SA Mag - Issue 6

PEOPLE CULTURE TRAVEL PROPERTY BUSINESS WINE SPORT ENTERTAINMENT

ISSUE 06 R40.00

Welcome to

Johannesburg The city where deals are made

ASPASA Development that is sustainable

Ocean Basket Taste the ocean

South African Chamber of Mines

SA still a top mining destination

Matlejoane Staffing Services Empowered recruitment

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Crisis? What crisis?

South Africa’s ruling party has cracked the whip over its feuding factions. The African Congress National General Council meeting in Durban had been expected to turn into a public fistfight. Instead President Zuma called for unity, condemned leadership squabbles in the ANC, and rejected suggestions that his governing alliance with Cosatu was in trouble. He found time to mend strained relations with the trade unions and promised to get tough on corruption, create jobs and called for a return to “revolutionary discipline” in the ANC. Round one Zuma.

A big issue coming into that meeting was the issue of whether, and how, to nationalise our country’s mines.

The idea was kicked into touch with ANC secretary general Gwede Mantashe reassuring investors that nationalisation was not policy and that it would not be adopted. Foreign investors breathe a sigh of relief.

The mining sector is under-performing. Inside we gain unrestricted access to the South African Chamber of Mines and learn how the industry is turning things around through a strategy for sustainable growth, job creation and meaningful transformation.

You’ll also find out how the 26 billion pairs of eyes trained on our country during the World Cup continue to have a positive effect on the economy, helping to bring inward investment and visitors. As you’ll see the City of Johannesburg is one of the main beneficiaries.

Johannesburg is an “ideal” investment destination and the city is setting out long-term plans for its future.

It seems that any decline in our country is exaggerated and although we still need to jump a few hurdles things aren’t as bad as some in the business-to-business media would have you believe.

Editorial

Acting editor – Susan Miller Deputy editor - Samantha Baden Chief sub-editor - Janine Jorgensen Editorial assistant - Inger Smith Sub editors – Jahn Vannisselroy Janine Kelso Tom Sturrock Alison Grinter Chief writer – Colin Chinery Writers – Ruari McCallion Jane Bordenave Erica Wark

Business

General manager - Stephen Warman Research manager – Don Campbell Researchers – Andy Williams Elle Watson Chris Bolderstone Dave Hodgson Advertising sales manager – Andy Ellis Sales executive – Jon Jaffrey Sales administrator – Abbey Nightingale

Accounts

Financial controller - Nick Crampton Accounts Margaret Roberts Alexandra Buchlakova

Production & Design

Magazine design – Optic Juice Production manager - Jon Cooke Production assistant - Justine Mackay

TNT Publishing

CEO - Kevin Ellis Chairman - Ken Hurst Publisher - TNT Publishing Ltd South Africa Magazine, Suite 8, The Royal, Bank Plain, Norwich, Norfolk, UK. NR2 4SF TNT Magazine, 14-15 Child’s Place, Earl’s Court, London, UK. SW5 9RX tntmagazine.com

Enquiries

Telephone: 0044 (0)1603 343267 Fax: 0044 (0)1603 283602 emailus@southafricamag.com

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NEWS

All the latest business news from South Africa

SPORT Golf champs to the fore

South Africa’s golfers have covered themselves in glory for years – and they’re Masters at nurturing new talent too.

travel Turkish Delight

Turkey is a popular tourist destination for South Africans.

food Scrumptious South Africa

We talk to top SA food blogger Jeanne HorakDruiff about her skills at cooking up a storm on the web.

FEATURES

REGULARS

Contents

able sustain ASPASA ent that is pm Develo

Basket Ocean an the oce Taste

20 30 40 46 54 64 70 78 84 90 96

100 104 108 112 116

Cover image by Walter Knirr

s g Service e Staffin ent Matlejoan d recruitm ere Empow

la SA stil

South African Chamber of Mines SEDGMAN FISHWICKS PUTCO The City of Johannesburg Fire Control Systems FLEET AFRICA TRITON EXPRESS UNIGLOBE ICC DURBAN DYNAMIC INSTRUMENTS JHI OCEAN BASKET MATLEJOANE CAPITAL AFRICA STEEL ASPASA

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All the latest business news from South Africa Sasol upbeat, profits climb Petrochemicals giant Sasol has reported a profit for fiscal 2010.

Earnings attributable to shareholders for the year ended 30 June 2010 increased by 17 percent to R15,9 billion from R13,6 billion in the previous financial year, while earnings per share and headline earnings per share increased by 17 percent to R26,68 and by 5 percent to R26,57, respectively, over the same period.

“We have the flexibility to pursue our sustainable growth strategy with vigour,”

chief executive Pat Davies said in a statement.

Davies added that the “prompt actions” taken in response to the global economic crisis “resulted in a more efficient and effective organisation”.

“Our focus remains on optimising our businesses, leveraging our technology and investing strategically to enhance shareholder returns on a sustainable basis,” he said.

Sasol expects stability in global markets to continue, although recovery was “fragile”. Its total dividend rose by 24 percent.

Sasol Garage in Boksburg

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A look at SA’s strike season A three-week rail and port walkout at Transnet in May cost the economy about $1 billion in lost production and sales.

Unions won an 11 percent pay increase.

Workers at state power utility Eskom won a 9 percent wage increase and a R1,500 housing allowance in June after threatening a strike that could have cut electricity during the World Cup. Some 1.3 million civil servants went on strike for 20 days in August and September demanding an 8.5 percent pay rise. The action shut schools, caused chaos at hospitals, and indirectly cost the economy millions a day.

70,000 workers at petrol stations, garages and auto dealerships have been striking, seeking 20 percent wage increases.

8,000 workers seeking 15 percent pay increases at Northam Platinum have also resorted to strike action.

Zuma condemns ANC ‘squabbles’, stays strong on Rand South African President Jacob Zuma has called for unity and condemned leadership squabbles in the ANC. Speaking to party delegates in Durban on September 20, Zuma rejected suggestions that his governing alliance with the Cosatu labour federation was in trouble and attempted to mend strained relations with the trade unions who helped him to power.

He promised to get tough on corruption, create more jobs and called for a return to “revolutionary discipline” in the ANC. However, Zuma stood strong on the rand, which continues to rise versus the dollar. He said he wanted to keep it “stable and competitive”.

New banking rules introduced Banks around the world will have to increase the amount of capital they set aside against potential losses after central bankers and regulators from 27 countries agreed a set of new global banking rules.

The rules will see banks’ key minimum capital cushions increase to 7 percent of their assets and force banks to raise the amount they hold in common equity to 4.5 percent. They will also have to hold a capital conservation buffer of a further 2.5 percent.

Banks that fail to meet the new requirements could be banned from paying dividends to shareholders until they have bolstered their balance sheets.

It is too early to tell if the new banking rules would help South African banks grow faster than their international peers. www.southafricamag.com

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CoaL of Africa receives approval for Rio Tinto farm swap Coal of Africa’s Rio Tinto farm swap agreement has been approved by the South African Department of Mineral Resources. The deal will allow the miner to lodge a New Order Mining Right application for its flagship Makhado coking coal project.

As part of the agreement, Coal of Africa has also gained three new potentially significant coking coal projects: Mount Stuart, Voorburg and Jutland, considerably enlarging CoaL’s coking coal portfolio.

“This farm swap agreement between Rio Tinto and Coal of Africa gives both companies the potential to develop significantly larger scale contiguous and economic coal projects,” said Coal of Africa’s chief executive John Wallington.

The miner expects to lodge the mining right application before the end of the Makhado coal project, Coal of Africa calendar year.

SA pulls PBMR funding Public Enterprises Minister Barbara Hogan has confirmed that the South African Government has cancelled funding of the Pebble Bed Modular Reactor (PBMR) project.

Speaking in the National Assembly, Hogan said: “Government, after careful deliberation, analysis and review, has had to make a decision to no longer invest in this project.”

PBMR was established in 1999 with the intention to develop and market small-scale, hightemperature reactors both locally and internationally.

The scheme has cost the state more than R9 billion so far and would have cost at least a further R30 billion to implement. Several MPs have described the project as a “gross waste” of taxpayers’ money.

SA CO2 tax for all vehicles ‘possible’ The government is considering implementing a CO2 vehicle emission tax on all cars, both new and old, according to Finance Minister Pravin Gordhan.

Speaking in the National Assembly on the Taxation Laws Amendment Bill and related legislation, Gordhan said this would be implemented by reviewing the approach to vehicle licence fees implemented by the provinces.

“All in all there is a place for all these mechanisms if we want to reduce the 8

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emission of greenhouse gases and ensure we leave our children with a better legacy when it comes to air quality and reducing the risks of climate change,” he said.

A CO2 emission tax on new passenger vehicles came into effect on September 1.

Black mine ownership targets to remain unchanged South Africa will maintain a target for 26 percent black ownership of mines by 2014, according the country’s new Mining Charter.

Under the charter, South African mining groups will procure 70 percent of services and 50 percent of consumer goods from black-led companies by 2014.

The charter will seek to speed up black ownership, skills development, employment equity, procurement, housing and living conditions, and mining beneficiation.

© Stanisa Martinovic

Mineral Resources Minister Susan Shabangu recently revealed that South Africa achieved just 8.9 percent black mine ownership last year. “White men and women continued to dominate top management and technical positions in the mining industry,” Shabangu said.

NEWS IN BRIEF Kenya is inviting bids for the first phase of construction of a new port along its coast in Lamu, The project will involve the construction of three berths and is part of a proposed $22 billion development plan meant to connect Kenya to Southern Sudan and Ethiopia. The project will also include a pipeline, roads, a railway, and airports in major towns along the way.

Power and automation group ABB has won a $23 million contract with South Africa’s power utility Eskom

to supply an eBoP solution for its Ingula pumped storage scheme currently under construction on the border of the Free State province and KwaZulu-Natal.

ABB said that the Ingula project would generate “a significant amount” of renewable hydropower to help meet South Africa’s growing demand for electricity. It is estimated that South Africa will require an additional 40,000 MW of power by 2025.

The Department of Transport (DoT) has completed

a detailed investment programme of action for the South African rail network. It identified three high-speed rail projects for possible development, namely Johannesburg to Durban, Johannesburg to Cape Town, and Johannesburg to Musina. The Passenger Rail Agency of South Africa (Prasa), which operated the Metrorail commuter service, also identified the need for recapitalisation of its rolling stock fleet over the next 18 years, at an estimated cost of R95 billion. www.southafricamag.com

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Golf champs to the fore…

South Africa’s golfers have covered themselves in glory for years – and they’re Masters at nurturing new talent too.

Written by Pierre de Villiers.

W

hen new South African golfing hero Louis Oosthuizen strolled to a seven-shot victory at the British Open in July this year, he joined an elite group of players. The man from Mossel Bay’s stunning performance means that, remarkably, seven different South Africans have now won 23 major championships. So, why is a country with

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only 160,000 registered golfers and 400 courses (many of which are nine-holers) such a golfing superpower? For answers, one need look no further that Oosthuizen’s victory speech after the British Open when the 27-year-old thanked compatriot Ernie Els for his help. Like many fledgling golfers in South Africa, a teenage Oosthuizen was taken under the wing of an established star to help him turn pars into birdies.

»

Golf champs to the fore SPORT

With Els, Gary Player and Retief Goosen all running golf academies, talented youngsters like Oosthuizen are quickly identified and nurtured.

“Louis was an exceptional talent as a youngster and it was obvious from an early age that he had the talent and all-round ability to go far,” recalls Linda Miller, an administrator at the Ernie Els & Fancourt Foundation, where Oosthuizen became a member aged 17. “However, golf is a tough game and it takes more than talent to make it. He has always had the determination and work ethic that is so vital, so it was quite easy to predict a successful career for him.”

When one sees the talent, it’s difficult not to be positive about SA golf

Champion: Louis Oosthuizen

Young golfers who attend the Foundation are predominantly from families with limited resources and promising candidates are put forward by the SA Junior Golf Foundation and each of its provincial divisions. The Foundation also stages Talent Search Golf Days so a recruitment team can assess talented individuals.

Once identified, the prospective members are interviewed and the Foundation does an appropriate ‘means test’ with their parents. In addition to expert golf advice, students receive a proper education and are taught life skills.

“We see education and life skills as more important than simply providing coaching and playing opportunities,” says Miller. “Professional golf is not an easy career and very few professionals ever make a decent living just from playing golf, so an education is vital. We are immensely proud of our former members who have gone on to get university degrees and other qualifications. We are not just in the business of turning out good golfers.” www.southafricamag.com 11

Among the best: Ernie Els

world-class training The Gary Player Golf Experience, South Africa’s first internationally branded teaching facility, also takes a meticulous approach to training, with a team of dieticians and psychologists on hand to help students.

“The structured teaching modules will provide you with an opportunity to improve your golf,” Player explains. “We take you into a different golfing world where learning is fun and enjoyable. My dream is that after your first visit you will have experienced golf in a very positive way.”

For double US Open winner Retief Goosen, opening a golf academy in Limpopo was not just about nurturing young talent but also to install enthusiasm and pride in the province. Around 2,500 children have received three months of basic training at the Goose Academy over the last nine years, turning Limpopo into a veritable golf factory.

Once young golfers are trained up in South Africa there are systems in place to help them become professionals.

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ON the way UP: james kamte A member of the European PGA and Sunshine Tour, James Kamte, 28, beat Kenya’s Greg Snow in last month’s KCB East Africa Golf Tour by nine shots. He is also a beneficiary of the Ernie Els Foundation, which paid for his travel and equipment fees when he was starting. Born in Humansdorp, he grew up in the Eastern Cape. Nicknamed ‘Cobra’ as a schoolboy soccer player, he started off as a caddie.

A member at his club encouraged him to enter a tournament and paid his entrance fee. James won by 18 strokes. He qualified for the 2009 US Open and won European Tour privileges in 2008, becoming the first black South African player on tour since Vincent Tshabalala in 1976. Kamte has a host of famous fans, including Gary Player. He has said it was fairly easy to pick up golf. “I watched how guys played,” he said. “I started playing around, and I got looked after.”

Golf champs to the fore SPORT

“We have structures and programmes in place that work – from junior golf through elite amateur golf to the professional game,” explains Miller. “We have continuity throughout. When one sees the talent, it’s difficult not to be positive about the future of South African golf.”

Stars in their bunkers Vital to the success of the golf academies in South Africa has been the hands-on approach of the stars.

“The importance of role models is well documented and Ernie Els is a hugely inspirational figure,” says Miller. “He takes an active interest in the wellbeing and progress of

the members. Ernie has an exceptional rapport with the kids. There is no doubt that he enjoys the interaction just as much as they do! And, as they say, success breeds success – it’s difficult not to be motivated by golfers like Player, Els and Goosen.”

Miller is convinced that the latest South African golfing star will follow in the footsteps of his idols and pass his knowledge on to the next generation.

“Louis has always been prepared to give back to the Foundation and I have no doubt that he will be available to us to motivate our members,” she says. “His success will inspire our members for many years to come.”END

master classes Bobby Locke Major Championship victories: 4 The first South African golfer to achieve success overseas, Locke won the Open Championship in 1949, 1950, 1952 and 1957. Much of his success was built around an accurate putting game and he coined the phrase: “You drive for show, but putt for dough.”

Gary Player Major Championship victories: 9 South Africa’s greatest ever golfer and one of the best players of all time. Dubbed ‘The Black Knight’ because of his trademark all-black outfits, Player, an outspoken opponent of apartheid, is an accomplished golf course designer and was inducted into the Golf Hall Of Fame in 1974.

Vincent Tshabalala Born in 1943, he was designated a ‘Coloured’ under Apartheid and was not able to play the SA Tour. With financial assistance from Gary Player he qualified for tournaments in the US and Europe,

winning the European Tour’s French Open in 1976. After an absence due to injury he made a comeback in the over-50 ranks in the 1990s and won the 2004 and 2005 Nelson Mandela Invitational pairs event – with Ernie Els and then Tim Clark.

Ernie Els Major Championship victories: 3 Armed with one of the most effortless swings in golf, ‘The Big Easy’ has been a top professional player since the mid1990s. He has won the World Match Play Championships a record seven times and has been ranked in the top 10 for more than 750 weeks.

