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EXCEEDING EXPECTATIONS AND CREATING OPPORTUNITIES
The Coastal Region, Coca-Cola Beverages South Africa, has a new General Manager
HUGE NEW WIND FARM IN MPUMALANGA
Seriti Green sees massive opportunities in the renewable sector
100 YEARS OF MAKING CARS IN SOUTH AFRICA
DIGITAL SKILLS EVERY LEADER NEEDS
The modern business leader needs digital skills to manage the future
HAVING LED A REMARKABLE FINANCIAL TURNAROUND, JULIAN PALLIAM, FOSKOR CEO AND PRESIDENT, IS FOCUSSED ON CREATING A SUSTAINABLE BUSINESS THAT HELPS FEED THE NATION
Real Time 24/7 online access to:
• Multi language.
• Quote effective Certification Cost Calculator.
• Application submission with REAL TIME status updates on certification progress.
• DATA captured once - is thereafter selected by means of a drop down menu for future applications.
• Globally consolidate, manage, maintain and retain your live record of all your Certified DRC Imports & Exports with a Validated Certification history from Day 1.
EDITOR’S NOTE
Can industrial policy stand the strain?
SACCI
SACCI has been active in hosting a series of trade delegations from South America and Asia, as well as working to coordinate business relationship across the African continent.
PROMOTING FOOD SECURITY, BUILDING A SUSTAINABLE BUSINESS
Foskor’s remarkable financial turnaround has not only ensured reliable and increasing supplies of vital fertiliser, it has put the company on a firm footing for future expansion.
AT THE COALFACE OF CHANGE
Reflecting on the burning issues of sustainability and the coal-mining sector, Arjen de Bruin, Group CEO at OIM Consulting, writes on the state of play in South Africa.
THERE IS A HUGE OPPORTUNITY
Opportunity spoke to Peter Venn, CEO of Seriti Green, about his company’s multi-billion-rand new project in Mpumalanga and about the state of the renewable energy sector in South Africa.
MPUMALANGA’S RENEWABLE SHIFT TO SUSTAINABILITY
Mpumalanga is emerging as a pivotal player in South Africa's dynamic renewable energy landscape, writes Santosh Sookgrim, Senior Technical Advisor at the South African Wind Energy Association (SAWEA).
NEW PRODUCT OFFERS HOUSEHOLDS CHEAPER POWER
South Africa’s first residential-power-purchase agreement comes in the context of rising electricity costs. Xavier Louw, Director of Operations at GreenSun Renewable Energy, says the opportunities are endless.
100 YEARS OF MAKING CARS IN SOUTH AFRICA
The South African automotive industry has developed into a sophisticated and varied sector which makes an important contribution to the country’s export basket. By John Young.
TIH Advisory offers financial advice and a wide range of insurance and investment options. CEO Bongani Mageba outlines how important it is to have a tailored plan to suit specific needs.
Why is business insurance essential?
No matter the size of the business, risks are present. Small businesses may be particularly vulnerable because a single large claim or lawsuit can threaten their financial viability. Insurance helps cover costs related to legal claims and damages – and even business disruptions. By having the right insurance, businesses safeguard their assets, employees and reputation, ensuring continuity in case of disasters or unforeseen risks.
What are the key types of business insurance policies which business owners should consider, and how do they differ?
• General liability insurance: Protects against third-party claims for bodily injury and property damage. It’s broad and covers many of the common risks businesses face.
• Property insurance: Covers damage to business property, including buildings, equipment and inventory in the event of fires, theft or natural disasters.
• Vehicle insurance: Covers vehicles used for business purposes, offering protection against accidents, theft and liability.
However, there is also specific insurance that covers unique nuances of a business. TIH Advisory specialises in providing advice on cover for over 700 different business types. The bottom line is that no business has the same needs and that’s why personalised advice is important.
What is the role of business-interruption insurance, and why should it be a key part of a company’s risk-management strategy?
It’s designed to protect your business from losing income as a direct result of physical damage to your business property by a covered event as specified in your policy. This coverage is crucial because, even with property insurance, businesses may suffer financially if they are unable to operate for an extended period. Business-interruption insurance helps bridge the income gap, allowing the company to continue paying its obligations and minimising long-term financial damage. In today’s environment of increasingly unpredictable events, it’s a vital component of a comprehensive risk-management strategy.
What is the difference between specialist liability and a standard business-insurance policy?
Specialist liability insurance provides coverage for specific risks and industries that may not be covered under a standard business-insurance policy. It addresses concerns unique to certain
Bongani Mageba, CEO of TIH Advisory
professions or sectors. For example, professional-liability insurance covers errors, omissions or malpractice in the legal profession or consulting, where a standard general-liability policy wouldn’t apply.
A standard business insurance policy – such as general liability or property insurance – offers broad coverage that may not address specific risks that arise from professional services, product manufacturing or industry-specific hazards. Businesses in specialised industries often require additional or custom policies to ensure comprehensive protection.
How can businesses assess the right amount of coverage they need for their operations?
TIH Advisory can help. We will take the time to understand your business and the goals you have before we advise you and do a thorough assessment to identify your insurance needs.
For advice on your risk management strategy, contact us today.
https://tihsa.co.za
TIH Advisory is powered by some of South Africa’s leading licensed insurers and financial service providers. Ts & Cs Online
TECHNOLOGY IS RESHAPING TRANSPORT
Erik Bergvall, MD, Scania Southern Africa, stresses the importance of data in successfully transforming the sector.
DIGITAL SKILLS EVERY LEADER NEEDS
Data analytics has proven to be a game changer in the business world but it is just one of the many digital skills that the modern business leader needs to manage the future. By Cohen Appanah.
THE POWER OF LOCAL
Local ecommerce marketplaces can hold their own against international competition, according to Bob Group’s Managing Director, Andy Higgins.
PROMOTING ROBOTICS AND DIGITAL LITERACY
Building a competent, confident and capable future workforce.
MEETING ESG DEMANDS IS POSSIBLE
The country’s challenging landscape can make life difficult for local companies but as WWISE explains, standardisation is proving key to their resilience.
MAKING A CONCRETE DIFFERENCE
Colossal Concrete Products Chief Executive Officer, Gwen Mahuma-Madida, and Chief Operating Officer, Mmapitso Kiewiet, believe South Africa’s rail network will be restored, contributing towards economic recovery.
HAS ORGANIC WINE REACHED ITS “TIPPLING POINT”?
The organic wine sector is rising to meet the challenge, both globally and at home. Spier Wine Farm near Stellenbosch is a leader in this field.
ECONOMIC DATA
The latest economic data issued by SACCI: Business Confidence Index (BCI) and Trade Conditions Survey (TCS). 42 44 48 50 54 58 60 65 44
StocklogCC director, Geraldine Stock, outlines her company’s expansion plans, building on a reputation for efficiency, reliability and safety in the maritime and offshore, naval, merchant shipping, food and beverage and other industrial sectors.
Please tell us about StocklogCC.
StocklogCC specialises in providing gas-compression solutions for the South African Navy and various industries including oil and gas, petrochemical, power generation and industrial manufacturing. Specialisations include design, manufacturing, installation and maintenance of custom-engineered compression systems.
What gives you a competitive advantage?
Our expertise allows us to serve diverse clients with unique compression requirements, helping them enhance efficiency, reliability and safety. We specialise in designing and engineering bespoke compression systems that are tailored to the specific requirements of each client.
Our team of highly skilled and experienced engineers and technicians enables us to deliver cutting-edge solutions and provide top-notch service. StocklogCC has implemented ISO9001:2015 since 2016 and is committed to delivering high-quality products and services that meet the industry standards for performance, safety and durability.
Our dedicated customer support team is prompt and responsive to clients’ needs.
What are your vision and mission and where do you see growth opportunities?
To become a leading provider of innovative and reliable gascompression solutions that drive efficiency and productivity for our clients in the gas-compression industry. Our mission is to continuously deliver high-quality, customised compression systems while maintaining a strong focus on customer satisfaction and sustainable practices.
We see significant growth opportunities in renewable energy, digitalisation, emission reduction and global expansion. The expansion of gas exploration and production activities in emerging markets presents opportunities for providing gas-compression solutions to support infrastructure development. StocklogCC aims to capitalise on these growth opportunities and further strengthen its position in the gas-compression industry.
What role does StocklogCC play in job creation?
Direct employment: StocklogCC itself employs individuals for various roles within the company such as warehouse staff, delivery drivers, service technicians, accountants and managers.
Supply chain: We require inputs from various suppliers and partners so by sourcing products and services from other businesses, we indirectly support jobs in those industries.
Induced jobs: The economic activity generated by StocklogCC's operations can lead to induced employment opportunities in the local community, with the majority of employees living within 5km of StocklogCC.
Spin-off jobs: StocklogCC's presence can attract other businesses and investments, leading to the creation of spin-off jobs. For example, a well-established StocklogCC facility may encourage related businesses to set up operations nearby, creating additional employment opportunities.
What advice would you offer to women pursuing careers in this industry?
For women pursuing careers in the gas and air-compressing industry, here is advice to consider: educate yourself; gain experience; networking can provide valuable insights, mentorship and potential job opportunities; showcase your technical skills, problem-solving abilities and adaptability; challenge stereotypes; seek support. Remember that diversity in the workplace brings different perspectives and ideas, which can lead to innovation and improved outcomes. Stay determined, resilient and passionate about your career goals.
Are there any specific projects you would like to highlight?
StocklogCC will expand with a subsidiary or a partner to the Gauteng and Bloemfontein areas to support our existing and new customers. At the same time, we are looking for partners in Angola, Namibia, Botswana, Zimbabwe and Mozambique.
We also aim to driving the compressor rental business to the next step, and of course, to create more employment.
• Gas / Air Compressors from 0.8 up to 500bar(a)
• Gas / Air Purification
• Gas / Air dryers
• PSA System
• Self-Cleaning Water Filtration
• Valves to VG Standard
• Valves
• Condensate Management system
• Service for all brands and types of compressors
Geraldine Stock, StocklogCC Director
“Industrial policy” is a short phrase with a long history and a complicated legacy. Every nation state has one, reflecting particular conditions and priorities.
In simple terms, industrial policy sets out a country’s economic goals. A nation might want to increase exports, support local manufacturing or shift the economy to a more technologically advanced level. The post-Covid reality, infused as it is with the insecurities of disrupted supply chains, multiple wars and rising tensions between the world’s most powerful states, is that industrial policy has mostly come to mean tariffs.
Tariffs support local manufacturing but are barriers to free trade. The barriers put in place by President Donald Trump were not removed by President Joe Biden because the idea that tariffs protect jobs has taken hold in the USA, as it has in many nations.
African nations have signed up to the African Continental Free Trade Area (AfCFTA) but how does this agreement square with the injunction to “buy local”?
The various iterations of state support programmes of the South African automotive industry – the Motor Industry Development Programme (MIDP), the Automotive Production Development Programme (APDP) and the APDP Phase 2 (APDP2) – have been successful in boosting exports and creating jobs. How well will this industrial policy sit with other African nations in the context of AfCFTA?
The EU faces a similar quandary: it is contemplating support for manufacturers of solar panels, a strategic industry threatened by cheap Chinese imports, but will consumers be happy to pay higher prices?
How will industrial policy evolve as the world closes in on the year 2030, a marker chosen by the Paris Agreement for a significant reduction in greenhouse gas emissions? Industrial policy is set to become even more complex.
In this issue, we look back on a century of making vehicles in South Africa and Erik Bergvall, MD, Scania Southern Africa, stresses the importance of data in successfully transforming the road-freight sector.
Transformation is what occurred at Foskor. Having experienced years of financial loss, adroit reading of market conditions has put the company in a strong position, both at its mine in Limpopo and the Acid Division in Richards Bay. The CEO of Seriti Green, Peter Venn, gives insights into the company’s vision for the country’s biggest wind farm going up in Mpumalanga and reflects on the national renewable energy scene.
Santosh Sookgrim, Senior Technical Advisor at the South African Wind Energy Association, writes on how Mpumalanga is transforming from an energy powerhouse driven by coal to a centre of wind power. Homeowners now have a chance to buy power from a private operator, with the launch by GreenSun Renewable Energy of a power-purchase agreement.
Consultants Simone Samuel and Karina Govender run the rule over the importance of adhering to the standards set out by the International Organization for Standardization in pursuit of achieving ESG goals.
Cohen Appanah highlights five essential qualities for successful leaders of the digital future. These range from understanding cybersecurity to ethics and the use of technology to manage and lead teams. The arrival in South Africa of powerful international competition in the ecommerce marketplace does not mean that local platforms are finished. Far from it, writes Bob Group’s Managing Director, Andy Higgins. There is light at the end of the tunnel for South Africa’s railway network, according to Colossal Concrete Products, Southern Africa’s largest producer of precast-concrete railway sleepers. Spier Wine Farm is leading the way in cultivating organic wine and the state of the sector is analysed.
John Young, Editor
www.opportunityonline.co.za
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Digital cash payments, advanced fleet and vehicle management systems with GPS, camera monitoring, fuel rebates and a modernised scholar-transport system. All of these things will be available to taxi commuters and taxi owners once the Wealth On Wheels (WOW) platform is rolled out. WOW is an initiative led by the South African National Taxi Council (SANTACO) business arm of the Eastern Cape Transport Tertiary Cooperative Limited (ECTTC), in partnership with FORUS Digital and Ecentric Payment Systems. WOW aims to revolutionise South Africa’s minibus taxi industry through innovative digital solutions. Statistics South Africa estimates that the minibus taxi industry is the main daily mode of transport for approximately 10.7-million citizens. There are approximately 250 000 to 300 000 minibus taxis in the country, belonging to an estimated 20 000 owners and 1 200 taxi associations. WOW-branded taxis were exhibited at the 42nd Southern African Transport Conference (SATC) held at the CSIR International Convention Centre in Tshwane in July 2024.
The International Research Centre on Artificial Intelligence (IRCAI), an organisation under the auspices of the United Nations Educational, Scientific and Cultural Organisation (UNESCO), data-science platform Zindi and Amazon Web Services (AWS) have announced the launch of the “AI for Equity Challenge: Climate Action, Gender, & Health”, a six-month global virtual contest to support researchers, non-profits and startups applying advanced cloud computing and artificial intelligence (AI) to create new solutions that address gender and healthy equity issues exacerbated by the climate crisis. The AI for Equity Challenge, hosted on the Zindi platform, aligns with the Amazon Sustainability Data Initiative’s (ASDI) mission to accelerate sustainability research, innovation and collaboration by minimising the cost and time required to acquire and analyse large sustainability datasets. ASDI works with sustainability-focused organisations and government agencies to host and deploy key datasets on the AWS Cloud, including weather observations and forecasts, climate projection data, satellite imagery, hydrological data, air quality data and ocean forecast data. The challenge, which is a social coding competition, will focus on building new programming that supports more equitable futures at the intersection of gender, health and climate action.
A Green Hydrogen Centre of Specialisation has been launched at the Council of Scientific and Industrial Research (CSIR) in Pretoria. Centres of Specialisation (CoS) focus on particular skills that the country needs, with select tertiary institutions and TVET colleges hosting the centres, complementing existing degrees and NQF level 5 or higher occupational qualifications. The signing ceremony in October 2024 was attended by representatives of the parties who will make the Green Hydrogen CoS a reality: the Chemical Industries Education & Training Authority (CHIETA), the Mining Qualifications Authority (MQA) and the Transport Education Training Authority (TETA). Under CHIETA’s guidance, the CoS will tackle various aspects of the green hydrogen value chain, drawing on the skills mapping conducted by the Department of Higher Education and Training. By addressing these value-chain elements, the CoS establishes itself as a comprehensive training hub. The CoS will offer hybrid training focusing on Continuous Professional Development (CPD), aligned with the increasing demand for upskilling and reskilling in the rapidly evolving green hydrogen and derivatives industry.
SITA, an established aviation technology provider, has launched an IT solution for the maritime sector. SmartSea, powered by SITA, aims to digitise the maritime industry by transforming the maritime digital ecosystem through the development of an integrated maritime management platform and the establishment of a broad portfolio of services both onboard and ashore. An initial agreement with Columbia Shipmanagement (CSM), a ship manager and maritime service provider, will kick off this journey to accelerate digitalisation. The CEO of SITA, Julian Panter, pictured, says, “The maritime industry has been working hard to elevate itself to the levels of the automotive and aviation industries from a technology perspective and the inclusion of SITA will dramatically fast-track the process, enabling the maritime sector to catch up. SmartSea will be the platform that will bring the latest technology from aviation to the maritime industry.” SITA serves 95% of international destinations in the air travel industry and over 2 500 airlines, airports, ground handlers and governments.
Following a successful pilot project in 2023, Vuma has launched its Vuma Key product, affordable uncapped fibre service priced at just R99 per month. Vuma Key is a prepaid service with no penalties for missed recharges, designed specifically for low-income households earning less than R5 000 per month. This price is equivalent to R3.30 per day, or less than 83c per device per day.
The offering has been in the pilot phase in selected Alexandra, Gauteng, and Kayamandi, Western Cape, households. Vuma Key gives all users in a household unlimited access to fast connectivity in abundance. The entry-level product offers a download speed of 10Mbps, an upload speed of 5Mbps and supports up to four simultaneous devices, making it a budgetfriendly solution for households seeking fast and reliable Internet. “Vuma Key has been designed specifically for communities that have traditionally been beyond the reach of high-speed, high-volume uncapped Internet,” says Dietlof Mare, CEO of Maziv, Vuma’s parent company.
SACCI has been active in hosting a series of trade delegations from South America and Asia, as well as working to coordinate business relationships across the African continent.
