Opportunity Issue 108

www.opportunityonline.co.za FEBRUARY/MARCH/APRIL 2024 • ISSUE 108
SMME SUCCESS
More than 500 small
businesses attended the
inaugural South African
Future Trust Summit
MINING TECHNOLOGY CAN
BE TRANSFORMATIVE
New technology can promote
sustainable mining
DISTRIBUTION IN AN
ENERGY-LIMITED WORLD
How can retailers overcome
loadshedding?
BORDER MANAGEMENT
AUTHORITY IS PROVIDING
INTEGRATED SECURITY
PRISTINE COASTAL
AREAS ARE GEMS
Marine Protected Areas
hold huge potential for
the tourism sector
CHAMPIONING MINING AS
THE CATALYST FOR SOUTH
AFRICA’S PROSPERITY
MZILA MTHENJANE, CHIEF EXECUTIVE OFFICER OF MINERALS COUNCIL
SOUTH AFRICA, SEES GREAT POTENTIAL IN THE COUNTRY’S MINING SECTOR

South Africa’s oil and gas
sector is welcoming investors
Productive onshore gas discoveries and investment in production studies show that Petroleum Agency
South Africa is hard at work promoting the case for investment into the country’s abundant resources.
These are exciting times for
the oil and gas sector in
South Africa. The application
by TotalEnergies for the
right to produce off the south coast
of South Africa signals an important
new phase in the development and
growth of the national oil and gas
sector. Extensive exploration has
confirmed that a significant resource
lies off the coast of Mossel Bay. In 2022,
Tetra4, a wholly-owned subsidiary
of Renergen, started commercial
production of liquid natural gas (LNG)
from their plant in the northern Free
State. In January 2023, the company’s
helium plant became the eighth place
in the world to produce that gas.
These are initiatives and investments
in which PASA has played a vital role,
in assessing the exploration bids,
in granting bids, in checking the
environmental impact assessments
to ensure that they comply with
standards and liaising with developers
in many other ways.
The Virginia Gas Project, a project licensed and approved by PASA, has the potential to create
an entirely new subsector within the South African oil and gas sector. Tetra4, a subsidiary of
Renergen, has started delivering liquified natural gas (LNG) to customers. Credit: Renergen
Facilitating investment
Petroleum Agency South Africa (PASA), the custodian of the
country’s oil and gas resources, and which facilitates and promotes
responsible investment into the sector, sees a major role for gas in
helping the country transition to cleaner energy sources. As joint
host of the third annual Southern African Oil and Gas Conference
held in Cape Town in September 2023, PASA unveiled the positive
aspects for investors of the South African oil and gas sector, the
regulatory environment and the considerable size of the resources,
both onshore and offshore.
Further participation at events such as the African Mining
Indaba and the Africa Energy Indaba underscore the vital role
that PASA plays in promoting the country as an investment
destination and interacting with companies from around the
world. As things stand, natural gas supplies just 3% of South
Africa’s primary energy. A significant challenge facing the
development of a major gas market is the dominance of coal.
Opportunities for gas lie in the realisation of South Africa’s National
Development Plan (NDP) and the Integrated Resource Plan (IRP).
Helium onshore
When the SpaceX rocket launched in 2021, 11 tons of helium was
used to propel it off the ground. Every computer microchip in the
world is produced in the presence of helium and the world uses 85
tons of it every day. Although it’s a very useful element, it’s also a
very difficult element. The result of that is that Renergen, the owner
of the Tetra4 company that holds the first onshore petroleum
production right issued by the Department of Mineral Resources
and Energy (DMRE), has had to import much of its equipment and
many of the skilled personnel it needs to commercialise the gas
field. However, as the project ramps up production, employment
numbers will increase over time. The field covers 187 000ha in the
region of Virginia, Theunissen and Welkom. Hiring has increased
rapidly since 2019 as the project ramps up from the first phase in

which a pilot compressed natural gas (CNG) plant was constructed
in 2016. The second phase, referred to above, encompasses LNG
and helium. Production of helium is expected to grow from 350kg
per day to five tons in the second phase.
LNG for the domestic market and helium for export from this
project will create an entirely new stream of energy options
for South Africa. The first sector to respond to the potential of
this gas find was the logistics sector. Bulk Hauliers International
Transport (BHIT) signed an agreement to take LNG to fuel 50 of its
trucks, which should lead to lower operating and maintenance
costs. Renergen has signed an agreement with TotalEnergies for
distribution and sales and other manufacturers have since come
on board. The economic spinoff of the work done by PASA is clear
to see in these developments. Tetra4 has a loan from the Industrial
Development Corporation to build a 107km pipeline network from
Virginia and the Overseas Private Investment Corporation (OPIC),
an agency of the US government, will lend Renergen $40-million
(more than R600-million) over 12 years, further evidence of the
positive economic benefits of this brand new subsector.
The International Energy Association (IEA) has published
a report, “Africa Energy Outlook 2022”, which deals with the
balancing of Africa’s developmental needs and the urgent
imperative to move away from fossil fuels. The report concludes
that a balance can be achieved. A key factor in allowing Africa to
continue to industrialise will be an uptick in the discovery and use
of gas. If all the gas so far discovered in and off Africa was used, the
continent’s share of global emissions would rise by 0.5% to 3.5%.
Petroleum Agency South Africa has welcomed the report.
PASA has consistently argued that South Africa’s road to net
zero emissions will be via gas. As PASA noted in the context of
major discoveries of oil condensate off the southern coast, the
development of these discoveries has the potential to replace
more than 2 300MW of diesel-fired electricity generation
in Gourikwa, Dedisa and Ankerlig, thereby reducing the
carbon emissions from these plants by more than 50% while
eliminating sulphur oxide and nitrogen oxide emissions, which
are also harmful to the environment. The Agency concluded
that gas is an obvious bridge to a lower-carbon future in
South Africa. There are other onshore areas showing promise.
The Department of Forestry, Fisheries and the Environment
(DFFE) in 2022 issued draft regulations to govern the process
of hydraulic fracking because the underground resources of the
Karoo are again in the spotlight. Various environmental studies
are being done, including groundwater and geological studies.
The geo-environmental baseline study for gas in Beaufort West
undertaken by the Council for Geoscience has been completed
and showed significant resources of shale gas. The study did not
encompass any economic modelling.
Great potential
PASA will be responsible for the granting of any licences once
the draft regulations are finalised. The Agency’s Resource
Evaluation Manager, David van der Spuy, says that onshore
gas holds great potential and makes a distinction between the
biogenic gas discovery
that Renergen are
working on and other
potential sources. He
says, “There are other
types of unconventional
gas onshore, such as
coal-bed methane and shale
gas.” In the south-central Karoo,
basin-analysis studies show potential
for conventional deposits of both dry
gas and wet gas. Three natural gas exploration
permits have been awarded to Tosaco Energy for the sandstonerich
area between Amersfoort and Balfour in the western
part of Mpumalanga by Petroleum Agency South Africa. Two
methane-gas exploration rights have been granted to Highland
Exploration in the Evander area.
In 2022 a successful bid was made to drill for gas at the site of
the Majuba Power Station. Kinetiko Energy aims to supply Majuba’s
20MW gas generator with fuel. Majuba is one of Eskom’s many
coal-fired power stations which are facing closure in the province
of Mpumalanga and one of several that might be switched to gas.
Kinetiko has a further two sites where it will do exploratory
drilling: one near Sasol’s Secunda synthetic fuel plant and one
to the south of that. PASA will continue to promote, facilitate
and regulate exploration and development of South Africa’s
oil and gas resources, ensuring that sustainable development
is promoted in a responsible way. A key objective is to move
increasingly to development and production phases, beyond
just exploration.
The offshore TotalEnergies project and the onshore Renergen
project encapsulate the kind of work that PASA wants to move
towards, in search of economic benefit for South Africa.
Onshore exploration prospects are opening up new possibilities in
the Free State and the Karoo. Credit: PASA