Retief Goosen Major Championship victories: 2 An unflappable demeanour has made ‘The Goose’ a feared competitor around the world. Goosen’s accomplishments are all the more incredible since he nearly died as teenager after being struck by lightning while playing golf with a friend in 1985. www.southafricamag.com 13

T

urkish D e l i g h t Turkey is a popular tourist destination for South Africans.

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Turkish Delight TRAVEL

O

ne of the most beautiful destinations around … welcome to Turkey, an incredible mix of cultures and attractions – from the fairy chimneys of Cappadocia to the mineral waters of Pamukkale and buzzing Istanbul.

Pamukkale This famous Roman hot spring town has been pulling in the crowds for thousands of years. You’ll soon discover why when you wade into its warm mineral waters.

Don’t leave without exploring Hierapolis, an ancient Roman town. There are lots of impressive sites, including Frontinus Street, once the commercial axis, and the ruins of the Arch of Domitian. The amphitheatre offers unrivalled views of the gleaming white rock face, ancient Roman ruins and blue pools.

CAppadocia The underground city of Derinkuyu in Cappadocia plunges 85m below the ground.

This subterranean dugout was used by 6th and 7th century Byzantine Christians as a refuge from the marauding Persian and Arabic hordes. It’s huge, accommodating 10,000 people and their livestock.

Next up is the 40m-high fairy chimneys at Göreme. Created by wind erosion, one day they will eventually disappear. To best appreciate this lunar landscape, float above it in a hot air balloon at dawn, when the sun causes the rocks to change colour.

IsTanbul You’ll be charmed by the friendly people and jaw-dropping sights in Istanbul. Start at the Blue Mosque, so named because of the thousands of blue Iznik tiles decorating its interior. If you enter take your shoes off (women also have to cover their heads).

Marvel at the city’s beauty on a Bosphorus boat cruise. The Public Excursion Ferry departs Eminöniü at 10.35am daily or take a smaller private excursion boat from the same area.

Next explore the opulent Topkapi Palace and get to know its colourful occupants, including Selim the Sot, who drowned after drinking too much champagne. The harem costs extra but its grandeur makes it worthwhile.

Istanbul has a cracking nightlife so head to Beyoglu to party with hip young locals.

Finally, test your haggling skills at the Grand Bazaar where you’ll find jewellery, colourful glass lamps, leather wares and other goodies.

Remember, haggling is expected! END

TURKISH FACTS When to go:

Language:

April to October. Venues virtually close in winter.

Accommodation:

Turkish

Turkish Airlines fly to Istanbul.

A room in an Istanbul 3-star hotel starts at R400.

Buses connect Pamukkale and Cappadocia.

Walk or take a tram in Istanbul.

We suggest heading east to Mt Nemrut for sunrise.

Turkish lira. 1 TRY = R4.74

Visit tourismturkey.org.

Getting there:

Getting around: Currency:

Top tip:

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sc r u mpt i o u s s o u t h

af r i ca

Images by: Jeanne Horak-Druiff

We talk to top SA food blogger Jeanne Horak-Druiff about her skills at cooking up a storm on the web. Written by Susan Miller.

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D

are to feel smug about juggling time and work demands and chances are you’ll meet someone like Jeanne Horak-Druiff (left), who, in-between holding down a full-time job at a law firm runs cooksister.com – a hugely popular site packed with recipes and food reviews.

Born and bred in PE, Jeanne now lives in London where she moved with her husband Nick ten years ago. Always interested in food and restaurants, she stared blogging after a friend suggested it.

“I was one of the first people to blog about South African food, in about 2004. After a bit, I thought I should concentrate on the London

Scrumptious South Africa FOOD

STICKY CHICKEN Sundowners

ht (far left; straig ) og bl e from th

Ingredients:

ngs About 24 chicken wi ise na on 60 ml may e 60 ml tomato sauc e uc sa n Si i 30 ml Ho e uc sa y so rk 45 ml da jam ot ric ap th oo 60 ml sm ar eg vin er 45 ml cid 30 ml clear honey hed 2 cloves garlic, crus k oc st en ick 45 ml ch 45 ml water black pepper

Method:

arinade Combine all the m all ingredients in a sm until at he d an saucepan irring warmed through, st

er. Prepare them two to a skew ure. ixt m th oo sm ur kettle a yo te to crea an indirect fire on in s ng wi en ick drip pan ch il e fo Place th braai and place a r) le al sm w fe ace the a r Pl (o s. a large between the coal and g ba er ez the fre er le ov ab reseal wings on the grid e to ad in ar m e and gh ttl ou ke e en pour in drip pan. Cover th you re su e , ak es M ut . in em m th cover cook for about 20 air h uc ce m on e as t ad ou in e ar squeez brushing with m g in al se re t. fo ho be e rv le ib Se as poss during this time. wings you the bag so that the For the Real Deal low Al . ed at co ngs ly wi er e op are pr should skewer th e dg fri e th in t then e bu at g, in to mar before marinatin use to t. le gh overni you will not be ab the of ng ni d or m ho e et th m On the freezer bag or en od hing wo tc re ak St so e. braai, described abov ter wa in s er u ew yo sk ns o ea bambo the wing out m thread ispy skin for 10 minutes, then can get properly cr s. er ew sk to on e its on s us ng ca the wi all over and be the rs ne ow nd su rve it er se n op For pr a skewer you ca ed in nd te ex be – there’s ld ill ou gr sh wing straight off the ered ew sk d an e lin ht ig a stra less mess. t let me along its length. Bu th slippery assure you that wi this is marinated wings, y skewered tricky, so we simpl

scene, but then – probably in the last two years or so – the food blogging scene in South Africa has gone ballistic.

“I have got back into it – supporting the junior bloggers. I try and blog something South African at least once a week.”

She’s very successful too, being the fourtime winner of the best SA food blog in the SA Blog Awards, and a two-time winner of Best SA Overseas Blog.

She keeps an eye on the food scene and writes about dishes people can make in the UK. “I aim at home cooks. My readership used to be half South African and half other – but in the last 18 months there has been a huge swing in my South African readership.”

Cape malay star dishes Can we define South African food? “We have a Rainbow cuisine, there are so many different influences. For me, Cape Malay cooking – bobotie, tomato bredie and curried fish – is uniquely South African.”

What kind of dishes do South Africans living abroad want to read about, I wondered.

“Dishes where you can get the ingredients.

I’ve blogged waterblommetjie bredie but who outside South Africa is going to make it?”

That said, Jeanne reveals she has found the most amazing ingredients here – even snoek in Milton Keynes.

Her blogging fits in around her job. “I don’t get much sleep. If I win the Lottery I would do it fullwww.southafricamag.com 17

time. I love it.” She uses it to show off her talents.

“I show I can write, take photographs, formulate recipes and I am available as a speaker.”

I wondered what she felt about ‘putting herself out there’. “I used to worry and didn’t reveal my surname but then I thought, let’s go for it! Not that I want a stalker...” (Laughs) “But it’s not Big Brother. You reveal only a slice of your life.”

She believes in the online community. “I have made four good friends through the site. Many bloggers seem to be expatriates.... from various countries.”

What do people talk about the most on her site?

(Laughs) “Gem squash seeds. People really, really miss gem squash... don’t ask me about the legalities of sending them around.”

What does Jeanne miss? “Wet biltong, gem squash and ‘butterfish’. I also miss Steers burgers and I’ll pack my suitcase full of a Knorr salad dressing of olive oil and sundried

tomatoes and rooibos chai when I’m heading back here.”

Home favourites She is thrilled that the Spur is in the UK. “We’ve had some amazing steaks and ribs – and I was delighted to find it had pink sauce. But they don’t have salad valleys – I believe they didn’t make it past health and safety regulations.”

With her keen SA palate, Jeanne thinks the mixed reviews restaurant Shaka Zulu got from critics is unfair. “We enjoyed excellent chakalaka, pickled fish and a good rooibos crème brulee. What it is not, is South African in its decor. It looks like the decorator of Sun City has been let loose!...”

What recipes do people want the most?

“Butternut soup and for pudding a Peppermint Crisp tart.” She says Brits are lucky to get Peppermint Crisps in UK shops – they’re banned in the US where the ‘suspiciously green’ filling did not make the grade.

Braai favourites are always popular – a whole leg of lamb, a salmon and snoek. And to drink with braais? “I like to drink a dry rose.”

Any tips about SA wines? “Look out for a Diemersfontein pinotage, it tastes like dark chocolate.” cooksister.com END

I was one of the first to blog about SA food

Cheesy vegetable potjiekos

Venison pie with peaches

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Scrumptious South Africa FOOD

Peppermint Crisp Fridge Tart

PEppermint crisp fridge tart (straight from the blog; serves 6-8)

Ingredients: 250ml Orley Whip, whipped 2 packets of Tennis biscuits (you may use less) 375g caramelised condensed milk 20ml caster sugar 3 Peppermint Crisp bars, crushed 3-4 drops of peppermint essence (more, if you like)

Method: Whip the Orley Whip and then add the caramelised condensed milk, caster sugar and peppermint essence. Beat well and then stir in 2/3 of the Peppermint Crisp.

Place a layer of whole tennis biscuits in a buttered 29x19x5cm dish. Spoon 1/3 of the caramel mix over the biscuits and spread evenly.

Continue in layers, finishing with a layer of filling on top.

Refrigerate for at least 4 hours. Sprinkle the remainder of crushed peppermint crisp on top.

Cut into squares and serve.

SUBSTITUTIONS: You can substitute whipping cream for Orley Whip, but the outcome may be even richer than this pudding already is! I used Elmlea, a half-dairy cream available in the UK. For caramelised condensed milk, you can use dulce du leche or you can make your own by boiling a tin of normal sweetened condensed milk (warning: hazardous!).

The Tennis biscuits may prove problematic, although I have seen forums in Australia advising the use of a type of Arnott’s coconut biscuits or Nice biscuits. Most likely you will be able to get them and the peppermint crisps from a South African shop.

As Jeanne says on www.cooksister, this could be South Africa’s take on tiramisu – minus the culinary history and fashionability... it’s “absolutely not fancy, pretty, clever or remotely sophisticated BUT it makes grown men go all misty-eyed and women look wistful. ENJOY! www.southafricamag.com 19

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South African Chamber of Mines FEATURE

s o u t h af r i ca n

chambe r mines of

S A st i l l a t o p mining dest i n at i o n

Colin Chinery takes a look inside the South African Chamber of Mines and learns how an underperforming industry is turning things around.

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South African Chamber of Mines FEATURE

S

ix months ago behind a closed-doors summit at Drakensberg, Government ministers met with the business and labour leadership of the South African mining industry. It was a critical session, almost certainly a defining one. The sector is under-performing, and in a show of unprecedented unity, the summit agreed on a strategy for sustainable growth, job creation and meaningful transformation. And change is not an option.

South Africa’s wealth has been built on vast resources. Almost 90 percent of the platinum, 80 percent of manganese, 73 percent of chrome, 45 percent of vanadium and 41 percent of the world’s gold metals are located here.

Mining employs one million South Africans: 500,000 directly with another 500,000 in associated occupations.

But the global recession hit the mining sector hard.

Export sales fell, along with commodity prices and massive job losses. Mid way through last year there was a turnaround, and for bulk commodities like coal, iron ore and manganese there is still a huge demand from China. Platinum prices seem set for a higher value once the global economy – and in particular the auto sectors – accelerates out of recession.

Yet despite vast untapped reserves the South African mining sector has a major structural problem: it is not punching its weight. “Even during the global commodities boom the sector did not enjoy the full benefits,” says Mzolisi Diliza, chief executive of the South African Chamber of Mines, representing 90 percent of the country’s mining industry. “And this was due to a number of constraints:

infrastructure – rail and ports - as well as electricity and water.”

Diliza, a key figure at Drakensberg, says the summit united around the fact that South Africa “is a minerals treasure trove.”

Earlier this year a City Bank survey put the country’s mineral reserves of $2.5 trillion.

All but 10 percent of platinum – ‘Rich Man’s Gold’ – is located here, a resource of vast and incalculable economic and political significance.

Even so while global competitors were expanding at around five percent, South Africa’s minerals sector was showing a growth of minus one.

“It was recognised that growth and competiveness and the transformation of the mining industry are two sides of the same coin. You need both. As stakeholders in the mining industry, labour, Government and business have been looking at potential interventions. And first we have to identify the constraints to growth and development and the transformation of this industry.”

Diliza, 61, who retires later this year after 12 years as the Chamber’s Chief Executive, the first Black CEO in its 121 year history, says South Africa must develop an integrated long-term infrastructure planning mechanism for the mining sector.

“For example if we want to mine coal, do we have electricity and water there? Do we have rail that can move the coal, do we have a harbour that has the capacity to take a given export of coal? At the summit we talked about the long-term infrastructure requirements and areas where industry and Government could have shared responsibilities.”

Because we don’t have a very high savings rate in South Africa the issue of foreign investment is very important

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004351/S 0043 51/SA 51 51/S A Chambe Chambe mberr of o Min Mines Mi ess

IF YOU CAN PUT RESPONSIBILITY OVER RISK AND RESPECT BEFORE REWARD. IF YOU CAN THINK FORWARD, BY LEARNING FROM THE PAST AND CAN KEEP TRUST ON THE SAME PEDESTAL AS PROFIT. IF YOU CAN ADMIRE FOUNDATIONS AS MUCH AS WHAT’S BUILT UPON THEM. IF YOU SEEK THE BIGGER PICTURE, BY EXAMINING EVERY DETAIL. IF YOU CAN DREAM BIG AND KEEP YOUR EGO SMALL. IF YOU HAVE THE COURAGE TO QUESTION WHAT YOU THINK IS NOT RIGHT, AND CHAMPION WHAT IS. THEN YOU UNDERSTAND WHAT IT TAKES TO WORK FOR ANGLO AMERICAN. Real Mining. Real People. Real Difference.

South African Chamber of Mines FEATURE

Redressing the skills shortage is another priority. “We need a broader pool from which we can recruit, but we also need to train. So we have agreed to go beyond the statutory one percent training levy, and for companies to pay up to three percent of their payroll. That’s how important we regard the skills issue, and with this we will be able to develop the pipeline of the skills we need.

“We also agreed we cannot have people with a political franchise. But economically the majority are not playing a very meaningful role and so we need to look at the whole issue of equity, skills development, enterprise development and so on.”

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If sector transformation is to succeed strong inward investment is crucial. “Because we don’t have a very high savings rate in South Africa the issue of foreign investment is very important.” But will potential investors be frightened off by threats of nationalisation?

“I’m on record as saying we will not enter that debate, because the Government has been very clear that nationalisation is not its policy. This position has been echoed by the Minister of Mineral Resources, by the Deputy President at our AGM last year, and by President Zuma on a number of occasions, including his recent State visit to London.

cross colours 16988

WHERE SOME SEE BARRIERS, WE SEE

POSSIBILITIES. We don’t just dig deep when it comes to unearthing opportunity. Everything that we do at Exxaro, from extraction and beneficiation of our resources, to the recruitment of highly skilled employees and socioeconomic development in the communities surrounding our operations, is backed by a relentless drive to push further, overcome barriers and find innovative and worthwhile solutions.

With mineral assets that include quality and strategic resources both in South Africa and abroad, supported by a strong growth pipeline, we are proud to play our role as one of the country’s largest diversified resources companies. Through our innovation and growth we aim to be a powerful source of endless possibilities.

www.exxaro.com

South African Chamber of Mines FEATURE

“Nationalisation is not an ANC policy. It is part of an ANC political debate into which we feel we should not interfere. It is only when Government says it wants to develop a policy giving effect to nationalisation that we would begin to be worried, and engage.”

How would he describe the Chamber’s relationship with the Government? “Over the years we have changed the approach of engagement. We believe at this point in time you don’t meet at every turn; you climb the mountain and shout.

“We both recognise - Government and ourselves - that although we are independent, we are also interdependent in ensuring that we have a thriving mining industry. We are not averse to being regulated but we want appropriate regulation.”