The South African Chamber of Commerce and Industry (SACCI) is the voice of business, advocating for growth and opportunity across all sectors. One of SACCI’s key pillars is Inclusive Economic Growth and Employment Creation. SACCI is committed to promoting investment and trade in South Africa and the broader region, with the goal of fostering sustainable economic growth and creating quality jobs across various industries.
To support this mission, SACCI has launched a series of trade delegations aimed at facilitating commercial exchanges and building partnerships.
Colombian contact
In August, in collaboration with the Embassy of Colombia in South Africa, SACCI hosted the ProColombia SHE Export to Africa Initiative. ProColombia, Colombia’s promotional agency, brought 24 Colombian companies on an exploratory mission to South Africa, their first on the African continent.
This initiative created a valuable opportunity for South African companies to:
• Establish direct connections with Colombian suppliers, laying the groundwork for future business ties.
• Help Colombian companies adapt their product offerings to the South African market, including support with product validation, packaging design, language, labelling and colour customisation.
On 28 August 2024, SACCI co-hosted the Africa Business Connect Forum, a key platform designed to foster strategic partnerships and unlock business opportunities across the African continent. The forum brought together African business leaders, investors and key stakeholders to explore avenues for growth, investment and collaboration, emphasising Africa’s potential as a dynamic hub for global trade.
Additionally, on 16 October 2024, the Ninh Binh delegation, led by Mr Mai Van Tuat, Permanent Deputy Secretary of the Provincial Party Committee and Chairman of the People's Council, met with SACCI leadership during its visit to South Africa and Egypt. Ninh Binh, located 100km south of Hanoi, boasts abundant natural resources, strategically developed infrastructure and has significant growth potential, particularly in tourism.
The delegation sought to engage with key stakeholders in commerce and tourism, aiming to share insights and explore opportunities for collaboration in tourism management and economic development.
Looking ahead, SACCI is excited to partner with the Vietnam Embassy for the Vietnam-South Africa Investment, Trade and Tourism Promotion 2024. The event will highlight the potential for collaboration in investment, trade and tourism between South Africa and Vietnam, with a particular focus on the strategic advantages of Hanoi.
SACCI will also be co-hosting an event with the Embassy of Indonesia, further strengthening ties and exploring new opportunities for trade, investment and cooperation between South Africa and Indonesia.
In a world where trade and people-movement are well and truly borderless (but not seamless), making valuable business connections is more important (but harder) than ever. We have information at our fingertips, making the distilling of information and networks more important than ever, especially when venturing into new markets. The South African Chamber of Commerce UK exists to do just that for its members and partners.
It is an umbrella organisation and conduit for trade, community and investment into and out of South Africa and it is a nonprofit, member-funded organisation consisting of individual and corporate members and supported by affiliated stakeholders. The SA Chamber UK is a forum and meeting point for businesses who have an interest in both the UK and South Africa to facilitate the development of business opportunities.
The SA Chamber UK values its relationship with SACCI via its Chamber membership. The opportunity to engage with SACCI and the other Chamber members offers a fantastic opportunity to learn about sectors, regions and challenges and opportunities. With this information and collaboration, Chambers can identify opportunities to collaborate to meet mutual goals, adding further value for members.
As South Africans and South African businesses continue to go global, we saw a need to support on ground level. This led to the establishment of smaller concentrated Chapters where Chapter
leaders are resident and have granular market knowledge and networks. The Chapters are touchpoints to embed the SA Chamber UK members’ offering in the following ways: offer advice to members; provide a united voice; provide training opportunities; provide a central body for the administration, research and lobbying; provide a forum to promote business opportunities; provide proactive facilitation of business introductions.
The SA Chamber UK brings under one management structure activities offered by the SA Business Club, the Breakfast Indaba, trade missions, SA Business Awards, Mamba Mentors, board member events, white papers, research and open letters to government, training activities and various ad-hoc activities and events.
The setup of the SA Chamber UK has been ratified by the South African government and the SA High Commissioner in London. We also are proudly supported by the Department of Trade, Industry and Competition (dtic) and the UK’s Department for Business and Trade South Africa.
The Gauteng Chapter recently hosted an event at the residence of UK Trade Commissioner for Africa John Humphrey where the topic of discussion was “Unleashing South Africa's economy through infrastructure”. Minister Dean McPherson and a panel of industry experts left guests excited about the country's future.
The Northumbria University SME Commonwealth Conference in Newcastle was an occasion to promote collaborative relationships between the university, the private sector and the Commonwealth Secretariat. Northumbria University has since offered to do coding and technology creation for other South African-linked organisations.
The SA Chamber UK believes in doing business for good and that a thriving business environment can be an incredibly powerful force to unite people across borders, contribute towards global betterment of society and drive a better future for all.
Reach out to our regional Chapter Heads if you would like to connect: Western Cape, Natalie Naudé; KwaZulu-Natal, David White; Gauteng, Sean Godoy; East of England, Tania Verdonk; Isle of Man, June Whiteman; South-west England, Anette Christie; Jersey, Timothy Townsend; Global SA Chamber UK Administrator, Annette Christie.
Website: www.southafricanchamber.co.uk
Foskor’s remarkable financial turnaround has not only ensured reliable and increasing supplies of vital fertiliser, it has put the company on a firm footing for future expansion.
Food security is always an important and urgent matter but it is not an issue that is always widely reported. When the global Covid epidemic was quickly followed by war in eastern Europe, supply chains were disrupted to such an extent that shortages of food and medicine became an everyday concern for people across the world.
Not the perfect time to take over the reins of a large and diverse company which reported a 2021/22 financial loss of R541-million, you might think. But that is what faced Julian Palliam when he was named Chief Executive Officer (CEO) of Foskor in March 2022.
Foskor is a producer and distributor of phosphate rock, phosphate-based fertilisers, sulphuric acid, phosphoric acid and magnetite locally and internationally. Granular fertilisers are the
core ingredient in nitrogen, phosphate and potassium fertiliser products known as NPKs. The company employs approximately 1 500 people in three locations: the Phalaborwa Mining Division, the Richards Bay Acid Division and the head office in Midrand.
It is often said that times of crisis can be times of opportunity. And so it proved for Foskor. By ramping up production of the vital ingredients for fertilisers which is the core of its business, Foskor was able to increase its order book in Europe, Asia, Latin America, the Middle East, in South Africa and across the SADC region.
With commodity prices rising at the same time, company revenue increased exponentially but there were also several measures taken to improve performance through cost efficiencies and the recovery of impairments on financial assets.
Foskor is the leading domestic producer and supplier of phosphate-based products: phosphate rock, phosphoric acid and monoammonium phosphate. Beyond serving the local market and SADC regional markets (DRC, eSwatini, Zimbabwe, Zambia, etc) Foskor supplies phosphoric acid and mono-ammonium phosphate to international markets, particularly India, the world’s largest market of phosphate products. The company also supplies phosphoric acid to other international markets (Brazil, Bangladesh, Saudi Arabia, United Arab Emirates, Belgium and France). While the bulk of phosphate-rock concentrate is used in the Foskor phosphoric acid manufacturing plant, available products are also exported to international markets (Belgium, Netherlands, Norway, Lithuania, New Zealand and Japan).
In addition to its bursary and leadership programmes, Foskor, in partnership with chemical training authority CHIETA, has over the last few years spent more than R4.5-million on learnerships, apprenticeships and work-integrated learning programmes.
Foskor turned a profit and is now standing stronger than ever before.
The Mining Division reports an improved safety record, maintenance of a high standard of quality management and the successful conversion of mining rights. In addition, various infrastructure improvement projects are progressing well.
At Richards Bay the Acid Division has three sulphuric acid plants, two streams of phosphoric acid plants and a granulation plant to make granular fertiliser products. Phosphoric acid is either exported in its acid form, sold locally, or used in the production of granular fertiliser at Foskor. Granular fertiliser is mainly sold locally. A recent highlight for this division is the development two new granular fertiliser products.
In June 2023 the CEO and President of Foskor, Julian Palliam, was elected as a board member of the International Fertilizer Association (IFA). This gives Foskor an opportunity to be on the international map and to participate in provision of direction to the future of the fertiliser global industry, as well as to foster partnerships with global players to ensure future sustainability of the industry.
The IFA has about 450 members in 80 countries and aims to promote the efficient and responsible production, distribution and use of plant nutrients. The 2023 IFA conference topic was, “Where Food and Energy Market Meet”.
Palliam, who held several senior positions at ABB before joining Foskor as Chief Financial Officer in 2019, is credited with having the necessary strategic vision at a critical time for the company.
The improved financial performance of Foskor has revived the possibility that the company may be listed on the JSE. With a R2.8-bllion profit in the financial year to the end of March 2023, the possibility of a listing has increased after years of losses. The
company’s biggest shareholder, the Industrial Development Corporation, has signalled its intention of selling down its majority share. If this were to happen, the injection of new shareholder capital would further boost Foskor’s prospects.
If Foskor were to expand, jobs would be created and Foskor is active in helping create the next generation of engineers. The Foskor Graduates and Graduates in Training bursary programme is currently supporting 14 students in mechanical, electrical, mining, chemical and electronic engineering, accounting and geology.
In addition, Foskor runs a Leadership Development Programme in partnership with the University of KwaZulu-Natal (UKZN). The programme aims to build a talent-development culture aligned with Foskor’s philosophy, vision and values. As a skillsbased organisation, Foskor recognises the importance of talent management. The development programme was designed for the middle and senior management to improve their management leadership skills.
Topics covered include an understanding of key theories and approaches of leadership and management, knowledge of leadership roles and techniques, development of an ability to gather, evaluate and use information to make informed and wellreasoned decisions, an understanding of communication theory, and the ability to communicate effectively with a wide range of audiences, using an array of media and types of technology, and an understanding of ethical behaviour in leadership and management.
When Palliam congratulated the participants during the latest graduation ceremony, he encouraged them by sharing the famous quote by Steve Jobs, “Stay hungry, stay foolish.”
By Julian Palliam, President and CEO of Foskor.
When the Ministry of Agriculture, Land Reform and Rural Development, released the National Food and Nutrition Security Survey in October 2024, the focus was very much on how to achieve sustainable food security for all. While South Africa is relatively food secure as a country, the survey highlighted the fact that, at household level, many of the country’s people struggle with access to food.
According to Statistics SA (Stats SA), around 80% of households report having adequate access to food, which places South Africa around the midway point on the Global Food Security Index. However, 15% of households (2.6-million) report having inadequate access to food and a further 6% (1.1-million) report having severely inadequate access to food.
There are many structural and economic reasons for this, but the question we need to ask ourselves is simple: what do we need to do in order to alleviate the situation as quickly and effectively as possible? To put this challenge into context, South Africa is one of 106 countries worldwide that recognises the right to adequate food and clean water as a basic human right. Further, when the member states of the United Nations – including South Africa – adopted the 2030 Agenda for Sustainable Development in 2015, they defined the elimination of poverty and hunger as the top two Sustainable
Development Goals (SDGs). The fulfilment of these goals depends on food security, better nutrition, sustainable agriculture and access to meaningful work. This provides us with clear areas of focus; what we need are defined ways in which to realise the full potential in each of these areas.
The three-pronged approach
The burning question we therefore need to answer is, how do we get more food of better quality onto more tables?
It goes without saying that a thriving and productive commercial agricultural sector is vital. At Foskor, it is our mission to be an enabler of agricultural production, both in South Africa and around the world. At home, we are the leading supplier of phosphate-based fertilisers to the agricultural sector and we export our products to international markets as diverse as the SADC countries, the DRC, Brazil, India, France, Norway and Japan. Supporting efficient food production at scale by providing access to seed, fertilisers and equipment has to be the first –and primary – prong to the food security solution.
Secondly, we need to develop knowledge, skills and capacity within the agricultural and related sectors. This is necessary not only to improve productivity and support economic growth but because these sectors are significant employers. Agriculture alone
The Acid Division manufactures phosphoric acid and granular fertilisers at Richards Bay in KwaZulu-Natal.
employs approximately 5% of the working population and there is no doubt that access to decent, reliable work alleviates poverty and hunger for employees, their families and communities alike.
The need to develop skills in these sectors is urgent and requires coordinated cooperation between the public and private sectors.
For a start, skills development levies enable government to fund essential education and training programmes, which are aimed at filling the gap for skilled farmers, farm managers, technicians and agronomists. But private sector programmes that harness the power of e-learning to provide industry-relevant and accredited agricultural education have an equally important role to play, especially at community level.
Partnerships like the one Foskor has with AgriColleges International are taking agricultural education into the heart of communities with programmes that are designed to empower residents through both education and development initiatives. Providing access via students’ smartphones, tablets or PCs, AgriColleges International offers AgriSETA-accredited courses in everything from an introduction to agribusiness to the cultivation of individual crops, pig farming and chicken farming. The organisation also offers national certificates (NFQ4 level) in General Agriculture, Plant Production, Animal Production and Cannabis and Hemp Production.
The courses on offer are therefore suitable for individuals who would like to build a career in agriculture as well as for entrepreneurs and community organisations.
This brings us to what are important but often-neglected contributors to food security – and the third prong of an integrated approach to the issue – namely home and community gardens. With access to food being affected by issues as diverse as poverty, unemployment, high food prices and climate change, household participation in food production can be – and is – a lifeline for many.
Foskor is a phosphate mining and processing operation that produces phosphates for South Africa’s agricultural sector and for export to countries around the world. It is the only vertically integrated producer of phosphate ore, phosphoric acid and granular fertiliser in the country and is a key enabler of food security in South Africa and around the world.
The company mines and beneficiates phosphate-bearing rock at Phalaborwa in Limpopo, after which it is transported by rail to a dedicated production facility in Richards Bay in KwaZulu-Natal where it is used to produce phosphoric acid and granular fertilisers – MAP (monoammonium phosphates). Sulphuric acid is also produced, which is used in the production of phosphoric acid, and we sell excess sulphuric acid that becomes available. Foskor also has magnetite, a by-product of phosphate rock beneficiation which was mined in the past and stored in a stockpile.
Foskor is South Africa’s leading supplier of granular fertilisers, the core ingredient in nitrogen, phosphate and potassium fertiliser products known as NPKs. It is also a commercial producer of phosphoric and sulphuric acids and magnetite (a by-product of the phosphate beneficiation process), which are sold both locally and abroad.
The company is ISO 9001 certified for Quality Management, ISO 14001 certified for Environmental Management, OHSAS 18001 certified for Occupational Health and Safety Management and SANS 16001 certified for HIV/AIDS Management. Its corporate social investment focus is on empowering disadvantaged communities to become self-sufficient through food production and on funding agricultural and related education for young people in these communities. Foskor was founded in 1951 by the Industrial Development Corporation (IDC).
At present, only 14% of households are involved in any kind of food production, but this is changing.
Community organisations and NPOs around the country are engaged in helping communities to establish food gardens, advocating for sustainable growing practices and fostering economic empowerment. This is enabling them to feed themselves sustainably and even to make a living by creating a market for locally grown produce.
To summarise, the three-pronged approach to universal food security is to support and develop commercial agriculture and related sectors, to provide opportunities to develop agricultural skills at all levels and to promote widespread participation in home and community food gardening.
Everyone has a role to play in making this happen and the responsibility for food sustainability lies with all of us. At the heart of it all is Foskor’s belief: feed the soil and you feed the nation.
This is a belief rooted in that every man, woman and child will not go hungry and we will be able to create a better world for all.
For further information, visit www.foskor.co.za
Where is South Africa on its journey to sustainable energy? Where does the coalmining sector fit in? A Coal & Energy Transition Day was held for the sixth time in Johannesburg in July 2024 where many issues were debated. Reflecting on the burning issues of sustainability and the coal-mining sector, Arjen de Bruin, Group CEO at OIM Consulting wrote this reflection on the current state of play in South Africa.
The discussion around sustainability and coal mining continues to ramp up as the sector grapples with the desire and the responsibility to lower its carbon footprint, but not to lose its very reason for existence.
Green gung-ho
I would wager that all shareholders across every mining or manufacturing company in South Africa understand the onus on their business to “go green”, a broad term that essentially encompasses lowering one’s carbon footprint, seeking and utilising renewable energy sources, environmental conservation, recycling, waste reduction and more.
Yet in recent times, our initial “green gung-ho” approach seems to have slowed down. We still want to do this, but now we’re realising that the shift to go green may not be as rapid as we initially envisioned.
Is this because we’ve stopped caring? Most certainly not. I would say that now more than ever, business leaders recognise their moral imperative to wholeheartedly embed ESG principles – in both letter and spirit – into their operations.
Rather, and after an especially turbulent few years, we’ve come to realise that going green is a marathon, not a sprint, and to become meaningfully sustainable, we need to do this… well, sustainably.
It’s a conundrum that many markets, especially those with the prefix “developing”, face: how do we transition to renewable energy while not wiping out entire sectors that not only bolster our economy and contribute to our GDP but are also responsible for the employment of so many people?
While the first world talks about global renewable energy imperatives, the developing world believes that it’s unfair for them to bear the cost burden of this eagerness. “You’ve had your inexpensive fossil fuels and thrived. Now that you’ve decided to transition to pricey renewables, you want us to immediately join the party when we’re barely struggling to get by!” seems to be the sentiment.
Particularly since the Russia-Ukraine conflict, the price of numerous raw materials has increased as manufacturing supply chains suffered blow after blow. Locally, loadshedding, political turbulence and rail and port issues only compounded the cost burden, making green initiatives – while important for the
future – not quite as important as keeping one’s head above water right now.
And this applies to both business and consumer. In South Africa, the majority of citizens live on the breadline, making them extremely cost-conscious. I will put my neck out and say that aside from a small percentage of wealthy citizens, most South Africans cannot afford an expensive solar setup or going off the grid, and they’re not particularly concerned with the energy transition. They just want affordable, uninterrupted electricity.