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Contents
ISSUE 108 | FEB/MAR/APR 2024
08
10
16
22
26
32
36
EDITOR’S NOTES
SACCI NEWS
Several established corporates have joined South Africa’s most representative
chamber.
A CATALYST FOR SOUTH AFRICA’S ECONOMIC DEVELOPMENT
Minerals Council South Africa CEO Mzila Mthenjane outlines his vision for how
mining can transform South Africa.
SOUTH AFRICAN FUTURE TRUST
An interview with Nico Jacobs, CEO of the South African Future Trust, a funder
and supporter of small business. The inaugural South African Future Trust
Summit was held in November 2023.
CHANGING ESG TRENDS PRESENT
OPPORTUNITIES FOR MINING COMPANIES
A team from Webber Wentzel shows that companies demonstrating
responsible and sustainable mining practices can take advantage of
environmental, social and governance (ESG) and sustainable finance trends.
TECHNOLOGY CAN TRANSFORM SOUTH AFRICA’S MINING SECTOR
Rudie Opperman, Manager for Engineering and Training, Middle East and Africa
at Axis Communications, argues for sustainable mining practices.
RETAIL DISTRIBUTION IN AN ENERGY-LIMITED WORLD
Solly Engelbrecht, National Logistics Executive at The SPAR Group, writes on the
future of distribution in the retail sector.
16
22
36
26

RMB VENTURES
RE-ENGINEERING
FOR GROWTH
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engines, unlocks full potential with RMB Ventures. Our expertise in empowering
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PRIVATE EQUITY
RMB VENTURES Six (Pty) Limited Registration No: 2010/001455/07. A member of the FirstRand Banking group.

Contents
ISSUE 108 | FEB/MAR/APR 2024
44
46
48
52
56
60
65
60
LESSONS IN CUSTOMER CENTRICITY
Teachings from the use of mobile apps in the insurance industry has given
Yaron Assabi, the founder of the Digital Solutions Group (DSG), unique insights.
POWER WHEELING
Vodacom Group Chief Technology Officer, Dejan Kastelic, explains how “virtual
wheeling” offers an alternative to loadshedding.
CONSUMERS ARE CONFUSED ABOUT
THE IMPACT OF PAPER ON FORESTS
The Paper Manufacturers Association of South Africa (PAMSA) analyses the
results of an international survey into environmental perceptions.
CLOSING THE GAP
Universities should be equipping students with the skills and abilities they
need to thrive in the modern workplace, argues Cymbeline Harilal, Instructional
Designer at The Independent Institute of Education.
MARINE PROTECTED AREAS ARE A
MASSIVE ECOTOURISM DRAWCARD
The MPA Day Committee, comprising representatives from nine organisations,
issued this article about Marine Protected Areas to draw attention to the huge
potential that these areas hold for the tourism sector.
PROPER PLANNING CAN EASE THE FINANCIAL BURDEN
Brian Harris, General Manager: Operations at Turnberry, outlines the many
benefits of gap insurance cover, not least at the time of bereavement.
ECONOMIC DATA
The latest economic data issued by SACCI: Business Confidence Index (BCI) and
Trade Conditions Survey (TCS).
46
48
56

Let a thousand
SMMEs bloom
Many people are not suited to being business owners. But for people who are
willing to put up with long hours, lots of stress and tiresome paperwork, there
are great potential rewards. The idea that entrepreneurship can fix South
Africa’s unemployment problem, as some politicians and commentators
have been suggesting, is unrealistic but small businesses can certainly get more people
into work and improve lives. Entrepreneurship is a new subject at some TVET colleges
and a productive area for SMMEs is in the supply chains of big companies. The support
of a corporate, a mining or a retail company can take many forms: low-interest loans,
equipment, advice, transport, access to land or markets and offtake agreements. South
Africa also has several active incubators, helping businesses survive and thrive. One such
entity is the Tholoana Enterprise Programme, which operates outside of the major supply
chains and in rural areas. Backed by the SAB Foundation, Tholoana mentors owners,
teaches business skills and provides access to resources. Running a business is hard work,
but there is help out there for entrepreneurs who want to learn the ropes.
In this issue
Minerals Council South Africa CEO Mzila Mthenjane outlines his vision for how mining can
transform South Africa. The sector will play a key role in the national and global transition
to new energy.
SMMEs are the focus of Nico Jacobs’ work as CEO of the South African Future Trust.
An interview with Nico covers the transition this fund is making from being dedicated to
helping businesses meet their payrolls during the Covid pandemic to having a broader
remit, including consulting with SMME owners and putting them in touch with advisors.
Nico also reflects on the inaugural South African Future Trust Summit.
A team of legal experts from Webber Wentzel present an argument for a positive
approach to the growing centrality of environmental, social and governance (ESG) issues
in mining. Sustainability in mining is also the subject of Rudie Opperman’s article, but his
focus is technology. Opperman is well placed to discuss how mining can better utilise
many new technologies to reduce environmental impact.
Energy has been an important area of focus for all businesses in recent times, and
retail is no exception. Solly Engelbrecht, National Logistics Executive at The SPAR Group,
applies his mind to the future of distribution in the retail sector in an energy-scarce world.
Localisation is among the key approaches that should be adopted to ensure a reliable
power supply. Having worked on the use of mobile apps with the insurance industry,
Yaron Assabi, the founder of the Digital Solutions Group (DSG), has penetrating insights
into how a frictionless commerce experience can improve customer retention. Many
South Africans will be interested and relieved to read that loadshedding can be beaten.
Vodacom Group Chief Technology Officer, Dejan Kastelic, explains how “virtual wheeling”
has been trialled and tested by his company, working with Eskom.
In an article about the impact of paper on forests, the Paper Manufacturers Association
of South Africa (PAMSA) analyses the results of an international survey into environmental
perceptions. Cymbeline Harilal, Instructional Designer at The Independent Institute of
Education, contributes an article on how universities should be equipping students with
the relevant skills for the modern workplace. Another article focusses on the potential
South Africa’s Marine Protected Areas hold for the tourism sector.
John Young, Editor
8 | www.opportunityonline.co.za
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would like to express thanks to those who support this publication by their
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57 micro
enterprises accessed
affordable credit.
22 496 learners
accessed Maths and
Science content.
183 449 learners
accessed new digital
education content.
865 290 litres of
clean water supplied
to low-income people.
THE SAB FOUNDATION IMPACT
Set up in 2010 as one element of the broad-based black
economic empowerment transaction by the South African
Breweries, the SAB Foundation is an independent trust
that annually invests millions of rands towards developing
entrepreneurship in South Africa.
The SAB Foundation provides funding for small, medium,
and micro-sized enterprises to contribute to the economic
and social empowerment of historically disadvantaged
persons through entrepreneurship development. The focus
is on providing opportunities within small, medium, and
micro-sized enterprises for women, the youth, people in
rural areas, as well as people with disabilities.
The SAB Foundation’s recently released 2023 annual
impact report reveals a notable achievement.
The entrepreneurs in the programmes achieved a
business survival rate exceeding 90% over five years,
and collectively generated an impressive half a billion
rand in revenue from 2015 to March 2023.
To read the full impact report visit: www.sabfoundation.co.za/impact