What would be on a Chamber shopping list to Government? “You find there are areas addressed by a number of departments.

To take compliance with environmental requirements for example, you will find this in the Department of Mineral Resources, and also in the Department of Environment and Tourism. If we could have one point of entry and one point of exit it would be useful”.

As well as the Chamber’s first Black CEO, Mzolisi Diliza is non-executive chairman of Black Management Forum Investment Company. What is his assessment of Black Empowerment in the mining industry?

“If you look at the question of equity, over the last 10 years R200 billion worth of transactions have been concluded in the mining sector. In terms of employment a lot of work is being done to bring in historically disadvantaged South Africans into the mainstream of mining. Before 1993 by law

there were certain jobs that could not be done by Black people. “We have also made a conscious decision in the area of housing and living conditions. By 2014 we need to attain the occupancy rate of one person per room, and to upgrade or convert hostels into family units, and promote home-ownership options.

“But more importantly we recognise that communities form an integral part of mining development. We need to develop guidelines that ensure we adhere to community consultation processes and a partnership approach. We should also consider establishing something like a regional social development fund and implement a social and labour plan to benefit communities around the mines and the laboursending areas.”

So far this year 70 workers have died in mining accidents. What is the industry doing to cut the appalling toll of death and injury?

“Health and safety are very, very important to the industry and we are putting a lot of resources into this area to ensure we realise our objectives.

“We have set up strategic goals and in fact on safety we are currently about 30 percent better than last year. One of the goals is a culture transformation, moving away from command and control to a participation management style when it comes to safety.

“Consultants have produced a draft report which the Chamber will be discussing along with culture transformation adoption.

“The other objective is promoting learning from others. We believe health and safety are not areas for competing against one another, but for collaboration. And so we have established a learning hub within the Chamber

We recognise that communities form an integral part of mining development

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South African Chamber of Mines FEATURE

of Mines to promote the adoption of leading practices in problem areas.”

Nearing the close of his 12 year term, Mzolisi Diliza says he has had the privilege of being part of a team that since 1994 has been involved in changing a number of statutes.

“And also working very closely with various ministries and labour, and while recognising our differences, share a common denominator – a thriving mining industry.

“When I arrived one of the challenges was the question of representation. In the management structure, we had I think, one Black middle manager and one female manager. Since then we have changed the organisational profile without compromising the intellectual chemistry.

“South Africa still remains a mineral resources treasure trove, the largest when it

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comes to what is in situ. To potential investors I would say South Africa is a democracy and therefore your investment is protected.

“We have a well-established banking sector, with very good regulations by an independent reserve bank. And not least, investors are protected by an independent judiciary. The rule of law is well respected in this country.”

It is a call echoed by Mineral Resources Minister Susan Shabangu. “We are positive and we intend to make sure that more investment is attracted into our industry,” says the Minister. “We are keen to transform… and are saying come to South Africa.” Meantime the sector’s leaders are at one with Minister Shabangu’s Drakensberg summit warning and rallying call - “We can’t afford to lose out on the next upturn.” END

Sustainable Development

Health, Safety, Environment and Community As the world’s leading diversified natural resources company, BHP Billiton’s operations touch every corner of the globe. In South Africa and worldwide, BHP Billiton’s Standards and Procedures are based on best international practice. Wherever we are we are unified in purpose.

Our Charter sets out what we value. In particular, we must remain committed to ensuring the safety of our people, respecting our environment and the communities where we work.

In addition to the wider Group corporate governance processes, we have systems in place to implement our policy commitment to sustainable development.

Management holds primary responsibility for our Health, Safety, Environment and Community (HSEC) processes and performance.

Our HSEC Standards and Procedures are now part of a wider suite of formal Group Policies, Standards and Procedures.They provide the basis for developing and applying management systems at all sites operated by BHP Billiton.

These documents highlight four key components of sustainable development: ;XT_g[ – focusing on the elimination of risks through the control of potential workplace exposures to noise and substances, which could result in long-term harm.

FTYXgl – providing a workplace where people can work without being injured.

8ai\eba`Xag – delivering efficient resource use, reducing and preventing pollution and enhancing biodiversity protection.

6b``ha\gl – engaging with those affected by our operations, including employees, contractors and communities; and respecting fundamental human rights.

For BHP Billiton, sustainable development is about ensuring our business remains viable and contributes lasting benefits to society through the consideration of social, environmental, ethical and economic aspects in all that we do.

www.bhpbilliton.com

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reputation

General Manager of Sedgman in South Africa Dirk Schenk tells Jane Bordenave about the company’s increasing presence in Southern Africa and how it is cementing its position as a market leader.

Image Š Aliaksandr Zabudzko

a

Sedgman FEATURE

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Sedgman FEATURE

S

edgman Limited is one of the foremost providers of engineering, project management and operations services in the world.

The company was founded in Australia in 1979 and opened an office in South Africa in February 2009. This branch carries out work not only in South Africa but also in neighbouring countries that constitute Southern Africa.

The driving force behind the establishment of the Johannesburg office was a contract designing and supplying a Coal Handling and Preparation Plant (CHPP)

for Xstrata’s ATCOM East Project near the city. From there is has grown and expanded quite rapidly, taking on responsibility for Riversdale Mining Limited’s Benga CHPP, located in Mozambique and, most recently, Discovery Metals’ Boseto Project in the ‘Kalahari copper belt’, Botswana. “It’s an exciting time for us,” says Dirk Schenk, the company’s general manager in South Africa.

“We are expanding not just outside of South Africa with these most recent projects, but also, through Boseto, moving beyond coal and into the metals market. For a start-up company we are growing very well.”

Image © Andrei Merkulov

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Sedgman FEATURE

However, everything hasn’t been smooth seas and plain sailing over the past 18 months. As with nearly every company, the downturn has had its impact and continues to do so. “The fluctuating economy isn’t helping anyone at the moment – there is talk of the potential for a doubledip recession and this is making investors nervous.

Fortunately for us, however, we have been largely focused on the coal market up until

now, which is still very active globally so while the financial crisis was a challenge, it hasn’t been the hurdle for us that it has been for other companies.” Indeed the firm has experienced some benefits arising from the downturn. One of the main problems for the industry is a shortage of skilled engineers however, with the downturn, there has been a greater talent pool available. “Currently we’re

For a start-up company we are growing very well

Image © Horticulture

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Tyco’s broad portfolio of quality products include isolation, modulation and automated systems. All designed to perform in coal handling & preparation plants.

Our extensive experience in mineral processing and related areas gives us a thorough understanding of your needs. This enables us to recommend the right solutions for your application, making Tyco your preferred mining industry partner.

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Sedgman FEATURE

Image © JoLin

using the downturn in the economy and the minerals and metals markets to bring people onboard, so from that point of view we are capitalising on it,” explains Schenk.

But this situation will not last indefinitely – as the economy starts to pick up again, the skills market will once again shrink. To combat this situation, Sedgman has put in place a comprehensive training programme: “We are currently bringing young South African engineers onboard and rotating them between here and Australia, which gives them maximum exposure to all the different kinds of operations we are involved in globally,” explains Schenk. “This scheme has the two-

fold effect of allowing us to bring in younger people and establish a solid skills base within the organisation.”

The company also supports engineering students at Universities of Technologies, also known as Technikons, with the current single sponsorship intended to be extended in the coming years. “By offering this kind of financial support we are helping to alleviate the skills shortage in the long-term, which will benefit us and the industry as a whole.”

Sedgman has targeted differentiation depending on the market it is working in. “On the coal side of our operations, we have positioned ourselves as leaders

We are expanding not just outside of South Africa with these most recent projects, but also, through Boseto, moving beyond coal and into the metals market

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Sedgman FEATURE

in the field of technology, particularly in the large cyclone machinery we use. By orienting ourselves this way, we are able to design large through-put and large capacity plants, which is an advantage both for us and for our clients,” explains Schenk. “Minerals processing is somewhat different, as there isn’t much available in terms of differentiating technology, so we have focussed our energy here on innovative project management techniques.”

Traditionally, the organisation has taken on projects on a procurement and construction, or ‘lump sum’, basis. However, it is finding increasingly that clients prefer a target cost estimate approach, where the firm establishes a target price for a project and shares in and savings or overruns associated with it. To enable it to come in on budget or below, the company utilises the project management skills and systems it has built up over many years of managing risks. “We are very skilled at risk management on our projects and cost managements is closely associated with that. We take ownership of the programme together with the client and manage it as if it is our own asset. It’s an approach that has been very beneficial to our clients and so has enormous benefits for us too in the long-term.”

As Sedgman is a global company, its South African arm operates a global supply chain. “We have a very good working relationship with our office in China and they help us to purchase a lot of equipment from that market. Of course, if we wanted to purchase from elsewhere we are able to do that through the other offices worldwide.

This offers cost advantages for our clients and puts us in a very competitive position, particularly as a start-up,” says Schenk.

While the company takes a global view on procurement, it takes a local view when it comes to subcontracting, preferring to use southern African companies. “This has multiple benefits: From a practical point of 38

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Image © kakuta

view, it makes more sense logistically and administratively to use these businesses, who have experience constructing plant and working in these countries. Additionally, this approach benefits the local economy, which benefits us all.”

For the future, the range of opportunities is wide. “We are a new company in South Africa and as such there is much room to grow and improve,” says Schenk. “On the coal front, we are looking to move from our current position as a mid-sized player to a leader in the African environment within the next five years – there is still a big market for coal in thermal energy and steel production and this is not something that will be fading away soon. Over the same period, we hope to grow our metals and minerals operation from the fairly small presence we have at the moment to become a strong player in the southern countries of the continent.” Bold plans for a young company, but the Sedgman pedigree and the knowledge that brings, success is never far away. END

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Fishwicks FEATURE

Fishwicks:

Printing

Marvel Integrity, solid business practices, innovation and a diverse portfolio bring in the rand at South African printers Fishwicks.

www.southafricamag.com 41

Fishwicks FEATURE

F

ishwick Printers is one of the largest privately owned commercial print companies in South Africa. It serves a broad client base in industries as diverse as retail, manufacturing, leisure, publishing, financial, and is widely regarded as one of the most diverse and technologically advanced printers in the country. Several Gold, Silver and Bronze Sappi Printer of the awards in the past support this claim. Quite the achievement.

“Fishwicks differentiates itself from other printers with the use of Software Technology, which we have developed over a number of years,” says managing director Aubrey Nathan. “Several corporate’s and retailers use this technology with proven results.”

Fishwicks’ factory is based in Durban with offices in both Durban and Johannesburg.

The Johannesburg office is self-managing and comprises a management team, sales

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consultants, estimators, internal customer support staff, CAD designers, pre press facilities, sample creation and a dispatch department. In total, the company, which has been in business since 1969, employs 270 employees across both sites.

“Our diversity is our strength,” says Nathan. “We offer a wide range of services including litho printing, POS, small and large format digital printing, silkscreen capabilities as well as software/technology solutions. In fact, our skills, products and services are so extensive that we are able to offer a one-stop solution to our existing and potential clients. This we use to our advantage. As companies look at reducing costs and increasing efficiencies by getting products or campaigns to market timeously they tend to turn to print companies who can offer a full turnkey solution for their requirements, which we are very well geared to do so.

Your image is our concern

consumables

pre-print

print

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Right-Side Up Distribution (Pty) Ltd has been a proud supplier to Fishwicks Printers since December 2009. In this time we have demonstrated absolute commitment to their requirements.

Our standard approach is to build a long lasting partnership with our customers and become an integral part of their overall business process. We achieve this by ensuring that we fully understand our customers’ businesses, and by doing this we have successfully penetrated the printing, pharmaceutical and automotive parts industries.

Distribution Specialist Right-Side Up is a Level 2 BEE Supplier and a proud supporter of the BEE initiative.

Visit us at www.rightside.co.za

Fishwicks FEATURE

“Our strength and differentiator that sets us apart from our competitors is that from the time we receive material from our clients, be it digitally or from disc, all our production facilities are under one roof in our Durban factory being pre press facilities, printing, finishing and dispatch. It ensures that we not only provide the highest quality but also able to meet the very tight deadlines that we are faced with without relying on outside suppliers.

Because of this our clients keep on coming back to us for their print requirements.”

This all means that Fishwicks is currently growing. “From a sales, product and technological perspective one can never rest.

The fact that Fishwicks has a relatively young management team, average age is 45, bodes well for future.”

Fishwicks’

fishw

ickS

major customers include large corporate companies such as SA Breweries, Metro Cash and Carry, MDD, Ellerines, JD Group, Tiger Brands, and Reckitt Benckiser. But this isn’t a company ready to rest on its laurels, it never has. As a firm, Fishwicks strives to continually research new opportunities to take advantage of the latest technological developments.

“We always try to keep a finger on the pulse,” says Nathan. “We have always invested in new machines and technology and will continue to do so in order to provide a full printing and technology solutions and where required differentiated print solutions into the future.

“Our success is that we employ and are able to retain our highly skilled staff. This is vital and enables us to produce exceptional quality and offer outstanding service,” says Nathan. “Our biggest asset is our people, above everything else. Without them, we don’t have a business.”

Fishwicks prides itself on understanding clients’ needs and coming up with solutions and offering customer service that goes above and beyond the call of duty. “No matter whether it is printing leaflets, magazines, menus, posters, annual reports, POS bins, or printing one copy to a millions on a range of materials, we offer the same outstanding quality and service,” Nathan explains.

FACTS Founded in 1969 Managing director : Aubre Offices y Nath : Durba an n and Johan nesbu rg 44

www.southafricamag.com

A BRIGHT FUTURE So what is new at the firm? Well, like the rest of us, there are increasing environmental pressures and customers are demanding “more green”. “We are doing everything in our power to ensure that our going green and environmental policies are in place and we do all we can to put staff on the necessary training courses to get them certified,” says Nathan. “We have been partnering many of our customers for over 40 years bringing the latest innovations in the print industry and complementary technologies to the table. That enables them to do things differently and there are several benefits to it.”

Nathan concludes: “Are we successful?

We may think that we know what success is, because we tend to define success as if it were a goal. In reality success is more of a journey. And we’ve had a good journey” Very philosophical.

Fishwicks is a level 3 BEE contributor. END

more than paper

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O n the

buses South Africa Magazine profiles PUTCO, a leading name in the passenger transport industry.

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PUTCO FEATURE

P

UTCO is a leading name in the passenger transport industry. It provides market related passenger transportation services to over 73 million South Africans a year, employs over 2,000 drivers, and it operates a fleet of over 1,800 buses, according to the PUTCO website. “PUTCO runs Business Units (BU’s or depots) at Selby, Tshwane/Mpumalanga, Soshanguve, Mamelodi and PUTCOTON/ Soweto,” the website says. “Each operation has an advanced workshop. Dubigeon Body and Coach is our bus building facility at Brits.

VOMS is our engineering facility situated in Roodepoort. The PUTCO Training Academy and Selection Centre is situated in Lea Glen, Roodepoort. We are accredited by TETA to run driver training.”

Images copyright © 2009 PUTCO LTD. All rights reserved.

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PUTCO FEATURE

Copyright © 2009 PUTCO LTD. All rights reserved.

PUTCO provides commuter bus services in Gauteng, Limpopo and western parts of Mpumalanga. It was founded in 1945 by Jack Bird Barregar and was previously listed on the JSE. “PUTCO will continuously endeavour to add value to the lives of commuters, shareholders and other stakeholders well into the future. We will also work on improving the quality of service and inculcate a customercentric approach to service provision,” the PUTCO website says.

PUTCO is 42.6 percent black owned, 11 percent of which are by black women.

VITAL ECONOMIC ROLE The public transport system plays a vital role in South Africa’s economy and it has

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been revamped thanks to the 2010 soccer World Cup. We’ve seen the launch of the Gautrain and Johannesburg’s Bus Rapid Transit (BRT) system, Rea Vaya. Putco plays its part in all this and offers great value to the communities it serves. “Our vision is to develop and grow into the leading transport company in South Africa, maintain high moral and ethical standards, employ proud and happy people, be diversified, robust and flexible, be a broad-based empowerment company, be customer focused and performance-driven, be successful and respected and be profitable and sustainable,” says the PUTCO website.

