Opportunity Issue 95

christoffscholtz

Quarterly journal for business and industry in South Africa

www.opportunityonline.co.za

NOV/DEC 2020 / JAN 2021 • ISSUE 95

GOVERNMENT,

LABOUR, BUSINESS

Stop, listen and hear

our laureate leaders:

PUT THE NATION’S

INTEREST FIRST

Dr Mamphela Ramphele

Busisiwe Mavuso


LEADING

THE FLEET

PROFILE

Strategically located on the West Coast of Africa in Walvis Bay, Namibia,

Namdock is a leader in the West African ship repair market and offshore oil

and gas sector, having gained global recognition for its extensive dry dock

capacities and exceptional client service – even in the face of a global pandemic.

Namdock, or EBH Namibia as it was formerly

known, was founded in 2006 as a joint venture

with the Namibian government, represented

by the Namibian Ports Authority (NAMPORT).

Latterly, a shareholding was taken by a South

African company. In 2018, the South African company

relinquished all shareholding in the former EBH Namibia

when the foreign shareholding was transferred to the

EBH Consortium, a group comprised of prominent

Namibian business leaders. As a result, the organisation

became truly Namibian, with its shareholding held

entirely by NAMPORT and the EBH Consortium.

To reflect this new reality, it was decided to rebrand the

company as Namdock, a name that truly reflects its wholly

Namibian composition. With effect from 31 August 2019,

EBH Namibia changed its name to the Namibia Drydock

and Ship Repair Company Pty Ltd (Namdock). Despite

a drop in the global oil price and its negative knock-on

effect on the offshore repair industry between 2015 and

2019, a still-volatile global oil price, and the knockon

effect of the global Covid-19 pandemic in 2020,

Namdock and its three floating docks continue to

attract local and international clients. However,

there is more to Namdock’s success than a mere

economic recovery.

service and efficiency; but also our inherently strong

relationship with our people and pride in our country,”

says Namdock’s Acting CEO Heritha Nankole Muyoba.

As such, Namdock enjoys the full support of its

majority shareholder, the Namibian Ports Authority

and, by extension, that of the Namibian government. By

reciprocation, Namdock fully supports Namibia’s Vision

2030 and the country’s sustained industrialisation drive.

The next major advantage that Namdock possesses is

that it is situated in Namibia. This country stands out on

the African continent as having a very stable political

dispensation, first-rate and efficiently functioning

infrastructure and a customs and logistics authority that

is user-friendly, corruption-free and swift in operation.

TOP DOCK FACILITIES

It is reported that while there are many ship repair

yards along the West Coast of Africa, in the main, should

a major component be needed, importing such an item

___ __

Strategically situated

in Walvis Bay, Namibia,

the company prides

itself on its on-time

delivery and track

record of consistency

and reliability, making

Namdock a trusted

brand within the

international maritime

sector. A projectorientated

company,

Namdock offers

holistic solutions to

meet all its clients’

requirements.

NAMDOCK’S STRENGTH IS LOCAL

As a nation, Namibia is fiercely proud of its

indepen-dence, and is also strongly focused

on driving economic self-sufficiency and

industrialisation. “We have therefore adopted the

slogan ‘Our Strength Is Local’, which not only

encapsulates our operational ethos of excellence,

Aerial view of Namdock’s

three floating docks.


and having it delivered to the dockside at one of these

yards could take a month or two. By contrast, Namdock,

with the support of the country’s enlightened customs and

logistics system, is able to have similar components on the

dockside within three to four days.

In fact, with three fully operating and well-maintained

floating dry docks, Namdock has the capability to repair

and maintain vessels up to a size that would include

approximately 70% of the global shipping fleet. In addition,

Namdock has reduced its average turnaround time for

ship repairs from 16 days to an extremely impressive 12-

day average.

Namdock’s own facilities include three well-maintained

floating dry docks, seven cranes as well as fully-equipped

workshops for carrying out all aspects of marine repair

and maintenance. As Namdock is part of Namport, which

oversees the port of Walvis Bay, this allows Namdock

access to secure berthing space with the quayside depth

of 12m. In addition, Namdock has access to Namport’s

synchro lift, a facility that can accommodate vessels up to

2 000 tons displacement, 80m in length and 12m in width

overall. The synchro lift area has four 80m repair quays of

8m draft which Namdock uses for alongside-pier repairs

and maintenance. The large natural anchorage at Walvis

Bay has a 14m depth.

SERVICES AND TECHNICAL SKILLS

The removal of marine growth and re-coating of ships’

hulls is a key component of Namdock’s services. This not

only preserves the value of the vessel but also, by reducing

drag in the water, lowers its operating costs.

Namdock employs highly skilled trade professionals

who are dedicated and experienced in a wide variety of

trades, from rigging, piping and coating to fabrication,

carpentry, electrical and propulsion. Namdock’s trade

professionals are well trained to international standards.

In addition to Namdock’s fully equipped workshops

where all the above services can be carried out, the

company constantly works with a range of local highly

experienced and trusted subcontractors and suppliers,

many of the latter from renowned international OEMs.

Clients can therefore access every possible ship repair

service that they might need from Namdock, conducted

in a range of extensive and well-equipped dedicated

fabrication, propulsion, mechanical, electrical, valve and

carpentry workshops, to provide repair and maintenance

services for all potential requirements.

‘SHIPSHAPE’ SAFETY

At Namdock, safety is always the prime and abiding

consideration. For this reason, safety awareness is integral

to Namdock’s management ethos, and forms part of its

day-to-day operations. As such, the company constantly

focuses on creating and enforcing safe and responsible

working conditions for all employees, suppliers and clients

through its safety processes, procedures, certifications

and ongoing training.

The Namdock team were charged with not only restoring the SKD Jaya

to seaworthy condition, but also ensuring that it was safe and fully

compliant with maritime legislation. This project involved the reactivation

of the SKD Jaya rig, a semi-submersible tender assisted drilling unit.

MARINE AND LAND-BASED DIVERSIFICATION

Namdock is currently in the process of diversifying

both in the maritime field and in the land-based heavy

engineering arena. In terms of its marine services, the

company has entered into the field of maintaining and

repairing submersibles and remotely-operated vehicles.

In terms of land-based heavy engineering, Namdock,

as Namibia’s largest engineering company, has the

facilities, design, project management and fabrication

skills to tackle projects of any magnitude.

“Marine engineering has to adhere to exceptionally

high levels of competency, and we would be pleased

to share this skill level with, for example, the coastal

mining industry in Namibia and our neighbouring

countries,” continues Nankole Muyoba.

IN CONCLUSION

“To sum up, at Namdock, we are globally competitive

while also proudly Namibian,” states Nankole Muyoba.

“Our company is a prized national asset, wholly-owned

by all-Namibian entities. With this in mind, Namdock

is sailing ‘full steam ahead’, and navigating a proactive

voyage forward which will benefit not only our valued

clients, our company and our staff, but also the people of

Walvis Bay, and Namibia as a whole,” she concludes.

___ __

Namdock is a highly

successful smart

partnership between

the Namibian

government and

the private sector

and provides the

international shipping

and local industry

with a full-house

capacity in all aspects

of ship repair and

land-based heavy

engineering.

Team work in action! Namdock's take on the popular Jerusalema dance 2020.

PROFILE


Contents

ISSUE 95 | NOV/DEC 2020 / JAN 2021

06

09

10

12

14

18

22

26

30

SACCI FOREWORD

How will South Africa survive this year?

NEWS & SNIPPETS

What has been and what’s to come

THE START OF SOMETHING BIG

If the South African gas market is to take off and thrive,

significant drilling has to take place, says the new CEO

of Petroleum Agency SA, Dr Phindili Masangane

REFINING 2021: WHO WILL BE IN THE GAME

How do oil refineries survive and sustain profitability

in a volatile market?

HEAL OUR PEOPLE, HEAL OUR LAND

Busisiwe Mavuso and Dr Mamphela Ramphele

share their perceptions on how to transform South Africa

TWO TRUTHS ABOUT AFRICA’S AGRICULTURE

Transforming the agricultural value chain is central to any progress in Africa

OPERATIONAL EXCELLENCE IN INFORMATION SECURITY MANAGEMENT

What are organisations doing to ensure that they are securing their data?

HOW TO MAKE PUBLIC TRANSPORT AN ATTRACTIVE OPTION IN YOUR CITY

Introducing the factors needed to realise public transport’s full potential

SURVIVAL STRATEGY

Forward-thinking engineering and construction companies are weathering the

Covid-19 storm by rethinking their strategic choices

10

22

14

26

2 | www.opportunityonline.co.za


LEADERS IN CHEMICAL SUPPLY

INDUSTRIAL CHEMICALS

ChemiCorp is one of the leading raw chemical suppliers

in South Africa.

MINING CHEMICALS

Chemicorp understands the urgency at which mines

operate. We ensure we have stock available at all times.

FOOD AND BEVERAGE INDUSTRY

We supply chemicals of the highest quality suitable for the

manufacture of food products for human consumption.

PAINT INDUSTRY

ChemiCorp is a one-stop-shop for all your architectural

paint manufacturers.

WATER TREATMENT CHEMICALS

ChemiCorp is well-positioned in the water treatment

business and technically geared to tailor-make solutions

to any water treatment requirements.

www.chemicorp.co.za

AGRICULTURAL PRODUCTS

Our agricultural product department is one of the most

innovative. This is mainly due to our partnership with Dagutat

Science, a biological product manufacturer.


EDITOR'S NOTE

Time for

transformation

Covid-19 has exposed just how fractured South Africa’s democracy is,

and how unequal we are as a society. We need rational, pragmatic

choices from government, labour and business, says Busisiwe

Mavuso, CEO of Business Leadership South Africa, on page 14. And

so, in this issue of Opportunity magazine, we set out to offer practical

advice in the sectors that the pandemic has impacted most on.

The conventional wisdom of vertical integration as the ideal and sustainable

model for oil refiners is being challenged. Choosing the right operating

model and the required level of integration across the value chain will be

crucial for improving margins and sustaining profitability in the volatile oil

and gas market. Read more on page 12.

If the South African gas market is to take off and thrive, significant

drilling has to take place, says the new CEO of Petroleum Agency SA, Dr

Phindili Masangane. A major discovery has been made at a site south-east

of Mossel Bay called Brulpadda. Dr Masangane says, “The recent discovery

by Total and its JV partners in Block 11B/12B (Brulpadda) is the first giant

step in that direction.”

Agricultural transformation in Africa must build social cohesion, create

beneficial continental trade, provide a platform for global exports and, most

importantly, help generate millions of jobs while pulling subsistence farmers

out of poverty (page 18). Opportunity also looks at how we can improve

public transport (page 26) and the engineering and constructions sectors

(page 30).

We all know that it is time to transform South Africa; perhaps Dr Mamphela

Ramphele’s words (page 16) offer a place of where to begin: “Covid-19 has

created an urgent imperative to transform our inequitable society into one

governed by the values of ubuntu – that would help us understand that there

is no ‘I’ without ‘We’. An ubuntu value-based society, with citizens that are

liberated from the impositions of inferiority and superiority complexes, is

urgently needed. Such a society would be driven by healthy relationships with

self, family, community and wider society. Leadership that is self-liberated

would emerge to lead the rebuilding of our broken public institutions in line

with ubuntu values and the prescriptions of our Constitution.”

www.opportunityonline.co.za

Editor: Alexis Knipe

Publishing director: Chris Whales

Managing director: Clive During

Online editor: Christoff Scholtz

Designer: Simon Lewis

Production: Lizel Olivier

Ad sales:

Venesia Fowler

Gabriel Venter

Julies Thaakirah

Tennyson Naidoo

Tahlia Wyngaard

Administration & accounts:

Charlene Steynberg

Kathy Wootton

Printing: FA Print

PUBLISHED BY

Global Africa Network Media (Pty) Ltd

Company Registration No:

2004/004982/07

Directors: Clive During, Chris Whales

Physical address: 28 Main Road,

Rondebosch 7700

Postal address: PO Box 292,

Newlands 7701

Tel: +27 21 657 6200

Fax: +27 21 674 6943

Email: info@gan.co.za

Website: www.gan.co.za

No portion of this book may be reproduced without written consent of

the copyright owner. The opinions expressed are not necessarily those of

Opportunity, nor the publisher, none of whom accept liability of any nature

arising out of, or in connection with, the contents of this book. The publishers

would like to express thanks to those who support this publication by their

submission of articles and with their advertising. All rights reserved.

4 | www.opportunityonline.co.za


TEXTILES

The beauty

of mohair

With more than 30 years of experience in the South African mohair and textile industry,

South African Mohair Industries Limited (SAMIL) Natural Fibres has a fully integrated

value chain including farming, processing, trading, yarn spinning and dyeing.

Opportunity sat down with Michael Brosnahan,

the CEO of SAMIL, to find out more about the

mohair and textile industry.

How do you view the short-, medium- and

long-term future for SAMIL and the mohair industry?

