Opportunity Issue 104
Opportunity magazine is a niche business-to-business publication that explores various investment opportunities within Southern Africa’s economic sectors. The publication is endorsed by the South African Chamber of Commerce and Industry (SACCI).
Opportunity magazine is a niche business-to-business publication that explores various investment opportunities within Southern Africa’s economic sectors. The publication is endorsed by the South African Chamber of Commerce and Industry (SACCI).
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www.opportunityonline.co.za JAN/FEB/MARCH 2023 • ISSUE 104
THE FLOOR IS BUZZING AGAIN
The appetite for in-person
events and expos is
coming back strongly
CLIMATE CHANGE AND
What are the risks,
opportunities on the road
to a carbon-neutral future?
Skills are an
essential driver of FDI
Striking the right note
NOTEFULL ENGINEERING FOUNDER AND CEO, NOKUTHULA
MPUNZANA, IS PASSIONATE ABOUT EACH PROCESS BEING
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Banks find new growth in
next generation networks
Kevin Odudoh, Executive Head of BFSI Sector at Vodacom Business,
outlines what to expect when migrating from MPLS to SD-WAN.
If you are a large bank with multiple points of presence across
the country, continent or even globally, you need to be able
to leverage the best technologies available to remain agile,
competitive and future fit.
In addition, an increasing number of employees are choosing
to work remotely, and more BFSI (Banking, Financial Services and
Insurance) customers are opting for digital channels, putting pressure
on BFSI organisations to move their internal and customer-facing
applications to the cloud. This increases the demand on networks to
deliver reliable and secure services from anywhere, using any available
transport medium, whether it’s dedicated leased lines, open Internet
or GSM-based access services like 4G and 5G.
However, many BFSI organisations are still running pure Multiprotocol
Label Switching (MPLS) technology to connect their branches, offices
and data centres, which is also proving too costly.
One of the ways to modernise your network is by leveraging a Software
Defined Wide Area Network (SD-WAN).
According to Gartner, “Vodafone identified as a Leader in the 2022
Gartner Magic Quadrant for Network Services, Global”:
• By 2025, 65% of enterprises will have implemented SD-WANs,
compared with approximately 45% in 2021.
• By 2025, 40% of all enterprise locations will use Internet access as
their only WAN transport, compared with less than 20% in 2021.
Kevin Odudoh, Executive Head of BFSI Sector at Vodacom Business,
has an MBA in Global Business, Entrepreneurship and Innovation
from IE Business School, Madrid, and a BSc Degree in Mathematics
and Statistics from the University of Nairobi. Prior to joining
Vodacom Business, he worked in national, regional and global
sales leadership roles, most recently as Global Account Manager,
responsible for the global business relationship between Vodafone
Business and the largest financial-services clients in Africa and the
Migrating to a SD-WAN, a next generation network, which is the
backbone for many of today's most important technologies, can help
BFSI organisations to use the Cloud more effectively, manage businesscritical
traffic more efficiently across a network and enhance cybersecurity
all the way from the end users and clients to the cloud.
“Choosing the right SD-WAN technology is critical when transitioning
from a pure MPLS network. Factors to consider include your cloud
strategy, business applications, geographic presence, employee
profiles and customer experience,” says Kevin. “Data and Security are
also key considerations, because how you collect and leverage data,
and which security processes and tools you have or are willing to invest
in, will influence the SD-WAN technology you choose,” he adds.
Migrating from MPLS to SD-WAN is
becoming a no-brainer
Deployment and transition
Any transformation project has inherent risks. “Scope, cost and
time are constraints that need to be carefully understood and
managed to ensure quality delivery. Usually, a controlled pilot
can help to identify risks and mitigation plans, and even assist
in choosing between technology alternatives before a scaled
roll-out,” says Kevin. “From experience, however, this is the easier
part. Often, the hard part is ensuring seamless contracting and
transition between service providers. This is especially true
if there are several supplier contracts across the networking
stack, including routers, switches, firewall and access links across
multiple territories. To ensure speed to value with minimal
scope creep, choosing the right provider with experience in
delivering large-scale network-transformation projects is key,”
Juggling a multitude of regional contracts is common in
multinational banks with global operations, where each country
invariably has its own budgetary constraints, challenges and
demands. The one commonality is that a multinational's head
office often desires to source a service (like SD-WAN) from a single
supplier and be able to provide the same user experience across all
its branches. “For highly dispersed multinational banks, SD-WAN is
ideal, affording a single view across the entirety of their network,”
By opting for one service provider, customers benefit from volume
pricing. Furthermore – and crucial for banks with a large physical
footprint – they can have the reassurance that comes from working
with a Tier 1 operator. Vodacom was the first service provider in
Africa to achieve the prestigious MEF 3.0 SD-WAN certification,
which confirms that its services comply with the highest industry
standards for performance, assurance and agility.
Legacy networks “work” so to speak but are not optimised
for future-ready businesses. One of the best features of an SD-
WAN deployment is the fact that it uses any existing broadband
infrastructure and does not require the ripping and replacement
of legacy systems.
The rationale for migrating to next-generation networks is as
clear as it is compelling – SD-WAN networks are a significantly
better fit strategically for Cloud services, IoT, digital twins and unified
communications. It is particularly relevant for well-established
global banks who were traditionally bound to an expensive legacy
access infrastructure for their wide area networks. In contrast, nextgeneration
SD-WAN networks open them up to utilising low-cost
Disruption to business continuity need not be a concern. Banks
can have a hybrid setup, maintaining some of their legacy MPLS
wide-area networks, while moving branches individually to SD-WAN.
Depending on their transformation roadmap, banks could adopt a
phase-in phase-out approach, running a hybrid network with legacy
MPLS VPN in some branches and SD-WAN in others, and then migrate
those branches that are still on the legacy networks over time.
Futureproofed for the digital era
Beyond modernising their infrastructure and availing themselves
of the cutting-edge technology, the underlying reason behind
migrating from legacy networks to a Software Defined Network is
that it affords BFSI organisations greater agility and the ability to open
up new revenue streams.
In recent years, banks have been pressured to diversify their
offerings to remain competitive in response to mobile players
like Apple and Google moving into banking and fintechs such as
Chime capturing market share. However, for a bank to expand into
other verticals without jeopardising its core business requires a
greater degree of agility, which is ultimately what next-generation
For banks, time is of the essence. In 2021, the EY NextWave Global
Consumer Banking Survey urged incumbent banks around the
world to “act with urgency to protect their advantages, which are
under direct attack by these new providers.“ It added that banks
must also “build new business models capable of satisfying today’s
consumer needs and evolve and scale to meet future needs and
This is exactly what Vodacom Business can enable for banks
today. By migrating to SD-WAN, banks are future-proofed and
ideally positioned to take advantage of a nimble network. They can
use big data, along with machine learning and artificial intelligence,
to refine their processes and better cater to their customers' needs
and thus remain relevant.
www.opportunityonline.co.za | 3
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ISSUE 104 | JAN / FEB / MARCH 2023
The speech by Advocate Mtho Xulu, President of the South African Chamber of Commerce and
Industry (SACCI), on the occasion of the 2022 SACCI Annual Convention, Emperors Palace, Kempton
Park, 24 November 2022.
NOTEFULL ENGINEERING CREATES HARMONY IN THE COMPOSITION, DESIGN AND
EXECUTION OF ENGINEERING PROJECTS
As a leader in the field of mechanical engineering with an uncompromising attitude to quality,
Notefull Engineering has ambitious goals. Founder and CEO, Nokuthula Mpunzana, relates how
the business began and looks to the future.
CONTRACTORS CAN PROTECT THEMSELVES FROM SUPPLY-CHAIN RISKS
Global logistics blockages present risks for the engineering and contracting sectors. Tyron Theessen
and Megan Jarvis of Weber Wentzel lay out steps that can be taken to mitigate that risk.
CLIMATE CHANGE AND MINING SECTOR FINANCIAL SUSTAINABILITY
Riaan Koppeschaar, Financial Director at Exxaro Resources, describes how the biggest supplier of coal to
Eskom is weighing up the risks, responsibilities and opportunities on the road to a carbon-neutral future.
OPTIMISING ENERGY STORAGE AND THERMAL BALANCING
The Wärtsilä Energy team believe that there is a case for South Africa to re-evaluate its energy
consumption and turn to alternative solutions for its daily usage.
THE FLOOR IS BUZZING AGAIN
Opportunity caught up with Tracy-Lee Behr, Portfolio Director: Built Environment at dmg events,
on the sidelines of The Big 5 Construct: Western Cape expo and event. She is convinced that the
appetite for in-person events is coming back strongly.
CAN KRUGER’S UPGRADES GO BEYOND PROVIDING A BETTER PARK EXPERIENCE?
Vulnerable communities must benefit from infrastructure investment, argues Kruger Gate Hotel
CEO Anton Gillis.
SKILLS ARE AN ESSENTIAL DRIVER OF FDI
George Asamani, Managing Director, Sub-Saharan Africa, Project Management Institute,
interrogates creative responses to finding the project managers the world desperately needs
for economies to grow.
SETAS AND TVET COLLEGES MUST UP THEIR GAME
The welcoming address to the WorldSkills South Africa (WSZA) National Competition, held in
eThekwini in 2022, by Minister of Higher Education, Science and Innovation, Dr Blade Nzimande.
SHOPPING CENTRES ARE WISING UP TO WATER SECURITY
There are six vital things to consider if you want to keep a large shopping mall well supplied
with water, says Mannie Ramos Jnr, the COO of Abeco Tanks.
ENTREPRENEURS ORGANIZATION PROVIDES THE BACKBONE DURING TIMES OF CRISIS
Entrepreneurs everywhere face tough challenges but in KwaZulu-Natal, issues like inflation
and Covid-19 temporarily took a back seat to rioting and flooding during 2021 and 2022.
this time around
Infrastructure is a popular word again. After the 2010 FIFA World Cup the construction,
property and engineering sectors were bullish about the prospects and everywhere there
was talk of how cranes would soon dominate the South African landscape. It didn’t happen.
Several well-known brand names in the construction industry are no more as a result.
But now there is a suggestion that things are getting better. More building plans were
passed in 2022 and the effects of national government’s 10-year, R2.2-trillion infrastructure plan
covering nearly 300 projects will be felt by many subsectors.
The establishment in 2020 of Infrastructure South Africa (ISA), a programme within the Ministry
of Public Works and Infrastructure, is an indication of the government’s seriousness. A recent
example of the work of ISA was the hosting of the South African Green Hydrogen Summit.
In this issue
In Opportunity 104, engineers, contractors and infrastructure share the spotlight with mining,
energy, climate change issues, tourism and skills development. A story of three entrepreneurs
who overcame the odds provides an inspiring final chapter.
Two lawyers from Webber Wentzel provide advice for engineers or contractors who might
be in legal jeopardy because of global supply-chain problems. Can a contractor protect himself
against the situation where a ship is held up in Shanghai with his materials on it?
With tourists starting to arrive back in South Africa after the long “lockdown stayaway”, two
industry leaders share their views. The return of the events industry is covered in an interview
with dmg events Portfolio Director Tracy-Lee Behr but infrastructure is also raised because one
of her key events is the Big 5 Construct, which takes place in several locations across South Africa.
An insight into the possible effects of upgrades at the Kruger National Park on surrounding
communities is provided by Anton Gillis, CEO of Kruger Gate Hotel.
The Project Management Institute notes that foreign direct investment increases in countries
with good skill levels and asks where the world is going to get the project managers it needs
to manage economic growth.
A speech by Higher Education Science and Innovation, Dr Blade Nzimande, on the occasion of
the opening of the WorldSkills South Africa (WSZA) National Competition, is reproduced because
of its focus on the matching of the training that is provided in South Africa’s colleges with the jobs
that are available and need to be filled in the workplace. The gap between these two things needs
to be filled, otherwise unemployment and a shortage of skilled labour will persist.
Exxaro Financial Director Riaan Koppeschaar lays out the path to sustainability in the era of
climate change for a company that used to be known only for its coal mining. He notes that the
company has invested in wind power and is preparing the path for a range of global climate
scenarios that range from “contained” to “slipping out of control”. The company is aiming to be
carbon neutral by 2050.
Climate change underpins the argument made by the Energy team from Wärtsilä, who argue
that optimising energy storage and thermal balancing are the way to go for South Africa.
Also related to climate change, Mannie Ramos Jnr, of Abeco, outlines some of the do’s and
don’ts when planning for sustainable water provision for big buildings such as shopping centres.
Costs can be considerably reduced and every bit helps in saving the planet if certain key
steps are taken.
Finally, three entrepreneurs share their inspiring stories of overcoming some hard shocks
on the way to recovery and finding a new path to business success. All of them are members
of the Entrepreneurs Organization and give credit to the body and its members for providing
support in tough times.
John Young, Editor
8 | www.opportunityonline.co.za
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News & snippets
Industry insights from the past quarter
Tract Consulting Engineers is going beyond consulting in infrastructure projects. Founder and director Idah Nomsa
Deka is encouraging young engineers through Engineering Efficacy South Africa (EESA), a non-profit organisation
which she co-founded. The vision of the NPO is to bridge the gap between the worlds of industry and university
by providing practical industry seminars facilitated by practising engineers. In addition, courses outside of the
formal curriculum are offered to equip these aspirant engineers with the kinds of social skills that are needed in
the workplace and are often not part of the curriculum. Finally, EESA acknowledges that not all graduates will find
employment while some skilled professionals are also faced with job loss. To counter that possibility, the NPO
introduces the idea of entrepreneurship. Idah herself made the leap to become an entrepreneur and she wants to
share that experience with the next generation as well as her peers.
Wonderbag wins global recognition
Wonderbag, a South African product that allows food that has been brought to the boil by conventional methods to
continue cooking for up to eight hours without using an additional energy source, has placed in the top 10 of a global
environmental competition with a food focus, The Curt Bergfors Food Planet Prize. Wonderbag was shortlisted by Food
Planet as the only South African-based company and one of only two African entities that offered a game-changing initiative
to address the climate crisis through food solutions. Wonderbag was founded in 2008 by Sarah Collins who says that this
simple but revolutionary invention was driven by a yearning for equality and social justice that’s since developed into an
entrepreneurial solution to many of the world’s humanitarian and environmental problems. ”One Wonderbag can reduce
household air pollution by 90% and reduces the amount of firewood collected by up to 80%,” says Collins. The Wonderbag
is sold and distributed internationally, including in South Africa, Kenya, Rwanda, Syrian refugee camps in Jordan, the United
Kingdom, the United States, Australia, New Zealand, in continental Europe, Reunion, Spain, Sweden and Switzerland.
Inayo Mining is committed to uplifting communities
With the company’s headquarters located in Emalahleni, the focus of Inayo
Mining is often on communities within Mpumalanga Province. Two examples
of concrete help are the donation by the company of 30 food parcels to the
Thubelihle Old Age Centre in Kriel (pictured) and the gift of 150 school desks to
Makause Combined School, which is located in Phola. As company co-founder
and director Thando Maseko says of Inayo Mining’s mission, one of the most
important goals is to “uplift black communities who had been marginalised from
business opportunities in the industry”.