PUTCO is a champion of corporate social responsibility (CSR) and contributes

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PUTCO FEATURE

to community development through the PUTCO Foundation, which was founded in 1982. It is regularly involved in communityupliftment projects and has built schools, been involved in reconstruction and development projects, and programmes for the disabled. “It takes a friend, yes indeed, a true friend to help you understand that the hardships, adversities, unpleasant circumstances and tribulations of today, are mere temporary inconveniences that should be turned into stepping stones towards a brighter tomorrow,” PUTCO’s website says.

“Through the PUTCO CSI Foundation funds, grants and donations are provided to deserving projects to help turn unpleasant circumstances into fulfilling dreams. PUTCO CSI Foundation has given hope to aspiring communities and young people, by offering a helping hand and creating opportunities for a brighter tomorrow.

“Since its inception in 1982 the Foundation has provided bursaries to students at Medunsa, the Tshwane University of Technology, the Vaal University of Technology, the facts PU University of TC

Johannesburg and the University of Pretoria,” the website adds. “Proudly, we have funded the education of over 21 medical doctors since 1982. We are also a major sponsor of the Star Schools project, which has helped thousands of students through the years.”

Annually, the Foundation spends more than R7 million on Corporate Social Investment initiatives.

“We launched the PUTCO Isindebele Literacy project in Mpumalanga in 2008. This is an intervention programme aimed at training educators to teach learners how to read and write in their mother tongue, before learning any other language,” the PUTCO website says.

South Africa Magazine understands that the PUTCO CSI Foundation supported more than 37 projects in 2009 alone, complementing government’s efforts in fighting poverty, increasing the skill’s base and creating job opportunities.

Our drivers are well trained, our operational staff follows diligent processes and we have taken the wellness and stress levels of our drivers seriously allowing for proper resting periods

Ow : Th e bu as foun s d a fle et o operato ed in 19 f ove Th r 45. has e PU r TCO 1,800 over 2 buse ,000 Foun s drive dati on w . rs a as fo nd und ed in 198 2.

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MANUFACTURERS OF QUALITY FRICTION MATERIAL

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Our improved thermal loading capabilities results in less heat crazing and surface cracks, along with better dimensional stability in the drums and discs plus improved wheel bearing service life in disc brake applications. Through having E mark approval Dynotherm supplies OEMs in Germany and elsewhere, with off road applications through Komatsu,Terex and Bell Equipment etc.

A greatly extended life of friction material and rotors can be expected and when coupled with the above greatly reduces “down time�.

The result, after taking consequential savings into account, will be a meaningful cost down which is a direct contribution to nett profit.

Dynotherm has been awarded ISO 9001 accreditation which insures quality controlled systems that meet the stringent demands of the friction material industry.

Our R & D investment continues to take technology forward ensuring the highest level of safety and performance for all our valued clients.

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PUTCO FEATURE

KEEPING IT IN THE FAMILY PUTCO’s MD is Franco Pisapia. He has a longstanding association with firm. His grandfather, Gaetano Carleo, along with his uncle, Albino Carleo, bought back the company from Leyland Motor Corporation in 1971, after initially selling their entire shareholding to the corporation in the late 1960s. They used Carleo Enterprises to acquire the majority shareholding. Albino Carleo went on to lead PUTCO as MD, later serving as chairman and CEO for more than 30 years. He retired in September 2004.

Pisapia is now driving the company forward, particularly in the area of road safety, which is absolutely critical to PUTCO. The Department of Transport is currently rolling out several programmes that focus on the promotion of road safety in the heavy motor vehicle sector and has launched a number of driver training initiatives to increase competency, health and

wellbeing. PUTCO is committed to such initiatives. “Our drivers are well trained, our operational staff follows diligent processes and we have taken the wellness and stress levels of our drivers seriously allowing for proper resting periods… We are doing everything in our power to minimise these risks, so that the roads are safe for all our passengers,” Pisapia said in his latest message to passengers. END

Through the PUTCO CSI Foundation funds, grants and donations are provided to deserving projects to help turn unpleasant circumstances into fulfilling dreams

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Corruption, theft and negligence have become lucrative for ticket examiners, bus drivers, sales personnel, inspectors, etc. This unlawful trade can cost operators significant loss in revenue every year. TickTech provides a range of services that focus on minimizing our client’s risk therefore increasing revenue.

TickTech provides qualitative business solutions to the passenger transport industry and entities that sell or use tickets with a monetary value in providing: TICKET INSPECTORATE AND EXAMINATION SERVICES TICKET ACCESS CONTROL TICKET RESERVATION SYSTEMS HAND HELD / MOBILE TICKETING DEVICES RELATED SUPPORT SERVICES SPEED TRAPPING; LIE DETECTION; ETC

www.ticktech.co.za

Tel: +27(0) 347 2791 / 9240 • Fax: +27(0) 347 2792

Johannes A world class city

Š Walter Knirr / City of Johnnesburg 54

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The City of Johannesburg FEATURE

sburg: Johannesburg is where the money is and where deals are made.

Ian Armitage delves into plans to boost the city and transform life for many.

www.southafricamag.com 55

The City of Johannesburg FEATURE

J

ohannesburg was built on gold almost literally because the city was the site of some of the most 1. Gateway to Africa’s markets. productive discoveries a century ago. Although gold mining 2. Africa’s economic powerhouse and one of the and ancillary industries still provide world’s leading emerging market economies. thousands of jobs, mining is 3. Stable democracy and well-structured increasingly less important to the city regulatory environment. than the manufacturing, retail and financial sectors.

4. Quality of institutions recognised in global All the big banking and investment competitiveness surveys. institutions have their headquarters in 5. Financial market sophistication and home to Johannesburg and the Johannesburg Africa’s largest stock exchange.

Stock Exchange is the centre of the capital markets for the whole 6. Enabling environment and incentives for of southern Africa. “There are only investors on national, regional and city levels. few South African companies which are not represented here,” says 7. Excellent transport and telecommunications Jason Ngobeni executive director for infrastructure services.

Economic Development in the City.

8. Freight and logistics hub: Africa’s largest But Johannesburg is eager for inland port, SA’s largest container depot more. “We have a long-term strategy and Africa’s largest freight and passenger that is shaping the city’s future and airport hub. to enabling us to position ourselves to grasp emerging opportunities,” 9. Low cost of living and least expensive African city. says Ngobeni. “We are a primary 10. Shopping Mecca for sub-Saharan Africa and business city, a dynamic centre of strong cross-border trade. production, innovation, trade, finance and services.”

As Africa’s economic hub, have set ourselves very comprehensive and Johannesburg is the place where ambitious targets.” business starts, Ngobeni says. It is where the money is and where deals are made. “We are CHANGING THE FACE OF SOWETO an attractive, growth city. We attribute that Retail is big in Johannesburg. It is a favourite to our visionary plans, diversification to fast growing sectors, socio-economic development destination for retailers from sub-Saharan countries, particularly those from South and building a good climate for foreign direct Africa’s neighbours. The city has a number of investment.” large retail precincts; the inner city business Johannesburg’s Growth and Development district and the Sandton City precinct are two Strategy (GDS) is the city’s plan to ensure of the biggest. sustainable delivery of services, deal with “One of our major investments has been social and economic development, involve the Soweto Retail Strategy,” says Ngobeni. residents in local government and promote “Soweto is one of the biggest townships in a safe and healthy environment. “As well as South Africa and over the years we have really this, the city has formulated a number of related plans and policies,” says Ngobeni. “We transformed it into an economic hive. It is now

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to Invest in Johannesburg

a fully-fledged socio-economic area where you have a mix of residents, office and retail.

We have attracted quite substantial retail investment in Soweto.”

The face of Soweto is also changing with the establishment of the Soweto Empowerment Zone, a support facility for small businesses in the township.

“The retail boom and the establishment of the Soweto Empowerment Zone signal a change for Soweto,” Ngobeni says. “It is a programme that supports and promotes Soweto-based small medium and micro enterprises.”

The plan is to develop and grow BBE small medium and micro enterprises through developing and strengthening links with

established businesses and service providers, each anchored by a “sector champion”. This would then be rolled out to other townships.

“The sector champion would be a big name from that industry, which will provide business support services like marketing, quality control and capacity building to small business.”

We have aggressively reduced poverty levels and have been increasing employment

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DIGITAL CITY

Johannesburg is also on a drive to become a so-called digital city. A modern information and communications technology infrastructure is already in place and has helped position it as a leader in the growing business process outsourcing industry. But the industry is competitive and the plan aims

The City of Johannesburg FEATURE

to reduce the cost of telecommunications, improve service delivery and increase access to information technology.

“Ericsson is the service provider on this project and is partnering us in our broadband network project,” says Ngobeni. “Access to broadband is a key driver of economic growth and wealth generation. Through this initiative we will ensure that all the citizens of Joburg gain access to universally available, reliable and affordable broadband.”

He considers broadband access to be as important as the provision of water and electricity. “The benefits and possibilities of a digital city are numerous for not only the city and its entities but for residents, business, hospitals, educational institutions, tourism and entertainment.”

The Johannesburg Broadband Network Project aims to build a strong ICT infrastructure for the city and to bring ICT closer to citizens at a cost effective price, by selling off spare capacity to operators.

Ericsson was chosen for its ability to supply an endto-end solution, extensive experience in delivering similar networks around the world, a strong local presence and commitment to empowerment and skills transfer. “From the outset, we focused on finding a partner that had the right credentials to deliver on an initiative of this size,” says Ngobeni.

says Ngobeni. “We have aggressively reduced poverty levels and have been increasing employment. The population is, in general, better educated than our rivals. We have a number of citizens with degrees, for instance.

“We have done substantial work on enterprise development,” he adds. “We want to constantly grow the economy and always look for ways to do it, whether it be by policy or whatever. We want to make sure the city supports economic growth.

“We have worked hard to ensure that the poor are properly integrated. This is important as well. We have also reviewed all of our policies in the city that interface with investors when they come here. We have reviewed them in terms of what is in those policies that might be inhibiting investment or might be making it difficult for investors to come to Johannesburg and we are in the process of reviewing those policies to make sure they work and enable investment.”

Johannesburg is an “ideal” investment destination, Ngobeni stresses. “Something we must mention is the FIFA World Cup. The World Cup provided the impetus for investment in infrastructure but ensured a lasting legacy, with an improved inter-modal transport network as well as communications and power generation. The tournament also brought an increased number of people to the city and it has altered the landscape for tourism in southern Africa. There has also been a reputational boost for South Africa that can help bring inward investment and visitors.”

Johannesburg played a trend-setting role in developments for the World Cup, Ngobeni says, and has certainly benefited from Gauteng Province’s R40 billion boost for infrastructure. END

The World Cup provided the impetus for investment in infrastructure

ON THE RIGHT TRACK Johannesburg is certainly on the right track and its long-term vision is to be admired. The city is aiming for an economic growth rate of 9 percent by 2014.

“We, through the programmes I have outline and many others I haven’t that we are operating, have made great strides forward,”

www.southafricamag.com 61

Alexandra Ext9

Alexandra Ext9

Mountainview

Mountainview

Lebohang Project Management (Pty) Ltd is a wholly South African, young, dynamic consulting engineering company which strives for Client Excellence by handling each project in an innovative, creative and strategic manner. We believe that one size does not fit all and thus consult and customise solutions for each client and project as required. We have a fast growing professional team, committed to service excellence to meet client requirements and exceed their expectations. We are proud to announce that we have a level 4 BEE Certificate and are thus 100% contributor to BBBEE. We are also a member firm of the Consulting Engineers of South Africa (CESA).

Lebohang Project Management (Pty) Ltd is proud to be a part of the City of Johannesburg and South Africa’s Economic Development initiatives by providing turnkey electrical infrastructure solutions to RDP, low cost and mixed income communities – we believe in equal opportunities for everyone. Bringing electricity to communities from informal settlements to RDP and low-income housing is much more than just providing a service, but is rather about creating equal opportunities and impacting on everyone in the community.

We prescribe to the principle of sustainability and prosperity for all, and in doing so have developed a concept of turnkey solution that involves and creates opportunities for companies and people that have been previously negated these opportunities.

We have for a number of years focused on social housing and developed a unique turnkey electrical infrastructure solution. This unique solution encompasses consulting, design, project management, training, manufacturing and supply of equipment with the preoccupation in mind of making use of alternative sources of energy, energy saving equipment and involvement of local firms and communities through the entire process.

We believe that in doing so we contribute to

the alleviation of poverty by involving local communities, providing training to small firms, creating temporary jobs in each of our projects and finally deliver a product that is cost effective and of sustainable quality.

“Lebohang” is a Sesotho name which means to “Be Thankful”. At Lebohang Project Management we are sincerely thankful to all that have afforded us the opportunity to contribute albeit in a small way to a better and more prosperous country.

We are proud to be part of a number of selected ground breaking housing initiatives in South Africa, of which some are highlighted below: Lufhereng is one of South Africa’s biggest housing projects comprising of 24 000 households with an expected 110 000 people expected to make Lufhereng their home as part of the “Breaking New Ground Initiative”.

As part of Governments approach to the utilisation of “Green Energy” and reducing the South Africa’s “carbon footprint”, this development will make provision for Solar Heating and Induction Street Lighting technologies.

Mountainview entailed the electrification of 1757 households with street lighting thus providing upliftment and a better quality of life for the community which is now evident with the local clinic in full operation.

Alexandra X9 comprises of approximately 3116 connections which are currently being electrified in line with the Alexandra Renewal Project (ARP) whose purpose is to upgrade the living conditions and human development potential within Alexandra. Alexandra forms part of the South African government’s Integrated Sustainable Rural Development and Urban Renewal Programme. This programme is a key component of the Government’s approach to addressing urbanisation and housing challenges in South Africa and comprises the integrated development of an area addressing economic, social and physical challenges simultaneously.

LEBOHANG PROJECT MANAGEMENT (PTY) LTD Headquarters: Green Park Sandton Commercial offices AAA+ Green Star rated offices.

This Eco Park is one of the first of its kind and falls in line with our company’s philosophy of a “greener” South Africa.

SAVING LIVES

A N D M A S S IV E ASSETS 64

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Fire Control Systems FEATURE

Black-owned Fire Control Systems is South Africa’s leading fire company, with high-profile projects and an impressive all-Africa presence. Stephen Ayerst tells us about its turnkey solutions to the threat to life and business.

E

very year fires at work result in death and serious injury. Consequential figures are hard to evaluate but certain to say that as well as loss of life, they are costing South African business billions of Rand from damage to property, loss of business, fines, compensation claims and insurance premiums.

Many incidents are avoidable by taking fire precautions, or minimised through in-place controls and procedures, and Bryanston-based Fire Control Systems is the all-Africa marketleader in providing rapid response turnkey solutions to clients from the Cape to Algeria.

www.southafricamag.com

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Fire Control Systems FEATURE

“The core of our business is assessing our clients requirements, drawing up a needs analysis, looking at individual products the client might have, along with associated risks, and then providing a solution which gives peace of mind,” says Stephen Ayerst, Sales Manager Sprinkler Division.

Fire Control Systems is split into two divisions, Sprinkler and Special Risks, with offices in Johannesburg, Durban and Cape Town, and a regional office in Botswana.

Backed by an impressive 24-year pedigree, Fire Control Systems offers its clients both mechanical and electrical solutions, making it the only multi-disciplined fire company in South Africa.

Mechanical defines areas such as sprinklers, pumping or deluge systems as used in mines; electrical includes smoke detection.

The Group’s inclusive service extends across design, fabrication, supply and installation.

Smoke detection and control, special risks, piping installations and fire water storage reservoirs are among other specialities.

The focus of Sprinkler Division is commercial and retailing environments - large office developments, hotels, warehousing, and regional shopping centres, which in South Africa are usually full sprinkler protected.

‘Mall of the North’, the R1.2 billion regional shopping centre in Limpopo’s capital city Polokwane, is among Fire Control Systems current major projects. Scheduled for opening next April, Mall of the North, will have almost 100,000sq m under roof. “The whole shopping centre will be protected both from the underside of the ceiling and above in the void between ceiling and steel roof,” says Ayerst.

