OVERBERG
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IS WIND & SOLAR ENERGY WORTH THE INVESTMENT?
GREEN POWER SUPPLY
Is wind & solar energy worth the investment?
THE ENTREPRENEUR
tourism & HOSPITALITY
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CONSERVATION
human resources
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SAIL AWAY FROM THE HARBOUR SURVIVE & THRIVE
adding value
THE PIONEERS
What to consider when starting your own business.
An HRDirect guide of how employees add value to your bottom line.
Black Oystercatcher Wines & the Nuwejaars Wetland Special Management Area.
How to survive & thrive during the off-season.
OVERBERG business
CONTENTS EDITOR’S LETTER
© lassedesignen - Fotolia.com. #53286064
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I visited the Overberg for the first time 25 years ago to be exact and that’s when it started to grow on me. As you come from Somerset West over Sir Lowry’s Pass and descend into the valley of Grabouw and Elgin, you are first being met by the Steenbras dam. If it stretches on both sides of the road, you know we had enough rain for the season. You are surrounded by thousands of trees along the way until you are through the Houwhoek Pass. From there, the canola and wheat fields are your travel companions, with herds of sheep and many Blue Crane breeding pairs along the way. It is such a privilege to call this beautiful place my home.
ENERGY & POWER. green power supply. IS WIND & SOLAR ENERGY WORTH THE INVESTMENT AS AN ALTERNATIVE POWER SUPPLY TO THE NATIONAL GRID?
THE ENTREPRENEUR. SAIL AWAY FROM THE HARBOUR. What to consider when starting your own business.
My journey will, most of the time, turn right at Caledon and end at the southernmost Tip of Africa. This is where the road ends, and where the journey of this magazine begins…
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Welcome to the Overberg Business Magazine. This is a business magazine focusing on business and people “a magazine for business, about business.” Thank you to all the businesses, big and small, that advertised in this edition of the magazine so that it could go onto the shelves for FREE to the people of the Overberg. May this be the beginning of many dreams to come true. Eloïse Krige
TOURISM & HOSPITALITY. HOW TO SURVIVE &
THRIVE DURING THE OFF-SEASON. INVESTIGATING
Publisher Bleu Heaven Creative Studio Printer Bevan Group, Somerset West Editor & Business Development Eloïse Krige Email editor@overbergmagazine.co.za Email info@overbergmagazine.co.za Advertising & Sales Simoné Swart Email sales@overbergmagazine.co.za Email simone@overbergmagazine.co.za Mobile 071 676 5489 Design, DTP & Website Laurian Miles Email artworx@overbergmagazine.co.za Email laurian@overbergmagazine.co.za Competitions competitions@overbergmagazine.co.za
THE CHALLENGES OF SURVIVING & A GUIDE TO THRIVING DURING THE OFF-SEASON.
HUMAN RESOURCES.
ADDING VALUE. An HRDirect guide to how employees add value to your bottom line.
CONSERVATION.
THE PIONEERS. Black Oystercatcher Wines & the Nuwejaars Wetland Special Management Area.
OVERBERG
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IS WIND & SOLAR ENERGY WORTH THE INVESTMENT?
GREEN POWER SUPPLY
Disclaimer. All rights reserved. No parts of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronically, mechanically, photocopy, recorded or otherwise, without the prior written permission of the editor. While every care is taken in preparation of this magazine to have all information accurate, the editor or publisher cannot be held responsible for the accuracy of the information herein, or any consequences arising from it. The news and opinions expressed in this magazine are not necessarily those of the editor or Bleu Heaven Creative Studio.
Contributions. Editorial contributions are most welcome. Please email us at info@overbergmagazine.co.za. If photographs are included, kindly ensure that they are high resolution for print.
Is wind & solar energy worth the investment?
THE ENTREPRENEUR
tourism & HOSPITALITY
CONSERVATION
human resources
06
04
08
12
SAIL AWAY FROM THE HARBOUR CHALLENGES & REWARDS
adding value
THE PIONEERS
What to consider when starting your own business
An HRDirect guide of how employees add value to your bottom line
Black Oystercatcher Wines & the Nuwejaars Wetland Special Management Area
How to survive & thrive during the off-season
Magazine registration. The Overberg Magazine (Pty) Ltd 2014/089471/07 P.O. Box 160 Struisbaai 7285
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Cover & inside photographs. © Simoné Swart, 2015.
