model. Since 1979, when the company was founded by the state, there have been major political, societal, and technological shifts, but with every change, the company has continued to deliver its brand of quality cylinder blocks.

INTERNATIONALLY RECOGNISED

Previously, Atlantis Foundries had a wide customer base before being acquired by the Daimler Group and aligning to produce specifically for the famous German auto business. But in 2015, Neue-Halberg-Guss acquired the company and set about reestablishing relationships with clients old and new. However, the strategy was relatively short-lived with Daimler Truck Southern Africa again acquiring the business in 2020. The global corporate was attracted to the work that had been done to grow operations since its previous ownership ended. Clearly, the company was also mightily impressed with the work being done in the Western Cape, needing to get Atlantis Foundries castings back into its supply chain.

Daimler Truck’s Director at the Mannheim Production Plant in Germany, Andreas Moch, said of the acquisition: “South Africa remains integral to Daimler Truck’s global business footprint and we are honoured

to have entered into a long-term partnership with Atlantis Foundries. The strategically located first-class production facility in Cape Town makes business sense for us as it provides us with the additional capacity we need to continue to meet the demands of a changing global market. I am proud to say that we have a solid working relationship to ensure seamless dayto-day operations and our journey continues as we together slowly crawl toward a more sustainable future.”

The acquisition has allowed Atlantis Foundries to enter more global markets with key customers including Mercedes-Benz Actros, FUSO, and Freightliner benefiting from its 100,000 ton per annum melting capacity.

“It is indeed a privilege for us to be under the umbrella of one of the giants in the industry,” said Atlantis Foundries Senior Manager: Technical Engineering, Cordell Rautenbach. “One cannot overlook the added advantage of our corporate partner in Daimler Truck, which gives us the financial

© Atlantis Foundries

and any other backing we require to further boost our business in South Africa and fulfil our customer’s business needs. Our ongoing collaborative efforts are certainly the ingredient to the long-term success of Atlantis Foundries, we understand that ‘no block, means no truck’. We continue to maintain the global standards that Daimler Truck is renowned for through constantly improving our operational excellence and skillset.”

SETTING NEW STANDARDS

In South Africa, the company has faced the same macroeconomic challenges that have ravaged other parts of the automotive industry.

As a heavy industrial company, exporting to global markets, a number of factors have combined to make business tough. Eskom continues to implement loadshedding, the Port of Cape Town and the Port of Durban remain underinvested and slow, and the exchange rate is unpredictable.

To mitigate against one of these challenges, the company has opted for installation of a solar energy package with Energy Partners. More than 20,000 solar panels will deliver a total rated capacity of 13.5 MWp and is the Western Cape’s largest embedded solar generation project. Energy Partners engineers, finances, constructs and operates the project, before entering into a power purchase agreement (PPA) when operation commences, with Atlantis Foundries hosting the groundmounted solar system which will offer up a reliable and clean electricity supply for the next two decades.

“Opting for renewable energy is a significant step, and the system that we designed for Atlantis Foundries is expected to save more than 22,000 tons of CO2 emissions annually, likely the highest reduction achieved in the South African automobile industry,” said Manie de Waal, CEO at Energy Partners. “In financial terms, the system will generate electricity worth more than R35 million per year

ATLANTIS FOUNDRIES

at current average Eskom tariffs.”

Pieter du Plessis, CEO at Atlantis Foundries was equally optimistic, saying: “Atlantis Foundries, as part of Daimler Truck AG, constantly sets and exceeds global best practice. Our commitment is to both our shareholders, stakeholders and the environment. With this renewable energy generation project, we are setting new standards in the South African automotive industry and alleviating pressure on our constrained national grid. It is a result of extensive cooperation between the AF and EP teams, in conjunction with the Western Cape government and City of Cape Town. Thank you to everyone involved.”

In just this small part of the automotive industry in South Africa, Atlantis Foundries is showing that whatever good you put into the process will result in a really great things

coming out. There is no rival that can offer the quality if the manufacturing site in Atlantis, and this is proven by the investment from Daimler. The company is setting itself for the future with clean energy input, and innovative design contributions. Clearly, after much forward and backward, this is a company with the right ambition to maintain pole position and thrive as a true regional industry leader.