Inayo Mining offers a turnkey mining solution from topsoil stripping through to
rehabilitation. Contract mining is the company’s core business. Other services
include material handling and plant hire. The company’s steady growth has
put it in a position to buy assets and build in-house capacity in areas where the
company previously lacked the relevant skills.
JAN/FEB/MARCH 2023 • ISSUE 104
Provocative thoughts on the
future of the chamber movement
The speech by Advocate Mtho Xulu, President of the South African Chamber
of Commerce and Industry (SACCI), on the occasion of the 2022 SACCI Annual
Convention, Emperors Palace, Kempton Park, 24 November 2022.
do not take our fiduciary responsibilities lightly, nor do we take the
public's trust in organised business for granted.
It is therefore with a clean conscience that I reaffirm the commitment
of our Board and Council, that for as long as we have the honour to
serve our members and the South African economy, we will uphold the
highest standards of corporate governance, professionalism, integrity
and value-adding service for our members and stakeholders.
The President of SACCI, Advocate Mtho Xulu, the Premier of Gauteng, Panyaza
Lesufi, and SACCI CEO Alan Mukoki.
It is a great honour to host you once again at this muchanticipated
SACCI Business Gala Dinner, in celebration of the
national business chamber movement and the private sector in
the Republic of South Africa.
This gala dinner is the third part of our statutory Annual
Convention, which includes the Annual General Meeting and the
Business Conference. We thank all our guests and stakeholders who
participated in the conference, which was meant to stimulate and
strengthen dialogue among industry peers on the state and future of
our economy and on how the private sector is willing and able to play
a constructive role in a society of shared prosperity.
I also have the pleasure of reporting to you publicly as our
stakeholders that at last month's AGM, we successfully concluded the
prescribed business of the AGM as determined by our Memorandum
of Incorporation. More specifically, the AGM adopted the annual
performance report, elected new board members and secured a clean
audit outcome from our external auditors. This year's successful AGM
is once again an important sign of our ongoing commitment to good
governance and accountability to our members and stakeholders. We
Year under review
Tonight's gala dinner is the first since 2019, following the past two
tough years that we had to endure under the Covid-19 pandemic. It
was indeed a difficult time for our economy, our members and no less
for us as SACCI.
On the negative side, the slowdown in the economy meant that our
stakeholders and members could no longer extend resources to the
chamber movement, as they rightfully attempted to save and readjust
their own businesses.
On the positive side, the pandemic amplified the resilience of the
team at SACCI and the relevance of our organisation in the South
African economic landscape.
Through this harsh episode of the pandemic, the staff of SACCI
voluntarily endured limited resources, at great sacrifice to themselves
and their families. Beyond this sacrifice, the SACCI team went on to
play a vital role in representing the private sector in collaboration and
negotiations with the state, labour and communities in the national
consensus which was created at the time to save lives and livelihoods.
SACCI was a founding member of Business for South Africa in 2020.
Business for South Africa (B4SA) is an alliance of South African volunteers
working with the South African government and other social partners,
as well as various other stakeholders, to mobilise business resources
and capacity to combat the Covid-19 pandemic.
The outcomes of the B4SA initiative form the bedrock of our
economic recovery strategy and are linked back into the SACCI
Organisational Strategic Pillars, for which we formed and continue to
run economic recovery workstreams in the following priority sectors:
• Energy and water
• Infrastructure development
• Local manufacturing
• Transport networks
• Agriculture and agro-processing
10 | www.opportunityonline.co.za
While such costs still exist, they are dramatically lower for many
businesses; some businesses have become transnational to the extent
that they likely have more resources available to manage these issues
Thought 3: Competitive chambers
As business became more global, chambers have tried to manage
potential conflicts across boundaries on an ad hoc basis. Some
chambers market to businesses in geographies they don’t serve
in order to attract companies to their geography. In other cases,
chambers help members export goods or even business activities
to other geographies. In some cases, chambers can collaborate to
support businesses of mutual interest; a chamber may find its services
compete with another chamber.
Advocate Mtho Xulu delivers the presidential address to the SACCI Annual Convention.
• Financial services
• Tourism and leisure
• Education and skills.
New normal and the future of the chamber movement
As we emerge from the era of Covid-19 and acclimatise to the new
normal of the chamber movement and future of organised business,
SACCI will be implementing the internationally-renowned Chamber
Model Innovation, as developed by the World Chamber Federation.
Four Provocative Thoughts for the Future
We will begin implementing the models on the basis of what the World
Chamber Federation calls the four provocative thoughts for the future:
Thought 1: Reassessing the purpose of chambers
Our observation is that chambers of commerce have historically
focused on supporting businesses and business ecosystems for
a variety of purposes and outcomes. Some of these services,
such as government-policy advocacy, are both long-term and
distanced from most day-to-day challenges of businesses. Some
services such as networking and general business guidance are
commoditised by online communication and data systems. In
other words, while these needs still broadly exist for businesses
and business ecosystems, the supply and value associated with
serving these needs has changed dramatically.
Thought 2: The global chamber
Chambers of commerce have historically focused on supporting
businesses and business ecosystems based on geographic and
state boundaries. In South Africa, this tends to be city and provincial
boundaries. This made sense because the majority of business was
limited by transportation and communication costs as well as the
cost of managing multiple cultural and regulatory systems across
Thought 4: Experimental business-platform chambers
Chambers of commerce have historically focused on supporting
businesses and business ecosystems for a variety of purposes and
outcomes. Almost all of these services, however, are focused on
current business activities (aside from, potentially, policy advocacy).
Many businesses, however, regularly explore new opportunities,
including business model innovation. Chambers of commerce
have potentially unique access to business trends and B2B customer
information. At the global level, chambers could provide trusted
access to the largest possible audience of business customers as a
resource for “lean startup” experimentation.
In conclusion, we commit ourselves to a new era for a privatesector-led
economic prosperity that will unlock new value building
through organised business formations. We will also support public
sector economic development initiatives such as the Gauteng
Provincial Government’s "Grow Gauteng Together", as this is the hub
of the economy and gateway into the South Africa economy.
The SACCI Gala Dinner followed the AGM and the Business Conference.
www.opportunityonline.co.za | 11
SACCI MEMBER PROFILE
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• SACCI: Member since July 2022
• Pan African Media Research Organisation
• Southern African Marketing Research Association
• European Society for Opinion and Marketing Research
• Corporate member of the Research Industry Transformation
Dr Sifiso Falala, CEO - Email: email@example.com | Mr Rafal Pasich, Director - Email: firstname.lastname@example.org
Ms Takalani Mudau, Director - Email: email@example.com
2 Albury Road, Hyde West Building, Dunkeld West, Johannesburg 2196 | Postal address: PO Box 411070, Craighall 2024
Tel: +27 11 327 2020 | Fax: +27 11 327 2019 | Email: firstname.lastname@example.org | Website: https://plus94.co.za
Africa (Pty) Ltd
Tega designs, manufactures and supplies abrasion- and wear-resistant products and
services required for mining, mineral processing and the bulk-material handling industries.
Tega is the world’s second-largest producer of polymerbased
mill liners, which are critical components in driving
efficiency and lowering cost per ton of operation. It has
manufacturing facilities in India, South Africa, Australia
and Chile and exports its products and solutions to over
70 countries. It is a true Indian multinational with a global sales and
distribution network and a workforce of over 1 700.
With a reputation for product quality and durability as well as aftersales
service, Tega has established a strong presence in the world and
is well positioned to continue its impressive growth in the mining
Tega Industries Africa offers a range of specialised abrasion- and
wear-resistant rubber, polyurethane, steel and ceramic-based lining
components required for mining and mineral processing, screening,
grinding and material handling.
SACCI MEMBER PROFILE
Tega’s philosophy is “Partnerships in Practice” – to uphold traditional
values through the empowerment of professionals, providing technical
and economically unrivalled solutions to complex problems in mining,
beneficiation, power, material handling and engineering.
Products and services
The company offers value-added consultancy services and solutions
in the areas of mineral beneficiation and material handling, which are
tailored to suit specific customer needs.
Tega supplies products such as mill liners, screen panels, chute
combination liners, hydrocyclones, conveyor accessories and other
mining and mineral processing consumables.
Mining and mineral processing industry. BBBEE Level: Verification
planned for January 2023.
Tega is the flagship company of the Tega Group of Companies. It was
promoted by the Mohanka family in 1976 as “Tega India Limited”. The
company commenced operations in 1978 in India with a foreign
collaboration with Skega AB, Sweden with the objective of providing
Vishal Gautam, CEO
unique products and services for handling complex problems in material
handling and mineral processing industries. Madan Mohan Mohanka
acquired the entire equity stake of Skega AB in 2001. Tega Industries Africa
(Pty) Ltd (formerly Beruc Equipment) was incorporated in 1984, and is
governed under the laws of South Africa. Tega Africa was acquired in 2006.
Key facts and figures
Year established: 1976 in India, 2006 in South Africa
No of staff: + 130 in South Africa and + 1700 globally
Major clients: Anglo Platinum, Sibanye Stillwater, Glencore, Northam, Impala
Platinum, among others
Turnover: + R300-million
Memberships and affiliations
SACCI: Member since June 2022
CII: Confederation of Indian Industry
IBF: Indian Business Forum
MMMA: Mine Metallurgical Managers Association
Vishal Gautam, CEO, Head of Operations
Physical address: 2 Uranium Road, Vulcania Ext 2, Brakpan | Postal address: PO Box 17260, Benoni
Tel: +27 11 421 9916/7 | Email: email@example.com | Website: www.tegaindustries.com
www.opportunityonline.co.za | 13
14 | www.opportunityonline.co.za
Notefull Engineering creates harmony
in the composition, design and
execution of engineering projects
As a leader in the field of mechanical engineering with an uncompromising attitude to
quality, Notefull Engineering has ambitious goals. Founder and CEO, Nokuthula Mpunzana,
relates how the business began and looks to the future.
Please tell the story of how the company came to be founded.
In 2011 I had a business partner but we parted ways in 2016. In
2017 I opened my own proprietary company.
What inspired you to go into engineering and to start a company?
I enjoy finding out how things work. The fact that engineering is
so much an essential part of everyday life was part of it, plus the
fact that I like to challenge myself.
Another factor that led me to start my business was to improve
people’s lives. I have a desire to make this world a better place.
I always knew I wanted to run my own business even when I
was young. Early examples of that include selling candy in school
to doing catering while I was at university.
Where does the name of the company come from?
It is inspired by my music background. I studied music at the University
of KwaZulu-Natal. In music every song that is composed is made
up of specific musical notes that come together to shape the song.
Mechanical engineering is the same in that every single phase
in the engineering process needs to be composed, designed and
crafted to perfectly fit the structure that is being created. Nothing
can be allowed to be out of tune. Similarly, just like the notes
are carefully crafted, in engineering each process is methodically
executed with expert passion and skill to create a structure that
will be like a beautiful song – and stand the test of time.
What were the major challenges you faced in the early days?
Being in charge of an emerging company in an industry that is
dominated by men was a challenge. My dad always taught us as
his children to be constructive. He would always make us do the
sort of duties that were normally allocated to boys. I think this really
helped to build me up to be able to face challenges.
What else helped you get through those tough times? Did
you have support systems?
My number one supporter is my husband, Vezwa Mpunzana. Chief
Operations Officer Hlengiwe Gumede has also been very supportive.
These two people have been my pillars since the inception.
I am grateful to both my parents who instilled in me the message
from the Biblical passage, Phillippians 4, that I can do all things
through Christ, who gives me strength.
Have you found any obstacles to you as a woman in the
In this male-dominated industry, men always feel that they are
superior to women. My ability has been challenged on numerous
occasions. To survive in this industry, you need to stay strong, ignore
negative comments and speak up when you are treated unfairly
because of your gender.
Which section of your business has been growing the most in
the last two years?
Steel fabrication is growing at a steady rate and it is rising. The global
market is anticipated to rise at a considerable rate between 2022
Demand in steel fabrication is high in most countries due to an
increase in industrial activities and also because of the increased
demand in various end-user industries such as automotive,
shipping, railways and power and energy.
In engineering each process is
methodically executed with expert
passion and skill to create a structure
that will be like a beautiful song
– and stand the test of time
What is the nature of the work done by Notefull Engineering?
All steel fabrication, refurbishment, maintenance and repair, sandblasting
www.opportunityonline.co.za | 15
Installation of power lines
Steel pipe fabrication and installation
Plate bending and rolling
Computer numerical control (CNC) machining
You now have several blue-chip companies on your client list.
How did you build up your client base?
We started very small. Our unique selling proposition is providing
excellent customer service and support. This has helped to attract even
international clients and has been vital in maintaining our client base.
The other major factors where we are strong are:
• Uncompromising quality. We work around the clock to ensure our
clients get the best.
• Health and safety. We always strive for zero injuries. We are currently
implementing ISO45001 to provide for an even safer and healthier
workplace and to align with international best practice. The health
and wellbeing of our employees is very important to us. I have
seen that a team that feels cared for works better and produces
• Innovation. We exist to solve complex problems and we try to be
innovative as much as possible.
How many staff do you have?
We have 143 permanent staff which includes double-coded welders,
riggers, boilermakers, fitters, engineers, pipe fitters, fitter and turners,
supervisors, site managers, painters and semi-skilled workers.
Do you have programmes that encourage staff to further
We believe in training, education and the development of our
staff. This approach has helped us in improving our employees’
level of performance through the acquisition of skills, abilities
and knowledge. We have an annual budget of over R1-million for
education and bursaries.
All of the children of our employees who matriculated in 2022
will receive bursaries. We also work closely with TVET colleges
to provide learnerships and we have hired some of the students
who excelled at college.
Where do you see Notefull Engineering in five years’ time?
Our goals include:
• Registering on the Johannesburg Stock Exchange. This
would allow our employees to have a stake in the business
by buying shares.
• Creating Notefull as a franchise operator.
• Taking Notefull into the automotive sector.
• Establishing a global footprint.
When did you join SACCI?
Quality mechanical engineering
that inspires confidence.
Since 2017, Notefull Engineering has grown to meet
the needs and ever-changing demands of the
Notefull Engineering is proud to be a leader within
the metal industry, specialising in all steel fabrication
such as welding, laser cutting, punching, CNC machining, plate
bending, sand blasting and painting, piping, steel plating,
structural steelwork and more.
• Zero harm
Metal fabrication is the process involving the transformation of raw
metal into a product or item that can be used in construction or as an
assembly. As an alloy of iron and other metals, steel has a wide variety
of different variations which are used in structural and fabrication
operations. In essence, fabrication is taking metal and shaping it to
a desired specification.
Notefull’s custom-metal-fabrication services ensure fast and
cost-effective solutions for any parts that need to be made from
3D CAD files or engineering drawings to fabrication services.
Notefull offers a range of sheet metal materials, including
aluminium, copper, steel and stainless steel, as well as assembly
services like installing PEM inserts, welding and finishing services.
• Steel fabrication
• Specialised welding
• Mechanical engineering design
• Machine moving and rigging
• Boiler making and fabrication
• Sand blasting and painting
Notefull Engineering’s three branches are located in Richards Bay,
Tongaat and Pretoria. A large fleet of vehicles ensures the best
logistical value when delivering clients’ products and services. A full fleet of
19 vehicles includes a wide variety of trucks, 4x4s and panel vans.