SAMIL and the mohair industry has suffered – and

continues to suffer in the short term – depressed trading

conditions due to Covid-19, but believe me, the mohair

industry is as strong and resilient as both the fibre itself

and the brave, industrious farmers who produce this

magnificent fibre.

What are the biggest challenges caused by Covid-19?

In my view, the biggest challenges caused by Covid-19

are related to ensuring the health and safety of all our

employees while endeavouring to keep our business

going. We have put in place, sadly at not too small a

cost, all the measures required to keep our people as

safe as practically possible while we continue to supply

mohair to the world.

Have any opportunities emerged from Covid-19?

There are always opportunities, if you look hard

enough. The opportunities for SAMIL came through the

lockdown, as unbelievable as that may sound. During

the lockdown, crafters and knitters globally took refuge

in their art, some of them returning to their passion due

to the extra time on their hands. The demand for hand

knitting and crochet yarns increased dramatically, with

the spin-off, please forgive the pun, being that many

of the knitters and crafters have rediscovered their

passion and now make time in their busy schedules to

continue enjoying their hobby.

What was required for SAMIL to become Responsible

Mohair Standard (RMS) certified?

SAMIL is well structured and organised, so the upgrade

to RMS certified was relatively painless. This was due

mainly to the dedication of my staff, in particular Evert

Vermeulen, the head of Mohair Tops Trading Division who

spearheaded the task team on implementation. The detail

of what is required to become certified is contained in

the RMS guidelines available from the Textile Exchange.

What value does the RMS accreditation provide for

mohair suppliers, textile manufacturers, retailers

and consumers?

The RMS accreditation is critical to all associated

with the mohair value chain. The requirement for the

certification is driven by the new environmentally

consciousness consumer, who makes purchase

decisions not only on price but moreover on their

understanding of the ethicality of the manufacturing

process. They want to know that the goods they intend

to purchase have not harmed the environment in any

way. This concern extends further to the welfare of

the people producing the items and, in our case, the

treatment of the animals who have produced the raw

material for the goods.

_____ ___ __ _ _

The requirement for

the RMS certification

is driven by the new

environmentally

consciousness consumer

___ __ __ ___ __ _ _

What are the prospects for RMS?

In my view, the RMS is not a fad, it is reality and it is

here to stay. Very soon, mohair that is not produced by

an RMS-accredited farmer will no longer be marketable.

Today’s young consumer is not prepared to purchase

goods that impact the world environment and, I am

sure, they will instil this value in their children.

___ __

Michael Brosnahan,

CEO, SAMIL

____ __

Mohair is a renewable

natural resource

that contributes to

the Karoo’s longterm

prosperity

www.opportunityonline.co.za | 5


FOREWORD

We don’t know,

what we

don’t know

How does South Africa come out of the three evils of a recession,

a ratings agency downgrade and the Covid-19 pandemic lockdown?

As we ended 2019, the business community

had laid plans for the New Year ahead, not

knowing what was coming. Covid-19 laid bare

our forecasting and plans for the road ahead.

Within months South Africa would

experience an unprecedented loss of jobs, businesses

closing and austerity measures that cut to the very bone

of economic activity.

Social distancing became a norm, wearing masks and

sanitising surfaces and hands is now a legal obligation

in public spaces. Who would have thought this was

coming just months earlier?

Over the past eight months, SACCI has witnessed the

damage within its own ranks. Our Trade Conditions

Survey, which has for many years served as a barometer

of the business community, lost some of the participants

to the severe economic climate. According to the latest

Quarterly Labour Force Survey Quarter 2 released by

Statistics South Africa on 29 September 2020, the South

African economy shed 2,2-million jobs.

Against this background, SACCI had to do something

to turn things around. We cannot rely on government to

pull the country out of this malaise so the SACCI Board

gave a directive that SACCI must filter this down to

grassroots level by implementing programmes of action

to assist our business sectors on a trajectory towards

economic growth and sustainability.

___ __ ___ __ _ _

We cannot rely on

government to pull

the country out of

this malaise so the

SACCI Board gave a

directive that SACCI

must filter this down

to grassroots level

___ __ ___ __ _ _

6 | www.opportunityonline.co.za


FOREWORD

While we know that this is no easy task ahead, SACCI

decided that it is the only way in assisting government

to bring the economy back on stream and create jobs.

The SACCI Board decided that 11 work streams

should be created. The three fundamental areas raised

in the formulation of an action plan must be centred on:

Inclusivity

Innovation

Collaboration

Significant among these action programmes are

small business, mining, construction, manufacturing

and agriculture.

The Terms of References were developed, and

support functions engineered from within SACCI’s own

membership and the SACCI team.

Leading experts from various business sectors,

institutions and academia have volunteered to give of

their time and expertise to help the country get back

on its feet.

This is a giant task but not impossible to achieve

as the commitment is solid, and the involvement has

been forthcoming as the people involved see this as

impacting at a granular level and hence they are keen

to participate.

▲ ▲ ▲

___ ___ __ _ _

The road ahead will

take us all on a path

where hard decisions

will need to be made

___ __ ___ __ _ _

The directive is that milestones

will be set and reviewed regularly

to track progress and ensure that

the various workstreams remain

on track.

The road ahead will take us all

on a path where hard decisions

will need to be made. But, with

the quality of people committed

to this project, and the gravitas

that these people carry, we are

confident that changes will be

made to stimulate the economy

and our business community will

work together with government,

labour and civil society.

These partnerships will ensure

that the country’s economy grows

from a solid platform and will be more resilient to the

shocks of the past and future. By charting a roadmap,

we will ensure a positive path, and produce gains in

the sectors affected.

SACCI further believes that this will build the

confidence in the country to the extent that investors

will review their strategies and return to South Africa

as an investment destination.

We conclude with an extension of our encouragement

to government to remain firm in its commitment to root

out and deal with corruption that has blighted our public

sector and our business community. SACCI believes

these workstreams have the opportunity to raise the

hopes of all South Africans for a brighter future and

together we can turn our economy around.

Alan Mukoki,

SACCI CEO

www.opportunityonline.co.za | 7


TRADE

Unlocking trade and transport

facilitation bottlenecks

Botswana, Namibia, South Africa and beyond.

The governments of Botswana, Namibia and

South Africa, recognising the need to eradicate

poverty and place their countries on the path

of sustainable economic development and

growth, established the Trans Kalahari Corridor

Management Committee (TKCMC). This move was

influenced by the need to achieve the transport and

trade facilitation objectives as well as deeper regional

integration as espoused in the SACU, SADC and AUDA

– NEPAD Agenda. In 2007, the Trans Kalahari Corridor

Secretariat (TKCS) was established to coordinate the

functions and decisions taken by the TKCMC. South

Africa is the current chair of the TKCMC.

The objectives of the TKCMC are to simplify crossborder

transactions and customs operations along the

Corridor; facilitate the movement of goods and persons

on the TKC by simplifying and harmonising the

requirements and controls that govern the movement of

goods and persons with a view to reducing transportation

costs and transit times; integrate the spatial, economic

and transportation planning for the contracting

parties; promote deeper integration by harmonisation

of conflicting regulations and policies of the three

countries in line with the SADC Regional Indicative

Strategic Development Plan (RISDP); integration of

trade, transport, logistics and travel systems of the three

countries with the objective of providing quality services

at minimal costs, thereby increasing competitiveness of

the SADC and SACU region.

In 2016, a new strategic plan was developed with

a goal to have the TKCMC be the leading corridor in

trade facilitation to achieve socio-economic integration

and development. The strategy is underpinned by four

pillars which are organisational efficiency; border

management; stakeholder management; and safety and

security. The strategic objectives for the TKCMC work

programme include accelerating economic integration

and development; enhancing stakeholder capacity; having

a responsive border regulatory framework; as well

as improving border infrastructure, road safety and

security along the TKC, road infrastructure, stakeholder

relations and communication infrastructure.

The TKCMC work programme is a robust trade

facilitation programme that supports effective trade

facilitation and eventually lower trading costs. The

TKCMC is cognisant of the fact that transport operators

and traders choose their routes based on the performance

of the corridor, and these performance indicators

are the distance-related operating costs; travel time;

predictability of transit; reliability of services along the

corridor; safety and security as well as the “hospitability”

of the route. These are therefore paramount for the TKC

to remain a corridor of choice and thereby achieve its

vision of being a leading corridor in trade facilitation for

socioeconomic integration and development.

Covid-19 impacted the TKCMC work programme. Most

programmes could not be executed because negotiations

could not continue as the member states’ focus was on

addressing the spread of the coronavirus. Movement

on the corridor was also affected as borders were only

open for essential goods. However, as restrictions eased

all types of cargo could move. The TKCS is optimistic

that the downward spiral in growth and volumes due to

Covid-19 by all TKCMC member states and the region

will change for the better as countries ease their Covid-19

restrictions. This recovery will be influenced by:

• Regional integration (harmonisation of conflicting

regulations. Covid-19 has exposed this problem)

• Development of regional industrial policy (accelerate

the industrialisation with a focus to improve local

production capacity within the region)

• Innovation in the facilitation of trade and SMART

corridors (less human contact is required, virtual

queuing of vehicles at the borders, pre-clearance,

cargo and vehicles)

• Linking Africa to allow Africa to trade with Africa

• African Continental Free Trade Area (AfCFTA)

• Need to build back better with private sector as the

driving force. The resilience of the private sector

• Deliberate effort to support private sector empowerment

recovery schemes (youth and women).

The TKCMC’s

objectives

are to

simplify

crossborder

transactions

and customs

operations

along the

Corridor

___ __

Leslie Mpofu,

Executive Director

8 | www.opportunityonline.co.za


BUSINESS UPDATE

BUSINESS UPDATE

News & snippets

Industry Industry insights insights from from the the past past quarter quarter

Volatility in in manufacturing

The

The

latest

latest

production

production

data

data

for

for

the

the

manufacturing

manufacturing

sector released by Statistics South Africa reflects

the

the

resilience

resilience

of

of

the

the

Metals

Metals

and

and

Engineering

Engineering (M&E)

(M&E)

cluster

cluster

of

of

sub-industries

sub-industries

on

on a

month-on-month

month-on-month basis,

basis,

says says Steel Steel and and Engineering Engineering Industries Industries Federation Federation of of

Southern Southern Africa Africa Chief Chief Economist Michael Ade. The The

figures painted a worrisome annual trend as the

recession deepened amid the pandemic. Unadjusted

recession deepened amid the pandemic. Unadjusted

manufacturing

manufacturing

production

production

decreased

decreased

on

on

an

an

annual

annual

basis

basis

by

by

10,8%

10,8%

in

in

August

August

when

when

compared

compared

with

with

August

August

2019.

2019.

The

The

largest

largest

contributors

contributors

to

to

this

this

decrease

decrease

year-on-year

year-on-year

in

in

the

the

M&E

M&E

industry

industry

were

were

the

the

motor

motor

subindustries,

which which recorded recorded -30.6%, -30.6%, followed followed by by the the

sub-

steel, metals and and machinery sub-industries at at -11.7%. -11.7%.

Supporting the DRIVING South African SOUTH aerospace, AFRICA’S defence AEROSPACE and marine INDUSTRY manufacturing sectors

The Aerospace Industry Support Initiative (AISI) is a South

African government initiative with the specific aim of improving

the competitiveness of the local aeronautics, space, defence

and marine advanced manufacturing sectors.

The AISI takes its strategic direction from government’s

objectives with a specific emphasis on industrialisation of

technology and technology-based supplier development.

The Department of Trade, Industry and Competition

(the dtic) utilises the CSIR and its position in the National

System of Innovation (NSI) as an independent, strategic

directed R&D entity to give industry access to national

expertise and infrastructure in order to improve its capabilities

and offerings.

Established in in 2006, the the AISI AISI has has supported the the South South African African

industry both directly and and indirectly through interventions

implemented by by the the following programmes:

• Technology-based Technology-Based Supplier Development

• Industry Development and Technology Support

• Marine Manufacturing, Associated Services and and Other

Manufacturing Industries

Supplier Development Programme

• Supplier Sector Strategic Development Support

Programme

Initiatives

• Sector Coordination, Strategic Promotion Support

Initiatives and Awareness

See • Coordination, page 9 of this issue Promotion for

more and information Awareness about AISI

Building PPE capacity

Owned and managed by Ntombekaya (Ntombie)

Nonxuba, Rise Uniforms is a manufacturer and

supplier of high-quality uniforms, corporate wear

and medical PPE. Based in Philippi, Cape Town,

they manufacture locally as per client specifications

and supply nationally. In operation since 2007 and

formally registered in 2010, the company has an

established track record of consistently supplying

uniforms to to well-known brands such as Pick n Pay

and and Boxer superstores.