Proud Portfolio of Insurance Innovation

PRODUCTION: James Davey

A market leader in the South African insurance space, Telesure Investment Holdings (TIH) is the holding company of some of South Africa’s leading financial service providers with a portfolio spanning short- and long-term insurers and health cover alongside a class-leading insurance and personal finance comparison platform.

INDUSTRY FOCUS: INSURANCE

//With origins dating back to 1985 and the launch of Auto & General Insurance into the South African market, TIH has since rapidly grown into a group of subsidiaries numbering some of South Africa’s most loved, recognisable and trusted brands. 1Life, 1st for Women, Budget Insurance and Dialdirect are just some of the names that feature among a star-studded lineup.

“We have a proud portfolio of innovative brands, each finding a better way to give their unique group of customers peace of mind,” TIH unpacks. “That’s why we exist - to continuously find better ways to give people peace of mind, whether it is

to protect what they own, their loved ones or their greater ambitions and life plans they’re working so hard for.”

CREATING CHANGE

A pioneer known for its tireless bid to strive for the best, TIH brings customerfocused innovation and service excellence to the financial services industry. “We are an undivided team of diverse thinkers and doers who believe in leading through technology and pushing past their limits,” the company states. “Our innovations are inspired by understanding our customers and what is important to them. At TIH, innovation is at the heart of everything we do.”

A peerlessly wide range of

products has thus been designed, according to TIH, to constantly meet the needs of diverse consumers with ever-changing requirements and expectations, with Auto & General having been there since the outset to take care of all of the insurance needs of every South African, from car and home to business and life insurance.

“While we are a diverse, agile and evolving company,” it states, “constantly pursuing new ways to deliver on our customer’s changing needs, our commitment to service excellence remains constant, making us a leader in the South African insurance industry.

“We have built strong relationships with our brokers, small

and large, who play a pivotal role in the growth of our business.”

Another mainstay of the TIH stable, since 1998 Budget Insurance has been providing the South African public with affordable cover centred around car, home and business insurance, “dedicated to helping every South African fit insurance into their budget and offer an array of insurance products to suit every pocket,” TIH explains.

A dedicated fleet of ‘Guardian Angels’, famed for having now helped tens of thousands of women, is behind First for Women Insurance, established in 2004 to pioneer the first ever offering in South Africa specifically designed for ladies. “This arose out

// WE HAVE A PROUD PORTFOLIO OF INNOVATIVE BRANDS, EACH FINDING A BETTER WAY TO GIVE THEIR UNIQUE GROUP OF CUSTOMERS PEACE OF MIND //

of the discovery that even though more women were taking out their own insurance policies, there were no products designed to meet their needs at the time,” explains the trailblazer.

Beginning with vehicle insurance some 20 years ago, First for Women has since carefully crafted a range of women-centric non-life and life insurance policies to include car, home, buildings, business and life cover.

“Our role is to offer women access to tailored insurance solutions that provide cover for their assets and personal items, and help them feel safe through extra support where needed,” the company explains, fast-becoming the insurer of choice for South African women. “Our approach is based on the understanding that South African women are powerful consumers and invaluable pillars in society.”

INDUSTRY FOCUS: INSURANCE

PREMIER PROVIDER

In 2003 came the introduction of Dialdirect, where clever thinking and smart innovation were brought together along with a “unique desire to cut out the middleman,” to induct a clear and simple insurance offering that South Africans could embrace for their valuables. “Little did we know that this would change the whole insurance industry,” Dialdirect beams,

now headquartered in Johannesburg and housing nearly every kind of insurance product that could possibly be needed as a South African.

“Today, we’re still using new technology and pioneering innovative ways to take the unsure out of insurance, keep things simple and direct, and generally give you more.”

Acquired by TIH just last year, Renasa has, over more than 25

years, cemented its position as the preferred insurer servicing independent intermediaries. “Now with even more muscle, Renasa is the broker’s even better best friend, with a national footprint and industry-leading technology,” says the truly independent South African short-term insurance company.

