Enterprise Africa March 2024

EDITOR’S LETTER

EDITOR Joe Forshaw joe@enterprise-africa.net

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

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

PROJECT MANAGER 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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The theme of the March edition is knowing your customer and understanding your market. There are simply not enough companies that make the effort to thoroughly and deeply explore the people they sell to, and therefore do not learn what customers truly want and need. Sure, they look internally, and have a great knowledge of what they can offer, but is it what clients really want?

Air Blow Fans is an engineering and technology company that manufactures fans for the Southern African mining industry. Researched, designed, built, tested, and distributed from its site in Springs, the company does not come with preconceived ideas about what clients need. MD Gavin Ratner and team build an understanding of the environment and develop solutions to fit each unique situation. This, he says, is what gives the company an advantage over global companies that enter the local market.

Quickmart, a Kenyan grocery retailer that is aiming for the country’s top spot, has always focused on what and how clients want in store. By transforming the market to be concentrated on fresh products, in a convenient and easy atmosphere, the company has taken market share aggressively. Local knowledge of where the best sites are, and how customers want to interact, has helped Quickmart grow to more than 60 stores and 7000 people.

Concord Retail Solutions, a leader in retail hardware manufacture and installation, has proven its ability to understand clients intimately. The company has developed energy efficient products that mitigate against loadshedding, while importing world-class refrigeration units that do not allow products to spoil if the power goes off. It’s not a one-size-fit-all approach, and is bespoke for each client and each site.

Without a true collaborative relationship with clients, companies risk fitting what they do into a set-up that cannot accommodate it. And that’s not good business.

Get in touch and tell us how closely you work with your clients, and how these relationships build better and stronger. We’re online at LinkedIn

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+44 20 3097 1743

joe@enterprise-africa.net

www.enterprise-africa.net

ANGLO

QUICKMART

CONCORD RETAIL SOLUTIONS

PEPSICO

Pivoting Towards a Sustainable SA Food System

BROLL

Always Opening New Doors

SANRAL Superior Roads Build a Better South Africa

CUMMINS SOUTH AFRICA

Powering a More Prosperous World

AIR BLOW FANS

ABF Enjoys Unrivalled

Engineering & Technology Capability

PRODUCTION: Eleanor Sarbutt-King

Engineering and ventilation specialist, Air Blow Fans, is on a continued growth path alongside a mining industry that is increasingly going underground. Keeping air flowing is the key mission of this pioneering design, supply, and installation business. MD Gavin Ratner tells Enterprise Africa more about the company’s recent success.

Field Service Manager, Stephan Visser, at an ABF project in the Free State

Photo credit: Robin Malherbe/Eksklusief Marketing Agency

INDUSTRY FOCUS: ENGINEERING

//Representing a large percentage of their annual spending, health and safety remains the number one concern for modern mining houses. Keeping employees safe while they work comes with additional challenges in the mining industry where hazards are larger and more regular, but not always obvious.

Proper ventilation for underground miners is one of these challenges.

Many of the world’s deepest mines are located in South Africa, and when more than 4,000m down a shaft, rock wall temperatures can reach 60°C or more. Some miners across the Witwatersrand talk of an 8°C increase for each kilometre down you go. It’s hot; it’s hard.

All this is to say that air quality in mines is a major industry. It supports a supply chain that creates significant employment opportunities

Gavin Ratner, Managing Director

in South Africa while feeding into the overarching goal of safety underground. But moving cool air down to the depths, and doing it efficiently, is a problem that requires science, technology, engineering, manufacturing, construction, and – critically – innovation. The equipment is large and intimidating.

Each mine is different, each company has its own strategy, and every region has its unique characteristics.

For South Africa’s Air Blow Fans (ABF) – celebrating 25 years in business –the task of designing, manufacturing, and engineering fan systems for mine ventilation in mining is exciting.

“We have always had a passion within,” MD Gavin Ratner tells Enterprise Africa. He explains that the founder of the business – Mike Eadie – started ABF as a passion project, excited by invention and

engineering, and not concerned with traditional business growth.

When Ratner and partners took over ABF in 2017, the entrepreneur was keen to build on the enthusiasm and expertise of the company established by its founders. Within just a few years, the business has expanded to more than 20 times its size, now with 120 people employed, and an order book with some of the world’s biggest mining and industrial brands continuing to grow.

Ratner has a history in building engineering businesses, specifically around the mining ventilation sector. Starting as a mechanical engineer in the CSIR defence aeronautics division, he worked on several defence and aerospace projects, ranging from subsonic projects to UAV developments, from helicopter technology research to trisonic missile testing in wind tunnels. Ratner ultimately managed a trisonic wind tunnel, the helicopter business area and an industrial aerodynamics portfolio before establishing MechCal, which was subsequently sold to a global fan business, TLT-Turbo. He then commuted to Canada, where he helped establish Advanced Fan Systems (a partnership with Advanced Combustion Inc). From nothing, the business grew a combined order book of $80-million in just four years. At the same time, Ratner was busy negotiating the acquisition of ABF, keen on the company’s well-established, advanced centrifugal fan design.

“It’s a very different entity now,” he says of the business that operates from a sprawling Springs facility.

“Amongst other achievements, we have designed a brand-new fan range in the axial fan market for the mining sector. This was made possible by drawing on my networks to establish a team of engineers second to none. This includes a professor specialising in turbomachinery and my mentor and first boss, who is a seasoned aerodynamicist and who has designed many ranges of fans. Both men happened to work with me at the CSIR.

AIR BLOW FANS

We are also very fortunate to have a wealth of expertise in mechanical engineering and metallurgy, led by our principal engineer who steers the product development team to ultimate success on every project tackled. In short, we can design and build any type of ventilation or process fan, with the expertise to engineer every element. Pulling together the right people in a project team is a real strength of ours.”

TURNKEY SUPPLIER

ABF is currently busy with projects across South Africa and Africa. The local nature of the business, combined with fantastic software capability and a range of products, is what separates them from others in the competitive industry, Ratner explains.

“We are a turnkey supplier and our ventilation systems are designed, built, and supplied from Africa. We have some of the best system software, developed internally. We also use commercial systems in the design process. We are a very strong engineering company and that is our core differentiator. Everything we do is designed, developed, and manufactured out of the Air Blow offices.

“Many of our competitors focus generally on either axial flow or centrifugal fans, but we can do both,” he adds. “We have supplied industrial systems across most SADC countries, as far as Rwanda and we have also supplied systems into Canada.”

Control over quality is of utmost importance for Ratner and he is keen to retain as much responsibility and control as possible.

“We buy a lot of electronics and electrical motors from both local and international companies, but we do like to do as much internally as possible, he explains. “We have all the necessary equipment and we only like to outsource when we don’t have capacity.”

ABF’s ISO 9001:2015 certification and Level 4 B-BBEE accreditation assure customers of its adherence to both local and international standards. This, according to Ratner, is helpful as the company looks to grow its presence, starting an operation in Australia.

“We already have an engineer working in Australia full-time,” he says. “We have good local knowledge and one of our shareholders is Australian so it makes sense to expand into this market.” Although Ratner did initially

look at expanding into the Canadian market, with his knowledge of that country’s ventilation industry, he believed that Australia offered better opportunities presently. “It’s a very similar market to ours with deep-level mining, which requires higher pressures, and that is a niche for us,” he says.

As expansion into Australia goes deeper, ABF will look to roll out more solutions and more expertise that is already proven in South Africa. This includes both centrifugal and axial systems as well as auxiliary fans, jet fans, engineering expertise, and a whole host of associated services. Particularly exciting for Ratner is the company’s remote monitoring system.