Beyond simply meeting a product need, Rise

Uniforms is is 100% black female-owned and

employs employs 52 52 people from the township. With a

strong strong desire desire to to see see transformation in in the Philippi

area,

area,

Nonxuba

Nonxuba

deliberately

deliberately

chose

chose

this

this

location

location

for the production facility and offers a significant

number

number

of

of

employment

employment

and

and

business

business opportunities

opportunities

in

in

an

an

area

area

that

that

has

has a

staggering

staggering 38%

38%

unemployment rate. They also offer training

opportunities to groups of women. Over the years,

opportunities to groups of women. Over the years,

Rise has improved their production processes and

Rise has improved their production processes and

built their production capacity substantially.

built their production capacity substantially.

Find us on www.chemicorp.co.za


OIL AND GAS

The start of

something

Light oil and gas condensate

discoveries could be a

game-changer for South

African oil and gas

BiG

If the South African gas market is to take off and

thrive, significant drilling has to take place, says

the new CEO of Petroleum Agency SA, Dr Phindili

Masangane. A major discovery has been made at a

site south-east of Mossel Bay called Brulpadda. Dr

Masangane says, “The recent discovery by Total and its

JV partners in Block 11B/12B (Brulpadda) is the first

giant step in that direction.”

Total’s first attempt to drill the Brulpadda Prospect

in 2014 was suspended before reaching target due to

difficulties experienced by the drilling rig in the harsh

deepwater environment. After an extensive review of

the challenging surface conditions, Total contracted

the Odfjell Deepsea Stavanger semi-submersible rig to

drill the Brulpadda-1AX re-entry well commencing in

December 2018.

The Brulpadda well was drilled in approximately

1 400 metres of water by the Odfjell Deepsea Stavanger

semi-submersible rig. The well targeted two objectives

in a deep marine fan sandstone system within combined

stratigraphic/structural closure. Following the success

of the main objective, the well was deepened to a

final depth of 3 633 metres and was successful in the

Brulpadda-deep prospect.

The well encountered oil pay and a total of 57 metres

of net gas condensate pay over two Middle to Lower

Cretaceous high-quality reservoirs. Core samples were

taken in the upper reservoir, and a comprehensive

logging and sampling programme was performed over

both reservoirs. The success at both the Brulpadda

primary and secondary targets significantly de-risks

other similar prospects on Block 11B/12B.

In March and April 2019, the operator acquired 570

square kilometres of 3D seismic with the Polarcus

Asima vessel. The first phase of 3D seismic covered

the Brulpadda discovery and the Luiperd prospect. The

fully processed 3D seismic dataset validates the direct

hydrocarbon indicators and thick reservoir development

___ __

The success at

both the Brulpadda

primary and

secondary targets

significantly de-risks

other similar

prospects on

Block 11B/12B.


OIL AND GAS

at the main objective and illuminates the deep target,

confirming the large resource potential of the Paddavissie

Fairway. The 3D seismic also increases PASA’s confidence in

the sedimentological and structural interpretation and has

been integral in selecting the location for the next exploration

well on Block 11B/12B, Luiperd-1.

The joint venture partnership continues to analyse and

integrate the fully processed 3D seismic with the analysis of

the core samples and the modular formation dynamics tester

(“MDT”) samples. The core indicates a high net to gross in

the main objective with good intergranular porosity and

permeability. The pressure, volume and temperature (“PVT”)

analysis performed on the MDT samples confirmed the high

liquid yield in the main gas condensate zone of the main and

deep reservoirs.

In July 2019, the operator of Block 11B/12B, Total, executed

a multi-well drilling contract with Odfjell Drilling for the

Deepsea Stavanger semi-submersible rig, the same rig that

drilled the Brulpadda discovery in February 2019. The rig

recently mobilised to South Africa from Norway.

In May 2020, the Block 11B/12B

joint venture received the fasttrack

2D seismic dataset from

Shearwater GeoServices Holding

AS for the 7 033 linear kilometre

2D seismic programme completed

earlier in the year on Block

11B/12B, where the Company

holds an effective 4.9% interest.

Initial interpretative work has

confirmed the Kloofpadda Play

Trend, which consists of several large and encouraging leads.

The Block 11B/12B joint venture expects the fully processed

2D seismic dataset in late August 2020 and will then begin full

prospect analysis for the eastern part of the block.

In June 2020, the Block 11B/12B joint venture received the

fast-track 3D seismic dataset from Petroleum Geo-Services

ASA (“PGS”) for the 2 305 square kilometres 3D seismic

programme completed earlier in the year on Block 11B/12B.

Initial interpretive work has identified some additional leads,

including a potential northern extension to the Luiperd

prospect.

Africa Energy holds a 4.9% effective interest in the

Exploration Right for Block 11B/12B. The Company owns 49% of

the shares in Main Street 1549 Proprietary Limited, which has

a 10% participating interest in the block. Total as the operator

holds a 45% participating interest in Block 11B/12B, while

Qatar Petroleum and CNRI hold 25% and 20%, respectively.

“Further development of the discovery is highly dependent

on the success of this further drilling,” attests Dr Masangane.

“Possible development could see condensate being piped to the

PetroSA facility in Mossel Bay,” she adds, but these decisions

are ultimately up to the operator, Total, and its partners.

DR PHINDILE C MASANGANE

PHD CHEMISTRY, MBA, BSC. (MATHEMATICS & CHEMISTRY)

Dr Masangane was appointed as the CEO of the South African

upstream oil and gas regulatory authority, Petroleum Agency South

Africa, in May 2020.

Before then, Dr Masangane was an executive at the South

African state-owned energy company, CEF (SOC) Ltd, which is the

holding company of PASA. Dr Masangane was responsible for clean,

renewable and alternative energy projects. In partnership with private

companies, she led the development of energy projects including the

deal structuring, project economic modelling and financing on behalf

of the CEF Group of Companies.

Her responsibilities also include supporting the national government

in developing energy policy and regulations for diversifying the

country’s energy mix. In 2019, Dr Masangane was Head of Strategy

for the CEF Group of Companies where she led the development

of the Group’s long-term strategic plan, Vision 2040+ as well as

the Group’s gas strategy. From 2010 to 2013, Dr Masangane was

a partner and director at KPMG, responsible for the Energy Advisory

Division. In this capacity, she successfully led the capital raising of

$2-billion for the Zimbabwe power utility, ZESA/ZPC’s hydro and coal

power plants expansion programmes.

PASA has successfully attracted major explorers to South Africa

and facilitated the acquisition of many new large

seismic surveys and some exploratory drilling,

through a period affected by legislative

issues and a major oil price crash.

“PASA’s challenge is to ensure that both

international and local energy companies

see this value proposition with South Africa

and choose our country. In this low oil and

gas price environment, companies are inclined

to cut back on capital investments and we

need to partner with them to sustain the

momentum,” says Dr Masangane.

___ __ _

Dr Phindile C. Masangane


OIL AND GAS

Refining 2021: who

will be in the game?

To keep up with change, refineries will have to restructure, strategically reposition their assets, or leave

the market. With one in five oil refineries expected to cease operations over the next five years, choosing

the right operating model and level of integration will be crucial for survival and sustained profitability.

These stark prospects are among the findings of

a recent Kearney study of the global refining

market. In North America and Western Europe,

the current trend of refinery closings is expected

to continue, with one in five refining assets being

squeezed out of the market over the next five years.

Meanwhile, the boom in demand in Asia and the Middle

East will lead to substantial changes in capacity and

partnership structures.

The conventional wisdom of vertical integration as

the ideal and sustainable model for refiners is being

challenged. Choosing the right operating model and

the required level of integration across the value chain

– for each asset and each region – will be crucial for

improving margins and sustaining profitability in a

volatile market. For assets that are not financially viable,

regardless of their model, a decision about whether to

exit will need to be made early on to prevent financial

losses later in the decade.

VALUE DRIVERS IN REFINING

In the face of such rapid regional and global change,

refiners need to re-examine what creates value in their

industry to ensure they capture the most value from

their asset portfolios. The value an asset generates

depends on factors related to input, output and the

asset itself.

Value related to input factors includes crude

fungibility, trading and hedging, energy imports and

blending components. Output value relates to the choice

of product and market sectors, for example, lubricants,

petrochemicals, specialities (aviation and marine), or

fuel and energy (domestic or industrial). Asset value

relates to scale and technology, the fiscal and regulatory

(regime) environment, supply chain management and

slate flexibility.

The value derived from each barrel of oil consumed

varies from day to day and over the long term, as does

the risk to that value. Risk factors relate to supply

and demand fluctuations and arbitrage, price and

time exposure, volatility and availability, political

and regulatory instability and uncertainty, and

interdependencies along the value chain.

In such a complex and changing environment,

refiners must be confident that they are participating in

the market most productively – ensuring that a refinery

asset has both the right flexibility and the ability to

capture multiple marketing options.

OPERATING MODELS FOR REFINERS — A DIVERSE PALETTE

Four principal operating models are currently in play

in the industry, with no single model dominating. The

picture is evolving constantly, as companies adopt

models they feel are best suited to the times. The

operating models can be defined briefly as follows:

• Upstream integration. A single source of crude oil

accounts for more than 50% of the upstream integrated

refiner’s supply; the crude source can be either equity

crude or a long-term contractual arrangement.

___ __

Adapting to local or

regional conditions,

while making the most

of global synergies, is

the name of the game.

12 | www.opportunityonline.co.za


Refinery value drivers

OIL AND GAS

Input

Crude fungibility

• Local or regional

balances

• Pipeline or imports

by ship

• Multiple asset

optimisation

Trading and hedging

• Feedstock

• Products

• Currency

Energy imports

• Electricity

• Steam

Blending components

• Gasoline

• Biofuel

• Gas to liquids

Source: A.T. Kearney analysis

Asset-related

Output

Scale and technology

• World-scale or

sub-scale

• Distillation and

conversion

• Technology

Fuel and energy

• Merchant only

versus retail

• Export versus

local sales

Fiscal and

regulatory regime

• Tax

• Regulation

• Environment

Specialties

• Specialist markets

(marine, aviation,

asphalt) with

dedicate assets

• Brand equity

Supply chain

management

• Location

• Logistics infrastructure

• Working capital

optimisation

Petrochemicals

• Which value chain

•Joint venture or

sole ownership

• Export versus

local sales

State flexibility

• Dedication of

technology

• Ability to

change baskets

• Operational flexibility

Lubricants

• Base oil plant

• Blending plant

and storage

www.kearney.com

• Merchant refiner. Lacking both upstream and

downstream integration, the merchant refiner has

the flexibility to react quickly to both crude and

downstream supply opportunities and to adjust

operations or integrate into a larger logistics hub.

• Downstream integration. Dedicated marketing

channels take more than 50% of the downstream

integrated refiner’s production. These trades are

secured either through equity or long-term contracts.

• Vertical integration. Fulfilling the requirements for

upstream and downstream integrated refiners at

the same time, the vertically integrated refiner can

capture value by making the most of advantages across

the value chain.

MAXIMISING VALUE: DIFFERENT STRATEGIES

FOR DIFFERENT REGIONS

In such a diverse landscape, there is no one-size-fitsall

approach to business. Adapting to local or regional

conditions, while making the most of global synergies,

is the name of the game. The only given in this shifting

landscape is that refining excellence is imperative in all

input, output and asset-related dimensions.

Eastern European and Russian refiners are investing

in technologies and scale to overcome the limitations of

their dated structures and to pursue asset excellence.

However, infrastructure and output issues around

the still-underinvested and not yet upgraded refining

technology landscape are hindering integration with

the local market and are favouring fuels export instead.

Asia Pacific has the highest activity in terms of

numbers of refineries opened and closed, even as small,

polluting and less efficient refineries are being closed

and world-scale state-of-the-art facilities are coming

online. In this highly attractive market, international

oil majors are becoming much more involved in joint

ventures to build petrochemical plants, attracted by

relatively high economic growth in many countries.

THE ONLY CERTAINTY: A REQUIREMENT FOR EXCELLENCE

We expect further significant upscaling in global

refining, which will result in divestment and closure of

lagging assets in North America and Western Europe.

The changing global supply-and-demand situation will

push Middle East refiners to intensify their partnering

with Asia Pacific players.

Meanwhile, more refineries in Asia Pacific – especially

China and India – will integrate with petrochemical

plants, as a combined build-or-buy reverse integration.

Changes in crude availability and discounts will affect

refining capacity and profitability of some players in

the region.

Companies can respond to these changes by choosing

among different operating models and methods of

value-chain integration. Each model has its strengths

and weaknesses; for instance, the pure merchantrefining

model ranges from vulnerable to high volatility

in absolute oil price.

For new investors, integration with a competitively

positioned upstream player or a secure downstream

business will be important. Deep integration of refining

with petrochemicals can add value but comes with its

complexity and economic factors..

The only given in this shifting landscape is that

refining excellence is imperative in all input, output,

and asset-related dimensions. The market gives no-one

a free ride, and it has become more important than ever

to manage risk exposure.