FOREWORD
Championing the
interests of business
The South African Chamber of Commerce and Industry (SACCI) reflects
on a transformative year and looks forward to 2024.
As we bid farewell to another transformative year,
the South African Chamber of Commerce and
Industry (SACCI) stands as the most representative
voice of business. With a legacy rooted in advocacy,
collaboration and progress, SACCI continues to champion the
interests of businesses across diverse sectors. SACCI, the apex
chamber of commerce in the Republic of South Africa that has
been in existence for 78 years, is a broadly based representative
national business body.
Alan Mukoki, SACCI CEO
SACCI is made up of three tiers of membership:
• Corporates: large multinationals and national companies, most
of which are JSE listed.
• National associations: the industry-specific bodies that
represent various groups of professionals in the country.
• Chambers: this tier of membership consists of town
and city chambers throughout the country as well as a
few township chambers. Under this tier we also host the
approximately 20 000 SMMEs that are also members of
SACCI via the chamber they are affiliated to.
Seven pillars that drive the organisation:
• Inclusive economic growth and employment creation
• Constructive public and private stakeholder engagement
• Entrepreneurship
• Infrastructure “The four lines to heaven”
• Continental development in Africa and CFTA
• Revenue generation
• Membership rewards and benefits
Services
• Policy: Legislation and regulation
• Business Confidence Index (BCI): A report that measures the
business confidence in the South African economy at any
given time
• Trade Conditions Survey (TCS): A comprehensive overview
of retail sales and goods imported and exported for the time
period covered
• Small Business Growth Index (SBGI): Introduced in 2023 in
partnership with the Bureau of Market Research (BMR), the SBGI
tracks small business growth and development
• Facilitation of trade delegations: Successful trade delegations
into South Africa
• Networking and business-to-business linkages
• ATA Carnet and Certificates of Origin
• Interventions with government, legislators or regulators on
behalf of members
• Events coordination and management
• Rewards and benefits
• Ministers’ breakfasts
• Women in Business cocktail event
• Corporate Forum, Chamber and Association Forums
• Political dialogue
In 2023, South Africa,
represented by SACCI,
chaired the Trade and
Investment Working
Group of the BRICS
Business Council. SACCI
President Advocate Mtho
Xulu at the podium
10 | www.opportunityonline.co.za

FOREWORD
Looking ahead in 2024
As we gaze into the future, SACCI is committed to
spearheading initiatives that will contribute to a resilient
and thriving business environment. SACCI invites
businesses of all sizes to join hands in shaping the future.
Your participation, insights and collaboration are integral
to our collective success. As we reflect on the milestones
of the past year, we express gratitude to our members,
partners and stakeholders for their unwavering support.
SACCI looks forward to a promising 2024 where together,
we will navigate challenges and create opportunities for
the prosperity of South African businesses. We will continue
to foster relationship and partnership. Below is the list of
Corporate members that have recently joined SACCI.
Karpowership South Africa
Karpowership is a global company that owns and
operates the world’s largest and only floating power
plant fleet of 36 Powerships providing over 5 000MW
of power across Latin America. Karpowership South
Africa is a fully empowered local entity that has been
established to deliver LNG-to-power energy solutions
to the country.
Coca-Cola Beverages Africa
CCBA is the eighth-largest bottling partner worldwide by
revenue and the biggest on the continent, accounting for
about 40% of all Coca-Cola volumes sold in Africa. They
employ more than 17 000 people and the 40 bottling
plants service over 680 000 customer outlets. CCBA
is a proud industry leader in developing increasingly
sustainable ways to manufacture, distribute and sell its
products. Their aim is to create greater shared opportunity
for the business and the communities served across the
value chain.
Tshwane Automotive Special Economic Zone
The Tshwane Automotive Special Economic Zone
(TASEZ) is Africa’s first automotive city, an industrial
hub that provides investors with a wide range of
offerings to help their business flourish. SEZs were set
up to accelerate South Africa’s industrial development
by helping promote industrial agglomeration, build
the required industrial infrastructure, promote
coordinated planning among key government
agencies and the private sector and guide the
deployment of other necessary development tools.
The hub has easy access to a strong consumer base,
as well as connectivity to both suppliers and potential
markets, including beyond South Africa’s borders.
Mazars South Africa
Mazars is a leading international audit, tax and advisory
firm. Audit has been at the core of Mazars expertise for
more than 70 years. This is complemented by a balanced
portfolio of consulting and financial advisory, as well as tax,
compliance and legal services, to support clients’ evolving
needs. The company’s operating model is democratic and
transparent, both internally and externally. The direction
of Mazars is devolved to the Group Executive Board, with
members elected every four years. This is supported by a
Group Governance Council which, among other things,
ensures that ethical rules are always adhered to, in all the
company does.
Uber Technologies Inc
Uber Technologies, Inc provides ride-hailing services,
food delivery and freight transport. Uber for Business
gives your organisation more control, deeper insights
and features built for enterprise users. Manage and
track business travel, meal
programmes and more on one
dashboard.
www.opportunityonline.co.za | 11

SACCI MEMBER PROFILE
Wesvaal Chamber of Business
A forum for understanding and a channel for business leadership.
Kgotso Mmadi, President of Wesvaal Chamber of Business
The Wesvaal Chamber of Business is a registered non-profit
organisation, situated in Klerksdorp, North West. WCOB is
a unique regional business organisation and a steadfast
rallying point for those who believe, like our founders,
that strengthening commercial ties among businesses is not only
good for business but good for global living standards and good
for peace. To that end, WCOB provides a forum for businesses
and other organisations to examine and better comprehend the
nature and significance of the major shifts taking place in the world
economy. We also offer an influential and respected channel for
supplying business leadership to help governments manage
those shifts in a collaborative manner for the benefit of the city’s
economy. While policy advocacy is a major part of WCOB work,
everything else we do is also devoted to promoting regional trade
and investment. Indeed, much of our work is of a very practical
nature, focussed on making it easier for business to operate within
the City of Matlosana. We remain convinced that the core values
that led to the creation of WCOB over 123 years ago are as relevant
today as they were then. Those values will continue to provide a
compass for our efforts on behalf of business.
Six core priority focus areas
• Lobby
• Advocate
• Championing
• Civil society coalition
• Persuasion
• Pressure
Board composition
The members of the Wesvaal Business Chamber Board are led by
Kgotso Mmadi as President. Ben Mosala serves as Deputy President.
Mrs Dorette Bosman, as Secretary, and Mr Daddy Khuselo both
serve as independent non-executive board members.The board
gives strategic direction in achieving the mission of influencing the
factors and key stakeholders that create a competitive enabling
business environment for our members.
Additional services offered
• Advertise member companies through the Wesvaal
Chamber Network
• Affidavits for EMEs
• Business services
• Conference centre
• Employee health, wellness, safety advice and support
• Enterprise development beneficiary status
• Enterprise development department
• Human resource services
• Policy and advocacy
• Exclusive Wesvaal Chamber member benefits, SACCI aligned
• International business department
• Seminar and workshops
• Where big meets small: enabling enterprise development
through collective development
• Networking and core business events
• Business newsletters
Influential speakers
Several influential speakers have addressed WCOB meetings,
including Advocate Gerrie Nel, Dr Somadoda Fikeni, Prof
Bonang Mohale, Mr Sello Hatang and Prof Raymond Parsons
Our commitment to work with government is unequivocal as
we have good relations with City of Matlosana to the extent that
Prof Raymond Parsons is willing to address both the municipal
troika as well as its top management to share how to improve
conditions. A notable event was the opportunity to be addressed
by the MEC of Health in the North West, an event sponsored by
Sanlam, Dephetogo Security, SAIBA (currently known as CIBA) and
AVBOB. The event was covered by SABC. WCOB participated in a
gala dinner organised by Elite Bikers to raise funds for CSI projects
and the event was graced by the presence of Adv Mthu Xulu,
the President of SACCI. Our
affiliation to SACCI opens
opportunities for our members
to interact with businesses
across the globe. We have
also partnered with the Pan
African Chamber and our
relationship will see a number
of our members benefiting
from such a partnership. In
2024 the Pan African Chamber
will offer training to women in
construction, leadership and
agriculture.
Contact details
Wesvaal Chamber of Business | 46 Kieriehout Street, Ext 6 Jouberton, Klerksdorp 2574
Website: www.wesvaalchamber.org
Telephone: 079 505 9545
12 | www.opportunityonline.co.za