“When completed there will be some 16,000 sprinklers across the two floors. Durban’s three-floor Gateway was another Fire Control Systems regional shopping mall undertaking.”

Joburg’s nearly completed and CBD transforming R1.1 billion Absa Towers West is another Group assignment. Covering three city 66

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Intdev SugarCRM provided in Southern Africa by Intdev Internet Technologies (Pty) Ltd is opening up possibilities of improving on your customer relationship management.

The open-source CRM software stores all data centrally in either mySQL or MS SQL databases allowing access to company records from any web and mobile browser. This gives your business a single view of the customers and makes it easy to navigate between leads, contacts, accounts, opportunities, and cases amongst other modules.

SugarCRM Professional further boasts detailed any-field reporting together with condition and event triggered workflows. These enable true sales force automation, marketing and campaign management, and business intelligence. Integration is easily achieved with external systems such as Pastel, QuickBooks or proprietary.

The new tagline “CRM made easy” from the latest release of SugarCRM v6 is welcomed

by Mr Neumann, MD of Intdev. “We have seen great benefits in employing SugarCRM within our own business, and thereby developed a strong proficiency in deploying managed SugarCRM solutions for our customers.”

blocks, it will consist of two office buildings and a parkade. The office buildings will have 15 storeys with eight levels of office space, three levels of combination space and four levels of basement parking. The parkade will provide 12 levels of parking space, with four basements and eight storeys above ground.

Gautrain is another major client, with Fire Control Systems installing fire hydrants along 17 km of tunnels beneath Johannesburg. At Sandton station fire sprinklers were installed in places 50 metres below the surface.

In scenic contrast the Group won a R17 million contract at one of the most beautiful locations in the soccer world - the iconic Cape Town Stadium. This included 9,000 full fire sprinkler protection to all the public areas under the concourse levels, fire hydrants, fire hose reels as well as fire pump and tank installation.

PUT OUT THE FIRES AND TAKE CONTROL OF YOUR BUSINESS WITH SUGARCRM. SugarCRM makes Customer Relationship Management exceptionally easy. SMS CONTROL to 32332 to find out more.

SMS cost of R1.00 and visit http://www.intdev.co.za for more information.

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Tyco Fire Suppression & Building Products Protecting your precious assets 80% of businesses affected by a major incident such as fire either never re-open or close within 18 months*, so if you’re responsible for improving the safety of a commercial, industrial, institutional or residential facility, get expert advice from Tyco.

We are the world’s #1 sprinkler manufacturer and supplier of water-based and special hazard fire suppression and grooved piping products, providing a complete solution to all your fire suppression and mechanical challenges.

Every year, we invest millions and countless hours in the development of new technologies , so you can be sure Tyco products are the most advanced in the marketplace.

Whether you’re protecting people, property or the environment, Tyco lets you breathe a little easier.

Tyco Fire Suppression & Building Products

Fire Control Systems (Pty) Ltd

Unit 6, Westpoint Enterprise Park, Clarence Avenue, Trafford Park, Manchester, M17 1QS, UK www.tyco-fsbp.com Tel: +44 (0)161 875 0402 Fax: +44 (0)161 875 0493 marketing@tyco-bspd.com

3001 William Nichol Drive, No2, Park Nichol Office Park, Bryanston 2021, South Africa, www.firecontrol.za For all enquiries, please quote 1035

In partnership with

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Fire Control Systems FEATURE

Fire Control Systems biggest achievement is the completion of the largest distribution warehouse in the southern hemisphere, Unilever’s R380 million Anderbolt Boksburg Facility in Gauteng, spanning 100 000sq m - the size of nine full-scale football fields. The next major project is the power station Medupi in Limpopo, which will take five years to construct.

Exacting regulations Ayerst, 38, says regulatory stringency in South Africa is exacting. “Much of it follows on from international trends, in particular from what is happening either in the UK and Europe or the US. In the mines for example, much of the system is designed to NFPA standards, the national fire protection agency in America.

“Occupational health and safety requirements are becoming quite stringent and so these days safety is becoming a key component in any project undertaking.

“This has the effect of changing things from a cost perspective as well as being a programming issue. We have external 68

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consultants who oversee the whole safety component to ensure all our workers work in a safe environment.”

Chief causes of fire? “Much the same as worldwide,” Ayerst says. “Predominantly they start late at night, with electrical shorts prominent. Fires occurring during renovations are another factor. There is also a sabotage element from time to time, for example buildings lost to striking staff setting a product alight.”

Market leaders Fire Control Systems position as market leader has been achieved by the efforts of a motivated and dedicated team. State-ofthe-art international computerised design programs, use of the latest worldwide technological developments, continual staff training and a commitment to professional customer services are keeping it one step ahead of the competition, says Ayerst.

“It’s all about being pro-active and having the energy to get things done, not letting

GAUTENG PUMPS CC anything sit and lag, and always providing the very best service to a client. If you provide a product or service with a quick turn-around time, complete on budget and in programme, you have a very satisfied client.

“We have a workforce that knows it has many opportunities to progress within the organisation. We have identified training at all levels and we do in-house training all the way from factory floor to design office to ensure our staff is at the forefront of their respective roles and disciplines.”

To enhance client communication Fire Control recently implemented SugarCRM through Intdev Internet Technologies, the first certified partner of SugarCRM in South Africa. The CRM tool reduces business-toclient communications, helps with customer retention and source new clients. “SugarCRM keeps a record of all communications, a key aspect of client retention,” says Ayerst. “It delivers a feature-rich set of business processes that enhance marketing effectiveness, drive sales performance and improve customer satisfaction.”

Intdev provides this solution in a hosted model including support, training, mobile access and daily data backups. “It gives us valuable insight into business performance, while streamlining administration and improving data management,” Ayerst says.

The open-source software solution has had obvious results. “The most obvious is that it is a better way of tracking information, which we are able to analyse and then we can extract the valuable information that helps you make clear decisions for the business on how to manoeuvre. It has been quite good from the whole analytical point of how we do business with our clients.”

Gauteng Pumps was established in 1995 and is an A.S.I.B. approved supplier and installer of fire pumps and equipment to the industry

Tel: +27 (0) 11 453 2311 Fax: +27 (0) 11 453 2311 www.gautengpumps.co.za

Jala Capital

as a Level five on the Black Empowerment scorecard. “We want to ensure opportunity, skills training and economic upliftment for all who are involved with us,” says Ayerst An all-Africa dimension is high on the Group’s strategic planning, with projects completed in Mozambique, Algeria, Angola, Botswana, Namibia, Kenya, Nigeria, Ghana, Lesotho, Swaziland, Tanzania and Zambia.

“South Africa is a mature market but there is still a lot of expansion to come, with infrastructure an obvious strong growth area,” says Ayerst. “Then we have the rest of Africa where there’s massive opportunity. Of all the South African fire companies, we have the most experience in all Africa.

“We strive to provide turnkey solutions within the programme restraints and to suit a client’s budget. And - a telling factor - we’ve been fire protection specialists since 1986”.

Fire Control Systems is now 61 percent Black-owned business following a recent deal with Jala Capital, and currently has a Broad Based Black Economic Empowerment status

For more information regarding Fire Control Systems visit www.firecontrol.co.za or www.jalacapital.co.za END www.southafricamag.com

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Fleet management

kings FleetAfrica is a leader in the fleet management and full maintenance leasing industry.

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FleetAfrica FEATURE

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FleetAfrica FEATURE

T

he benefits of outsourcing your fleet are clear and the theory simple. If something isn’t your area of expertise, then get in expert help from outside to do it, pay for what you need and avoid the costly long-term management issues of having additional in-house staff focusing on non-core business issues.

Partnering with the right service provider will lead to cost and operational efficiency gains and allow you to focus on your own areas of expertise, which, in turn, means improved business performance.

“At FleetAfrica we strive to provide our customers with customised value-based fleet management solutions. We are a one-stop solutions/ service provider, integrating all fleet logistics and related supply chain activities for all target markets/segments at Local, Provincial or National Government level, as well as in the Private sector. Our solutions are designed to be flexible and scalable, to suit our client requirements.

For instance, a client may simply require to procure a stock standard 1600cc sedan or they might need a specialised, high value piece of equipment like a Fire engine, waste compactor or ambulance to a complete total outsource of a fleet in excess of 1,000 units on a turnkey basis delivering cost efficiencies and integration into the client’s value chain,” says Kamogelo Mmutlana, CEO, FleetAfrica (Pty) Ltd. FleetAfrica is a leading provider of fleet solutions with a “reputation for market leading skills” in the management of commercial and specialised vehicle fleets. It manages a diverse range of fleets for both government and corporate clients, helping organisations to “achieve improved efficiencies, freeing up

resources and derive significant cost savings,” says Mmutlana. “Due to our experience over the last 23 years, our client base, history of performance, specialist management skills and application of advanced technology, FleetAfrica has been recognised as the number one Fleet management company in South Africa by TOP 500 Best companies’ publication for 2010.”

PERFORMING WELL Of course these are challenging times. But FleetAfrica is performing well. Revenue reported by the company, which is within the Fleet Solutions Division of JSE-listed Super Group Limited, did decrease by 5.6 percent from R1.034.4 million in 2009 to R976.4 million in 2010, partly due to interest rate reductions.

Operating profit was also down.

However, profit before taxation actually rose by 75.5 percent to R58.8 million and cash flow was exceptionally strong as well. “The business has performed well under some obviously trying conditions.

We’ve managed to successfully mitigate most of the risks and still post good results.”

Mmutlana says the returns are the result of some disciplined new operating procedures and efficiency measures introduced over the last 18-24 months. “We have had to focus primarily on our older fleets whose contract terms are due to expire, and on how to best dispose and/or leverage any potential second economic life opportunity of these assets.

We exploited these through refurbishment of specialised vehicles and sub-assets, as well as intra contract fleet exchanges, enhancing our revenue and margin opportunities, and additional cost and operating efficiencies for our clients in return.”

At Fleet Africa we strive to provide our customers with customised value-based fleet management solutions

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SPECIALISED HYDRAULIC SYSTEMS & SCISSOR LIFT MANUFACTURERS

Contact: Tel – 0027 11 894 1307 • Fax – 0027 11 918 1432 • Email – shsm@netactive.co.za

TRUCK & DIESEL REPAIRS LOGISTICAL SUPPORT

Specialists in:- Cummins Engines - Detroit Diesels - Fuller Transmissions - Eaton Final Drives Engine overhauls and rebuilds - Hydraulics Repair - Tail Hoists/Lifts - COFs & Fleet Management SALES & SERVICE AGENTS FOR SKYJACKS TAIL HOISTS/LIFTS & DFM WARRIOR TRUCKS

We Repair & Service All makes of Trucks, Trailers & LDV’s 24hr Breakdown : 0732185711 Phone: 043 7363332 Email: vsctruck@intekom.co.za

FleetAfrica FEATURE

FleetAfrica has also been working smarter, negotiating better terms with vehicle manufacturers, related suppliers and specialist body builders, for instance, and looking for alternative funding solutions. “On another level, we have had to be very vigilant on how we manage insurance and abuse of vehicles by drivers. Utilisation of smart technologies and use of telematic solutions like vehicle tracking has been invaluable. We have really focussed on applying these technologies to understand driver behaviours, engine management, geo-fencing and related vehicle management intelligence to manage deviations and proactively avoid and recover costs.”

SIGNS OF IMPROVEMENT The market is beginning to improve and all indications are that the economy has displayed signs of recovery. Consumer confidence is returning and lending is 74

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picking up. “We are seeing a swing. However, once bitten, twice shy, the saying goes.

Government and commercial sector clients are still cautious in terms of spend. But things are improving.”

FleetAfrica recently secured new contracts on two fleets of over 100 vehicles. It isn’t quite the 1,000 vehicle fleets the company usually targets, but it is progress. “Things aren’t at the level we would like,” says Mmutlana. “We would like to see a more vibrant economy, where there is much more outsourcing of vehicle fleets. Only then can we say the economy has turned.”

A typical FleetAfrica customer is a “big fleet owner” and the firm has some notable success stories, like the City of Johannesburg (CoJ). “When we took on that contract, they had approximately 7,000 vehicles with an estimated 40 percent utilisation. Through our

Industries (Pty)Ltd Tel +27 (0) 11 316 4161 Fax+27 (0) 11 316 4786

Experience Visibility Fit Thru Rainbow emergency lighting LighTbaRs siREn sysTEms sTRobE KiTs Johannesburg 011 334 5784 Cape Town 021 981 0245 info@thrurainbow.co.za

FleetAfrica FEATURE

engagement, we were able, within the first three years, to rationalise to about 4,500 vehicles and achieved improved utilisation of about 98 percent and average availability of 95 percent.”

Another success story is the R146 million per annum contract with the Eastern Cape provincial Department of Transport, which outsourced vehicle management to FleetAfrica in 2003. FleetAfrica is responsible for the management of 3,000 government vehicles. ”What is our value proposition?

One-stop shop solution, incorporating the specifying of vehicle models, procurement,

Customers value the services we offer and rely on us as a one-stop shop, getting their fleet management needs serviced in one place licensing and registration, vehicle in built programme, management of fuel, insurance, utilisation, maintenance and services, contract compliance, defleets, replacements and disposals of out of contract vehicles. Similar to the CoJ contract, fleet efficiencies in utilisation and availability were achieved with improved total cost of ownership, as well as predictable cost of service for the client.”

Economies of scale play a major role in what FleetAfrica is able to offer. “We are focused on acquiring big fleet clients similar to CoJ and Eastern Cape Provincial contract, as well as big corporate clients such as Premier foods, South African Post office, Nampak and GM,” says Mmutlana.

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Why take the highway?

Gearmax Spicer Axle, the original equipment remanufacturers, have been servicing the motor industry since 1974 focusing mainly on differential and gearbox maintenance, sales and repairs to almost all vehicles currently available in Southern Africa.

Through an advanced network of outlets with highly qualified staff and a manufacturing plant in Uitenhage we have been able to successfully position our products and services at number one nationwide.

Always insist on a Gearmax Spicer Axle one year warranted product.

Cape Town • (021) 930-6711, Port Elizabeth • (041)453-1845, East London • (043) 731-1243, George • (044) 873-3908, Johannesburg • (011) 618-1074, Pretoria • (012) 804-5666, Nelspruit • (013) 755-2360, Polokwane • (015) 297-6710, Vereeniging • (016) 421-4778, Durban • (031) 205-9393, Pietermaritzburg • (033) 345-4025, Bloemfontein • (051) 447-0081, Welkom • (057) 357-2837 Maputo • (09258) 1 40-0326, Gaborone • (09267) 391-8358, Windhoek • (09264) 61 22-6311

DEPTH AND SIZE What differentiates FleetAfrica from the rest is the sheer depth and size of its offering. It provides a variety of contract and service options including full maintenance leasing (FML), operating lease, managed maintenance and maintenance fund management, sale and leaseback solutions, mobile fleet tracking and utilisation management, customised turnkey solutions, and 24-hour assistance and support, through its state-of-the-art maintenance and customer call centres.

“Customers value the services we offer and rely on us as a one-stop shop, getting their fleet management needs serviced in one place,” says Mmutlana. “It is a tangible advantage.”

Continued service and product innovation, as well as market expansion, are underway, and expected to add to the companies growth and performance into the coming years, Mmutlana concludes. END www.southafricamag.com 77

Catch us if you can: How Triton Is Setting The Marker

Leading road transporter Triton Express is powered by advanced technology, customer-first service and a role model staff culture.

Colin Chinery talks with Joint CEO Eric Corbishley.

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Triton Express FEATURE

K

eep on Trucking. No nation has more reason to echo the title of the 70s hit than South Africa whose economy turns upon the axles of its freight transport system.

Triton Express is among the great movers: 200 trucks serving 1600 clients from bases at 10 major centres from Cape Town to Polokwane. Last year its fleet clocked 10,675,645 km throughout South Africa. This year it is likely to top 12,250,000 km.

Triton’s client range is wide and diverse, from auto manufacturers to plastics; from golf clubs to the computer sector. Major brands such as the big supermarkets are avoided. A decision made from experience or observation?