Lafarge, Eskom, Sappi, Tronox, Rio Tinto, Rand Water, Department of Public
Works, Tongaat Hulett, Corteva, Foskor, Transnet, Harmony Gold, Multotec.
Accreditation ISO9001:2015 QMS.
ISO 9001and ISO 3834 accreditations and the company’s BBBEE
certification ensure that clients get consistent, good-quality products and
services. The ISO 3834 is regarded as the global benchmark in welding
Date joined SACCI: November 2022
BBBEE LEVEL: Level 1
Other memberships: JCCI; AFSA; SAIW; Zululand Chamber; PMB Chamber;
Durban Chamber; Cape Town Chamber; Durban Automotive Cluster;
Richards Bay (Main Branch): 9 Ceramic Curve, Alton, Richards Bay 3901 | Tel: +27 35 761 1015
Automotive Supplier Park, 30 Helium Road, Rosslyn, Pretoria | Tel: +27 12 564 3503
Email: firstname.lastname@example.org | Website: https://notefullengineering.co.za
www.opportunityonline.co.za | 17
Contractors can protect themselves
from supply-chain risks
Global logistics blockages present risks for the engineering and contracting sectors. Tyron
Theessen and Megan Jarvis of Weber Wentzel lay out steps that can be taken to mitigate that risk.
Current logistical bottlenecks present high risks for contractors in completing capital projects
and they need to protect themselves against penalties.
Supply-chain disruptions, which emerged as a result of Covid-19 lockdowns in 2020 and
were joined by rising inflation towards the end of 2021, intensified in 2022. With the war in
Ukraine and the Covid-19 shutdown in Shanghai, disruptions worsened.
The other side of logistical disruption and the war in Ukraine is that it is causing a spike in the prices of
certain commodities so mining companies are more anxious than ever to accelerate expansion projects
– even as their contractors are battling to secure the necessary inputs. For example, the shortage of
microchips, which are used in a vast range of consumer products, including cellphones and automotive
vehicles, stemmed not only from the closure of factories but also rising demand for technology, when
more employees had to work from home. Three-quarters of microchip production is located in East Asia,
according to The New York Times.
Another area of acute shortage over the past two years has been steel. Not only were mills shut during
Covid-19 but, when they restarted, the extent of the economic recovery was underestimated. This has caused
a spike in the cost of certain steel products. The costs and timelines for importing goods have increased
dramatically, with a 500% increase in the freight costs of using a 12-metre container to send goods by sea from
China to South Africa.
Additionally, Covid-19 cases continue to affect the outputs of suppliers, manufacturers and contractors
at various levels of the supply chain. For example, an outbreak of Covid-19 at a supplier or sub-supplier
compromises its capacity to complete production timeously, which in turn delays delivery to manufacturers
and contractors. These delays and heightened costs are causing contractors and OEMs to seek ways to
manage risks and disclaim responsibility for time and cost overruns on large capital projects. Material Adverse
Event or Force Majeure clauses may not assist, as the materiality threshold may not be met in respect of the
former and supply-chain disruption is unlikely to be construed as an unforeseen or unavoidable event in
relation to the latter.
Ricardo Gomez Angel on Unsplash
With no immediate prospect of this problem being resolved, contractors who need to procure critical
capital items reliant on inputs like steel, microchips or the logistics chain are having to consider
including additional clauses in their contracts to protect themselves from the ramifications of failing
to deliver within anticipated timelines. Contractors need to acknowledge that there are higher levels
of commercial risk and manage these differently.
Where there are concerns that a potential delay in the supply chain will have an unintentional knockon
effect on the construction period, the time for completion and the defects date (and these delays
are not attributable to the contractor), the contractor may consider including back-to-back provisions in
their contracts with suppliers in order to mitigate these risks. In addition to providing for contractual relief,
contractors should reduce their reliance on a single critical source of supply and look for alternatives. Sourcing
products closer to home or using local products may also alleviate risk.
The knock-on effect of risk to corporate reputation should be considered when selecting a supplier and
the relevant geopolitical risk ought to form part of this evaluation. Sustainability of supply may form an
important part of ESG reporting for contractors too.
ABOUT WEBER WENTZEL
We are the leading full-service law firm on the African continent, providing clients with seamless, tailored and commercially-minded business
solutions within record times. Our alliance with Linklaters and our relationships with outstanding law firms across Africa ensure that our clients have
the best expertise wherever they do business.
Born into engineering
TRACT Consulting Engineers is active across South Africa and
its founder is determined to help young engineers.
TRACT Consulting Mission
• To grow the company and provide employment opportunities for
skilled professionals and young engineers
• To identify gaps in the engineering industry and provide innovative
• To provide cost-effective solutions to clients
Biography: Idah Deka (Professional Structural Engineer)
From an early age, Idah Deka sometimes joined her late land surveyor father at work in
the mining towns where she was born and bred. Years later, as a youth, she took the leap
to form TRACT Consulting Engineers. She says the word ‘’theodolite’’ formed part of her
childhood vocabulary. Idah is a specialist Structural Design Engineer who has designed a
wide range of complex structures such as warehouses, car showrooms, office blocks, cullet
bunkers, structural steel for glass plants and shopping centres. Her experience in complex
commercial projects forms the foundation of TRACT Consulting Engineers. Idah is also
passionate about tertiary education, holding positions in various institutions as well as
co-founding an education-related NPO. The highlight of Idah’s career so far is the period
when she was a Structural Design Engineer responsible for large-scale commercial projects.
She says it is an opportunity she will always look back and smile upon as it afforded her the
chance to learn exceptional structural engineering skills.
TRACT Consulting Engineers is an 80% black female-owned company,
Level 1 B-BBEE contributor, founded in June 2019. The company
undertakes engineering consultancy services in various Civil
Engineering disciplines. In the time that TRACT has been in operation,
great strides have been made and a commendable client base has
been built. The company has been actively involved in development
projects in South Africa in both the public and private sectors. Services
have been provided to private clients such as consulting engineering
firms, manufacturers of transformers, mining companies, individuals,
body corporates as well as to government.
Aspirations and success
Idah has always been interested in the operations of a company, aspiring
to be an operations manager. Being the founder of TRACT Consulting
Engineers allows her to be involved in the management of the company
while still being involved in project delivery. Idah’s advice to other aspiring
entrepreneurs is to gain knowledge in business finance, among other skills.
In TRACT’s first year, Idah had weekly sessions with TRACT’s accountant,
who is also a tax practitioner. This has equipped her to keep track and be
involved with TRACT’s accounting and tax-related issues.
She attributes her success to four things: skills, perseverance, strong
family support and a strong network. “My immediate goal is to grow the
company and create employment opportunities for young graduates.
While working towards achieving my goals, I am mindful to enjoy every
step of the process and not be destination orientated,” she says.
Residential project at 1st floor level
Bulkwater-supply project at practical completion
E: email@example.com | C: 064 133 0192 | www.tractconsulting.co.za www.opportunityonline.co.za | 19
Freddy and Sons Maintenance
Engineering (Pty) Ltd
Offering quality solutions and services for two decades.
Freddy and Sons Maintenance Engineering (Pty) Ltd
is a 100% black-owned and managed engineering
company which has its headquarters in Bushbuckridge,
Mpumalanga. The company has been offering
solutions since 2012 and has steadily grown its client
base to include a range of private and public sector companies.
Freddy and Sons specialises in electrical, mechanical, project
management and air-conditioning services. With the combination
of the skills and expertise within the company, Freddy and Sons
Maintenance Engineering (Pty) Ltd has the capability and capacity
for most projects and has excellent working relationships with
other medium-sized companies (both established and emerging)
for additional capacity when required.
Freddy And Sons Maintenance Engineering (Pty) Ltd is a key national
player in Electrical and Mechanical Engineering and advisory field
within the South African and Sub-Saharan African regions, operating
in the following areas:
• Electrical and Mechanical Engineering Designs
• Project Management
• Infrastructure Asset Management and development
• Solar Energy Systems
• Performance Energy Management
All divisions serve a wide range of local, regional and multinational
clients and remain recognised and grouped with market leaders in
multiple in multidisciplinary engineering services.
Qualifications and certificates
Founder and CEO Freddy Sibuyi has a Bachelor’s degree in Mechanical
Engineering and an MBA. In addition, he has Engineering Project
Management Certificate from the University of Pretoria, a Trade Test
(Electrical), a Wiremen's Licence and has undergone a Safety Management
Training Course (SAMTRAC) through NOSA. Before starting his own
business, Freddy worked for Transnet, Scaw Metals and Eskom. He has
been a winner in a national business plan competition for SMMEs run
by Business Partners Limited and SME Toolkit and has participated
in the Tholoana Enterprise Programme of the SAB Foundation.
A511 Millennium Building, Manyeleti Main Road, Thulamahashe,
Mpumalanga 1365 | Tel: 087 057 1105 | Mobile:078 618 3300
Email:firstname.lastname@example.org | Website://freddyandsons.co.za
The founder of Freddy and Sons, Freddy Sibuyi, tells the story of how
the business began and how challenges were overcome.
Where do you offer your services?
To date we have grown to supply nationally
through four branches in South Africa:
Bushbuckridge, Witbank, Auckland Park
(Johannesburg) and Cape Town. As our
vision statement states, “To be the
world-leading Engineering Service
provider.” We have also managed
to grow, extend our footprint and
manage projects in other African
countries such as Mozambique,
Zimbabwe and Botswana.
Which aspects of the business
is showing the best growth?
The green energy sector, or
solar systems, has shown a very positive growth graph since
Eskom and municipalities have implemented loadshedding.
The failure of energy supply nationally has seen the demand
and the market for energy expand, which is reflected in revenue
Have you signed any significant new clients in the last 18 months?
We have closed a number of new long-term, small, medium and large
contracts with Standard Bank, Afrimat, AfriSam, General Electric, Astron
Energy and Anglo American Mining.
Do you have partnerships with other companies?
At this point our company has grown to become an asset and valued
business which stands on its own in any project. We have the skills, acumen,
staff qualifications and accreditations to manage and complete every
project to the customer's expectations and scope, be it large or small.
What are some of the challenges you have faced to get your small
business started and to make it grow?
Building an Asset-of-Value business has never been easy, despite the
fact that I had qualified with a Master of Business Administration (MBA).
A standalone business has always been my dream, and this made me
able to tackle the many challenges to build, manage and operate
the successful business: financial, marketing, operational and human
resources challenges. It was very difficult to penetrate the engineering
market before we had responded to all of these challenges. But now
we are able to meet every project or business standard.
AFRICAN MINING INDABA
CTICC, Cape Town, 6 to 9 February 2023
Theme: Unlocking African Mining Investment: Stability, Security
Whereas the focus of Mining Indaba 2022 was how best to
emerge from the lockdowns and other challenges presented
by the global Covid-19 pandemic, this year’s gathering explores
African mining’s opportunities to tap into the global rush for
the raw materials needed to ensure a cleaner future, while at
the same time considering responsible sourcing and sustained,
ethical supplies of these critical minerals.
A Green Metals Day, supported by keynote sponsor JOGMEC,
will cover the impact of COP27 outcomes on green-metal demand
and supply; battery metals and carbon neutrality; green-metal
outlooks; Africa’s hydrogen potential; as well as ways to build
domestic manufacturing industries as part of mineral value addition.
African mining and metals are critical to tackling the global
climate emergency. Home to 30% of the world’s mineral deposits,
including the critical minerals needed in green technologies and
renewable energy, the continent is positioning itself to benefit
from the green energy transition
Investing in African Mining Indaba, the world's largest gathering
of the most influential stakeholders in the African mining industry,
is gearing up to again deliver a record-breaking event that will
facilitate greater investment into African mining.
The 2023 theme captures the very real geopolitical shifts and
economic disruptions being experienced and which are providing
pressure points – and opportunities – within African mining as global
economies seek security of supply, especially for their own energy
transitions, as well as the raw materials and precious metals to bolster
their economic power.
This year’s programme will delve into integral economic empowerment
strategies, ways to support supply chain security for the energy transition
and seizing opportunities to capitalise on the commodities super cycle.
A number of new initiatives and programmes will also be launched.
These include the Explorers Showcase, the Junior MINE and the Official
Government Leaders Programme. The Explorers Showcase will showcase
early-stage explorers through presentations and core samples to help
stimulate those much-needed conversations with investors.
AFRICA ENERGY INDABA
CTICC, Cape Town, 7 to 9 March 2023
Theme: Solutions for Africa
The Africa Energy Indaba Conference will discuss, debate and
seek solutions to enable adequate energy generation across the
continent. Delegates, drawn from all continents, represent an
unrivalled combination of industry experts, project developers,
financiers, energy users, government officials and manufacturers.
Modern, affordable, reliable and sustainable energy is critical
for economic growth and the provision of access to modern
energy contributes tremendously to improved healthcare, better
education and opens up economic opportunities in both urban
and rural areas in Africa. The Africa Energy Indaba is the definitive
energy conference for Africa, providing an annual programme
that shapes energy policy for the African continent.
The Africa Energy Indaba Exhibition, taking place alongside
the annual conference, provides an excellent opportunity to
showcase and examine products and services with an audience
of decision-makers and influencers from the power and electricity
industry in the region and Africa.
Side events include the Africa Gas Forum, the IPP and PPA Conference,
the Africa Forum for Utility Regulators (AFUR) Conference and the EV
International Conference and Expo.
Climate change and mining
sector financial sustainability
Riaan Koppeschaar, Financial Director at Exxaro Resources, describes how the
biggest supplier of coal to Eskom is weighing up the risks, responsibilities and
opportunities on the road to a carbon-neutral future.
Exxaro Resources has been investing in wind power for more than two decades. Credit: Exxaro
Building a sustainable future as a mining company
requires an understanding of the financial risks
and opportunities that climate change poses for
the industry. The Intergovernmental Panel on
Climate Change (IPCC) has long identified increased
concentration of Greenhouse Gases (GHG) in the atmosphere
as the most significant contributor to global warming, caused
predominantly by the burning of fossil fuels. The rise in the earth’s
temperature not only leads to the disruption of ecosystems and an
increased likelihood of natural disasters, but also threatens political,
economic and social stability.
Exxaro recognises this and has a strategy in place that will allow
us to both mitigate risk and maximise our ability to take advantage
of the opportunities presented by the transition to low-carbon
economy. We will be a carbon-neutral company by 2050 and we
will build a portfolio that is resilient in a low-carbon future.
Of course, strategic objectives guided by scientific research
are important but to really power those objectives, companies
in the mining sector need to be committed to more than just good
returns and reduced risks: we need to be committed to having a
positive impact on society and the environment. If we are not guided
by this purpose, we will not be able to fulfil our responsibilities to the
communities and societies in which we operate.
A just transition to a greener future
While the global use of coal is expected to decline in the longer term,
it is likely to remain the predominant source of affordable energy in
South Africa for many years. As the largest supplier of coal to Eskom, we
have a responsibility to continue coal production in an environmentally
and socially-responsible manner. If we abruptly stopped producing
coal, this would have a devastating impact on our economy and our
people. As we shift to more sustainable energy solutions, informed
by the Just Transition framework, Exxaro will provide a range of social
interventions and an expanded renewable energy programme that
will secure jobs and livelihoods as we envision a low-carbon future
that leaves no-one behind.