“It uses AI to detect potential equipment failures and we have spent a lot of time on R&D to generate the correct data for the AI to learn. Getting that system to be completely autonomous will continue to be a focus for us in 2024. We are collaborating with the University of Pretoria on various projects to research the use of AI and advanced sensing to assist in predicting and pre-empting catastrophic failures on large systems that we supply. Our core product remains the mechanical

Black Mountain Mine, Northern Cape

Photo credit: Riaan Lange/ABF

INDUSTRY FOCUS: ENGINEERING

parts that we supply to industrial plants or the mining sector. This will augment that,” he says.

INNOVATIVE BY NATURE

Utilising advanced technology is not new for Ratner and ABF. By consistently focussing on the industry’s best practices, as well as developing tech solutions internally, the company is demonstrating what is required

further across the industry. According to PwC’s 4IR in Mining Report 2023, digital transformation is not only about measurement in mining but also about contribution. Ratner agrees, stating that ABF is using modern fan systems within its systems to reduce energy usage – a key topic in South Africa now as the country’s seemingly endless battle with loadshedding blows on.

“One of the primary things

ventilation systems do is use a lot of power,” he admits. “Anything we can do to optimise efficiency and operational costs is very positive. Variable Frequency Drives (VFD), for instance, provide ventilation on demand. They reduce energy consumption significantly by directing the ventilation only when it is needed; not having it as a driven system with a single speed that delivers the same flow all day, every day. We now suggest that clients use these intelligent systems, wherever possible.”

The deployment of technology across the projects where ABF has operated is impressive. This is why top names including Implats, Sibanye-Stillwater, Harmony, Idwala, Shanta Gold, Bindura Nickel and many more trust ABF to deliver.

Going forward, the business is well-positioned for further growth. Mining projects continue to get off the ground around Sub-Saharan Africa, and ABF is looking forward to its expansion into Australia. After trebling in size in just the past three years, and doubling every other year previously,

Video credit: Marius du Plessis/ Eksklusief Marketing Agency

Workers assemble an auxiliary fan in ABF’s factory in Springs

Photo credit: Marius du Plessis /Eksklusief Marketing Agency

AIR BLOW FANS

Ratner is ambitious and hasn’t stopped searching for new opportunities.

“We have three or four large turnkey projects underway right now and we are working on a new design with a big mining house to change the way they ventilate underground.

“I don’t see it slowing down,” he adds. “We have a healthy order book and we continue to get enquiries. We are certainly in a growth phase, and that comes with challenges, but we can’t complain.

“Mike Eadie had a nice saying that ‘the growth pains in a business are a better class of problem to have’,” he smiles.

AWARD-WINNING

ABF’s dedication to innovation earned them the Da Vinci Award for Best Innovation Concept (Medium

Enterprise) at the 2021 tt100 Business Innovation Awards, for their in-house designed and developed Axial Flow Fans. In 2024, competing as a large enterprise, ABF was a finalist in the categories of Technology Management, Innovation Management, Systems Management, and the Minister’s Award for Overall Excellence.

Bolstering the company’s confidence further, in 2023 they also claimed an award from a large coal mining customer in Mpumalanga for ‘Best Project Team of the Year.’ This recognition was earned for the supply, installation, and commissioning of two 4.8-metre diameter, 1100 kW centrifugal fans and accompanying equipment. “It was one of the largest fans installed; the magnitude of the system is awesome. To win that award was a very nice accolade for the team involved,” Ratner beamed.

As mining companies look to solve challenges underground: keeping air moving, ensuring health and safety standards, and driving operational performance, ABF stands as a proven partner, able to deliver on projects of any size, in any location. The pioneering, innovative spirit of the business and the passion for engineering have been at its core from the beginning, and ABF will continue to provide bespoke, tailored ventilation solutions from this deep-seated ethos.

•

Innovation Underpins Sustainable Long-Term Strategy

PRODUCTION: Jamie Waters

Anglo American is leading the way in the global mining community when it comes to decarbonisation and sustainability. Transforming the giant miner to be agile and lean is a challenge, but innovation is underway that will keep the company at the industry’s cutting edge.

//Anglo American’s presence in South Africa is important for the country but critical for the wider global economy. The company’s mines are drivers of progress, unearthing valuable materials that allow people to build, thrive, and prosper. Platinum group metals (PGM), diamonds, iron ore, manganese and more have been successfully mined by the company for decades, and around 45,000 people are employed across the country’s 26 Anglo sites.

But mining is changing. More technology, less people; more about value, less about volume. Safety and sustainability remain key concerns for miners, and Anglo American is no exception. Despite its long and rich history in South Africa, and its corporate weight across the globe, the company must adapt and change to ensure long-term success.

CEO Duncan Wanblad has commented on how challenging it can be to manoeuvre such a mining behemoth with agility, but various initiatives are underway to provide

a sustainable way forward for one of the world’s most recognised mining and minerals brands.

Importantly, Anglo American is addressing emissions at its sites, looking at ways to harness renewable energy at scale.

AWAKENING

In February, the company announced that Envusa Energy, a venture jointly owned alongside EDF Renewables, had completed project financing for three wind farms and solar projects in South Africa. Located between the Northern and Eastern Capes, the projects will have the capacity of 520MW.

The Umsobomvu Wind project (140MW), the Hartebeesthoek Wind project (140MW), and the Mooi Plaats Solar project (240MW) will be generated on Anglo sites and feed supply of high-quality renewable energy to the Eskom grid. Anglo operations will take some of the power through 20-year offtake agreements, with commercial operation set for 2026. Ultimately, the projects

– collectively known as Koruson 2 –will help to keep 1.5 million tonnes of CO2 out of the atmosphere.

In mining, where pressure is always on cost, and where external global factors can swing results either way, to invest in such activities deserves recognition. Themba Mkhwanazi, Anglo American’s Regional Director for Africa and Australia, was excited, saying:

“The successful project financing of these initial projects marks our first major step towards addressing Anglo American’s largest remaining source of Scope 2 emissions – our electricity supply in Southern Africa. As we make progress towards our 2040 carbon neutral operations commitment, we also see the opportunity to enhance energy reliability and grid resilience in South Africa. We expect that energy availability to help catalyse extensive socio-economic activity, playing a critical role in unlocking South Africa’s economic development and growth prospects.”

Continues on page 16

© Anglo American

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Accra

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THE LARGEST MINING AND MINERALS FOCUSSED, ENGINEERING AND PROJECT DELIVERY CONSULTANCY.

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FOCUS:

Continued from page 14

Tristan de Drouas, CEO at EDF Renewables in South Africa, agreed, saying: “Collaborating with Anglo American to apply our extensive global expertise in renewable energy infrastructure development, design, and delivery, has been immensely rewarding. With Envusa Energy being developed as a jointly owned venture with Anglo American, we have solidified our long-term commitment to South Africa’s transition to clean energy.

“The financial close of this initial cluster of projects is the first step towards Envusa Energy’s ambition to roll out 3 to 5 GW of wind, solar and storage projects by 2030.”

Envusa Energy Chair, and Chair of Anglo’s Management Board in SA, Nolitha Fakude was also excited highlighting the company’s wider commitment to national renewable energy rollout. “We are delighted with the progress we are making in setting up Envusa Energy for longterm success as a major renewables

powerhouse in South Africa. Achieving financial closure for these three high-quality renewable energy projects marks a crucial milestone in support of Anglo American’s global decarbonisation journey and bolsters South Africa’s pursuit of a resilient and clean energy future.

“We believe that the energy transition offers a unique opportunity to generate substantial new economic opportunities as part of South Africa’s journey towards an inclusive, sustainable, and low-carbon economy.”

HUMANITY TO OTHERS

At the same time, the company showed its strength across multiple disciplines, announcing the completion of acquisition of a new LNG dualfuelled bulk carrier fleet. The order, for 10 tankers, comes from Shanghai Waigaoqiao Shipbuilding Co Ltd and helps Anglo to reduce emissions in shipping by 35%. In February, the last of the 10 Capesize+ tankers made its way to Saldanha Bay ready to collect a shipment or iron ore as part of the fleet named Ubuntu. The Ubuntu Liberty

forms part of a large fleet of ocean freight vessels controlled by Anglo American that is being decarbonised inline with group strategy.