“More from observation,” says joint CEO Eric Corbishley. “Big name brands are very price sensitive and everybody’s trying to climb aboard. Our biggest client represents only 5 percent of our business.”

Corbishley took charge of the company in 1992 shortly before it almost went bankrupt after an overnight runner blew a motor. At that point there were 25 staff. Today Triton employs 765 and has a turnover of R250 million.

This massive and rising growth is powered in part by unequalled customer service and advanced technology.

Triton Express offers an overnight and 48-hour service, dependant on destination, Economy Road Freight, Same Day Express Air, and Overnight Express Air. “We are very focused on service. We’ve always believed that we should deliver a superior performance rate, and it’s not negotiable that we deliver on time. At present our service level is running at 99 percent.”

Triton has entered into service level agreements with strategic partners in each major town. “For some small rural towns, deliveries are sub-contracted, with Triton taking the consignments to our nearest hub. But overall we affect 95 percent of all deliveries ourselves. We’ve got one of the www.southafricamag.com 79

Triton Express FEATURE

most modern fleets in the country with strict replacement cycles, one of the cleanest in South Africa.”

IT investment is central to Triton’s expanding client base, with parcels scanned at the point of collection and tracked across route.

As a result both large account holders and individual customers can view the progress of their consignments by logging into a Triton website.

The recent introduction of portable scanners has further enhanced Triton’s operation and reputation.

“We are probably the only road freight company in South Africa that runs these e-mobile devices,” says Corbishley, 40. ”Installed on every one of our vehicles it means that the customer electronically signs on the screen and this comes on to our internet track and trace system within five minutes.

“It routes the driver from collection to collection and over a period of time we know the ETA from point to point and what the traffic patterns are.

“We track and trace every single consignment. And for every consignment that we fail we give a reason. We are completely transparent with our customers. They can go on to our internet business online and we can tell them exactly how many consignments we failed, why we failed them and in which areas.”

The main challenge facing the road transport sector says Eric Corbishley is the shortage and quality of drivers. “You battle to get good experienced drivers.

“The way we get around it on our long distance routes is to pay our drivers around four times the going council rate. On our local vehicles we run at about 97 percent of our authorised driving posts.”

From junior level upwards our staff are incentivised

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Triton Express FEATURE

A recurring question: why in a nation with high unemployment is it so difficult to recruit and train?

“A lot of people are uneducated and actually don’t want to work. Then again many don’t want to become drivers, and this is actually a worldwide problem. So you need to attract them by paying superior wages.”

Paradoxically another challenge comes from the opposite direction. “You have a lot of cheap operators who run 20-25 year old vehicles and compete the whole time and erode our client base. They undercut rates by half, underpay their drivers and in effect are operating illegally. There is a huge problem with policing the legal system in South Africa.”

The World Cup brought revenue and publicity to South Africa but an ensuing absenteeism threatened and in some cases damaged business efficiency.

“We had an incentive scheme from May to the end of July for our drivers and assistants where they got an extra cheque if there had been no absenteeism. But it turned out pretty OK and for the month of July we were about 8 percent down on our budgeted turnover which was fairly acceptable.”

Less acceptable is the Joburg road-tolling coming into operation next year. “This will be quite a challenge for us and it will affect our overheads by half a million a month. The toll system rates discussed are quite exorbitant.”

If unrivalled customer service and technology are reasons for Triton Express’s reputation and growth, so too is its corporate culture, with managementstaff relationships and personnel training at the core.

“We spend a significant amount on training, this financial year around R1.5

million. We try to grow everybody from within, upskilling our drivers into admin positions for example. And right throughout the company we run training courses from junior to senior management level.

“Triton is also a very young company. We have a very open door policy; anybody can come in and approach us at any time. We don’t believe in a pyramid structure.

“Senior managers are involved in backto-basics programmes, getting back to the floor, staying in touch with how the business operates, and communicating with all staff. Everyone is treated as a human. We are all on first name terms, with no ‘misters’ or ‘sirs’. We’ve got a fantastic culture.”

Financial reward is another part of this culture.

“From junior level upwards our staff are incentivised, first of all on service levels and also on profit. We are very open, so that a junior operations manager will know exactly what our financial status is and what profits we are making.

“We have share schemes for managers, and what we call an employee recognition scheme for people we want to keep but have perhaps reached their ceiling.” Over a five-year period the company sets aside a percentage of pay over and above salary.

This is also linked to company profits and paid out in years three, four and five.

“So we retain their services and it’s an incentive for them.”

Corbishley wants Triton to grow around 20 percent per annum. “This year we did a turnover of R250 million and we are hoping for R300 million the next financial year and after that probably grow at between 15 and 18 percent. “Having said that we are in a recession so nobody knows. We

Our pledge to our clients is absolute – we deliver to you both superior systems and a fantastic service

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won’t sacrifice profit, so if it means we have to grow slightly slower and retain the rates, that’s what we will do. We won’t grow for the sake of growing at the wrong rates.”

His view on the South African economy? “Well it’s a hell of a lot better than the British economy. We’ve been pretty lucky on riding on the wave of the World Cup and you are still seeing a lot of construction going on.”

Meantime that economy continues to power on its trucking, now accounting for 90 percent of South Africa’s freight movement. And Triton Express is confident of its own and distinctive role.

“Young and energetic, we are here to serve. When it comes to prompt, efficient and professional distribution of freight within all major commercial centres throughout South Africa, we are the specialists. Our pledge to our clients is absolute – we deliver to you both superior systems and a fantastic service.” END

D & H Deliveries, your specialist third party carrier in KwaZulu Natal, are proud to be associated with the success story of

TriTon ExprEss and look forward to growing with them in the future Contact Darryl Ouzman on 083 626 9701 or phone 031-7004684 for details.

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Uniglobe FEATURE

fly Come

with me

Jane Bordenave talks to the CEO of Uniglobe in South Africa, Mike Gray, about his company’s expertise in the business travel arena and how it offers increased value to its customers.

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ravel agent Uniglobe is a unique provider of specialised products for the business traveller. The South African branch of the company was established 10 years ago, while the Vancouver-based organisation has been in operation for an additional 40 years.

With a staff of 500 across sub-Saharan Africa and working on a franchise basis, it is an important employer and contributor to the local economy.

There are 50 outlets based in subSaharan Africa, including South Africa, Swaziland, Botswana, Namibia, Lesotho, Kenya, Tanzania, Uganda and Nigeria and the Regional Head Office is in Johannesburg.

The company’s route to market and marketing strategy is far from standard in the tourist industry, as CEO Mike Gray explains: “The vast majority of our clients are business travellers – around 80 percent in total. With this in mind, we do not buy advertising in the general press or TV; instead we use direct marketing, meaning our efforts are more focussed. We also make sure that we are available to our customers by stationing our franchises not in malls or high streets, but in business parks and in large office blocks.”

The 80 percent figure for business travellers is divided between those who are going abroad with diverse intentions and those who are visiting particular events. Those with diverse intentions may be governmental officials, representatives of non-governmental organisations and charities, members of large, medium and small businesses and entrepreneurs.

These customers will all be making individual trips to see individual clients, suppliers or similar and make up around 70 percent of the company’s whole business.

The remaining 10 percent goes into what Gray calls “MICCE” – Meetings In Centres, Conferences and Events, where more than one customer may be travelling to the same www.southafricamag.com 85

place for the same event, without ever having met each other. “It is the smallest individual segment of what we do, but it is one that is growing very fast,” says Gray.

As well as its expertise in business travel, the company also has a strong online presence, which makes it easier, quicker and often cheaper for customers to use Uniglobe when making international travel arrangements. This has been a significant area of investment for the organisation, giving clients better value for money and providing a ‘one-stop-shop’ for all their needs, including controlling their travel policies and procedures, as well as finding and booking their travel.

SHIFTING DESTINATIONS Customer destinations have changed over the 10-year period since the organisation was founded. “When we first started working in South Africa in 2000, nearly all our customers went to either the United Kingdom, Europe, or the US,” says Gray. “Now they are predominantly heading for the Middle East and Asia. As these economies develop more and more, there has been a definite shift from west to east in terms of travel destinations.”

It will perhaps come as a surprise that, although it is a travel agent, the recession and global economic slowdown has been good for business. By providing greater value for money, the company is able to take full advantage of people’s prudence now that

The vast majority of our clients are business travellers – around 80 percent in total

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Uniglobe FEATURE

times are harder, as Gray explains. “During the good times customers’ attitudes are more relaxed in terms of cost consciousness and value for money. They’re not as interested in squeezing every last cent of value from their dollar, which makes them less discerning and less demanding of the service or product.

Fast-forward to the recession and these sorts of things are under much greater scrutiny – even traditional loyalties don’t apply because people are so concentrated on getting better value for money. So throughout the downturn we have actually experienced a period of growth, as we have been able to develop offerings that offer greater value at a lower cost.” Further investment has been made into mid and back office support systems and shared services solutions. All 800 of the Uniglobe offices worldwide are now fully networked, which enables staff to find the best deal for customers. “Sometimes the best deals are not to be had in South Africa,” says

Gray. “You might find a much better fare, for example, in Moldavia. So this network gives us a way to find these best prices and then book them.”

TAKING OFF DOWN UNDER The company has also established itself in Australia this year, having taken over Qantas Business Travel. “It’s an interesting situation, because, while the Uniglobe name is new, in reality this is a long established Australian company. However, QBT felt that it would like to enhance its service by joining Uniglobe in order to take advantage of this mid and back office network.” says Gray.

Training is something that is of great importance to the business, and has been another area of significant investment. “We are only as good as our staff, and they in turn are only as good as their expertise,” Gray muses. One of the important steps in building this body of expertise is selecting the right

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Uniglobe FEATURE

Mike Gray, Uniglobe CEO

people to become franchisees of the company.

“One of the most important things is that the person in question really needs to have a professional selling skill and to be able to sell solutions to customers. In order to do this, the franchisee needs to understand the customers’ needs and hear what they are saying, so good communications skills are a must. Finally, they have to be able to problem solve and analyse the financial aspects.”

Once someone with these skills has been recruited, training them for the job as a franchisee is done via online training.

Gray puts forward the case for these virtual classrooms in terms of reduction of time and fiscal cost: “People just do not have the time to travel for training any more and, even if they did, taking people out of the office to train them is very expensive.So this form of training is ideal, not only for the franchisees but also for other members of staff. For permanent employees, this is backed up with

apprenticeships, on-the-job and classroom training too. “ In the future, the company has plans to extend its presence in the whole of sub-Saharan Africa. “Currently, we are mainly in the former British colonies in Africa, i.e. the countries in East and Southern Africa,” explains Gray. “We hope to have changed this by 2015, creating a bigger presence in francophone and Portuguese Africa, which will give us a footprint in every country south of the desert. We also hope to extend and improve our online presence and services even further.”

With ambitions to expand on an already impressive global reach, both physically and online, Uniglobe is setting the bar high.

But with its unique combination of market expertise in every country, a worldwide network of branches and a simple yet highly effective online presence, it is already most of the way to achieving its ambitious goals and establishing itself as the leading authority on business travel in the world. END

When we first started working in South Africa in 2000, nearly all our customers went to either the United Kingdom, Europe, or the US

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i cc D u rba n He l p i n g e T h ekw i n i F l o u r i s h

International convention centres make a huge economic contribution to both the local and national community as Jeremy Hurter, Acting CEO of the ICC Durban, explains.

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ICC Durban FEATURE

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or event organisers, persuading people to sit though daylong (and sometimes weeklong) meetings or conferences can be tough. One sure-fire way to guarantee success is to hold it somewhere beautiful or iconic, where there are ample recreational facilities – perhaps even enough so attendees might bring along the spouses and kids and wrap a family vacation around the event.

This is exactly what the International Convention Centre Durban (ICCD) has to offer. It has a whole city of recreation at its disposal and is positioned as Africa’s leading convention centre which means it is able to contribute big to the local and national community.

“The ICCD is a focal point of Durban’s business district,” says Jeremy Hurter, Acting CEO of the ICC Durban. “We are centrally located, a short distance from King Shaka International Airport, and are just minutes from world class hotels and beaches.” eThekwini, as Durban is popularly known, is a cultural goldmine. As a sightseeing location it has a lot to offer. “Durban is situated in the KwaZulu-Natal Province and is one of South Africa’s finest cities and a major tourist destination,” says Hurter. “You can enjoy the beaches, you can enjoy the wildlife, you can explore the Drakensberg Mountains and you can visit the Umgeni River valley, which is a traditional Zulu stronghold. We call Durban ‘South Africa’s first choice city’, although I’m sure that is probably a little controversial.”

What is important to note is that there is more to the ICCD than it’s location and that Durban is more than a tourist attraction. It is also an important economic centre. “ICCD is one of the most advanced conference facilities in the world in an economically important city,” says Hurter. It hosted the Commonwealth Heads of Government Meeting in 1999 and the International AIDS Conference in 2000. “Flexibility and versatility www.southafricamag.com 91

ICC Durban FEATURE

are key factors in the design of the ICCD,” he adds. “We play host to a number of different events, concerts, sporting events, conferences and meetings.”

The ICCD together with the adjacent Exhibition Centre offers 33,000sq m of flat floor space, making it the largest convention complex in the country. “The Convention Centre offers a raked Auditoria seating of 1,800 and flat floor seating of 5,000,” says Hurter. “The country’s first purpose indoor Arena offers fixed tier seating of 2,250, flat floor seating for 5,200 and a standing audience of 7,500 (10,000 people capacity altogether).” The Convention Centre and Arena can be combined offering 18,000sq m of space, Hurter adds. “Through the use of operable walls, the Convention Centre and Arena can be subdivided into over 40 configurations to suit any event requirement.”

Little wonder then that ICCD is where Africa and the world “meet, play and live”.

“The ICCD was voted Africa’s Leading Conference Centre for the 9th time by World Travel Awards and is ranked in the top 20 convention centres in the world by AIPC. And we have recently spent nearly half a billion rand in terms of further expanding our footprint.”

Our core business is and will remain conferences

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CONTRIBUTING TO GDP

Durban accounts for 15 percent of South Africa’s national output, around 14 percent of household income and something like 11 percent of national employment. Its economic growth rates are higher than the country’s average, in the region of 6.5 percent.

“International convention centres make a huge economic contribution to both the local and national community,” says Hurter.

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A recent study carried out by UCT’s Graduate School of Business, in association with Strategic Economic Solutions, revealed that in 2009 the ICCD contributed R2.3 billion to South Africa’s Gross Domestic Product (GDP). Over the financial years 2007, 2008 and 2009, the ICCD has made a cumulative contribution to GDP of over R6 billion; R1 billion to the KwaZuluNatal Gross Geographic Product; generated R717.9 million in foreign exchange; R558 million in taxes from activities associated with the ICCD and nearly R3.1 billion to indirect household income.

Despite the global economic slowdown negatively impacting businesses, the ICCD produced revenues of R127 million in 2009, performing much better than budget.

“2009 was our best ever year,” says Hurter. “Revenues were up and we performed brilliantly.”

During 2009 the ICCD hosted almost 700 events 15 of which were international conferences and nearly 200 national.

However, the economy is now catching up with it. ICCD has secured several conferences up to 2012 though. “We had a much more difficult time in the 2010 financial year, but when you look at the figures, most market segments have held their own,” Hurter says.

“The real negative effect we have experienced is on the government side.

A portion of our revenue is made up of holding government meetings and we found that government responded in a very controlled way to the economic recession and pulled back immediately with all of their meetings.

So that section suffered enormously and we lost revenue in that sector. The other sectors held their own, and we actually

International convention centres make a huge economic contribution to both the local and national community

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ICC Durban FEATURE

increased our economic impact from 2009 to the 2010 financial year by 6 percent. So we still grew our economic impact which is the important reason why we exist. Looking ahead, the market is still challenging and we are constantly working to improve our situation. We have a great team of sales and marketing people out there getting business for the centre.”

NEW REVENUE In response, ICCD has been looking for new revenue from new markets.

“We have been forced to look at getting new business and our flexibility makes that easy,” says Hurter.