22 | www.opportunityonline.co.za
SolarTurtle is transforming the
renewable energy market
Empowering entrepreneurs will boost local
economies and add value to communities.
At SolarTurtle we have always taken pride in the quality
of our work, the experience and professionalism
we bring and the robustness of our values and
behaviours. We are united by a common purpose
to “Inspire Renewable Energy Development across
Africa while empowering women and youth”.
We use a containerised model for exploration or construction
off-site offices, business hubs or shops, clinics and media centres. We
tailor the solution to your needs, through our solar PV technology.
Because our solar panels are fitted into the container they lock
from the inside, making them safe and secure.
The keys to our success are transparency, fairness, professionalism,
convenience, safety and security, underpinned by our core value
We promote women and youth, thus helping people help
themselves. We promote the green economy. Through our
entrepreneur initiative, we help create sustainable jobs, skills
transfer and provide business training through our management
and POS portal software app.
“Swap-out a powerbank-battery and carry on with your
The Solar Turtle offers unique safety, flexibility and innovation. In
the morning the solar panels unfold from their secure location to
feed on the rays of the sun. In the evening the panels fold away
into a tamper-proof hard shell.
Solar baby Turtle© is ideal for:
• Sports events
• Open markets (Hawkerville)
• Taxi commuter stations
• Bus and train commuter stations
• Wi-Fi hotspot
• Airtime services
• Snacks and cooking
• Printing and copying
There is a gap in the market for a small solar kiosk that can provide
battery-charging and WiFi options to meet the ever-growing reliance
on smartphones and other ICT devices. People are on the go and
need to have their devices charged all the time. What if you can just
swap-out a powerbank battery and carry one with your smart day? This
service will offer convenience to city dwellers and rural communities alike.
The demand for accessible electricity in pay-as-you-go increments has been
proven across Africa. We at SolarTurtle just want to take it a step further.
The Solar Turtles will enable us to utilise the lessons we have learnt
over the years, of working with off-grid communities to produce costeffective
energy-kiosks ready for rapid scale-up across Africa.
Three new micro-solar-energy-kiosk designs, each with an integrated
SME e-learning and ICT management system. A small version that can be
transported on a taxi, a medium version that can be pulled or peddled
to trading locations, and a larger version, like a trailer, that can be used
for events and offer a wider range of products and services.
The solar panels unfold and it can start recharging batteries, phones
and other small rechargeable appliances for an income.
The SolarTurtle will be able to recharge solar-power-banks that
customers can take with them to power their devices for the day.
Solar Turtle is currently in production of mobile solar cold-storage
units and freezers.
SolarTurtle SA is an award-winning social business that has a proven
track record of promoting enterprise development in less-privileged
communities through tailored renewable energy technologies.
Please refer to the SolarTurtle material in the energy section of this magazine.
Lungelwa Tyali CEO: 0723219070 | Joeanne 0435550860 or 0795081326 | Email to: email@example.com | Website: www.solarturtlesa.co.za
We plan to ensure that our revenue
is primarily generated from lowcarbon
As early as 2010, Exxaro began building this future by investing
in two wind farms through renewable-energy producer Cennergi.
As our investments in renewable energy increase over time, our
revenue from them will grow too.
The importance of transparency
We have completed our alignment assessment to the Task Force
on Climate-related Financial Disclosures (TCFD) recommendations.
Going forward, we will be aligning our external climate-risk financial
disclosures to the TCFD recommendations. This will provide
transparency regarding our targets, strategies, climate-change risk
management and opportunities to our stakeholders. Investors, asset
managers and financial institutions are increasingly demanding
that companies disclose their climate-related financial risks and
opportunities. These disclosures allow more effective valuations
of risk exposure and empower markets to reward sustainable
and resilient business models. Reporting in line with the TCFD
recommendations is the strongest signal to our shareholders
that our business considers climate-related financial risks and
opportunities as critical.
As we transition to a low-carbon portfolio, we have engaged
consistently with our shareholders and financial partners on our
strategy to address the risks and opportunities of climate change
that may affect our operational and financial sustainability. We
have also participated in local and international climate-action
networks, such as being a headline sponsor of the South African
pavilion at the UN Conference of the Parties meetings. This
partnership approach to climate change has allowed us to share
our knowledge and seek new approaches to bolstering our
Preparing for future scenarios
Coal demand will continue to come under pressure both domestically
and globally, which is why we have developed three climatechange
scenarios using IPCC and Internal Energy Agency (IEA)
data to guide our response strategy. These scenarios range from a
“contained” situation where global temperatures rise by 1.5°C, to a
“partly contained” 2°C scenario, to a “slipping out of control” global
scenario (with a rise of 3°C or more) where the Paris Agreement
objectives have not been achieved, but finance for low-carbon
projects will be more readily available.
What is important to consider, however, is that even if the
2°C objective is achieved, Southern Africa warms on average at
Exxaro is the largest supplier of coal to Eskom and will not abruptly stop
producing coal. Credit: Exxaro
almost twice the global rate, which would result in an unthinkable
domestic temperature rise of 4°C. A low-carbon transformation will
be vital to mitigate the exposure risk, not only for our business but
also for the broader national economy. Therefore, over the next
decade, we plan to ensure that our revenue is primarily generated
from low-carbon business operations.
Despite the challenges of today’s economic environment, Exxaro
continues to reduce greenhouse gas emissions and will leverage
opportunities that are presented by the transition to cleaner energy.
Although mitigating climate change is critical to our company, we
depend on good financial performance to support our investments in
low-carbon innovations. With a portfolio in both high-quality coal and
renewable energy assets, as well as our strong credit rating, prudent
capital management, history of transparency with climate disclosure
and active engagement with stakeholders, we have established
ourselves as a trusted and
responsible provider of energy
in South Africa.
Climate change may pose
unprecedented risks, but if
we are prepared to respond
strategically and meet our
responsibilities, it presents
even greater opportunities
– which we will engage with
stakeholders to be on an
Riaan Koppeschaar, Financial Director at
24 | www.opportunityonline.co.za
CELEBRATING 21 YEARS OF BLACK EXCELLENCE
CELEBRATING 21 YEARS OF BLACK EXCELLENCE
CELEBRATING 21 YEARS OF BLACK EXCELLENCE
is attracting major
investments to South Africa
Council for Geoscience CEO, Mosa Mabuza, is upbeat about the country’s mining
potential, based on new finds being unearthed by scientists.
Mosa Mabusa, Council for Geoscience CEO
After qualifying as a geologist from Wits University, Mosa held various positions
at De Beers and Anglo American and worked in jurisdictions as varied as West
Africa and Canada. From his appointment as the Director of Mineral Economics
in the former Department of Minerals and Energy, he was promoted to Deputy
Director-General of Mineral Policies and (Investment) Promotion in 2012. He has
been CEO of CGS since 2017.
What are some of the major goals of the Council for
We have neglected geology in South Africa for the past
four or five decades. Our predecessors did a fantastic job
of conducting geoscience research but, for the past three,
four, maybe five decades we have neglected this work in
South Africa. The correlation between what our forebears
did geologically and the major discoveries that were made,
these things go hand-in-glove. Unfortunately, we have not
built on their work. Previously, we were mining gold; we
were excavating deeper and deeper. Merensky found the
Bushveld Complex and we knew about the manganese
fields and the iron-ore fields. Other than those traditional
mines, the geology of South Africa remains untouched, in
my view. Because we have not continued the excellent
work of our forebears, a huge gap in exploration has been
created. In fact, we seem not to have made any progress
over the last two decades. We used to have 10% share of the
global exploration expenditure budget annually. However,
nowadays, we are sitting below 1%.
The Minister has assured me that cabinet has expressed
a renewed commitment to investing in the geosciences.
Therefore, we have set ourselves the target of working
towards achieving a minimum of 5% of the global
What are some of the broader economic implications
for exploration arising from surveys conducted by the
Council for Geoscience?
I imagine that one of the most important results is the
amplification of the national mining industry’s contribution
in supporting agriculture. Hopefully, we can lower the cost of
fertilisers and make farmers more successful. Exploration must
target the right minerals to support food security and health.
What is the significance of the new mapping undertaken
by the Council for Geoscience?
Higher-intensity mapping provides much clearer and
detailed information, enabling the exploration community
to make informed investment decisions.
26 | www.opportunityonline.co.za
We have always known about the pegmatite rocks in the Northern
Cape. Pegmatite is a lithium-bearing rock and possibly hosts other
rare earth elements. With mapping at this scale, we can confirm that
we will extend coverage of pegmatites by a further 67%.
The Council for Geoscience published a map in March 2022 presenting
these critical minerals as a new focus area for investors. We presented the
data as a test case to demonstrate that money that goes into geoscience
should not be regarded as a cost centre – it is an investment.
Has Council for Geoscience work attracted investment?
Regarding the pegmatites I spoke about earlier, since the beginning
of the project and following the publication of the map, the DMRE
has received hundreds of applications for prospecting rights in that
area. These applications were directly triggered by the discovery and,
ultimately, the publication of the work that we carried out in that area.
If we accept that an average prospecting right amounts to around
R5-million, I would argue that the work of the Council for Geoscience
has triggered several billion rands in investment from people who
are looking for lithium and other critical minerals.
So mining might be revitalised?
Notwithstanding our 150 years of mining, South Africa’s mining
industry has not even begun! I am hoping that the Council for
Geoscience will help South Africa to properly develop into a new
and world-class mining jurisdiction.
Are there other hotspots besides the Northern Cape?
In the Northern Cape we know that there are abundant base metals,
rare earth elements (REEs), iron ore and manganese. In the North
West Province we have discovered phosphate which is critical,
not only in the production of phosphoric acid but also for other
investor applications. We are aware of abundant fluorspar, which
has application in fertiliser manufacture which will contribute to
food security. In Limpopo Province, we are looking at gold and
Have those minerals occurred in these areas before?
We know that gold is often encountered in Barberton greenstonebelt
type rocks, so we are investigating whether there is economic
mineralisation potential. Accordingly, we have identified targets and
have commenced drilling.
In KwaZulu-Natal we have discovered incredible finds. There are
rare earth elements and we think that there are as yet unconfirmed
prospects for base metals.
So, are you upbeat about prospects in general?
These discoveries are really positive and I am optimistic about future
prospects. That said, we can’t change what is in the ground. Our role
is to test what is there. There are even better possibilities in provinces
that we had always thought did not have much mineralisation. In
the Eastern Cape we are testing a nickel and copper prospect as well
as rare earth elements. If we are successful, this will change how we
look at the Eastern Cape.
New mineral discoveries are being made in many parts of South Africa.
The proximity of the area to ports makes it even more attractive to
prospective investors and developers. We are also looking at mineral
potential and water security in the Western Cape. Recently, when Cape
Town was hurtling towards Day Zero, this was national disaster. We need
to start planning well in advance to avert future crises. Politics must be
taken out of the equation, as we as scientists don’t like that space.
So how do geoscience and Day Zero come together in terms of
aquifers and that sort of thing?
We are looking at characterising and better understanding aquifers and
their potential so that we can begin to plan the water infrastructure of
municipal and provincial authorities for a more sustainable approach to
water management. We need, where possible to help them augment
their water supply.
To give people the information they need to formulate policies?
To make developmental decisions. Our job is to use the science as a
basis for informed policy and human development choices. That is our
job. But we don’t make decisions for authorities, we can only come to
the Minister, MEC or mayor and say, we have done this work and here
is what it says and these are the options that you have.
Can you give me an example?
Our focus is on infrastructure and land use work that has historically
or recently not been given sufficient consideration in infrastructure
development. We supported Eskom with a probabilistic seismic hazard
assessment study for the application of the extension of Koeberg
nuclear power plant. We are working on groundwater and modelling
to obtain a much better understanding of groundwater as a national
asset and how to use it to augment water supply.
www.opportunityonline.co.za | 27
EFFICIENCY IN MINING
Northam Platinum scores
environmental wins as it increases
output and improves efficiency
Unique and innovative systems help the group expand
production and go greener at the same time.
Northam Platinum’s expansion project at its
Metallurgical Complex has successfully combined
increased output and greater efficiency with
improved environmental outcomes.
Northam Platinum is a major producer of
Platinum Group Metals (PGMs) and Base Metals. These include
platinum, palladium, rhodium, gold, ruthenium and iridium. Base-
Metals such as copper and nickel are also produced. The PGM
concentrate is further refined through a Precious Metal Refinery
(PMR) to produce marketable products.
Improvements were introduced in terms of slag handling at
the PGM Furnaces where an innovative new process has broken
successfully with conventional PGM slag handling practices.
Part of the broader expansion project was to align the Base Metal
Removal Plant (BMRP) to the expansion of capacity at the Processing
Plant. The focus here was on the optimisation of the current plant.
In July 2021, the BMRP began to implement the first phase
of its expansion and debottlenecking project to address the
strategic production growth within the Northam Group. Among
the innovations used in the process was the installation of a
chilling circuit to enhance the process, which is unique to the
Slag handling at the PGM Furnace
Furnace slag across the PGM industry has historically been handled
in what is commonly known as a wet granulation process, which
involves molten slag being quenched in a launder containing
rapidly flowing water. The quenched slag forms granules
which is then transported through various means.
The water used during this process is circulated through
an array of ponds and cooling towers, then reused. Reusing
this water minimises the environmental impact but this
process does have significant water losses due to the steam
that is generated.
In a departure from the PGM industry standard, the Smelter
at Northam Platinum’s Zondereinde operation has taken a leap
into the future by completely changing the way furnace slag
During December 2020, after months of planning and
preparation, the granulation system at one of Northam’s
Furnaces was demolished and replaced by built-for-purpose
In a PGM-industry first, molten slag is now deposited
straight into slag bays where it is allowed to cool. Once cooled
it is broken by means of Trackless-Mobile Machinery (TMM)
and transported to the slag stockpiles.
Among the benefits realised through this ground-breaking
innovation is a major reduction in the risk involved in the
slag-tapping and slag-handling processes. The exposure to
water in excess of 70 °C has been completely eliminated and
the frequency of opening and closing of tap holes has been
reduced significantly. Notably, 80% of the injury incidents in
the Smelter were related to this hot water.
A system that continually circulated 800m3 of water through
an intricate system of tanks, pumps, pipes and launders with
all the relevant wear, breakdowns and maintenance was
effectively made obsolete overnight, resulting in a 1 MW
A major constraint of the wet granulation system is the fact
that there is a maximum tapping rate which inhibits the use
of slag tapholes during emergency events. The new process
allows the flexibility to run both slag tapholes simultaneously
for extended periods if the need should arise.
The biggest benefit has been the de-coupling of the
Furnace from the slag handling which was the single largest
28 | www.opportunityonline.co.za
cause of downtime on the Furnace. An increase of 15% in the
Furnace-operating factor was realised.
On the back of these realised benefits, a decision was made to
implement the same system on Northam’s newly rebuilt 6-In Line
Furnace at the end of 2021, further compounding the benefits
across the Smelter Operation.
