T O M O R R O W S B U S I N E S S T O D AY OCTOBER 2018
WWW.INDUSTRYAFRICA.NET
Accenture:
Seizing the now
As Nitesh Singh embraces the digital age with a zest that is unmatched in the business world, Accenture seeks to offer clients innovative and unique solutions to the persistent problem of remaining relevant and cutting edge.
AIRVENT A BREATH OF FRESH AIR
SASOL FOCUS, DISCIPLINE AND RESULTS
NECSA NUCLEAR ENERGY IN SOUTH AFRICA
VISION &
MEDIA PACK 2018
BUSINESS PARTNER YOU CAN TRUST
VALUES
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MEDIA PACK 2018
EDITOR Gert le Roux SUB-EDITOR Ajuanne Payne WRITERS Kien Ingate Mike Garwi PROJECT MANAGER Jodie Rettie Richard Hadley Stephen Lewis Sarah Dickens STUDIO STUDIO DIRECTOR Martyn Oakley DESIGN ASSISTANT Joe Wyer DESIGN ASSISTANT Marley Bane ACCOUNTS Mike Molloy MAGAZINE MANAGEMENT OPERATIONS MANAGER Shaun Cousins BUSINESS DEVELOPMENT MANAGER Hal Hutchison
In the most recent edition of Industry Africa we speak to at some of South Africa’s true business success stories. We exclusively interview Nitesh Singh Managing Director of Communications, media and technology from Accenture to discuss digital transformation and how this helping their client portfolio; we also speak to Airvent founder Mark Rogers who explained what sets his team apart from competitors. Why are we all so obsessed about success? Is it really that important for us to be successful? Perhaps it is many of us focus on success because we want to improve. To get out of a rut. To change. To be more than we are. To go further than we’ve ever gone before. To feel accomplished. To be admired. To feel the addictive highs. To make a difference. To feel secure. To belong. To be perfect. “Successful people do what unsuccessful people are not willing to do. Don’t wish it were easier; wish you were better.” — Jim Rohn Given the times of economic and political pressure on the continent it is good to see companies which continue to push through these tough times successfully. If you would like for us to tell your story please do feel free to get in touch with us!
Gert le Roux
Industry Africa – Editor editor@industryafrica.net
If you would like more information about ways in which Industry Africa or East Coast Promotions can promote your business please call +44 (0)20 32878 795 or email | editor@industryafrica.net East Coast Promotions Ltd does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher. Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher. © East Coast Promotions Ltd 2018
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MEDIA PACK 2018
3 EDITOR’S PAGE Cementing the foundations of South Africa
6 NEWS All that’s happening in South Africa 12 LIFESTYLE SA General intrest in and round Africa
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MEDIA PACK 2018
20 ACCENTURE
42 UNILEVER
Seizing the now
Number one in South Africa
24 AIRVENT
46 NFB FINANCIAL SERVICES
A breath of fresh air
A wealth of knowledge
28 SASOL Focus, discipline and results
52 AUMS
34 NECSA
58 SERVEST SECURITY Come rain or shine
Nuclear Energy in South Africa
38 TWO A DAY GROUP Fruit farming an exciting opportunity
Going from strength to strength
62 INTEREST FEATURE Hotel Verde exceeds waste target
COMPANY PROFILES
28
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NEWS A brief look at the issues making the news across South Africa.
INSURANCE INDUSTRY COULD PLAY A ROLE IN REDUCING THE SOCIO-ECONOMIC GAP IN SA PATERSON The head of a leading insurance company has called on the industry to reassess its reach in securing the assets of the poor while creating wealth for them which will help address the massive social deficiencies in South Africa. “Protecting the assets of this large group of our population through a Public-Private Partnership (PPP) would in the long term lift many out of the stranglehold of poverty while creating an investment climate, in part, for reinvestment in further insurance,” says Sharon Paterson, CEO of Infiniti Insurance. Paterson’s appeal has come after the company conducted a review of the devastation caused by the Knysna fires just a year after runaway tornado of flames tore through the Sedgefield-Knysna-Plettenberg Bay area. As one of the most disastrous fires in the country in a century, it took lives, razed commercial plantations and caused damage to properties and infrastructure. A thousand firefighters from all over the country descended on the hamlet and its surrounds to bring the blaze under control. Infiniti Insurance Company had a number of clients affected by fire which in some instances randomly burnt down buildings in the town and surrounds. Paterson says that even for those with adequate cover, the rehabilitation process has been long and difficult. “The disaster has left a legacy of difficulties in some quarters and despair in others. Twelve months down the line one of our clients – an elderly couple, are now just moving into their rebuilt house. For them it has been a year lost out of their lives. Farmers cannot plant crops as all the nutrients in the soil have been destroyed and it will take decades for plantations to be resuscitated,” she points out. “These difficulties were acerbated for those who were not insured or under insured especially where the loss of property and possessions cannot be recuperated. “Little or nothing has been said about those in the lowest income brackets and at the end of the day, their help has come from taxpayers and large businesses making a contribution. Paterson says little can be done to prevent disaster such as the one that ravaged Knysna and calls for an innovative role for insurance industry. “A report commissioned by the World Institute of Development Economics Research (Stefan
PAGE 6
Dercon, Tessa Bold and Cesar Calvo) shows that households in developing countries are exposed to high risks from illness, theft and catastrophic occurrences, with important consequences on their welfare.” The study has argued for fostering insurance provision as part of a comprehensive system. ‘The current focus on ex-post measures in the form of some safety net is not cost-effective or sufficient to reach the poor. In terms of the basic institutional setup for insurance provision, the partner-agent model appears to be the most suitable, so that an established insurer in conjunction with public partners links up with institutions that have local financial connections, such as a microfinance institution (MFI).’ “Climate change is presented as a major factor leading to disasters but here there appears to be a dichotomy of interests on the part of some of the largest insurance and reinsurance companies around the world who continue to play a major role in this change. Fifteen of the largest European and 40 of US insurance and reinsurance firms have invested over $130bn and $459bn respectively in fossil fuel companies according to Chris Seekings writing in The Actuary. “Investing these sums in a Public-Private partnership (PPP) that helps secure the assets of the poor in the long term would address a massive social deficiency in populations while creating wealth through the protection of assets, in part, for reinvestment in further insurance,” says Paterson. “In South Africa where budgets are fractions of those in Europe and the US, insurance, reinsurance firms and brokers could still play a substantial role in driving this approach in a region where the disparity between rich and poor is one of the highest in the world. The government’s objectives to introduce a National Health system and to provide housing among other basic needs provide an ideal opportunity to introduce a PPP with a view to driving a culture of protecting newly-acquired assets among the large section of our population. “The approach would embed risk and asset management fundamentals and support the massive investment in entrepreneurial and SME growth in focus today with the build-up and retention of personal assets in a broad section of the South African population.
NEWS “In addition, the growing black middle class, especially those with recent wealth and assets is in need of consumer education, part of which is insurance. Dumisani Twala, Exco member of FSIN writes in Insight that as people accumulate assets – such as property – they immediately attract the need to protect them,” she points out. Paterson says the insurance industry has an opportunity of contributing to the well-being of society in a more proactive manner while growing the market through addressing the issues of reducing the risks associated with the loss of assets while ensuring citizens are in a position to make the right choices when it comes to protecting the wealth they have generated. However, the way forward seems to have been obscured by the ongoing and heated climate change debate. Importantly, a paper published by the American Meteorological Society attributes the apparent increases in severity of natural disasters such as floods and storms to societal and demographic factors. An example is that the value of property built in high-risk areas is increasing, which makes disasters appear worse in financial damage terms. “At the end of the day, lessons learnt from disasters point to a dual approach to assist securing the future for the South
African population as a whole. Major investors – which include those in the insurance industry worldwide – must re-examine their approach to market to address the effects of global warming. This year Stanford University scientists calculated that if the world’s nations adhered to the Paris Climate Agreement, and temperatures only rose 2.5 percent, the global gross domestic product (GGDP) would fall 15 percent. “Secondly, the introduction of a PPP to secure the assets of our poorest segment of the population would contribute to alleviating their cycle of poverty and reducing the gap between rich and poor in South Africa. “The 4th industrial revolution with its digitalisation framework is seeing the insurance industry reinventing operational models to enhance customer interaction. This approach may bring about increased efficiencies but this will be of scant comfort if there is a significant shrinkage in the global GDP of the future,” Paterson concludes. Infiniti Insurance Limited is an A-(ZA)-rated short-term insurer that writes all classes of business including Aviation, Marine, Bloodstock, Sport Horses, Watercraft, Liability, and Guarantees. The Infiniti advantage lies in the quality of our service and our commitment to excel.
INFINITI INSURANCE CEO SHARON PATERSON CALLS FOR A NEW APPROACH TO THE ROLE OF THE INDUSTRY
PAGE 7
NEWS A brief look at the issues making the news across South Africa.
21 positive facts about the South African Economy!
In times when the South African media is filled with stories
All it takes is a little bit of research into objective, globally
of corrupt government officials, increasing crime rates,
recognised reports and statistics to actually get a better
Dollar/Rand exchange rates that make one’s eyes water and
idea of what the South African economy is all about. It is
the impending doom of how the amendment of Section 25
interesting to note that there is indeed plenty to be happy
of the constitution (expropriation without compensation)
about! We at Industry Africa have had a look at some top 20
is going to pan out it is difficult to think how we can be
facts of the South African economy. Sources ranging from
positive at all about the economy we live in. However,
the World Economic Forum, SA Good News, World Bank,
before throwing away plans to start a business in Mzansi and
Eighty 20, and The Economist have plenty of positive facts
flee to ‘stable’ countries like the UK (cold and wet), America
about the South African economy.
(hurricanes), or Australia (every animal trying to poison you) we need to be logical and brush past the negative headlines. Remember, big media makes its money on negativity!
PAGE 8
Below are our favourite top 21 pickings: 1. Domestic inflation: The highest inflation rate ever recorded in South Africa was in January 1986, at 20.7%.
NEWS Some of you may remember those bad days where each
3. National Budget: According to the 2017 Open
wag of P.W. Botha’s finger put an extra percentile to the
Budget Index, South Africa was ranked joint first with
inflation rate. That year the average inflation rate was
New Zealand for having the most transparent budget in
18.7%. During the 2008 financial crisis South Africa’s
the world, with both countries scoring 89 out of a possible
inflation rate was 11.5%. In July 2018, the latest official
100 points. The United States and Brazil are tied 7th with
monthly inflation rate was 5.1%. With inflation this low,
77 points, while China is near the bottom of the list with
production cost increases can be expected to remain low,
13 points. This level of transparency provides a positive business environment for investors and will attract either local or Foreign Direct Investment into the country to invest in new ventures.
4. Business competition: In the 2017/2018 World Economic Forum (WEF) Global Competitiveness report, South Africa was ranked 61st out of 137 economies. This is the country’s lowest ranking ever. High levels of competition improve a country’s performance, increases business opportunities and reduces the costs of goods and services. This is the optimum environment for starting a new venture.
5. Wine: South Africa is the seventh largest wine producer in the world, producing 3.9% of the world’s wine. This attracts wine connoisseurs and creates a desirable flow of tourism for start-up hospitality businesses.
6.High-Net-Worth Individuals: The Africa Wealth Report includes data on high net worth individuals (HNWIs), defined as individuals with net assets of US$1 million upwards. In 2016, South Africa was home to the most HNWIs in Africa, having an estimated 40,400 individuals. This is followed by Egypt (around 18,100 HNWIs) and Nigeria (around 12,300 HNWIs). Having a large group of HNWIs is an indication of a positive business environment, and, despite what we see in the news, South Africans are making money. So why can’t you?
7. Property Prices: According to the Economist, South Africa ranks 4th on the percentage improvement to property prices 2015 from a year earlier. It was found that despite the large hikes in the petrol price. This reduces
there was a 9.7% improvement. Ireland came first at 16%.
the perceived risk of starting a business in South Africa.