A great example of this came during the World Cup, which was centre stage in South Africa. “We came up with some innovative ideas to generate revenue over this period as all conferencing was put on hold,” says Hurter. “One, very successful idea, was to cater for the South Africans who were unable to purchase tickets to the games. The ICCD screened World Cup matches on a giant high definition screen.

fast facts: King Shaka International Airport opened in May. The World Cup has boosted Durban’s profile.

In 2009 the ICCD contributed R2.3 billion to South Africa’s Gross Domestic Product (GDP).

“It was a great success and we were overwhelmed at the response to our opening event on 11 June, which saw over 1,500 people attending. The atmosphere was so electrifying that even a SA television crew moved their outside broadcast unit to the ICCD in order to make regular crossings during the South Africa v Mexico game.’’

Hurter is adamant that ICCD’s focus will remain on conferences. “Our core business is and will remain conferences. It is a question of finding the optimal balance.“Durban’s profile has undoubtedly increased with the World Cup and a possible Olympics bid will only improve matters. With King Shaka International now open, we see a bright future.” END www.southafricamag.com 95

T hink L ocally , A ct G l o ba l l y

In the arena of Energy there is now only one name to remember: Dynamic Instruments. Jan Taljaard, Managing Director and Gregory Roberts, Financial Director at Dynamic instruments speak with Erica Wark.

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Dynamic Instruments FEATURE

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ssentially, Dynamic Instruments design, construct, build and maintain the necessary infrastructures within power stations to keep energy dynamic and flowing.

With international growth on the horizon many companies can lose grasp of the concepts which made them in the first place, but not at Dynamic Instruments a company still very committed to thinking and acting locally, no matter how wide its ambition spreads around the globe.

It has been successful in South Africa because it has taken time to understand local markets and needs; primarily Dynamic Instruments identified a critical need for ongoing, affordable energy and power. It has remained competitive in the marketplace because 100 percent of what it offers comes from local content, giving the firm a competitive advantage in terms of price, and also strengthening the national economy.

This all helps to make Dynamic Instruments the perfect partner for your projects. It is a company with decades of experience, and with many feathers in its cap. Its full list of competencies include: the design, supply, manufacturing or installation of medium and low voltage switchgear and cabling, small power and lighting, control instrumentation, fire detection, CCTV, intercom systems and panel manufacturing.

Another key factor in its success is obviously the high standard of Dynamic Instruments’ work. The team at Dynamic Instruments pride themselves on finishing projects on time and within budget. This is an ethic fed from managing director Jan Taljaard who knows that “you’re only as good as your last project.” With this reputation being upheld the company has built a strong trust bond with each of its clients, and so, even if competitors are offering the same service, Dynamic Instruments find that customers are returning to them time and time again. www.southafricamag.com 97

Dynamic Instruments FEATURE

“Once National utility provider Eskom experienced working with Dynamic Instruments they too have become regular return customers,” adds Taljaard. This working relationship provides great credibility for Dynamic Instruments within the industry.

In fact, this credibility coupled with Dynamic Instruments’ fantastic service and execution of projects, means that it has experienced strong organic growth in customer base due to word of mouth recommendations within the industry. This does not mean, though, that the company rests on its laurels! Despite the vast increase in business since Taljaard founded the company in 1988 this has not altered the attention to detail or standard of Dynamic Instrument’s work. As a result of its high standards of service, quite amazingly, Dynamic Instruments has not actually embarked upon any advertising or ‘hunting’ activities, as the business just keeps on coming to them!

Think Locally, Act Globally Though Dynamic Instruments may have an international agenda, it also has a local one. All materials the company uses are locally sourced from within South Africa.

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are important business elements. With 350 employees, there is often opportunity for more numbers due to the nature of work being contractual, says Taljaard. Furthermore, this consideration of the needs and wellbeing of the local community does not stop at the doors of South Africa. If we look at a project which Dynamic Instruments carried out in Mauritius, the company already held an awareness that it wanted to offer to train local people through a core team of employees which they sent over for the project, leaving the area with not only the benefit to the business, but also to the local community. This ethos is something, which Dynamic Instruments still work to today.

On the horizon The most recent area it has received interest from is a Korean company looking for a partner to work on Power Projects in Sub-Saharan Africa. “Certainly work there is possible,” says Taljaard, and this is an ambition for Dynamic Instruments. Investigations into the projects are being undertaken at present. “To date business has been primarily focused within South Africa, however, examples of their work can also be seen at power plants in Mauritius and Angola,” Taljaard

says. In response to the international opportunity for business Dynamic Instruments is considering a significant brand redevelopment, in order that it can be recognised outside of South Africa.

New Potential Projects Dynamic Instruments is currently a prequalified bidder for the supply of electrical cabling contract for the New Kusile power plant with Eskom. The majority of the contracts it has completed for Eskom have been providing cabling, so certainly they are in a good position with Eskom knowing of their work.

“So, if you are looking for someone to undertake work of this nature then do get in touch with Dynamic Instruments; your perfect partner in energy field in South Africa, specialising in using local resources, caring for your local needs, and indeed wherever your business ambitions take you,” concludes Gregory Roberts, Financial Director. END

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M arket leading property management JHI eyes further expansion as the property management market shows signs of recovery.

JHI FEATURE

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HI is an all-round property services company. It offers investment and fund formation, valuations, facilities management and planning, propery development and management, retail management/leasing and consulting, maintenance planning, leasing and sales, residential development, and legal services, as well as tenant and occupier solutions, and public sector management consulting and advisory services. As if all that wasn’t enough, it also engages in managing retail, industrial, and commercial properties, including retail space, single and multi-tenant blocks, mini-factories, warehouses, industrial parks, shopping centres, houses, flats, and hotels.

“JHI operates in Johannesburg, Pretoria, Cape Town, Durban, Bloemfontein, Namibia, Zambia, Lesotho, Mozambique, Ghana, and Saudi Arabia,” says JHI’s CEO, Marna van der Walt, who is eager to continue to grow the company. “As an all-round property services company, we offer a wide range of services.”

A flexible commercial strategy has been the driving force behind JHI’s success for the past couple of years.

The company was formerly known as Gensec Property Services and the name was changed in 2007, following a merger between Gensec and

JHI Real Estate. It has since expanded operations beyond South Africa’s borders as van der Walt says. “We have an impressive geographical footprint. We mostly focus on retail, commercial and industrial sectors and offer a variety of services.”

JHI has approximately R41 billion of assets under management, including 1,035 buildings and 7.7 million sq m of floor space. Its portfolio of projects includes the Greenstone Shopping Centre and the PWC building, both in Johannesburg.

SIGNS OF RECOVERY So what is the current state of the industry? Well, JHI sees signs of recovery in several sectors. Indeed, since the start of 2010 the demand for commercial space for instance including retail and offices - has seen an upturn.

“The demand in retail has picked up driven by improved performance in the manufacturing sector where production has been on an upswing. This demand is from a broad crosssection of businesses,” says van der Walt.

JHI recently reported increased demand for warehousing accommodation in the Johannesburg area, as an example, mainly regarding light manufacturing, distribution and storage facilities. www.southafricamag.com 101

JHI FEATURE

The current demand is mainly in the size range from 500-1000sq m as well as for larger warehousing space up to approximately 5,000sq m and above. “The demand is from both distribution and warehousing operations as well as from those seeking to consolidate operations for increased cost effectiveness,” says van der Walt.

EASTERN PROMISE The economic slump undoubtedly affected business, but with effective strategies in place JHI has coped admirably and is looking forward to better times ahead. Yes, some projects were shelved in 2009, but this year has seen a definite upturn. “We have benefited from our diversity,” says van der Walt. “As we speak are planning to continue our expansion into Africa and increase that diversity.”

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JHI has just announced its intentions to expand its African footprint into Zimbabwe and Tanzania, while assessing business opportunities in Mauritius and Swaziland.

“We are currently exploring Asian partnerships to further our African expansions,” says van der Walt.

This is an interesting aspect and JHI is looking to ‘partner’ with international property developers when investing in new projects.

Recently, van der Walt, together with other key executives of the company, visited China on an educational tour and viewed 15 shopping complexes or malls in Hong Kong, Shanghai, Guangzhou and Beijing.

“Shopping malls in China tend to be from six to 12 storeys high, ranging in size from 120,000-300,000sq m . A good size mall is visited by at least 100,000 or more shoppers a

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day – and more on public holidays, which is extremely high when compared with South African malls,” she notes.

In the medium to longer term, the east will have a major impact on the property landscape in Africa van der Walt says. “That is why it is important to understand their property business models and view some of the work they are doing.”

TRAINING FOCUS As you can tell, JHI is a company keen on learning. This culture runs right through the organisation. With a workforce totalling more than 600 people, it has invested heavily in human resources and in-house training and continues to do so. “Training is essential when it comes to customer care, operations and operational excellence,” says van der Walt.

Part of the motivation behind training staff has been JHI’s successful implementation of South Africa’s Black Economic Empowerment initiative. JHI is 35 percent black owned and has been actively involved in the development of black owned and empowered SMMEs within the property field.

A lot of training is provided by SETA, but JHI runs a number of in-house training programmes also. “We look for people that have focus, integrity and exceptional customer services skills,” says van der Walt.

Quality not quantity is the key to its success. As its website says: “Our skills-base, technology platform and entrepreneurial spirit will support your business, from identifying opportunities, to extracting value from your property or property portfolio, to more efficient management of your projects and properties. We have a powerful range of tools at our disposal in order to participate in the management, strategy and execution of your property needs.” END C

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Ocean T aste the

Ocean Basket is one seafood restaurant where people can afford a simple, but tasty meal.

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onday 16 August was Ocean Basket’s 15th birthday. It was a real landmark and to celebrate “the special day” it decided to sell its signature dish, feesh and chips, at the same price it was in 1995 when Ocean Basket first opened its doors. “For only R10 customers could enjoy a generous portion of fish and chips,” says marketing manager Brendan Mc Ghee. “77,000 consumers made use of this remarkable, once-in-a-lifetime offer.”

According to Mc Ghee, the celebration was a great success, full of “excitement”. “It was a fantastic way of thanking our customers for all their support,” he says.

Television and newspaper ads were flighted one day before the promotion to drive up interest. Twitter and other social media sites played their part too, with news spreading like wildfire. Mc Ghee was expecting something great.

And it happened. Every one of Ocean Basket’s 133 outlets was packed to full capacity all day. Not a single empty seat could be found and nothing was left unsold.

“Ocean Basket has always been about giving back to customers. We have a philosophy of keeping customers happy and giving them a little more than they expect. It is a good way of ensuring that they come back to you.

“I promise you, had we had another 77,000 pieces of fish to sell we would have sold it,” he says of the offer pitched as ‘a slice of birthday hake on us’.

Although Ocean Basket has come a long way it has never forgotten its initial promise.

“When we first opened our doors only a privileged minority could enjoy seafood,” says Mc Ghee. “We made seafood affordable and haven’t changed our pricing strategy since day one. The key to our success is simplicity and we don’t have an overly complicated

menu. Instead we focus on a great taste and outstanding prices.”

Ocean Basket has always been, and remains, a seafood restaurant chain aimed at being affordable to customers whilst maintaining high levels of quality. “Above all, we stand for seafood quality. We stand for simple, quality seafood plus value for money and customers can enjoy delicious Mediterranean starters and main courses of superbly fresh calamari, kingklip, line fish, sole, and prawns, all served with fries, rice or salad. There are also platters and combinations like fish and calamari, prawns and calamari, or prawns and kingklip.

On top of that many Ocean Baskets have a sushi menu and a fresh fish deli and customers can order to eat in or takeaway. We have the variety of the sea.”

One thing’s for sure, Ocean Basket is a seafood restaurant where people can afford a simple but tasty meal.

For only R10 customers could enjoy a generous portion of fish and chips

Life and sole of the party Ocean Basket is still growing. In a normal year, around seven new outlets open their doors. The result is an expanding footprint.

“We can be found across South Africa and have a presence in several other African countries, as well as the Middle East and Europe,” says Mc Ghee.

The fact Ocean Basket continues to grow is remarkable, especially in the economic context of the last 18 months. However, the company saw what was happening early and developed a strategy that has not only seen it through, but has seen it expand. “We planned in terms of our key value items. We have been communicating to the market the value and entry level price points of great meals, not cheap and nasty meals. We have been doing this now for the last 18 months. It has paid fantastic dividends www.southafricamag.com 105

Ocean Basket FEATURE

“The message has been consistent in terms of our offering value for money. We have invested more in communications and advertising over this period to remain at the front of minds and we haven’t compromised on the quality and service. Our customers have rewarded us because we have seen growth in real terms over the period. We have also seen an interesting phenomenon where the top end of the market have become more value driven and are shopping down. They ordinarily wouldn’t come to our stores but now they are,” says Mc Ghee.

Although the volume of franchise enquiries has declined in recent times, the number of franchises opening hasn’t.

This is because the quality of enquires has increased according to Mc Ghee. “Whereas in the past you would have two or three people looking to take a location on which only one of them would qualify financially, now you are finding that the guys that are 106 www.southafricamag.com

interested are serious and are of the right profile in terms of who they are as individuals to operate a business like ours. So, we have definitely seen the quality increasing, and our rate of expansion has not declined in terms of number of units per annum. We have seen steady methodical growth which is good because overexpansion strains the business.

We have achieved our planned growth, which is the most important thing.”

Ocean Basket is currently looking at further growth in mainland Europe as well as other parts of the world. However, it is also keen to drive down set up costs to make it affordable to open outlets in smaller South African towns of 60-200,000 populations.

“This is a strategy that we have pursued and got some fantastic results from it,” says Mc Ghee. “To give you an example, we recently opened a restaurant in Lephalale and it is doing phenomenally, paying fantastic dividends to the franchisee.”

Suppliers of Quality Fish and Fish Products

Supapackers Fish Processors (PTY) Ltd Tel: 021 577 4777 Fax: 021 577 4999 Contact Persons : Luis Figueiredo 084 616 6600 luis@supapackers.co.za Mario Goncalves 084 611 1554 mario@supapackers.co.za

Opening in Lephalale was a wise business move. The town is a major boom area, its face being changed forever by the R125 billion Medupi Power Station Project.

Several major franchises have opened new stores the town, including Edgars, Tekkie Town and Legit. “Opportunities like this are exciting,” Mc Ghee says.

Things are clearly going very well for Ocean Basket at the moment and more expansion is just around the corner.

But no matter how big it grows, or how many outlets it opens, it will not forget it promise of ‘great tastes and outstanding prices’.

“We will always commit to that promise,” says Manny Nichas, the CEO of Ocean Basket.

According to Mc Ghee, in every Ocean Basket, no matter in the world it is, you will find the same formula for success - simplicity, value for money and quality seafood, served piping hot from the pan. END

taSte our tradition

Cremona Cheese Factory manufacturers of Italian speciality cheeses, and other quality products.

C.Cremona and SonS CheeSe FaCtory CC Tel: 011 278 4300 Fax: 011 278 4305 e mail: crecheese@mweb.co.za

A truly empowered

recruitment business Adelaide Matlejoane, CEO of Matlejoane Staffing Services, speaks with South Africa Magazine about the thrill of fulfilling her dream of establishing a truly empowered recruitment business for South Africa.

108 www.southafricamag.com

Matlejoane FEATURE

F

ounded in 1997 by Adelaide Matlejoane, Matlejoane Staffing Services is today a leading staffing solutions provider, which offers consistent service excellence. Ms. Matlejoane is one of South Africa’s true female entrepreneurs: She founded her recruitment company from scratch, starting with just two people, and is now the CEO of a powerful staff solutions provider which employs closer to 330. “I was born in Soweto and am the eldest girl of four,” she says. “Matlejoane Staffing Services is a BEE company that was established in order to represent the aspirations and dreams of people from diverse backgrounds. I saw the need to establish a company that would be truly representative of the South African culture and of the opportunities available in the new South Africa.”

This is Matlejoane Staffing Services’ beauty and it delivers on that remit; the company is a full member of APSO and the Services SETA. “In a matter of 13 years we have grown considerably and now have branches in Durban, Cape Town, Bloemfontein, Port Elizabeth and Johannesburg,” Ms. Matlejoane says. “Being a woman in a maledominated business world is not an easy way to get a business started,” she adds.