LOGISTICS SOLUTIONS
Africa Moving Services
Africa Moving Services offers experience and
efficiency in safely delivering cargo for the mining sector.
AFRICA MOVING SERVICES
ESTABLISHED 2021
Africa Moving Services is a black female-owned
logistics company B-BBEE level 1 contributor based
in Johannesburg, South Africa, with 30 years of
experience in providing specialised logistics services
to the mining industry.
Global supply-chain solutions
The company has expert knowledge of the unique challenges
and requirements involved in transporting mining equipment,
machinery and materials. We pride ourselves on our ability
to efficiently coordinate and execute complex, large-scale
logistics operations, ensuring that all cargo is safely and securely
transported to its destination. With a strong commitment to quality
and customer satisfaction, Africa Moving Services has established
itself as a trusted partner for companies in the mining sector,
delivering reliable and tailored logistics solutions. Africa Moving
Services is committed to black economic empowerment by
sourcing and supporting black SMME companies, thus speeding
up the process of empowering black business. We believe in
creating opportunities for black entrepreneurs and providing
them with the necessary resources and support to thrive in the
business world. By partnering with these companies, we not only
contribute to the growth of our economy but also foster a more
inclusive and diverse business landscape. Our commitment to
black economic empowerment is not just a box to check, but a
core value that drives our decision-making and actions.
Mission
Our mission is to provide superior-quality customer experience
to our clients. We strive to exceed their expectations by
delivering exceptional products and services. Additionally,
we are committed to creating growth and development
opportunities for our employees, empowering them to reach
their full potential.
We are dedicated to practicing sustainable business methods,
both environmentally and socially, while upholding strong
governance principles.
Services
• Project solutions: Professional assessment and advice
• Air and sea logistics: Import and exports; multimodal
shipments
• International crosstrade: International partner network ensures
efficiency and cost-effectiveness
• Roadfreight: Efficient transportation analysis for the best route;
local and cross-border services SADC region
• Procurement: Professional analysis; vetting of potential
suppliers; placing orders on behalf of client
• Warehousing: Facilities available: inbound and outbound
management
• Consulting: Route surveys; permit applications (import, export,
police, Certificates of Origin, vanning and lashing); surveyor
reports; in country compliance and regulations
Contact details
Barbara-Anne Webster: Director
Cellphone: 082 949 2169
Email: Barbara.webster@africamoving.com
Faizel Ludick: CFO
Cellphone: 082 450 3287
Email: Faizel.ludick@africamoving.com
Website: www.africamoving.com
www.opportunityonline.co.za | 13

News & snippets
Industry insights from the past quarter
Ithuba Valves develops innovative Butterfly valve
Ithuba Valves and Industrial Supplies has developed an innovative Butterfly valve equipped
with ranges from 1 000mm to 2 800mm (PHOENIX Butterfly Valve). Its features include
a dish disk that reduces the weight of the valve by 20%. The valve is able to handle
seven to 10 litres of fluid a second. Ithuba Valves and Industrial Supplies has gained a
strong reputation as a manufacturer of waterworks valves, being able to create valves
to customers’ specifications from its dedicated workshop and factory in Alberton. Ithuba
Valves and Industrial Supplies is the only Level 2 BBBEE company that specialises in design,
manufacturing, refurbishment, installation, removal and supply of waterworks valves.
Clients include Rand Water, Eskom, the Department of Water and Sanitation and Umgeni
Water. For the Mohale Tunnel component of the Lesotho Highlands Water Project, Ithuba
Valves designed and installed a wedge-gate valve that would last a lifetime.
Efficient stoves to combat climate change
Standard Bank has finalised an agreement to support The African Stove Company (TASC) with funding
for its South African operations. This carbon-credit project is designed to combat climate change and
simultaneously drive positive social outcomes in rural areas. The facility provides TASC with funding to
support its socially orientated projects. The company’s revenue stream is derived from selling carbon
credits issued in terms of emission reductions that will result from rural communities using about
680 000 cookstoves donated by the company to South African communities. The efficient stoves
reduce the amount of wood needed to fuel the stoves. This reduces the emission of greenhouse gases,
particularly carbon dioxide, and helps preserve biodiversity. Costs and cooking times are reduced, bringing
tangible benefits to communities. The dangers of cooking on an open fire are also avoided. TASC generates
carbon credits as a result of the reduction in carbon emissions from the use of the cookstoves and the
distribution of cookstoves is funded by the sale of carbon credits to companies that want to contribute to
combatting climate change and offset their emissions.
Swoop Funding lands in South Africa
Swoop Funding launched in South Africa in 2023, a strategic expansion made possible with the
support of Sage and Enterprise Ireland. Ciaran Burke, co-founder of Swoop Funding, expresses his
enthusiasm, "We are thrilled to introduce Swoop to South Africa, a country teeming with potential
and a vibrant entrepreneurial spirit. Our platform is designed to be a catalyst for positive change,
offering a lifeline to businesses facing financial challenges." Swoop connects businesses to a spectrum
of funding options, including loans, equity investment and grants. This holistic approach ensures that
businesses can access the right type of finance tailored to their unique needs, fostering growth and
sustainability. Among Swoop’s earliest funding successes is Growing Paper, a South African company
that produces handmade, biodegradable paper embedded with seeds.
Back row: Eimear Costigan, Wesgro; Austin Gormley, Irish Ambassador; Nicola Kelly, Enterprise Ireland SA.
Front row: Ciaran Burke, Swoop; Elricco Govindasamy, Sage; Alastair Woods, Swoop SA.
14 | www.opportunityonline.co.za