When 2015 is compared with 2009 South Africa ranks 6th
Compared to Venezuela (200 000% inflation rate) we are
at a 40% improvement, with Brazil being first at 155%. For
not doing too badly!
those wanting to start or increase their property portfolio, South Africa is the right place to be. A R5 million luxury
2. Fast growing economy: Harvard’s Centre for
apartment on the KZN North Coast with sea views surely
International Development (CID) has estimated that the
beats a R5 million cupboard in London.
three fastest growing economies until 2026 will be India, Uganda, and Egypt, growing at 7.89%, 7.46%, and 6.63%
8. Currency value: According to the Economist’s
respectively. South Africa is projected to grow at 4.9%
BIG MAC Index of 2016, South Africa ranks 5th in the
annually until 2026. This is an indication that the socio-
undervaluation of its currency with a 55% under evaluation
political sphere will eventually stabilise and thus there is no
against the US$. This is great for those wanting to enter the
reason to fear having to start a new business.
export market!
PAGE 9
NEWS A brief look at the issues making the news across South Africa.
9. Easy business conditions: In the World Bank’s
including, the UK (18th), United States (28), Canada (30),
2017 Doing Business Report, South Africa was ranked 74
Australia (36) and France (57). For women wanting to start
out of 190 countries. The ease of doing business not only
a new venture, South Africa provides a progressive business
brings investment into the country, but creates a desirable
environment, ensuring that women reach financial success!
environment in starting a business. It is relatively easier to start a new venture in South Africa than other economies in
16. Stock market II: According to the Economist
the world.
(2016), the JSE ranks 18th in terms of “largest market capitalisation” out of 140 countries. Even during these
10. Tax revenue: Tax Revenue has increased from R100
difficult economic circumstances, it is interesting to note
billion in 1994 to R1,4 trillion in 2016 in South Africa. Not
that South African companies are still deemed valuable and
only does this indicate the efficiency of tax collection, but
are resilient during tough times. This resilience indicates
also a broadening tax base in South Africa. Essentially this
that one can still start-up a dream business in these
means that an accessible target market for start-ups has
conditions.
increased and should continue to increase.
17. Property II: South Africa is ranked 23rd out of 11. National debt: South Africa’s debt to GDP ratio
81 countries in the Jones Lang LaSalle’s “World’s most
is 48%. Compared to the USA (100%), Japan (200%),
Transparent Real Estate Markets” placing it well ahead
and the UK (90%) South Africa does not do too badly in
of the other BRICS countries. “Robust governance,
this department. The World Bank recommends a ratio of
strong auditing and a developed legal system” were
60%. With reasonable debt levels the likelihood that the
cited as the main reasons for leading the developing
government is able to repay its debt is high and that its
markets in this rating. Another indicator that investing
fiscal policy is sustainable. This is conducive for starting a
in property in South Africa is a smart move.
business in South Africa, knowing that the government will still be able to continue spending and thus stimulate the
18. US$ reserves: When it comes to holding the
economy.
glorified US$, South Africa ranks 32nd out of 165 countries in terms of the size of its US$ reserves. South
12. Stock market: The South African stock market
Africa is ranked ahead of Australia, Sweden and Chile.
is ranked 3rd in terms of regulation in the 2017 Global
The USA ranks 17th, the UK 23rd, China is ranked 1.
Competitive Report. Tight regulation prevents poor
The size of a country’s US$ reserves is a reflection of
decisions, such as those that caused the financial crises in
its export market. South Africa clearly has a favourable
2008. It’s comforting knowing that greed in the JSE will
export market. Again, a good market to be in for any
unlikely occur to an extent that the economy plummets and
start-up.
affects your new business.
19. Agriculture: South Africa ranks in the top 20 13. Mining: South Africa is still a big player in mining. It
countries for agricultural output. South Africa is one of
is ranked 1st in Platinum output, 2nd in Palladium output,
the most fertile countries in the world and so many doors
5th in Gold output, and 7th in Coal output. Mining is what
are open to start an agricultural start-up.
made South Africa and there is opportunity to start valueadding businesses that can bring huge export potential.
20. Exports: South Africa ranks 37th out of 192
Think of diamond cutting, and jewellery manufacturing.
countries in the Economist’s “Biggest Exporters” Index
This is an untapped market!
2016. This is clearly the market aspiring South African business owners need to get into!
14. Credit: South Africa is ranked 2nd out of 183 countries for good practice in protecting both borrowers
21. Exchange Rate: The changes of the exchange rate
and lenders when obtaining credit for business, according
from US$ to South African Rand will bring challenges
to the World Bank Doing Business Report. This is essential
to importers but offers a huge opportunity to export
when applying for loans for your start-up.
South African products with a competitive price. It also encourages South African to source products in South Africa
15. Gender equality: According to WEF’s Global Gender Gap Report 2015, South Africa is ranked 17th out of a total of 145 economies, ahead of many developed nations,
PAGE 10
and will increase the production here.
African Advanced Manufacturing and Composites Show Launched South Africa’s Advanced Manufacturing progress will be showcased at the inaugural African Advanced Manufacturing and Composites Show in November. Details of the event which includes an exhibition, conferences, learning tours and national awards function were announced this week. Former Council for Scientific and Industrial Research
NEWS
computing technologies. Two-fifths of survey respondents said they would definitely channel significant amounts of their research and development investments towards robotics before 2019. “The message is clear that certain manufacturers and manufacturing countries will ensure their sustainability and growth in Industry 4.0 where others will be left increasingly
scientist Andy Radford who now spearheads a cluster for
far behind in servicing an increasingly demanding global
South Africa’s composites role-players, said the event would
client base.”
create synergy and opportunity for advanced manufacturing business. “While manufacturing remains an essential part of South Africa’s economy – contributing around 19% of GDP, our efforts towards Advanced Manufacturing in South Africa are
Andrew Binning the CEO of Inkanyezi Events said the inaugural African Advanced Manufacturing and Composites Show would take place at the iconic Nelson Mandela Bay Stadium in Port Elizabeth Binning said the Mandela Bay Composites Cluster was
highly fragmented, but we do have significant pockets of
driving the event with the endorsement of the dti, CSIR,
excellence.”
TIA and Mandela Bay Development Agency.
“The African Advanced Manufacturing and Composites
The event, featuring conferences, learning tours,
Show will not only bring all the key role-players and
demonstrations and an exhibition would have both a trade
technology partners together towards a common vision, it
and public component.
would also inspire emerging engineers.” “Three-dimensional printing, lasers, automation and
“The venue for the event, alongside the North End Lake, is ideal for the outdoors demonstration of boats,
artificial intelligence are exciting tools to encourage a new
vehicles, and drones all of which encapsulate Advanced
generation of engineers and scientists but we need to expose
Manufacturing technologies and indoor exhibits showcasing
them and industry to these technologies and there is no
automation, computing and 3d printing, among others.
time to waste,” Radford said. Radford said government policy like the National
Radford said the organisers of the Show had a vision and strategy to ensure that the African Advanced Manufacturing
Research and Development Strategy (NRDS)and the
and Composites Show attracted global role-players in all
Integrated Manufacturing Strategy (IMS) recognize that
areas of Advanced Manufacturing, including Composites.
South Africa’s future competitiveness will depend on the
Radford will accompany 12 South African composites
capacity of the manufacturing sector to master advanced
businesses to the largest exhibition for the composites
technology domains.
sector worldwide – JEC World 2018, from 6 to 8 March in
Radford said the KPMG 2016 Global Manufacturing Survey, showed the extent to which global manufacturers were racing for advanced manufacturing leadership. “25% of 360 respondents said that they had already
Paris. “We are delighted to announce that the dti has approved 12 companies to attend this prestigious show as part of a “South African Pavilion”. Aerosud as well as the Cluster will
invested in three-dimensional printing and additive
also join the group. Our message to the world is that the
manufacturing technologies. An equal number had also
South African composites industry is alive and well and is
already invested in artificial intelligence and cognitive
open for business.”
PAGE 11
NEWS A brief look at the issues making the news across South Africa.
AXOR MyEdition Avantgarde Design in the Era of Personalised Bathrooms
robust and durable. From bespoke pieces to large-scale
25 years after its inception, AXOR premiered its anniversary
surfaces all reflect personality and character. Each colour is
collection, AXOR MyEdition – a new dimension of
the result of a process of intensive development and finishing
personalisation – at Salone del Mobile in Milan this
in PVD vacuum chambers. It is also possible to have taps and
year. Its sleek design pushes boundaries; its customisable
accessories customised using colours beyond the standard
concept satisfies the desire for uniqueness. Its spray is also
AXOR FinishPlus range, finished with special materials,
innovative: PowderRain – a sensuous experience on the
or inscribed according to individual specifications. The
skin – featured for the first time in a tap. The collection
AXOR Signature service creates distinctive, personalised
comprises nine products for washbasins, bidets and bathtubs
pieces. With high-precision craftsmanship and cutting-edge
– all available as of October. AXOR MyEdition is the result
technology, AXOR enables customers to create bathrooms
of the most recent collaboration with Phoenix Design,
that are an expression of their own unique personalities.
quantities, taps and accessories with AXOR FinishPlus
winners of the “Red Dot Design Team 2018” title.
PowderRain – Water Designed to Perfection Design: Linear, Monolithic, Architectural
With the innovative PowderRain spray type, already
The clean, linear design creates a large stage for personal
introduced to the AXOR Showers in 2017, it provides the new
expression and creativity. The taps consist of two product
collection with a silky, soft moistening of the skin. Featured
parts: body and plate. Available in two standard finishes –
for the first time in a collection of taps, PowderRain already
chrome with mirrored glass and chrome with black glass – the
fascinated visitors at the Milan furniture fair with its delicate
taps can also be tailor-made to satisfy personal preferences,
feel and soothing acoustics: nearly noiseless, the droplets
allowing you to combine 15 AXOR FinishPlus PVD surface
caress and moisten the skin without bouncing off; enveloping
finishes with a selection of exclusive AXOR Signature
the user in a cocoon of water he’ll never want to separate from.
materials such as metal, wood, marble and leather. With more than 225 design choices, the AXOR anniversary collection
About AXOR
caters to the mega trend, personalisation. “Making a personal
AXOR develops, constructs and produces taps, showerheads
statement through customised interiors is the essence of
and accessories for luxurious bathrooms and kitchens to
luxury. With the AXOR MyEdition collection, we have set the
perfection. At the highest aesthetic and technological
stage for personal creativity – colours, materials and patterns
levels, avantgarde, one-of-a-kind pieces and collections are
create the point of departure for a unique and personalised
created. Some of them are considered classics of bathroom
tap,” Andreas Diefenbach of Phoenix Design says.
design to this day. Collectively they embody the claim “Form Follows Perfection”: not ending the developmental
Personalization: AXOR FinishPlus and AXOR Signature
process until nothing more can be added or removed. Pace-
The 15 special AXOR FinishPlus surfaces are setting new
for more than twenty years with world-renowned designers,
standards. Manufactured using the most sophisticated
among them Philippe Starck, Antonio Citterio, Jean-Marie
technologies available, these brilliant finishes, from ‘Polished
Massaud and Patricia Urquiola. AXOR is a brand of the
Gold Optic’ to ‘Brushed Black Chrome’ are all extremely
Hansgrohe Group.