“Launching the final vessel of our Ubuntu fleet is a very large manifestation of our commitment to more sustainable shipping,” said Matt Walker, CEO of Anglo American’s Marketing business. “This milestone is testament to our dedication to a sustainable path forward for our controllable ocean freight, ensuring the delivery of essential resources to our customers around the world while minimising our environmental footprint. It also puts us in a market leading position as the charterer of the largest LNG dual-fuelled Capesize+ fleet in the world.

“By adopting more sustainable and lower carbon fuel options like LNG, we are actively contributing to a cleaner, greener future for the maritime industry. Our customers have shown keen interest in accessing our Ubuntu freight, demonstrating growing recognition of the value of sustainable shipping as part of a

© Anglo American

more sustainable supply chain that end consumers increasingly expect.”

Both projects are part of the wider Anglo American Sustainable Mining Plan (SMP) which adheres to three pillars: Healthy Environment, Thriving Communities, and Trusted Corporate Leader. under these pillars, the company will reach 2030 targets aligned with the UN’s Sustainable Development Goals

INVESTING IN LONG-TERM

As part of this SMP, new mining plans are being developed to optimise cost and operational performance,

// THIS MILESTONE IS TESTAMENT TO OUR DEDICATION TO A SUSTAINABLE PATH FORWARD FOR OUR CONTROLLABLE OCEAN FREIGHT //

new technologies are being utilised – including the LNG vessels, but also hydrogen – and a programme to introduce innovation further across group is well underway.

The Anglo American FutureSmart Mining™ involves digitising and using technology to transform mining with step-change advances.

Examples include the Zero Emissions Haulage System at Mogalakwena, using hydrogen to power heavy trucks for use in everyday mining operations; the Coarse Particle Recovery (CPR) system which allows for increased copper production and greater water recovery; Hydraulic Dewatered Stacking, using sand from CPR to create a 3D drainage systems that can desaturate tailings; and SandLix™ a system that improves copper recovery significantly when compared to traditional leaching methods, using less water and energy.

“The mining industry is playing a considerable role in helping the world decarbonise, both through our own emissions footprint and the metals and minerals that we

produce that are critical to low carbon energy and transport systems,” says Duncan Wanblad.

Some reports suggest that global mining operations for major metals account for 4-7% of total greenhouse gas emissions. Clearly, there is a problem, but this means there is an opportunity. In South Africa, Anglo American has work to do to decarbonise meaningfully. With the initiatives that the company has started, it is already far ahead of competition and will be mining sustainably while others scramble to keep up. ESG considerations across investors, financiers, and other stakeholders will undoubtedly force miners to worker better, smarter, and greener, and this will again put Anglo in pole position.

“We’re reimagining mining to improve people’s lives,” the company concludes.

© Anglo American

Quickmart Aims for Kenyan Industry Top Spot

PRODUCTION: James Davey

Growing significantly in the past three years, Quickmart holds the vision of becoming the number one grocery retailer in Kenya. Recent successes include new stores opening with great feedback, and Deputy CEO Jacques Dome is optimistic about the company’s potential.

INDUSTRY FOCUS: RETAIL

//In Kenya, where 60% of goods are still purchased through small informal stores, growth opportunities are large for quality focused players. The country’s population of more than 53 million people is well educated and open to innovation.

Quickmart, a supermarket chain opened by Duncan Kinuthia in 2006, saw the potential. Modern, bright, open stores, all over the country, serviced by respected brands, and home to an exceptional customer service experience, delight customers with every visit.

Offering something different, but something very Kenyan, growth has been phenomenal for Quickmart, which now controls meaningful market share. The company’s mission is to provide fresh produce in a way that is as easy as possible for customers. Today, a store network of more than 60 locations, staffed by 7000 people, are helping Quickmart to deliver on its promise after a merger with Tumaini Supermarket in 2020.

“We had exceptional growth in 2020, 2021, and 2022, opening 10 new stores per year. 30 stores in three years is quite an achievement for a supermarket company of our size,” says Deputy CEO, Jacques Dome. “We got exposure in the Financial Times because of our success and we were labelled as the 11th fastest growing company in Africa, across all sectors.”

Dome, a retail industry veteran,

Jacques Dome, Deputy CEO

joined Quickmart three years ago to help the company achieve its ambitions of becoming a national player. He has enjoyed a career across multiple geographies and various sectors, but always focused on retail with specific experience in GIB Group, Belgium; Kingfisher Group, UK; and Carrefour, Dubai and Athens.

“There is still so much potential in Kenya for further growth. We have 60 supermarkets and we believe we can get to more than 100. We are not considering going beyond Kenya at this stage because we believe there is so much growth here.”

HOMEGROWN

Several local players and a handful of international organisations are present in the Kenyan grocery retail market, but Quickmart has managed to create industry leadership status

for itself by remaining by Kenyans for Kenyans. Stores have a complete range of products, complete with onsite bakeries, delis, butcheries, and more.

“Our difference is that we are a homegrown company that understands Kenya very well,” says Dome, the only expat in the entire company.

“We have great expertise both in terms of knowledge of consumers and knowledge of development opportunity. Competitors that have failed in Kenya fail for two main reasons,” he assesses. “Firstly, they are foreign entrants and they have preconceived ideas about what a Kenyan consumer needs, but it is usually ranges and concepts that are not suitable here. Secondly, local competitors have failed with corporate governance. Retail seems a simple business but you have to control it very well. There are many opportunities to generate

QUICKMART

cash quickly or develop too quickly, or use cash for other reasons, and we have not been tempted by this.”

Quickmart is well organised, works within international quality standards, and works closely with suppliers to bring attractive offers and pricing to customers. At the same time, growth nodes in the country are identified and acted on by the senior team – not because they are typical high traffic high street locations, but because the local knowledge within the business understands market needs.

“A third of the openings we’ve had in the past three years were sites that we had the opportunity to take from competitors that had failed in the Kenyan market. Two thirds were a result of organic growth and came because we had tremendous support from our founders,” says Dome, adding that the founder of Quickmart, Duncan

INDUSTRY FOCUS: RETAIL

Kinuthia, develops real estate assets, including shopping centres branded ‘Basic’, that house Quickmart stores.

SUCCESSFUL OPENINGS

New branches around Nairobi, Mombasa, and Nakuru have bolstered the Quickmart portfolio and Dome is excited about the appetite from consumers as customer numbers continue to boom. This, he says, shows a desire from the company’s target consumer group for a better experience than they have had previously and an alignment from the company

// WE HAD EXCEPTIONAL GROWTH IN 2020, 2021, AND 2022, OPENING 10 NEW STORES PER YEAR //

in how it services customers.

“We have had really successful openings and all have been generally performing beyond our expectations.

“We opened our most recent new store just six weeks ago in Narok. It is a city we felt was a little under subscribed. We have a pipeline of five or six more for the rest of this year. We are pursuing a few in Nairobi and in Nakuru where we are underrepresented today. We have one store there, a small supermarket, and so we would like a much larger store there.”

Dome is also keen on expansion further across the Rift Valley region, confident in the appeal of the company’s offering of ‘Fresh and Easy’.

“Our main competitor has more than 100 stores – a homegrown, local chain – and we both are searching for organic opportunities. There is also an international chain – more focussed on hypermarkets in shopping malls – with more than 20 stores. We

believe we are well positioned for leadership in the future,” he says.

“Just over a year ago, we commissioned Boston Consulting Group to study market potential. They researched, city by city, the population, perspective, and wealth, as well as currently level of competition. That identified pockets of opportunity and potential very clearly, even factoring in the development of competitors. With that, we are confident that our operation can support 100 – 120 stores easily, even going further, to the northern part of the country.”