Going green is a marathon, not a sprint. This hydrogen-fuel-cell vehicle shows the direction of travel.
You’ve no doubt seen the turn of this tide, even in first-world countries. Politicians are starting to backtrack on their green goals, such as former Prime Minister Rishi Sunak, who last year said that Britain will soften policies aimed at achieving net-zero-carbon emissions by 2050, and instead pursue a "pragmatic" approach to hitting target. And while Sunak’s shifting stance was hotly debated, more nuance to the green conversation is needed.
By way of example, Australia produces coal for Indonesia, a developing country still reliant on fossil fuels. Say Australia was to decide from that day forward, it will no longer produce coal. Not only will it lose the revenue and employment, but will it stop Indonesia from using coal? No, Indonesia will simply buy it elsewhere. And that elsewhere will likely be further afield, meaning that Indonesia’s carbon footprint will increase and its cost burden will grow, which will have an environmental ripple effect.
So, while Australia’s reduced carbon footprint might look impressive, it’s not really making things better unless the change is considered holistically and executed sustainably.
Change will happen more gradually than we initially anticipated, but it will happen.
Mines have already put environmental frameworks in place, and most are already using renewables to power their operations. There are sustainability programmes and initiatives to mitigate environmental impact. And mines know that they also need to equip workers for the future.
Currently, there are around 80 000 jobs linked to coal mines and 170 000 in ancillary industries. Although in the short term we may not move away from coal in a hurry, this is still a huge workforce that will need to be reskilled to become proficient in renewables. Change is never easy for people and this will take time.
As we saw with the mechanisation of mines, you can install powerful technology but if your workers are not aligned with your mission or don’t buy into the need for change, you will struggle to leverage the benefits that technology affords or to truly modernise your mines.
As organisational improvement consultants with our core expertise within the mining sector, we’re saying to our clients: make sure you take your people along with you on this journey.
Steinmüller Africa’s comprehensive fabrication offering includes submerged-arc welding (SAW), a method where the arc is submerged under a blanket of flux in powder form.
While this process is well established in the industry, Steinmüller Africa’s exclusive equipment has extended the process to more applications such as fabricating membrane walls for boilers, for example.
With advanced machinery, including one of the only two PEMA machines in the country and the only Oerlikon SAW stub-welding machine in South Africa, among others, the company is well equipped. Using this machinery, Steinmüller Africa can provide its clients with fast and cost-effective turnkey fabrication solutions. SAW ensures minimal weld repairs and offers a faster weld solution, increasing plant uptime. These capabilities position Steinmüller Africa to deliver welding services to effectively meet the growing demands of the energy and industrial sectors.
SAW is a specialised welding technique that reduces impurities from entering the weld pool by covering the entire arc with a pool of flux, resulting in cleaner welds. Its significantly higher welding speed and semi-automatic nature reduce the need for human intervention, making it stand out from other welding solutions in South Africa. It is commonly used to weld plates and pipes, as well as large stub and small stub-to-header assemblies.
Steinmüller Africa’s expertise is supported by its fleet of three boom welders, the Oerlikon welding machine for header-to-stub welds and the PEMA machine, pictured right, which features six welding heads for welding membrane walls, offering more capacity.
SAW has few limitations barring those in-position welding, however. Components can be manipulated into the flat position, which results in no significant limitations beyond the thickness of the material. Additionally, SAW offers a more controlled and efficient process compared to manual-gas-tungsten-arc welding (GTAW) and shielded-metal-arc welding (SMAW), which rely on gas and flux-coating respectively for arc protection.
With the change in available consumables such as flux and gas and Steinmüller Africa’s exclusive cutting-edge technology, SAW can effectively be used across a range of applications. These factors make the company the ideal solution provider for clients' welding requirements.
Although SAW offers numerous advantages, it comes with challenges including moisture absorption in the flux and position of welding. Steinmüller Africa overcomes these challenges by adhering to rigorous standards: the flux is baked according to the manufacturer’s guidelines and kept hot during welding to prevent moisture absorption. Welding parameters are carefully determined during planning and are strictly monitored throughout the process. In some cases, production test pieces are welded to ensure the quality is up to specification standards. Furthermore, Steinmüller Africa selects welder operators based on their skills and interest in the process, ensuring they are both engaged and knowledgeable about the techniques used.
Operating SAW machinery requires specialised expertise. To ensure compliance with all governing standards and to ensure optimal machinery use, Steinmüller Africa provides in-house training for its welders.
With successful welding services and installations at various Eskom Power Stations and Sasol, Steinmüller Africa continues to set the benchmark for excellence in SAW applications, reinforcing its position as a leader in the industry. Senior Welding Engineer Friedrich Schwim highlights, “Steinmüller Africa is always investigating opportunities to optimise component fabrication to ensure the highest quality and cost-effectiveness. We also ensure faster manufacturing times while remaining competitive with fabrication costs in the industry”.
Steinmüller Africa is a Bilfinger Power Africa company and is a BBBEE Level 1 company.
OUR SERVICES INCLUDE BUT ARE NOT LIMITED TO:
Engineering design services
Boiler pressure parts
Commissioning, field, and testing services
Bellows
Induction bending of HP/HT piping
Heat treatment (workshop and in situ)
HP heaters
Piping technology
Pipe supports
Plant erection services
Explosive welding GET IN TOUCH WITH US:
Steinmüller Africa (Pty) Ltd.
The Grid, 45 De La Rey Road
Rivonia 2191, South Africa
Phone +27 11 806 3000
For over six decades, Steinmüller Africa has been providing comprehensive solutions for steam generating and processing plants – in every phase of their life cycle. The design, maintenance and repair of such plants are the company’s core business, including the manufacturing of pressure part components at our manufacturing facilities before installing them on site. This is supported by our in-house plant hire, and substantial skills pool in terms of artisans, supervision, and management as well as engineering.
info@powerafrica.bilfinger.com www.steinmuller.bilfinger.com
Brokering partnerships, transforming communities and delivering sustainable solutions.
Maisha Social Solutions is a sustainability consultancy, specialising in ESG (environment, social and governance), partnership brokering and tailored solutions for social change.
We work with business, civil-society organisations and governments to design appropriate context-based solutions through training and facilitation, research and advisory services.
Social development is at the heart of our work with a shared value agenda to ensure all partners meet their described objectives.
“Our competitive advantage: Your benefit.”
We work in a partnership model and specialise in partnership brokering on behalf of our clients as the best solution to delivering social benefit. Maisha operates on a dynamic team basis, drawing together consultants with skills suited to deliver our unique offering to our clients. We design the solutions that fit the specific context and needs of our clients and their stakeholders. Having worked as colleagues and partners we have worked closely to design the type of solutions we now wish to offer our clients. We are passionate about designing tailormade solutions to fit the needs of our clients and for the benefit of communities and society at large.
Our experience
• Government sector: National, provincial and local municipal levels
• Mining sector
• Energy sector
• Social sector: International donors, community-based organisations, national non-profit organisations, community trusts, traditional authorities, etc
Team and employment model
Maisha Social Solutions has been recognised as a Top Gender Empowered Company. Maisha works on a unique model of employing and capacitating women as freelancers and small-business owners.
Women have different needs at different stages of their lives, so someone may need part-time contract work because she is studying, or in retirement, while someone else may want to register their own business and work with Maisha in an association role. The flexibility that Maisha provides means we are a dynamic and ever-changing business, but with a core and loyal group of women.
Maisha is proud to have played a role in empowering many employees who have been mentored while working at Maisha and who have gone on to become entrepreneurs.
Cybil Mandeveldt, Social Performance Principal Nonkululeko Sikakane, Social Performance Principal
What we offer
Strategy and programme management
• Management of social investment project portfolios.
• Design of socio-economic project pipelines.
• Strategy development.
• Social and Labour Plans (SLP): regulatory-compliant strategy and socio-economic projects.
Research and assessments
• Socio-economic baseline studies.
• Social Risk Assessments and management plans.
• Social Impact Assessments and management plans.
• Monitoring and evaluation.
Partnership brokering and stakeholder strategies
• Stakeholder-engagement strategies for partnerships and shared value.
• Facilitation of spaces for diverse partners to design shared vision and strategy for joint projects.
• Public participatory processes. Obtaining local support for private sector and government projects.
Training and facilitation
• Internal capacity-development programmes.
• Internal policies and Standard Operating Procedures. Resettlement and livelihood restoration
• Design of IFC-compliant RAP and LRP to minimise negative impact on lives and ensure people are better off.
• Entitlement Matrix and Compensation Agreements done with full collaboration from the people affected by the project.
• Monitoring and evaluation of displacements.
Our clients
Creating opportunities for young South Africans is a core part of Knight Piésold’s mission, explains Vishal Haripersad, Managing Director Knight Piésold Southern Africa.
How long has the Bokamoso programme been part of Knight Piésold’s corporate social investment strategy?
The Bokamoso programme is a part of our broader commitment to creating opportunities for young people in South Africa. It has been a core pillar of Knight Piésold’s CSI strategy, which is focused on youth development, especially in underserved communities. The word itself means “future’’ in the Tswana language.
What are the key components and aims of Bokamoso?
Bokamoso is centered on encouraging learners to think critically and express their ideas creatively, while also developing their communication skills and empowering them to thinking positively on their futures, career goals and skills development. Our core area of focus includes STEM subjects (science, technology, engineering and mathematics), allowing the students to think creatively and to voice their perspectives on key issues such as innovation, sustainability and community development. The overarching goal is to nurture talent and inspire students to pursue further education and careers in fields that can help uplift their communities within Southern Africa. Through this, we aim to inspire future leaders and contributors to South Africa’s development, nurturing skills that will be valuable both in STEM fields and beyond.
Why was the decision taken to focus on high schools?
High-school students are at a pivotal stage in their academic and personal development, where they begin to explore career options and solidify their interests. By engaging them early, we hope to influence their educational journey positively, particularly in STEM fields. We have seen that fewer learners choose Mathematics as a core subject and we want to help change the narrative by educating leaners about career options if they excel in Mathematics and Science. It’s a time when students are making crucial decisions about their futures and through Bokamoso, we aim to support and guide them. Our own engineers and scientists are also able to engage, support and motivate high-school learners.
Both MH Joosub Secondary School in Lenasia and ML Sultan Secondary School in Pietermaritzburg were previously trade schools where you have offered support. How does this fit into your strategy?
Knight Piésold supports schools that need assistance with education or infrastructure projects. These schools and many others educate and develop learners from rural communities, despite having limited funding to do so. By supporting these schools, we provide students with the necessary infrastructure, sponsorships and mentorship to pursue careers in technical fields where practical skills are crucial. This aligns with our overall CSI approach of empowering young people with the knowledge and skills relating to STEM.
How are schools selected for support programmes?
Schools are selected based on several factors, including their geographic location, the level of need in terms of basic services and facilities and their focus on STEM education. We focus on underresourced schools, particularly in rural areas and townships. We base our support on the needs and we want to encourage longterm partnership with schools and not just once-off spend. For the Bokamoso Creative Essay Competition, we targeted no-fee or partially funded public high schools across Johannesburg South, in Gauteng.
Is the emphasis on STEM linked to helping the nurturing of “future engineers”?
Yes, our emphasis on STEM education is directly linked to nurturing future engineers, scientists and professionals in related fields. If corporates support and invest in youth, we can increase the likelihood of youth pursuing STEM careers, who then plough
back their knowledge into business one day. South Africa is also faced with a talent shortage in engineering, and it is up to us to retain our youth and by extension our future engineers. By focusing on STEM education, we hope to expose learners to these fields early on, sparking an interest in engineering and technical disciplines. As a company with a strong foundation in engineering, and with our roots dating back to 1921 in Johannesburg, Knight Piésold is committed to cultivating a new generation of talent that will contribute to the development of South Africa’s infrastructure and economy.
Are there other programmes at a later stage for such people?
Yes, Knight Piésold offers job-shadow days annually, exposing high-school students to civil engineering and science. We also offer fully paid bursaries for students in engineering or related fields. Through our bursary programme, we provide financial support for tertiary education, accommodation, meal allowances and hardware, thereby helping students from disadvantaged backgrounds access higher education and provide them with vacation work. Successful students gain employment with Knight Piésold upon graduation to provide them with work experience.
Please describe a typical support programme for a high school. Each programme is tailored to the specific needs of the school. For example, in previous years, we’ve provided schools with much-needed infrastructure improvements, like equipping classrooms with science lab equipment, whiteboards, furniture or donating computers to improve digital literacy. We have to invest in each school as an ongoing commitment through socio-development plans, where the investment is not just temporary but on-going. Additionally, we offer career guidance workshops, mentorship sessions and motivational talks to tertiary and industry body associations. For example, at East Bank High in Alexandra Township, we recently provided chairs and tables to the students and now aim to continue the sponsorship until every child has a chair and table in every classroom. We also incorporate career talks and motivational sessions to inspire students to pursue higher education in STEM.
Do you have follow-up programmes?
We prioritise building long-term relationships with schools to ensure the sustainability of our efforts. For example, at East Bank High in Alexandra and at MH Joosub we have been involved in several projects over the years, from refurbishing classrooms to providing STEM career talks. Such efforts have contributed to improved pass rates in Mathematics and Science which in turn leads to more learners having the required subjects to enrol in civil engineering at university level. We have a huge success story where our CSI involvement with the school motivated a young student to pursue a career in civil engineering. He was later awarded a bursary with Knight Piésold and is now a full-time employee within our structures department.
Why was the Bokamoso Creative Essay Competition introduced?
The Bokamoso Creative Essay Competition was introduced to encourage critical thinking and creative expression among highschool students. It is designed to empower high-school learners across South Africa by promoting creative thinking, literacy and problem-solving, with a focus on public schools in underserved areas. Further to this, we see the rate of emigration from skilled South Africans and this essay topic allowed students to think about all the positive aspects in South Africa and express appreciation for the country. Since our first essay competition in 2019 the programme has grown, touching the lives of hundreds of students.
While we focus heavily on STEM, we also believe that strong communication skills are crucial in any career, particularly in engineering and leadership. The competition allows students to explore topics relevant to their communities and futures, enhancing their writing skills while encouraging them to reflect on key societal issues. The goal is to develop well-rounded individuals who can think creatively and problem-solve.
Why was this year’s theme chosen?
The 2024 theme, "I Am Optimistic About My Future in South Africa Because...", was chosen to inspire students to reflect on the positive aspects of their future within the country. We wanted to encourage learners to express hope, ambition and determination despite the challenges they may face. By focusing on optimism and potential, we aim to foster a sense of empowerment and motivation among the youth, highlighting that they have the ability to shape a brighter future for themselves and for South Africa. This theme aligns with Knight Piésold’s belief in the strength and resilience of the next generation.
What are the prizes on offer?
The top prizes for the 2024 Bokamoso Creative Essay Competition include R8 500 for first place (and R125 000 towards a school infrastructure project), R6 500 for second place (and R85 000 towards a school infrastructure project) with five winners overall being announced. Certificates of achievement and trophies are also awarded.
Is the competition something you look forward to?
Absolutely. The Bokamoso creative writing competition is of utmost importance, and we are continually inspired by the creativity, intelligence and passion displayed by the learners. We look to improve in the next few years, and grow the reach of this competition by including more provinces within South Africa.
Please add anything you feel is relevant or important.
Bokamoso comes from the Setswana word meaning futurethis is what we aim to do, impact the future generations. We at Knight Piésold believe in the potential of South Africa’s youth and are committed to providing them with opportunities to excel and make meaningful contributions to their communities. We are excited to see where the Bokamoso programme will go in the coming years as we continue to invest in the leaders and innovators of tomorrow.
Seeing decisions materialise into tangible results is what drives Richard Willington, the newly appointed General Manager of the Coastal Region, Coca-Cola Beverages South Africa (CCBSA).
Can you share your journey at CCBSA and how your career path led you to where you are today?
I've been fortunate to work at CCBSA for nearly 25 years, starting in December 1999. Over the years, I held various logistics roles until 2009 before becoming the District Manager for KZN Central. My journey has involved leading strategic projects, for example rolling out SAP, the Affordable strategy and MSD365. Now, as General Manager of the Coastal Region, I’m excited to face new challenges and help our team achieve our business goals.
What is your main responsibility in your current role? Complete the sentence: "Come to me for..."
My role as General Manager is to ensure that our region exceeds business plans in both volume and revenue. I'm here to support our teams, making sure they understand our objectives and have the tools needed to succeed. Simply put: "Come to me for support in achieving our business goals."
What motivates you to excel in your role every day?
I’m naturally competitive and good results motivate me. It’s all about building momentum. Each small win adds to the bigger picture and keeps the energy going. Seeing the outcomes of our decisions materialise into tangible results is what drives me every day.
How do you approach leadership within your team or department? Are there specific values or principles that guide your leadership style?
Honesty and integrity are the core of my leadership style. I believe in making sure everyone understands our goals and aim to provide my team with the tools and support they need to succeed. I also value giving my direct reports the space to lead their teams while ensuring alignment with our common objectives.
What have been some key milestones or achievements in your career that you're particularly proud of?
I’m particularly proud of winning the inaugural District of the Year award at the first CCBA Conference after the amalgamation. But above all, seeing people I've mentored rise to senior positions and being able to support my family’s growth are achievements I hold close to my heart.
“The team always comes first, before any individual desires or results.”
Richard Willington’s personal motto.
Who are you outside of work?
Outside of work, I have a passion for golf and surfing, which I started five years ago. I also serve as the Vice Chairman of the Lotus Seven Car Club of Natal, where I enjoy tinkering with cars and participating in our monthly breakfast runs. Family is my priority. I'm doing my best to develop my children and spend quality time with them before they leave the nest. Being a good husband is also a role I take very seriously.