PAGE 12
setting design objects have been developed with this recipe
NEWS
Cape Town business woman Helen Johns the Powerhouse Behind Women’s Lifestyle Expo After a few years on the catwalks of South Africa and Europe, Helen Johns (Atlantic Seaboard/ City Bowl) found herself in the Mother City to complete a university degree. In between lectures and socialising in the city, she and a friend started a small clothing company on Greenmarket Square. Once her entrepreneurial spirit got a taste of the opportunities out there, there was no looking back – she co-founded The Source, a wholesale homeware imports’ company, and created an events’ company within an advertising agency. This eventually became Mint Productions & Destinations, an expert events’ company operating across Africa. Finally, Helen decided that merely leading by example was not enough to uplift and empower women in the real world, which is how the Women’s Lifestyle Expo was born. What better way to celebrate empowered women than bringing to South Africa its first Women’s Lifestyle Expo. “The Women’s Lifestyle Expo is about female empowerment and promotion of the extraordinary skill and talent found in every industry across the country,” explained Helen. “Women are masters at the art of multitasking, which is why the Women’s Lifestyle Expo has put together a diverse array of presenters and inspiring feminine experiences to be relished over one
Helen Johns Co-Founder of the Women’s Lifestyle Expo Photo
weekend.”
PAGE 13
NEWS A brief look at the issues making the news across South Africa.
ENGEN Pitch Polish Call for Entries
Johannesburg 13 October WIN R80 000 IN CASH FOR YOUR BIZ! Running your
feel you have what it takes – you can complete an online
own business? Want to run your own business? Either way,
entry form to be considered as a contestant. During one
ENGEN Pitch & Polish is the platform you need to launch
exhilarating, exciting and fun free day, participants undergo
you on the path to success!
comprehensive and interactive entrepreneurial training on
Now in its ninth year, ENGEN Pitch & Polish is a
how to pitch like a pro!
national entrepreneurial workshop and competition that –
The session is facilitated by Justin Cohen, best-selling
so far – has helped around 10 000 entrepreneurs improve
author, international speaker and TV talk-show host. After
the way they pitch their businesses to potential investors. A
the training session, the pre-selected contestants can pitch
perfectly polished pitch is key to growing and succeeding in
their ideas or businesses to the whole audience. This is
business!
where things get really interesting, with both the facilitator
Magic always happens when investors hear a well-rounded pitch, as seen at the 2017 final where the winner was offered R2.5 million in potential funding. This year’s programme is
and the audience providing feedback on how pitches can be improved. Book now to ensure your place in Johannesburg on
hosted in partnership with Engen Petroleum Ltd, Nedbank
Saturday 13 October. SMS “Pitch” to 43719 (SMSs charged
and Raizcorp, with the Johannesburg workshop taking place
at 50c) or visit www.pitchandpolish.com to complete an
on Saturday 13 October.
entry form.
You can register to attend as a delegate or – if you
PAGE 14
NEWS
Jendamark MD to vie for prestigious African business leadership award
Jendamark Automation managing director Quinton Uren has been named a finalist in the Industrialist of the Year category for the All African Business Leaders Awards.
office in Detroit in the USA. “I see our company as a beacon of what is possible in Africa and in the Eastern Cape specifically. We have an
Quinton Uren, managing director of Port Elizabeth-
amazing talent pool and supplier base, which makes us
based global technology company Jendamark Automation,
more than a business. We are an industry,” said Uren.
was named a finalist in the prestigious All Africa Business
The AABLA Industrialist of the Year award recognises
Leaders Awards at an event in Johannesburg last night
individuals who have made efforts to develop a
[Thursday, September 20].
specific industry in Africa and transformed a market,
Uren, 53, will now represent the Bay – and the Southern
company, product or service through innovation, special
African region – in the Industrialist of the Year category at
advancements in technology, management production and
the eighth annual continental awards on November 29.
operations.
His fellow category finalists from South Africa include
Jendamark’s export orientation, which seemed a risky
Nampak CEO Andre de Ruyter, Likoebe Innovation
move after the global economic crash of 2008, has paid
Consultants founder Nneile Nkholise, and Nana Sebelo,
dividends and today accounts for 90 to 95% of the
CEO of Thata uBeke Manufacturing.
company’s business. Jendamark is also a two-time winner
Speaking at the awards ceremony, Uren said he was very proud to have received recognition on behalf of
of the Eastern Cape Exporter of the Year. Its powertrain and catalytic converter assembly
Jendamark. The PE-based group has grown from a small
systems, which incorporate Industry 4.0 elements such as
automotive engineering firm, which Uren co-founded in
augmented reality and predictive maintenance software,
1992, into a global automation technology leader with
can be found in 18 countries across Asia, Europe, Africa as
offices in Pune in India, Penzing in Germany and a sales
well as North and South America
PAGE 15
NEWS A brief look at the issues making the news across South Africa.
Personalised Gifting Keeping Up with Business Trends What’s in a name?
Retailers and ‘e-tailers’ in 2018 are seeing a change in
personalised gifting range in 2009. The project started
consumption with the rise of the “selfie-generation”.
when NetFlorist began framing photos that customers
Millennials are constantly changing the perception
wanted to send. Personalisation was fully fledged around
of consumers everywhere and it is imperative for
mid-2014 when the range expanded exponentially as they
brands to keep up with these trends in order to stay
began working towards printing, engraving and embossing
relevant. Consumers are no longer simply shopping for
other gifts. From kitchenware to gadgets, A to Z; most
convenience; instead they are looking for products and
gifts in the NetFlorist range can be personalised.
brands that can become part of their uniqueness and selfexpression. The same has been seen in gifting. It is easy to run
“Sales of personalised gifts more than doubled from 2016 to 2017, and we see growth exceeding 50% from 2017 to 2018”, says Ryan Bacher, Managing Director of
into the bottle store and pick up someone’s favourite
NetFlorist. “The range just keeps expanding, and so does
bottle of wine; but it makes a statement if that very same
the popularity.”
bottle of wine came with their name on it. This seemingly
Putting a name on the gift not only makes it special
minor detail can transform something from a gift into a
and unique; it adds sentiment, and therefore more value.
sentimental keepsake.
Chances are that the recipient will treasure the gift more
Ben Perkins, a consumer expert at Deloitte & Touche
if it has their name on it. Personalisation is a handy option
Consulting Firm, says that brands and retailers have to
when you aren’t too sure what gift to give someone. It
act fast to keep up with rising expectations for more
shows that the gift-giver went to the extra trouble to have
personalisation.
the gift made specially for the receiver. So, make every
NetFlorist is a step ahead, having begun their
PAGE 16
special present stand out from the rest and add their name!
SAVA
NEWS
Appoints New CEO The Southern African Vinyls Association (SAVA) - the local
managing both these important associations. I look forward
Product Responsibility Organisation (PRO) representing
to the next chapter and welcome the input of current
the local PVC industry - has announced the appointment of
and new members who are interested in signing up and
Adri Spangenberg as its new Chief Executive Officer.
supporting the work we are doing to prove our commitment
Adri is no stranger to heading up non-profit associations
to Extended Producer Responsibility, “ Adri concludes.
and fighting the cause for the recycling of challenging plastics, as she is also the CEO of the Polystyrene Association of South Africa. She was appointed by the SAVA Board of Directors in June, and has since been working hard behind the scenes to prepare the submissions for the Industry Waste Management plan (IWMP) and managing the day-to-day administration of the Association. According to Adri, there is a lot of synergy that exists between SAVA and the Polystyrene Association of SA, and wearing the CEO hat for both associations seem like a perfect fit. “Both PVC and Polystyrene are misunderstood plastics and face similar threats. End-markets for both of these polymers need to be developed to encourage increased collection and recycling. Fortunately, they share many of the same members who are involved in the supply of raw material components or the production of packaging materials. These members often need to represented at the same meetings with government and other stakeholders, and being intimately involved with both organisations affords me a bird’s eye view on the industry, as well as a stronger platform to represent the interests of both these industries. It also has the added benefit of administrative savings as both offices have now been consolidated into one”. Adri has also been warmly welcomed by Global Vinyl Council (GVC) who has offered her their assistance and support with driving SAVA’s Product Stewardship Commitment (PSC) and other PVC-related matters. “It is wonderful to have such a wide network of experts at your disposal to call upon for guidance and to learn from their international best practices. I am honoured by the confidence the SAVA board has placed in me and thank the Polystyrene Association of South Africa for their support in
PAGE 17
NEWS A brief look at the issues making the news across South Africa.
THOUSANDS OF SOUTH AFRICANS ROLL UP THEIR SLEEVES FOR WORLD CLEAN-UP DAY 2018
PAGE 18
NEWS Thousands of South Africans rolled up their sleeves, put on
Contending with Mother Nature
their rubber gloves and took to the beaches on Saturday, 15
Although it was slightly rainy in Cape Town, the volunteers
September 2018 as part of the first World Clean-up Day -
were still very motivated to keep up their fantastic work and
the largest peacetime civic action in human history.
respond to the call to help create a waste-free world.
Stretching across 24 different time zones, involving 144
“Unfortunately some of our clean-ups had to be cancelled
countries and more than 13 million volunteers worldwide,
or postponed due to rough sea conditions, but it was
World Clean-up Day started in Fiji and moved around
nothing as severe as the three active tropical cyclones that
the globe with the time zones, ending in American Samoa
affected 11 of the participating countries. According to
24 hours later. In South Africa, 26 thousand registered
global disaster alerts, the Philippines, Hong Kong, Taiwan,
volunteers and many more unregistered citizens arrived at
South Korea, Macau, several US States and the Dominican
beaches between 09:00 and 12:00 to do their bit to pick up
Republic were all significantly impacted due to the strength
and remove litter from our marine environment.
and paths of the storms, posing a threat to millions of people. Once conditions are safe again, with damage
South Africans unite for a clean environment
assessments complete, these countries and territories who
Plastics|SA and sponsors partnered with Let’s Do It! Africa
had to postpone their events will resume their commitment
and Ocean Conservancy by coordinating South Africa’s
to their clean-up plans, with hundreds of thousands of
involvement in this year’s clean-up, and provided resources
people likely to swell the numbers recorded,” Kieser says.
in the form of 300 000 specially printed yellow refuse bags, latex gloves and ground support to make this one of the
The biggest litter bugs
biggest events ever to take place in South Africa as part of
In order to get a detailed snapshot of the biggest pollutants
the annual Clean-up and Recycle SA Week.
on the country’s beaches, the Plastics|SA team will again be
According to John Kieser, Sustainability Manager at
spending the next month analysing the data sheets that were
Plastics|SA and coordinator of the beach clean-ups that
filled in by volunteers at the audited clean-ups. Despite
took place in KwaZulu Natal, Southern, Eastern and
extensive education and awareness campaigns that have
Northern Cape, the annual event has grown tremendously
taken place in South Africa over the past few years, Kieser
since the first time South Africa took part in the
remarked that the volunteers were all shocked to see the
International Coastal Clean-up Day 22 years ago.
amount of litter strewn on beaches and between rocks. The
“The public awareness about the damage litter causes to
most prevalent items collected each year are earbud and
the marine environment and a willingness to do something
sucker sticks, straws, sweet wrappers and cigarette butts.
about it, has reached an all-time high. Regardless of their realise that even the smallest effort makes a big difference
Effective waste management to follow up civic action
in the end. Saturday saw one of the biggest turn-outs of
“The purity of our oceans is a crucial issue for our country.
volunteers we had ever seen as people from all walks of life
However, it is important to remember that clean-ups do
put their differences aside and worked shoulder to shoulder
not offer a long-term solution and are not meant to replace
for a great cause,” Kieser said, thanking all the volunteers
regular waste management. With events such as this past
and the various sponsors who participated and helped to
weekend’s World Clean-up Day, the aim is to draw attention
make the event a huge success.
to littering, trash blindness and general mismanagement
age, gender, race or economic position, South Africans
of waste. Civic action must be followed up by effective
Keeping South Africa’s coastline clean
waste management reforms. Improved waste collection and
More than 110 official clean-up events took place around
management must be established everywhere. We also need
South Africa’s coastline that stretches for more than 2
to look at what we are throwing away, because nothing
500km along two oceans, although many more unregistered,
is waste until it’s wasted. Plastics and other packaging
community driven spontaneous events took place
material should not end up in landfills and definitely not in
throughout the week and on the day.
our oceans, because they are valuable resources should be recycled,” Kieser concluded.