Currently, smaller competitors, operating one or two stores, dominate rural towns while larger companies are present in the metropolitan centres. Few can boast the quality location and instore excellence of Quickmart, which modernises its portfolio regularly.

“We have stores that are more

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INDUSTRY FOCUS: RETAIL

Continued from page 22

than 15 years old and we have an ongoing programme around renovation. Every year we reassess our priorities and identify five or six stores that require modernisation,” says Dome, adding that local partners are utilised to ensure the look and feel of Quickmart stores remains on brand.

IMPORTANT SUPPLY CHAIN

In its bid to become the largest retailer in Kenya, Quickmart has developed partnerships and collaborations with the biggest and best brands in the country, while also offering up a range of international products to ensure customers receive the very best. The finest beverages come from Kenya Wine Agencies and the sweetest sugar comes from Transmara, while a whole host of other agreements are in place with more than 14,000 farmers, keeping Quickmart fully stocked.

But supply chain logistics is not

traditional. Instead, Quickmart opts for a decentralised approach, using its larger stores as regional hubs. For Dome, this helps manage cost while providing efficiency in delivery.

“The supply chain is very important,” he emphasises. “We have made an original choice by not following the temptation and setting up a large central warehouse. Of course, there are positives with that strategy, but we wanted to be agile and not put too much investment into a single piece of infrastructure. We have been able to manage the supply chain which is mostly direct deliveries by suppliers to stores. We only handle logistics centrally with a few big, international suppliers because they are able to handle the cost.”

Suppliers deliver direct to store, and a Quickmart fleet of small trucks then completes circulation where required. “It’s a hybrid model but has been successful and cost effective,” says Dome.

This strategy again highlights the deep insight that Quickmart has of its market. Where other large international chains have entered Kenya without a robust market knowledge and failed, Quickmart has always demonstrated a connection with local people, understanding what is required in store, at what price point.

The emerging digital retail experience in Africa is an opportunity for growth for the company, and here the supply chain is again engaged in the best way to reach customers. It’s different to other big markets like Nigeria or South Africa, and those that come with a one-size fits all approach only get so far. For Quickmart, a fast jump into e-commerce did not make sense as it continued rollout of its bricks and mortar. Instead, Dome and CEO Peter Kang’iri are looking to innovate and develop an online system that Kenyans need and want rather than copying what is successful elsewhere.

“There is definitely a big

opportunity that we have not seized yet,” he says, adding that deliveries and an online store must be carefully planned in line with the local supply chain.

“We started a partnership with Glovo – the international delivery firm - last year and we now have 24 stores operating through Glovo, serving customers digitally. We have a basic website but it is on the cards for us to invest in a step change there and look at a mobile app. We do take a lot of orders through WhatsApp or phone calls, and we do organise delivery to homes in this way. Currently, only less than 2% of our sales is online and we think the potential is there to reach 5%.”

CHANGING BEHAVIOUR

Dome is keen to progress the company’s digital capabilities as a behavioural change is already underway. Because of macroeconomic conditions present across East Africa, consumers are changing the way they shop. While perhaps a temporary adjustment, anything Quickmart can do to support its customers is helpful.

“Taxes and inflation have taken a toll on consumer buying power,” Dome admits. “We have seen the changing behaviour of consumers adjusting to that, coming more often, buying smaller baskets. Even so, the trends remain very good in terms of growth in number of customers.

“M-Pesa has now become the main payment method at close to 60% while cash only represents about a third of payments,” he says.

He adds that many customers comment on the convenience of the Quickmart offering, choosing the supermarket because of its welcoming environment, air-conditioned spaces, loaded with choices beyond the informal alternatives.

“When you enter any Quickmart store, you will see our branded red tuk-tuk where we display promotions. Then we have the fresh section where all the fruit and veg is displayed. It’s

distinctive for Quickmart and we were the first to really push the fresh concept with this level of visibility.

“The atmosphere in the stores makes them feel modern,” he says. “We have strong branding, strong colours, and we have high-energy customer service. Our motto is ‘Fresh and Easy’. We certainly have fresh, and easy is all about our customer service. We have many staff on the ground they offer a very good service to customers. In a Quickmart store you certainly get help – people will pack and take groceries to the car. It’s a very easy in and out experience. Our strategy is not to be inside shopping malls for that reason. We want to offer free parking, and an easy experience.”

Dome is excited about the way forward for Quickmart. With strong momentum behind the company, and

a growing economy, a fresh and easy retail experience, that brings the best of Kenya’s produce to customers, is a tried and tested recipe for success.

“It’s a wonderful country to live and work in,” smiles Dome. “People are friendly, open minded, and great to work with. Quickmart has been a great success story, and this has been a fantastic time for me for the past three years.”

Quickmart and Dome offer all customers the invitation to continue walking alongside the company as it continues to journey to even greater heights.

CONCORD RETAIL SOLUTIONS

Resilient Concord Retains Positive Momentum

PRODUCTION: Jamie Waters

Enterprise Africa catches up with leading refrigeration and equipment supplier, Concord Retails Solutions to see how the innovative business has managed to maintain momentum of 2022 in a tough industry. Sales and Marketing Executive, Scott Messenger is proud of what has been achieved and excited about the next steps.

INDUSTRY FOCUS: RETAIL

//In November 2022, one of South Africa’s premier manufacturing businesses was celebrating a strong period, installing SA-made refrigeration units and commercial freezers in supermarkets and retail outlets around the country. Concord Retail Solutions, a division of Southey Holdings, was going from strength to strength and Sales and Marketing Executive, Scott Messenger told Enterprise Africa about rebranding the business from Concord Refrigeration and how the business was expanding, adding to its legacy product portfolio.

Today, Messenger is once again excited, buoyed by solid results, success in tough times, and an exciting new product that will help the company grow into new stores.

“The rebrand went very well and it was received by the market very nicely,” he tells Enterprise Africa. “We had a

great launch at one of the trade shows in Johannesburg – Frigair. We changed all of our branding and rebranded everything from stationary to clothing. We kept Concord – we did not change that at all. It was important for us to not play around with that because it has been around for over 50 years.”

The name Concord goes back to 1969 when a specialist need was realised for refrigeration products and services in the retail industry. Concord has grown and adapted to become an industry leader with unrivalled skills and enviable manufacturing capabilities. This, says Messenger, has helped the company to thrive even in the toughest of markets.

INCREDIBLE YEARS

“We had an incredible 2021 and an incredible 2022. However, at the end of 2022 the energy crisis in the country was exacerbated. It fell off a cliff and

// WE HAD AN INCREDIBLE 2021 AND AN INCREDIBLE 2022. HOWEVER, AT THE END OF 2022 THE ENERGY CRISIS IN THE COUNTRY WAS EXACERBATED

loadshedding went from a small issue to major problem. It went from the end of 2022, right through into Feb 2023. It put a halt on so many of our clients projects. Things came to a grinding stop with everyone focused on solar panels, batteries, and inverters. Unfortunately, our customers cannot operate on solar or batteries only – they need a stronger supply. So, instead of spending on upgrading their stores, they were pivoting to buy generators and diesel.”

Stage 6 load shedding was implemented from 7 December 2022 when 20,000MW of generating capacity was taken offline as a result of power station breakdowns.

Just one standard chiller display cabinet from Concord has electrical components using more than 810w, and stores can have multiple chillers, freezers, cold rooms, water systems, and more. It was a difficult time, and the impact from this continues.

But one big retailer was somewhat prepared and had a strategy in place to invest its way through the challenge. Shoprite posted sales growth of 16.9% for the financial year ending 2 July 2023, and this allowed for security over the rest of the calendar year and into 2024.

“Many other retailers were slow to react and they stopped spending, and that effected our ability to produce fridges and freezers for them,” says Messenger.

“It made a big difference,” he adds.

“By the end of June 2023, we still had an incredible year – the best in our history. But it would have been 40% higher. We

did very well but it felt like we ended on a downer because of what happened across the industry and country.”