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OVERBERG business
o Energy & Power By Saliem Fakir
ENERGY & POWER
The South African Civil Society Information Service Free reprint under the Creative Commons License
Photograph: © Simoné Swart, 2015
IS WIND & SOLAR ENERGY WORTH THE INVESTMENT?
GREEN POWER SUPPLY South African citizens should brace themselves for a long journey of troubled co-existence with Eskom’s woes. Citizens with higher incomes are likely to become less dependent on Eskom because they can supply their energy needs through alternative power sources like renewables, solarwater heaters, gas and home-diesel generators. But poorer households that cannot afford alternatives will either have to absorb higher electricity costs or live with reduced quality of life. There are several factors creating a snowball effect that could not only determine Eskom’s future, but that of the country as a whole. Shortly after the dawn of democracy, the idea to break-up and sell off Eskom in a privatization programme was touted. Suffice to say, this didn’t happen. Ironically, the current crisis itself may well lead to selling off parts of Eskom, but the power utility is beset with so many challenges at the moment that private investors are lukewarm to the idea. But due to past policy indecision, there was also no decision taken to build new power plants, as politicians could not agree about what to do with Eskom. Consequently the commissioning of new plants was much delayed. Nonetheless, building new plants has proven to be costly despite a cheap loan from the World Bank for the Medupi coal-fired power
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station. Medupi itself is experiencing delayed start-times because of technical problems. Building it has ended up costing triple the originally estimated price. Meanwhile the public can expect plant costs to increase and the power crisis to continue.
the economy and jobs because any new investments in the real economy cannot take place without security of energy supply. There have been media reports that small firms, in some types of manufacturing, have had to close shop or shed jobs because of load shedding.
With the old electricity power plants not being replaced in tandem with the building of new plants, this has snowballed the effect of the crisis. The more you delay the building of new plants, the more constrained the electricity system becomes, as old plants – like old car engines – don’t work at the same speed and levels of capacity as new plants.
Load shedding itself presents a hidden cost to society because frequent disruptions can retard economic progress. Without economic growth, the government raises less tax and will consequently struggle to fund new power projects. Our government will probably have to borrow money to fund these projects at much higher costs compared to when the economy was in good shape. At the same time, higher plant and operating costs translate to higher electricity prices.
First, they produce less power, they break-down regularly and if there are no other plants to take over the shift, so to speak, Eskom has to rely much more on producing extra electricity by running diesel generators harder. In turn, Eskom’s diesel costs have reached R1-2 billion/ month. Currently Eskom’s finances are being bled by its diesel expenses and its ability to fund new projects, severely restricted. There are several consequences of this snowball effect. They may well have deeper systemic consequences for the country’s economy and power supply in the future. Firstly, the inability to support the country’s electricity demand harms
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Secondly, further delays in bringing Medupi into the electricity generation system means that existing plants have to be run harder. In this regard, there is bound to be an increased frequency of power plant breakdowns. Machines also have limits to how much stress they can take and given that the quality of our coal is declining, coal plants will be hammered even harder. Thirdly, increased use of diesel to fill the gap in power supply pushes up the cost of electricity generation, as electricity generated from diesel can cost anywhere between R3-5 kilowatt/hour (kWh) compared to electricity generated
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OVERBERG business
o Energy & Power By Saliem Fakir The South African Civil Society Information Service Free reprint under the Creative Commons License
from existing coal plants, which is around R0.50-0.60/kWh. Furthermore, increased diesel consumption has indirect effects on consumers as Eskom’s demand pushes up the cost of diesel for all consumers. Some of this additional diesel will also have to be imported to meet increased domestic demand due to Eskom’s woes. Thus, while oil prices are coming down, diesel prices may not drop steeply enough. The effect of this will have to be observed more closely, but the increased cost of diesel will most likely be felt in the food sector. This is cause for concern because poor households spend 4050% of their income on food. There are two scenarios playing themselves out. In scenario one, past policy indecisiveness is leaving Eskom between a rock and a hard place. It has very few options. It can only really increase supply, in the interim, by deploying power-generation technologies that can be built quickly. This means more gas and renewables, as these plants can be built within two to three years. Gas is a little complicated, as supplies have to be secured through imports. This will take time. However, Eskom ought to be able to build its own renewables plants because it can build these at a cheaper rate than the private sector. This is so because Eskom’s rate of return for capital investments would be lower. It could attract cheaper money as it already does for its existing wind and solar power programme. Eskom could also replace its diesel use with gas, which may be a cheaper option depending on