Highlights of the 2018 event in South Africa include:
For more information, visit
Hosting three of the largest off-shore island clean-ups that took place on Robben Island, Dassen Island and Bird Island. Growing clean-ups on the Wild Coast from seven in 2017 to forty-two this year. Initiating beach clean-ups in ecologically sensitive areas and areas with no area cleansing services
www.clean-upandrecycle.co.za or
www.plasticsinfo.co.za PAGE 19
COMPANY PROFILE
Seizing the now Production: Jodie Rettie
Embracing the digital age with a zest that is unmatched in the business world, Accenture seeks to offer clients innovative and unique solutions to the persistent problem of remaining relevant and cutting edge. Transformational outcomes underpin everything the team at Accenture designs, as Nitesh Singh, Managing Director of Communications, Media and Technology explained in an exclusive interview. PAGE 20
ACCENTURE
Having been with Accenture for 13 years, Nitesh Singh has an intrinsic understanding of where the company has come from and, more pertinently, where it is going. He is invested in the vision of the future
FIVE ARMS, ONE GOAL
and how Accenture plans to help clients to accomplish their
Collectively, the different divisions all work symbiotically
goals, all within the framework of an ever-evolving digital
to offer clients’ unrivalled solution provisions and having
world,
partnered with in excess of three-quarters of the Fortune
“Today, Accenture is focused on helping our clients be
While it might sound complicated to have five separate areas of operation within one company, by specialising in this way, the focus of each team can be that much more targeted.
Global 500, clearly the strategy is working and recently,
disruptors as opposed to disrupted. Never before have so many
Accenture reported very strong fourth-quarter and full-year
industries been impacted like they are today, so the need to
fiscal results for 2018. Accenture is clearly benefiting from
help our clients innovate is critical, to avoid being disrupted.
significant investments in digital cloud and security services.
At times, this leads them to seek transformative agendas and
The self-contained departments are relatively self-
that’s where we come in. Our core principle is about trying
explanatory. The Strategy arm aims to shape the future at
to consistently improve our clients’ revenue, while looking at
the intersection of business and technology, Consulting
waste in their system and how we could remove it, for them
transforms businesses through industry expertise and insights,
to add value to their customers and to their shareholders. So
Digital focusses on creating value through new experiences,
that’s what underpins each of the five arms of Accenture. We
new intelligence and new connections, Technology powers
solve our clients’ biggest problems and benchmark how others
businesses with cutting-edge solutions using established and
are doing it worldwide and apply comparative techniques.
emerging technologies and Operations delivers outcomes
That’s the power of Accenture: we are a global firm, so we can
through infrastructure, security, cloud and business process
leverage ideas across the planet and put them into different
services. Collectively, these divisions create a one-stop solutions
markets, ultimately lowering risk levels, with a high degree of
shop for organisations looking to improve their performance
success.”
and with more than 40 industries currently being addressed,
PAGE 21
© 2017 Accenture. All rights reserved.
COMPANY PROFILE
NEW ISN’T ON ITS WAY. WE’RE APPLYING IT NOW. See how we’re applying innovation and deep industry knowledge to real business challenges now at accenture.com
NEW APPLIED NOW
PAGE 22
ACCENTURE
Accenture is exceptionally well qualified for the task. The broad scope of industries being serviced makes absolute
is indicative of just how valuable Accenture is, not to mention how trusted and proven the results it garners are as well.
sense when the operational reach of Accenture comes into
Nitesh was keen to showcase the strategies being put in place
sharp focus, as Nitesh explained
to take MTN from a premier provider to stratospheric success,
“Our global reach of 120 countries uniquely positions
“MTN needs to uplift its revenues and it’s all about
Accenture to solve challenges across the globe, in addition to
service as well. They need to conform to the new agile and
this we work across 40 industries. The secret sauce is how we
digital ways of thinking and they need to be able to work
innovate with our clients and in an ever-changing world, we
differently. This requires them to change the way they service
need to push the boundaries so our clients can compete against
their customers, as they need to understand that a lot more
disruptive forces ”
consumers are interacting with them on digital channels. One has to commend MTN for putting their customer at the heart
LOOKING AHEAD
of everything they do and as their customers embrace digital
Accenture might be focussed on improving the future for
channels we are partnering with MTN to ensure a seamless
its clients, but that doesn’t mean that there is no internal
digital experience”
identification of where things are headed, quite the opposite,
He went on to illustrate his point,
in fact, as growth areas have already been clearly identified,
“To give you a good example, from an omni-channel
with security showing particular potential. It’s not a huge
perspective, you have customers that, before they walk into a
surprise, given that, globally, cyber security has become a
store, know what product they are going to buy because they
serious concern for everyone, from cautious parents through to
have done their online research, so they walk into physical
conscientious business owners. Nitesh divulged a little more,
stores having a fairly good idea of what they want. Likewise, as
“We’ve seen a lot of cyber-security threats globally and we
customers gravitate to order online they have a predetermined
definitely see a lot of growth potential in our security business.
need and ultimately, servicing these customers efficiently is at
We have a premier global security practice and consult to
the heart of a pleasant experience. The digital customer is the
several clients about cyber-security, security and continuity
new king”
planning. We’ve seen a lot and it’s a big, very scary world and
Acknowledging that Accenture is only at the start of a very
as we enter this digital age, cyber-security becomes more of a
exciting journey with MTN, not too much can be disclosed
priority to our clients, so we are definitely focussed to assist
at the time of going to press, but it will most definitely be
them in this regard.”
worth maintaining a close eye on how MTN seeks to improve
Being able to identify key growth areas in terms of clients’ needs and priorities is key to remaining an industry leader,
operational functionality, for the good of its customers, as there will be an air of Accenture expertise floating around.
but Accenture has an extra advantage in the sense that the five separate divisions allow for a far more diverse portfolio of services. It’s the business version of not putting all your eggs in one basket and it has helped Accenture to stand out from and supersede its nearest competitors. It certainly doesn’t hurt that every team member is an expert in their own right and committed to the vision of helping clients to seize the now, in order to improve the future. Speaking of improving the future, it is definitely worth noting that Accenture is aware that greener operating initiatives are essential and is already addressing environmental
“We’ve seen a lot of cyber-security threats globally and we definitely see a lot of growth potential in our security business.”
concerns, as Nitesh revealed,
“Sustainability is a big thing for us and we are proud to be promoting a cleaner healthier planet. Corporations have a
It takes self-assurance to offer other companies a portfolio of
social responsibility to reduce their carbon footprint and this is
services that guarantee increased reach and retained relevance,
a high priority for us, as environmental ambassadors.”
especially in a fast-evolving digital age, but Accenture has the heritage to back it up. After all, if it has been in existence and
A CASE STUDY OF SUCCESS
successful for over three decades, isn’t that the best example
MTN is Africa’s premier telecommunications operation and has
of how effective its strategies and techniques are? There’s
now partnered with Accenture to ensure even more effective
certainly no doubting that in a bid to retain an industry-leading
communication and interaction strategies, with both existing
position in the future, both for itself and its clients, Accenture
and potential customers. Working with such a giant of industry
is seizing the now.
PAGE 23
COMPANY PROFILE
A breath of fresh air Production: Richard Hadley
Born out of an entrepreneurial dream, Airvent has been servicing the people of South Africa with efficient air conditioning and exemplar customer service for almost 20 years and founder Mark Rogers explained what sets his team apart from competitors. PAGE 24
AIRVENT
The Airvent Team
Started back in 2001, it will come as no surprise that the core activities of Airvent have changed and evolved to meet a growing market and everchanging financial climate, but Mark Rogers and his team have risen to industry challenges beautifully, resulting in a dynamic and adaptive company. The first incarnation of Airvent was a simple operation that serviced predominantly domestic air conditioning systems in Cape Town, but things are a little different now, as Mark explained, “Airvent has grown into a formidable HVAC Contracting company that is now involved in large commercial and industrial installations throughout South Africa. This being said, we are still very much involved in the domestic market as well and have not forgotten our roots and where we have come from. We cover the entire market from servicing a small split unit to installing chilled water systems for large buildings.�
Mark Rogers | Managing Director Airvent
THINKING BIG Given that it was entrepreneurial determination that led Mark to opening Airvent in the first place, it makes perfect sense that as the company grew, opportunities for extensive growth and diversification were not just identified, but also leapt upon in truly tenacious fashion. Extra branches were the first step, with the Helderberg Basin, Johannesburg and the Southern Cape all feeling the benefit of a physical location, but Mark then went a step further, leading to a level of vertical integration that is quite simply, ingenious, “We decided to open a sheet metal business, namely Cape Sheet Metal Works, which manufactures ducting for the industry. This business too has evolved over the years to become one of the leading ducting suppliers to the HVAC industry in Cape Town. Our philosophy with Cape Sheet Metal Works was that we wanted to produce products that were
PAGE 25
COMPANY PROFILE
exceptional, well priced and are delivered on time, every time. For this to happen we realised that we would need to invest in the correct machinery from the start. Our production lines are housed in a 2300 square metre facility based in Brackenfell, Cape Town and include high quality machinery that have the capacity to produce 150 tons of ducting per month.”
“Airvent has grown into a formidable HVAC Contracting company that is now involved in large commercial and industrial installations throughout South Africa.” These developments would be more than enough to keep even the most energetic of business owners occupied, but Mark has an energy reserve that is staggering, which is why an energy business, specialised chilled water operation and electrical contracting operation were all added to the roster of sister companies, but that’s not all. As the industry develops and changes, so too must the skill sets of the team at Airvent, which has lead to the opening of the HVAC Training Academy, “The Academy is in the final stages of becoming MERSETA Accredited and has a fully qualified assessor and trainers employed full-time, offering our staff training on an on-going basis. Our vision with the Academy was to create a platform within our business to create careers for our employees within our group through upskilling our staff, rather than just offering our staff jobs. We are trying to break the current market trend of people job-hopping to better themselves and earn more by creating these career paths for our employees.” The results really speak for themselves, as staff turnover is minimal and the levels of expertise have grown exponentially. With everybody benefitting, it seems
PAGE 26
as though Airvent and its subsidiaries will be able to weather any and all storms that the industry might experience. MOVING INTO THE FUTURE Mark recognises certain patterns and indicators that give rise to a belief that the industry is about to undergo significant change and development, particularly over the next five years. He predicts that larger companies will hone in on the growth potential of the market, making new opportunities present themselves, while also requiring some serious thought as to the size of Airvent. Having looked into expansion into Africa, Mark acknowledges that this might be worth more consideration in the coming years, but he does already have growth targets in mind, “Our current market share in the HVAC space, in the Cape Town region, is about 8% and we would like to develop this part of our business to achieve at least 12% over the next three years, ramping this up to 20% over the next eight years.” He went on to reveal that,
AIRVENT
“With regards to our energy sector businesses, we feel that there is massive growth opportunity within South Africa, which we are looking to capitalise on. Our strategy in this field is to do things a little unconventionally, as we like to be different. Here we will be looking at a strategy that allows for selling the
“Without the dedication of our staff and the commitment they have shown over the years, we would never be in the position we are in today.” by-product of our heat pumps and solar systems rather than the equipment itself. This is currently in the development stage and we aim to roll this out within the next six months.” Of course, to set these plans in motion will take a lot of internal infrastructure and planning, but a lot of the hard work has already begun. Having sought to digitise the business already and with a slew of academy-trained professionals in place, Airvent is
in an exceptionally strong position to make serious inroads in terms of growth, before some of the larger operations cotton on to what a lucrative market they might be missing out on. By the time larger operations start to move in, Mark and his team will be in a position to offer serious competition, while still maintaining that grass roots ethos that has remained so important from day one. Closing the interview, Mark wanted to highlight just how critical the people he works with are, “Our business is all about our people, it sounds cliché but it is really just that. Without the dedication of our staff and the commitment they have shown over the years, we would never be in the position we are in today. It has truly been a team effort and I am proud to be part of this unique team. As a service orientated business, our distinguishing factor is the service we provide to our clients and without the correct people leading the business, the energetic sales teams, the dedicated warehouse staff, the efficient admin staff and our expert technical teams in our manufacturing plants and on the road we would be just be average. We don’t like average much.” You can’t deny that the vision, determination and staff appreciation that Airvent is built on is a real breath of fresh air.