___ __

The value derived

from each barrel of

oil consumed varies

from day to day

and over the long

term, as does the

risk to that value.

www.opportunityonline.co.za | 13


LAUREATE LEADERS

Heal our people,

lead our land

Busisiwe Mavuso and Dr Mamphela Ramphele

declare that national interest must be placed

first. It is time to transform South Africa.

Covid-19 has exposed just how fractured South

Africa’s democracy is and how unequal we are

as a society. We need rational, pragmatic choices

from government, labour and business, says

Busisiwe Mavuso, CEO, Business Leadership

South Africa. “If this pandemic doesn’t make us, as

leaders, carefully think about how we sustainably

start to deal with our structural economic flaws, then

I don’t know what will.” Mavuso avers the 2020 economic

outlook was bleak with a projected 0.3% economic

growth. Unemployment data recently released a recorded

2.2-million job losses in the second quarter of the

year, and that the economy shrank simultaneously by

an annualised 51%.

South Africa is hampered in its response to the

pandemic because many citizens lack access to

running water, have no money for sanitiser, and live in

overcrowded housing.

Countries that will bounce

back quickly are those

with a “diamond” economic

structure, with

an 80% middle class.

“It is the middle class

that carries the economies,

not the rich,”

articulates Mavuso.

“The biggest ticking

time bomb in this country is inequality, which

undermines social stability, and means the quest of

attaining a sustainable and conducive environment

within which business should operate will continue to

be elusive. It is for this reason that, as business, we need

to be more intentional and deliberate about the role we

play in society.

“The question we need to be asking is what now,

where to from here, and what is required from each

of the social partners in moving the country forward.

All of our efforts need to be geared towards economic

recovery, and what the country needs right now is

rational, pragmatic choices to guide our actions.”

Mavuso acknowledged that government controls the

policy environment within which all operate. “We need

the government to come up with a president-led and

cabinet-backed plan that we can all get behind with

a common issue.” Nedlac partners had presented the

president with a proposed economic recovery strategy,

and “what is required now is clear and decisive

leadership from the top”.

Businesses can choose to work with fewer people,

or with more machines, to increase productivity. “A

great deal of cost is created by regulation. Employers

spend a great deal on labour disputes that end up in

the CCMA or court, a lot of production is lost to strikes,

and many employers sit with unproductive or even

destructive staff members because it is too difficult

___ __

Countries that will

bounce back quickly

are those with a

“diamond” economic

structure, with an

80% middle class.

“It is the middle

class that carries

the economies,

not the rich,”

articulates Mavuso.

Let us agree that as a country we seem to

lack the political courage to address some

of the stringent labour regulations, and to

have an honest and frank discussion with

our labour constituents in this regard


LAUREATE LEADERS

to fire them.” An economy able to quickly replace

unproductive workers at minimal cost will be one that

employs many more workers, because on average they

will be more productive, and the all-in cost of hiring

them would be lower.

“Let us agree that as a country we seem to lack

the political courage to address some of the stringent

labour regulations, and to have a honest and frank

discussion with our labour constituents in this

regard. It is about time that labour came to the party

by working with business to preserve and create more

jobs. There needs to be serious consideration around

short time and amendment of some of the rigid labour

regulations.” [Short time is working fewer hours as an

alternative to retrenchment.]

“South Africa’s social injustice is business’ crisis

as much as it is the government’s crisis. It is our

crisis because, as a grouping that has levers to

economic power, we have a special responsibility

to work firmly towards this agenda. Let us agree,

as business, that some things are bigger than selfinterest

and the profit motive. And those are issues of

national interest that need to be elevated above all,”

Mavuso concludes.

“It cannot just be left to government to fix our

structural inequalities as a country because,

unfortunately for us, government’s failure is South

Africa’s failure. And South Africa’s failure is business’

failure. As the adage goes, show me a failed state, and

I’ll show you a failed nation.”

___ __

“Let us agree, as

business, that some

things are bigger

than self-interest and

the profit motive.

And those are issues

of national interest

that need to be

elevated above all.”

The Covid-19 crisis offers South Africans opportunities to tackle the unfinished agenda of transforming our society into a

more equitable, resilient and prosperous democracy that promotes the wellbeing of all people and our planet. This call to

action was made by academic, businesswoman and political thinker, Dr Mamphela Ramphele, co-founder of ReimagineSA.

The greatest leaders in extraordinary times in

world history are not necessarily those who had

demonstrated their capacity to lead in normal

times, asserts Dr Rhamphele. “On the contrary,

leaders who rise to the demands of extraordinary

crises tend to be those willing to take the risk to be

creative, inventive and courageous. Such leaders

succeed because they dare to break from the known

to the unknown, from the familiar to the unfamiliar,

from traditional to non-traditional ways to open up new

pathways to more promising futures.”

LEADERSHIP IN CHALLENGING TIMES

Racism, sexism and inequity “that have reared their

ugly heads with a vengeance over the past few years”

are warning signs that unless we address these legacy

issues, future generations will be hampered by the

burden of these ghosts.

Corporate South Africa can lead the charge in this

healing work as businesses return to the workplace,

says Dr Ramphele. “There is an imperative to initiate

processes of deep conversation in safe spaces between

leaders, managers and workers about how to work

together to create a new normal in the workspace.

Healing conversations have to go beyond the wounds

of the past to embrace the fragilities in work, family,

community and public life that Covid-19 has laid bare.

“Critical, responsible and accountable citizenship

is a key success factor of stable societies across the

world. We now know that where there is trust between

people in the workplace, productivity, creativity and

innovation thrive.”

LEADING THE EMERGENCE FROM POST-COVID EMERGENCY

Humanity is consuming 1.7 times the resources we

should, and the world is approaching a tipping point

on climate change. Protecting the future of human

civilisation and the wellbeing of our planet requires

dramatic interventions. These include human and

economic transformation, with a radical overhaul of

corporate governance, finance, policymaking and

energy systems towards greater transparency and

accountability. We need to address three obstacles:

• Shareholder- instead of stakeholder-driven business

• Finance used in inadequate and inappropriate ways

• Governance based on outdated economic thinking

and faulty assumptions

Enterprises need to listen to trade unions and

workers’ collectives, consumer advocates and others in

the rest of society. Corporate governance must reflect

stakeholders’ needs instead of shareholders’ whims.

Government assistance to business should be less about

subsidies, guarantees and bailouts, and more about

building partnerships. Strict requirements should be

attached to any corporate or state-owned enterprise

bailouts so that taxpayers’ money is used productively

and generates long-term public value.

“We need to reimagine and rebuild governance

systems from the local, provincial and national levels

and to strengthen critical citizenship to ensure that

we, the people, relentlessly demand accountability

in a responsible manner within the ambit of the law.

Destruction of public property in the name of public

anger and rage must end. Citizen accountability must

rest on taking ownership of these public assets and

www.opportunityonline.co.za | 15


LAUREATE LEADERS

_____ __ ___ __ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _

Leaders who rise to the demands of extraordinary

crisis tend to be those willing to take the risk

to be creative, inventive and courageous

___ __ ___ __ _ _ _ _ _ _ _ _ _ _ _ _

needs to be complemented by severe punishment for

those who continue to be destructive.”

Dr Ramphele advocates robust plans for a transition

to renewable energy, with timelines towards zero

emissions. “We have much to gain by kick-starting

our economy through accelerating investments in

enterprises that promote regenerative economic

production systems.”

South African SMMEs are largely in survival mode.

We require nimble and integrative approaches that

collapse the bureaucracy of existing organisations into

a high-impact platform to identify and significantly

invest financial and business skills support, she says.

We need to move away from GDP as a measure of

progress. “GDP is an inadequate measure given that it

largely accounts for, and values, only consumption. GDP

does not consider the ecological costs in the production

of goods and services that have a major impact on the

wellbeing of people and our planet.”

Public services should be reimagined to ensure

high-quality, sustainable solutions. “The pernicious

tender system that has turned public servants into

administrators of interminable tender processes

needs to be ended.” Social and physical infrastructure

development must be driven by skilled personnel, with

capable leaders at local, provincial and national levels

to ensure that they can negotiate value for money for all

public-private partnerships.

“We urgently need to transform and revitalise

infrastructure to kick-start our moribund economy. Wellplanned

and well-executed infrastructure development

programmes are the only guarantor of training

opportunities for the millions of young unemployed

people to become artisans and maintenance workers.”

A FAILING EDUCATION WHEN EXCELLENCE IS ATTAINABLE

Our education system is the best-resourced in Africa,

yet by all measures is among the worst performers

globally. In the 2018-2019 fiscal year, 16.5% of

government expenditure went to basic education;

overall, 20% of our national resources are spent on

basic and higher education annually, yet we have “a

hopelessly underperforming system that has failed

generations of young people since 1994”.

“It would be much cheaper to let go of all default

teachers, 50 years and older, with attractive packages.

We would then be able to hire young people from our

higher education and training system, who are assessed

to have the aptitude and commitment to become 21stcentury

teachers. In-service training of scores of young

people would enable us to reimagine and build a 21stcentury

education system.”

Dr Ramphele concludes: “Covid-19 has created an

urgent imperative to transform our inequitable society

into one governed by the values of ubuntu – that

would help us understand that there is no ‘I’ without

‘We’. An ubuntu value-based society, with citizens

that are liberated from the impositions of inferiority

and superiority complexes, is urgently needed. Such

a society would be driven by healthy relationships

with self, family, community and wider society.

Leadership that is self-liberated would emerge to

lead the rebuilding of our broken public institutions

in line with ubuntu values and the prescriptions of

our Constitution.”

___ ___

“We have much to gain

by kick-starting our

economy through

accelerating investments

in enterprises that promote

regenerative economic

production systems.”


GLOBAL TRADE

More than beer

and chocolates

Flanders, the northern Dutch-speaking region of Belgium, has a lot to offer

South African companies that want to enter the European market.

Since the Middle Ages, Flanders was a textile

region, making tapestries and clothing. The

textile sector diversified into flooring products

from carpets to wooden flooring, technical textiles

and artificial grass. Flanders is now expanding

in new areas of expertise such as smart textiles and new

materials, where for example, microchips are integrated

in the textile fabrics.

In the golden Sixties, Flanders was successful in

attracting multinational chemical companies to the port of

Antwerp. The port is an ideal gateway to the international

markets and the European hinterland. The different plants

are interconnected with pipelines and connected with

other ports (such as Zeebrugge and Amsterdam) making it

a very efficient production location. Sasol of South Africa is

present in Flanders with a distribution facility in Antwerp.

Another wave of investments in the Sixties came from

the automotive sector. Today Volvo (XC40 model) and

Audi (E-Tron model) in the Brussels region have flexible

production plants. Flanders also attracts automotive

suppliers as well as truck and coach/bus manufacturers.

Volvo trucks has the largest manufacturing plant in Ghent.

New investments also stem from the pharmaceutical

sector. The pharmaceutical development started in

1953 with Dr Paul Janssen, who founded Janssen

Pharmaceuticals in Beerse. His challenge was to merge

pharmacology and chemistry knowledge: 80 medicines

were discovered in different fields, including Opiod

(Fentanyl – pain medication), Mikonazole (Daktarin

– antifungal medication) and Loperamide (Imodium –

diarrhea medication) to name a few.

Green biotech was introduced to Flanders by the

company PGS (Plant Genetic Systems) in 1992. The

founders, Prof Mantagu and Dr Jeff Schell, were the first

to develop plants resistant to insects, pests and herbicides

by genetically engineering the plants. Many of the corn,

cotton, yellow maize and soybeans currently available in

South Africa are GM (genetically modified) crops.

Medical biotechnology (red biotech) has developed

rapidly in Flanders, mostly at the five universities and

four academic hospitals for clinical trials. More than 140

companies have been formed over the years.

In the ICT space, Flanders is one of the worldwide pioneers

in nanotechnology (chip technology) thanks to the

InterUniversity Micro Electronics Center (IMEC), linked to

the oldest university of Europe: KU Leuven. IMEC expanded

its expertise in nanotechnology and chip technology

to application domains such as healthcare, smart cities,

mobility and manufacturing, logistics and energy.

Flanders is now on the forefront of high-tech research and

the digital economy. More than 120 companies have spun

off since IMEC was established in 1986.

The food-processing sector is well-established: the

beverage sector boasts 224 breweries, 1 000 types

of beers and the largest brewing company, ABInbev.

Chocolate production is the highest in Europe, but the

region also excels in the production of frozen vegetables,

fries and bakery products.

Flanders is strategically located in

the middle of Europe, making it an ideal

location for an European Distribution Centre

(EDC). More than 250 companies (including

Nike, Bose, Black & Decker, Volvo, Mazda,

Scania, Ikea, Ingram Micro, Greenspan and

Chiquita) selected Flanders as an EDC.