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which infrastructure option is used to deliver the gas to where it is needed. The problem though is that Eskom is sitting with another set of indecisions. One is related to the problem of nuclear plants and the other is that it needs a substantially bigger cash injection from the state to stay afloat than the R20 billion granted to it by the National Treasury last year. The decision to go nuclear has crowded out investment for short-term options. Nuclear plants take a very long time to build. They don’t solve our immediate crisis. And given that Eskom has an unhealthy bank account, government will have to contract private companies to build new gas or renewables plants. Eskom itself has a limited track record with gas and renewables plants, so we are also faced with the problem that it will be on a steep learning curve. Learning-by-doing during a power crisis is not advisable. The second scenario, which is happening incrementally and will pick up pace, is that large industries, private firms, farmers and rich households will want to opt out of consuming Eskom’s electricity, either entirely or partially, because of the fear of costs and unreliability of supply. Many are already building their own solar plants, have back-up diesel generators and have implemented energy-saving programmes. If storage technologies improve, this will give richer consumers greater options to opt out of the main grid system. Besides Eskom, municipalities are facing the brunt of this shift in trends. The long-term ramifications for municipalities could be
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constraining as municipalities rely on electricity sales, especially from richer consumers, to stay afloat and crosssubsidise poorer households. The fracturing of the electricity system into public and private domains is already happening due the crisis created by Eskom. It not only has far-reaching consequences for the economy, but also for the majority of South Africans who may end up with less affordable energy. Eskom too is likely to be stranded with assets that will continue to be a burden on South African taxpayers. Eskom, in any case, is already talking up the need for higher tariffs in future because any snowball effect also increases impending operating costs. A mixed energy system of multiplesuppliers is a necessity for South Africa. Relying on one supplier is proving to be too risky. Meanwhile the current situation of fracture by default and lack of policy clarity and co-ordination could lead to an unequal system of electricity supply. It may not lead to an optimal balance between public and private providers. It seems likely that this division between public and private energy supply will grow with time just as we have seen with so many other things such as personal security, schooling and health. Those who need energy most will simply continue to be victims of an electricity system that is guided by crisis rather than long-term thinking. The state’s failure is growing the divide in South Africa, not reducing it. OBM
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OVERBERG business
o The Entrepreneur By Eloïse Krige
THE ENTREPRENEUR Photograph: © Simoné Swart, 2015
SAIL AWAY FROM THE HARBOUR WHAT TO CONSIDER WHEN STARTING YOUR OWN BUSINESS Reasons for starting your own business Don’t start a business because you ran out of options, start a business because you really want to do your own thing. If your purpose is to make money, forget it; that’s not a solid foundation…your purpose should be to make meaning. Type of business? It can be something totally new, or another venture which has been tried and tested. But it must stir you; you need to see yourself living in it, breathing it, having fun with it and feeling energised by it. Create a business plan Your business plan must be short, simple and straight forward. It must cover what you offer, who you’re targeting, how much you’ll charge and what you’ll do to make it happen. But you have to be able to answer this question:
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“What do we have, that customers want, that no one else is offering?” Forget about being differentiated…you can be different and still not have a meaningful impact…you need to be unique. Who are your customers? The more you can pinpoint your targeted client, the more focused your marketing efforts will be to reach them. You’ll be able to ask for the right referrals and you’ll know who and what to search for on the internet. Determine your prices
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Your pricing shouldn’t just cover your costs; it must also generate a profit for your business. Don’t undervalue your time and talent. And be realistic about the value you offer…would you have paid that price for what is on offer? Once you answer this in the affirmative, offer that little bit extra…of course at no cost.