While there is no end in sight for loadshedding, many companies – including Concord Retail Solutions – have taken measures to mitigate against the damage it can cause. Importing highly energy efficient freezers from Portugal, installing units with efficient fans, and even highly reliable LED lighting all makes a difference. At the same time, the company continues its exploration of alternative gases, including CO2, for use in refrigerant equipment.

TECH EXCELLENCE

Internally, new machinery and equipment is securing Concord’s position at the cutting edge of its

CONCORD RETAIL SOLUTIONS

sector. The company installed new Italian-made capital equipment in 2023, and has recently finalised the commissioning of a second piece, both of which will drive efficiency and safety.

“We have invested heavily in machinery. We installed and commissioned a brand-new laser cutting machine last year and we have just finished commissioning Africa’s biggest panel bender, both from Salvagnini. It’s very exciting for anyone in manufacturing and is a beautiful machine. It will enable us to manufacture faster and more accurately, and cheaper,” Messenger Beams.

Behind the fridges, freezers, and chillers, Concord Retail Solutions is busy with a new innovation for the business that hold major potential for clients. Most traditional units are

cooled by water or gas systems, or both. Typically, air is passed through a cooling system and warmth is reduced and then dissipated through exhaust systems. This is not always suitable, and not always efficient. Waterloop technology is a similar system, but uses compact evaporator and compressors.

“We had been trying for about two years to win a contract with this new technology,” explains Messenger.

“The fridge is linked to large water pipes and that pumps water out through a dry cooler and returns colder water. Shoprite wants ‘dual redundancy’ where the store – many of which are in rural areas – has the luxury of knowing that if something goes wrong, the machine can switch over automatically, keeping products cold, until a refrigeration contractor can

INDUSTRY FOCUS: RETAIL

get there to carry out maintenance.”

Waterloop technology has already been implemented by many retailers around the world and is preferred because of its smaller footprint, reduced energy consumption, comparatively speedy installation, and lower ongoing maintenance costs. Concord designs and manufactures some components for the system locally, and others in the market import from Poland or Austria. With proven installation teams, experienced on South African projects alongside South African retailers, this is an opportunity that Messenger has been keen to develop.

“We finally got our opportunity and we did our first store in Vryheid,” he says. “It’s a hot and humid climate and the store is in a new mall. We had not done a waterloop supermarket but it has been a real

success. We are so excited as it’s the best performing waterloop store in the country. It has given us the opportunity to get into that space which is important as it can double turnover, per supermarket, for us.”

FLAGSHIP PROVIDER

Going forward, Concord is expecting to grow further, adding to the successes that have been achieved since the reemergence of the market post Covid-19. Three highly successful years have been attained alongside rebranding and transforming culture internally. It has been tough going, but Concord’s people have driven innovation.

“Now, things are not as bad as they were a year ago but there is still a considerable amount of loadshedding. That translates into delayed projects and customers spending less in the store and more on generators and

diesel. We do think that in the near future, budgets will have caught up and most will have included this in their plans and spending. Because of that, we are optimistic,” Messenger relays.

“Pick n Pay, back under the leadership of Sean Summers, will certainly come back to the table with the right person at the helm. That will generate a lot of momentum and that is good for us. It will also stimulate their competitors and they are also our clients – the likes of SPAR and SUPERSPAR. Shoprite Checkers will obviously continue to grow and the space is exciting.”

He says that investment into people is also a catalyst for improvement. Adding team members and upskilling the existing base has helped the develop a shared mindset around quality and customer-centricity. “We now have some really strong people

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in the right positions,” he adds.

“It has been a mission changing the culture of Concord Refrigeration from a family-run business years ago to become part of a corporate as

// WE DO THINK THAT IN THE NEAR FUTURE, BUDGETS WILL HAVE CAUGHT UP AND MOST WILL HAVE INCLUDED THIS IN THEIR PLANS AND SPENDING. BECAUSE OF THAT, WE ARE OPTIMISTIC //

Concord Retail Solutions. It has taken a long time for a lot of the employees to accept as we have moved into the corporate space. The team we have now is a very strong and dynamic.”

Importantly, customers – and customer’s customers – remain delighted with the work of the company. Concord Retail Solutions continues to provide products and services that others simply cannot. And the reach of the business goes further than others can imagine. In 2022, Messenger was busy finalising an installation at a Checkers site. This, he says, is the perfect example of the work the company can do – world class.

“We worked on that flagship store in Cape Town and that was successful. We have since worked on two more flagship stores. I have worked in the

UK and travelled around through many countries, and I am confident saying that these Checkers supermarkets are, arguably, the best looking supermarkets in the world, and we are proud to have been a part of that.”

Being chosen as a key partner in these projects that elevate and pioneer across the retail space is what keeps Concord humming along nicely. While there are others in the market, and while the competition is strong, Concord has built its reputation around superior, robust design meeting service excellence, and this is exactly what South Africa’s retailers need.

PEPSICO

Pivoting Towards a Sustainable SA Food System

PRODUCTION:

Tommy Atkinson

One of the world’s leading food and beverage companies, PepsiCo products are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. In South Africa, its strategic end-to-end transformation - PepsiCo Positive - puts sustainability and human capital at the centre of value creation and growth, inspiring positive change for planet and people.

Across South Africa, whether at breakfast lunch or dinner, at the gym or on the field or in the office or on the go, it is likely that it is a PepsiCo product by which hunger or thirst will be sated or slaked. “We refresh, restore and

rejuvenate our consumers all day, every day with our key brands,” PepsiCo says, of a peerless product portfolio which, in South Africa, translates to a plethora of iconic brands such as Simba, Lay’s, and White Star.

“Since PepsiCo first entered South

Africa in 1997 with an investment into Simba, our operations have reflected a strong commitment to South Africa’s people, communities and economy,” the company asserts, with approximately 12,000 South Africans employed across multiple sites including three

INDUSTRY FOCUS: FOOD AND BEVERAGE

corporate offices, over 40 production facilities and approximately 70 distribution and warehouse facilities.

“PepsiCo is committed to driving inclusive growth for South Africa as we work to build a more sustainable food system for the country,” it stresses.

WATER INITIATIVES

The establishment of the R600-million Kgodiso Development Fund embodies entirely this ethos, supporting the broad socioeconomic imperatives of education, SMMEs, emerging farmers and enterprise development over five years. “This will include a PepsiCo-led initiative to create a food innovation ecosystem for South Africa,” the company furthers.

PepsiCo South Africa has recently pledged to drive its commitment to water stewardship in the country, signifying its dedication to sustainable growth, community well-being and environmental responsibility,

in recognition of the critical role water plays in the food system and its broader impact on the environment and communities.

“Our water stewardship journey is rooted in the belief that water is not just a vital component of our business but a lifeline for communities,” commented Steven Wolfaardt, PepsiCo South Africa Sustainability Lead. “We are collaborating with local partners and non-governmental organisations to launch communitydriven projects that enhance water access, quality and sustainability.”

Empowering poorer communities through water initiatives has been a critical arm of PepsiCo South Africa’s sustainability efforts, investing significantly to support access to safe water, sanitation, and handwashing facilities across provinces in South Africa through strategic partnerships with the National Business Initiative, the Water Research

Institute, and Save Our Schools.

“These initiatives encompass the construction of resilient water infrastructure, educational programmes on responsible water usage, and the promotion of water conservation practices among local residents,” Wolfaardt adds.

As a member of Alliance for Water Stewardship (AWS), PepsiCo South Africa views water stewardship as a collective effort requiring increased collaboration, advocacy, idea-sharing, and investment to address water insecurity, Wolfaardt stipulates. “At PepsiCo, we remain committed to ensuring long-term, sustainable water security, an essential element in building a sustainable food system for our business and the broader community.”

PEPSICO POSITIVE

As a global food and beverage leader, PepsiCo is acutely aware that climate change is the most pressing

Imagine communities where every tap has safe drinking water.