South African companies should consider

Flanders as an R&D location or distribution

hub for a variety of sectors. Flanders excels

in developing the “Triple Helix’’ (company: education:

government). Building your presence in Europe reduces

your dependence on the rand, your company becomes

part of the various ecosystems and you can tap into

qualified personnel and a broad range of incentives.

www.flandersinvestmentandtrade.com

___ __

Luc Fabry

Trade and Investment

Commissioner,

Flanders Investment

& Trade

___ __

IMEC has 2 clean

rooms and is at

the forefront of

chip design and the

digital economy.

www.opportunityonline.co.za | 17


AGRICULTURE

Two truths about

Africa’s agriculture

There are two truths today about African agriculture: significant progress

has been made, and there is potential for much more.

The progress has been quite impressive.

Agricultural production is up 160% over the past

30 years, far above the global average of 100%.

Eighteen Sub-Saharan African countries have

reached the Millennium Development Goals’

first target of halving the proportion of people who

are hungry. Country-level programmes, cross-border

initiatives and pan-African groups have all played

important roles in these advances.

Yet there is vast room for improvement. Africa

remains a net importer of food, although it has 60% of

the world’s uncultivated arable land. As its population

has doubled overall and tripled in urban areas in the

past 30 years, agricultural production and food security

have struggled to keep pace. Africa is the only continent

where the absolute number of undernourished people

has increased over the past 30 years.

Africa will have a population of two-billion by 2050,

and agriculture will be central to feeding all of those

people. Agricultural transformation must build social

cohesion, create beneficial continental trade, provide

a platform for global exports and, most importantly,

help create millions of jobs while pulling subsistence

farmers out of poverty.

AFRICA’S AGRICULTURAL TRANSFORMATION AT THREE LEVELS

Transforming the agricultural value chain at three

levels – farmer, market and cluster – is central to any

progress in Africa.

FARMERS

Smallholder farmers contribute up to 80% of Sub-

Saharan Africa’s food supply, according to the UN’s

Food and Agriculture Organisation, and Africa has an

estimated 33-million smallholder farms. Increasing

their capabilities would increase Africa’s output and

help solve Africa’s poverty and malnutrition.

Farmer-level transformation should seek to increase

yields and reduce post-harvest losses. It requires

granular-level interventions that form the basis for

sustained economic and societal success. Enablement in

areas like education, infrastructure, water management

and regulation is crucial as well. Public-private

initiatives can ensure capability-building support and

the development of structures in areas like financing.

Crop-specific government initiatives in certain areas,

depending on soil and climatological specifics, could

also benefit.

These initiatives can be facilitated by a pan-African

perspective in three ways:

• Best practice sharing.

Providing a best practice clearinghouse for farmer

associations and governments.

• Support of governments

Aiding governments in skills development and

coordinating cross-country initiatives.

• Public-private partnership initiatives

Creating a first “port of call” for large corporate and

institutional investors to ensure the effectiveness

and coordination of investments.

___ __

At regional and

country levels,

government and

market actors need

to create the markets

that allow the trade of

homegrown products.

18 | www.opportunityonline.co.za


AGRICULTURE

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MARKETS

Farmers need access to markets to earn their fair share

of the profit pool in the value chain. Good markets,

in turn, provide food security for the population and

facilitate Africa’s agricultural self-sufficiency.

Making markets work is a supply chain infrastructure

and information issue. Governments and

private investors need to ensure that sufficient

roads, warehouses, processing facilities and other

infrastructure are in place to get products to

increasingly urbanising markets. Farmers need access

to information to deliver products to the markets that

offer them the best price. At regional and country

levels, government and market actors need to create the

markets that allow the trade of homegrown products.

Markets are often developed at country level, but a

pan-African strategy would include the best practice

sharing and public-private partnership support we

highlighted for the farmer level. Additionally, for

markets, removing trade barriers and inefficiencies

between countries and freeing up the traffic of

agricultural produce across Africa would significantly

boost the intra-African cross-border trade of produce.

_____ __ ___ __ _ _

Africa is a net importer

of food, although it

has 60% of the world’s

uncultivated arable land

___ __ _____ __ _ _

CLUSTERS

In this final, macro-level of transformation, Africa has

the potential to become a major agricultural player

globally, facilitating the export of its products outside

the continent. Cluster-specific initiatives typically focus

on product availability and production competence.

Dairy exports from New Zealand are one successful

example of macro-level transformation. Years ago,

the New Zealand Dairy Board created a platform for

best practice sharing among its members to improve

productivity and product quality and actively created

export markets for excess products. Some of the Dairy

Board’s activities became part of a new cooperative

called Fonterra – now one of the leading global milk

processors and dairy exporters, with roughly 22-billion

litres of milk produced annually. Fonterra also produces

more than two-million tons of dairy ingredients,

speciality ingredients and consumer products annually

95% of which is exported. This allows New Zealand to

punch above its weight in the dairy market.

Cluster-specific export initiatives like Fonterra should

be a government goal in Africa. From a pan-African

perspective, identifying sectors and coordinating

initiatives across countries are essential steps to a

transformation strategy.

A PAN-AFRICAN FRAMEWORK

Due to existing dynamics, African smallholders do not

yet benefit from best-in-class global farming practices.

They are often trapped in a vicious cycle that prevents

them from improving their productivity and income.

These farmers are, however, the fabric of African rural

societies. Their future success is crucial as Africa’s

population grows and urbanises.

Strategies are only as effective as the change they

bring about. Truly transforming African agriculture

at the farmer, market and cluster levels depends on

financing, government enablement and sustainability.

Financing will fund the improvements in the value

chain on both the micro (farmer) and macro (export)

levels. Government enablement means putting in place

the regulatory frameworks and structures that foster

a strong business environment – for example, giving

farmers title to the land they use and allowing them to

use that land as collateral for loans for investments that

can build. The development should become sustainably

effective through the close interaction of public

and private enterprises (for example, the African

Development Bank, international donors, or private

enterprises buying into the value chain).

SUCCESS FOR AFRICA’S AGRICULTURE

Governments must focus on improving the enabling

environment for local agriculture, particularly when

it comes to land rights, infrastructure, market access

and elevating women’s roles in society. Pan-African

institutions, such as the African Union, can help

develop cluster opportunities across the continent and

promote intra-African trade and best practice sharing.

The private sector can help by investing,

understanding that Africa’s potential for growth and its

untapped arable land offer huge opportunities despite

the risks. Public-private partnerships can unlock value,

as long as both sides share the onus of success.

No longer must Africa go hat-in-hand to feed its vibrant

and resourceful population. It can help its people feed

themselves, their villages, towns and countries. As scale

and quality develop, export markets from the continent

can flourish, leading increasingly not just to poverty

alleviation but wealth creation. As more inhabitants

see the promise of a better future in agriculture, many

more clusters will be developed, truly making Africa the

breadbasket that the world so desperately hungers for.

___ __

Africa has the

potential to become

a major agricultural

player globally,

facilitating the export

of its products

outside the continent.

www.opportunityonline.co.za | 19


LEGAL SERVICES

Lawful value

Noko Maimela Incorporated was established with the sole purpose of offering quality legal and multidisciplinary

advisory services to corporate and public institutions. Opportunity speaks to CEO Noko Maimela.

Clients are at the heart of Noko Maimela’s strategy and

vision. How do you provide a superior service to clients?

Throughout the period of our existence, we have

demonstrated passion, knowledge and understanding

in the areas we chose to specialise in. We always

appreciate that the most important feature of human

relations is how you treat your clients. We can adapt

to every client’s needs and give dedication to each and

every client we serve, no matter how big or small.

Our professional and technical staff is committed to

ensuring that we deliver timeously on our promises. We

treat the client’s business as if it is our own. We believe in

bringing peace of mind to our client right from the start

and we put in as much effort and skill as it takes to sort out

our client’s problems. Therefore, our services are designed

to make a success of every client’s needs. We are willing to

go the extra mile, just for you, our Valued Client.

Please tell us about skills development and mentoring

at Noko Maimela Incorporated.

Noko Maimela Inc relies on highly skilled employees

to achieve its objectives. We value and therefore

seek to develop, nurture, maximise and manage the

development of such skills and competences.

We refuse to practice tokenism in our employment

and in this regard, we believe in strengthening our staff

from within and transferring knowledge and expertise

through mentoring and skills development. In this way,

we can retain and reward talent without abandoning

our principles and fundamental values.

Noko Maimela Inc currently recruits and hires most

of its employees from rural areas around Limpopo with a

view of nurturing the skills around those areas. We will

continue to recruit from these previously disadvantaged

areas as we think it is in the best interest of our country.

What measures do you take to ensure that staff

measure up to the company’s expectations of always

providing superior service?

We strive to achieve and maintain a high level of

service quality and work performance excellence and

apply several measures to ensure that our people,

professionals and support staff comply with our

expectations of superior product and service quality.

All work produced by candidates and junior attorneys

below the level of associates is supervised, monitored and

checked by the senior attorneys/director responsible for

overseeing the work. We have a number of procedures

and policies in place, which all professional staff members

must adhere to.

Our quality assurance policy aims to ensure that

quality-related problems are identified at an early stage.

We believe that issues should be resolved proactively

rather than reactively.

For each client, we appoint a senior attorney who

is primarily responsible for the relationship between

the firm and the client. The senior attorney’s role is

to ensure service quality and that the firm meets the

client’s expectation on turnaround times and level of

service delivery, and he or she will be assisted by a

team of candidate attorneys, professional

attorneys and support staff. The senior

attorney will maintain frequent contact

with the client and is expected to hold

regular and formal client meetings to

discuss and identify any service quality

problems so that improvements can

be implemented.

Please tell us about your Corporate Social

Investment outreach programme.

CSI is an investment in the community,

to create an environment that is safe,

healthy, educated, secure and conducive

to a better lifestyle. Noko Maimela Inc is

committed to improving the livelihood of

previously disadvantaged communities

through its CSI outreach programme.

Noko Maimela’s commitment will ensure

the sustainability of many previously

disadvantaged communities. Through

this commitment we also encourage our

employees to identify charities within

their communities in need of help.

We believe in

strengthening

our staff from

within and

transferring

knowledge

and expertise

through

mentoring

and skills

development

___ __

Noko Maimela,

Founder and CEO

20 | www.opportunityonline.co.za


BEST OF BREED

As the established leader in matters relating to legal services,

Noko Maimela Incorporated is well positioned to deliver excellence

in debt collection and legal services.

Our focus is on the standardisation and implementation

of best-of-breed methodologies. Noko

Maimela Incorporated strives to maintain and

provide state-of-the-art legal services with

modern solutions.

With an entrepreneurial spirit and document-centric

expertise from traditional office technology, Noko Maimela

Incorporated has moved rigorously towards a process

mindset, and is today capable of presenting a new value

proposition built on a managed legal services model.

Among the services that Noko Maimela Incorporated

offers are the following:

• Litigation and claims (Magistrate and High Courts,

Labour Court, Land Claims Court, Supreme Court of

Appeals and Constitutional Court)

• Legal costs

• Personal injury law

• Contract management

• Commercial drafting

• Corporate legal compliance

• Municipal courts

• Alternative dispute resolution

• Employment and labour law

• Insolvency law

• Housing and land tenure laws

• Evictions and interdict

• Commercial legal services

• Debt collection

• Tracing and data cleansing

• General advisory law

MISSION STATEMENT

Through understanding our clients and meeting their

needs, Noko Maimela Inc will grow to be the leading legal

service provider and advising institution in and around

South Africa.

VISION STATEMENT

To enrich the lives of our clients by providing value and

protecting their rights and interests.

____ ___ _

VALUES

We, at Noko Maimela Incorporated, subscribe to the

following human values which have been our hallmark

throughout the period of our existence:

• Integrity in all our actions

• Commitment to our clients, our community and to

each other

• Passion for result and excellent customer services

• Growth for our employees, our customers and the

entire South African community

• Respect for the environment, and our clients

• Confidentiality in clients’ affairs

Noko Maimela Incorporated differentiates its services

through innovation by striving to deliver the following

objectives and purpose:

• Increased service productivity and efficiencies

• Reduced unnecessary costs

• Increased strategic control over instructions received

• Leveraged expertise of services

Noko Maimela Incorporated is committed to Broad-Based

Black Economic Empowerment (B-BBEE) in South Africa

and will continue to make improvements to our policy

strategy on an ongoing basis. Noko Maimela Incorporated

has been awarded a Level 1 accreditation in line with the

B-BBEE Codes of Good Practice, further demonstrating

our commitment to continue improvement and making

a visible difference in South Africa.

Noko Maimela Inc seeks to develop a diverse workforce

and achieve equality at all levels of its operations through

a holistic approach. This will incorporate effective

recruitment, promotion and succession planning, and

effective diversity management.

Noko Maimela Incorporated is 100% black-owned

and employs 29 females and 33 youths. Noko Maimela

Incorporated prides itself on being a wholly black

owned law firm that has qualified in various disciplines.

This diversity has enabled us to stand out as a multidisciplinary

institution that makes us a one-stop legal

services centre.