PAGE 27
COMPANY PROFILE
Focus, discipline and results Production: Jodie Rettie
Combining chemicals knowhow and energy technologies, Sasol has become a pioneer in its field, but the desire to strive for more is unquenchable. This is a company set for ever-increasing diversity and growth, but the questions have to be asked: how and what does this mean for South Africa?
Established in South Africa, back in 1950, Sasol has loyal ties to the country and is proud to still be one of the largest investors when it comes to fiscally beneficial projects, local talent development and innovative research. While the
to the success of the initial incarnation of the company,
company has grown exponentially, reaching out into more
stakeholder expectations have changed, so too have our
than 30 countries that require both chemical supplies and
methods, facilities and products, driving progress to
energy resources, the initial roots remain strong, thanks
deliver long-term shareholder value sustainably. The
PAGE 28
or ‘foundation businesses’, as Sasol refers to them, “By combining the talent of our people and our technological advantage, Sasol has been a pioneer in innovation for over six decades. As market needs and
SASOL
growth and enhancement of our foundation businesses
discussed openly. Having recognised a need for other
in Southern Africa is complemented by the significant
countries to be able to tap into a reliable and steady
chapter of growth, Sasol has entered in its history.”
supply of both chemicals and energy sources, a system was initiated, allowing Sasol to take on opportunities that
GARNERING GROWTH
would be a natural progression of existing talents and
It’s clear that Sasol takes pride in the steady and reliable
relationships,
growth pattern that has emerged, the secret to which is not shrouded in corporate subterfuge, but instead,
“Sasol’s focused and strong project pipeline means we are actively capitalising on the growth opportunities
PAGE 29
COMPANY PROFILE
that play to our strengths in Southern Africa and North
with a fully integrated gas-to-liquids facility being
America. Our focus is creating value sustainably and we
designed for the US and significant improvements, not to
are proud to be taking this company, to new frontiers.�
mention investment into, existing facilities.
There have been numerous growth milestones enjoyed by the company, but those most worth noting include the
DIVIDE AND CONQUER
creation of a distribution arm in 1966, to access pipeline
Sasol has grown, that much is established, as is how,
gas, privatisation on the Johannesburg Stock Exchange
but the really critical question is how has the company
in 1971, New York Stock Exchange listing in 2003 and
structure altered? The answer is, in short, dramatically.
entering into the South African fuel market in 2004. The
Working alongside a mantra of “value through focus
2012 growth plans, however, had the really big impact,
and discipline, it was only logical for the two separate
PAGE 30
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COMPANY PROFILE
PAGE 32
SASOL
divisions of chemicals and energy to split and become
With established consumers in place and effective
properly governed, independently of each other. Cue the
division management structures overseeing operations,
creation of two strategic business units,
moving forward, Sasol is focussed on maintaining the
“The energy business manages the marketing and sales
spirit of innovation that has long been the backbone of
of all oil, gas and electricity products in Southern Africa,
the company. Alongside improving the efficiency of day-
which have been consolidated under a single umbrella.
to-day operations within its energy creation and chemical
In addition, this cluster oversees Sasol’s international
sourcing arms (including the prominent mining element),
GTL (gas to liquids) ventures in Qatar, Nigeria and
sustainability has become a primary concern.
Uzbekistan.”
LOOKING TO A MORE SUSTAINABLE FUTURE “For over 60 years, we have developed and commercialised innovative energy-related technologies, first with coal as a feedstock, then with gas and, into the future, with renewable energy sources.”
“By combining the talent of our people and our technological advantage, Sasol has been a pioneer in innovation for over six decades.”
With climate change being a huge concern, especially in the commercial sector, greener solutions and environmental technologies are essential and Sasol is ahead of the game thanks to already looking into cleaner alternatives to coal and has a climate change policy in progress, “A cautious and aligned approach should be adopted in developing climate change policy – one that balances national priorities of reducing unemployment and achieving economic growth, in line with international commitments negotiated through the UNFCCC. We actively engage with various stakeholders on our approach to responsibly manage these challenges. Furthermore, we have also taken the strategic decision to focus on identifying and using gas resources – natural gas being a cleaner hydrocarbon, as a bridge to a lowercarbon economy.” Given that Sasol takes ownership of every stage of energy and chemical production, right through to commercial sales, it stands to reason that the onus of responsibility is firmly on the company to develop new, green ways to operate in a bid to tread a little more lightly. Where less forward thinking competitors might choose to bury their heads in the sand and hope that the
SIMULTANEOUSLY,
eco movement passes, Sasol is taking a more proactive
“The global chemicals business includes the marketing
stance, recognising that the days of coal and other
and sales of all chemical products, both in southern
fossil fuels are numbered. This, in itself, is the perfect
Africa and internationally. The chemicals business is
demonstration of how Sasol has continued to grow,
divided into two niche groupings; Base Chemicals,
develop and succeed.
where its fertilisers, polymers and solvents products lie
Never taking for granted wins of the past, Sasol has
and Performance Chemicals, comprising key products
remained adaptable to changing industry and financial
which include surfactants, surfactant intermediates, fatty
climates, not to mention green initiatives, resulting
alcohols, petrolatum, paraffin waxes, synthetic waxes…”
in its ability to ride the wave of global success. From
This division encompasses the many Sasol Convenience
integrated exploration and processing endeavours
Centres, known as SCCs, which are fuel forecourts with a
through to an effective fuel station franchising system,
24-hour store attached. These are all franchised and have
Sasol has covered every base for continued growth. Focus,
contributed to making Sasol a household name.
discipline and results: these are what Sasol stands for.
PAGE 33
COMPANY PROFILE
Nuclear Energy in South Africa Production: Stephen Lewis
Necsa, the Future of South African Nuclear Energy. Nuclear Energy, once seen as the future of cheap, clean, energy has become mired in controversy over the decades since its development for commercial use. In today’s world, with Climate Change coming to the fore of many countries energy policy - nuclear energy is back on the agenda. PAGE 34
NECSA
Today, nuclear energy, technology and safety policies facilitate the integration of the nuclear sector in various facets of South African society. The nuclear sector in South Africa is mainly governed by the Nuclear Energy Act 1999, Act 46 of 1999, and the National Nuclear Regulator (NNR) Act 1999, Act 47 of 1999. These Acts are administered by the Department of Energy. These policies position South African industry to be world-class leaders in various fields of nuclear expertise. South Africa has two nuclear reactors generating 6 percent of its electricity. Its first commercial
nuclear power reactor began operating in 1984. The government’s commitment to the future of nuclear energy is strong. Africa’s only nuclear power has an installed capacity of 1,860 MW but plans under the government of former President Jacob Zuma to have six times that output by 2030 hit hurdles over cost and other issues. At the forefront of South Africa’s push to further develop nuclear energy is The South African Nuclear Energy Corporation SOC Ltd - Necsa. Necsa is mandated under the terms of Section 13 of the Nuclear Energy Act (SA), No. 46 of 1999, to.
PAGE 35
COMPANY PROFILE
KEY POINT: • Undertake and promote research and development (R & D) in the field of nuclear energy and radiation sciences and technology and, subject to the Safeguards Agreement, to make these generally available. • Process source material, special nuclear material and restricted material and to reprocess and enrich source material and nuclear material PAGE 36
Necsa, a state-owned company is responsible for undertaking and promoting Research & Development in the field of nuclear energy and radiation sciences. It also is responsible for the processing of source material, including uranium enrichment, and cooperating with other institutions, locally and abroad, on nuclear and related matters. Aside from its main activities at Pelindaba, consisting of the operation and utilisation of the SAFARI-1 research reactor, Necsa also manages and operates the Vaalputs National Radioactive Waste Disposal Facility in the Northern Cape on behalf of the National Radioactive Waste Disposal Institute (NRWDI). Necsa engages in commercial business mainly through its wholly-owned commercial subsidiaries NTP Radioisotopes SOC Ltd (NTP), which is responsible for a range of radiation-based products and services for healthcare, life sciences and industry, and Pelchem SOC Ltd (Pelchem), which supplies fluorine and
NECSA
fluorine-based products. Both subsidiaries, together with their subsidiaries, supply local and foreign markets, earning valuable foreign exchange for South Africa.
THE FUTURE:
capacity and add only a minimal amount of new coal. Radebe said: “The electricity generation and distribution landscape in South Africa is changing at a rapid pace compared to the period before 2010. In keeping to our climate change commitments, the country has also introduced renewable energy through independent power producers.” The UK has announced plans to invest £56 million into South Africa to develop energy storage technology to help supply and secure renewable power in the country.
Things are looking really hopeful for Necsa in July of 2018 when they announced plans to double nuclear medicine production capacity with the development of two new local reactors, in conjunction with Russia. Agreeing to partner with Russia’s Rusatom Healthcare the plan would see the R1.4 billion-a-year local nuclear medicine industry double production in the next few years. A UK GOVERNMENT SPOKESMAN The signing took place on the sidelines of the Brics STATED THAT: summit held in Sandton and attended by, among “This project, the first of its kind in the region, others, Russian president Vladimir Putin. Rusatom will use an innovative technology to transform the Healthcare is the healthcare division of Russian state- country’s energy system, supporting South Africa’s owned nuclear corporation Rosatom, which was seen long-term commitment to decreasing carbon emissions as a front-runner to build reactors for South Africa’s by developing bold, new renewable technologies new nuclear power programme. The programme has – bringing about a climate revolution whilst also stalled due to court challenges and uncertainty about enabling the creation of thousands of jobs for young the country’s future power mix. South Africans.” Unfortunately, the agreement did not create any binding rights or obligations under local or international law, it was aimed at the joint development of two solution nuclear reactors at Necsa’s Pelindaba site outside Pretoria. These are small reactors designed specifically for the effective Sarto Mass Services (Pty) Ltd, are proud distributors production of nuclear medicine of the OHAUS range of Weighing Equipment products. Necsa chair Dr Kelvin Kemm put the value of each reactor at about R250 million. Whether or not these plans will be shelved due to changes in South African energy policy remains to be seen. Jacob Zuma, the former President, had proposed expanding the nuclear power sector by adding new nuclear capacity in excess of 9 gigawatt. However, this February, he faced a vote of no confidence and was replaced by Cyril Ramaphosa. Please contact: Jeff Radebe, South Africa’s Energy (PTY) LTD SARTO MASS SERVICES (PTY) LTD l l A SANAS Accredited Calibration Laboratory, Minister, announced in August No. 1415 to the press that the cabinet had A Level 4 BBBEE Company Tel.: (011) 787 9179, 328 Boundary Road, Northriding, 2169 Fax : (086) 609 1359 approved the updated Integrated PO Box 15 Randburg 2125 www.sarto.co.za Resources Plan (IRP 2018) which will increase renewable energy
PAGE 37
COMPANY PROFILE
South African fruit farming an exciting opportunity Production: Sarah Dickens
Two-A-Day Group - leading the way in fruit growing, packing and marketing companies on the African continent, with an impressive ethical policy. Two-A-Day Group - one of the leading fruit growing, packing and marketing companies on the African continent, comprising of more than 50 farms owned by the principle shareholders. Agribusiness has always been one of the mainstays of the South African economy. 50% of all agricultural exports from SA is fresh fruit. The fruit industry is worth more than R30 billion and agriculture contributes 2.5% to the country’s GDP (R98 billion), therefore, the fruit industry is a major contributor
PAGE 38
to agriculture’s contribution to the South African economy. Currently, 179 948 are people directly employed. Over 8,000 people directly provide services to the fruit industry and 109,000 people are employed in downstream industries. The Domestic market for fruit is growing with the growth of the middle and upper class in South Africa. Other opportunities
TWO A DAY GROUP
for the fruit industry lie with new markets in the Far East, Asia, Russia, Africa and potentially the UK after Brexit. One exciting aspect within the industry is that when the ongoing land reform projects become fully productive, the potential for increased fruit production can be further increased. At the forefront of this industry is the Two-a-Day Group. Beginning as the Elgin Fruit Packers Co-operative Limited, it was incorporated as a primary agricultural co-operative in the Elgin district, Western Cape, South Africa on 19 June 1948, which makes it the oldest and longest established local co-operative. During the 1950’s, A crop increase of 150% resulted in some 550,000 cartons of fruit packed. This rapid growth continued and in 1976 and the company packed more than 1.5 million cartons, of which two thirds were exported which gave them an 8% share in the South African apple export crop. The diversified activities of the co-operative necessitated a policy of forward integration, which resulted in the formation of various companies involved in activities flowing from the core business of the co-operative. The Group restructured itself in December 1993, and converted
itself to an unlisted private company called Two-a-Day Group (TAD) Ltd. TAD is one of the leading fruit growing, packing and marketing companies on the African continent, comprising of more than 50 farms owned by the principle shareholders. Total area under fruit exceeds 3,300 hectares. Total production, including processing, equates to over 200,000 tonnes per annum. The Group is currently exporting 5,200, 000 cartons of apples and pears per year, and they also supply the local market with 2,900,000 cartons of apples and pears per annum.