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MINERALS COUNCIL SOUTH AFRICA
A catalyst for South Africa’s
economic development
Minerals Council South Africa CEO Mzila Mthenjane outlines his vision for how mining
can transform South Africa. From playing a role in supplying the materials needed
for infrastructure development to helping the country transition to a greener future,
mining can play a primary role in putting South Africa on a path to prosperity.
How have your first months in office been?
I completed my “First100 days” at the end of November 2023 with,
among other things, board approval of our strategic goals and a
budget for the following year. I was pleased with the outcome.
The transition was seamless given the extensive support that I
received from my predecessor (he really helped me a lot in the
process before I formally took over on 21 August 2023), the board,
management team and family. Overall, it has been a “no-regret”
and I remain extremely excited about the role and the prospects
for the industry and the country. From a governance perspective,
we have a board of directors selected from the members and five
Office Bearers consisting of the President and four Deputies who
are selected from the board.
What are your goals as CEO?
Firstly, my vision considers where we are as a country and the role
that I believe the mining industry can play. As a primary industry,
I maintain that it can be a catalyst for South Africa’s economic
development, treated with intentionality to instil change and
progress. We have a country that needs significant infrastructure
development, not only in current terms relating to Eskom and
Transnet, but beyond that in terms of road infrastructure,
human settlements, communication and the need to connect
our cities through all modes of mobility. That is going to need
materials which mining is best positioned to provide. I have a
vision of growth in mining output across several commodities,
which can really transform South Africa in terms of the economy
and social progress to a modern, culturally diverse and naturally
beautiful country. At the same time, given the imperative for an
energy transition, mining has an important role to enable the
country to transition to a low-carbon future. Firstly, in terms of
the production of the minerals required for light and resilient
materials and green technologies. More importantly, in terms of
the “Just Energy Transition”, the economic stimulus from mining
will provide economic opportunities that create the foundation
for a transition to a better life. It’s an industry that I am very
passionate about in terms of the positive
social, economic and environmental
impact that it can have on the lives of
South Africans.
16 | www.opportunityonline.co.za

Going beyond extraction?
Absolutely, it is more than just about digging holes in the ground. It
really is carrying the soul of people and transporting to a new future.
What will tell us that a Just Energy Transition is in fact occurring?
That expression, “Just Energy Transition”, requires elaboration. From
an energy perspective, a Just Energy Transition first and foremost
considers the fact that our current energy systems are largely based on
coal. More than 75% of our electricity is coal-based and that remains a
valuable energy and economic resource for South Africa. The whole value
chain of electricity generation from coal mining to coal burning cannot
be immediately abandoned. The potential negative impact of rapidly
reducing coal inputs without consideration of the social and economic
impact, would be unjust.
How we adopt and adapt to new energy systems is important and a
Just Transition would be occurring where we plan for continued (albeit
declining rate of) use of coal but at the same time, we also plan to install
renewables much more aggressively than we’re doing currently. In terms
of generation capacity, we must be clear on what is viable and what is not.
What are the possibilities of renewables? We should be ambitious and bold
in terms of our renewable energy goals across a range of technologies,
considering the constraints in terms of grid-scale storage, transmission
limitations, sentiments towards nuclear energy and the pace of regulatory
changes towards further democratisation of electricity management.
The second part on the Just Transition is to look at the social aspect, ie
how the shift in energy technologies is going to cause a shift to new skills
and capabilities as well as livelihoods. We should not abandon people in
current employment and in locations where coal-based mining and energy
activities are based. We need to apply our minds to the social setting where
coal is and how that is going to change (and needs to change). What are
the alternative livelihoods? What are the new economic opportunities
that we can create and invest in that will sustain livelihoods?
Are you still engaged in the work of the Impact Catalyst?
I have been Chairman of the Impact Catalyst for the past three years.
The entity was created from the vision and anticipation of livelihoods
beyond mining. Mines are transitionary by nature. What alternative
economic opportunities can be developed when the mineral resource
has been exhausted? This consideration must start while the current
mines are functioning and generating a source of revenue to invest in
future economies. In addition, future mine sites must be developed in a
manner that will have minimum impact on livelihoods compared to today.
The Northern Cape is attracting mining investment.
Credit: Vedanta Zinc International
Anglo Platinum’s hydrogen truck is the result of
collaborations which are likely to increase within the
sector in the years ahead. Credit: Anglo American
Is there within the Minerals Council a desk
dealing with the Just Energy Transition?
The Just Energy Transition is multi-faceted and it can never be located in one
place, so each one of us, in different ways contributes to the conversation and
activities related to the JET. One of our senior executives is a commissioner
on the Presidential Climate Commission.
What is the potential for South Africa to help the
world transition to a lower-carbon future?
The significance of South Africa’s mining industry to the domestic and global
socio-economic setting remains unquestionable. It starts with the role it can
Richards Bay Coal Terminal is a key
component of the logistics chain that
ensures South Africa’s minerals can be
exported. Credit: RBCT

MINERALS COUNCIL SOUTH AFRICA
play in terms of economic development and transition. Some
of the basic materials that we are already mining, such as iron
ore and manganese for input into steel production, as well as
limestone for cement and various other materials remain critical
to ensuring that we are able to build that foundation for ongoing
development and economic success. On top of that, there is a huge
technology drive to explore and develop green minerals. South
Africa also is endowed with minerals that are critical to a lowcarbon
future. Manganese is one of those. With the development
of battery technology, it will grow in its importance. (Light)
Steel is fundamental to infrastructure, and infrastructure that is
adaptable to a low-carbon future and a future where we must
adapt to higher temperatures. South Africa is well-endowed with
large vanadium resources and reserves, which are also important
in battery technology. And of course, we have the platinum group
metals (PGMs). In addition to applications for auto catalysts and
jewellery, PGMs will play an important role in the development of
hydrogen as an energy source. These are just some of the mineral
commodities that South Africa is going to be contributing to this
pool of green metals.
I assume you welcome Bushveld Energy working on
vanadium redox flow batteries in East London?
That’s the kind of innovation we need.
Where else should we be looking for innovation?
There’s lots of work being done looking at hydrogen as a source of
energy. Partnerships include PGM suppliers, Sasol, development
capital providers such as the IDC and domestic and offshore
hydrogen technology developers. I am looking forward to what
will come out of that.
Do you see partnerships as key?
The future and future success is really going to be about
collaborations; we will not reach it alone. I would like to use, as an
example, Anglo Platinum and the hydrogen truck that they built.
They produce PGMs and require more efficient ways of mining. They
brought together partners to collaborate on a solution where it has
access to technology that will create a cost, energy and carbonefficient
truck for its mining applications. It hasn’t abandoned its
mining to focus on hydrogen. We are going to see a lot more of that
in terms of mining becoming a platform for developing innovative
mining solutions without miners necessarily abandoning their core
business activities.
Is South Africa going to be in a position to take
advantage of the potential green minerals boom?
That’s a fantastic question. It is really the current challenge now. We
need to resolve some key issues in the value chain to ensure that
we don’t lose out on the emerging critical minerals commodity
boom, again. One of the biggest challenges is around the
legislative environment in enabling investment into exploration.
You know about the constraints related to the cadastral system
and the slow pace at which exploration and mining permits are
being processed. That’s a huge trap of capital that is waiting to
be invested for the development of new mines and realisation of
enormous value. From a mine-development capability and skills
perspective, the industry is ready and able. Mining is a global
business and South Africa has exported many mining skills to
international mining destinations. We can attract and return these
capabilities to stimulate and grow our industry.
What is the problem with the cadastral system
and are you hopeful that it will be fixed?
Not only hopeful, but it is an imperative that we fix the situation and
have an effective system installed. That is the only option. In terms
of the outstanding applications for prospecting and mining, the
cadastral system should enable the whole process of application
and approval to happen with ease on the part of the potential
investor before they invest any money towards exploration drilling
and developing a mine. It is an off-the-shelf system which has
been installed by many other African countries that are developing
their mineral potential. It is quick to install and is user-friendly as
we have seen in Namibia, Botswana, Mozambique and Malawi, to
name just some of our neighbours.
The Council for Geoscience is remapping South Africa
and Petroleum Agency South Africa is searching
for new sources of gas; would it help them too?
Exactly. Where there is a desire to find commodities for exploration,
whether it is oil or gas or minerals, it is a system that can be applied
to all of those commodities.
Are more mining companies going to start
generating their own energy?
I take a step back, and see this is an immediate risk management
strategy, but for the long term I don’t think it is something that will
necessarily become a core part of their business unless the miner
abandons mining and then reinvents themselves as a renewable or
an energy company. While mining companies must contend with
uncertainty of electricity supply from Eskom, they will invest in
generating their own electricity for security of supply. Further, the
cost of electricity has been increasing and so self-generation plays
an additional role of reducing the cost of business. That investment
is going to play an important role in maintaining the global cost
competitiveness of our mines.
But they won’t be selling into the grid, will they?
They will invest for what they need and there’s a third component
in terms of reducing their own carbon emissions because they will
be taking less of Eskom’s electricity.
Carbon efficiency will add to their global competitiveness. With
time, as electricity generation supply becomes stable, I foresee
value-unlocking opportunities emerging where mines have
invested in self-generation installations. A lot of these installations
could be the basis of new energy companies, where the mining
company pays a tariff to get access to that electricity and they get
the investment off their balance sheet.
18 | www.opportunityonline.co.za