Since starting this journey, Furnace downtime related to
slag tapping and handling has been virtually zero which is a
testament to the quality of the new system and the buy-in from
all parties involved.
Installation of a spent electrolyte-chilling circuit
Exothermic oxidation reactions of the sulphide minerals within the
pressure-leach circuit generate a tremendous amount of energy
which must be quenched by spent electrolyte to control the reaction
temperature of leaching operations. The heart of the new spent
electrolyte-chilling circuit is a two-stage system which reduces the
temperature of the spent electrolyte from 46 °C to 26 °C through
contact with cooled water in a plate-heat exchanger. Subsequently,
the water is cooled to 16 °C through contact with chilled water supplied
from a 235kW water-cooled chiller with a helical rotary compressor.
Power: 1MW less power is used in slag handling.
Water use: Significant reduction in water use.
Reduced downtime: Improved efficiency.
Furnace capacity: Increase Furnace capacity by 2.5 MW.
Safety: Significant reduction in incidents and accidents (1) due to
the hot water circuits, or (2) by the removal of the hot water circuits.
The BMRP project
A third party metallurgical consultancy conducted a capacity
assessment of the existing BMRP and through processmodelling,
identified the areas of the BMRP which required
additional capacity. The four areas of focussed interventions
that were identified and have been transformed are:
Expansion of the Copper Electrowinning Circuit
The unique two-stage chilling system.
Installation of Vacuum Pan Driers
The final stage of processing before the PGM concentrate is sent
to Northam’s PGM refinery is a roasting step carried out at 300 °C
for a period of 24 hours. In order to minimise the environmental
impact of roasting the PGM concentrate, two Vacuum Pan Driers
were installed. The Vacuum Pan Driers enable the moisture
content of PGM concentrate-filter cake to be gently removed
through agitation and contact with a steam-heated surface. This
prevents the oxidation of the sulphide mineral and eliminates
fugitive gas emissions.
This expansion involved the addition of six new polymer concrete
cells to the existing 14 cells, together with new antimonial lead
anodes and stainless-steel starter sheets in each of the new cells.
Circuit flexibility was also built into the expanded circuit with
the installation of DC bus-bar isolators which enable the circuit to
be operated with two independent electrowinning cell banks of
10 cells or the full circuit of 20 cells. A new transformer was also
installed to ensure sufficient voltage for plating in the expanded
circuit. The expanded circuit will enable the BMRP to plate
160-tons of copper per month, which is in line with projected
Installation of additional aging capacity
Recent process changes and future strategic expansion have resulted
in the need of additional aging capacity within the Selenium/
Tellurium precipitation circuit of the BMRP to prevent contamination
of the electrowinning feed solution. A new 200m3 stainless-steel
steam-heated insulated tank has been successfully commissioned
in the BMRP circuit to achieve the required aging capacity.
Throughput: increased from 380 tons to approximately 480 tons.
Production volume: Increased to one-million ounces.
Atmospheric emissions: Vacuum Pan Dryer reduced emissions and
PGM roaster is in the process of being phased out.
www.opportunityonline.co.za | 29
Working together for client satisfaction.
Inayo Mining is a resource-division company which was
formed as a result of a successful joint venture partnership
between Inala Mining Services and Ayona Mining.
The company operates in the mining industry and provides an
array of services including open-cast mining, mine rehabilitation,
extra-large mining plant hire, component refurbishment, mining
equipment and repairs.
Current operations are based in the coal fields of Emalahleni
with plans to extend beyond this basin in the near future. These
expansion plans are consistent with the strategic intent of Inayo
Mining to grow its geographical footprint throughout South Africa.
Inayo Mining qualifies as an SMME and with its unique model of
cooperation and working together, the company is able to merge
the capacity of the various partners to deliver value to clients.
Both directors of the company have considerable experience in the
mining sector. Thando Maseko is an experienced Mining Engineer
and holds a BSc (Hons) Mining Engineering from the University of
Gideon van Heerden has been a contract miner for more than two
decades and he has a Higher Diploma in Mechanical Engineering
from the University of Pretoria.
This method of mining does not use tunnels or deep shafts dug into the earth to
extract minerals. Rather it is a surface technique that extracts ore from an open pit.
If a mine reaches the end of its useful life for mineral extraction, a number
of environmental or safety hazards may need to be dealt with. Mining
rehabilitation is then undertaken. It can take several forms, including
water treatment, demolition of infrastructure and re-vegetation. It can
also happen during mining operations or as a technique to bring a mine
back to life after it has lain dormant for some time.
Extra-large mining plant hire
Mining equipment and repairs.
Inayo Mining has established a strong relationship based on good service
over the years with companies such as:
• Thungela Resources
• The Puckree Group
• Universal Coal
Established: 2017 | Rating: Level 2 BBBEE rated company, with 51% black-woman ownership.
Plot 26, Naauwport, Benicon Park, R544, Emalahleni 1035
Tel: +27 13 590 6884 | Fax: +27 86 543 7751 | Email: firstname.lastname@example.org
30 | www.opportunityonline.co.za
High standards, transformation
and upliftment are the
bedrocks of Inayo Mining
Strategic partnerships are the key to success, says co-founder and director
Thando Maseko, as this growing mining company eyes expansion into Africa.
When was the company founded?
Inayo Mining was founded in October 2017.
What was the motivation behind starting the company? What
As a professional mining engineer, I identified a gap in professional
black individuals participating in the industry. BBBEE was seen as
a policy benefitting a few black elite individuals and those who
are politically connected. This resulted in transformation in the
industry being seen as failure, as BBBEE was not producing black
professionals who could participate meaningfully in the industry
and most importantly, uplift black communities who had been
marginalised from business opportunities in the industry.
This motivated me, a young, black, female mining engineer, to
take the opportunities presented by the policies of this country
and create a truly transformed company which can operate to
high business standards while uplifting those who had been
marginalised before democracy.
How important have partnerships been in your business
Inayo Mining has been built through partnerships. Leveraging on
the strengths of different partners has been the foundation of the
business. Through strategic partnerships with Sandton Plant Hire
and Inala Mining among others, Inayo Mining has managed to
secure contracts and successfully execute these contracts.
This has grown the company to a position where it can buy
assets and build in-house capacity in areas where the company
lacked skills during its inception phase.
Are there any women mentors who have assisted you along
Due to the nature of the industry most of my mentors have been
male but a female mentor who has been instrumental in my
entrepreneurship journey is Mrs Sindi Mabaso Koyana.
What are some of the particular obstacles that women face
in the mining industry?
Obstacles faced by women in the mining industry are not unique
to problems faced by women in other industries. From a senior
leadership perspective, the patriarchal nature of our society is
mirrored in the industry. This often means women are seen but
At the industry’s entry level,
harsh physical conditions in the
workplace mean that women are
subject to physical work which
is often extreme for the female
physique, making it difficult to
perform at high levels.
What are the major services
We provide a turnkey mining
solution from topsoil stripping
through to rehabilitation. Our
other services include material
handling and plant hire.
Which of these divisions is
showing the best growth?
We have achieved high growth in contract mining, which is our core
business. This in turn has led to other services growing, such as material
handling and plant hire.
Thando Maseko, co-founder and director, Inayo Mining
Who are some of your biggest clients?
Our biggest clients include Thungela Resources, Universal Coal, Glencore
and the Puckree Group.
Do you have ambitions to grow your geographical footprint?
Inayo has ambitions to grow its footprint, firstly with regard to working
with a different commodity other than coal. We aim to expand from
Mpumalanga in the course of 2023 and move into the African continent
as mining still remains the backbone of most African economies.
The Inayo Mining website refers to a “unique model in the mining
industry” – please tell us more about that.
Inayo considers itself unique as it has built up a company by adopting a
principle which is similar to the likes of Airbnb and Uber. We have grown
a successful company through leveraging of assets and resources from
our strategic partners. This has minimised the risk we face as company
during economic turmoil such as the world experienced during the
We continually evolve our business model to ensure the business
remains sustainable while ensuring our social partners benefit from our
existence, making mining a beneficial venture for all stakeholders.
Optimising energy storage
and thermal balancing
The Wärtsilä Energy team believe that there is a case for South Africa to re-evaluate its
energy consumption and turn to alternative solutions for its daily usage.
South Africa, as an energy-intensive economy, is a
major contributor to greenhouse carbon emissions,
sourcing an estimated 77% of electricity from coal.
However, together with many other countries
across the world, South Africa is committed to
making the necessary transitions to reach net-zero carbon
emissions by 2050. With increasing power outages and the
ongoing threat of loadshedding, the need for sustainable
energy production in the country is becoming more apparent.
This presents an opportunity for South Africa to re-evaluate
energy consumption and turn to alternative solutions for its
Challenges in the energy sector
The latest COP26 finance arrangement, which is assisting South
Africa to transition to renewable energy sources, has gained large
momentum and was vigorously discussed by many participants
at COP27. Of all the energy sources, solar is the most viable and
the most sought-after. However, even in the hottest regions,
the panels can only produce electricity for a maximum of 12
hours a day, therefore only converting a small percentage of
available power into usable energy. This is also the case with
wind turbines. The wind doesn’t always blow hard enough, and
sometimes doesn’t blow at all, to produce the energy needed.
Energy use and preservation is rife with challenges and there is a
need for improvements.
This is where thermal balancing becomes beneficial, as it can store
excess energy from renewable sources. Thermal systems can assist in
creating balance for energy demand and supply, reducing peak demand
and consumption by storing energy for when it is most needed and
increasing its efficiency and reliability. Thus, the conversion and storage
of renewable energy in the form of thermal energy can also aid in the
acceleration of renewables in the energy mix.
The Integrated Resource Plan (IRP), which coordinates the national
drive for generation expansion and demand-side intervention
programmes, supports a diverse energy mix, aiming to develop an
effective balance of energy supply and demand. However, guaranteeing
that people get power when and where needed is not as simple as it
sounds. South Africa’s population is growing at an unprecedented rate,
and with the upsurge of industrialisation in a developing nation, the
need for a continuous supply of energy is skyrocketing. The increase is
due to mounting energy use in households – by heating and cooling
systems for example – and in commercial businesses, like warehousing.
Energy storage: maintaining supply and demand
So, how do we keep the lights on in South Africa with an energy mix
where we have an increasingly higher share, and is energy storage a
solution? To avoid excess energy from being left unused in off-peak
32 | www.opportunityonline.co.za
lead to death.
Pipelines are safe when not tampered with. Due to the risk of
tampering with the high-pressure petroleum pipelines, vandalism
and theft incidents can result in fire, burns or death.
Report any suspicious activity near our Pipelines,
call our toll-free number 0800 203 843 or 031-361 1500
Minerals Council South Africa has a fuel cell on the roof of its headquarters in Johannesburg.
periods, we need to store energy correctly. Energy and thermal
storage enable us to save on electricity costs. Wind energy, for
example, can be leveraged overnight, when you use the least
amount of power as everyone is sleeping.
The South African energy storage market is expected to continue
to expand in the coming decades, growing as a key area of energy
services in the future.
The anticipated development in energy and thermal storage
will create opportunities for further growth, and encourage
involvement for manufacturers, suppliers and investors.
Working with a well-developed global logistics chain and
having long-term agreements with trusted suppliers, Wärtsilä‘s
energy storage and thermal solutions match the existing demand
in energy supply by integrating traditional and renewable power
sources and optimising multiple generation assets.
Integrated energy mix solutions
While becoming a global leader in energy supply may seem
ambitious, Wärtsilä affirms that it’s possible for the country to
reach a complete renewable-energy system. Achieving this will
require an energy transition that is supported by
thermal balancing, a mix of energy technologies and
effective battery-energy solutions. One of the ways
in which Wärtsilä enhances the energy lifecycle and
integrates renewables is through the GEMS Digital
Energy Platform. The software suite monitors,
controls and optimises energy systems in realtime.
It can also determine what type of generation
is needed at a particular moment, whether it be
renewables, energy storage or engines. In the case
that a cloud momentarily obscures the sun, GEMS
can prompt the system to rapidly release energy
stored in batteries. This ensures that consumers
have energy stored for when they need it the most
– and the least – and coincides with COP's objective
for reduced carbon emissions.
Government and stakeholder support
Wärtsilä is committed to enabling South Africa’s decarbonisation
objectives. These can be seen in the South African energy mix,
which comprise coal, renewables, gas, hydroelectric and nuclear
power. In alignment with the local zero-carbon emission goals,
green hydrogen is one of the sources that will provide several
opportunities for sustainable energy for the region. Unlike most
hydrogen that is produced from natural gas, green hydrogen is
extracted from water and has the capacity to be stored more
easily, and for a prolonged time, compared to other renewable
resources. As a result, it positively contributes to and promotes
energy security. In support of low-carbon production, industry
stakeholders will need to engage with government and compile
policy reviews and re-evaluation.
The increase in investment in the energy mix and distributedgeneration
capacity will allow for effective operation on the demand
and supply of electricity. If the energy sector can build equilibrium in
this regard, South Africa will ultimately stand a chance of becoming
a supplier in green hydrogen and energy storage and play a more
dominant role as a global competitor in energy supply.
At Wärtsilä, energy storage plays a key role in the company's vision towards a 100% renewable grid. Wärtsilä has built, operated and maintained baseload power plants in Africa
for many years, providing electricity to national grids, mining and industrial clients requiring security of supply. Wärtsilä power plants are the ideal solution for decentralised power
production and an attractive alternative to the conventional model of centralised power plants.
Wärtsilä power plants can be used for base-load applications or for peak-load needs or to complement renewable energy. The company’s engines can handle liquid fuels such as
HFO/LSHS, LFO, LBF or natural gas. Versatile dual-fuel engines can switch between liquid fuel and gas online. With regards to researching hydrogen as a fuel, Wärtsilä is developing the
combustion process in its engines to enable them to burn 100% hydrogen, and engines have been tested with blends of up to 25% hydrogen and 75% natural gas.
34 | www.opportunityonline.co.za
Unlocking sustainable economic
development through Renewable
Energy across Africa and beyond.
SolarTurtle is an ecosystem company. Our vision is
to promote, educate and aid in making renewable
green energy more accessible to traders and small
business entrepreneurs. We envision changing the
lives of women and youth entrepreneurs, two critical
and under-developed sectors of the economy.
Both of these sectors could become critical employment
generators, especially in the post-Covid-19 era. Furthermore, we
are at a stage where we are developing cold storage for off-grid,
emerging farmers. No wastage and a sustainable income. We are
addressing six of the 17 Sustainable Development Goals, namely:
• Zero hunger
• No poverty
• Affordable clean energy
• Reduced inequality
• Industry innovation and infrastructure
• Promote sustained, inclusive economic growth, full and
productive employment and decent work for all.
We believe that naturally, women are nurturers of our society,
who, when empowered, run sustainable green enterprises that
benefit their entire community. Our business model currently
has built-in support and software systems that makes it easier
for aspiring young people to become the social and green
entrepreneurs the African continent needs. Connecting off-grid
communities to reliable, mobile energy sources will create untold
business opportunities for micro entrepreneurs, especially those
in rural areas, peri-urban and in the informal sector.
At SolarTurtle we have always taken pride in the quality of our work,
the experience and professionalism we bring, and the robustness
of our values and behaviours. We are united by a common purpose
to “Inspire Renewable Energy Development across Africa”.