The traditional festive season is obviously a busy period for CCBSA Coastal. How do you prepare to ensure customers don’t run out of stock during this period?
Demand for our product really spikes during the festive season when the coastal region of our country sees a huge increase in visitors as well as people returning to their families. It is important to use all opportunities to try to get ahead and stay ahead of any extraordinary demand.
When preparing for the festive season, we use a few key enablers to keep customers in stock throughout our busiest period. We work together as a team to ensure that we meet our customers’ needs. This includes deploying additional delivery capacity to ensure we keep up with the number of orders coming through. It is really important that our key operational functions work hand in hand
over this period, and that any insights into customer demand changes result in adjustments to our forecasting.
We also increase deliveries over the weekends as well as approaching customers to stay open later during the week to receive our products.
What does success look like for you?
Success is exceeding the business’s expectations and doing so in a way that is enjoyable for everyone involved. Success also means creating opportunities for growth within our region so that everyone benefits. This speaks to our purpose of refreshing South Africa every day and making our country a better place for all.
Leadership profile: Coastal Region GM at CCBSA With a career at Coca-Cola Beverages South Africa (CCBSA) that spans over two decades, Richard Willington, the newly appointed General Manager of the Coastal Region, is a leader who thrives on challenges, values integrity and believes in the power of teamwork. His leadership journey reflects dedication, adaptability and a clear vision for growth.
Following Windaba 2024, the annual event of the South African Wind Energy Association (SAWEA), Opportunity spoke to Peter Venn, CEO of Seriti Green about his company’s multi-billion-rand new project in Mpumalanga and about the state of the renewable energy sector in South Africa.
Did Seriti Green come into existence when Windlab Africa was acquired by Seriti Resources?
The birthday of Seriti Green was 1 December 2022 and it was due to the acquisition of all of Windlab’s assets in Africa. We were 17 staff when we joined and we are now 54 people as Seriti Green.
And the company that you and your colleagues were working for at the time, Windlab International, carries on?
They are mainly based in Australia, and they continue to operate.
How many projects does Seriti Green have in South Africa?
That is slightly difficult to answer. There are four operating projects that we developed previously with various partners. We currently have three projects under construction with ACED/AIIM and we have our project that we own 100% of in Mpumalanga. Those four projects have passed financial close and we have a very strong pipeline of more than 3GW of projects across the development pipeline. One of these is in Kenya, one in Tanzania and then in Mpumalanga, the Free State, Eastern Cape and Northern Cape in South Africa.
So you don’t always stay in a project?
Prior to becoming Seriti Green, we were a junior developer. We took projects to financial close but we didn’t have the financial muscle to take them forward; these projects are approximately R4-billion to R5-billion each. As Seriti Green we will stay in.
Peter Venn is a leading advocate for Africa’s Just Energy Transition (JET), bringing over 13 years of deep experience in the renewable energy sector. His leadership has been pivotal in advancing sustainable energy solutions, particularly through wind power. For 11 years, Peter served on the global executive committee at Windlab, where his strategic direction was instrumental in the development of wind energy projects across rural Africa. Beyond his executive roles, he has significantly shaped the broader energy landscape, serving on various boards and committees including the Energy Council of South Africa, the South African Wind Energy Association and the SA committee of the World Energy Council in South Africa, marking him as a key voice in our country's energy future.
Are new pricing structures for kilowatt hours forcing South African developers to get foreign partners or stay away from bidding?
Absolutely. The market is a race to the bottom due to the way the tenders are done. Eskom gets the lowest cost per kilowatt hour, but the South African risk-free rate is somewhere between 10.5% and 11% and if people are developing projects for Eskom their returns are less than that. It makes no sense for South African investors to invest at a 10% return into a wind-energy project and the only people willing to do that are basically European-backed government projects.
Please tell me about the first utility-scale hybrid project at Meru County Energy Park in Kenya. With Windlab, we were the first hybrid project in Australia when we did the Kennedy Energy Park. That involves wind, solar and battery all behind the meter. From a utility perspective you see a profile that is all of those altogether, and we received permits in the same way in Meru County. There had been a moratorium on power-purchase agreements (PPAs) in Kenya for a couple of years but we are ready to construct. I fly tonight to Nairobi to meet with the relevant department. We are just awaiting off-take agreements before we can construct that project. It will be a highly beneficial project in the middle of the country.
Do you see this as a model that will grow?
I think it is going to be nigh on impossible to build any solar projects without battery. I am already talking to buyers who are aware of the peak-tariffing issue. If Eskom is not making revenue in the middle of the day because everybody is running solar, then you will see a disproportionate increase in peak tariffs. I think we are going to see that shift.
Is your Mpumalanga project similarly hybrid in nature?
We are permitted for the battery and solar components. We started building the wind element just to get the transformer in. The cost is over a billion rand so we needed to get that going. The transformer will be on site in November, then it is about moving on to hybridisation. When complete, the project will have 100MW of solar, 800MW hours of battery and 750MW of wind. But that only applies to the complete project.
Do you have targets in terms of megawatts?
We very much want to be through the 1 000MW (or one gigawatt) by 2030, operating. We have a stretch goal of 2GW to 3GW but where governmental processes currently take three to four years to get a project permitted, I don’t want to be over-optimistic. If we can reduce that period to, say 24 months, then the capital is available to get things going. However, as things stand, I think we are very comfortable with the 1GW by 2030 number.
And you are currently at?
This Mpumalanga project is only 150MW but our transformer is for 1 000MW so just utilising the capacity of this investment will take us through the thousand.
What are the qualities of Mpumalanga Province that attracted you?
The wind is basically of equivalent strength as elsewhere but slightly higher; our towers are 130m where people elsewhere in the country are maybe 110m. That requires a bit more capex in building that out. Obviously, it is the energy heartland of the country and many of our staff haven’t had to move home. Secunda is only 20km down the road and from a wheeling perspective and a technical-losses perspective, technically Sasol will use all our electricity. At the moment there’s significant available grid. As we speak today, there is 3GW available, and that’s with no de-commissioning of coal-fired plants. I am obviously ignoring Komati there, but by 2030 [when several plants will have been de-commissioned] we can probably see that figure going to 5GW of available capacity that Eskom doesn’t need to invest in.
Will your power not be directed to Seriti’s mining assets?
No, that’s why I said “technically”. Seriti will be buying all of the electricity for the first 155MW but our line physically terminates in Secunda. Technically the electrons will flow to Sasol, but contractually all of the first phase will go to Seriti.
Is the height of the wind power the only difference with other sites in South Africa?
Another thing that is different is that it is much more benign, so we don’t get the big strong winds. Where in the Cape provinces you might install a Class 1 turbine, which deals with higher wind
speed and is more expensive because it has to be more robust, ours is a Class 3 wind, which deals with gentler winds. Neither of these are good or bad. In the past you wouldn’t have come up to Mpumalanga because of the altitude but now we are running 91m blades and that more than makes up for the fact that the air is less dense. When you are running 30m blades you need more power from the density of the air but we don’t need that density to make it a competitive project.
You and other panellists at Windaba mentioned that Mpumalanga’s land has high value. Please expand. Many farmers have two or three cash crops a year so the land value is expensive. We are having to compensate them during construction for crops that we are disturbing but we only use 1% of the land. Solar will struggle more in this context. There’s lots of water in the area and the crops are good; it is probably the breadbasket of South Africa.
Is it possible to arrange wind turbines along the edges of agricultural fields?
There are just way too many historical laws. We put a kilometre buffer around roads but there is no reason for that. How many turbines have fallen down in South Africa in 10 years compared to our traffic accidents? Of the land we secure less than 2% is able to be built on and then there are buffers of all sorts – water-course buffers, bat buffers, bird buffers, animal buffers, grave buffers, housing buffers, road buffers – so you have got to take all that legislation into account.
I was in Belgium for an African Energy Forum and in the Zeebrugge harbour they have wind turbines. What a perfect place to put them! I haven’t thought of doing it, but if I did think of doing it there would be no ways legislation in South Africa would allow you to put a wind turbine in a harbour, it would be just too difficult.
Have you had cooperation and assistance from local municipalities and provinces?
In the phase before we started construction, there was a lot of education needed among government officials about the implications. We were the first project of this type in Mpumalanga. There was a lot of resistance because of the quantum of work. Let’s say you have a town planner in a small town, and up until that date your job was to approve a few houses a year and suddenly we came with a R5-billion project and you really had to step up your work. Having said that, once we broke ground, local municipalities have been fully behind the project. The mayors host a monthly meeting on coordination, we have direct access and the benefit to the local host communities has been exponential. We have over 400 local people employed on site at the moment.
Why is curtailment necessary and are the necessary steps in place? [Curtailment means using some of the grid allocation from existing projects to enable new projects to operate.]
The answer to the second question is no, but it is absolutely necessary. We have great infrastructure in this country, whether it is new or old doesn’t matter. Generally, a solar farm operates at 25%
and a wind farm at 40%. Therefore, with a solar plant on a line, the line is idle 75% of its time, with a wind farm 60% of the time. There is a huge opportunity to cross-pollinate these two technologies. Generally, wind isn’t as strong in the middle of the day, it is much better in the evening peaks. It is about optimising this scarce resource and we really need Eskom, NERSA, all the powers that be, to come together to allow for proper curtailment and to sort out the rules so that we can get more generation on the grid, utilising the existing transmission infrastructure.
Who should be doing that, would that be NERSA? It would be NERSA and Eskom. It is high on many people’s agenda, and there is a particular workstream at the National Energy Crisis Committee that is working on this collaboration with government. It is getting a lot of attention but the reason you continue to see under-performance in the bid windows for wind energy is because there’s no curtailment and there is no legislation.
At Windaba we heard about potential problems related to logistics at the Port of Ngqura because of the huge volumes of renewable energy kit expected and coordination is not being done. Is there the same problem in Richards Bay?
I have a little bit of sympathy for Transnet because we have had a stop-start, stop-start approach to renewable energy. Number one, the port people need to see this as a business opportunity going forward. Now that Eskom is out of the PPAs, private-power operators and developers can prosecute as we need to prosecute on projects. It is a big challenge but this is a huge opportunity. It is also a multi-governmental challenge because the agency that oversees roads needs to be involved to move abnormal loads and so on. We are spending over R50-million on upgrading the Richards Bay Port to alleviate some of this, but these challenges are foreseeable as our Mpumalanga project comes on board. You really need a coordination body to say, “When are your turbines coming?” But we are all reluctant to be in a room alone together because of the anti-competitive stance. The port authority needs to take a handle on this, it needs to have a queuing system. You should be booking slots but none of this is occurring.
Your R50-million investment at Richards Bay is with the Transnet National Ports Authority (TNPA)?
Yes. We are fixing the quayside and we are building up by-pass roads so the container traffic can continue while we are offloading.
Is it true that different provinces have different permitting regimes?
Absolutely, in Mpumalanga our rezoning certificate cost us five times or six times more than the Eastern Cape one did, so it is up to municipalities to decide on these fees. We are dealing with agencies that have never seen a wind turbine being built in their province so there needs to be a national study tour to visit operating wind farms. We would be more than happy to be involved but we can’t spearhead it.
Again, it has to be something like NERSA or Eskom?
Or the South African Local Government Association (SALGA) and then there’s the Ministry of Electricity and Energy, who could be spearheading a national tour for government officials to see development under construction and completed wind projects and solar projects. That way they can get a better understanding.
What potential is there in rehabilitated mines?
It can happen that you secure big swathes of land with the vision of doing mining, but you may or may not mine on that land. More importantly, you could be wanting to do other activities 2km away from fully rehabilitated land but it still falls within the parameters of your mining licence and under the Mine Health and Safety Act. It is incredibly difficult to access this land from a permitting perspective from the Department of Mineral Resources and Energy. Who has the ownership and where does the liability sit? There’s a national imperative for properly rehabilitated mining land to be easily passed across to renewable energy companies and for miners to be free of the liabilities, as long as the job has been done appropriately. Renewable energy companies should be able to build, construct and operate under the Occupational Health and Safety Act. To build a wind farm under the Mine Health and Safety Act doesn’t make sense, it is illogical.
What are the advantages of the hub-and-spoke model?
At the moment we are building transformers based on where the IPP is and where the IPP can afford to build. This is not necessarily where Eskom would choose to have them, but it comes back to the same issue as with the ports. It is not up to me and three other developers to get together and decide where to put a substation.
At the moment there is no method of cost-sharing. If I want to build a 400MW plant I must spend a billion, if you want to build a 600MW plant you have got to spend a billion, so we each spend a billion on a transformer maybe 50km apart, that is madness. However, I understand Eskom’s problem, because there is a lot of what we call in the industry “bragawatts”, so not real megawatts and Eskom is confused as to what is real and what is not real. There are a couple of simple ways to measure if projects are real and fundamentally it is about whether the money is there.
Should South Africa be more ambitious in its renewable energy targets?
If the powers that be – government and government agencies – don’t come to the party we can’t be more ambitious. The grid applications for which I recently paid Eskom took 14 months. The previous application took two-and-a-half years, so there is no point in being aggressive if these timelines aren’t adhered to. I am not going to go down a deep hole but we should absolutely have more aggressive targets.
There is a huge opportunity; we have the resource and we need the jobs but the red tape that stands in our way and because of the lack of coordination we are just going to shoot ourselves in the foot by setting targets that we will never meet.
In a province once synonymous with the towering chimneys and billowing smoke of coal-fired power plants, Mpumalanga is undergoing a remarkable metamorphosis, emerging as a pivotal player in South Africa's dynamic renewable energy landscape, with wind power in particular driving this transformative shift, writes Santosh Sookgrim, Senior Technical Advisor at the South African Wind Energy Association (SAWEA).
From solar energy generation to wind power, South Africa’s ambitious Integrated Resource Plan (IRP) serves as a comprehensive roadmap for meeting the country’s projected electricity demands, balancing financial considerations with its climate change commitments to ensure a sustainable and economically viable energy supply for the future.
Wind power has achieved remarkable success in the country. With 34 operational wind farms currently boasting an installed capacity of 3 442MW, approximately 3.6-million households are supplied with electricity annually, underscoring its efficacy as a dependable energy source.
Additionally, the socio-economic advantages are substantial. With a significant investment of over R89.6-billion in wind energy, the sector has catalysed the creation of over 23 307 job years, with 82% of these being in construction.
With coal dominating South Africa's energy mix for decades, Mpumalanga has long since emerged as the epicentre of the country's power generation. Contributing as much as 80% of South Africa’s coal-fired capacity, the environmental and health implications of coal-fired plants have cast a shadow over the region, necessitating a transition towards more sustainable alternatives.
To realise this, South Africa is at the forefront of one of the world's most ambitious energy transition deals, the $8.5-billion Just Energy Transition Partnership (JETP) with the US, UK and EU which aims to phase out coal by 2035.
Contrary to popular belief, the Cape regions aren’t the only provinces in the country ideal for wind-energy generation, with Mpumalanga meeting the international standards of a highresource wind region.
Mpumalanga has the necessary infrastructure to ensure a smoother transition to the existing grid, with the adjacent land and existing grid connections from former coal plants of equivalent size making it an ideal location for renewable energy projects.
In line with these ambitious goals, Mpumalanga's shift from coal to renewable energy solutions is more than merely conceptual but grounded in concrete plans and substantial investment. While there are no scale-utility plants in Mpumalanga at present, the recent financial closure of projects such as Seriti Green’s Ummbila Emoyeni wind farm project is promising, with the three-phase project touted to be one of the largest hybrid renewable energy facilities in Southern Africa, generating 900MW of energy on completion. The first phase of this project, a 155MW wind facility,
is set to be completed by the second quarter of 2026, with the project intended to supply Seriti Resources’ operations in the province.
This shift can be further illustrated by other large energy users such as Sasol and Air Liquide finalising a deal with Red Cap Energy to procure 330MW of wind power from the Impofu Wind Cluster in the Eastern Cape with the power set to be wheeled from through the Eskom network to Sasol’s operations in Secunda.
Achieving this Just Energy Transition is a core focus of the Presidential Climate Commission, ensuring that communities dependent on high-emitting energy industries, such as coal, are supported during the shift to a renewable energy economy.
When managed effectively, a Just Energy Transition can significantly drive the creation of new and better jobs, promote social justice and contribute to poverty eradication. Additionally, it will involve the upskilling of the workforce to equip individuals with the necessary skills for emerging green industries.
To this end, the likes of training programmes offered by Nkangala TVET College and the Komati Renewable Energy Training Centre have proven effective in bridging the gap between conventional energyrelated courses and renewable training of the future.
It is crucial to note that there is a greater need for training centres to be developed in the region, not only to upskill those in the community, but to spark the socio-economic development of these otherwise impoverished areas.
Despite job creation in renewable energy facilities not being on the same scale as conventional coal plants, there is a need for specialist employment across the value chain. To implement renewable energy projects successfully, projects require a diverse team of specialists. This includes policy and legal experts for negotiations, grid engineers for infrastructure integration and social development professionals for community engagement.
Moreover, environmental specialists ensure compliance, while financial experts manage project finances. On-site, technicians develop and maintain wind farms, grid engineers design and direct the installation of grid infrastructure and construction workers build the necessary facilities.
As the wind-energy sector gains prominence as a leading source of clean power for the future, the youth must seize the opportunity to enter the rapidly expanding renewable job market, while, similarly, those in traditional energy roles must embrace upskilling to transition smoothly.
As SAWEA, we advocate for a shift towards a cleaner energy mix in Mpumalanga, with wind energy taking centre stage. This transition not only promises environmental benefits, but also holds the potential to uplift communities, pulling them out of poverty through strategic investment in social and economic development initiatives.