NOKO MAIMELA ATTORNEYS | 163 Marone Street, Burgersfort 1150 | PO Box 2041, Burgersfort 1150

Cell: 082 969 0049 | Fax: (013) 231 7481 | www.nokoattorneys.co.za | info@nokoattorneys.co.za

Our diversity

ensures we

stand out

as a multidisciplinary

institution

and a onestop

legal

services

centre

PROFILE


TECHNOLOGY

Operational excellence

in information security

management

The adage “knowledge is power” is more apt today than ever before. Information is the currency of today’s

corporations, and protecting that information is of paramount importance – a company’s reputation,

strategic relationships and competitive advantage all depend on it. What are organisations doing to ensure

that they are efficiently, yet effectively, securing their data?

Alack of clarity about how to operate efficiently

means that many companies are wasting

critical resources in lower-priority areas,

resulting in insufficient resources to do the

critical work of protecting the crown jewels of

the company – their information and intellectual capital.

The leaders in information security understand that

their most valuable information assets are the potential

value that is at risk; the nature and source of threats;

the cost of introducing measures to monitor, detect,

prevent and react to information security threats; and

how to use their resources – people, technology, time,

money – most efficiently to achieve their information

security objectives.

While information security practices are improving

across the corporate world, few companies have

implemented a model that successfully protects

them while doing so in an efficient manner. Existing

international technical standards and frameworks

are available as guidelines for managing information

security, yet most fail to address how to do so efficiently.

_____ __ ___ __ _ _ _ _ _ _ _ __

While benchmarking the competition

can help find new solutions, merely

copying other firms’ strategies

can be ineffective, since good

information security management

is driven to a large extent by a

company’s business characteristics

___ __ ___ __ _ _ _ _ _ _ _ _ _

THE GOLDEN RULES

Efficient information security requires broad, crossbusiness

collaboration that engages the whole

company. It requires teamwork, decisive leadership,

effective communication and a culture of continuous

improvement. Only then can a company mitigate the

information security risks it faces as part of its daily

business operations.

1. Protect your assets according

to the value at risk

Protecting every piece of data is cumbersome and

inherently inefficient. Rather, companies need to

classify their data based on the level of importance,

create a security architecture, and set security policies

and protection measures for each of these levels. This

___ __

While information

security practices

are improving across

the corporate world,

few companies have

implemented a model

that successfully

protects them

while doing so in an

efficient manner.

22 | www.opportunityonline.co.za


TECHNOLOGY

www.kearney.com

involves not just assessing the data type and content,

but also who has access to the data and the type of

authentication needed to view the data.

Classifying and protecting data requires an

understanding of the type and source of threats faced

by organisations. Generic attacks target almost all

company data and are commonplace, and security

measures are usually readily available for most of these

attacks. Targeted attacks, on the other hand, are geared

toward a particular organisation and often a particular

data type. Attackers in these types of events tend to put

a lot of effort into them; when successful they can have

a greater impact on the organisation.

2. Turn your information security department

into a business-focused service provider

Similar to IT service management, the information

security department can create a service catalogue

that addresses the needs of the individual business

departments and hence will be easy to understand.

The use of those services will mostly be driven by

regulations and security policies; some could even be

mandatory. A non-exhaustive list of examples includes:

• Providing a secure environment to a business

application managing strictly confidential data

• Third-party security audit

• Security consulting to business projects

• Execut i n g annual information security

management systems (ISMS) cycle: reviewing risk,

measures and implementation planning

• Securing access to public cloud-based services

• Penetration testing and business impact analysis

• Awareness campaigns and staff training

At its core, information security is an extension of

the business – and the information security department

should provide security services relevant to the

business. One way it can achieve this, is by acting as

a service integrator, combining internally provided

services with those delivered by various external

service providers. Setting up information security as a

shared services centre means that costs are allocated

based on usage, rather than being rolled into the

corporate overhead, as is common.

When these services show up in each business

department’s budget, the benefit is not only transparency

but also a more efficient use of resources. The objective

of the shared service centre is to recover the cost of

providing services through optimum service pricing.

3. Ensure buy-in from top management

If there are intermediate layers in the reporting

structure, they should improve board understanding of

information security issues and increase transparency

rather than obscure it. There are several ways

senior leadership can underscore the importance of

information security management.

4. Establish an information security

roadmap with a balanced budget

Every corporation needs to understand its current

security posture; align its information security

objectives with its business strategy, goals and value at

risk; and then establish a strong information security

strategy with a clear and shared roadmap.

This strategic roadmap and its supporting budget

should be regularly updated in response to threats and

changes in the business environment. When security

needs are expressed in financial terms, the board and

management will be more inclined to pay attention.

Creating a budget to maintain and improve

information security capabilities is no easy task. Most

information security departments operate under very

tight financial constraints. To complicate matters,

future needs are uncertain: every year there are new

threats and vulnerabilities, new technologies, and often

new regulatory requirements. Companies need to walk

the line between overspending and underspending,

within the context of their risk appetite.

Companies need to shape their budgets based on

business requirements. The chief information security

officers (CISOs) we spoke with confirmed this view. Twothirds

say their organisations make allocation decisions

based on the requirements for planned projects (bottomup

approach), while one-third said allocations are a

percentage of the IT budget (top-down approach). Most

CISOs whose organisations used a top-down approach

felt a bottom-up approach was preferable.

However, neither of these approaches incorporates all

of the costs of information security management. For

example, there are additional costs incurred by various

departments that are related to information security.

Therefore, to measure efficiency, information security

costs in each of the following budgets need to be taken

into account:

• Direct. This budget is usually directly owned by

the information security department and covers a

variety of areas, from operational activities to risk

management, governance and compliance.

• Indirect. This budget is usually owned by either the

IT department or one of the business departments.

It includes the additional costs incurred as a result

of information security policies and requirements

• Emergency. This is usually handled by senior

executives, and funds can be tapped in the event of

a breach or incident. The strategies for dealing with

emergency funds vary widely across companies;

___ __

At its core,

information security

is an extension of the

business – and the

information security

department should

provide security

services relevant

to the business.

www.opportunityonline.co.za | 23


TECHNOLOGY

while some CISOs increase the direct budget for

worst-case scenarios and shift funds based on the

needs of the businesses, others create an entirely

separate and dedicated budget for emergencies.

It is also important to separate the internal

information security budget from those covering

product-related information security. In companies

with large product divisions, these budgets are often

handled by a separate team altogether, ensuring a clear

demarcation of resources and responsibilities. Also,

in that case, each will have direct and indirect budgets.

A best-practice budget is further divided among

preparation, prevention, detection and reaction

measures, with greater emphasis placed on early

detection and mitigation versus prevention. The budget

should be updated annually – with potential mid-year

adjustments driven by unexpected events – rather

than simply projected forward, to take into account the

financial impact of past incidents and previous security

investments, as well as changes in the threat landscape

and new protection measures.

_____ __ ___ __ _ _

Human attitudes and

behaviours, which

are a reflection of the

organisational culture,

are a critical element

of corporate

information security

___ __ ___ __ _ _

5. Use stress and penetration tests periodically

Periodic stress tests, also called wargaming, are

designed to assess the potential business impact of

attacks. These tests can help companies identify the

gaps in their capabilities and can serve as the basis

for a remediation plan, including changes to policies,

technologies, or even team roles and responsibilities.

A specific way to stress-test a company’s security

infrastructure is via penetration testing, which uses

realistic attack scenarios and vulnerabilities, both

technical and non-technical. The results indicate where

investment can create an immediate impact.

6. Go beyond benchmarking your

peers: cooperate with them

The respondents in our survey agree that finding

universally accepted key performance indicators (KPIs),

common in functions such as finance and operations, is

nearly impossible in information security. In any case,

while benchmarking the competition can help find

new solutions, merely copying other firms’ strategies

can be ineffective, since good information security

management is driven to a large extent by a company’s

business characteristics.

7. Automate processes and functions

Leading companies stay ahead of the pack by using

tools that fully or partially automate security-related

functions and processes. AI, machine learning, big

data, behavioural analytics and the like are key trends

in the security solutions market.

8. Enlist your employees in the

fight against breaches

When asked about the most vulnerable aspect of

information security management in an organisation,

one banking CISO said, “The weakest part is always

human.” Human attitudes and behaviours, which are

a reflection of the organisational culture, are a critical

element of corporate information security.

To increase information security effectiveness,

mandatory training and awareness campaigns are

imperative. Vanessa Hanke, director of global security

policy and standards at SAP, said: “You can have as

many standards as you want, you can have as many

technological checks, but awareness among the

workforce remains critical.”

The goal is to create a culture where employees serve

as a source of information security intelligence and

support. Communicating about information security

policies in a way that relates directly to their work or

personal lives can significantly increase the number of

incidents reported by employees, as well as the quality

of feedback provided by the business.

___ __

To increase

information security

effectiveness,

mandatory training

and awareness

campaigns are

imperative.

24 | www.opportunityonline.co.za


ENERGY

BUSINESS

ON THE RISE

Owned and managed by Ntombekaya (Ntombie) Nonxuba, Rise Uniforms is

a manufacturer and supplier of high-quality uniforms, corporate wear

and medical PPE.

Based in Philippi, Cape Town, they manufacture

locally as per client specifications and supply

nationally. In operation since 2007 and formally

registered in 2010, the company has an

established track record of consistently supplying

uniforms to well-known brands such as Pick n Pay and

Boxer superstores.

Beyond simply meeting a product need, Rise Uniforms

is 100% black female-owned and currently employs 52

people from the township. With a strong desire to see

transformation in the Philippi area, Nonxuba deliberately

chose this location for the production facility and offers

a significant number of employment and business

opportunities in an area that has a staggering 38%

unemployment rate. They also offer training opportunities

to groups of women.

EVER-INCREASING CAPACITY

Rise Uniforms has the necessary technical expertise,

capacity and know-how to deliver on immediate

increases in volumes from the market. Having been

selected as a beneficiary of the Sanlam Enterprise and

Supplier Development Programme, which is designed to

assist companies to embark on their next growth phase,

a professional mentor was assigned to the business and

in 2017 the company increased its production plant from

154m 2 to 504m 2 to supply Boxer superstores.

Over the years, the company has improved its

production processes by investing in state-of-the-art

production machinery. In 2019 they acquired embroidery

machines, a screen-printing machine, an eyelet

buttonhole machine and other complementary machinery.

More recently the company also acquired machinery to

enable the production of medical PPE (three-ply surgical

masks). The company has the necessary capability and

capacity to accommodate additional sizeable orders and

can comfortably increase production.

Their product range includes:

• Medical supplies – PPE This includes surgical gowns, isolation

gowns, surgical masks, theatre gowns and two types of coverall.

• Golf shirts Rise Uniform’s various golf shirts and shirts

include crew-neck T-shirts, bird’s eye golfers, plain golfers and

pique knit golfers (both short and long-sleeved), V-neck T-shirts,

and Lacoste golfers.

• Bottoms The corporate wear bottoms range includes straightleg

chino pants for men and women, as well as chef pants.

• Winter wear This includes zip cardigans,

ladies’ cardigans, sleeveless jerseys and a

long-sleeve classic jersey.

• Winter jackets This range covers loose-fit

and slim-fit jackets in varying weights.

• Conti suits Rise Uniforms manufacture

conti suits as well as security shirts.

• Schoolwear This includes a short-sleeve

uniform with buttons at the front.

• Workwear This range covers nurses’

blouses, cleaners’ blouses, short-sleeve chef

jackets for men and women, aprons, lab coats

and security uniforms for men and women.

• Hooded tops In addition to hooded fleece

tops, Rise Uniforms make crew-neck fleece

tops, zip sweaters, track tops and pants and jumpsuits.

• Hooded dresses This includes hooded and sport dresses and

fleece skirts.

• Formal shirts Formal shirts are manufactured

both in short- and long-sleeved styles.

• Traditional shirts These shirts include a

contrast Chinese collar and button stand.

If its current trajectory is anything to go by,

Rise Uniforms is well on its way to achieving its

vision of being a recognised home name brand

nationally and in the rest of Africa; and attaining

its mission to be a brand of choice, being profitable

and offering high-quality products to clients.

PROFILE

www.opportunityonline.


TRANSPORT

How to make PUBLIC TRANSPORT

an attractive OPTION

in your city

Successful public transport is essential for any transport sector emissions reduction strategy.

It is a public good, delivering benefits for transport efficiency, pollution reduction, the local

economy and social inclusiveness. To make public transport an attractive and everyday choice for

residents, cities must design the service well, and overcome physical and cultural barriers.

High-quality public transport services are

reliable, frequent, fast, comfortable, accessible,

convenient, affordable, safe and serve routes

for which there is demand. This article introduces

the essential infrastructure, service

considerations, network planning and public messaging

needed to realise public transport’s full potential.