MINERALS COUNCIL SOUTH AFRICA
There seems to be quite a bit of foreign
interest in the Northern Cape?
The foreign interest is widespread. Vedanta, from a base metals and
zinc perspective, has been present in the country for a while and
they’re really just consolidating around that asset in the Northern
Cape. Given the long-term positive sentiment towards mineral
commodities, including zinc, they continue to invest. In terms of
other commodities, junior miners are very active, looking for new
opportunities and the Northern Cape is one of those areas that still
has huge opportunities for further exploration beyond what it is
already known in iron ore and manganese.
The Minerals Council website references women in
mining and several events related to that subject.
Women in Mining is not an event; it is who and the way we are
and the way we work. Beyond the context of transformation in
South Africa, in mining, our members have invested significant
amounts of change effort to increase the participation of women in
the workplace across all levels of mining, currently standing at 15%
of the mining workforce. We are led from the top by Ms Nolitha
Fakude as the President of the Minerals Council South Africa,
which represents members for 90% of the mineral production of
South Africa and close to 5% of the formal sector workforce. Large
corporate agents of transformation in the mining sector, such as
Exxaro Resources and Kumba Iron Ore, are led by women CEOs, Dr
Nombasa Tsengwa and Ms Mpumi Zikalala, respectively. So, at the
leadership level we are making good progress. The representation
and participation goes deeper into various levels of our member
organisations. What’s also been pleasing is that as technology
improves, the emphasis has been less on (literally) manpower,
which has allowed more women to participate at the “mine face”
where production takes place. As an industry we are focused on
diversifying the workplace, harnessing the full potential of human
capability to maximise value creation and ensuring that everyone
who participates in mining thrives economically and socially.
Please tell us about the Mandela Mining Precinct.
The Mandela Mining Precinct is one of our pride and joys. It is a
private-public partnership between ourselves and the Department
of Science and Innovation through the CSIR. It focusses on how we
continue to modernise mining in all respects. It is innovation, not
only from a technical perspective but also in terms of how people
interact with technology and how technology is used to enhance
the capability of people. It is also looking into the future in terms
of what are the future needs of society which mining can fulfil. The
research done today in order to prepare for the future. And it is led
by a woman, Ms Julie Courtnage, I should add.
Any final thoughts on the mining sector today?
In order to get to the position where the mining industry can
play the role that we want to play, it is important that we fix the
challenges that the mining industry is faced with. We often say
that the challenges of Transnet and Eskom present an existential
crisis, not only to the mining industry but to the economy of South
Africa. The mining industry is playing a role in ensuring that we
address these critical areas to remain globally competitive. We
are working very closely with government and the rest of South
Africa’s business in ensuring that Eskom performs effectively and
efficiently in terms of delivery of electricity. We’re very pleased
with the reforms that have been announced to date and we look
forward to implementation sooner rather than later.
Equally with Transnet, stabilising performance is going
to contribute significantly to arresting the decline in mining
output that we’ve seen recently and that will provide for
confidence and certainty in terms of reinvesting in mining and
planning for growth. The reforms do need to be executed with
speed and at scale because of the impact that they are going to
have on confidence in mining and other sector investment and
consequent employment creation. It will generate revenue for
the fiscus and the combination of these is a stimulus into the
economy which will then begin to see the economy perform
well above the current levels of 0.5% of GDP growth, to the
national ambition above 6%. Lastly, to inspire confidence and a
sense of well-being and safety in the rest of society, we are also
playing a big role in eliminating crime and corruption, because
that is affecting the whole economy and many aspects of our
lives. The expected outcome is greater security for people,
households and business assets and freedom of movement
which will provide for thriving livelihoods and economy.
Therefore, these three areas remain a critical priority for us to
continue to focus on and deliver during this year, which I call
“2024 Forward and Upward”.
BIOGRAPHY
Mzila I Mthenjane is the CEO of the Minerals Council South
Africa, the advocacy and impact group whose members
represent 90% of South Africa’s mineral output and employ
close to 480 000 people. He was previously the Executive
Head for Stakeholder Affairs at Exxaro Resources Limited.
He has more than 30 years’ combined experience in
the resources business (gold, platinum and coal) and
investment banking (Corporate and Project Finance). He
has held various board positions as non-executive director
in various entities including Pamodzi Gold Limited, Fraser
Alexander, Impact Catalyst, Merafe Resources and the
Student Support Programme. He is the current Chairman of
the Board of the Impact Catalyst and is the former Chairman
of the Wits University Mining Engineers Association
(WUMEA) and the former President of the South African
Institute of Mining and Metallurgy (SAIMM). He holds a
BSc degree in Mining Engineering from the University of
Witwatersrand (Wits) and has completed various leadership
development training programmes.
www.opportunityonline.co.za | 19