To help people help themselves. Our aim is not-for-profit but to create
a business that gets people to realise that if they want to change the
world, they should do it themselves – allowing them to take care of
themselves and their community. This will result a brighter future for
all by alleviating poverty and creating a greener future.
It comes down to a choice. Either you believe anything is possible
and the state of the world can change for the better, or you resign
yourself to the fact that there’s nothing you can do. Arthur C Clark
wrote, “When a distinguished but elderly scientist states that something
is possible, he is almost certainly right. When he states that something is
impossible, he is probably very wrong.” The same principle applies to life.
If you believe that you can’t make a difference then you won’t. It takes
visionaries to point out that anything is possible. As long as you believe
that there is a way you, will never stop looking for it.
SolarTurtle aims to provide women with the opportunity to run green
enterprises, as carers of the community. By empowering women to run
businesses, we are allowing them to add value to their communities, to be
inspiring role models and to take care of our future generations.
SolarTurtle aims to provide youth with the opportunity to run green
enterprises, as the youth are the future of their communities and our country.
By empowering youth to run businesses, we are equipping them with the
tools and experience to become inspiring social green entrepreneurs, thus
allowing them not to be held down by past limitations and allowing them
to create their own inspiring greener futures.
Promote green economy
By starting micro-utility enterprises in rural and informal settlements, a
tangible difference can be made for people who still have to live in the
dark. By exploiting the versatility of renewable energy and a simple business
model, these micro-utility businesses can be started across Sub-Saharan
Africa. SolarTurtle offers less privileged communities products required to
launch their own small mobile-power station businesses, giving them the
power to empower themselves and create a greener future for us all.
Lungelwa Tyali CEO: 0723219070 | Joeanne 0435550860 or 0795081326 | Email to: email@example.com | Website: www.solarturtlesa.co.za
Oil and gas
South Africa sees gas as
a way of transitioning
to a greener future.
The extensive Brulpadda and Luiperd discoveries recently
made by TotalEnergies and its partners have opened up a
world-class hydrocarbon play in the deep ocean off South
Africa’s south coast.
Petroleum Agency South Africa (PASA) is charged with
encouraging and regulating the exploration and sustainable
development of oil and gas, thereby contributing to energy
security for South Africa.
These discoveries are extremely encouraging, and all
evidence suggests far more potential in the area. What is more,
the consortium applied for a licence to produce in 2022, a
promising sign for the creation of a gas market in South Africa.
More specifically, it opens up the prospect of reviving Mossgas,
the gas-to-liquid facility in the coastal town of Mossel Bay.
The field called Luiperd (where 2.1-trillion feet of
contingent gas resources has been found, enough to power
a city the size of East London for five years) and the other
one, Brulpadda (1.3 Tef ), are part of Block 11B/12B.
If this gas were to be piped to Mossgas, then instead of
spending about R12-billion on decommissioning the plant, the
facility could instead start generating R22-billion in taxes and
royalties and save South African taxpayers R26.5-billion through
not having to import oil and refined products.
PASA estimates that the gas found in these blocks could
produce 560-million cubic feet per day of gas for more than
15 years. TotalEnergies’ expenditure on stream phase one
could amount to $3-billion in 2027 and create 1 500 direct
jobs, 5 000 indirect jobs and increase the country’s gross
domestic production by R22-billion.
The plan is to run the gas via a pipeline to a new fixed steel
platform, and from there to use the existing pipeline to get the
gas to Mossgas. Up to 18 000 barrels per day of condensate
and 210-million cubic feet per day (MMcfd) are expected to be
pumped to the facility. Gas condensate is a hydrocarbon liquid
stream separated from natural gas and is used for making petrol,
diesel and heating oil.
One of the most important roles that PASA plays is to evaluate
the credentials of potential explorers or developers. Applicants must
demonstrate that they have the technical capability and financial
resources to carry out the work programmes agreed, as well as any
future development that may ensue. A track record of experience,
a good health and safety record, environmental compliance record
and compliance with oilfield practice is essential. At the same time,
PASA is determined to increase involvement of local companies in
the upstream industry and to develop local capacity. One way of
achieving this is through partnerships between international and
Gas as a transitional resource
The transition to cleaner fuels and renewables is inevitable if the
world is to reduce the negative impact of climate change. South
Africa is a signatory to the Paris Agreement and has committed to a
“Peak-Plateau-Decline” carbon emission trajectory. The government’s
policy is to diversify the country’s energy mix which is currently coaldominated
to a lower-carbon future by introducing proportionately
higher renewable-energy resources such as wind and solar into the
energy mix as well as gas-to-power. Gas burns with less than half
the CO2 emissions from coal and additionally has no SOx emissions.
Gas is therefore a suitable transition fuel towards a lower-carbon
economy for South Africa especially since gas-to-power technologies
36 | www.opportunityonline.co.za
are flexible and would therefore complement the intermittent
renewable energy being added to the national grid.
Africa Energy Outlook 2022, a report produced by the
International Energy Agency (IEA), makes the point that Africa
has barely begun to properly exploit its hydrocarbon resources.
Dr Phindile Masangane, PASA’s CEO, references the report’s
statistics to support her contention that Africa could comfortably
continue to export oil and gas even if it started using much more
for its own use. As she told a Moneyweb podcast, “We just need to
make sure that the primary production is used for developing Africa.”
A lot of that produce, she argues, should be used “for our
economic development and reindustrialisation”.
Another benefit of the IEA report is that it demystifies some
preconceptions about gas. Says Masangane, “I think there is a
misconception – sometimes I think it is deliberate – that the use
of oil and gas is not consistent with the decarbonisation strategy.
The report unpacks that.”
Many of the 600-million African citizens who are without
electricity use distinctly environmentally-unfriendly methods to
cook. Masangane notes, “If they were to use gas, whether it is LPG
or natural gas or another form of gas for cooking, that in itself is
decarbonisation because then you arrest the negative impact of
deforestation.” She describes as a “false narrative” the idea that the
use of oil and gas cannot be part of a decarbonisation strategy and
is pleased that the IEA report puts that argument to rest.
The transport sector is another place where gas can play a role
in helping South Africa’s (and the continent’s) transition to a lowercarbon
The uptake of electric vehicles in Africa is very low, with diesel and
the international combustion engine continuing to dominate. “Now
we have seen a trend lately,” says Masange, “where heavy vehicles
switch to natural gas and that reduces your carbon emissions by
more than 30%.” The amount of fine particulate matter (air pollutants)
is reduced in this way, which cleans up the environment and helps
with the decarbonisation strategy.
Mossgas will again become a vital part of the fuels industry if feedstock starts flowing from the promising
Brulpadda and Luiperd discoveries made off the south coast. TotalEnergies and its partners applied for
a production licence in 2022.
petroleumagencysa.com Petroleum Agency SA @sa_petroleum Petroleum Agency of South Africa @petroleumagency
The floor is
Opportunity caught up with Tracy-Lee Behr, Portfolio Director: Built Environment at dmg
events on the sidelines of The Big 5 Construct: Western Cape expo and event. She is
convinced that the appetite for in-person events is coming back strongly.
In terms of the events you run, are you fully back
I would say we are getting there. Our flagship show in
Johannesburg in June 2022 was our first time back. We
saw participation from internationals not being that great
because of shipping backlogs and currency fluctuations
which really impacted the market. So that resulted in
international participation not being where it was in
2019 terms. However, we have seen that the local market
appetite is there. The local market needed to get back to
business and they’re very keen on face-to-face events as a
platform for business engagements again.
Which is your flagship event?
Our flagship show is The Big 5 Construct Southern
Africa which is held in Johannesburg in June and
then we have the regional events in the Western Cape
and KwaZulu-Natal in September. Those are more
regionally focussed, looking at the challenges and the
opportunities within it.
How does the activity at events this year compare with
the last one of these that you hosted?
The floor is buzzing, which is a great indicator that things are
back. At the Western Cape event we had 75 exhibitors, which
is comparable to the last edition. The market is constrained,
though. There are budgetary constraints and that leads to
a cut in marketing.
The construction industry has been hard hit by the last
few years. Now they are dealing with increasing fuel prices
and input costs going up. But definitely the feeling on the
floor is that South Africa as a country is ready for business.
Tracy-Lee Behr, Portfolio Director, dmg events
Have your panel discussions been well attended?
At each of our events we have a stakeholders’
engagement forum. That actually started at what
used to be called the Cape Construction Expo but it’s
evolved now to fit in with our greater portfolio which
is worldwide. The mothership of all events is the really
38 | www.opportunityonline.co.za
large one, Big Five Dubai, which is over 40 years old, and then
we have other regional events in Africa as well.
What is your target market?
Our remit is to get the whole value chain on the floor. We are not quite
there yet, but we do have a number of sectors like building materials,
tools and equipment, mechanical, electrical and plumbing, machinery
and vehicles. In all these sectors we look at getting exhibitors because
we believe that they underpin the value chain.
Our government stakeholders are really important as well. Our
events are geared around an open platform of engagement and
also the strengthening of relationships between the public and
the private sector. The stakeholders’ engagement forum has been
taken to all of our events because it is such a great platform of
engagement. It gives an opportunity to the man on the street who
doesn’t have access to the government stakeholders or the big
private companies to have the conversations and ask the questions
about the challenges that they are experiencing. To try to address
those and look at the solutions that the cities or the provinces are
providing, for example, why it takes so long to get a permit.
This time around we were looking at breaking barriers and
building a better tomorrow. The Western Cape Government has
a red-tape-reduction department and it was good to have the
director talk about exactly that.
Has the conference and events sector come back any different
One thing that we have learnt through Covid was to diversify. We saw
that a lot of our clients had to do just that in the crisis situation that
was Covid. You look at your product mix and you have to diversify, so
we did that in respect of digital events.
While that was very successful, we still feel – and we know –
that people want face-to-face connections. For us, it was about
coming back and doing what we do well and making sure that we
are connecting, that our quality of visitor is very high, that we’ve got
the right people attending the event.
We are connecting buyers and sellers, so the right buyers and
the right sellers. So that that tangible business is being done.
At the Western Cape event I heard from somebody on the floor
who walked in the door and did a deal within 10 minutes. So
Construction vehicles on display at The Big 5 Construct:
Western Cape as the events industry rebuilds after Covid.
Big Five Construct Southern Africa. That is looks at Africa’s readiness
for smart cities and not necessarily building beautiful and pricey
cities that no-one can use. It is really looking about integrating
the communities into the current infrastructure that we have in
terms of smart solutions and looking at what we’ve got, how do we
update it or make it work. We want to integrate that community
that surrounds it, not just a stand-alone white elephant in the
middle of nowhere.
Is Infrastructure South Africa involved in that initiative?
We got to know Infrastructure South Africa for the first time this
year. The desk within the Presidency knows about our events,
they are more invested and involved in our events. We are more
aligned with government stakeholders now than we have been.
Infrastructure South Africa’s remit is to look at the projects that are
feasible and get to market quickly where they can create jobs and
give investors a return on investment, so it’s a good initiative.
Does The Big 5 Construct also have a digital component?
It is not being run as a hybrid this time around. We want to
encourage down-the-line benefits. We want to draw investment
into the country and the region and create those benefits in
terms of business tourism and job creation. We have a very
important part to play in the economy in terms of driving
Your portfolio includes these three conferences. Are there other
built environment expos or conferences that fall under you?
The company also hosts the African Smart City Summit which is
an annual event. It is held in Johannesburg and runs alongside
Exhibitors and visitors enjoy personal interaction after
months of hybrid events.
www.opportunityonline.co.za | 39
Can Kruger’s upgrades go beyond
providing a better park experience?
Vulnerable communities must benefit from infrastructure investment,
argues Kruger Gate Hotel CEO Anton Gillis.
Kruger National Park is set to receive a R370-million
upgrade. The upgrades –which include rebuilding
a gutted shop and petrol stations (burned down
in separate fires), revamps of various tourist and
accommodation facilities around the park and
resurfacing of roads – are set to take place over the next three years.
As welcome as these upgrades will undoubtedly be to park
visitors, they could potentially have a much wider impact. If
implemented correctly, they could also have a positive knockon
effect on the businesses and communities in and around
One person who knows this all too well is Anton Gillis,
CEO of the Kruger Gate Hotel. Situated on the banks of the
Sabie River at the park’s Paul Kruger Gate, the hotel is close to
Skukuza – the park’s biggest rest camp and the location for its
That means that the hotel doesn’t just have a front-row seat to
Kruger’s abundant flora and fauna, but also to many of the comings
and goings in and around the park.
“Kruger attracted nearly two-million visitors in 2019 and is firmly
established as one of South Africa’s most popular tourist attractions,”
says Gillis. “But it doesn’t exist in a bubble. Communities in and
around the park depend on it for their livelihoods.”
These communities provide the waiters at the restaurants
in and around the park, the hospitality workers at the various
lodges and hotels and the drivers that ferry tour groups around
the park. They also staff the three airports that service the park,
help grow at least some of the food that park visitors eat, produce
the crafts that visitors take back with them as mementos, and so
many other things.
“In 2020 and 2021, the Covid-19 pandemic seriously dented the
fortunes of those already vulnerable communities,” he adds. “With
40 | www.opportunityonline.co.za
how much need there is for increased localised economic activity
in the area.
“In order for that economic activity to come,” he says, “people
need to be excited and incentivised to come to the park. While the
families that come year in and year out are important, you also need
to attract new visitors and give people who haven’t been for a few
years a reason to come back.”
even domestic travel severely curtailed during the early part of
the pandemic and international flights still getting back up to full
speed, it’ll take more than just a resumption of normal services to
With Kruger Gate Hotel involved in several community
initiatives, most notably sponsoring upgrades to a nearby primary
school, Gillis is intimately aware of how important the park is and
It’s that kind of thinking which informed Kruger Gate Hotel’s
own R100-million expansion, completed in November 2019. The
upgrades included the addition of a specialty coffee shop, an
expanded room count and the construction of a helipad. The hotel’s
Kudyela and Lapa restaurants were also expanded and modernised.
“When we made the decision to invest in the hotel’s upgrades and
expansion, we had a specific vision in mind,” says Gillis. “While we’ve
always tried to blend the majesty of the Kruger National Park and
all the comforts of an upmarket four-star hotel experience, we knew
that we could take that idea to the next level. This is most visible in
our presidential and executive suites, which allow executive groups,
whether family or corporate teams, to have an exclusive, private
experience of the hotel.
“The hospitality sector is constantly evolving and the upgrades to
the hotel allow us to cater to that evolution,” he adds. “They’ve also
allowed us to bring in new guest categories and provide improved
experiences to all guests.”
The Kruger Gate Hotel CEO believes that if the park upgrades are
to make a real and lasting difference, they must always have a bigger
picture in mind.
“Ideally, the upgrades should provide short-term working
opportunities for people around the park,” he adds. “Beyond that, they
should form the basis for ongoing initiatives aimed at attracting new
visitors to the park.