UNDERSTAND EXISTING SERVICE QUALITY

TO INFORM UPGRADE DECISIONS

The core considerations for analysis are:

• In-demand travel routes (including journeys

currently taken by car)

• Existing service frequency

• Existing service capacity

• Journey speeds

This analysis should inform decisions such as where

new bus routes should go, or how many buses should

operate on them at different times of the day. Analysis

should be ongoing to enable the public transit network

to develop alongside other changes in the city – too

often routes and services remain static.

Cities can benefit from modern technology and

software, such as GPS and automatic fare collection

systems, which make it easier and cheaper for transit

planners to harness rich data. Cities should complement

quantitative data with nuanced qualitative data about

users’ public transport experience.

RAISE REVENUES, SEEK PUBLIC AND PRIVATE INVESTMENT

AND BE PREPARED TO SUBSIDISE OPERATIONAL COSTS

In large cities, mass transit options such as metro, light

rail transit (LRT), trams and bus rapid transit (BRT) are

the most efficient and sustainable ways to move large

numbers of people across the city.

Building dedicated bus lanes for BRT and

improvements to bus service frequency can usually be

implemented relatively quickly and cheaply, compared

to other forms of mass transit. However, large physical

infrastructure projects – particularly rail and metro

– are expensive, politically complex and usually take

many years to be planned, financed and implemented.

Therefore, mass transit needs to be integrated into longterm

transport and urban development strategies.

By clearly laying out a programme of intended future

transit investments, cities can build political coalitions

behind projects, coordinate the multiple parties involved

in planning and delivering them, and make it easier to

secure financing from both government or private sources.

THE MAIN FINANCING OPTIONS ARE: [1]

• Public finance. Cities will usually require a combination

of national, state and local funding sources

to build public transit infrastructure. This includes

municipal bonds or loans, for example. Loans and

grants from national banks help to mobilise investment

capital and improve the bankability of largescale

projects.

___ __

The Gautrain is a

world-class rail

transport facility

serving commuters

in Gauteng.

26 | www.opportunityonline.co.za


TRANSPORT

C40 Knowledge Hub

• Public subsidy. This is nearly always required to

cover operational costs. The notion that a successful

public transport system fully pays for itself through

passenger fare revenues is a common myth. The

fare and level of subsidy is a political decision;

to set the fare, transit agencies need to calculate

the actual cost of transporting a single passenger,

and then incorporate social equity goals and

other considerations. The required subsidy is the

difference between the two. The fare set and the

level of subsidy agreed or requested should enable

the city to improve transport service quality rather

than simply maintain current levels of service. [2]

• Raised revenue. For example, from fares, road

pricing, transport taxes, parking fees, land-value

capture and other transport-related policy.

• Private investment. This includes public-private

partnerships and bonds.

• Multilateral development banks. Developing

country cities may be able to obtain financing

support from multilateral development banks.

Each of these instruments has many advantages

and disadvantages, and their feasibility varies

depending on the project type and local political and

financial context.

TAKE A WHOLE-NETWORK APPROACH TO

PUBLIC TRANSPORT PLANNING

Promoting a whole-network, intermodal approach to

physical transit planning, fares and operations includes:

• Physical planning. Bus and metro routes, as well

as walking and cycling infrastructure, should be

planned to intersect each other so that passengers

can easily move from one mode to another to

complete their journeys.

• Integrated fares. Payment systems should be

integrated so that passengers only pay once for

trips that include multiple public transit modes.

Smart ticketing systems automatically adjust

the fare that is charged to take into account each

passenger’s specific journey and travel frequency.

• Integrated operations. Ideally, a single agency

should be responsible for managing all public

transport systems in the city. This allows for

seamless intermodal integration and timetabling,

smart ticketing and single apps for users to find

information. London is a good example of this:

Transport for London is responsible, either directly

or through licences and franchises, for managing

London’s metro, bus and tram (DLR and Tramlink)

systems, city-wide cycling infrastructure, taxis

and water buses, in addition to London’s Major

Road Network (most smaller roads are managed

by Borough councils).

IMPROVE THE BUS TRANSIT EXPERIENCE THROUGH

RELIABLE AND EASY-TO-USE SERVICES

In many cities, bus networks are inefficient, overlapping,

irregular, have hard-to-read route maps, unbalanced

coverage of the city and differing operating hours.

This is often due to their organic historical expansion.

Nevertheless, these systems are widely used and hold

huge potential. Cities such as Seattle, Houston, Barcelona

and São Paulo have successfully invested in redesigning

their networks and improving service standards by:

• Optimising bus routes to minimise overlap

and ensure coverage across the city in line

with demand. Houston, in the United States, respecified

their service after the LRT was put in

place to reduce overlapping of these services and

to ensure transit coverage in other areas of the city.

This resulted in a 7% increase in ridership.

• Designing an intuitive network and easy-toread

bus map. Since 2010, Barcelona in Spain

has maximised the design value of its grid-based

road network to incrementally implement a

bus network with vertical North-South routes,

horizontal East-West routes and diagonal routes –

an intuitive design that makes it easy and practical

for citizens to use.

• Providing high-frequency, reliable services.

The bus network can be divided into main routes

and local routes, with different frequencies.

Bus routes on main city arteries and roads used

for longer distance travel will require frequent

service, at least every 15 minutes. This is the

minimum frequency at which the service is usually

considered good enough for travellers to turn up

without consulting a schedule. On local routes, a

___ __

Automated ticketing

is a key component of

a modern commuter

transport system.

RAPID RESPONSE TO COMMUTER NEEDS

The South African National Department of Transport has implemented

a Bus Rapid Transport Strategy to ensure swift movement of large

numbers of people between parts of a city in a quick and safer way.

Twelve municipalities were selected to participate in the programme

to introduce to tackle transport challenges in major cities, including

the Rustenburg Rapid Transport system in Rustenburg in North West

Province and Leeto la Polokwane in Polokwane, Limpopo.


TRANSPORT

less frequent service may be sufficient, depending on demand

and provided that the service operates punctually according to

the timetable. São Paulo has implemented this dual-frequency

network timetable for the night shift, increasing night time

ridership by over 70%.

• Building regular bus stops for easy access. In Barcelona,

the maximum distance between transit stops in the new bus

network is 350m. In Seattle, the bus network upgrade plan will

increase the percentage of households within 800m of frequent

transit routes from 43% in 2015, to 73% by 2040.

______ __ ___ __ _ _

In large cities, mass transit

options such as metro, light

rail transit, trams and bus

rapid transit are the most

efficient and sustainable

ways to move large numbers

of people across the city

___ __ ___ __ _ _ _ _

REALLOCATE ROAD SPACE TO BUILD PUBLIC TRANSPORT INFRASTRUCTURE

Most cities’ streets are designed for private vehicles first. This spatial

bias must be rebalanced for public transport to deliver the reliable,

high-frequency service necessary to become a viable alternative.

Reclaiming road space for public transport can be quick, low-cost

and incrementally implemented, but must be part of a long-term,

holistic process. This process includes:

• Allocation of street space for street-level mass transit options,

particularly BRT and LRT. Both typically require dedicated

corridors and lanes.

• Improved bus shelters, upgraded transit terminals and space

surrounding those terminals, ensuring a comfortable transit

experience from journey start to end, including in waiting areas.

IMPROVE GOVERNANCE OF INFORMAL TRANSPORT SYSTEMS

In many Global South cities, a large volume of passenger traffic is

often handled by the informal public transport sector (paratransit).

The vehicles are usually small – minibuses or converted vans –

privately-owned and with little regulation.

In these cities, alongside improving the city’s main bus system,

transit agencies should seek to organise and improve regulation of

privately-owned transit industry. Agencies can establish vehicle

REFERENCES

[1] Financing Sustainable Cities Initiative (no date) Bus Rapid Transit:

Reliable, convenient and efficient public transit. Available at:

http://financingsustainablecities.org/ [Accessed 26 February 2019].

[2] World Resources Institute India Ross Center (no date) Bus Karo 2.0

– Case Studies from India, Chapter 8.3 Public Transport Subsidies

[3] Sustainable Transport Award (2019) Winners

and service standards on procurement renewals, or establish new

formal public-private contracts. The Rea Vaya bus rapid transport in

Johannesburg, South Africa, is an example of this approach.

IMPROVE LOCAL AIR POLLUTION BY SHIFTING TO ZERO-EMISSION BUSES

Travel using diesel bus exposes riders to high levels of air pollution. [5]

Renewing outdated and polluting bus fleets by shifting to electric

buses reduces air pollution exposure for bus riders and on the

city’s streets while providing a more modern and comfortable

bus experience.

DELIVER EFFECTIVE MARKETING CAMPAIGNS TO

BREAK DOWN CULTURAL BARRIERS

Transit agencies must work to overcome the common cultural

barriers that discourage people from choosing public transport.

These will differ between cities but include ideas that public

transport is “only” for low-income people, or that it isn’t fashionable.

Car manufactures and new private car-hire companies advertise

their products and services using slick and intelligent public

relations campaigns. Public transit agencies should do the same to

improve the public image of their services, and increase ridership

numbers and fare revenues. Marketing campaigns should highlight

positive personal stories of how individuals have benefited by

using public transit. They should also be aligned with a compelling

branding strategy that gives the public transit system a clear and

attractive public identity.

MAKE USE OF NEW TECHNOLOGIES AND APPS

Transit agencies can make use of new technologies, such as

smartphone applications, to make their services more fashionable

and easier to use. At the same time, it will improve data collection,

user perception of the service and reduce operational costs. For

instance, Dar es Salaam’s DAR City Navigator app provides users

with real-time information on multiple transit modes, allowing

travellers to plan journeys rather than simply hoping for the best

when they set out for work. Bogotá’s Safetipin app, meanwhile,

allows women to rate their perception of personal safety on the

transit system. This geo-referenced data will then be used by the city

to design and prioritise interventions to improve the transit system

and other public spaces. [6]

Cities can partner with the private sector to develop these

services. The Citymapper app, for example, operates in 39 cities

globally and uses mobile and open transport data to help locals and

visitors navigate public transport systems.

Attractive public transport is the backbone of transit-oriented

development and an essential component of cities’ efforts to drive a

modal shift away from private vehicle use.

[4] Deutsche Gesellschaft fur Internationale

Zusammenarbeit (2011) Negotiating the deal to enable

the first Rea Vaya bus operating company

[5] Environmental Research (2015) Urban air quality comparison

for bus, tram, subway and pedestrian commutes in Barcelona

[6] Transformative Urban Mobility Initiative (no date) Innovative

mobility ideas can win up to 200k for realization

28 | www.opportunityonline.co.za


AEROSPACE INDUSTRY

SUPPORT INITIATIVE

Powering growth of the South African aerospace, defence and

marine manufacturing sectors by providing aid and support to

make the industry competitive in global technology markets.

(012) 841-2913 | www.aisi.co.za

An initiative of the Department of Trade, Industry and Competition, managed and hosted by the CSIR


ENGINEERING AND CONSTRUCTION

Survival

strategy

Forward-thinking engineering and construction companies are

weathering the Covid-19 storm by rethinking their strategic choices.

The pandemic is threatening many companies’

survival, but for those with an eye on the future,

Covid-19 has brought an opportunity to rethink

their strategies. In fact, mining engineering and

construction companies that make the right

strategic moves now can lock in their survival not only

during the pandemic but well beyond.

Power has shifted away from economic powerhouses

such as Europe to strong emerging countries such

as China. Engineering service providers and plant

equipment manufacturers that have traditionally been

strong in the Western world will now need to adjust

to meet their customers’ needs and contend with

escalating global competition.

The pandemic has added even more pressure. A

global decline in the demand for raw materials has

postponed or even cancelled some mining projects,

creating a substantial competitive burden. Also, the

tightening criteria for green investments are making it

even more difficult to finance “dirty” projects, such as

in the coal industry.

Mining engineering and construction companies

that want to survive these unprecedented times will

need to begin by addressing a compelling question: Quõ

vãdis? Where are you marching? The leaders will chart

a clear path through the pandemic to sustainably and

profitably grow for the future.

FOUR STRATEGIES FOR SURVIVAL

The right commodities and geographies

Identify the ideal commodities and relevant geographies,

and then align the organisation accordingly. Having a

clear view of where to play is essential to optimising the

effectiveness of market-facing sales resources.

Covid-19 has had a major impact on demand and

has shifted business priorities. While demand for

commodities such as iron ore, coking coal, thermal

coal and bauxite plummeted and warehouses across

the globe stocked up, the demand for precious metals

such as gold and silver skyrocketed. After years of

strong growth, coal is stable for the short term but faces

an uncertain outlook in the long term. Steeply rising

emission standards around the world have chipped

away at demand for thermal coal as an energy source,

but the fundamental demand for metallurgical coal for

steel production will remain steady.

The growth rate of iron ore is also expected to

remain stable thanks to the ongoing demand for steel

for infrastructure and automotive companies. Copper

is expected to grow with continued electrification and

infrastructure investments. Key growth drivers are a

continued shift toward renewables, electrical vehicles,

and growth in developing countries.