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OVERBERG business
o The Entrepreneur By Eloïse Krige
“Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do. Sail away from the safe harbour. Catch the trade winds in your sails. Explore. Dream. Discover” Mark Twain
Start-up money Until you start bringing in sales, you must keep costs down. Think creatively. Ventures where you provide a service rather than a product proves to be much cheaper. But let’s not beat around the bush…if you intend to leave a cushy corporate job to do your own thing, a minimum of 6 months of seed capital (covering your existing salary) is required…even better, plan for 12 months of self-funded survival. Now go find your customers! Nothing else matters if you don’t have customers. The majority of your time and effort must focus on sales. You must have a smart marketing plan to attract interested people, and then convert them to customers - this is your number one priority. Don’t get overwhelmed, just get started! Create a list of potential
prospects that you’ll go after and begin making calls one by one. Start with people that you know, it will boost your confidence. Build a serious social media presence for your business where you can engage directly with your target market. Social media only gets you in the door; there is very little evidence to suggest that social media is an active sales tool. Nothing replaces faceto-face contact. Sales is like a formula: if you know that it takes 10 conversations to procure 1 signed deal, then see the other 9 conversations as just that…part of the formula - work through them as diligently and qucikly as you can to get to the 1 deal waiting for you. Good luck! OBM References www.smarta.com/advice/starting-up/starting-your-own-business/21-things-to-research-beforestarting-a-business/ www.news.com.au/finance/small-business/ten-things-to-consider-before-starting-a-smallbusiness/story-fn9evb64-1226924287865 www.sba.gov/content/follow-these-steps-starting-business www.abcnews.go.com/Business/tips-starting-small-business/story?id=14447409
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OVERBERG business
o Tourism & Hospitality By Eloïse Krige
TOURISM & HOSPITALITY
HOW TO SURVIVE & THRIVE DURING THE
off-season
Photograph: © Simoné Swart, 2015
What not to do during off-season Definition of off-season: It is a time of year other than the regular or busiest one for a specific activity. It’s a time of suspended or reduced activity. It is during these times that businesses need to focus on making an effort to survive and thrive. Do not neglect the financial side Manage your cash flow diligently. This is the most important tip to help you survive the off-season. Reduce your expenses wherever possible. Review and adjust your budget where needed. A great tip would be to ask your suppliers to extend your credit terms, and negotiate better terms if you are renting premises. Building cash reserves will help your business to survive.
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OVERBERG business
o Tourism & Hospitality By Eloïse Krige
may be a temporary solution, but in the end this will have a huge impact on your profit margin. Rather look at other options: think outside the box; partner with another business; or host an event. Add something new or different to what you offer! Do not neglect the locals Even if tourists represent the bulk of your business during peak-season, don’t forget your loyal, local customers. This can be an effective way to keep your business thriving during the off-season. Improvise! Creativity is key! Entrepreneurs need to focus on building loyal customers all year. Find ways to reach out to them during the off-season. Satisfied customers will share promotions and will come back for more. Find ways to recognise and appreciate them. Do not neglect your employees Off-season is a challenge for all employees. Communication about what is going on in the business will help your employees to plan as well. Do not leave employees in the dark. If the business is going to close early or shifts will be reduced, be honest with them. It’s only fair to give them a chance to plan, and will keep them loyal to your business. OBM References www.organizedassistant.com/5-mistakes-to-avoid-during-slow-seasons/ www.businessasap.com/media//Running-a-Successful-Seasonal-Biz.pdf http://blog.surepayroll.com/help-your-business-survive-winter/
Do not close “shop” during the off-season If business is slow, you might be tempted to close-up shop. There are business owners who use this time to take a long vacation, but this may not be the best idea. Your business will suffer if you don’t maintain your visibility, and brand visibility is key, in my opinion. Do not stop promoting your business To keep people interested in your business, they have to see you. Brand visibility is of utmost importance. Customers must see you all year round! There is a true saying: out of sight, out of mind. Your key promotional tool is your website. Fresh content interests visitors and potential customers, even if they aren’t buying right now. With business being slow, you should have time to add new content regularly. Many studies have shown that companies who kept on promoting their businesses during tough economic times (such as the Great Depression), were the ones who survived those tough times and, most important, thrived during better times! Do not cut prices on your products or services Many businesses are tempted to cut prices to close a sale. Look at this from the customer’s point of view: reducing your rates may make them question whether you were overcharging in the first place. Some may worry that you’re going out of business, and decide to take their business elsewhere. Slashing prices w w w.overbergmagazine.co.za
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HUMAN RESOURCES
o Human Resources By HRDirect
ADDING VALUE
Over many years extensive research has been conducted to understand how employees can be led, managed and supported to perform optimally, and to understand this link in relation to superior business performance. This is briefly explored from an employee engagement perspective, and some feedback is provided, based on the associated links between engagement and other HR Value Chain elements, as established via research with our clients. Definition of engagement
individual talent management, a term was needed to describe an individual’s emotional attachment to the organisation, fellow employees and the job. Thus the birth of the term “employee engagement” which is an individual emotional phenomenon whereas morale is a group emotional phenomenon of similar characteristics. In other words, employee engagement is the raw material of morale composed of a number of intrinsic and extrinsic attitudinal drivers (Scarlett Surveys 2001).