By investing in clean-energy infrastructure, Mpumalanga can pave the way for a brighter tomorrow and champion the transition towards a cleaner, more resilient energy landscape, ensuring a legacy of prosperity and environmental stewardship for generations to come.
Founded in 1998, the South African Wind Energy Association (SAWEA) stands as a leading advocate for the wind-energy sector in South Africa. As a non-profit organisation, SAWEA promotes the advancement of sustainable energy practices, policies and investment in South Africa, while advocating for socio-economic development and energy transformation through wind power.
SAWEA is dedicated to fulfilling its purpose as a dynamic force within the wind industry with a primary focus on supporting its members and advancing the integration of wind energy onto the grid. Central to SAWEA's strategic priorities is the active engagement of members on industry matters and the strategic aligning with stakeholders for focused collaboration to foster a just energy transition in South Africa.
To learn more, visit: www.sawea.org.za
South Africa’s first residential power purchase agreement comes in the context of rising electricity costs.
South African homeowners now have an opportunity to purchase power from private providers.
GreenSun Renewable Energy is offering a power purchase agreement, something that was previously only available to large businesses. The EnergyEase product is an Energyas-a-Service offering designed for South African homeowners which allows users to address escalating municipal rates by purchasing the energy produced by their system at a lower cost than local municipal electricity rates.
With EnergyEase, GreenSun installs and owns all necessary solar equipment including panels, inverters, batteries and smart meters. Homeowners purchase the generated solar power through a smart meter and app-based wallet system at a lower price than they would from the local municipality. Initially, each kWh will be slightly cheaper than municipal electricity, but over time, as GreenSun’s rates increase at a slower pace than Eskom’s, the savings will grow significantly.
This launch is timely for South African homeowners facing steep increases in prepaid and post-paid electricity bills. As of April 2024, recent Eskom price hikes, approved by the National Energy Regulator of South Africa (NERSA), have led to an 18.65% increase for 2023/24, followed by an additional 12.74% rise for 2024/25.
Despite these increases, Eskom continues to grapple with reliability issues and energy experts predict that loadshedding will persist. Since loadshedding started in 2008, electricity prices have risen by 450%, far exceeding the 98% inflation rate over the same period. This means that tariff hikes have more than quadrupled the rate of headline inflation, outpacing it by 352%.
EnergyEase represents South Africa’s first, true residential-power purchase agreement, transforming the way energy consumption is approached. Homeowners benefit from lower energy rates and increased reliability, paying only for the energy generated and stored by their system rather than fixed monthly costs, making it a more economical choice compared to the current rate of R4.73 per kWh of the City of Cape Town, for instance.
The system is equipped to handle high summer energy demands, such as powering air conditioners and pumps, while also offering cost savings during winter when energy production is lower. GreenSun’s backup system ensures comprehensive home connectivity, unlike traditional systems that support only basic lighting and plug points.
EnergyEase features advanced smart metering technology for remote energy management and monitoring. Daily consumption is reconciled and credited, with the convenience of topping up the smart wallet through various payment methods.
Addressing the challenge of frequent loadshedding, EnergyEase provides a reliable power source, ensuring that essential appliances remain operational even during outages. This backup power solution offers security and peace of mind to homeowners.
“We are thrilled to introduce EnergyEase to the South African market,” says Xavier Louw, CEO and co-founder at GreenSun Renewable Energy. “Our aim is to offer a cost-effective, sustainable energy solution that eases the financial burden on homeowners while providing access to reliable and clean energy without upfront costs.”
• Energy independence: Reliable power during loadshedding and outages.
• Significant savings: Lower kWh cost without being tied into a fixed rental monthly fee.
• Environmental impact: Reduced carbon footprint and commitment to sustainable energy.
EnergyEase is ideal for homeowners with monthly electricity bills of R2 500 or more, who seek to reduce costs and ensure a stable power supply.
To learn more about GreenSun Renewable Energy and EnergyEase, visit https://greensun.co.za/energy-ease/
GreenSun Renewable Energy has been a trusted name in the renewable energy sector for over 13 years, known for exceptional installations and a commitment to world-class products. The company offers tailored solutions, including on-grid, off-grid and battery-backup-only systems, with a focus on reliability, affordability and environmental sustainability.
The opportunities are endless, says Xavier Louw, CEO and co-founder of GreenSun Renewable Energy, of his company’s new EnergyEase offering.
Is energy-as-a-service (EAAS) a growing market? EAAS or PPA (power-purchase agreement) offerings are becoming more and more popular. The main reasons are that the risk of ownership is completely mitigated for the user as the performance of the system, maintenance and any cost associated with system performance is for the account of the system owner/ service provider and not the user. The cost of energy is a function of the system yield and not fixed per month. Seasonal weather conditions play a big part in the monthly performance and associated service fees.
When did you come up with EnergyEase?
We started in 2019 with the idea, but the technology was still too expensive and the electricity rates too low to make it viable. Since then, the cost of hardware has come down, performance of these systems have improved and electricity rates have increased substantially.
Are you looking beyond individual householders?
This EnergyEase solution is very attractive for individual homeowners, but even more so for residential estates where they can benefit from economies of scale. If the billing is done by the estate, with a bulk-meter connection with the municipality, it is even more attractive. The estate can set up different rates for the buying and selling of electricity within the estate, where surplus solar power can be generated by one house and bought by the next house and everything is managed by a smart microgrid controller. Then we add load management to the system and it will control, for instance, all the geysers in the estate to use maximum solar power to heat up during the day and at night it will use the cheapest time-of-use rate from the municipality to do any further heating for the morning. This can be extended to electric-vehicle charging, the opportunities are endless. The idea is ultimately to be as self-sufficient as possible and to bring the electrical costs down as much as possible by utilising maximum solar and battery power.
Is there a rent-to-buy option?
There are many rent-to-own options in the market, but we don’t believe that is the best way forward. This again puts all the risk with the home owner, so if the system fails before the rent-to-own period is over they will still be liable for the monthly rent or instalments. The homeowner is also responsible for the system’s performance, so if it doesn’t perform as expected the fixed monthly rental is still due and it’s the homeowner’s responsibility to fix the system.
Are technology upgrades built into the contract?
Since the client only pays for the generated solar power, it will be in our best interest (and the client’s) to ensure the technology used is the best on the market to ensure maximum uptime and yield.
How fast has your business grown?
We’ve grown exponentially over the last couple of years. GreenSun Renewable Energy was founded in 2011 by myself and my brother, Andeon Louw. Our head office is in Cape Town with a branch in Gauteng.
Are you expanding your area of operation?
We are continuously looking at new opportunities, but already have inhouse capacity to service the Western Cape, Gauteng and KwaZulu-Natal.
What were your main divisions of work before this?
GreenSun has always exclusively been active in the solar and storage market as an EPC (engineering, procurement and construction) in the commercial, agricultural and residential sectors. We’ve had lots of learnings, understand the residential market very well and see the benefits this product can bring.
PHOTO: Greg Cornell
The South African automotive industry has developed into a sophisticated and varied sector which makes an important contribution to the country’s export basket. By John Young.
The coastal city that was known as Port Elizabeth until it was recently renamed Gqeberha is a place where many things happened for the first time in South Africa.
The first cricket Test match, the first diamond auction, the first telephone exchange; the first wireless transmission, the list that appears on The Casual Observer website is a long and impressive one. In automotive terms, the trend holds true.
The first car to be imported into South Africa, before Mr Benz met Mr Daimler, was the Benz Velo model and it was in Port Elizabeth that Ford started making cars in 1924, followed two years later by General Motors. Glass manufacturers set up shop shortly afterwards, and South Africa’s automotive industry was underway.
The first town to get a major automotive investment outside of Port Elizabeth was its near-neighbour, Uitenhage, now Kariega. That was when an assembly plant was erected in 1947. This became what is now the Volkswagen plant, and the first Beetles started rolling off the assembly line in 1951.
The 520 963m² facility of the recently rebranded Volkswagen Group Africa, a wholly owned subsidiary of Volkswagen Aktiengessellschaft (VWAG) in Germany, is one of four plants worldwide that makes right-hand-drive Polos but the only one in the world that makes the Polo GTI. It has been a phenomenally
successful product for export, with more than 1.5-million being shipped abroad.
Over time, automotive manufacturing spread to another Eastern Cape coastal city (Mercedes in East London), KwaZuluNatal (Toyota SA and Bell Equipment) and Gauteng (BMW, Nissan, Ford and a large number of automotive supply firms).
Isuzu later established itself in Gqeberha, and more recently has completed its consolidation project, with truck and bakkie manufacturing now taking place at its new headquarters in nearby Struandale.
Staying in the Gqeberha area, the Coega SEZ has also attracted Chinese investment in the form of FAW Trucks and the multinational company that makes and distributes 14 automotive brands, Stellantis.
The Automotive Business Council reports that automotive is the largest manufacturing sector in the country’s economy, with 21.9% of value addition within the domestic manufacturing output being derived from vehicle and automotive component manufacturing in 2023. The broader automotive industry’s contribution to GDP totalled 5.3% (3.2% from manufacturing and 2.1% from retail).
National government is invested in the automotive industry, believing that it is a strategic sector with the capacity to expand
and increase employment. State support for the industry has helped it thrive, but manufacturers are expected to increase local content levels. The industry itself is looking to Africa for new markets and is urging national government to release policy guidelines on electric vehicles.
The Automotive Business Council, previously known as NAAMSA, represents all original equipment manufacturers (OEMs), importers, exporters and distributors. The National Association of Automotive Component and Allied Manufacturers (NAACAM) represents the components sector while the Automotive Industry Development Centre (AIDC), a subsidiary of the Gauteng Growth and Development Agency (GGDA), focusses on training, enterprise development, incubation programmes, management of incentive programmes and facility management.
Various support programmes for the industry have been successful, particularly in boosting exports. The Automotive Production and Development Programme (APDP2) has been extended to 2035, 15 years beyond its original expiry date.
Both the Coega Special Economic Zone (Coega SEZ) and the East London Industrial Development Zone (ELIDZ) in the Eastern Cape have areas dedicated to automotive and automotive components manufacture. The Tshwane Automotive Special Economic Zone (TASEZ), a project of the Gauteng Province, the Department of Trade, Industry and Competition (dtic) and the City of Tshwane, has been functioning very successfully since 2019.
Ford Motor Company of South Africa is the anchor tenant of TASEZ, although it still operates an engine plant in the town where it made its start in South Africa. Ford makes engines for the Ford Ranger pickup and Everest SUV at its Struandale plant in Gqeberha and it has committed to invest R600-million for modernising and growing its Eastern Cape operations, which employ about 850 people. A further R5.2-billion will enable hybrid-electric Ranger bakkies to be built in Gauteng.
show is a 1912 Model T.
• Dunlop Pneumatic Tyre Co opens a Durban factory
• The first car to be imported into South Africa, a Benz Velo, was offloaded in the city then known as Port Elizabeth
1923 Ford Motor Company founded
1924 Ford starts assembling cars in Port Elizabeth
1926 General Motors opens factory in Port Elizabeth
1935 Pilkington and Shatterprufe establish automotive glass plants in Port Elizabeth
General Tire & Rubber Co established, becomes Continental
• Assembly plant built at Uitenhage (now Kariega)
1951 Volkswagen Beetle begins production at SAMAD facility in Uitenhage
1954 Bell Equipment established in KwaZulu-Natal
1958 Car Distributors and Assemblers (CDA) starts assembling Mercedes in East London
• Toyota South Africa production launched in Durban
• CDA starts producing Mercedes-Benz trucks
1964 First Isuzu trucks in SA
• SAMAD renamed Volkswagen of South Africa Limited United Car and Diesel Distributors (UCDD) buys out CDA
• MAN opens in South Africa
• BMW opens plant in Rosslyn, Pretoria (as Praetor Monteerders)
1973 Mercedes-Benz engine plant opens in East London, first outside Germany
1975 BMW South Africa completes takeover of company making vehicles at Rosslyn plant, becomes first BMW plant outside Germany
1978 Full production line at Isuzu Port Elizabeth plant
• Daimler-Benz AG buys majority stake in UCCD and changes name to MercedesBenz of South Africa
• Bell Equipment opens Richards Bay facility
1986 GM sells and rebrands as Delta
1988 Ford withdraws from South Africa. SAMCOR takes over production and distribution of Ford and Mazda vehicles
1996 VW Polo starts production in Kariega
1997 GM buys 49% of Delta
2000 Ford completes takeover of SAMCOR, creating Ford Motor Company of Southern Africa
2004 GM buys remaining 51% in Delta
2013 One-millionth Corolla manufactured by Toyota
2014 FAW Trucks SA begins assembling trucks at Coega SEZ, Gqeberha
2018 Mahindra starts assembling bakkies in Durban
2021 200 000th BMW X3 produced at Rosslyn plant
2024
• Stellantis invests in plant in Coega SEZ
Volkswagen Group Africa produces 1.5-millionth Polo GTI for export
Other parts of Gauteng also host production facilities for vehicles. UD Trucks, a part of the Volvo group, assembles the Croner heavy commercial vehicle at Rosslyn. Gauteng is also home to a strong automotive components industry, together with several bus and truck assembly plants. These include Scania, TFM Industries and MAN Truck and Bus South Africa, as well as the Chinese truck manufacturer FAW, which owns an assembly plant in Isando. Beijing Automotive Works (BAW) assembles taxis at Springs.
Armoured cars are produced by the Paramount Group. DCD Protected Mobility manufactures armoured cars in Boksburg, which are branded as Vehicle Mounted Mine Detectors. In nearby Benoni, BAE Systems OMC designs and manufactures protected vehicles.
Ford has initiated discussions about the feasibility of developing a sophisticated rail corridor between Gauteng and the Eastern Cape to link up the company’s two plants: Ford wants to send parts to Pretoria and export cars through the Port of Gqeberha.
BMW’s Plant Rosslyn in Tshwane has produced more than 1.6-million vehicles and exported them to more than 40 countries worldwide, including 14 African nations. To produce the BMW X3 plug-in hybrid for export, BMW will invest R4.2-billion in adapting the factory to electrical specifications. More than 300 employees will receive specialised training at the plant, which was BMW’s first-ever foreign facility. BMW has also spent R260-million on an expanded campus at Midrand.
All of Gauteng’s large automobile manufacturers are investing in new model production. Nissan is spending R3-billion on production of the Navara pick-up vehicle.
Mercedes-Benz South Africa’s new C-Class project (W206) has sparked several other related investments, which collectively will create 2 078 new jobs over two years at the East London plant. The production of the C-Class vehicle is a technological marvel and the plant regularly wins international awards for quality. The installation of a new sequencing centre, installed by Automotive
Vehicles exported 351 785 units 399 594 units
APDP2 trade 16.5% of GDP 16.7% of GDP (R520.5-billion)
Countries exported to 152 148
Source: Automotive Business Council
Logistics Solutions (an AHI company), has made the assembly line even more efficient.
Toyota South Africa reported in September 2023 that it had achieved national market share in vehicle sales of 27.6%, led by the number one brands in passenger cars and light-commercial vehicles, the Corolla Cross and Hilux.
More than 50% of the 3 249 Hiluxes sold were the double-cab models and 2 259 Corolla Cross vehicles were sold. In addition to the 1.8-million automotive part pieces sent out locally, the company shipped 272 290 pieces to foreign markets. In total, the company sold 142 612 in 2023, the highest level achieved for sales since 2007.
The company’s total investment of R4.2-billion between 2019 and 2021 included other manufacturing projects and a huge increase in warehousing capabilities. Among the challenges Toyota had to overcome was a major flood.
In 2025 Bell Equipment will start manufacturing the Bell Motor Grader in Richards Bay. A European technology partner and Bell engineers are working on developing a fully battery-operated version of the popular Bell Articulated Dump Truck (ADT).
KwaZulu-Natal has a substantial automotive components sector which includes large manufacturers such as GUD Filters.
In line with the policy of developing Industrial Economic Hubs, the Durban Automotive Supplier Park is planned at Illovo, south of Durban and near to the Toyota manufacturing plant. The Dube TradePort Corporation will manage the project, which covers 1 013ha. Other partners are the eThekwini Municipality, Toyota and the provincial government but the floods which hit the province in 2022 have slowed progress on the project.
Another manufacturer of earthmoving equipment is at Port Shepstone on the South Coast. Dezzi is part of the Desmond Group of companies that was founded in 1973 and now has 18 offices and branches. The Dezzi CMI backhoe loader is a popular part of the company’s range.
Home-grown manufacturer of powertrain and catalytic converter assembly systems, Jendamark, exports to 18 countries from its facility in Gqeberha. Continental Tyre South Africa is producing a 19-inch tyre for the first time at its New Brighton facility in Port Elizabeth.
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With road freight increasingly becoming the backbone of the logistics sector, Erik Bergvall, MD, Scania Southern Africa, stresses the importance of data in successfully transforming the sector.
An increased demand for road transport, largely driven by the rail-service challenges South Africa faces, has left many local supply chains heavily reliant on road-fleet operators. This increased demand has led to growing pains as the industry adjusts.
The factors that will determine the leading transport operators in the near future are very different to those that have traditionally been accepted as benchmarks for success. Historically, transport businesses have been considered easy to replicate. Transport operators had access to the same trucks, trailers and routes. Now the transport industry is on the brink of a significant transformation driven by technological advancements, sustainability measures and evolving consumer demands. The operators who lead this shift will gain a competitive advantage that slow adopters will find difficult to match.
Simply adding more trucks to a fleet is no longer enough. Transport operators need to increase efficiencies too. The adoption of innovative capabilities is allowing progressive operators to move faster than competitors, introduce differentiated services and adopt new systems. Increasingly, the ability to collect, understand and apply data intelligence from vehicles and other assets will mean the difference between operations as usual and operational transformation.