We Clean Water.

challenge of the twenty-first century, and perhaps the greatest, on a truly global level, that humankind has ever faced. Equally, however, PepsiCo South Africa recognises its own role in setting the standard in acting to address its impacts, as it sets about aiming to source and generate 100% of its electricity needs through renewable energy by 2030.

Taking actions such as adopting more energy-efficient manufacturing processes and shifting to renewable electricity, PepsiCo Positive places sustainability at the centre of how the company will create growth and value by operating within planetary boundaries and inspiring positive change.

“We are also advancing our sustainability agenda by further reducing carbon emissions in our

own operations and supporting our business partners on their journey by sharing best practices, building capabilities and collaborating on solutions,” says Wolfaardt.

Significant progress has alreadybeen made in this regard in South Africa: current installed capacity at 12 production sites and two distribution centres stands at 9.8 MWp, with total annual electricity generation amounting to 10,590,000 kwh and several new installations underway to join those recently having come online.

“We’re inspiring people through our brands to make choices that create more smiles for them and the planet,” PepsiCo South Africa emphasises. “We want to achieve net-zero emissions across our value chain by 2040, and, by 2030, reduce our greenhouse gas emissions by more than 40%,

doubling our prior climate goal, as PepsiCo continues to accelerate its renewable energy commitment by investing in more partnerships and new technologies designed to create positive outcomes for the planet and people.

“We’re building upon the history and progress we’ve made since PepsiCo was founded in 1965 and creating an even stronger foundation for the decades ahead,” the company concludes. “Achieving our vision requires that we continuously challenge ourselves to become faster, stronger and better, leveraging our scale, reach and expertise across the areas where it can have the greatest impact.”

BROLL

Always Opening New Doors

PRODUCTION: James Davey

Broll Property Group has long been turning opportunity into real achievement, developing a mindset that through every interaction and every small contact, there is the chance to do things better. This has grown in the business into a clear industry leader, and much opportunity remains, across the continent, for this expert organisation.

//It has long been said that those in business who can see opportunities through challenges - those that have clear vision, not stifled by short-termism – are those that are the true drivers of change. In Africa, where the challenges are easy to identify but the solutions less so, it is a paradox for true entrepreneurs – loaded with heavy anchors for slow, cumbersome businesses, but rife with opportunity for

// THE GROWING POPULATION MEANS A GREATER NUMBER OF OPPORTUNITIES IN EDUCATION, HOUSING AND HEALTHCARE //

those nimble and ambitious companies.

As the population swells, private companies and governments are looking at options in their countries to ensure the property demands are met with supply. Obviously residential is a concern and many are underway with aggressive new build campaigns. But in the commercial and industrial space, where businesses are positioned - creating employment and economic development - the environment is driven by the private sector.

By 2050, 2.6 billion people will call Africa home, and where they work will matter. Agriculture and industry remain the key sectors in Africa’s job market, but employment in these sectors is slowly shrinking. Digitisation and technology adoption are paving the way for significant growth in tertiary economic systems, and this will come with a different demand on property.

No one knows this more than Broll, the continents leading property group. Founded in 1975 as a property services business, the company has grown significantly to become a turnkey provider in the property industry. From administration, leasing, rental collection, facilities management, planning and design, through to greenifying and future proofing, this is a business that bleeds bricks and mortar.

RESILIENCE

In 2020, then-Broll MD Investor Services, now-COO Property Management, Nkuli Bogopa told Enterprise Africa that the company was becoming more resilient as it dealt with the challenges of lacking investor confidence and economic slowdowns in South and Southern Africa.

“Tough times require one to become more resilient, and

resilience is something we drill into our teams and the management of the organisation. You have to be tougher than the circumstances you find yourself in,” she said.

In 2022, COO: Africa, Jess Cleland told Enterprise Africa that the opportunities in the market are endless and that capitalising on prospects sometimes only takes looking at the problem with a different mindset.

“There are so many opportunities out there,” she said. “One has to shift away from this idea that investment property is only retail, office, industrial, and residential assets. Now, especially in Africa, real opportunities lie in segments of the market where there is the greatest socio-economic need – property that meets a social need – services that a government would normally provide

but where they might not have been able to keep up with demand. I’m talking about things like healthcare, education, infrastructure, affordable housing, student accommodation, data centres – those segments of the market, because of the pure supply versus demand, are where we will see real growth in the next 10 years.”

In 2024, business hurdles remain, economic challenges are here to stay, and it is easy to look on with peril rather than optimism. But Broll Group CEO Malcolm Horne is a glass half full character – an example to follow for many in the industry.

Taking up the role at the helm in 2003, Horne has always seen open doors where others see locks. While he admits that some issues are unwelcome, his leadership filters through 15 sub-Saharan African

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countries and 2000 employees, and the result is a positive mindset that contributes to a problem-solving culture that clients invest in.

“The growing population means a greater number of opportunities in education, housing and healthcare. I am surprised by the number of Nigerian and Ghanaian families who choose to educate their children in the United Kingdom and United States. With this becoming increasingly unaffordable, there is a real opportunity for private education providers across the continent,” he says

STRONG PORTFOLIO

Broll is active in education, providing integrated facilities management to a number of educational facilities across the continent. Here, the private sector is important as significant investment

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// IT’S ABOUT ACKNOWLEDGING THE HURDLES, LEARNING FROM THEM, AND EMERGING STRONGER THAN BEFORE

is required to get property out of the ground. When a site is up and running and Broll steps in to manage and maintain, government can provide support in service delivery but the building itself will typically remain in investor hands. This is an opportunity for attraction of new investment on the continent. The supply and demand facts are undeniable. Educational buildings are required – across most markets – and Broll is wellpositioned to support. Whether it’s

learning centres, accommodation, or research facilities, education is not only central to commercial development but also in societal advancement. Here, Horne is also looking for opportunities amidst challenges.

“Given the economic challenges being faced in Nigeria and South Africa, in particular, both are seeing a substantial increase in the loss of talented and highly educated professionals to Europe, Canada and the United States. This leaves fewer skilled people to fill roles as well as lower tax revenue for governments,” he says

For the property market, this is a challenge. Good businesses need great people to lead the way and human capital flight is damaging. At Broll, comprehensive learnership programs and apprenticeships are in place to help nurture and secure talent. That talent can eventually go on to support clients as they

navigate their own journey creating an environment where people can thrive.

“We understand the importance of investing in the next generation,” he adds, “which is why we offer internships and mentorship programs for young talent. These initiatives not only provide valuable experience and skills development but also pave the way for future leaders in the industry.

“Both the inward and outward creation of opportunity feeds back into the world in which we all live and work. A better world for Broll to operate in, and a better world for our friends and family to live in. Everyone wins.”

In South Africa, Broll’s home –where its HQ stands in Sandton – the ongoing problem of power supply leaves limited options for a property manager. While the company can help clients to invest in back up power and alternative options, or advise on mitigation against the loadshedding

schedule, if the lights go out Broll cannot switch them back on.

“Currently, the biggest challenge to this opportunity in South Africa, for example, is the country’s unreliable electricity supply,” says Horne.

However, Broll’s experience and deep understanding of the markets that it operates in – especially South Africa –means that it can offer up micro analysis of small details to help customers do the best possible in tough conditions.

“Our Energy, Water & Sustainability (EWS) service line is well positioned to assist clients in improving the overall productivity of their built environments, from minimising energy spending and reducing operating costs; to creating automated processes to ensure correct billing and recharging of accounts (smart metering); and coming up with mitigation strategies

to reduce the risks associated with energy scarcity and optimise asset maintenance via proactive data, amongst other,” the company states.

OPPORTUNITY ABOUND

While many consider if the challenge is worth the reward, Broll continues to deliver for clients, taking the built environment – a simple real estate number – and nurturing it to become something useful and proactive for businesses. Without the input of this expert service provider, many would face costs on a much higher scale. It’s tough, but it’s critical. An investment in Broll’s vision is a signal that you support sustainability.