Employee engagement was described in the academic literature by Schmidt et al. (1993) as “an employee’s involvement with, commitment to and satisfaction with work. Employee engagement is a part of employee retention.” This integrates the classic constructs of job satisfaction that was already defined to some extent in the 1960’s (Smith et al., 1969). Employee engagement is derived from studies of morale, or a group’s willingness to accomplish organisational objectives, which began in the 1920s. US Army researchers matured the value of morale to organisations during WWII to predict unity of effort and attitudinal battle-readiness before combat. In the post-war mass production society that required unity of effort in execution, (group) morale scores were used as predictors of speed, quality and militancy.
Extensive research by organisations such as Gallup and others (Harter, James, K., et al. 2009) has resulted in the design of an Employee Engagement Model, as reflected in Figure 1. While the intent of this article is not to unpack these specific factors that affect and drive engagement, exploration will be given to some of the intrinsic drivers as referred to in the Service Profit Chain (Figure 2) and which are foundational for the establishment of higher levels of engagement. As such, specific reference will be made to links between the intrinsic drivers and the quality of
With the advent of the knowledge worker and emphasis on
HOW EMPLOYEES ADD VALUE TO YOUR BOTTOM LINE
Source: http://wesgro.co.za/maps/Tourist%20Map.pdf
Source: http://wesgro.co.za/maps/Tourist%20Map.pdf
Photograph: Creative Commons open license for commercial use. Wikimedia. 2015
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HUMAN RESOURCES
o Human Resources By HRDirect
a company’s HR Value Chain, as established through research conducted among our own clients.
Leadership
Team
Organisation
Deeply cares about employees
Understands customers
Values employees relate to
Clear communication about goals
Strategy Champions
Customer-focused
Trust
Rewarded for adding value
Willing to give back
Work Itself
Connected to strategy
Challenging & meaningful
Figure 1: Employee Engagement Model
Linking the Service Profit Chain The Service Profit Chain can visually be depicted as follows with employee engagement clearly visible in the middle of Figure 2: Business Strategy
The engaged employee will work for you because they want to be there, want to understand their job tasks, so they can meet and exceed them. They’re naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They usually stay longer with the company and are a brand ambassador of its products and services. They will normally perform better, are more motivated and have an emotional association with the company. This impacts their attitude towards the company’s clients and thereby improves customer satisfaction and service levels. Customers are therefore exposed to a consistent experience of ‘promises kept’, which builds loyalty and directly impacts business performance and profit margins. The Corporate Leadership Council reported that engaged organisations grew profits as much as three times faster than their competitors. They report that highly engaged organisations have the potential to reduce staff turnover by 87 per cent and improve performance by 20 per cent.
Employee Engagement
Leadership
Customer Satisfaction Delight & Loyalty
Business Performance
Figure 2: The Service Profit Chain
Employee satisfaction is rather easy to achieve. To achieve real excitement (engagement) however, is far more difficult and much more complex. In the Service Profit Chain employee satisfaction is a result of ‘internal quality’, which is measured by the feelings that employees have toward their jobs, colleagues, and company’s. This is related to a number of elements (intrinsic drivers) that have to be present to ensure employee satisfaction such as workplace design, job design, employee selection, training and development, rewards and recognition, and tools for serving customers. More generally this can be referred to as the quality of the HR Value Chain and we look at this in more detail in the July issue.
Categories of employees Broader research indicates that employees can be grouped into one of three categories: the engaged, the disengaged, and the actively disengaged employee. The latter is the worst category of employee to have. They are consistently against everything, not happy at work, will tell you they dislike their job and the company, will act out their unhappiness, and worst of all, they sow seeds of negativity at every opportunity, these are toxic employees.
Shifting levels of employee engagement upwards also correlates with improved performance. For example, Gallup research for a UK retailer with 174 stores, in a study conducted over two years, concluded that stores which improved engagement year-on-year grew their profits by 3.8 per cent. Stores that did not improve their engagement saw their profits decrease by 2 per cent.