BORDER SECURITY
Protection
through coordination
The newly formed Border Management Authority has quickly set to work.
The value of South Africa’s newest law enforcement
authority was underlined in the first week of December
2023 and continued during the Festive Season operations
when various interventions were made at the ports of
entry managed by the Border Management Authority (BMA). The
Border Management Festive Season period comprised 43 days
from 6 December 2023 to 18 January 2024. More than five-million
people who travelled through the ports were facilitated by the
BMA this festive season, an increase from the number of fourmillion
seen in the 2022 Festive Season. The BMA will continue with
increased movement of travellers during the Easter holiday period.
The BMA operated in a coordinated approach to manage and
control movement at our borders. Last year to deal with the
expected rush on South Africa’s borders during the Christmas
holidays, an additional 380 personnel were deployed to the
country’s busiest ports of entry. Additionally, the BMA also
strategically deployed Border Guards at the 10 vulnerable
segments along the country’s border line of Beit Bridge,
Lebombo, Oshoek, Maseru, Ficksburg, Sani Pass and Telle Bridge
ports of entry. The Border Guards work closely with members
of the South African National Defence Force (SANDF) at the
identified vulnerable segments. This resulted in the detection
and deportation of 27 005 individuals who were attempting to
enter South Africa illegally. A number of entities work together
to keep the country’s borders secure, and joint sting operations
and roadblocks are a good example of some of the interventions.
Issues such as health, agricultural security and the environment
are all part of the equation. In these areas, through detection and
interception, BMA agriculture, health and environmental specialists
work to prevent any threats as they seize illegal products from
entering South Africa.
Among the entities involved in border management are the
South African Police Service (SAPS), the South African National
Defence Force (SANDF), South African Revenue Service (customs
and revenue collection) and various government entities looking
at immigration. The BMA is the coordinating authority on border
security and major successes have been recorded. From drugs,
cars, illegal products, undocumented persons, etc have all been
prevented from entering the country through our ports.
Coordination vital
As Dr Masiapato says, “Our aim was
to move away from a multiagency
approach and become an integrated
border management platform for the
implementation of border laws of
South Africa.” Where before a person
entering South Africa or wanting to
trade across international boundaries
into the country would be subject
to various procedures and protocols
from a variety of agencies, the BMA is
the main point of contact and is in a
position to standardise operations. “The
key vision is to have all those various
procedures integrated into a single
standard operating procedure to bring
seamless movement of trade across the
20 | www.opportunityonline.co.za

BORDER SECURITY
Republic,” notes the Commissioner. Dr Masiapato continues, “Also,
to ensure that as we streamline the movement of trade between
us and our neighbouring jurisdictions and among the broader
global community, we look after the country’s national security
and interest and protect the Republic from any infiltration of
undesirable individuals or even commodities that are a threat to
the country’s sustenance.”
A more centralised and efficient system will help to iron out the
bureaucracy that might have delayed operations at the various
ports of entry, something which was not beneficial to the country’s
trading environment and reputation. The BMA aims to streamline
procedures with the aim of promoting and facilitating better
trading conditions. Comments Dr Masiapato, “One of the biggest
upsides of an efficiently functioning BMA will be to improve trade
between South Africa and its neighbours.” Agents at ports of entry
(land, air and sea) will be trained in a risk-based approach, intended
to improve the chances of being able to identify individuals who
should be intercepted and prevented from committing criminal
activities. South Africa has 52 land ports of entry, together with
10 international airports and nine seaports. The land border
alone is more than 4 800km long and so the task of policing and
administering the border is a big one.
The BMA is South Africa’s third armed law enforcement
authority, together with the South African Police Service
and the South African National Defence Force, and as such
reports to President Cyril Ramaphosa as the Commander
in Chief of the Armed Forces of the Republic.
Qualified personnel
The first person to carry the title of Commissioner and CEO of
the BMA is Dr Mike Masiapato, who brings to the task more than
two decades of experience within national intelligence. He is a
twice-qualified doctor with PhD degrees in Public Management
and Governance. Having been appointed to senior positions in
the military, the police services, civilian intelligence and financial
intelligence, Dr Masiapato has deep experience of the kinds of
threats and challenges to national security that South Africa faces.
Jane Thupana is Deputy Commissioner: Corporate Services. The
latest post that she held prior to her secondment to the BMA
was Executive Chairperson of the Municipal Demarcation Board
of South Africa. Having worked in executive positions within the
public sector for more than 20 years, Thupana has Master’s degrees
in Public Administration and Business Leadership, a diploma in
Developmental Studies and a degree in Geography. She is known
as an independent researcher and an expert in governance.
The other Deputy Commissioner is responsible for Operations.
In that field, General David Chilembe (Retired), is eminently
qualified, having been in charge of border policing for a decade
and a half. He has a BTech in policing, a postgraduate degree in
management and rose to the rank of Major-General within the
South African Police Service (SAPS).
General David Chilembe, Deputy Commissioner: Operations
(left), with fellow Deputy Commissioner: Corporate Services, MJJ
Thupana, and Commissioner Dr Masiapato.
For more information on the Border Management Authority,
contact www.bma.gov.za
www.opportunityonline.co.za | 21

SOUTH AFRICAN FUTURE TRUST
The inaugural South African
Future Trust Summit
was a great success
CEO Nico Jacobs reflects on the event and outlines how the South African Future Trust is redirecting
its operations to encourage and support entrepreneurs, having started life as a Covid-support fund.
Biography
Nico Jacobs, CEO of the South African Future Trust, has
vast corporate experience across retail, finance, FMCG and
telecommunications. During his tenure as Head of the Small
Business Banking Division of a large commercial bank, he
produced a documentary on the five key qualities of successful
business owners. He has a passion for entrepreneurship with
business interests across the manufacturing, engineering,
technology, property, agriculture and craft sectors.
Pictured at the South African Future Trust Summit, left to right,
Nico Jacobs, SAFT CEO, two beneficiaries of the Trust, and
Jonathan Oppenheimer of the Oppenheimer Generations
Foundation, a founder of the Trust.
How did the South African Future Trust come into being?
The Oppenheimers generously donated R1-billion with
some partners to Covid relief: it went to small business staff
members’ accounts. The business owner stood surety on that
facility and it was payable in December 2025, probably the
softest loan ever. Many business owners said that the loan
not only helped them pay their salaries, but they were able
to retain their good staff. We started in 2020 and as money
started coming in from repayments, we gave some discounts
away, because there was no good reason to pay earlier. Then
we had conversations about “What now?” Covid was not there,
but how do you still keep looking after this vital sector of the
economy? That’s what we’re really excited about.
Was the funding sector-neutral?
It was first come, first served, and there were certain criteria
such as they’ve had to be two years or older, they had to be
in good standing and compliant. In visiting clients, I have
been to franchise owners of FMCGs. I have been to printers,
manufacturing floors, logistics companies, legal companies,
cleaning services and to security companies, so it’s across the
whole board and not industry specific at all and 2.0 won’t be
industry specific either.
How was the money disbursed?
We asked six retail banks to look into their customer base and
make facilities available so that R1-billion in total was dispersed
to the banks. There were 40 000 applications of which 10 000
were successful.
And that became a post-Covid funding vehicle for SMMEs?
We had to pivot. The money we have got back is substantial
enough to start looking at the 2.0 model. We will not be giving
interest-free Covid loans away but a lot of work now is being
placed into spaces where we look at how we can support
SMMEs and the SMME environment. A business owner might
think they need financial support but if they get good access
to market and if they look after their cash flows properly
then perhaps they only need guidance. Sometimes it’s really
about unlocking that latent potential or energy in the SMME
themselves to understand cash flow or pricing. How do we get
them help to price properly?
Please tell us about the summit.
The aim of this first summit was really based on a lot of the
conversations we had with our banking partners, grantees,
customers and various stakeholders. Similar themes came up with
22 | www.opportunityonline.co.za