Leading transport operators aren’t born, they are made. Technology is playing a pivotal role in supporting transport
companies to adapt and thrive. The potential for fleets to harness intelligent insights from diverse data sources is revolutionising fleet management.
Real-time tracking, data analytics and predictive modelling are enabling transport operators to respond efficiently to disruptions, while staying ahead of the curve. Data sourced from sensors and cameras is enabling significant cost efficiencies. By tracking factors such as vehicle idling, route planning and driving styles, fuel-saving improvements can be made. Data-led predictive maintenance supports cost savings by identifying issues before they cause downtime. Long-term data tracking can measure these improvements, so operators can accelerate their efforts. Transport operators who win at cost efficiencies are the ones who will thrive.
Data is also playing a significant role in helping transport operators to reach their sustainability goals. Sustainability is no longer a fringe concern. It is a driving force. To reduce the environmental impacts of transport operations, real-time data insights are key. Data can support operators to decide how and where to start their transition to sustainable vehicle solutions.
Metrics include lifetime usage and average daily utilisation rates. Sustainable vehicles are designed to maximise fuel economy and total cost of ownership, while reducing harmful emissions. They have a significant role to play in assisting transport companies to optimise efficiencies that will deliver a competitive advantage.
The Managing Director of SkyJacks, Alistair Bennett, explains how the shift to electric equipment and the renewable energy sector are presenting new opportunities in the powered access, lifting and material handling sector.
What are SkyJacks’ areas of specialisation and what is your target market?
SkyJacks is the Southern African distributor for leading OEMs and provider of hiring and selling a comprehensive range of powered access, material handling and lifting equipment. This includes temporary suspended platforms, mobile elevated work platforms, telehandlers, construction hoists and mini-cranes as well as a comprehensive selection of lifting products and services. With a commitment to quality and customer service, we partner with leading global OEMs to deliver cutting-edge equipment designed to enhance safety, efficiency and productivity.
Our main target market is the construction, engineering, mining and power-generation sectors. What sets us apart from our competitors is our focus on the customer, continual product innovation, competitive pricing and movement towards sustainability.
Why is the transition to electric technology more than a passing trend?
In South Africa, the demand for electric- and hybrid-powered access, material handling and lifting equipment is surging due to rising environmental awareness and regulatory compliance needs and the 2019 carbon tax. Electric and hybrid equipment enables organisations to transition from fossil fuels to electrification while meeting stringent environmental regulations. Embracing these technologies helps businesses comply with standards and attract investors and customers focused on sustainability. This shift not only addresses environmental challenges but also prepares companies for future growth in a responsible and sustainable business landscape. SkyJacks is at the forefront of this transition. Our equipment not only reflects our dedication to high performance but also addresses the urgent need for sustainable and efficient solutions.
How is SkyJacks addressing the demand for electric equipment in various sectors such as mining, construction and retail centres?
We firmly believe that the move towards sustainable and environmentally friendly technology is the future so we have chosen to represent OEMs that align with this vison. They produce highperformance machines with low environmental impact and include:
• Faresin – full-electric telehandlers
• Jekko – full-electric mini-cranes
• Dingli – full-electric scissor lifts and full-electric and hybrid-boom lifts
These machines can operate indoor or on sites where emission requirements are enforced. Lithium batteries allow unchanged and constant performance even during intense use for the whole charge duration and offer the same level of performance as the diesel options. Moreover, a lithium battery-powered electric engine
implies less maintenance costs than a standard diesel engine and operating costs are reduced by up to 70%.
What is your vision and mission for the company?
My vision for 2025 and beyond is to position SkyJacks as the leading provider of powered access, lifting and material handling solutions in South Africa and the broader SADC region. As the exclusive distributor of international brands like Dingli, Faresin, Jekko and GEDA, we will continue introducing cutting-edge equipment to the market, offering the latest technology in safety and efficiency. As part of our long-term strategy, we will invest in greener, more energy-efficient technologies and promote the use of full electric equipment in our rental fleet.
Where do you see growth opportunities for SkyJacks?
While challenges exist, SkyJacks has several opportunities, such as growing demand in the renewable energy sector (solar and wind), which often requires specialised access, lifting and handling equipment. Additionally, increasing infrastructure development initiatives may boost demand for equipment rental services, particularly in urban development projects.
We believe in listening to our customers, and this is no different when it comes to growth opportunities. Our customers continue to drive our strategy in growth opportunities by continual demanding innovative, cost-effective and sustainable access, lifting and handling solutions and the recent addition of the Jekko and Faresin range of products is testament to this.
Finally, the availability of the lithium-battery-supplied version is creating even more business opportunities for SkyJacks, because it meets the needs of an ever-increasing share of customers caring not only about performance, but also about environmental sustainability.
Does SkyJacks support community projects?
SkyJacks is privileged to support some inspiring organisations including the Dzulani Children’s and Youth Care Centre in Vosloorus, the Germiston-Bedfordview SPCA and the St Francis Care Centre in Boksburg.
Alistair Bennett, SkyJacks Managing Director
Data analytics has proven to be a game changer in the business world but it is just one of the many digital skills that the modern business leader needs to manage the future. From cybersecurity to ethics and the use of technology to manage and lead teams, Cohen Appanah highlights five essential qualities for success.
The world will need to reskill more than one-billion people by 2030 because of technology-led and digital changes in the workplace. It is crucial that leaders arm themselves with the digital skills necessary to thrive in this evolving landscape and lead in the future.
A leader’s ability to harness digital advancements such as AI, blockchain and IoT is no longer optional – it is a prerequisite for future success. Leaders need also to understand that failure to adapt will result in a loss of a competitive edge and the eventual downfall of the business.
The world of work is changing rapidly and digital skills are at the forefront of the change, requiring a shift in leadership methodology in order to keep up with emerging trends and to remain relevant in industry. More emphasis needs to be placed on digital skills as it is a key factor for business success in the future, especially for those occupying leadership positions, as change is generally led from the top of the organisation. Digital skills can
radically improve a business, and the use of technology is capable of making a significant impact on the role of a leader as well as their decision-making effectiveness, ultimately impacting the entire organisation’s future.
Digital skills can be as simple as a leader using a device such as a laptop or tablet for work-related tasks and as complex as encompassing digital technology to manage and lead teams as well as the business. It includes the management of digital information, use of digital technology and the utilisation of data to make business decisions. Digital skills also consider factors such as digital literacy, data-driven decision-making, communication and collaboration, cybersecurity, training efforts, technology, ethics and responsible use. An effective leader for the future with strong digital skills will ideally be able to lead digital transformation and navigate all of the above aspects successfully, ensuring that teams are aligned with the business’s digital objectives.
These are the digital skills that every leader needs for the future:
A leader in the future will be required to understand and effectively navigate digital systems as and when they are developed. This will require that leaders stay abreast of the latest developments by immersing themselves in areas where these developments are discussed. These could be in the form of summits, workshops, masterclasses, forums and keynotes. Continual learning about these digital technologies will be crucial in a rapidly evolving digital landscape. That landscape is changing radically, with AI applications and solutions being developed at an extremely fast pace. Leaders need to ensure they are ahead of these developments by continuously upskilling and adapting to the latest digital trends. A continual-learning mindset is paramount to achieving this.
The use of data to make decisions is one of the most effective ways in which to make well-informed business decisions. Leaders need to understand the data generated by their business to an incredibly detailed level. If there is a requirement for new data to be collected that will better aid decision-making, then the leader needs to devise a solution to collect that data and use it to make better decisions. Leaders need to know how to interpret data and use it to make strategic decisions. These could be in the form of dashboards, keyperformance indicators (KPIs), key-performance areas (KPAs) and insights from AI tools. AI technology is capable of interpreting data in creative ways to drive business decisions and better inform leaders. Data analytics has proven to be a game changer in the business world and is critical for a leader to understand.
Leaders needs to understand how to lead their teams through digital and technological change. Agility is required to negotiate the pace of change. As a solution is implemented, a new and better one is being created almost concurrently. We are in an age of disruption and rapid development which is currently concentrated around AI technology and the development of solutions using AI. Leaders need to have the relevant change-management skills for a digital landscape and be able to navigate their teams accordingly to foster a mindset of innovation and transformation. Ineffective management of change will result in a failure to implement digital tools appropriately.
organisation’s digital security. This can only be achieved by a leader having full insight into the risks involved and ensuring that a comprehensive risk management plan is set up.
Leaders need to lead from the front and this means having an in-depth understanding of how to use digital tools that are available. They also need to be able to assess which tools are right for their organisation and how different tools can support various business functions. These tools include online platforms, web applications and software that have been developed and are currently in development. If there is a new solution that enters the market, leaders need to be aware of it and understand its application. A leader will find it difficult to get their teams to employ digital tools if they do not lead by example. This may prove difficult for some in leadership roles that are more hands on, or prefer older, trusted methods, but a shift is required as it is critical for businesses to evolve and keep up with the latest digital trends. The workforce has changed significantly and the new generation of the workforce is digitally oriented, especially since the inception of wider-scale remote working. Leaders need to take charge of their own understanding of the digital era.
The above digital skills cover a range of areas in which leaders need to develop to be effective in the future. Leaders can practically acquire these skills by continuously upskilling themselves through the various resources available in the form of courses, workshops and study options. They can also join blogs, follow thought leaders and complete programmes that are offered. Many of these resources are free of charge and widely available to leaders from all over the world. It is also beneficial for leaders to immerse themselves among other thought leaders in the digital landscape, as these connections can prove vital in the future.
The future is digital, and leaders must take proactive steps to be ready. Now is the time to build the digital proficiency needed for leaders to guide their organisations into the future.
Leaders need to be at the forefront of understanding the risks with regards to ethics and responsible use when employing new digital technology. With any new development, there are risks involved. The risks associated with digital technology are especially difficult to identify as they are virtual. Leaders need to ensure they are well positioned to have a full view of the potential impact of employing digital technology without the proper due diligence. This will also take into account the protection of the organisation itself, as improper use of digital technology can have the potential to impact the credibility of the organisation and its data protection. Employees need to be considered as well as the integrity of the Cohen Appanah
Pioneering the future of digital public administration, by Matthew Chetty
The Council for Scientific and Industrial Research (CSIR) has established a reputation as an innovator with progressive strategies through its e-Government initiatives and capabilities, setting it apart as a leader in driving digital transformations within the public administration sector.
e-Government refers to the utilisation of technology by governments to improve their operations and stakeholder interactions, aiming to positively impact society. Since its emergence in the 1990s, e-Government has evolved to encompass various dimensions such as technology, interaction, customer needs, customer satisfaction levels and societal advancement. This approach earmarks state-owned communication technologies to empower citizens through improved service delivery standards while boosting accountability and transparency.
The CSIR’s commitment to innovation aims to make a lasting impact on people's lives. The council’s vision for the future of governance
prioritises efficiency, transparency and resilience. This goal is achieved by incorporating advanced information and communication technology (ICT) solutions into government operations through its e-Government impact area. This approach not only improves efficiency but also transforms how services are provided, setting higher standards for effectiveness and responsiveness.
The CSIR e-Government impact area cements the institution's commitment to contributing to the development of a capable state and improved government service delivery. The centre functions as a crucial resource for consolidating past and future system landscape data, generating essential metrics necessary for devising effective strategies, investments and governance policies, while offering valuable guidance to all relevant stakeholders. The centre plays an indispensable role in advancing developments in
the field of e-Government. Additionally, the e-Government impact area has a solid track record in developing and implementing large-scale information systems across the country in diverse fields such as digital health, oceans and coasts monitoring, rural access and indigenous knowledge protection.
The CSIR places great importance on human capital development as a vital pillar supporting its e-Government strategy. The organisation acknowledges that technology alone cannot bring about change and emphasises the need for comprehensive training platforms to equip professionals with necessary digital skills. By adopting such an approach, the CSIR ensures that every level of government has access to skilled personnel capable of confidently navigating the evolving technological landscape. This emphasis on cultivating talent leads to innovation and excellence within governmental institutions while promoting widespread adoption of e-Governance practices.
As Africa’s largest multidisciplinary science and innovation hub, the CSIR is dedicated to establishing benchmarks for digital advancements through proactive measures in creating and endorsing best practices in e-Government. It is highly regarded as an advocate for standardisation and interoperability in various e-Government initiatives. The organisation ensures that operational results are not only robust but also dependable enough to support long-term success, with ongoing efforts to set conventions further accentuating the CSIR's unwavering commitment to driving innovation and excellence in e-Government.
The CSIR's e-Government impact area embodies the organisation's dedication to tackling societal issues with inventive solutions. Through its proficiency in critical thinking, investigation and engineering capabilities, the impact area propels intricate integrative initiatives across various sectors. This interdisciplinary approach establishes the CSIR as a pioneer in creating comprehensive solutions for government-wide integration, product lifecycle management and ensuring information security within the e-Government domain.
e-Government leadership in Africa has the potential to bring about transformative change. By utilising advanced ICT tools and methodologies, the CSIR continues to lead the way towards a new era of digital governance on the continent, promising greater efficiency and transparency for public sector operations. As an authority in e-Government, the CSIR not only tackles present issues but also sets a precedent for excellence and innovation that will shape future public administration across Africa. With its progressive approach to digital governance, emphasising efficacy, transparency and outcomes, the CSIR continues to inspire industry leaders while leading the way onto groundbreaking paths ahead.
Matthew Chetty is the Impact Area Manager for e-Government at the CSIR. He leads groundbreaking initiatives to revolutionise public sector efficiency and transparency through advanced digital solutions. With a strong background in ICT, Chetty brings a wealth of expertise and a forward-thinking approach to his role, positioning the CSIR as a global leader in e-Government.
Local ecommerce marketplaces can hold their own against international competition, according to Bob Group’s Managing Director, Andy Higgins, by offering consistency and good pricing.
It is the question everyone has been asking since Amazon.co.za officially went live in South Africa: Can homegrown ecommerce businesses compete against global juggernauts?
As described by World Wide Worx in its “Online Retail in South Africa 2024” report, Amazon’s introduction in May was “probably the most momentous event in the local ecommerce industry since the launch of Checkers Sixty60 in 2020”.
The Jeff Bezos-owned company could not have chosen a more opportune time to enter the local market. The study by World Wide Worx, in partnership with Mastercard, Peach Payments and Ask Afrika, shows that South Africa’s online retail sector surged to R71-billion in 2023, a 29% increase from 2022.
However, while the ecommerce giant has added more noise to the local ecommerce landscape, it remains to be seen whether Amazon offers buyers in South Africa any more product choices.
It is also worth noting that Amazon does not always succeed in the new international markets it enters. According to its Ecommerce App Revenue and Usage Statistics for 2024, the app market analysis portal Business of Apps says it has struggled outside of North America: “Shopee and Meesho have surpassed Amazon in annual downloads, and Shopee has control over several Southeast Asian countries.
“Latin America is another region that appears less sold by the Amazon pitch, with Mercado Libre, Shopee and AliExpress all competing for market share in the region.”
The power of local
Craig Lubbe, Head of Marketplace at pioneering South African ecommerce ecosystem Bob Group, says the power of local should never be underestimated.
“We have seen consistent support from a strong community of buyers and sellers within the collectables group of categories. This includes things like antiques, coins, stamps and other collectables. These categories make Bob Shop a unique space,” he says.
“While we offer mainstream consumer goods sold at fixed prices, Bob Shop also continues to facilitate our sellers’ fixed-price and auction-format products. Some of these buyers and sellers have been active on the platform from its inception and have seen many changes to our offering over the years.”
Consistency, he adds, holds the key to ensuring return-visit frequency for homegrown marketplaces.
Sellers on Bob Shop, for example, handle orders on average in just under two days, while the business’s integrated couriers make deliveries in South Africa within the same time frame. This, together with automated tracking updates for consumers, contributes to the consistent experience offered to buyers on the platform.
Pricing is another massive factor in determining return-visit frequency. In the South African ecommerce environment, rules and pricing differ across local marketplaces.
“While there may be benefits in trying out the different platforms, in the long term, it may prove more manageable for a seller to focus most of their efforts on one platform, apart from their own ecommerce channels,” Lubbe says.
It is a given that there will be a high overlap in product assortment between new international marketplaces and established local platforms. However, the main points of differentiation will fall within pricing and service.
Lubbe points out that while asking sellers to drop pricing can work as an effective temporary measure, it is not typically a sustainable mechanism for retaining customers.
He comments, “Maintaining good delivery and communication standards, coupled with a vast product assortment, is a great mechanism to retain your customers.
“What we have done at Bob Shop, for example, is set standard shipping and automated communication processes to allow sellers to focus on selling. We have also built tools to help sellers easily integrate their ecommerce websites. To remain competitive, you need these differentiators.”
Bob Group is a merchant- and consumer-focused company born out of an amalgamation between South African online auction and marketplace brand Bob Shop and Bob Go, a logistics ecommerce solution that streamlines order fulfilment and shipping processes for merchants selling online. The company offers a variety of tools to assist merchants, including syncing of products to the Bob Shop platform easily, shipping and tracking solutions, payment facilitation and a software-as-a-service solution for courier companies.
Managing Director for Bob Group, Andy Higgins, is an experienced professional in all aspects of ecommerce, including online marketplaces, payments and logistics. He founded bidorbuy and was instrumental in starting PayFast in South Africa. Craig Lubbe, Bob Group’s Head of Marketplace, has led Bob Shop in creating a thriving community of buyers and sellers across South Africa.
Building a competent, confident and capable future workforce, a contribution by the Siyafunda Education Foundation, a non-profit organisation committed to addressing South Africa's educational challenges by bridging the gap in STEM education.
In today's rapidly evolving technological landscape, businesses must prepare for a future where digital proficiency is not just an advantage but a necessity. Robotics, coding and digital literacy are at the forefront of this transformation, offering unparalleled opportunities to build a competent, confident and capable workforce. This article explores why investing in these areas is essential for businesses in South Africa and internationally, providing insights into how these skills can drive economic growth and ensure long-term success.