KEY POINT: The Group plays a leading role in the growing, marketing and technological fields and is widely recognized as having a disciplined membership, committed to producing high quality fruit employing sound environmental, social and ethical practices. One of the most exciting aspects of TAD is that, as a cooperative, TAD endeavours for all permanent farm workers in the Group to become shareholders in farms. The number of
PAGE 39
COMPANY PROFILE
permanent farmworkers in the Group being around 1,200, this is a difficult undertaking, but they are determined to do whatever is necessary to achieve this goal - especially since these farm workers are responsible for the well being of 6,000 dependents in the region. To date, ¹ 979 permanent farmworkers have been empowered via land reform initiatives. The ethical practices of TAD cannot be underestimated. TAD and its growers are great supporters of land reform believing that, if properly managed, reform represents an ideal opportunity to build wealth for the next generation. They believe that the local rural economy can and will be bolstered and the current levels of poverty can be reduced in communities that have long suffered from this. Over 25% of total TAD issued shares has been transferred to Previously Disadvantaged Individuals (PDIs) who are farmers. At replacement value, the value of the shares are estimated at R875 million. The TAD group fully recognises that the labour intensiveness and growth potential of the fruit industry presents an opportunity for job creation, poverty alleviation and overall contribution towards rural economic development. Other community initiatives for the co-operative workers include - free medicine, a full time occupational nurse, a Doctor on site for at least 3 days a week and a full time social worker, all this in communities long disadvantaged and denied access to these basic necessities. On and off site training is also a priority for TAD. In 2016 – 2017, TAD supplied 52 learnerships (NQF level 3 & 4, packing and grading), Learnerships in Generic Management (NQF level 4) Leadership Development of Middle and Senior Management, Training unemployed Matriculants and provided job opportunities and that helped 45 tertiary students with finances for studies during 2017.
PAGE 40
THE FUTURE: The international market remains the most exciting opportunity for the fruit industry in South Africa, and TAD is well equipped to take advantage of this. Due to the revelations by modern science about the health benefits of eating fruits and vegetables, millions of people around the world (especially in developed countries) now include some form of fruit in their daily diets. Apart from their rich nutrient, mineral and vitamin content, fruits are now known to lower blood pressure; reduce the risk of heart disease, stroke, and probably some cancers; and help to lower the risk of eye and digestive system problems. The growing consciousness in Western countries to adopt fruit-rich diets is one of the major drivers of the growing demand for fruits which are abundant in Africa. As a result South Africa, has the potential to earn millions of dollars every year from fruit exports to Europe, the Middle East and USA and the new emerging markets. The acceptance of in-transit cold treatment for South African fruit shipments to India by the Indian authorities is imminent, according to news emanating from India, where a delegation from Fruit South Africa has been visiting New Delhi and Mumbai this week. The CGA noted that this should promote an increase in citrus exports to India. Indian mango and table grape access to the South African market is also expected to be concluded in the near future - as well as the imminent signing of a Preferential Free Trade Agreement with India. TAD is looking set to take advantage of the export market even further.
TWO A DAY GROUP
EASY TO DO BUSINESS WITH Mpact Plastic Containers (MPCSA) forms part of Mpact Limited, and is the leading supplier of plastic containers in the Southern African market. MPCSA’s primary competency is the manufacture of plastic containers, Jumbo Bins and Wheelie Bins using the injection moulding process. The company operates 14 injection moulders from 720 to 5,500 tons clamping force at facilities in Cape Town and Brits near Gauteng Mpact Plastic Containers offers a fresh and modern approach to plastic packaging, moving away from outdated, single-trip disposable packaging, and developing instead; an array of multi-trip, re-usable containers that constitute the largest range of Returnable Transit Packaging (RTP) systems in South Africa. By implementing a RTP system, users are able to build efficiencies in their supply chains, reduce waste, and promote the safety and quality of the products which they are transporting..
Environmental Division The Environmental Division provides waste management solutions in the form of waste collection receptacles which also facilitate recycling. Our customers are predominantly municipalities, waste management and recycling companies.
Jumbo Bin Division
Materials Handling Division
Retail Division
The Jumbo Bin Division supplies bulk storage containers to the agricultural and industrial sectors. These products are made on the largest injection moulding machine in the southern hemisphere.
We offer a range of products for the handling, storage and transportation of goods. The focus is on the efficient movement of goods in a sustainable manner. The markets that we serve include automotive, agricultural, food processing, logistics, mining and the public wholesale industry.
The Retail Division supplies innovative solution based products to the retail market. Our extensive range of pallets, dollies and crates offers a complete solution for supply chain management.
Atlantis
Brits
Neil hare Road, Atlantis, South Africa. PO Box 1551, Dassenberg, 7350. Tel: +27 (0) 21 573 9400 Fax: +27 (0) 21 577 3399
9 Piet Pretorius Street, Brits, South Africa. PO Box 3372, Brits, 0250. Tel: +27 (0) 12 250 9100 Fax: +27 (0) 21 577 3399
salesforce@mpcsa.co.za
www.mpcsa.co.za
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COMPANY PROFILE
Number one in South Africa A household name throughout the world, Unilever has a special relationship with South Africa and the thousands of people who maintain the globally benchmarked standards that the company is famous for. Production: Richard Hadley
It’s said that every single day, more than two billion people reach for a trusted and recognisable Unilever product within their homes. Cornering every market from food through to household cleaning products, the figure is more than believable and has lead to Unilever becoming an undisputed part of dayto-day life for so many families and homes, but the South African arm is a little bit special. Stretching all the way back to 1891, Unilever and South
PAGE 42
Africa’s histories are intrinsically interwoven, “Unilever started operations within South Africa in 1891 when the company registered the Sunlight trademark. The green bar was still being imported from England at the time due to high costs of imported raw materials like vegetable oil. Unilever came to South Africa in 1887 when William Lever, the founder of Lever Brothers, registered the Sunlight trademark. His first visit to South Africa in 1895 was to an under-developed
UNILEVER
country crippled by drought with poor communications and few skills. However, he believed products would ultimately be manufactured locally.� With a vision of creating within the country not being initially viable, due to the import costs of certain raw materials, it would take a number of years and serious growth to be able to bring everything under one roof, from production through to distribution. Knowing how huge Unilever is today, it’s not a spoiler to announce that
things certainly turned around and that levies on imports were soon a problem of the past.
CONTINUOUS GROWTH Steady expansion was enjoyed by Unilever South Africa, throughout the 1920s and 1930s, particularly after the acquisition of a competitive soap company and of course, staff numbers had simply exploded. From a skeleton team of just seven in 1907, 1475 permanent employees were
PAGE 43
COMPANY PROFILE
Facilities Management Solutions For Africa Middle East
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The Company Supporting The Best Companies in Africa, Middle East.
on the books by 1939 and things looked positive, but the Second World War would prove to be a small stumbling block, “During the Second World War, the company struggled to obtain raw materials and skilled labour. Nevertheless, it played an important role in supplying the soaps and edible oils and fats throughout the war.” Having weathered the storm of global conflict with the determination of a commercial giant, Unilever went on to tap into the South African agriculture expansion into oilseed harvesting and was instrumental in persuading the government to allow margarine production, but this was only the start, as numerous new product lines and interest areas were destined to be mastered, “During the post-war years, factories were modernised, to increase capacity and a new Boksburg factory was opened in 1955. Lever Brothers also introduced a number of new products and entered new markets.” Moving into toothpaste, shampoos and talc, before branching out into packaged soups and ice cream, it was in 1969 that Unilever SA was born, out of the Lever Brothers hard work. This provided the perfect basis for serious growth and stability, which has ultimately, lead to the incredible reputation that the company now enjoys.
PAGE 44
SOUTH AFRICA SALUTES UNILEVER Proud to employ in excess of 3500 people, Unilever South Africa has become a vast operation. With two operational offices, located in Durban and Johannesburg, as well as seven manufacturing plants, it would be easy to, potentially, overlook some key employer responsibilities, but that is resolutely not the case here, as the Top Employer Institute has awarded Unilever South Africa the number one best employer accolade for three years running. The awards don’t end there either, “With a product range that includes foods, homecare, and personal care brands such as Sunlight, Omo, Handy Andy, Robertsons, Knorr, Shield, Magnum, and many others, Unilever is the market leader in 14 of the 17 categories in which it operates in South Africa. For the seventh consecutive year, 9 of its homecare, personal care and foods products won the Product of the Year Awards in 2015.”
SUSTAINABILITY AND STRENGTH Being the top rated employer in the country, a global household name and an undeniably successful company would be more than enough for most commercial operations, but Unilever comes from humble beginnings and seems to be keen to never forget that. Maintaining
UNILEVER
a keen focus on local issues and possibilities, the management team at Unilever South Africa are as excited to embrace sustainable initiatives as they are new development opportunities,
“Our vision is to create a brighter future for all South Africans, where people can improve their quality of life without increasing their environmental footprint.” “Our vision is to create a brighter future for all South Africans, where people can improve their quality of life without increasing their environmental footprint. Unilever launched the Unilever Sustainable Living Plan (USLP) in 2010, with a local chapter for South Africa.
Globally, the company has set three big goals to achieve by 2020: to halve the environmental footprint of our products, to help more than 1 billion people take action to improve their health and well-being and to source 100% of our agricultural raw materials sustainably.” This ties into the endeavours being made to add more diversity and strength to the existing South African product portfolio. In a bid to offer consistently high quality items, while also delivering the best service levels, a home care-specific production facility has been built, alongside a savoury factory and a state-of-the-art ice cream facility. The home care factory is a flagship model of how Unilever South Africa sees the future of production facilities, “The brand new factory includes green and world’s first technologies – a project that began in 2013. It is one of Unilever’s largest investments globally and underscores its commitment to the long-term future of South Africa and the continent as a whole.” For a phenomenally successful global company to always be able to maintain a focus on individual localities is impressive, to say the very least. Taking both its sustainability and employer responsibilities seriously, Unilever is making easy work of demonstrating exactly why it is and will always be number one in South Africa.