Constantly bolstering, refreshing and improving the extent of its

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offering has resulted in ever-more clever thinking, smarter innovation and unrivalled service levels. More than this, it has been achieved throughout with recognition across several spheres, for numerous years running certified as a Top Employer in South Africa in the prestigious

// WE ARE CONSTANTLY LOOKING FOR NEW WAYS TO SOLVE OLD PROBLEMS, WITH THE ULTIMATE PURPOSE OF PROVIDING PEACE OF MIND //

Top Employers Institute rankings.

Plunge into our universe

In April, TIH was named among South Africa’s most popular vehicle insurance companies according to a survey conducted by MyBroadband, which asked readers about their vehicle insurance providers and preferences. The survey was completed by 1,863 respondents and revealed crucial insights into South Africa’s vehicle insurance industry.

“Telesure Investment Holdings earned third place across its five insurance companies: 1st for Women, Auto & General, Budget Insurance, Dialdirect and Renasa, an excellent result for Telesure as it is positioned as the leading contender insurance company in South Africa,” MyBroadband reported. 14% of respondents on the cusp of switching provider also named a Telesure insurance company

as their preferred alternative, “another strong result for the contender and a good reflection on its brands,” MyBroadband concluded.

“We have challenged the insurance industry and have created change to give peace of mind,” TIH wraps up, with innovation embedded in the DNA of this diverse, agile and evolving company, constantly pursuing new ways to deliver on customers’ changing needs.

“We are constantly looking for new ways to solve old problems, with the ultimate purpose of providing peace of mind.”

KEY UPCOMING EVENTS ACROSS THE REGION

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

JUL 16 PAN AFRICAN DATACENTRES EXHIBITION & CONFERENCES JULY 16-17 | SANDTON

Pan African DataCentres Exhibition & Conference, is designed to address the needs of all those involved in the creation of DataCentres and the Digital infrastructure across the Continent of Africa. The Pan African DataCentres event combines a C+ level Data Centre Strategy Conference adjacent to a free to attend exhibition, that will feature workshops looking at the operational issues, best practice’s, technology and techniques which can be deployed to make datacentres run more effectively and efficiently, whist maintaining their security and resilience.

100% DESIGN AFRICA

AUG 01-04 | SANDTON

100% Design Africa runs alongside Decorex Joburg and offers a carefully curated selection of products from leading designers and brands catering to the residential, hospitality, and commercial interior decor and design industries. As SA’s only international design show, it offers an exciting mix of top global design brands alongside local design stars.

FESTIVAL OF MOTORING JOHANNESBURG

AUG 30 – SEPT 1 | KYALAMI

More than just an exhibition, the Festival of Motoring invites you to fully experience and immerse yourself in the world of cars. Feel the thrill of driving cutting-edge models on the iconic Kyalami Grand Prix Circuit, the dynamic self-handling track, or conquer the dedicated 4×4 off-road course. There’s also a hub of delectable food and live entertainment, making it an experience like no other.

AERO SA PRETORIA | JUL 03

PAN AFRICAN DATACENTRES EXHIBITION SANDTON | JUL 16

THE PLANT POWERED SHOW KYALAMI | JUL 26

100% DESIGN SA SANDTON | AUG 1

SOLAR & STORAGE LIVE CAPE TOWN | AUG 27

FESTIVAL OF MOTORING JOHANNESBURG KYALAMI | AUG 30

Performance by Design

Applied Coating Technologies (SA) PTY LTD has been a Nordson Distributor since 1 April 1993. Nordson, founded in 1954, has a footpring in 57 countries. ACT represent Nordson in the Industrial Finishing Division. Industrial Finishing comprises, the application of Powder Paint, Liquid Paint and cold glue onto a multitude of different substrates. In 2017, ACT became a distributor of Sagola, a Spanish company founded in 1955 that is now wholly owned by Elcometer UK. ACT represents Sagola in Industrial Finishing and Body Shop applications. ACT are able to provide full turnkey solutions of complete paint lines and using the latest design software are able to customize designs to suit clients needs.

Unit B1, The Meadows, 4 Essex Street. Meadowdale, Germiston, 1401, South Africa

t: +27 (0)11 392 6461

e: info@actnordson.co.za www.actnordson.co.za

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