“The engaged employee will work for you because they want to be there, want to understand their job tasks, so they can meet and exceed them.” Have you ever thought about the fact that in most organisations the bulk of their sales and the quality of customer relationships are determined by the behaviour of some of their most junior staff members? And it all has to do with what we refer to as “a moment of truth” between the employee and a customer. In the July issue we’ll unpack this topic more and apply it to your business. OBM References Corporate Leadership Council/Corporate Executive Board (2008). ‘Improving Employee Performance in the Economic Downturn’ Gallup (2008) UK Retailer – 174 stores over 2 years
The disengaged employee do the job because the contract expects it. They want to be told what to do, just so they can do it and say they have finished. They also seldom have quality relationships with their co-workers or managers and feel that their contributions are overlooked.
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Harter, James K., et al. (2009). Q12 Meta Analysis: The Relationship between Engagement at Work and Organizational Outcomes. Gallup, Aug. 2009. Retrieved November 2013 Heskett, James L., Jones, Thomas O., Loveman, Gary W., Sasser, W. Earl, and Schelsinger, Leonard A. “Putting the Service Profi t Chain to Work,” Harvard Business Review, (March–April 1994) 164-174
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OVERBERG business OVERBERG
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Zoetendal Academy/Akademie The school at the Southernmost Tip of Africa.
Zoetendal Academy is a bilingual independent school. It was founded in January 1997 by the parents of the community. The need was expressed for quality education based on Christian values, in smaller classrooms where each child could benefit from individual attention. The parents feel very strongly that the future lies in the hands of the children, and it’s our God-given responsibility to raise them in such a way that they reach their full potential. Zoetendal Academy’s vision is to become one of the leading schools in South Africa with regards to academic and sporting excellence. Although Zoetendal Academy is an independent school, the WCED’s CAPS curriculum is taught and substituted where necessary. Zoetendal Academy is registered as a non-profit organisation (NPO No. 005-983). Zoetendal Academy is a unique school located in a perfect setting in Cape Agulhas. Not many children or teachers can say that they see the ocean from their classroom window!
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OVERBERG business
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AGULHAS R395 000
Bedrooms 4 | Bathrooms 3 | Garage 2 Web Ref: 621557
Amazing view of town and farm landscapes! Web Ref: 609431
Beautiful sea view can be enjoyed!
Web Ref: 526013
YOUR NEIGHBOURHOOD EXPERTS
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OVERBERG CONSERVATION
o Overberg Conservation The Pioneers
the pioneers
BLACK OYSTERCATCHER WINES
SUPPORTS THE NUWEJAARS WETLAND SPECIAL MANAGEMENT AREA Photograph: © Black Oystercatcher Wines, 2015
Who we are The Nuwejaars Wetland Special Management Area (SMA) consists of 25 landowners, including the Elim community, living in the Overberg region in South Africa. Together we’ve taken private land, bordering on the Agulhas National Park, and committed it to conservation, fighting climate change, farming sustainably and uplifting all who live here. The Nuwejaars Wetland Special Management Area operates through its Section 21 Not-For-Profit company, the Nuwejaars River Nature Reserve. The Black Oystercatcher Wines and other wineries situated in the area are members of the SMA.
Our vision To create a sustainable ecology, which ensures the protection of the Nuwejaars Wetland Ecosystem, enhances the heritage and culture of the sub-region, generates benefit for all stakeholders, helps meet social and environmental requirements, and encourages community lifestyles compatible with environmental sustainability.
Why start the Special Management Area? Some years ago just four percent of the Agulhas Plain enjoyed any formal conservation. Fire, aliens and habitat transformation consumed much of the remaining land. Given the unique nature of the fauna and flora (many species found within the Special Management Area are found nowhere else in the world), landowners and conservation groups realised something needed to be done.
TOWARDS A SUSTAINABLE AGULHAS PLAIN It took six years for the Nuwejaars Wetland Special Management Area (SMA) to evolve from a vague concept to a working venture. Today the SMA, implemented across private farmland on the Agulhas Plain in the Overberg, is the only one of its kind in South Africa. The SMA is defined as ‘an area of excellence and good practice’. It is a formally recognised area in which private landowners collaborate in collectively managing their land to ensure environmental, social and economic sustainable development and biodiversity conservation. The SMA involves 25 landowners together protecting rare and endangered habitat on 45 600 hectares on the Agulhas Plain, at the southernmost region of Africa. Aside from conserving the land, the SMA venture also seeks to promote the well-being of all people living within its borders and the surrounds. Source: www.nuwejaars.com
ENTER OUR COMPETITION & STAND A CHANCE TO WIN A CASE OF BLACK OYSTERCATCHER WINE Does the Black Oystercatcher mate for life?