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COMPANY PROFILE
A wealth of knowledge
Production: Sarah Dickens
NFB Private Wealth Management claims to be different to competitors because of a unique business model that values knowledge, transparency and ethics. The bold approach is working, as an impressive portfolio, loyal clients and diverse product offering proves. Operating within the financial sector for more than thirty years, NFB Private Wealth Management (NFB), part of the NVest Financial Holdings (NVE) Group,
DETERMINED TO BE DIFFERENT
has diversified to an impressive level, with numerous beneficial
continue to flourish. That’s exactly what NFB has always strived
products and services now officially on the table. NVE has
for, which has resulted in a more dynamic and yielding form
certainly created a stable and strong foundation, managing, as it
of wealth management that prioritises something potentially
does, more than R30 billion through current clients.
surprising: the clients’ health,
PAGE 46
Periods of financial uncertainty are impossible to ignore, but it’s the teams that observe, learn and adapt to fiscal trends that will
NFB FINANCIAL SERVICES
“Everything we do is centered around our clients’ needs,
relationship. First and most important, is the ability to build
wealth, and future financial well being. ‘Treating Customers
a genuine relationship with the client. Familiarity does not
Fairly’ is not a piece of legislation we simply aim to adhere to. It
breed contempt here, it simply allows for faster resolutions and
is a set of ethics and principles and a way of doing business that
considered advice. This really builds on the idea of “knowledge
we believe in, and champion throughout our interactions with
being a mechanism for sustainable wealth” that is something of
clients.”
a mantra for NFB. With a genuine relationship built and regularly invested into, NFB looks to always remember that happy clients are the key to a successful business. Paying close attention to costs plays into
“…NFB, once again, goes a step further and looks to rest its reputation on the shoulders of key staff members with extensive industry experience…”
this, as does leveraging the size of the parent group to access otherwise unavailable opportunities. Finally, taking in the whole picture is vital and regular re-evaluations allow for necessary tweaking. These elements, combined, make for an exceptionally unique approach to wealth management, whereby close personal relationships are the highest and most valuable form of currency.
EXPERTS ON HAND While it might be enough for some companies to have either experienced colleagues on board or those that have studied the industry extensively, NFB, once again, goes a step further and looks to rest its reputation on the shoulders of key staff members with extensive industry experience of both facets,
Recognising and adhering to the, somewhat forgotten,
“Our executive team brings together a wealth of industry
concept that the client is king, NFB has a five-part strategy
experience, unbiased advice and specialised expertise to the
for never losing sight of the most important person in the
business.”
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COMPANY PROFILE
In a bolder and more unusual move, NFB has also sought to partner with accredited independent financial advisors. Yes, on
teams, a process to hedge or monetise a concentrated position.” In addition, retirement and risk planning services are
paper, these professionals could be viewed as competitors, but in
available, as well as cash management, distribution control and
reality, NFB takes a more holistic and progressive view, seeing
liability management.
them as potential allies in the fight for better client results.
The asset management arm is a little more straightforward,
Increased industry compliance and accurate benchmarking of
as it deals with direct investments into recognised arenas, such
quality standards are other potential benefits,
as the stock market, but risk is always minimised. NFB finds no
“NFB has partnered with several accounting firms and fellow
excitement in the idea of risky transactions and seeks instead to
IFA businesses and welcomes contact from others seeking
rely on decades of experience and the wider Group backing to
to address the ever increasing pressures from regulation,
choose wisely,
compliance, financial adequacy and other changes to the professional landscape.”
“We do not believe in forecasting, back testing or optimisation. Our investment decisions are based on the current market environment. This means that we are able to use our
INVESTING IN THE FUTURE
meaningful industry insights and rigorous risk management
NFB has split its day-to-day activities into two separate areas:
process to actively identify opportunities or threats in prevailing
institutional wealth and asset management. Compartmentalising
financial market conditions, with the aim of helping investors
the different focus areas allows for individual expertise to really
meet their strategic objectives over time. Backed by the armoury
flourish and garner the best results for clients and as has already
of the broader Group and over three decades of industry
been established, everything is done with the future security and
experience, we are able to provide investors with dynamic asset
well being of the client in mind, so this is key.
allocation, fund selection, portfolio construction and reporting
Institutional wealth management is a niche area that services
expertise. This means that we offer a sophisticated suite of
clients such as universities, charities, listed companies and
portfolios to suit the dynamic needs of today’s discerning
private operations. For large companies and institutions to place
investor.”
their fiscal future in the hands of an external team takes trust,
Money matters, but relationships matter more and NFB has
but NFB benefits from decades of proven financial strategies
been successfully adhering to this principle for more than 30
and solutions,
years. Clients know that they can expect a personal service that
“As an institution grows, it becomes increasingly important
is genuinely geared towards increasing their wealth and future
to correctly position a portfolio. This is principally due to the
stability, with minimal risk. The saying goes that knowledge
potential of concentrated single asset positions generated as
is power, but perhaps this needs adapting to read a little less
a result of stock grants, stock option plans, restricted stock
cynically. Instead, how about knowledge is wealth, wealth is
holdings or employee stock ownership plans. We can facilitate,
well being and client well being is the driving force at NFB? It’s
in partnership with top local and foreign equity structuring
certainly got a ring to it.
PAGE 48
NFB FINANCIAL SERVICES
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Old Mutual Investment Group (Pty) Ltd is a Licensed Financial Services Provider. Source: Top 500 Best Managed Company of the Year Award and Top 500 Best Managed Company in Financial Services Award, 2018.
PAGE 49
COMPANY PROFILE
The offshore conundrum for SA investors By Zain Wilson, Portfolio Manager at Old Mutual Investment Group
The recent announcement that South Africa has officially entered a recession, following two consecutive quarters of negative growth, appears to have largely reversed the optimism that took hold of the country following the change in leadership at the beginning of the year. While the global economy will likely retain above trend growth rates into 2019, concerns have risen over increasing threats of a global trade war, alongside pockets of emerging markets stress in the face of gradual policy tightening from the Fed. This current state of affairs has prompted increased interest among many South Africans in offshore investment. In fact, many local investors ask the question of whether 100 percent offshore exposure is a winning long-term strategy and if this is the case, why bother with SA exposure? Given the current environment PAGE 50
we find ourselves in, this is an increasingly popular assumption. However, the bottom line is that South African investors simply cannot ignore the fact that their liabilities are predominantly rand-based and therefore investing 100 percent of your assets offshore would expose them to unpalatable currency risk. The impact of the currency on the global versus local equity returns at different times is clear in the table below: In the period just after the Global Financial Crisis in 2008, SA Equity outperformed Global Equity spectacularly – delivering more than three times the global returns. This was also a period during which the rand was strong. During the second period, investors were expecting an economic recovery that never seemed to materialise and in South Africa political woes reached
NFB FINANCIAL SERVICES
a crescendo when our Finance Minister Nhlanhla Nene was fired – prompting the rand to weaken. Returns over this period for Global Equity were much better than Local Equity. In the third period, from then to last year, again you would have wanted Local Equity over Global Equity – a period during which the rand was strong. These periods were picked deliberately to coincide with major turning points for the rand, which demonstrates the significant impact the rand has on the returns we experience from global investments as SA investors. In recent months, the threat of a global trade war and mounting pressure on Emerging Markets has impacted heavily on Emerging Market currencies, including the rand. Having fallen to a two-year low earlier this month, the rand has started
to strengthen again off the back of an Emerging Markets rally and a retreating US dollar. Had you rushed all your assets offshore with the decline of the local economy, your investment would have been hard hit in just this week alone with the recovery in the rand. So how do you know when the timing is right to take your money offshore? The answer is that you don’t. Instead of trying to time the market, investors should be looking towards portfolios that give them balanced exposure to capitalise on both local and offshore opportunities. A portfolio that is globally diversified but subject to well considered thematic, structural and tactical investment considerations – and one that takes into account an investors’ specific needs – is best suited to meet an investor’s targeted risk-return objectives. PAGE 51
COMPANY PROFILE
Mineral Extraction, still important to Africa’s economic development? Production: Richard Hadley
African Underground Mining Services goes from strength to strength The continent of Africa, rich with mineral reserves and mineral extracting activities. Said reserves and activities are currently responsible for much of the economic growth in the West African region. Due to the continents ample natural resources and ranks first or second in quantity of world reserves, extraction is set to remain a major part of Africa’s economic policy. PAGE 52
AFRICAN UNDERGROUND MINING SERVICES
One of the mining companies that is seeing a benefit from this growth is African Underground Mining Services. They have been
profitability of mining projects.
in operation since 2007 and have provided an unmatched
be world leaders in safety standards. AUMS are proud that
mechanised underground mining service in Africa. They
their joint venture companies have excellent records in safe
lead the industry forward by, for example, having an
work statistics – in many cases achieving award-winning
excellent track record of exceeding their productivity
standards – and that this demonstrates their existing and
targets, without compromising safety that has put African
ongoing commitment to safety.
Underground Mining Services at the forefront of African
AUMS make it their business to be market leaders in underground mining techniques. They continually strive to
AUMS’s sophisticated safety management system
underground mining. They have worked with some of
automatically includes checks and balances to help ensure
the biggest resource companies in the world and pride
that they meet their primary goal of SAFE production;
themselves, and stake their reputation on working closely
all their operations aspire to attain the highest level of
with clients to develop tailored solutions for mineral
support in health and safety. In line with our commitment
extraction issues. AUMS are confident that they can
to continuous improvement, also proactively developing
outperform traditional owner-operator underground
new safety and training policies which firmly positions
mining operations tonne-for-tonne, improving the overall
the company at the forefront of worker safety in Africa.
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COMPANY PROFILE
• Jumbo development and mining
• Development and production blasting
• Loading and trucking • Ground support • Hand held mining • Shotcrete and fibrecrete • Diamond drilling • ITH drilling • Narrow vein mining hand held and mechanised
PAGE 54
• Mechanised mining including long hole stoping, sub level caving, cut and fill mining, room and pillar mining
• High speed horizontal development
• Mobile diamond drill grade control rigs
• Directional diamond drilling from U/G locations
• V 30 slot rising
AFRICAN UNDERGROUND MINING SERVICES
A great example of their business skills and relationships
jobs. Owned by Roxgold, the Yaramoko gold mine is
is in Ghana Subika with Newmont Ghana Gold Limited.
located 200km south-west of Ouagadougou in Burkina
Employing over 400 staff with the ultimate vision for
Faso, West Africa. The company has completed a
the Subika Underground Project being a +20 year high-
feasibility study for the gold project in April 2014 and
production underground mine with a robust business case
proposed an underground mine at Yaramoko’s Zone 55.
for future growth. The current Scope of works calls for
The Zone 55 project is expected to annually produce
greater than 40,000m of development over the 5 year term,
99,500oz of gold over an estimated mine life of seven
1.3Mt of Production per annum, 164,000+m of Diamond
years. The production at Yaramoko gold project began in
Drilling and significant vertical development. As can be
May 2016.
seen, this is pretty impressive and is not the only major project UMS are involved with.
KEY POINT: Safety first is AUMS’s watchword, their investment in
Mineral resources remain a major part of the economic activity, and future growth of the African Continent.
the most technologically advanced machinery and fleet equipment means that their staff already has a safety advantage in Africa. Replicating their global Best Practice Australian Safety Standards within their African operations, AUMS is confident that their people and performance are not compromised in any way. They believe that consistent and regular training ensures operators use all equipment efficiently and safely so their clients’ projects experience
Another major deal was announced in May 2018.
less downtime due to safety issues.