As the Fourth Industrial Revolution (4IR) continues to reshape industries worldwide, the demand for workers with advanced technical skills is skyrocketing. According to a 2023 report by McKinsey & Company, the global labour market is experiencing a shift where automation, artificial intelligence (AI) and digital technologies are becoming central to business operations. This trend is particularly relevant in South Africa, where the integration of these technologies presents both a challenge and an opportunity for the economy.
For businesses to remain competitive, it is crucial to invest in developing a workforce proficient in robotics and digital literacy. These skills are not only about understanding technology but also about applying it innovatively to solve complex problems, streamline operations and enhance productivity. By fostering these capabilities, businesses can ensure they have the talent needed to thrive in a digital-first world.
Competence in today's job market extends beyond traditional skills. Coding and robotics, once considered niche areas, are now becoming fundamental competencies across various sectors. In South Africa, where youth unemployment remains a pressing issue, providing young people with access to coding and robotics education can be a gamechanger. This investment in the youth not only builds the new workforce, but also provides businesses with access to high-potential candidates that can be recruited.
Coding teaches logical thinking, problem-solving and creativity, skills that are transferable across many roles. A study by the World Economic Forum highlights that jobs requiring STEM (Science, Technology, Engineering and Mathematics) skills are among the fastest growing and most resilient to automation. By integrating coding into the education system and corporate training
Learners actively engaged in robotics, showcasing the power of communication, teamwork and collaboration in a dynamic and respectful environment. This hands-on experience fosters essential skills for future success.
programmes, businesses can equip the workforce with the tools needed to adapt to future challenges.
Robotics, on the other hand, offers practical applications that enhance technical competence. Whether in manufacturing, healthcare or logistics, robotics enables workers to engage with cutting-edge technologies that drive efficiency and innovation. For example, companies in the automotive industry are increasingly relying on robotics for precision tasks, reducing error rates and improving production timelines.
Digital literacy goes beyond basic computer skills; it encompasses the ability to navigate and leverage digital tools effectively. In an era where digital platforms dominate business
interactions, workers who are digitally literate are better equipped to communicate, collaborate and execute tasks efficiently.
Confidence in using digital tools is critical for employee empowerment. When workers feel competent in their digital abilities, they are more likely to take the initiative, experiment with new technologies and contribute to digital transformation efforts within their organisations. According to a 2022 report by PwC, businesses that prioritise digital upskilling see higher employee engagement and productivity, leading to better overall performance.
For South African businesses, boosting digital literacy is particularly important as the country seeks to integrate more deeply into the global economy. By ensuring that employees are comfortable with digital tools, businesses can unlock new opportunities in international markets and enhance their competitiveness on a global scale.
Capability refers to the ability to apply knowledge and skills in practical settings. As businesses navigate an increasingly complex and interconnected world, the capability of their workforce becomes a critical determinant of success. Robotics and digital literacy are key drivers of this capability, enabling employees to adapt to new technologies and business models quickly.
For example, the rise of ecommerce has transformed the retail industry, requiring workers to be adept at managing digital platforms, analysing data and understanding consumer behaviour. In manufacturing, the adoption of Industry 4.0 technologies demands a workforce capable of operating and maintaining advanced machinery.
Internationally, the capability gap poses a significant challenge for businesses aiming to expand into emerging markets. A 2023 report by Harvard Business Review underscores the critical need for continuous learning and development to cultivate a workforce capable of thriving in a rapidly changing business environment. For South African businesses, this necessitates investing in training programmes at both the secondary and tertiary education levels that not only impart digital skills but also promote a culture of lifelong learning. By doing so, businesses can tap into the advantages of investing in and recruiting high-potential talent through partnerships with third-sector organisations such as charities and NGOs.
The future of work is digital and businesses that invest in robotics, coding and digital literacy will be better positioned
to navigate this new landscape. By building a workforce that is competent, confident and capable, companies can drive innovation, enhance productivity and secure a competitive edge both locally and internationally.
For South Africa, these investments are not just about economic growth, they are about creating opportunities for a new generation of workers who can contribute to the country's prosperity. As businesses, governments and educational institutions come together to promote these critical skills, they will lay the foundation for a resilient and dynamic economy ready to meet the challenges of the future.
McKinsey & Company, 2023, The Future of Work: Reimagining Business Models in the Age of Automation; World Economic Forum, 2021, The Future of Jobs Report 2021; PwC, 2022, Digital Upskilling: Building a Future-Ready Workforce; Harvard Business Review, 2023, The Capability Gap: Preparing Workers for the Digital Future.
A core aspect of the Coding and Robotics Programme is developing computer literacy. Learners gain not only coding skills but also essential basic computer knowledge, equipping them for the digital future.
The Siyafunda Education Foundation (SEF) is committed to addressing South Africa's educational challenges by bridging the gap in STEM education. As a registered nonprofit organisation, SEF empowers young minds and transforms communities through innovative STEM programmes. We act as catalysts for change, igniting curiosity and providing a platform for young learners across the nation to access essential knowledge.
SEF drives transformation in under-resourced regions through holistic school and community development. Partnering with companies, mines, IPPs and individuals, we create sustainable impact through bursary funds, multi-year projects and community-building initiatives. Our context-specific approach ensures that each project meets the unique needs of the community. By investing in education and infrastructure, we empower communities. Website: www.siyafundaef.org.za
The foundation of a thriving business is a financially secure workforce, says Banie van Vollenhoven, Group Chief Executive Officer, of iMasFinance. A company’s biggest asset is its workforce and employers need to invest in the well-being and future of its people.
Banie
How do you define "financial wellness"?
At iMasFinance, financial wellness is not just what we offer; it's the core of who we are and what we do – which is also found in the concept of ubuntu – a quality that includes the essential human virtues: compassion and humanity. We define financial wellness as the ability to manage finances in a way that promotes stability,
security, self-worth and prosperity. It’s about more than just having access to financial products – it's about equipping our Members with the knowledge and tools they need to make informed decisions. As a caring financial wellness partner, we believe that our Members’ financial health is crucial to their overall well-being and we’re dedicated to supporting them through education, personalised services and a Co-operative approach that puts their needs first.
What does the iMasFinance Financial Wellness Indicator aim to do? Has it been successful in achieving its goals?
The Financial Wellness Indicator is a key tool we use to assess and improve our Members’ financial well-being. It tracks vital aspects of financial health such as budgeting, saving and long-term planning. Its goal is to identify areas where Members may need more support and then tailor our services accordingly. While this initiative has just being launched, it has already laid a solid foundation and shows promising potential for future guidance. By providing this, we are staying true to our role as a caring financial wellness partner who puts Members’ long-term financial well-being and humanity at the heart of everything we do.
What are the main services that you provide?
We offer a comprehensive range of services focused on enhancing the financial wellness of our Members. These include:
• Access to lending solutions, such as vehicle finance, personal loans and educational loans, all at competitive rates and designed with responsible lending practices to suit Members’ individual needs.
• Comprehensive insurance solutions through our in-house independent brokers, covering everything from motor and household insurance to life cover and estate planning, with some exciting value-adding services, exclusively available to our Members.
• As a caring financial wellness partner, we also collaborate with companies that prioritise the financial well-being of their employees, offering tailored solutions and financial wellness training to all of their staff, thereby supporting their workforce.
Is there an area of your business that is growing faster than any others?
Many consumers are under financial pressure due to rising living costs, especially in the lower-income brackets where energy and transport costs are a big portion of household spend. What is notable is the increased demand for our financial wellness programmes. We are seeing that more and more employer partners and South Africans are looking for guidance on managing their finances, which underscores the critical role we play in supporting them during tough economic times. This reflects the growing awareness of the need for responsible financial planning and education.
Please explain the idea that iMasFinance is a "Co-operative" and that people who buy iMas products "become part of our organisation".
Since our inception in 1937, we have grown into one of South Africa’s leading primary financial services Co-operatives, built on the principles of ownership, shared value and profit sharing. We are committed to providing our Members with affordable and convenient financial solutions while promoting financial wellness and inclusion. iMasFinance operates as a co-operative, meaning our Members are not just customers – they are all owners. Every Member who uses our services becomes a stakeholder in our business, and through our profit-sharing iMasRewards TM programme, they directly benefit from the financial growth of the Co-operative. This Co-operative model allows us to foster a culture of shared value, profit sharing and ownership, ensuring that every decision we make is in the best interests of our Members. As a caring financial wellness partner, this structure allows us to foster long-term financial wellness and sustainability for everyone involved. We have earned the right to be our Members’ trusted financial partner.
What are the benefits of partnering with iMasFinance or becoming a Member to employer partners and their employees? Partnering with iMasFinance offers a range of significant advantages for both employers and their employees, fostering a culture of financial wellness and shared value:
Enhanced employee benefits: Our diverse suite of products and services empowers employers to provide valuable financial wellness solutions, significantly boosting employee satisfaction, productivity and retention.
Tailored support: We collaborate closely with employer partners to create customised solutions that align with their organisational values and meet the unique needs of their workforce, ensuring that our employer partners can focus on what they do best.
Protection for employees: iMasFinance prioritises the wellbeing of employees by implementing responsible credit-screening processes and setting minimum required net salaries and single salary deductions. This approach safeguards employees from exploitation and promotes a culture of financial responsibility. Employers gain as they can focus on core business activities and outsource all financial services, from salary advances to staff loans and even employee benefits (group schemes) to iMasFinance. Furthermore, the employer does not carry the credit risk; this is carried by iMasFinance.
At iMasFinance, we believe that a financially secure workforce is the foundation of a thriving business. By partnering with us, you’re not just enhancing your employee benefits; you’re investing in the overall well-being and future of your team. Our comprehensive financial wellness solutions, tailored to meet the unique needs of your organisation, empower your employees to achieve their financial goals.
Together, we can create a workplace culture that prioritises financial health, fostering employee satisfaction and loyalty. Let’s work together to build a brighter financial future for your organisation and its biggest asset, your employees.
The country’s challenging landscape can make life difficult for local companies but as WWISE explains, standardisation is proving key to their resilience. Consultants Simone Samuel and Karina Govender run the rule over the importance of adhering to the standards set out by the International Organization for Standardisation (ISO).
South Africa is a complex landscape for Environmental, Social and Governance (ESG) requirements.
Water scarcity, energy shortages and carbon emissions heighten environmental concerns while the country’s social challenges, including labour strikes, income inequality and racial disparities, are well documented.
From an administrative perspective, political instability and corruption continue to overshadow the nation’s efforts for renewal in the wake of state capture.
Nevertheless, South African companies strive to navigate these multifaceted ESG issues.
What many have come to realise is that effective ESG requires clearly defined objectives that are met through strategic planning and implementation and can withstand South Africa’s myriad challenges.
Standards set out by the International Organization for Standardisation (ISO), which comprises standards bodies from more than 160 countries, are aiding local businesses significantly in this process.
Simone Samuel, senior ISO consultant and project manager at World Wide Industrial and Systems Engineers (WWISE), explains that the standardisation of ISO14001:2015, for example, plays a
pivotal role in addressing ESG challenges by providing a systematic framework for environmental management within organisations.
“This internationally recognised standard sets out clear guidelines for establishing and implementing effective environmental management systems, helping businesses to better understand, manage and reduce their environmental impacts.
“It also promotes sustainability, responsible resource management and regulatory compliance. Furthermore, by emphasising continuous improvement and stakeholder engagement, it aids in fostering a culture of transparency and accountability.”
Samuel’s colleague Karina Govender points out that this standard also plays a crucial role in saving companies precious time as it streamlines and simplifies the process of complying with ESG requirements.
Improved operational efficiency in terms of ESG reporting, audits and compliance will also save on money and resources, she says.
“It encourages organisations to adopt sustainable practices, reduce waste and energy consumption and address resource inefficiencies,” Govender says.
“This leads to cost savings through improved resource management and streamlined processes. Additionally, ISO14001 enhances regulatory compliance, reducing the risk of fines and legal actions, not to mention that it bolsters a company's reputation. The result is more eco-conscious customers and partners come on board to boost sales and profitability.”
According to Samuel, the onus is on top management to establish the system as this commitment ensures the allocation of resources and support. Organisations must also conduct a comprehensive environmental review to identify aspects and impacts of their operations.
“Once identified, clear objectives and targets for environmental performance must be set, focusing on reducing negative impacts and improving sustainability. Employee training and engagement are essential to ensure that everyone understands and contributes to the system's success.”
She adds that there needs to be continuous monitoring and measurement of environmental performance, along with regular audits. Effective communication with stakeholders, including customers and regulators, is vital for transparency and building trust.
The cost of implementing ISO14001:2015 can vary significantly depending on the size and complexity of a business and its existing environmental management practices. However, it can be considered an investment that will yield many benefits and returns.
This process can take from several months to a few years, and successful certification usually depends on careful planning and continuous improvement efforts.
The effectiveness of an implemented ISO14001:2015 system is measured in several ways, Govender says.
“Businesses begin by conducting regular internal audits to assess conformance with environmental management standards. Key performance indicators (KPIs) or objectives are established to track metrics such as reduced energy consumption, waste reduction and improved recycling rates.
“Additionally, management reviews and stakeholder feedback provide valuable insights. External third-party audits and certification help validate the system' s effectiveness and ensure conformity. Continuous improvement is a fundamental element, with corrective and preventive actions taken when necessary.”
Launched in 2009, Centurion-headquartered WWISE employs 35 full-time consultants who specialise in more than 40 industries, both locally and abroad, training and implementing ISO standards and programmes for a broad range of small, medium and large-scale business and organisations. The company has a solid local and international client base, with 590 clients in 16 countries, implementing more than 30 standards and achieving a 100% record when clients are certified. Its training programmes are accredited with SETAs and various international bodies, and it offers an e-Learning portal through which 12 000 people in 40 countries have been trained so far.
The 70-year-old International Organization for Standardization (ISO) is an independent, non-governmental international body that develops business management standards to ensure the quality, safety and efficiency of products, services and systems across a multitude of industries. It aims to uphold consistency and quality in an increasingly globalised marketplace.
Finding solutions for clients is what most excites Geralda Wildschutt, founder and CEO of Maisha Social Solutions, a company that works on ESG in a wide variety of sectors. Sound stakeholder and accountability strategies are key to building trust.
Please explain the name of the company.
Maisha, a Swahili word meaning “life”, represents our passion to provide solutions for better livelihoods, living conditions and general wellbeing for all. We believe in the prosperity of the planet and a better world for all.
Our logo is two Siamese crocodiles displayed as a symbiotic relationship of sharing one stomach and believed to represent democracy and unity. We believe in co-dependence between people, planet and systems and the values of democracy and unity.
Are there sectors in which you mostly work?
We work mostly with mining and renewable energy companies, but our field of expertise, which is Sustainability and ESG (Environment, Social and Governance), is relevant to any sector. We support these companies in delivering their goals in mostly Social Performance, which is the S in ESG. The topic covers all stakeholders relevant to a company, ie its employees/people, its communities, host governments, industry bodies, etc. We assist in navigating relationships and partnerships.
This can mean working on Corporate Social Responsibility topics, for example designing a strategy, a portfolio of bestsuited community-benefit-and-impact projects, stakeholder engagement and social research. It can also mean advising a large-scale mining company’s board or executive team about entry strategies into Africa, where it means working with communities and governments.
We often find ourselves sitting with community members under trees and in community halls in Botswana, South Africa, Congo and Namibia, where we do baseline socio-economic impact studies
for mining companies, or stakeholder engagement sessions for renewable energy companies.
We also work on capacity-building of mining staff on the pertinent topics of ESG, and how to put systems and policies in place.
What excites you about the work of Maisha?
We work in fascinating industries. The mining sector will provide the critical minerals the world needs for our electric cars, wind turbines, solar panels and smartphones. It is integral to creating the green future that we need.
Mining also drives the renewable industry across Africa, as most mining companies are building renewable solutions for their energy demands. We are excited about the growth of renewables in South Africa, and how this can unlock access to energy for vast communities who have been energy poor.
We work in human rights, assisting companies to assess their impact on the rights of households neighbouring the mine or renewable energy plant. This is critical work to build trust with communities and build a culture of No Harm. These industries invest large sums of money in communities and we get to assist in designing impactful projects, from infrastructure, agriculture, health and education and many more.
What excites us most is finding solutions together with our clients for their most pressing challenges.
Can you talk about some of the challenges?
Trust building for mining companies: this is at an all-time low for the industry internationally, lower than oil and gas, due to the perceived and real negative impacts that mining brings in the
shape of ugly heaps, displacement of people for land required for mines and pollution of water and air.
Working on solutions for our clients to build trust with governments and communities, with non-profit organisations and industry bodies, is important work. This is achieved through sound stakeholder and accountability strategies.
Minng occurs in the poorest places in the world, including in South Africa. Therefore, the demands and expectations are high. International companies entering these environments to mine often do not understand the cost of community expectations.
Conflict can cost companies a lot of money, since communities can directly prevent the mine from producing. We advise on this work and design systems in collaboration with communities and partners.
Lack of understanding of what the industry is like and why it is important could be harmful to the industry; we design communication plans and community participation to educate about mining and its purpose.
Do you help companies comply with legislation?
In South Africa we assist companies with Social and Labour Plans (SLPs), which is regulated by the Department of Mineral Resources. This is the plan designed with municipalities and communities which contains the Community Benefit projects that the mine will deliver in a five-year period. It also contains obligations for human resource development, community development and housing, among other things. This is an important document since the SLP gets assessed and signed off, and non-delivery may result in the loss of a mining licence.