Please email your yes/no answer and telephone number to competitions@overbergbusiness.co.za. Entries close on Saturday, 20 June 2015. Final draw from all correct answers on Monday, 22 June 2015. The winner will be contacted telephonically and will be announced in our July issue. The judges decision is final and no correspondence in relation thereto can be accommodated.
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BUSINESS CONNECT
o Business Connect Hosted by the Overberg Business Magazine
B2B NETWORKING EVENTS Photograph: Creative Commons open license for commercial use. Wikimedia. 2015
NOTIFICATIONS 2
ANNOUNCEMENT: The Overberg Business Magazine has volunteered to provide a networking opportunity for the businesses of the Overberg.
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BUSINESS CONNECT EVENT. The first gathering will be on the 28th of May 2015, 18h30 for 19h00, at the “Suiderlig Dienssentrum” Malvern Drive, Struisbaai. Please contact the magazine for bookings.
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SUGGESTIONS OR QUESTIONS? Email us at info@overbergmagazine.co.za with any suggestions for articles you would like to read in the future, or any questions you may have.
BUSINESS LISTING SCHOOL & SPORT CLOTHES
Tracksuits. Scarfs. Sport clothes. Beanies. Sport T-Shirts. Gloves. Boys Blue Shirts. Girls Blue Shirts. School Skirts. Netball Skirts. Jerseys. Pull Overs. School socks. Sport socks. Sport bags. T-Shirts. Golf Shirts.
Professional Screenprinting & Embroidery Lizette du Plessis
Kerkstr 61, Worcester . Tel: 023 342 6610 Sel: 082 433 4390 . Faks: 023 342 5581 E-pos: laslappies@vodamail.co.za
Black Oystercatcher. wine@blackoystercatcher.co.za, 028 482 1618 Cape Agulhas Backpackers. capeagulhasb@mweb.co.za, 082 372 3354 CS Trailer Hire. freddievzyl@gmail.com, 082 875 6807 De Kleine Drankwinkel. 028 435 7675 Eagles Rest Guest House. theresa@eaglesrestguestlodge.com, 028 423 3571 Fish and More. fish.more@telkomsa.net, 028 435 7096 HRDirect. info@hrdirect.co.za, 082 821 0286 Laslappies. laslappies@vodamail.co.za, 023 342 6610 m a n t a r a y design studio. laurian@mantaraydesign.co.za, 082 952 9464 Overberg Brick and Pave. brickandpave@telkomsa.net, 028 435 7121 Overberg Easy Skip. overberg@easyskip.co.za, 082 872 1619 2 Oceans Body Works. bokkieswart@gmail.com, 028 435 7861 2 Oceans Glass and Aluminium. 2.oceans.aluminium@gmail.com, 076 855 3564 Rawson Properties. capeagulhas@rawsonproperties.com, 028 435 6500 SA Accountants. info@beeaffidavitonline.co.za, 086 127 3727 Shalom B&B and Cottage. laslappies@vodamail.co.za, 082 433 4390 Suidpunt Potpourri. desireescrafts@isat.co.za, 028 435 7378 Tip Of Africa Creations. admin@tipofafricacreation.co.za, 028 435 6131 Wessel Steyn Gas. 0823388614@vodamail.co.za, 082 338 8614 Zoetendal Akademie. zoetendal@mweb.co.za, 028 435 6556
JUNE SPECIAL DAYS 1 4-7 5 5-16
International Children’s Day KykNET Wacky Wine Weekend, Robertson www.wackywineweekend.com
World Environment Day Hermanus FynArts Festival & Winter School
www.hermanusfynarts.co.za
7 International Cancer Survivors' Day 13-16 2015 Napier Patatfees www.napierpatatfees.co.za
14 15-21 15 16 21 24-28 26 27
World Blood Donor Day National Epilepsy Week World Elder Abuse Awareness Day Youth Day Father’s Day SANCA Drug Awareness Week International Day Against Drug Abuse & Illicit Drug Trafficking NISSAN TrailSeeker Western Cape Series # 2, Grabouw www.trailseekerseries.co.za
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