AUMS signed a mining services contract with SEMAFO in relation to the provision of mining services for the
THE FUTURE:
Siou Underground Mine in Burkina Faso. The contract
The future is also bright for African Underground Mining
is expected to be for a seventy-month term to supply all
Services. In August 2018, AUMS announced a 50:50 joint
underground mining services for the Siou Underground
venture between Ausdrill Limited and Barminco Holdings
Mine, including development, production activities and
Pty Limited and has been awarded the rollover/extension
associated services. The contract has an estimated value of
of services at Zone 55, and the commencement of works for
USD 211 million. Work on this project started in the third
Bagassi South mining contract with Roxgold in Burkina Faso.
quarter of 2018.
The contract has a 30 month term, with an option of a 12
The future is also bright for African Underground
month extension, to supply all underground mining services
Mining Services. In August 2018, AUMS announced a
for the Zone 55 (Yaramoko) and Bagassi South underground
50:50 joint venture between Ausdrill Limited and Barminco
mines, including development and production activities,
Holdings Pty Limited and has been awarded the rollover/
diamond drilling and associated services.
extension of services at Zone 55, and the commencement of
The contract has an estimated value of US$160 million
works for Bagassi South mining contract with Roxgold in
and is expected to start in the 3Q18. The project will
Burkina Faso.
employ approximately 300 people including 225 Burkinabe
The contract has a 30 month term, with an option of a 12 month extension, to supply all underground mining
employees. AUMS’s Chief Operating Officer, Blair Sessions, said:
services for the Zone 55 (Yaramoko) and Bagassi South
“We are delighted to have secured this work and look forward
underground mines, including development and production
to extending our important, highly valued relationship with
activities, diamond drilling and associated services.
Roxgold on their flagship project.”
The contract has an estimated value of US$160 million
The company will commence the project in the third
and is expected to start in the 3Q18. The project will
quarter of this year and will create approximately 300 jobs.
employ approximately 300 people including 225 Burkinabe
Owned by Roxgold, the Yaramoko gold mine is located 200km
employees.
south-west of Ouagadougou in Burkina Faso, West Africa.
AUMS’s Chief Operating Officer, Blair Sessions, said:
The company has completed a feasibility study for the gold
“We are delighted to have secured this work and
project in April 2014 and proposed an underground mine
look forward to extending our important, highly valued
at Yaramoko’s Zone 55. The Zone 55 project is expected to
relationship with Roxgold on their flagship project.”
annually produce 99,500oz of gold over an estimated mine
The company will commence the project in the third quarter of this year and will create approximately 300
life of seven years. The production at Yaramoko gold project began in May 2016.
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COMPANY PROFILE
PAGE 56
AFRICAN UNDERGROUND MINING SERVICES
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COMPANY PROFILE
Come rain or shine
Production: Jodie Rettie
Offering a multidisciplinary approach to operational and infrastructure support, Servest has fast become the backbone of numerous successful companies within South Africa. Aiming to be the “perfect fit” for every client, Servest is a dynamic and adaptive service provider that’s setting new industry standards. Offering a service that promises to keep other companies running smoothly, whatever happens, is a gamble, but Servest has carved a granite reputation for doing exactly that. With a comprehensive selection of services and solutions to choose from, as well as a contingent of expert professionals to work with, few operations in South Africa are as well positioned and prepared, but one division, in particular, is making great strides. SAFE AND SECURE Every arm of Servest is self-sustaining, yet part of the larger machine, but the security solutions team is really taking things to a whole new level. Servicing both private sector clients and government institutions throughout South Africa, Servest has developed a far-reaching and impressively diverse portfolio of tailored solutions that aptly
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demonstrates just how necessary the company itself is, “Our expertise lies is providing dynamic solutions to the ever changing reality and specific needs of each client. We provide risk assessments and security plans for buildings, infrastructure, assets, people and the wider society. Our risk management approach is based on a trusted model, which includes physical security, process mapping and the use of modern technology, all topped with strong on and off-site management support.” PICK AND CHOOSE Countless operations claim to offer a wide range of different services, but in the case of Servest, the security division alone covers seven separate facets, allowing for increased focus, expertise and the right people for the right jobs. A more generalised outfit
SERVEST SECURITY
could see the talent pool diluted significantly, but that has never and will never be a concern for the team at Servest.
“Our expertise lies is providing dynamic solutions to the ever changing reality and specific needs of each client.” Manned guarding is one of the most sought after services offered by Servest, which sees highly qualified, trained and, where appropriate, accredited security personnel being seconded to a client’s location. Every tier of seniority can be provided as well, from patrol people through to management.
Next comes off-site monitoring. For those clients that either can’t have more physical personnel onsite or simply want to embrace the digital age, Servest is ready, “Our off-site monitoring services range from continuous remote surveillance to event triggered monitoring, as well as proactive dial-in CCTV touring/patrols. Our highly trained surveillance operators observe, interpret, predict, anticipate and evaluate the potential risk from our state of the art control centre.” Essentially, it’s like having a personal security guard, 24 hours a day and in every nook and cranny of a business. Even vehicle tracking is possible as well. South Africa has struggled to contain industrial action in recent years, leading to the workplace, as a whole, becoming significantly more volatile. This obviously costs employers a great deal and can endanger other, more cooperative staff members, which is why Servest has created a locally inspired solution in the form of intervention services and a specialised strike intervention team. Ready to undertake riot control, the team has been systematically trained to minimise the risk of injury, “All the pretexts of various governing legislation, and the UN Voluntary Principles on Human Rights
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COMPANY PROFILE
and the International Code of Conduct for Security Service Providers, are incorporated into the execution of our services. All work is performed in a safe, ethical and responsible manner. Only nonlethal weapons are deployed with a high level of accountability from all our people executing the service.” Marine services, naturally, relate very specifically to port security and the specialist services roster
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is exceptionally varied, covering everything from VIP body-guarding through to health and safety audits and private investigation and then, there’s the concierge option, which emphasises the importance of first impressions. There’s quite literally no facet of security that Servest hasn’t considered, designed a product for and conquered.
SERVEST SECURITY
A SAFER FUTURE Servest is committed to creating a safer reality for its clients in the here and now, but there is just as much thought being given to what will happen in the future. Naturally, as the company grows and staff members are promoted, creating new vacancies, there needs to be a ready and willing contingent of future security operatives. That’s where the accredited Servest training academy comes into play. Teaching the potential South African security stars of the future, the academy focuses on not only industry-specific (such as banking) security techniques, but also more The success of our customers depends on our ability to services them in the correct and proper manner, adapting to their needs and general elements as well, including changing environments. fire fighting, first aid, supervision and, critically, health and safety, Branches in Durban | East London | Cape Town | West Rand “We are committed to a safety culture which is fast becoming well Johannesburg Head Office, 660 Pretoria Road, Wynburg, Johannesburg. entrenched into our organisation. Tel: 011 440 0020 / 23 | Fax: 011 440 5547 Our professionals bring years of experience to the security industry. This is currently being driven from top down and encourages both accountability and commitment from all our colleagues. We work according to the Occupational Health and Safety Act No 85 of 1993 and are consistently measuring and reporting on our safety performance.” To maintain a firm grip on internal standards, Servest is accredited by PSiRA, ARC, CAMPROSA, the Security Alliance of South Africa and the Security Industry Alliance, recognising that only through constant selfvigilance can it genuinely stand behind the levels of confidence that it exudes, which are necessary in any security setting. With a rock solid reputation as being one of the leading security solutions providers in South Africa, Servest can’t climb much higher, yet that won’t stop the team looking for ways to further diversify and offer clients the peace of mind that they crave. From corporate conscientiousness through to personal protection and everything in between, every client has an Achilles heel, which Servest is dedicated to uncovering and tackling, through tailored solutions and systematic risk management. It certainly must be reassuring for South African business owners to know that Servest will be there for them, come rain or shine.
To be successful we adhere to the highest standard of business conduct.
www.gautengus.co.za
“Servest is committed to creating a safer reality for its clients in the here and now, but there is just as much thought being given to what will happen in the future.”
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INTEREST FEATURE
Hotel Verde Cape Town exceeds 95% waste management target Production: Richard Hadley
The tourism and hospitality industry is undoubtedly one of the fastest growing economic sectors globally, which is proving to have a serious, negative impact on the environment. Verde Hotels is a sustainable property development company, whose holistic approach to developing environmentally conscious properties is making its mark with significant, positive results around waste minimisation and management strategies and processes.
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Dawie Meiring, group systems and sustainability manager at Verde Hotels, says the primary objective is to ensure that the properties it develops and operate have systems in place to minimise the consumption of natural resources, avoid and lower the generation of waste, reduce, re-use, recycle and
INTEREST FEATURE
recover waste where possible, and, as a last resort, treat and safely dispose of waste. It is also supremely important to inform, educate and get the buy-in of staff, stakeholders, guests and the community to support and sustain environmental initiatives at ground level. At Hotel Verde Cape Town Airport, for example, all staff undergo sustainability training with the hotel’s eco team so they are up to speed on all things sustainable. The hotel actions and encourages responsible procurement, buys in bulk and uses eco-friendly
alternatives; they bottle their own water in reusable bottles, and promote operations that minimize waste in general. Meiring states that the figures for Hotel Verde Cape Town are phenomenal, having exceeded their waste-to-land fill targets of 85% set in 2013 to 97.06% in 2018. “And of the 2.2kg of waste generated per guest per stay only 64 grams could not be diverted from landfill - it isn’t just not re-cyclable but is also not re-usable, compostable or up-cyclable – but we are actively searching for new ways of re-purposing this waste too.”
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INTEREST FEATURE
Year-on-year the hotel has also achieved a 36% reduction in waste production which equates to a saving of 71 tonnes of waste not being generated – no mean feat! Leslie van Zyl, commercial operation manager at Waste Plan, which specialises in waste management and provides on-site staff, says they sort and recycle as much as possible before disposing only the minimum waste to landfill. Zero to Land Fill Organics is another company which provides training, educational material and separation systems for the setting up of organic waste separation programmes to business, as well as a service to collect and compost source-separated food waste,
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paper towel (from bathrooms) and garden waste. Managing director Melanie Jones emphasises the importance of recycling organic waste, food waste in particular. “By source-separating organic waste from other waste streams, the contamination of plastic, paper, glass and metals is prevented, increasing recycling percentages to over 90%.� Meiring says up to 60% of the rubbish that ends up in the dustbin can be recycled. Recycled paper produces 73% less air pollution than if it was made from raw materials and the energy saved from recycling one glass bottle will power a 100-watt light bulb for almost an hour.
INTEREST FEATURE
Leaders in flexible, sustainable workplace solutions For over 40 years Twinsaver Away From Home (AFH) has led the way in developing quality hygiene and care solutions to meet the evolving needs of any working environment. Our success has been built on insights and innovation – understanding your unique business needs and developing products and solutions that meet these specific requirements. It’s an approach that has made us a trusted partner of choice in every industry segment from Heavy Commercial to Hospitals and Hospitality.
What the Twinsaver name means for your business: Scale and expertise – We’re the largest tissue manufacturer in South Africa with an expanding national manufacturing and distribution footprint. Trusted brand and reputation – We’re South Africa’s favourite toilet tissue brand* with a fourdecades long track record. Agile and competitive – We understand the market and bring local and global insights to bear to develop innovative solutions, with the flexibility and speed to market to meet your needs. Green Choice and sustainability – We partner with our clients to meet their own sustainability objectives, while our own commitment to environmentally sustainable manufacturing practices is reflected in our Green Choice stamp and SABS, ISO 9001 and ISO 14001 certification. Choose Twinsaver AFH for channel-specific solutions that add value to your business. *MillwardBrown Study 2016
A FRESH APPROACH TO WORK PLACE SOLUTIONS For more information, please contact the Away From Home Team 0860 777 111 or info@twinsaver.co.za
www.twinsaver.co.za
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Cleans and restores any diesel engine The diesel that gives more
SaatchiCPT451087
Our diesel customers expect the most from every tank. They want more power, extra kilometres and extended engine life. After extensive research we set out to develop fuels that would not only satisfy all our customers’ requirements but exceed them.