The Economist recently noted that ESG reporting is somewhat in retreat internationally. Is this true of SA or is there still a robust interest in ESG?
The standards and requirements for ESG reporting is different for various sectors and different countries. Reporting on one’s environmental footprint and plans to avoid harm while protecting the environment is essential for mining companies, but also for many other sectors. Communities, governments, shareholders and investors care about the companies’ negative impacts on the natural environment, on the climate and water resources. Stakeholders also care about the social commitments and contributions of companies. I would say that ESG reporting remains critical for all industries. The topic of Diversity, Equity and Inclusion (DEI) is still critical and companies should report on their commitment and delivery on this critical topic. South Africa is doing very well and leads the way on gender equity, and the percentages of women on boards of listed companies.
As a successful woman entrepreneur, please share your observations about your own journey. What helped you succeed? I’ve always been open to opportunities, even when they were hard, requiring studying or late nights. Being willing to put oneself in unfamiliar situations and open to change is important for growth, as is having a positive mind-set. I encourage everyone to look for sponsors and mentors who will support your path and listen when things get tough.
Training staff in ESG protocols is an important part of the modern work environment.
Geralda is a sustainability and ESG expert. Her significant leadership roles include that of independent board director at Caledonia Mining Corporation and Northam Platinum Holdings. In these roles she is instrumental in steering sustainability decisions and she is a panellist on the Climate Change Advisory Committee of Sasol. Geralda has worked in more than 15 countries across four continents. She was a winner in the 50 Power Women in the 2021 Mail & Guardian competition and in the World Women Leadership Congress Awards 2024. Geralda is an Educational Psychologist by training and holds a Master’s Degree in Psychology from the University of Cape Town and an MBA from BSN, as well as post-graduate certificates in Crosssector Partnerships and Advanced Social Management from Cambridge University’s Institute for Sustainability Leadership. She is a Director of SAICA Enterprise Development and The Hope Factory, where she serves in a voluntary capacity.
Founder and CEO, Geralda Wildschutt.
There is light at the end of the tunnel for South Africa’s railway network, according to Colossal Concrete Products, Southern Africa’s largest producer of precast-concrete-railway sleepers.
Two senior executives at a manufacturing enterprise that is reviving rail infrastructure strongly believe that the South African rail sector can recover. Colossal Concrete Products Chief Executive Officer, Gwen Mahuma-Madida, and Chief Operating Officer, Mmapitso Kiewiet, believe that the thousands of kilometres of track crisscrossing South Africa will be restored, contributing towards economic recovery and forging critical linkages across the SADC region and into Africa.
As CEO and COO of a company that sees a central role for itself in that revival, Mahuma-Madida and Kiewiet personify the pivotal part women are playing in the rail and infrastructure sectors in
South Africa today. In March 2024, Michelle Phillips was appointed CEO of
A Colossal vision for rail
Mahuma-Madida explains that she and fellow investors chose the name “Colossal” because they had a colossal or massive vision of developing infrastructure products and services across the continent.
In 2021, Colossal Concrete Products, a Level 1 B-BBEE venture, purchased a precast concrete products manufacturing facility in Brakpan and a mothballed operation at De Aar in the Northern Cape from the company formerly known as Aveng Infraset.
The De Aar facility reopened in October 2023, following the signing of a one-year contract with Transnet Freight Rail (TFR) to supply precast concrete railway sleepers. This has been extended by six months to December 2024.
Both Mahuma-Madida and Kiewiet believe that rail will rise above challenges such as poor maintenance, vandalism, theft and lack of investment. Mahuma-Madida points out, “With new leadership, there is a fresh and invigorated approach. This will not only have a major impact on the rail network and other infrastructure, but also on our own workforce. We can produce a million sleepers a year; currently we are not even scratching the surface of our full capacity,
“Having said this, we believe that we will benefit from the escalation in the delivery of infrastructure upgrades, as well as the resumption of maintenance of our rail infrastructure. However, we can also increase demand for our products through working closely with the private sector in construction, mining, engineering and renewable energy. This applies both in South Africa and throughout Sub-Saharan Africa where we are actively pursuing distribution agreements for our products.”
Pan-African infrastructure expansion
Colossal’s opportunities extend beyond their contract with Transnet Freight Rail. The company also supplies PRASA via thirdparty contractors as well as private-sector rail projects at sites such as a manganese ore mine in the Northern Cape.
Colossal also recently supplied rail sleepers and poles for a 109km railway upgrade project in Namibia and distributes poles in Botswana. The company’s recent distribution agreement and collaboration with Eswatini precast concrete manufacturer and distributor NPC is expected to open up a new Sub-Saharan African
market and an export springboard for precast concrete products via the port of Maputo in neighbouring Mozambique.
Mahuma-Madida says that Colossal has a variety of products which play a role in the infrastructure value chain. These include concrete poles, masts, culverts and pipes.
“We are also trying to grow into larger markets such as telecommunications, energy and construction. One of our most significant advantages is the flexibility to set a unique and sustainable system of modular, portable ‘project factories’ which cater for specific projects and can be dismantled post-completion.”
Colossal believes its contribution to developing infrastructure goes beyond the actual physical product: “We help to change people’s lives and make a sustainable difference. For example, there is a whole economy around a rail network: it not only boosts a country’s gross domestic product (GDP) but promotes ease of movement, facilitating transport of both people and goods. This means less heavy commercial transport vehicles on the road and therefore less damage to the road infrastructure,” explains Kiewiet.
Making a difference in peoples’ lives started close to home for Colossal. Not only were jobs retained with the company’s investment, but employment in the De Aar and Brakpan facilities has collectively increased to just under 200.
Investment in people encompasses the local community around the Brakpan and De Aar facilities, with some 10 additional people benefitting from each person employed.
As this business is very seasonal and depends on key contracts and orders, a base of permanent employees is employed and then limited duration contractors (LDCs) are hired. In Brakpan, some of these LDCs have become permanent. De Aar was restarted with just a handful of people who were re-employed in their former positions but this has scaled up as more production lines have been opened.
Mahuma-Madida’s entrepreneurial initiatives have been focused on rail since 2012. “This is an industry about which I am very passionate,” she says. “Together with fellow investors, I am still looking for other opportunities beyond rail, products and services which we as Colossal Concrete Products can supply to different infrastructure-related sectors: from renewable energy, to water, roads and the mining and construction sectors.”
Colossal is also focused on promoting the role of women in the sector. Notes Kiewiet, “In administration, we are highly weighted towards women. In the factory, because the work requires heavy
lifting, there are more men. However, we do have women who work in our prepping and stacking departments.”
Mahuma-Madida adds that there are significant opportunities in quality and safety. From the procurement of raw materials to dispatch and from testing to research and development, there are areas where women can excel.
In addition to creating jobs, Colossal has also made strides in improving quality with a product-reject rate far below the industry average of 0.5%. Kiewiet says, “We are proud to say that the average reject rate at our culvert plant is 0%. Furthermore –despite the volumes we produce at our longline plant – our reject rate average there is 0.1%, which is a true testament to our quality and manufacturing processes.
“Over the past three years, we have turned this business around, not only securing the TFR contract but securing our leading position as the largest supplier of railway sleepers in Southern Africa. We are also a major supplier of other precast concrete products required for infrastructure development not only locally but across the continent.
“As such, Colossal has built up a great reputation as a trusted manufacturer of quality, innovative precast concrete products, as well being as a company which takes care of its staff, customers and suppliers. We have substantial capacity to produce quality precast concrete infrastructure products across Sub-Saharan Africa, and we are ‘on track’ to do just that,” Mahuma-Madida concludes.
Colossal Concrete Products is a black women-owned and controlled precast concrete manufacturing Level 1 B-BBEE company, formed by a group of partners with many years of experience in the manufacturing and industrial sectors, and a common, unified belief in the future of South Africa.
With effect from 1 June 2021, Colossal Concrete Products became the new owner of the Brakpan and De Aar precast concrete manufacturing facilities formerly operated by Aveng Infraset. These acilities specialise in and have been supplying industry with key infrastructure products for industry for more than 65 years, producing the first concrete rail sleepers in 1958.
Colossal Concrete manufactures products in compliance with South African National Standards using the ISO 9001 quality management system, and holds licensed trademarks and intellectual property for Infrabolt, Durasafe, Duratank, THOSTI and Abetong.
Consumer demand for more naturally produced wines that taste just as good as more familiar products has seen the organic wine sector rising to meet the challenge, both globally and at home. Spier Wine Farm near Stellenbosch is a leader in this field.
Certified organic wine came onto the market just a few decades ago, but it has taken a lot of time to gain the respect it deserves from both winemakers, who have not always been prepared to put in the cost and effort to farm differently, and consumers, who were not always sure they were getting a quality product.
At first, there was an acknowledged trade-off between ecofriendliness and quality and availability, and conscious consumers and critics alike had few good things to say about the lack of
choice. The result was that organic wine somewhat missed the rising tide of interest in all things organic, and winemakers have had to work hard over the past few years to prove that their wines are just as palatable as their sulphite-rich counterparts.
But much has come to work in organic wine’s favour: its inherent purity of taste and the charm of its winemaking traditions is combining with a rising environmental imperative. Pesticide-free grapes are considered more distinctive and aficionados cannot resist the lure of artisanal wines with clear terroir. Recent research also favours the flavour of organic wines, indicating that the product may finally be reaching a “tippling” point in the market.
The reason people are increasingly turning to organic wine is because, as with organically produced foods, they offer the unique selling points of being health-focused and more environmentally sustainable.
“There’s an underlying philosophy to organic wine farming that has to do with sustainability and farming for the future,” advises Tania Kleintjes, who has held the position of organic winemaker at Spier since 2016.
“It is an expensive way of farming, with a rigorous accreditation process but when a winemaker chooses to go this route, consumers know that they are doing so with the environment in mind. As with growing organic strawberries or apples, which come at a premium, it’s the planet that wins.”
Up-and-coming young winemakers are also intent on boosting the biodiversity of their vineyards because this approach has been shown to yield real benefits.
South African organic wine is indeed finding its moment and is more than holding its own in the top awards arena, both locally and internationally.
Spier Wine Farm, one of the oldest in Stellenbosch, is a global leader in organic wine production. Spier’s organic wines have consistently been praised by consumers and critics alike. The range has received 42 industry accolades, most notably a Gold from the prestigious Concours Mondial de Bruxelles and 4.5 stars in the John Platter Wine Guide for the First Stone organic red blend; Gold at the Concours Mondial de Bruxelles for The Yellowwood organic red
blend; and a coveted John Platter Wine Guide 5-star rating twice for the Farm House organic Chenin Blanc.
The team at Spier has increasingly realised that it makes sense to invest in these award-winners, which have thus far only been available in the farm-based tasting room or online. The farm now plans to meet demand by making these wines more readily and widely available.
“We believe the time is right to introduce our increasingly popular organic wines to market, through wine boutiques and at supermarkets. We are investing heavily in our organic vineyards, which currently span 20 hectares at Spier and 62 hectares at Nooitgedacht, the latter being a Spier-owned farm in Paarl,” says Kleintjes.
Spier’s earth-friendly ethos is increasingly appealing to consumers, along with its transparency regarding what goes into the wines. This helps to increase consumer trust. “I believe that one should interfere in the winemaking process as little as possible,” Kleintjes states. “This is also the view of our Spier cellarmaster Johan Jordaan. Such non-interference allows the unique Spier terroir to be expressed in all its richness, nuance and complexity.”
Spier’s method of organic farming creates a self-regulating, natural ecosystem in and around a vineyard, eliminating the need for anything artificial or inherently toxic.
“Here, we farm as naturally as possible, without chemical fertilisers or pesticides and 100% of our organic waste is transformed into organic fertiliser,” explains Kleintjes. “We follow sustainable practices such as planting cover crops to provide a habitat for beneficial insects that are the natural enemy of problem species, as just one example. Furthermore, at Nooitgedacht, cattle browsing in the vineyard vicinity feed on the root systems of the cover crop, meaning it spreads faster and is more effective against problem species than if it was cut down using machinery.”
The results of this approach are appreciated in the bottle. Importantly, organic wine isn’t just a trend or a fad. It’s not new; in fact, winemakers such as Kleintjes have spent years creating rich, palatable wines that can meet the most rigorous standards.
Levels of compliance have been agreed upon the world over. Look out for the label of certification on your favourite organic tipple, as this means an independent and reputable third party has certified it “organic” by carrying out an annual audit. Spier achieves its organic certification by complying with these rigorous vineyard and cellar standards.
Organic wine do not have to replace the wines consumers are used to. There’s always a place for innovation in the industry. Now that organic options are earning recognition and producers are competing ever more aggressively for some of the most coveted international awards and accolades, the standards are set to soar even higher…
For more information, see www.spier.co.za
One of South Africa’s oldest wine farms and a well-known Stellenbosch and Western Cape landmark, Spier hosts the Light Art exhibition as one of its Growing for Good initiatives, which empower communities to create positive social and environmental change. A long-standing supporter of the arts, Spier understands that creative works entertain, inform and educate. They often hold up a mirror to society, offering us a chance to reflect. This is why Spier contributes to several annual public arts initiatives and exhibits a significant contemporary arts collection on the farm.
SAMIL CEO Michael Brosnahan explains that sustainability is much more than a project for mohair farmers and producers.
What are the main planks of SAMIL’s sustainability policy?
Our core values are honesty and integrity which translate into looking after our small piece of the world and everything and everybody in it. To this end, everything we do is questioned as to whether it will have a detrimental effect on our environment or our people, whether it be how we farm our goats on the land or how we process the material in our factories. We only use chemicals that have been certified by OEKO-TEX or an equivalent certification proving that they cause no harm to humans or animals. We have created a work environment on our farms and in our factories and offices where all employees are viewed as assets and are treated as such.
How can more jobs be created in the mohair industry?
More jobs in the mohair industry can really only be created by creating awareness of this wonderful fibre around the world. The price of mohair limits its general use so the main end uses are high-fashion items with exclusive big-name brands.
Are your farmers working on projects to protect the land?
Our farmers are not working on “projects” to protect the land – this is a constant part of everyday life on the farms. The farmer needs to protect his livelihood, not just for himself but for his children and his children’s children. Many of our Angora farmers have been farming goats on the land for more than 100 years, some into the second and third generation.
What is the Responsible Mohair Standard? Has its introduction had the desired effect?
The Responsible Mohair Standard or RMS is an international voluntary standard that addresses animal welfare on goat farms as well as managing the “chain of custody” of mohair from the certified farms through to the final products purchased by the consumer.
The key values of RMS are:
• protecting animal welfare
• regenerative agriculture
• social responsibility
• traceability
Its introduction has definitely had the desired effect – mohair is once again globally desired which helps to protect the more than 30 000 people employed in the industry in South Africa
Do you see growth prospects for mohair globally?
There are no doubt growth prospects for mohair globally as it is such a versatile fibre. We have to strike a balance, though, between the price that the farmer needs to ensure his mohair clip is an economic product to farm and the price that the consumer is prepared to pay for mohair products in the marketplace.
yarns@samil.co.za | sales@samil.co.za | www.samil.co.za
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The South African Chamber of Commerce and Industry (SACCI) regularly publishes economic data relating to business confidence and trade, the SACCI Business Confidence Index and the Trade Conditions Survey. As of 2023, SACCI has been collaborating with the Bureau of Market Research (BMR) in producing the Small Business Growth Index. For more statistics, see www.sacci.org.za and www.bmr.co.za
BUSINESS CONFIDENCE INDEX – SEPTEMBER 2024
Steadily restoring business confidence
The slow but steady recovery in the BCI since June 2024 bears testimony to the difficulties that mark the business environment and economic performance. Despite the ups and downs, the BCI averaged 110.9 for the first nine months of 2024 compared to an average of 109.2 in 2023. Only three of the 14 sub-indices had a negative effect on the BCI. Business sentiment was positively swayed by more overseas tourist numbers, increased merchandise export volumes, an improving manufacturing output and lower inflation. Negative business sentiment concerned fewer new vehicles sold, struggling retail sales volumes and the decreased real value of building plans passed. Over the year to September 2024 SACCI’s BCI increased by two index points with tourist numbers, higher global precious metal prices, lower inflation, the stable supply of electricity and cheaper fuel at the pump as positive contributors. It is of grave concern to SACCI that 66 of the 257 municipalities are officially dysfunctional, rated by certain criteria. An agreed and entrusted approach at all levels of government should prevent the sign of hesitancy and uncertainty in business confidence. SACCI trusts that the Medium Term Budget Policy Statement (MTBPS 2024), as a joint effort by the newly formed government, will confirm the effort of resolving structural impediments in the economy and for business.
SACCI TRADE CONDITIONS
Notable surge in trade expectations
The political broadening of governance has led to the encouragement of expectations in the trade environment. Although there remain notable economic challenges in providing certain logistical and other public-sector services in support of smooth trading processes, a positive outlook for the next six months has propelled trade conditions upward. Trade conditions, however, remained constrained. While improved economic performance is essential to underpin trade conditions, it may take longer to achieve than simply implementing curative economic decisions. Except for input costs, which remained unchanged from July to August 2024, all other trade components turned negative. This adjustment to reality came after the initial optimism surrounding the formation of a more inclusive government and the prospects of improved economic performance. The South African Reserve Bank could ease its monetary stance and lower interest rates, which would stimulate additional real demand. The latest GDP data confirms that wholesale and retail trade, as well as hotels and restaurants, experienced tight conditions in the first half of 2024. After the election, a sense of urgency and responsibility towards the economy emerged among the majority of political parties, with a focus on urgently reviving the economy. This shift in sentiment has renewed optimism. The challenging trade environment also negatively impacted employment conditions, with only 29% of respondents hiring additional staff in August. Nonetheless, 50% of respondents indicated they might increase staff appointments.