“We understand that setbacks are not roadblocks but opportunities for growth. When we face adversity, we do so with grace

and unwavering determination. It’s about acknowledging the hurdles, learning from them, and emerging stronger than before,” says Horne

“I believe in the transformative power of opportunity. But not as a selfish endeavour - it’s not just about seizing it for ourselves, but about extending a hand to others and ensuring that everyone has a chance to thrive.”

Horne continues the message from Bogopa and Cleland, and reinforces a consistent message. There is always opportunity in real estate, and there is always major potential in Africa – it just takes intentional ambition and willingness to see it.

SANRAL

Superior Roads Build a Better South Africa

PRODUCTION: Eleanor Sarbutt-King

The overarching mission of the South African National Roads Agency (SANRAL) is to ensure that the national road transport system delivers a better South Africa for all. The organisation bills South Africa’s roads as its economic lifeblood - the ‘arteries’ of the country’s prosperity - and it is for the benefit of all that SANRAL is charged with delivering a safe, efficient, reliable, and resilient national road transport system.

A well-functioning, wellmaintained South African national road network entails benefits to economic growth, tourism, social development, and the creation of economic opportunities. Established in April 1998 to align with staunch government commitments to

transform the public sector, SANRAL harnesses a combined professional experience of more than 600 years and has at its disposal a wealth of core skills and experience in road development and management within a motivated and passionate team.

SANRAL’s Tshwane Pretoria head

office is bolstered by four regional offices: one in Tshwane and others located in Cape Town, Pietermaritzburg and Port Elizabeth. SANRAL’s mandate is clear and well-defined: to finance, improve, manage, and maintain South Africa’s vast, and expanding, national road network currently estimated at

INDUSTRY FOCUS: INFRASTRUCTURE

more than 750,000 kilometres - the 10th largest in the world - with some 22,000 of these under SANRAL’s management.

“Our vision is to be a world leader in the provision of a superior national road network,” SANRAL proclaims. “As the custodian of the national road network, we are committed to the creation of economic value for the nation, through the provision of road infrastructure with a motivated and professional team, consideration for community needs and state-of-the-art technology.”

EMPOWERING PROGRESS

SANRAL has, over the years, embarked on numerous empowerment initiatives, with some of the principal beneficiaries last year being SMMEs headed by people with disabilities in the construction of the notorious 19-kilometre stretch of the Moloto

Road. Most recently came March’s community development project in Tshatshu Village, near Zwelitsha, geared toward fostering local economic growth and empowering emerging contractors.

The project, connecting Tshatshu Village to key routes, has seen the involvement of 12 subcontractors responsible for crucial tasks like laying macadam, constructing kerbs and building pavements, requiring two to eight individuals each. The project’s impact extends beyond physical infrastructure, with participants gaining valuable, practical experience and skills, and even acting as a springboard to accelerate along Construction Industry Development Board (CIDB) certifications, all within a collaborative, supportive environment.

“SANRAL’S principal tasks are to strategically plan, design, construct,

operate, rehabilitate and maintain South Africa’s national roads in order to mobilise our economy,” the organisation delineates, “but equally to undertake research and development to enhance the quality of life of all South African citizens, with particular emphasis on their social and economic well-being.”

SANRAL’s efforts continue to be guided by its Horizon 2030 strategy, the roadmap defining its long-term vision ad the strategic steps necessary to fulfil this mandate. “This strategy requires us, as a public institution, to place stakeholder engagement at the heart of our work with communities and relevant interest groups,” reveals Chairperson, Themba Mhambi.

“Every SANRAL project must therefore embrace localisation in the form of the procurement of goods and services from local SMMEs and the employment of local labour. No SANRAL project must pass local communities by.”

DRIVING SA FORWARD

Many more SMMEs are set to feel the positive reverberations of SANRAL’s planned R740 million injection into six road maintenance projects in the Kou-Kamma Local Municipality in the Eastern Cape in the coming months. These include a periodic maintenance contract for the N2 National Road from Bloukrans River bridge to Storms River village intersection and another from Storms River village to Wittelsbos, worth R80 million R50 million respectively.

“The special maintenance project on the R62 national road between

// AS THE CUSTODIAN OF THE NATIONAL ROAD NETWORK WE ARE COMMITTED TO THE CREATION OF ECONOMIC VALUE FOR THE NATION

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the border of the Eastern Cape and Western Cape provinces is expected to start in June this year and over 30 SMMEs are expected to benefit, with over 200 job opportunities to be created,” said SANRAL project manager Siphesihle Bulose.

The scope of works will encompass the construction of surface seal, localised surface repairs, crack sealing and edge break repairs. “All SMMEs will be required to undertake assessment and class activities during the training, and they will have to demonstrate competence to be awarded the unit standard,” added Zenande Mpondo of SANRAL Southern Region’s Transformation unit of this golden opportunity for SMME contractors to enhance their business acumen and tendering skills.

In all, SANRAL’s tenders to be

awarded in the first part of this year are worth in excess of R6 billion, in turn entailing a huge boost to the construction industry. “SANRAL is currently adjudicating 77 tenders which will give the construction industry a good start,” informed SANRAL’s CEO Reginald Demana at the close of 2023, “helping to create thousands of jobs and inject billions of rands into the economy.

“We understand the role that construction and infrastructure development plays in the construction industry and we are squarely focussed on developing, maintaining and improving the national road network in line with our mandate from government.” Demana indicated that over 1,000 bids were received for the 77 tenders, in a clear and unequivocal reminder of the significance of SANRAL projects to

the whole construction industry.

“We are encouraged and at the same time humbled by this overwhelming response,” Demana commented. “It also tells us that the numerous engagements we had with interested and affected parties across the country has paved the way for more effective collaboration with all our stakeholders in the industry.”

“SANRAL’s projects are about more than just bitumen and concrete,” the company wraps up. “They encompass a broader vision of roads as catalysts for progress – connecting communities, driving economic growth and improving lives.”

CUMMINS SOUTH AFRICA

Powering a More Prosperous World

PRODUCTION: Jamie Waters

For more than 100 years, Cummins has created the power solutions people depend on. A global technology leader, Cummins is a corporation of complementary business segments that design, manufacture, distribute, and service an extensive portfolio of power solutions for a world that is always on.

INDUSTRY FOCUS: ENGINEERING

//“We exist to make people’s lives better by powering a more prosperous world,” Cummins outlines, founded in 1919 as Cummins Engine Company in Columbus, Indiana and one of the first diesel engine manufacturers. Today, the global power and innovative technology leader boasts a stuffed product range

// OUR LEADERS AND EMPLOYEES LIVE OUT OUR CORE VALUES AND LEVERAGE OUR COLLECTIVE DIVERSITY //

spanning internal combustion, electric, and hybrid power solutions, fuel systems, and automated transmissions, as well as electric power generation systems, batteries and fuel cells.

A staff body well in excess of 70,000 serves customers through a service network of approximately 450 wholly-owned, joint venture and independent distributor locations and more than 19,000 Cummins certified dealer locations, throughout close to 200 countries and territories.

“In each of our operating segments, we compete worldwide with a number of other manufacturers and distributors that produce and sell similar products,” Cummins says of its complimentary sections comprising components, engine, distribution,

power systems and low-to zeroemission solutions provider Accelera. “Our products primarily compete on the basis of performance, price, total cost of ownership, fuel economy, emissions compliance, speed of delivery, quality and customer support.

“Our history makes us proud, but it is the future that pulls us forward.”

EQUITY ACROSS AFRICA

“We pride ourself on being a diverse, community-minded technical leadervaluing and including our differences in decision making is our competitive advantage,” the company says, and strict adherence to this responsibility was in full evidence as it delightedly

Continues on page 50

© Cummins

Travelit takes the pain out of Travel Management at Cummins.