Africa is home to less than 1% of global commodities,

spread over a fragmented playing field of many

countries that are hard to do business with. Making

matters even more challenging, China’s growing

influence is shrinking Western players’ market access.

Mining engineering and construction companies

must address four strategic market-related questions:

• Which raw materials are the best ones to focus on

for the short term amid Covid-19 market shifts, and

which commodities are best for the long term?

• Which geographical regions and countries are the

ideal playfields?

• How can the portfolio be optimised for each region?

• How can margins be protected and growth funded

in a tough market environment?

___ __

Key growth drivers

are a continued shift

toward renewables,

electrical vehicles,

and growth in

developing countries.

30 | www.opportunityonline.co.za


ENGINEERING AND CONSTRUCTION

www.kearney.com

Help customers cope with a changing environment

Because of the nature of the industry, capital

expenditures will always be relevant. Past EBITDA

will drive capital expenditures in the coming years. Be

clear about which customers to pursue and how best to

approach them.

Having a good understanding of the financial power

of existing and potential new customers is essential to

setting the right commercial strategy and initiatives.

Classifying customers and communicating this

internally encourages the company to stay focused.

However, this could also mean adjusting or eliminating

customer interactions that don’t add value.

Global sales organisations should mirror the client’s

base and allow for a local presence close to the most

important customers. Consider not only the big mining

companies but also intermediates such as engineering

companies (engineering, procurement and construction

or engineering, procurement and construction management).

Intermediates are independent service providers

that support the big miners in early project phases (for

example, an order of magnitude); they are technologyneutral

and influenceable. A close customer relationship

creates an informative advantage, which leading

companies use to improve the quality of project offers.

Mining engineering and construction companies

must address four strategic customer-related questions:

• What impact is Covid-19 having on customers’

financial performance and stability?

• Which customers are the right ones to go for, and

how does the global commercial presence match?

• What is the risk appetite to win deals?

• What is the best way to build the right ecosystem

of partners?

Take advantage of the aftermarket,

or improve your skills

During the escalating complexity of large projects,

mining companies pass on risks to their suppliers.

Capitalise on the aftermarket, or improve your skills to

cope with the new challenges of capital projects.

Most mining companies face challenges in dealing

with Capex projects. They report that 68% of capital

projects are behind schedule, and 62% are above the

original budget. As a result of trying to overcome this

poor performance, most companies are following a

similar strategy.

Rather than developing skills to keep their projects

on track, mining companies are changing their buying

behaviours to close the gap in project management.

In other words, they are pursuing one-stop solutions

and passing the risk to their suppliers (the mining

equipment providers). In their search for the supplier

___ __ ___ __ _ _

Africa is home to less

than 1% of global

commodities, spread

over a fragmented

playing field of many

countries that are hard

to do business with

___ __ ___ __ _ _

with the lowest risk of failing, they require the mining

equipment provider to have references from similar

projects. So it’s not only the company’s technical

ability that is required to be competitive; it also needs a

significant number of references to back up this ability.

Mining companies are forcing their equipment

providers to engage in construction activities, but many

are not ready to take on the task. Equipment providers’

traditional business model was the customised

engineering design and supplying the required systems

for a specific application. In many cases, the equipment

provider would also step into a supervising role on the

construction of its equipment on site. However, the

provider would not assume complete responsibility

for the construction process and all of its difficulties

and risks. Traditionally not their core business, mining

equipment providers often have poorly developed

capabilities to manage large construction projects.

Instead, if they must deliver turnkey solutions, new

personnel must often be found quickly.

Further decreasing the attractiveness of the project

business for traditional equipment providers, mining

Four strategies for survival

___ __

Having a good

understanding

of the financial

power of existing

and potential new

customers is essential

to setting the right

commercial strategy

and initiatives.

Four strategies can help mining companies survive the Covid-19 pandemic

www.opportunityonline.co.za | 31


ENGINEERING AND CONSTRUCTION

companies have started to use low-cost competitors as

a reference point for price setting. While those players

cannot yet compete with traditional companies on the

number of references, miners are seeing at what prices

similar equipment could be provided, escalating the

demand for tenders and negotiations. And now with

Covid-19 triggering a drop in the number of projects,

more companies are running to get a stake in a

shrinking market.

The combination of higher risk from turnkey

solutions, significant cost pressure from low-cost

players, and fewer market opportunities make

traditional mining equipment providers view capital

projects as an unprofitable business.

To counteract the escalating risk and pressure on

costs, many original equipment manufacturers (OEMs)

are de-emphasising their project business (engineering,

supply and construction of customised engineering

solutions) in favour of providing off-the-shelf products

such as mills and crushers. Successful OEMs generate

a stable high-margin aftermarket business from these

products. Key success factors for this business model

are having a large installed base of equipment in highwear

operations and being able to service the products

quickly and efficiently.

In addition to providing a stable aftermarket

business, a large installed base of equipment serves as

a credible reference and competitive advantage during

tenders and creates an opportunity to learn from the

performance of the installed equipment (machine

learning-based maintenance). Given the need for a large

installed base and a global network of service centres,

it becomes clear that scale is essential to success in the

product business.

Players that are late to the game, which means they

lack a significant number of references or those that

don’t have the resources to establish a efficient service

network to win in the off-the-shelf product business,

have to face their dependence on the unfavourable

“pure” project engineering business where there is no

physical product or aftermarket service. Their success

will hinge on a significant increase in capabilities to be

able to cope with the changing environment.

The most important skills for these players are the

ability to develop cost-optimised designs and frontend

loading of engineering resources to efficiently

source required materials and smoothly manage onsite

construction. This will allow them to compete with lowcost

competitors.

Mining engineering and construction companies

must address four strategic questions:

• What are the best technologies to bet on?

• Which differentiating short-term and long-term

factors can create a competitive advantage?

• What are the required resources to possibly gain

from the aftermarket?

• What skills can attract a positive cash flow?

Consolidate, or be acquired

M&A activities create a growing scale of competitors. Be

clear about your value proposition, market positioning,

strengths, weaknesses, opportunities and threats.

It’s better to have a clear strategy as opposed to

opportunistic moves with no clear direction.

Larger scale allows equipment providers to have a

large installed base of equipment and to sustain a global

network of service centres, both of which are vital to

generating a stable high-margin aftermarket business.

The recent M&A spike in the mining equipment

industry is no surprise.

Another reason for engineering solution providers to

increase their scale is the diversification of risk that is

inherent in single projects. Lastly, the relative impact

of one poorly executed project on a player’s profitability

decreases with scale.

In another interesting trend, Chinese players are

acquiring European companies to gain access to

Western markets. As a result, Western players will

face stiffer competition from China during tenders or a

potential acquisition from a Chinese competitor.

Covid-19 is causing economic and financial challenges

for many players in the industry, which can be a good

time to keep an eye open for potential acquisition targets

Mining engineering and construction companies must

address three strategic growth-related questions:

• What are the strategic options – either organic or

inorganic – to satisfy shareholders?

• Which partners can help bridge the strategic gaps,

and how can the company improve the perceived

value to these potential partners?

• Which attractive acquisition targets are struggling

amid the pandemic?

PUTTING STRATEGIES INTO PRACTICE

Each set of questions in the four strategies comes

with trade-offs that must be well understood before

making any decisions. But the strategy is about

more than deciding what to do. It’s also about clearly

communicating what not to do.

Defining the right strategies is a complex undertaking

that requires deep outside-in market expertise as well

as inside-out involvement from the C-suite and broader

management. Management buy-in is essential to a

successful implementation.

___ __

Be clear about your

value proposition,

market positioning,

strengths, weaknesses,

opportunities and threats.

32 | www.opportunityonline.co.za


LOCAL TALENT,

INTERNATIONAL IMPACT

Providing our customers with technical and in-depth industry

knowledge, products and services they need to ensure streamlined

operations, AR Jones Engineering provides solutions and equipment

to a diverse range of sectors, including the steel, oil and gas

and maritime industries and to municipalities in South Africa.

We specialise in the maintenance and repair of heavy-duty industrial equipment

across sectors and source and supply premium OEM pumps and valves. We

also advise companies on how to optimise processes in order to achieve

energy efficiencies.

Our workforce includes industrial and engineering specialists, electricians,

fitters and welders. The capability, dedication and commitment of our people ensures that

we always deliver the highest quality services to our customers.

Maintenance and repairs of heavy-duty industrial equipment

Our technical knowledge and in-house experience ensure that we are well-equipped to

assist industry and municipalities in meeting the maintenance and repair requirements

of their critical assets. We are skilled at sourcing and managing maintenance and repair

teams and conduct this work on site. We also offer welding services for the oil and gas

industry and have industry welding procedures certification (ASME IX).

Source and supply premium

OEM pumps and valves

We have trusted relationships with

premium suppliers of quality pumps

and valves, and can advise on, source

and supply the equipment needed

by our customers for their effective

operations. We are the appointed agents for the German manufacturer Wangen Pumpen,

manufacturers of standard and customised progressing cavity and twin-screw pumps for

the biogas, food and beverage, agriculture and wastewater treatment markets.

Energy efficiency advisory services

We advise companies on how to optimise their energy consumption. Our in-depth

understanding of energy technology and solutions and our experience in the power

sector ensures that we are well-placed to advise our customers on meeting their energy

requirements and on improving the energy efficiency of their operations. We offer energy

assessments on behalf of the National Cleaner Production Centre South Africa.

info@arjones-engineering.com | www.arjones-engineering.com

AR Jones is a Level 1 B-BBEE company

and is ISO9001 compliant

AR Jones Engineering was founded by

Antonio Jones in 2016. Jones is a qualified

chemical engineer (B.Eng, Stellenbosch)

and a certified energy auditor, trained

as a consultant for the National Cleaner

Production Centre. He previously worked

for Eskom and ArcelorMittal South Africa.

Having worked his way up from the

factory floor to management after

successfully completing his engineering

degree, Jones now has longstanding

trusted relationships in the industry. He

is passionate about entrepreneurship

and is a business mentor, assisting small

businesses in his community to succeed.

ENGINEERING

PROFILE


Come and explore the Diamond Fields,

situated in the Frances Baard District,

a place of wide-open spaces and arid

natural beauty. The region is defined by

the diamond rush of the 19th century;

apart from its mining roots, the area

has many more experiences to offer,

including cultural attractions, the

beautiful outdoors and agri-tourism.

Nature lovers will feel at home, as

there are several game farms and

waterways in the region where visitors

can spot endangered game species and

a wonderful variety of endemic birds.

WELCOME TO SOUTH AFRICA’S FABLED DIAMOND FIELDS

SOL PLAATJE LOCAL MUNICIPALITY

This municipality is named after the first secretarygeneral

of the African National Congress, and

writer, Solomon Plaatje. At the heart of Sol Plaatje

Municipality is the bright metropolis of Kimberley,

the capital city of the Northern Cape Province.

Kimberley and its surrounds trigger the interest

of different kinds of tourism enthusiasts, from

leisure to adventure, history and art lovers.

Enjoy an adrenaline-filled skateboarding session

at the Kumba Skate Park, pop in at the Star of

the West restaurant that is full of rich mining

history or visit the Dornfield Nature Reserve

for an ideal weekend getaway filled with birdlife,

wildlife and attractive accommodation.

PHOKWANE LOCAL MUNICIPALITY

Phokwane embraces Hartswater, Pampierstad

and Jan Kempdorp. Hartswater, labelled as an

oasis on the edge of the

Northern Cape, intrigues

those interested in pristine

landscapes, photographs

and frequent stops. The

area is home to Cotton

SA, which offers an

idealistic agri-tourism

experience where visitors

are familiarised with the

production process of

cotton and boasts with a

variety of nuts and local

wines. Phokwane also offers

leisure activities, historical

and natural attractions.

LOCAL

MUNICIPALITIES

& ATTRACTIONS

MAGARENG LOCAL MUNICIPALITY

The name Magareng is a Setswana

word meaning “The Middle” and

is derived from the fact that this

region is literally in the middle

of the country. Warrenton is an

agricultural town located 70km

north of Kimberley on the Vaal

River and is the administrative

centre of the municipality. The

area offers significant historical

value along with pristine natural

landscapes that include the

Spitskop and Vaalharts Dams where

water activities can be enjoyed.

DIKGATLONG LOCAL MUNICIPALITY

Dikgatlong is a Setswana word

meaning “Confluence”, referring

to the place where the Harts

and Vaal Rivers flow into one

another. The area is home to the

site of the first alluvial diamond

diggings in the region and is

renowned for its excellent flyfishing

spots and luxury game

lodges. Visitors can explore the

Barkly-West Museum which

displays local geology, archaeology

and the history of the town, visit

the prehistoric Nooitgedacht

glacial paving, which was forged

250-million years ago and explore

the Gong-Gong Waterfall and

its pristine natural scenery.

Frances Baard District Municipality

Tel: 053 838 0911

www.francesbaard.gov.za

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