“The Kruger National
Park is one of South
Africa’s greatest assets and
we should aim to get as
much out of it as possible,
in the most responsible
and ethical manner,”
About Kruger Gate Hotel
The Kruger Gate Hotel is a lodge-style hotel, with soaring walkways and treetop ambience, which uniquely offers Big Five
safaris in the Kruger National Park with all the comforts of an upmarket four-star hotel experience. Guests' adventures into
the wilderness are perfectly balanced by the hotel’s contemporary relaxation options. Set in a tranquil riverine woodland
of immense trees, a range of elegant accommodation options are on offer, from standard and large rooms to executive
and presidential suites. Special highlights include game-viewing from the Pool Bar with its stunning infinity pool, luxurious
care at the spa and sumptuous dining in the glow of stars and wood fires in the outdoor Lapa.
Anton Gillis, CEO of the Kruger Gate Hotel
www.opportunityonline.co.za | 41
Skills are an
essential driver of FDI
Graeme Williams/Brand SA
George Asamani, Managing Director, Sub-Saharan Africa, Project
Management Institute, interrogates creative responses to finding the
project managers the world desperately needs for economies to grow.
Countries on either side of the equator compete
intensely for foreign direct investment (FDI). It brings
much-needed capital for growth and development,
including technology transfer and skills. It is also a vote
of confidence for the host country.
While multinational companies are always on the lookout for
the next growth market, their decision to invest is driven by a
myriad of interests and strategic reasons, some more important
According to Investment Monitor, availability and quality
of labour are arguably even more important than cost. Some
multinational companies invest abroad as they require higherskilled
labour, especially in the pharmaceuticals, electronics
and telecommunications industries. When associated with low
cost, higher-skilled labour makes certain countries particularly
attractive to companies in specific sectors. The quality of
labour is fast becoming one of the most critical drivers of FDI, if
not the most.
Data collected from the UN Conference on Trade and Development’s
(UNCTAD) World Investment Report 2020 and the World Economic
Forum’s (WEF) Global Competitiveness Report 2019 shows that countries
with higher-skilled and better-educated workforces tend to attract
more greenfield FDI projects.
At the Africa Summit in London, where PMI was joined on a panel by
Development Partners International, Diageo and Summa, conversations
swirled around the importance of project-management skills. Many
commentators on the day were of the opinion that entering a foreign
market required more than just a business plan and deep pockets. It
involved a strategic process that guides project execution within scope,
allocated budgets and on time, an ideal brief for a project manager.
The global economy needs 25-million new project professionals
by 2030 due to economic growth and development, an increase
42 | www.opportunityonline.co.za
South Africa’s technology-focussed universities are working
together to improve the country’s skill levels.
Technological Higher Education
Network South Africa
As a consortium of technology-focussed universities,
the Technological Higher Education Network South
Africa (THENSA) is geared to address the lack of critical
skills in South Africa. This is especially important in
light of the Fourth Industrial Revolution (4IR), which
will not only change the nature of how we work, but also create a
host of new jobs that demand new knowledge and dynamic skills.
THENSA’s primary aim is to support the work of its member
institutions and advance knowledge-sharing and good practice.
The network consists of Full and Associate members located across
South Africa, Africa, Europe, the United States of America and
Australasia. THENSA strives to promote relevant, impactful and
globally-competitive qualifications, skills, research and innovation
in partnership with business, industry and research institutes.
THENSA has a track record for developing programmes which
tackle the absence of critical skills and outputs in South Africa.
THENSA’s bespoke PhD, Masters and Supervisory Enhancement
Programmes have contributed significantly to giving lecturers
the opportunity to acquire their PhDs and grow as academics.
This programme, in partnership with the Tshwane University of
Technology (TUT), and with funding from the Department of Higher
Education and Training (DHET), responded to the transformation
agenda and the National Development Plan (NDP) 2030, resulting
in 70% of its cohort of PhDs being black women academics.
Prior to the Covid-19 pandemic, THENSA developed an Online and
Face to Face Entrepreneurship Programme, equipping students with
the skills to support business start-ups and new venture creation.
These Entrepreneurship Programmes are currently available to the
higher education sector. In addition, THENSA developed its Graduate
Employability App (GEA), a portal which tracks graduates, provides
updates on employment opportunities, allows businesses to select
suitable candidates for internships and offers online assistance for
the preparation of interviews and CV building. It delivers information
to universities about curriculum relevance and challenges students
have in industry, ensuring that curricula remain responsive.
In 2019, THENSA partnered with MILZET Institute to run
a programme that upskills and reskills South Africans in the
Unemployment Insurance Fund (UIF) database, specifically
in the fields of hairdressing, beauty and nails, real estate and
In collaboration with OBREAL-Global Observatory in Spain
and six European countries, THENSA, through the Erasmus Plus
grant, formed the Higher Education Reform Experts in South
Africa (HERESA) within its member institutions. HERESA seeks
to develop policy that will improve teaching and learning strategies,
Work- Integrated learning (WIL) strategies, Competence-Based Learning
(CBL), Curricula for the 4IR and Entrepreneurship Education.
At the THENSA International Conference held in South Africa in March
2022, THENSA launched WILSA and became a member of the World
Association for Cooperative Education (WACE).
The most critical outcome of the THENSA delegation visit to Ireland
in 2022 was the discussion of the Tourism Education Gateway Platform
(TEG), based on a similar model in Ireland, which THENSA will host for the
purpose of upskilling and reskilling tourism personnel, providing them
with portable qualifications that will contribute to the professionalisation
and internationalisation of the tourism sector.
THENSA was delighted to have secured a three-year grant from
the Department of Science and Innovation (DSI) to build capacity in
strategic areas of academic programming and innovation within the
public higher-education sector. The purpose of this project is to bolster
capacity in the fields of Technology Transfer Innovation, Entrepreneurship,
Research Capacity Development and Commercialisation.
In October 2019, THENSA, in partnership with Technological Higher
Education Association (THEA) in Ireland, established the South Africa-
Ireland Research Cluster Programme, involving a select group of their
respective member institutions. These clusters focuses in the fields of
International Tourism, Research and Training, Work-Integrated Learning
(WIL) and Curriculum Development for the 4IR, Agriculture and Food
Security, COVID-19 Pandemic Management, Waste Management and
the Circular Economy, Space Science, Innovation Hubs and ICT and
Biomedical Engineering, Robotics and Advanced Manufacturing.
Since the conclusion of this Programme, THENSA is happy to report
that the Agriculture and Food Security Cluster has attracted co-funding
to conduct a study on low-cost biological treatment of dairy waste
water. The Space Science Cluster has submitted a grant on the use of
satellite imagery for seaweed farming, and initiated a project aimed at
establishing a Space Academy in South Africa which will offer curricula
that are co-developed and co-taught by South African and Irish academics
and industry experts.
Given the tremendous success of the Research Cluster Programme,
THENSA has received a second round of funding from the Irish Embassy
in South Africa. The new clusters will focus on the Circular Economy
Research Innovation Curriculum for the 4IR, Science Parks and Business
Units and the continuation of the Tourism Research Cluster.
THENSA’s cross-collaborative and inter-organisational approach to
building critical skills will not only address our country’s most pressing
issues, but set a standard of global excellence and competitiveness
that will benefit the lives of all South Africans.
Contact: THENSA Office
Alma du Toit House, 210 Steve Biko Road, Sunnyside, Pretoria 0002
Tel: +27 12 382 4896 | Email: firstname.lastname@example.org | Website: www.thensa.co.za
in the number of jobs requiring project management-oriented
skills and retirement rates. As a result, to close this talent gap,
2.3-million project managers and changemakers will be needed
to fill these roles every year to keep up with the demand. In Sub-
Saharan Africa, the market for project management-oriented
employment is expected to grow by 40%, the biggest such
growth in the world.
Rome wasn’t built in a day, nor
was it built by one person. I am
equally sure it had project managers
to ensure it was delivered within
scope, budget and on time.
Domestically, the nature of work has rapidly changed during the
last decade due to emerging technologies and disruptive forces
such as 4IR, AI and automation. Moreover, the skills reset is due
in no small part to the pandemic.
Employers cannot solve the skills gap issue alone; they need
support from educators to build talent pools with skills relevant
to today’s business needs. Studies have highlighted mismatches
between the skills African students obtain and those required
by employers. Governments and youth-serving NGOs have
attempted to address this through skills development
programmes, including entrepreneurship training. Still, the
assumption that every African youth without a job will be
inclined to be an entrepreneur is hardly inclusive.
Despite earning monikers like “last frontier of growth”, Africa
is not without its challenges. The African Development Bank
reports that while 10- to 12-million young people enter the
workforce every year in Africa, only three-million formal jobs
are created annually.
Every project needs a manager. PMI reports that the global economy needs 25-million new project
professionals by 2030. Credit: SANRAL
The answer may be to focus more on skills-based hiring, which
emphasises the specific skills needed for a position rather than
educational credentials or prior experience.
Skills-based hiring can help ensure you fill open positions with
the right talent – whether that person comes from outside the
organisation or your workforce. It can expand your talent pool and
help level the playing field by eliminating some of the unconscious
biases that can creep into the hiring process.
This approach is ideal for Sub-Saharan Africa, where many
people cannot afford to put themselves through universities. You
can only start where you can start and from where you are now.
If you’re currently employed, that is the place to begin with the
skills development opportunities available. If you are unemployed,
there are several free resources online, like KickOff, for you to test
your aptitude for project management.
Rome wasn’t built in a day,
nor was it built by one person.
I am equally sure it had
project managers to ensure
it was delivered within scope,
budget and on time.
Project Management Institute (PMI) is the leading professional association for project management and the authority for
a growing global community of millions of project professionals and individuals who use project management skills. PMI
empowers people to make ideas a reality. Through global advocacy, networking, collaboration, research and education,
PMI prepares organisations and individuals to work smarter so they can drive success in a world of change. Building on
a proud legacy dating to 1969, PMI is a not-for-profit organisation working in nearly every country around the world to
advance careers, strengthen organisational success, and enable project professionals and changemakers with new skills
and ways of working to maximise their impact. PMI offerings include globally-recognised standards, certifications, online
courses, thought leadership, tools, digital publications and communities.
George Asamani, MD, Sub-Saharan Africa, PMI
44 | www.opportunityonline.co.za
House of Kreationz – Your Solution for Stylish Events
House of Kreationz is a leading events décor
styling company, with branches in the Western
Cape and Gauteng. Our extensive client-base
of brands and companies includes trendsetters
and leaders in their respective fields.
Through the collective team we possess a
wealth of experience that spans over 20 years.
The company focuses on high-end event styling,
conceptualising and curating each event
into a unique experience. No job is too big or
small for our team of creative event planners,
meticulous coordinators, resourceful project
managers and problem-solving thinkers,
Started shortly after the devastating global
pandemic, the birth of House of Kreationz
was a huge leap of faith. Kreationz, as we are
commonly known, wasted no time in filling a
vacuum in the events industry. The events
market needed an injection of innovative
ideas, fresh creativity and a spiced-up services
offering that would leave clients with an event
experience that will be talked about long after
the last chair is packed away and every power
cord is rolled up.
The Kreationz offering is more than just contemporary
event styling – the company’s alliances
and contacts ensure a seamless turnkey
project management solution.
Our overall offering includes, but is not limited
to, event conceptualization and styling curation,
management, co-ordination, production
Kreationz boasts a clientele that includes
major clients like the CSIR, Big Concerts, ZA
Fanzone, GPA Group, Mushroom Productions,
Black Creatives, NCPC-SA and Travel with
Flair to name but a few.
BBBEE Level: 1
Key contact people:
1. Franco Beginsel Position: General Manager
2. Rufus McCarthy Position: Operations Manager
3. Natalie Koopman Position: Director
Physical address: 10 Banchory Road, Blue Valley Golf Estate,
Tel: 010 157 3266 Cell no: 072 858 7870
Email: email@example.com / firstname.lastname@example.org
Postal address: 10 Banchory Road, Blue Valley Golf Estate,
SETAs and TVET colleges
must up their game in
support of work placement
Extract from the welcoming address to the WorldSkills South Africa
(WSZA) National Competition, held in eThekwini in 2022, by Minister of
Higher Education, Science and Innovation, Dr Blade Nzimande.
It is with great pleasure that we are hosting our 4th WorldSkills
South Africa (WSZA) National Competition, this time together
with a Conference and Career Festival 2022 under the theme:
“Ratcheting up the Production of 21st Century Artisans”.
Ratcheting means the process of taking irreversible steps
in a particular direction.
The direction is the gradual and systematic rejuvenation of
the apprenticeship system. The focus is now on implementing
and scaling up “The National Apprenticeship and Artisan
Development Strategy 2030” with a view to produce artisans fit
for the future as well as the 4th Industrial Revolution.
As South Africa we are, in many respects, fortunate to have a
youthful nation. However, the recent unemployment statistics on
young people are a cause for concern. The 2020 fourth quarter
Credit: College of Cape Town
Labour Force Survey found that about 8.6-million young people
aged between 15 and 34 years are not in education and not in
At the heart of the challenge for post-school education and
training (PSET) is to cater for these youth in our college system,
with vocational education and training as the most important point
We are determined to grow the Technical Vocational Education
and Training (TVET) sector faster and to enable subsidy and
infrastructure funding that can support its rapid studentenrolment
We now have taken a decision to fund skills programmes offered
by our former Adult Education Centres, now known as Community
Education Training (CET) colleges, to the tune of R200-million.
Furthermore, in helping to draw more young people into
the economy, government has, under the Presidential Youth
Employment Intervention, initiated various youth development and
empowerment initiatives to support young people.
These range from formal education and training, learnerships
and internships as well as support for youth entrepreneurship. Our
initiatives provide the necessary support for young people to take
on their challenges and succeed.
I urge all students to look out for these opportunities, especially
the Workplace-Based Learning opportunities as presented through
our Sector Education and Training Authorities (SETAs) in partnership
with the private sector.
This WorldSkills South Africa programme supports the "Decade
of the Artisan" programme which we launched in 2014 after a
very successful Year of the Artisan in 2013. We host WorldSkills
Competitions in order to stimulate interest of learners, especially
in our TVET sector.
This will contribute towards alleviating skills shortages in South
Africa, especially midlevel skills, as captured in our Occupations in
High Demand, Critical Skills List and the Skills Strategy in support of
the Economic Reconstruction and Recovery Plan.
Further to this, this WorldSkills Competition provides a
platform from which industry partnerships can be established.
Critical to this partnership is the development of a co-leadership
46 | www.opportunityonline.co.za
model in curriculum development, standard setting and tradetest
Government has already spent vast amounts of money to
support our youth through the TVET system, and therefore it
is important that we assist them to transition to the workplace
through appropriate placements.
To this extent, we have, among others, established partnerships with:
• Japan/Toyota on automotive industry training
• Germans on the dual system
• UK to address youth unemployment
• Huawei on ICT skills academies in 22 TVET colleges
• SAMDRA on repair and maintenance of mobile devices.
These agreements include the provision of training for both TVET
college students as well as to give workplace exposure to TVET
college lecturers so that they teach and train in what is currently
needed by industry.
One of the challenges facing our artisan-training system and
the apprenticeship system is the insufficient workplace-based
learning spaces and opportunities for apprentices. Workplace
availability is the backbone upon which our apprenticeship and
artisanal training system is built.