But, despite any early challenges, for Adelaide the dream to build a recruitment business that would offer excellence to corporate South Africa was one that she was determined to achieve. And she has

achieved it. “As a young Black South African woman, what we have achieved makes me proud.”

Adelaide has unrivalled recruitment knowledge and she believes the sector is a key driver for the South African economy.

Success is certainly deserved.

THE ROUTE TO SUCCESS As with any business, Matlejoane Staffing Services has had its share of ups and downs along the way.

Nevertheless, Adelaide and her team have stayed, in her words, “focused on their vision to be a leading staffing solutions provider”.

Matlejoane Staffing Services has built partnerships with several blue chip companies in South Africa and strives to place competent and highly skilled applicants across many business sectors. The company recruits across IT, retail, engineering, financial services and telecommunications.

Adelaide is of the opinion that no one thing is responsible for sustainable partnerships but rather that a series of factors form the unbreakable chain which results in renewed business and sustainability.

“These various factors include but are not restricted to: recruiting the right people, corporate governance, differentiating yourself from competitors, understanding the client’s needs, participation in youth development programmes and other Government driven initiatives,” she says.

The key differentiator that separates Matlejoane Staffing Services from our competitors is the ability to partner with clients on a personal level, developing very strong relations

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Matlejoane FEATURE

GETTING THE RIGHT PEOPLE Adelaide believes that the human resources she employs are pivotal in the success of her business. She values her staff and tends to employ individuals who have passion and drive rather than qualifications. Ms. Matlejoane lives by the mantra that you can train the skill but passion is inherent and cannot be trained. “I have found this approach to be vital in ensuring the staff that deal with clients are passionate about what they do and always strive to provide the service that exceed the expectations of clients and the kind of service that will have clients see Matlejoane Staffing Services as more of a strategic partner than a mere service provider,” she says.

Whilst passion is important, Adelaide also realises that skills development is vital to ensure a confident workforce that will have the required product knowledge to engage clients at various levels. “To this end, all staff members are encouraged to seek a formal qualification through the RPL (Recognition of Prior Learning) process,” she says. “So whilst all staff did not meet the requirements from a qualification perspective at entry into the organisation, the challenge is put to them to them to use their work experience to materialise a formal qualification in the workplace.”

Once an employee of Matlejoane Staffing Services, all staff members must attend courses that are not just in–house based but are also outsourced and facilitated by the training bodies like the SETA’s and Labournet, Adelaide explains. “Theses courses are instrumental in ensuring staff members have the required product knowledge to confidently package solutions that address the needs of clients.”

The approach of placing inherent passion ahead of teachable skills has had a profound effect on the diverse communities from where staff members come. “The positive message that resonates is that 110 www.southafricamag.com

MTN At MTN we understand that people are the backbone of our business, which is why we constantly strive to attract the best talent through top-class recruitment agencies such as Matlejoane Staffing Services. The many accolades that we have achieved over the years are a testament to our commitment to investing in quality human capital with the aim of constantly improving our business processes.

anyone willing to work hard and who is prepared to proactively take charge of their career and is willing to learn will progress within the organisation despite their formal qualification,” Adelaide says. “This cultivates a philosophy that hard work is always rewarded and that a formal qualification should never be seen as a substitute to a good work ethic and attitude.” The message is thus very clear: passion and skills combined form a solid foundation for success in any organisation.

A STRONG POSITION Matlejoane is well known for regularly contributing time and money to different organisations across South Africa most notably visiting Lebone House and donating Matlejoane blankets to the children.

Adelaide Matlejoane and her team have seen their success recognised by both their peers in the recruitment industry and the corporate sector. The company has received numerous accolades including the BPeSA award for the Best HR Service Provider in Gauteng in 2007.

Adelaide herself has been nominated and the recipient of many awards and serves as a board member of BPeSA, an Executive member of APSO and on the National Skills Authority Sub-Committee of the Department of Labour.

But it isn’t content. By the time the company celebrates its 15th birthday, Matlejoane Staffing Services would like to venture further into the African continent to countries such as Botswana.

“The challenge is to fully understand the country’s labour laws and to make sure that

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one complies with these and then to form strong partners in the industry and to grow with them. Matlejoane Staffing Services has already begun the process of diversifying their service offering to include all aspects of the HR function,” says Adelaide.

Developing lasting relationships has played a key factor in creating the success of Matlejoane Staffing Services and it continues to strive to keep these in place.

“The key differentiator that separates Matlejoane Staffing Services from our competitors is the ability to partner with clients on a personal level, developing very strong relations. Each client is individually served according to their needs and every solution is tailor made to suit the client,” Ms. Matlejoane says.

Matlejoane Staffing Services has recently signed a contract with a very large construction and mining company. It will provide not only a recruitment service but the entire HR function, including the development of HR Policies.

As well as this deal, Matlejoane Staffing Services has just recently completed two very large Response Handling assignments for two government departments.

“The project entailed the management of the entire process from inception to the final appointments of the relevant executives,” says Adelaide. “This included advertising, shortlisting, psychometric assessments, interviews and appointments.

“The future is bright,” she concludes.

“Our plans for 2011 involve diversifying further into HR services and developing the call centre we have set up.” END www.southafricamag.com 111

Capital Star Steel:

P i p i h o As part of a focus on Capital Africa Steel, which will continue over the coming months, we cast an eye over Capital Star Steel, a market leading pipe maker.

112 www.southafricamag.com

n

g t

Capital Star Steel FEATURE

B

usiness at Capital Star Steel (CSS), the Mozambican-based company that makes steel pipes for the oil and gas, water, mining and construction markets, is booming according to those that know. Its pipes are made to American Petroleum Institute (API) standards and welded using high frequency induction welding techniques. Its products are in demand. CSS has a UT testing facility and a Hydro testing facility to ensure “a quality product” and it also has a state-of-the-art coating facility, capable of making three layered polyethylene coating – little wonder then that the company is successful.

“We service large contracts for pipelines all over Africa, service the global pipe market, as well as the Southern African mining, water and construction sectors,” explains Capital Africa Steel (CAS) Director, Garnet Twigg, who has been overseeing the company’s rapid development.

CAS is the holding company of CSS, Twigg says. The group’s main activities include the manufacture and supply of steel and concrete products to the construction, civil engineering and mining industries in Southern Africa and the manufacture and supply of steel piping to the oil and gas markets to Africa and overseas markets. “Capital Star Steel forms a vital part of that,” Twigg explains.

CSS was formed as a joint venture between CAS and the Chinese company Seven Star Group in 2007. Although it is still very young, this being what Twigg calls its “first proper year”, the company is ambitious: “Our goal is to be a recognised international industry player in the steel pipe business. Many things set us apart. But significantly we have a strong team of professionals. The senior people we have got have been in the pipe industry,

most of them, in excess of 20 years so they understand the industry very well.”

As part of its licence to operate in the free trade zone, CSS has to ensure that the majority of its staff are local. “In order for that to be sensible we’ve had to train extensively because the skill levels in Mozambique are low,” says Twigg.

CSS benefits from top-class steel supply from the Far East, Russia and Africa and strong relationships, on an open market, with the likes of Mittal; it has “the latest technology in efficient pipe manufacturing” too. “We have also been busy ensuring that we have a distribution network that makes sense,” Twigg says.

“If you consider what we do, we have to be able to not just make a pipe, we have to be able to load it safely and put it on a truck going somewhere in Africa or a ship going somewhere overseas. And that has been an enormous task, just joining up the entire distribution network.”

Fortunately, the firm’s location near the Port of Maputo makes complex logistics easier to manage.

The whole rationale behind the pipe industry is that you have to be close to your customers or close to your source of supply

PIPE DREAMS CSS has set it sights on growing into the “preferred” market leader in Southern Africa and Twigg wants the firm to be known for its ability to build pipes cost-effectively. “We will work in any international country that requires ERW pipe between 219mm OD and 610mm OD. Things have progressed considerably in a short space of time. We are now in a position where actually the market in Africa is as attractive as the US. So, things are exciting.”

The company is well on its way to achieving its goals, with a world-class manufacturing facility that can produce 200,000 tons of pipe www.southafricamag.com 113

Capital Star Steel FEATURE

per annum according to Twigg. “The plant is top-class,” he says.

Indeed it is. “The CSS manufacturing plant has been commissioned using only the best in class machinery and equipment.”

PIPING SUCCESS So what has contributed to Capital Star Steel’s success? Well, there have been three major factors, says Twigg. “First, the steel price has been incredibly volatile and what that has done is serve to consolidate quite a lot of the industry. The second thing is that in the oil and gas world there have been huge advances in exploration. As part of that there are a lot of deep-water sites now off the coast of Africa, for example off the Ghanaian cost, namely the Jubilee oil fields. The recoverable reserves of that field are estimated to be more than 250,000 barrels a day and an upside potential of 1.8 billion barrels. Tullow is the major player on that and the technology to do this project didn’t exist 10 years ago, illustrating the enormous changes which mean quite a lot of new discoveries have been made in Africa.”

The third factor, says Twigg, is that there has been an increasing focus on water management. “Water management in Africa has traditionally been very poor. With the influx of people to urban areas, it is creating enormous strain on the infrastructures right across Africa. The key is water. Our product is used both in water and in oil and gas, as well as in mining and in construction. So what we are finding is we are very well positioned as a company to take advantage of the opportunities that exist.”

He says South Africa is a very big market, accounting for approximately two-thirds of all the business Capital Star Steel does in Africa. “It is a competitive area, but still very important for us,” Twigg says. “Essentially our competitors in the rest of Africa, certainly the east coast, tend to be coming from a long way away and the whole rationale behind the pipe industry is that you have to be close to your 114 www.southafricamag.com

customers or close to your source of supply.

Because of the cost of transport, we are fairly well positioned.”

A SUSTAINABLE FUTURE Despite the need for growth, Twigg says that the company is focused on building a “sustainable competitive advantage”.

CSS supports its employees, and enjoys a successful enterprise based on employee engagement. “The top priorities for CSS are to be a world-class manufacturer, be the number one pipe supplier in Africa, and to ensure sustainability, profitability and a bright future for our staff and local community,” Twigg says. “We have got targets, sales targets, we have margin targets, we have health and safety targets and we have engineered all our processes. What we now need to do is make sure what we have put together actually makes sense. What typically happens with people that have been in this sort of industry is they will lapse back into a comfortable routine whereas what we are trying to do is make sure that what we set up is better than anything that has been done before. So there is a constant re-evaluation of what we do.”

We wish them luck. END

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s u st a in Development that is

South Africa Magazine gets exclusive access to ASPASA, its 2010 report and learns more about its drive to ‘development that is sustainable’.

116 www.southafricamag.com

ASPASA FEATURE

ab l e

A

ggregate, crushed stone, sand and gravel are materials that are important for the development of a country’s infrastructure.

Many of the things we take for granted simply wouldn’t exist if these ‘basic’ materials weren’t around. In South Africa, the aggregate and sand industry is proud of the role it plays in ‘developing a nation’ and just recently contributed to what was a highly successful soccer World Cup. “Aggregate and sand helped build roads, railway lines, stadia and other structures, which made the tournament a huge success,” says ASPASA chairperson, Harley Dent. All these things, wouldn’t exist without aggregate and sand.

Aggregates, for instance, comprise 90 percent of South Africa’s roads.

But every industry needs a voice to champion, as well as regulate it. The aggregate and sand industry’s voice in South Africa is the Aggregate and Sand Producers Association of Southern Africa (ASPASA), a voluntary membership, private sector producers association.

It is a member of the Chamber of Mines, but represents those companies that are in ‘the business of producing aggregate and sand’ and is better known for ‘operating quarries, sand pits and crushing operations’. “ASPASA stands on its own, even though it is a member of the Chamber,” the association says. “The support that ASPASA gives its members is on the strategic and advisory sides of business,” it adds. “A great deal of work is put into promoting the industry and the association to the outside world, but also to ensure interaction among other companies/producers in the industry.

Consultation and co-operation within ASPASA occurs on a voluntarily basis and does not encroach on the managerial prerogative of individual companies.”

ASPASA is 20 years old this year. In fact, it marked the occasion in August. Remarkably, www.southafricamag.com 117

ASPASA FEATURE

to address issues on behalf of the industry. A number of geographically diverse associations were formed. Despite their best intentions, they were unable to successfully achieve their mandates and lacked credibility with the authorities.”

A solution, in the form of ASPASA, arrived in 1990.

“Membership to ASPASA is voluntary, with a requirement that all members to have to commit to the ASPASA Constitution, Codes of Practice, Environmental Policy, Quality and Health and Safety policies,” its 2010 report continues. “To ensure compliance, members are regularly audited against the respective policy goals and standards through participation in well established audit programmes.” To achieve the industry’s needs properly, regulation and control is required, it adds.

SOUND SUSTAINABLE DEVELOPMENT

it today has a membership that includes 130 quarries that produce about 80 percent of the country’s aggregate.

To hit you with another fact, in 2004, aggregate mining was the sixth-biggest sector within the South African mining industry. And last year, 120 to 140 million tons of aggregate was produced, according to some estimates.

“The history of the aggregate and sand quarrying industry in South Africa is a history of gradual association,” says ASPASA’s 2010 report, which, as well as highlighting the drive to ‘development that is sustainable’, serves the purpose of teaching readers about its past. “From the early years of family owned businesses geographically dispersed around the country, the growth of the industry has been paralleled by the amalgamation of these businesses into larger companies. As time passed, a need arose for a professional body 118 www.southafricamag.com

ASPASA aims to encourage the sound and sustainable economic development of the industry and of other industries closely allied to it.

However, the industry faces a number of challenges. First, procurement of a closure certificate for an opencast mine in South Africa is a difficult process and the increased cost of diesel and electricity have been pushing up the cost of aggregate and sand. Factors like these put a strain on aggregate-mining operations.

Without doubt, the mining of aggregate experienced an upswing when South Africa was announced the host of the 2010 FIFA World Cup as infrastructure around the country needed to be upgraded. However, now the competition has finished, the industry is experiencing a downturn. Factor in that aggregate and sand is not exported, and you get a clearer understanding of things.

But the industry isn’t just accepting this or lying down and is doing all it can to drive down costs. Advancements in explosives have

made the mining process cheaper and have reduced the amount of crushing needed. It has made quarries much easier to run.

“ASPASA is committed to represent a health and sustainable aggregate industry and a strong future,” ASPASA’s 2010 report says. “ASPASA is relatively young association in a relatively young democratic country,” it continues. “As such it is able to base its evolving credo, ethics, commitments and practices on a rock-solid understanding of its industry and the needs of its members, as well as the society it serves, After a long history of diversified resources, the quarrying industry in South Africa now boasts a united association that is willing and able to blast a way forward to a better future for all its internal and external stakeholders alike. Albeit young in comparison to other industries, ASPASA supports development that is sustainable through the “Triple Bottom Line” approach, in which financial, social and environmental resources are viewed as critical aspects of a business, and need to be managed judiciously to achieve continuous survival and sustainable development in support of this approach.”

We trust the nation will now continue to keep developing in a manner that is truly sustainable ASPASA launched the “About Face” and “ISHE” programmes to member quarries to promote the achievement of sustainable development in a quarrying environment.

“ASPASA is committed to contribute and cooperate within the quarry and mining industry in order to provide safety

information and systems and to ensure that no operating condition or situation can ever justify endangering the life or health of any person.

“ASPASA recognises that environmental stewardship of natural resources serves as the foundation for sustainable development.

Accordingly, ASPASA and its members commit their operation to responsible mining and rehabilitation practices, compliance and optimising the recovery of resources.”

ASPASA is also committed to BEE and wants to help create an industry that will “proudly reflect the promise of a nonracial South Africa.” This is seen as a key success factor in creating a truly sustainable aggregate sector.

Harley Dent concludes: “We trust the nation will now continue to keep developing in a manner that is truly sustainable.”

To learn more about ASPASA and to read its 2010 report in full, please visit www.aspasa.co.za. END www.southafricamag.com 119

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