Madren Pitsi is Cummins Incorporated’s travel analyst for its Africa and Middle East (AMEA) region. Her many and complex responsibilities have all become simpler to fulfil thanks to Travelit, Cummins’ online travel management solution since 2020.

How has Travelit changed travel management at Cummins?

The entire process has become easier, from enforcing our travel policy – which is built into the Travelit system and booking tool – to reporting.

The booking tool is easy to use, either online or via the mobile app, saves us money on service fees and, because they can see all the options (and savings) on one screen, travelers are more likely to book the cheaper option. Our staff are very happy about having the control to make their own routine bookings, which also eases the pressure on the internal Travel team. The multiple reporting fields that allow you to choose the type of report you need improve our business intelligence.

Integration is at the heart of Travelit’s magic. The booking and approval process is seamless, all our preferred travel suppliers and the rates we negotiated are loaded in the system, cost centre allocation is automated and all documents, including invoices, can be accessed from the tool for post-trip reconciliation and expensing. The

tool furthermore keeps a full booking history, which is an auditing gift.

Travelit also has clever features that seem small but makes a big difference in the lives of corporate employees. For example, managers can simply delegate their approval roles to someone else in the system, instead of completing a delegation of authority document before going on leave.

How satisfied are you with the level of support you get from the Travelit team?

Very satisfied. Depending on what I need, either the implementation team, the key account manager or the consultant – who is masterful at dealing with complex international bookings – step in.

Why would you recommend Travelit?

It is one of the best and most user-friendly online tools I know of. I am also an advocate for innovation, new technologies and continuous improvement for sustainable travel solutions. Travelit ticks every one of these boxes.

INDUSTRY FOCUS: ENGINEERING

Continued from page 48

announced having collected the coveted Africa Champion Award, alongside an additional six gongs, at the prestigious Gender Mainstreaming Awards Africa (GMA) in October.

Now in its 11th year, GMA has quickly become a renowned platform that encourages the private sector to invest in achieving more meaningful representation of women in mainstream business, and

// WE ARE CONSTANTLY INNOVATING FOR OUR CUSTOMERS TO POWER THEIR SUCCESS //

celebrates businesses and individuals committed to taking significant steps towards highlighting the critical role of gender mainstreaming in driving positive change across the continent. The prestigious Champion Award recognises regional excellence and exemplary dedication to this endeavour, and acts as a glowing reflection of Cummins’ multifaceted approach to creating an inclusive and diverse work environment.

“We are honoured to receive these awards from GMA and Business Engage,” beamed Lamona Rajah, Strategic Recruiting Leader EMEA and former Diversity, Equity and Inclusion leader for the region of this testament to the company’s six-year progression and ongoing efforts

toward its regional DEI strategy.

“It is the culmination of collaborative efforts by leaders and employees across business segments and countries to live out our core values and leverage our collective diversity. We are committed to winning with the power of difference.”

The Cummins Africa Middle East region has implemented various initiatives to foster an inclusive work culture where all employees are given equal opportunities to thrive and succeed, added Thierry Pimi, VP Cummins Inc. and Managing Director Cummins Africa Middle East added. “DEI is a core value to Cummins, and we are very proud of our journey of driving progress in gender inclusion as a focus pillar of our Diversity strategy in Africa

CUMMINS SOUTH AFRICA

Middle East. We will continue in our focus until we achieve equal parity in gender representation in our leadership and our organisation at large.”

GENERATION ACROSS GENERATIONS

The culmination of almost 60 years of innovation and resulting in even more power for a far broader range of applications, Cummins announced at the close of 2023 the addition of three new generator sets to its armoury. The C1760D5, C1875D5 and C2000D5B models are engineered and optimised for diverse power applications and join the two existing products built on the same engine platform.

They are powered by the proven and well-respected KTA50 engine series, well-known in the industry

for delivering reliable power, low emissions and fast response to load changes and globally acknowledged as robust and highly cost-effective diesel engines in their class.

“We are excited for the new models in this power range,” shared Ignacio González García de Quevedo, Executive Director Powergen Markets EMEIA. “They will offer our customers a complete and flexible product with even higher power density from a product that has been supporting their needs for nearly 60 years.” The new generator models are added to the existing KTA50-powered line, including the C1400D5 and C1675D5A, famed for their durability and dependability.

“Our business is endlessly shaped by our customers - what

they need defines us - and we are constantly innovating for them to power their success,” Cummins concludes of one of its central pillars, “collaborating across teams, functions, businesses and borders to deliver the best work and superior results. Whether their challenges are personal, or global, we do everything in our power to solve them.

“Always trusted, always innovating and always customer-driven, we create the power solutions that the world depends on; however good we are today, though, we know the best is yet to come.” WWW.CUMMINS.COM

© Cummins

EXHIBITION CALENDAR

KEY UPCOMING EVENTS ACROSS THE REGION

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

APR 7

MAY 7

INTERNATIONAL LUXURY TRAVEL MARKET AFRICA

APR 7-9 | CAPE TOWN

Whether you’re looking to break into the African market, or you’ve been working in the region for some time now, ILTM Africa is an essential sales and marketing opportunity for travel specialists. At its heart, the show is highly curated meetings between the region’s most exclusive and sought after travel experiences and the world’s leading travel agents and advisors. Whatever your strategy or needs - this is the place to be for meeting new clients, generating new leads and forging lasting relationships.

SECUREX WEST AFRICA 2024

MAY 7-9 | NIGERIA

Forming part of the Securex Brand, Securex West Africa is one of three continental exhibitions that bring together security, fire and safety professionals across the security supply chain.

Detection alarm systems, Safety and Security Glass, Metal Detectors, CCTV/ DVR, Smartcard Tech, Locks, Security Doors, Fencing, Intruder Detectors, Access Control Systems, ID, Biometrics, Cyber Security Software, Communications Equipment, Smart Home, Cargo Screening, Prison Services, Government, Police, Army, Maritime, Fire Protection Equipment, Firefighting Equipment, Fire Prevention and Detection, Fire Training, Emergency Alarms, PPE, Risk Assessment, Hazardous Material Handling, Safety Software, Waste Management, Health and Safety Training and much more...

MAR 26

APR 6 APR 7

APR 24

NIGERIA PLASTPRINTPACK 2024

LAGOS | MAR 26-28

RAND SHOW

JOHANNESBURG | APR 6-10

INTERNATIONAL LUXURY

TRAVEL MARKET AFRICA 2024

CAPE TOWN | APR 7-9

MMEC - MOZAMBIQUE MINING, OIL & GAS AND ENERGY CONFERENCE AND EXHIBITION 2024

MAPUTO | APR 24-25

MAY 7

MAY 10

MAY 28

MAY 28

ENLIT AFRICA 2024

MAY 28-39 | CAPE TOWN

Enlit Africa is where the most influential energy companies come together to drive opportunity. The conference is widely regarded as the critical business event of the year. This is where the ‘who’s who’ of the sector gather to exchange new ideas and form business relationships that fuel innovation and opportunity. Our event brings together the entire value chain across: Power, Energy, and Water.

WE POWER YOUR INTERACTIONS

“We power your interactions” is more than just a tagline – it’s our promise to you. Our structured event is designed to open up conversations, create opportunities, and shape the future. Our team is dedicated to achieving your mission, ensuring that you walk away inspired and equipped with the tools to take the next big step in Africa’s energy transition. We’re committed to helping you connect with the right people, so that you can expand your network and achieve your business objectives. At Enlit Africa, we’re more than just an event – we’re a catalyst for growth and progress.

SECUREX WEST AFRICA 2024

NIGERIA | MAY 7-9

ORGANIC & NATURAL PRODUCTS

EXPO AFRICA - CAPE TOWN 2024

CAPE TOWN | MAY 10-12

ENLIT AFRICA 2024

CAPE TOWN | MAY 28-30

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