It therefore follows that much advocacy work and engagements
are required with industry in order to ensure that a conducive
environment is established for the development of Public Private
Partnerships (PPP) to implement apprenticeships and other
required training programmes.
We expect the SETAs to up their game in supporting work
placement of college students and other trainees. In fact, private
training providers in the SETA system must be expected to also
arrange work placement for trainees. Without such work placement
we have no vocational or skills-development system.
Employers are critical in our artisan development as they should
also be in a position to advise our colleges around the curriculum.
We need to come up with even more creative solutions on how to
incentivise and partner with employers and industry to support
As we plan massifying the enrolments and building of more
infrastructure in our TVET sector, our colleges should therefore
implement quality industry-driven curricula by engaging the
employers with the purpose of strengthening and improving the
curriculum so that students can be directed on the right path.
We have now also incorporated into our plans that all college
principals must have in their performance agreements with the
department the issue of work placement and partnership with
industry. Any college principal who does not promote work
placement has no place in our TVET college system!
As we near the end of what has been a successful Decade
of the Artisan Programme and the 10th Anniversary of the
White Paper for Post School Education and Training, we need to
escalate artisan training and deepen partnership with employers
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Shopping centres are wising
up to water security
Big shopping centres such as the Table Bay Mall are encouraged not to rely solely on water infrastructure provided by local authorities. Credit: Zenprop
There are six vital things to consider if you want to keep a large shopping mall well supplied
with water, says Mannie Ramos Jnr, the COO of Abeco Tanks.
Even though Cape Town narrowly escaped a drought
four years ago, water scarcity still plagues most
of South Africa. Recent research from the Water
Resources Group suggests the lack of available water
will worsen in the next few years with a third of the
world’s population expected to be living in significant water
stress come 2030.
For big businesses like shopping malls, which have just about
recovered from the pandemic, the threat of unreliable water
sources spells disaster. Without water, mall tenants like restaurant
chains and hair salons will be unable to operate and shoppers would
be unable to use toilets. Everyone’s health, safety and hygiene would
be at risk if the mall doesn’t have enough water to maintain cleaning
standards and be able to put out a possible fire.
Several South African shopping centres did implement some watersaving
measures during South Africa’s most recent water crisis, but
according to Mannie Ramos Jnr, the COO of Abeco Tanks, installing a
few tap aerators is simply not enough.
Abeco has been supplying steel water-storage tanks to large malls
across South Africa for more 40 years now. The number of malls is now
48 | www.opportunityonline.co.za
close to 80. Abeco’s mall clients include some of the largest in the
country like Cresta, Mall of Africa and Sandton City in Johannesburg,
Canal Walk in Cape Town, Mall of the North in Polokwane and
Oceans Shopping Centre in Umhlanga.
“Malls are a major economic driver in South Africa with more
than 300 000m2 of new leasable retail space set to be completed
across the country in 2022 alone.
“We are seeing a lot of this new retail space being developed
outside of major cities where there is unmet demand. This is
concerning, as we know that remote regions often don’t have
reliable water infrastructure to begin with,” says Ramos.
For them to reduce, harvest, store and recycle enough water to
be self-sustained in the future, shopping malls developers, their
owners and managers must act now. Ramos shares six tips of what
some malls have been doing to secure their water supply:
Storage is key
As many of us have learned from loadshedding, failing to plan is
planning to fail. Storing water in tanks has been done for centuries,
allowing us to measure water consumption and track water saving
for continuity of service. Longbeach Mall in the Western Cape for
example installed five 10 000-litre tanks, which will be used as
backup if the taps ever run dry.
Ensure rainwater harvesting
Although rainfall in South Africa can be unpredictable, using a
combination of rainwater harvesting and innovative storage reduces
the reliance on other sources of water and ensures year-round
supply. “Table Bay Mall is a relatively new shopping development
on Cape Town’s west coast and over the past six months have been
using the contents of their 10 000-litre rainwater harvesting tank
for cleaning and waste management purposes,” explains Ramos.
Filter, filter, filter
Correct filtration can mean grey water can even be used in airconditioning
cooling towers, which tend to use a lot of water. The
two boreholes at Table Bay Mall each have filtration plants so that
the water can be used in the main toilets and urinals and not just
for irrigation purposes.
Building with sustainability in mind
Shopping-mall developers should consider closed-circuited water
systems, where unused water can be collected and then passed
through various systems before being reused around the property.
Several South African
shopping centres did
implement some watersaving
South Africa’s most
recent water crisis.
Reducing reliance on public water infrastructure
Consider installing low-flow toilets and sinks which connect to
a greywater system. Any non-potable water can be drawn from
large, on-site storage tanks that are filled with rainwater and only
topped up by the municipal grid if necessary. At Table Bay, the
municipal water supply is collected in nine domestic water tanks
(each with 20 000-litre capacity). These have been designed to
supply the mall with reserve water for approximately three days
in the case of water interruptions.
Keeping tabs on global developments
Water technology is constantly progressing with some incredibly
efficient desalination plants already in operation in places like Israel.
Even architects are playing their part, designing buildings in such
a way that they maximise rainwater harvesting. “At Tyger Valley
Shopping Centre in Cape Town, the centre has even appointed a
water expert to assist with scientific water-saving methods for the
future so don’t be afraid to think outside the box and try something
revolutionary,” concludes Ramos.
Water is a scarce resource and yet is one of the most important
in the world, second to air. Without water, nothing can survive,
including business, so it is essential we act now to secure this
precious life-sustaining resource.
About Abeco Tanks
Abeco Tanks is the World’s First Bank for the Business of Water, trusted for nearly 40 years to protect against water scarcity. The company’s steel water-storage tanks are found
in over 35 countries across the globe including Africa, Central America and the Middle East. Abeco is a private, family-owned business together with equity stakeholder and
funding partners, Investec Private Capital and Global Capital empowerment fund.
With its 269 000-square-foot manufacturing facility in South Africa and hundreds of employees, Abeco has erected more water tanks than any other company in Southern Africa,
making it the definitive leader in water-storage solutions. Blue chip clients include Anglo American, Sasol, Chevron, FNB, BP, JP Morgan, Shell, GlaxoSmithKline and Investec.
www.opportunityonline.co.za | 49
provides the backbone
during times of crisis
Entrepreneurs everywhere face tough challenges but in KwaZulu-Natal, issues like inflation and Covid-19
temporarily took a back seat to rioting and flooding during 2021 and 2022.
Entrepreneurs were tested like never before in KwaZulu-
Natal. Cindy Norcott, marketing chair for the peer-to-peer
Entrepreneurs Organization (EO), who herself has survived
the past 28 years running her own recruitment business, says
that having a support network is key to an entrepreneur’s
ability to bounce back.
She believes that to be an entrepreneur, a key success factor is
“Having a sense of optimism, self-belief and courage, despite the
odds, are important characteristics to have if one is considering
starting your own business,” she says, adding that three of her fellow
EO members have demonstrated an inspirational ability to turn
adversity into opportunity during recent tough times.
Connect Space is now in a good space
Bradley Porter: formerly of Flexible Workspace, now Connect Space
Bradley Porter of Connect Space,
a specialist property management
company, was tripped up by both
the Covid pandemic and an ill-timed
decision to expand the business.
He explains what happened to his
former company, Flexible Workspace:
“At its peak, Flexible Workspace had
20 full-time employees, supported
several partner businesses, and
managed six centres split over two
regions totalling over 8000m2.
We didn't realise the long-term
impact of the Gautrain on the Sandton
property market. To recover the massive investment in this project,
the city of Johannesburg increased the bulk allowance to boost its
rates base. The result was that the market became a game of musical
chairs with big law firms and other head offices moving out of their
old stale spaces into flashy new ones.
With no new entrants into this market, vacancies remained
high. Couple this with the increasing popularity of serviced offices
which meant that brokers and opportunists were fueling a market
that could never be sustained. The result was an oversupply of
stock and dwindling demand.”
50 | www.opportunityonline.co.za
Connect Space has prime locations available in KwaZulu-Natal.
A failed turnaround strategy and unsuccessful business rescue
attempt left the company facing voluntary liquidation.
“Feeling like our world had just come to an end, we began
navigating our way through the liquidation. At the time I envisaged
locks on doors, ruined lives, repossessed equipment, the sheriff at
my home, rejection and alienation. What we witnessed was love,
compassion and support,” he says.
They found creditors who were prepared to engage, supportive
customers and motivated staff. “This drove us to find a way out,
but we had to get the support of the liquidators. Having presented
our case to them, they agreed to a ’holding pattern’ where we
could continue trading under their administration. In essence, the
old business was dead, but they were giving us the opportunity to
birth a new one,” he says.
It was January 2021. His previous business partner took charge
of the Johannesburg businesses, leaving him two in Durban.
Bradley says that the Covid landscape has created a unique set
of circumstances where the skills he had honed operating in the
short-term and small office rental market over the past 15 years
were perfect to support landlords.
“Today, we’re a startup, a new brand and a new business but
100 times more prepared than before. The market has changed
and so have we. We’re developing a new model, one that suits the
future of space and services and one that will better benefit the
user. Our immediate goal is to build the brand and dominate the
market with a range of products more suited to the agile, workfrom-anywhere
Throughout this change, remembers Bradley, EO provided him with
a safe space and support base while he was “figuring things out”.
Recovering and connecting
Saskia Hill: owner of MCS Debt Recovery and founder of
Saski Hill’s business was completely destroyed during the July
2021 unrest in KwaZulu-Natal.
“How do you react when you are told that your entire business
has been burnt down? Not through negligence but by political
unrest, something which is totally out
of your control? This is something that
you never expect to happen. It was an
emotional, stressful time,” she recalls.
MCS Debt Recovery counts leading
banks, financial service providers,
insurance companies and retailers
as clients. Connect BPS’s clients are
It was these clients, together with
staff, suppliers and her network of
business associates who helped her
begin to rebuild her business and,
quite literally “rise from the ashes”.
“Every challenge you face in business allows you to build resilience
and endurance which ultimately makes you stronger. When tragedy
struck with the burning of the MCS/Connect building, I had to tap
into that resilience to move forward. My inner strength and courage
was supported by an amazing group of people.
“It is during these challenging times that you call upon the
relationships in which you have invested through the years, your family,
friends, industry associates, mentors and business supporters.
“This includes our EO tribe! Members from around the world
reached out to me to offer assistance. The members were there
to encourage, support and motivate me through the journey of
rebuilding,” she says.
One year later, the building is still not rebuilt. However, she has been
able to re-establish her business and continue her entrepreneurial
journey despite the turbulent economic times.
“As entrepreneurs, we need to have a good understanding of the
operations from the shop floor to the disaster-recovery procedures
The building might not be ready yet, but the staff of MCS Debt Recovery are raring to to.
www.opportunityonline.co.za | 51
“We had to turn to them in a time of need
and they were all there for us!”
(and this cannot be a mere tick-box exercise). It is imperative that you
understand all the processes in your business so that when you need
to rebuild from the ground up, you are aware of all the challenges
that need to be overcome.
“With EO, members don’t merely give advice, they provide
experiences shared, which is a hugely beneficial way to share
information and guidance. It’s great to have members to bounce
questions off,” Saskia recalls.
For Saskia, the quote which is most apt at this time is, “I didn’t come
this far, to only come this far.”
From Covid contraction to African expansion
Matthew Fitzsimons: founder BigEye Branding Africa
In 2021, Matthew Fitzsimons and his
twin brother and partner realised that,
even if their top income projections
materialised, they would not get
through the prolonged Covid-19 crisis.
His now Ireland-based partner had lost
his usual optimism and positivity in the
wake of a complete fall-off in orders and
the shrinkage of the marketing sector
across the continent.
“Most events in Africa had been
cancelled. We have supplied
equipment to mainly big breweries
and soft drinks companies in 47
countries in Africa, and suddenly none of them was having events.
The orders had dried up,” he recalls.
Perhaps the most positive thing to emerge from lockdown, which
forced staff to work from home, was that the whole business began
operating off the cloud. “We realised that there’s no-one that couldn’t
operate from home other than a few warehouse guys. We got rid of
our servers and moved all our systems into the cloud. We challenged
every single system that we had.”
They also cut costs to the bone. “We looked at every single
cost. Is it critical? If not, it must go. It was an opportunity to cut
everything to the minimum. Our staff all agreed to cut their
salaries. The one thing we didn’t stop investing in was our staff
BigEye Branding Africa can create branding for just about anything.
culture. We still ate together once a week. In fact, a great way to
get staff back to the office was to create an environment that they
wanted to come back to. This experience made our company
culture stronger than it has ever been in 18 years. Tough times
brought out the best in us,” he says.
Another thing that emerged from this crisis was an appreciation
for strong relationships with suppliers who are the cornerstone of a
business. Matthew recalls: “We had to turn to them in a time of need
and they were all there for us!”
A turning point came with a decision to merge the business
with another operator in the market, a move that added a
third partner with valuable financial and analytical skills that
the company did not have at that point. As a combined pan-
African marketing company, they intend to lead the game in their
industry going forward.
“When we found ourselves in dire straits, EO came to the party
and helped us out in a time of need which we will never forget. In
the toughest times is when you need EO the most. We have now
turned the corner and see an extremely positive future in Africa for
About Entrepreneurs’ Organization
The Entrepreneurs’ Organization (EO) is a global, peer-to-peer network of more than 17 500 influential business owners with 213 chapters in 60+ countries. Founded in 1987, EO is the
catalyst that enables leading entrepreneurs to learn and grow, leading to greater success in business and beyond.
52 | www.opportunityonline.co.za
UNIVERSAL LINK GROUP
Where service is paramount
Universal Link Group, established in 1999, is a market
leader in the logistics and distribution services
sector. We are fast becoming one of South Africa’s
leading e-commerce warehousing, order fulfillment
solutions driven companies with a BBBEE Level 1
accreditation. We offer access to a comprehensive
logistical supply chain service. Our extensive
knowledge assures our clients of a smooth process
flow and desired outcome.
We provide strategic solutions for all your
procurement, courier, e-commerce fulfillment
and warehousing, import and export distribution
systems designed to meet your requirements. We
are an accomplished procurement office, taking the
pressure out of your business of finding the best
solutions, equipment and assistance to obtaining,
locating and implementing your requirements, giving
you a competitive advantage and leading edge.
We are a team dedicated to service excellence
through the process of simplicity and transparency,
making your experience seamless and stress free. We
are committed to explore and adapt innovative ideas,
that achieve maximum supply chain efficiencies.
• Distribution and Warehousing
• Domestic and International Courier
• e-Commerce Order-Fulfillment
• Inventory Management System
• Pick and Pack Services
• Storage (long-term and short-term)
• Mailing and Distribution Services
• Packaging Solutions
• Pharmaceutical Distribution
• Wine Storage and Distribution
• Cape Town: 1 170m²
• Johannesburg: 350m²
• Flexible storage options, including heavy-duty racking,
a high-value goods area and freeflow areas.
• Storage methodology eliminates errors by not shelving
like products together, making picking easier.
Unit 22, 31 Junction Road, Tygerberg Junction, Parow Industria 7493
Tel: 021 951 4200 | Cell: 063 575 3447 | Email: firstname.lastname@example.org | Website: www.ulgroup.co.za
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