SOUTH AFRICAN FUTURE TRUST
all of them. The first of them was that they felt like they had been a
few rounds with Mike Tyson: all battered and bruised after Covid,
straight into loadshedding and then into other issues. Just one
blow after the other. The second one was based on saying there
are so many things that are required to get my business up and
running. Even if I find my ojo again, I am facing all these different
constraints like access to finance, access to information, access to
marketplace, access to supplier chain and all those things. They
technically understand what they are looking to do, but running a
business is very different to just installing an air-conditioning unit,
for example, and we found a lot of knowledge gaps.
How many entrepreneurs attended the summit?
About 500 business owners were at the conference at Gallagher
Estate and some were exhibiting and showcasing their wares. In
addition, we had some of the bigger corporates such as Samsung
and Core Group that are also part of the ecosystem, together with
funding institutions. Stories of resilience and resourcefulness
provided inspiration.
“Unlocking that latent
potential or energy in the SMME”
What were the organising principles of the summit?
The summit was put together in terms of three key factors. One was
to inspire, let’s get it back and create inspiration because if you feel
demotivated and dejected there is nothing better than somebody
telling their story of how they also felt the blows, but look how
successful they are today. The second component was to get a sense
of what is happening out there through a very interesting panel
discussion with the Gauteng MEC for Economic Development,
Tasneem Motara, with Herman Mashaba (representing both the
public and private sector, being an entrepreneur himself) and
Jonathan Oppenheimer looking at the world of business and the
world of philanthropy. The question we asked ourselves is, if we’re
going to get this right and get the country back on track? The panel
discussion looked at the roles of government, the private sector
and philanthropy and how do we get our act together and start
working together as opposed to pointing fingers at each other.
Finally, our goal was to showcase to entrepreneurs what is coming
in the future. What is shaping the environment and how will your
business develop in the future?
How were the aspects of the future environment presented?
Four master classes were presented. The first one dealt the tech
side, called Innovate or Stagnate. We asked the question: Is your
business tech savvy enough? From simple technology such as pretelemetric
in your delivery vehicles to the use of ChatGPT or AI. What
tech can your business use: data, information, systems, processing
and so on? We had the well-known Dr Adam Pantanowitz, Chair
in Innovation and Director of the Wits Innovation Centre, leading
those sessions. The second master class was led by Rich Mulholland
who spoke about the six deadly sins in your business, things you
should never do. For example, what’s the impact of having too
much pride in your business and never learning from people and
thinking you know everything. We then had Polo Leteka, who
is with the IDF Capital and has invested in countless businesses
over the years. She gave enterprise owners an understanding of
what investors are looking for – in your management team, your
product, your RMD space, how established is your management
team, how solid is your product set, who is your competitor and
what’s your unique different compelling offering? This was a deep
master class in terms of saying get your business ready if you want
to sell it. Richard Sutton wrote the book called The Stress Code: From
Surviving to Thriving and his master class was different from all
the others. While the other three were technical about a business
owner and his business, technology and investments, this one was
more about the business owner himself and looking after yourself.
Was there a follow-up programme from the master classes?
The beauty about all four master classes is that they came with a
tool book which was very specific in terms of help and support.
This included the good books to read by authors that represent
having actually lived it and taken the hard knocks. Every single
delegate left for home with a tool book from every speaker with
Acclaimed author Richard
Sutton presented a master
class at the summit.
www.opportunityonline.co.za | 23

SOUTH AFRICAN FUTURE TRUST
operating model that says if you align your whole organisation
to where it needs to be you’re going to get much more efficiency.
It also empowers your team to do better, to find new and better
ways of doing things.
Polo Leteka advised on what investors are
looking for in a business.
key points and emphasised that you need to look at details: every
single line on your profit or loss, when last have you looked at your
reinsurance, your mobile communications or are you just paying
the same contract year in and year out? We had also a manifesto
which Jonathan Oppenheimer uses in his business massively
successfully, turning companies around. It’s an optimised
Was the summit a success?
From the feedback we got on our webpage, the social media
reports through the individual thanks and motivations, there was
not one single negative feedback at all. And we ended off with a
bang. Often you walk away from a conference and a week later
you’re back in the paperwork and you just forget everything. So,
we put a competition in place for the best adopter of what was
presented: show us exactly how you’ve taken this and implemented
it and run your business. We put a R500 000 prize up for grabs, half
in cash, half in mentorship, hardware or whatever the business
requires once we assess it.
And that illustrates the SA Future Trust transitioning
from being purely a loan organisation into being an
incubator or support organisation for SMMEs?
A lot of SA Future Trust 2.0 will be non-financial support. People
come to us and pitch their business and as you work through it,
it becomes clear where the gaps are. We had somebody recently
that was looking to take more space, but they didn’t need more
space, they had to just optimise the current space and stop buying
too much stock.
M
MASHOBANE
ETHICS EXCELLENCE
EMPATHY ENERGY
Mashobane Advisory Services was founded in 2019 by Anastasia Machobane,
who is an Admitted Attorney of the High Court of South Africa with over two
decades of legal experience. The company is 100% black-female owned as well
as level 1 B-BBEE compliant. We are a company based in Pretoria and Durban.
Mashobane Advisory Services are expert Company Secretaries and Legal
Advisors and are able to provide turnkey solutions, seamlessly moving
between legal services and corporate governance, which allows the client to
use one service provider with knowledge of their business. Our services are
geared toward directors and executives who demand certainty and efficiency.
The company’s specialised service offering consists of:
Governance advisory
Meeting administration
Legislative compliance
Legal services
Mashobane Advisory Services also has a mentorship programme which
has more than 60 mentees and 10 mentors. The mentorship is offered at no
charge because the core of the business is youth development and giving
back to society.
Contact | Tel: 065 660 0060 | Email: info@mashobane.com | Website: www.mashobane.com

Afri Wise
Mining
Supplies
Specialists in lubrication, bulk
oil and fuel filtration, and
fuel management systems
Afri Wise Mining Supplies is formed by
a qualified and experienced team of
professionals with more than 30 years of
combined experience in both tribology
and bulk filtration of hydrocarbons.
Our experience is both home-based and abroad, across all industries with
most of it obtained from the mining industry. We have a highly skilled
and experienced team of draughtsman and boilermakers in designing and
fabrication of bulk filtration units and fuel tanks. We have an experienced team
with expertise to install and maintain fuel management systems.
Three main areas of services
• Tank farms
• Bulk fuels and lubes filtration
• Tribological services
Our key industry drivers
• Increasing demand for supply of clean and quality hydrocarbons to meet
stringent OEM requirements
• A need for onsite expert management of bulk hydrocarbons consignment
stock at all times
• A need for a comprehensive solution combining lubrication systems expertise
with tribology to maximise customer benefit
• A need for an onsite tribologist to facilitate best practice of lubrication and
to carry out continuous improvement projects
• A need for inspections, lube surveys and a condition-monitoring expert
Our solutions
• We offer an onsite team of well-trained staff to manage bulk oils and fuels
consignment stock and do maintenance on the tank farm.
• We offer an onsite team of well-trained personnel managed by a site
tribologist to manage lube stores, take samples, lube surveys, open gear
inspection and condition monitoring.
• We offer consulting expertise for use of both specialised and commercial
lubricants.
• We offer a systematic programme that surveys the condition of all
equipment, develops lubrication procedures based on best practices and
implements and reviews the benefits.
• We carry out the installation and repairs of all types of lubrication systems.
“Integrated fuels, lubes, filtration
and tribology services from a
single source”
Contact details
Head office: 3 Sam Green Road, Tunney Ext 7, Elandsfontein 1779 | Tel: +27 11 074 6990 | Fax: 086 767 4452 | E-mail: info@afri-wise.co.za| Website: www.afri-wise.co.za
Namibia | Unit 1, Ground Floor, City View, Schweitzer Street, Windhoek-West, Namibia 9000 | Tel: +264 814 232 120
Polokwane | 28 Platinum Street, Ladine, Polokwane, Limpopo 0699 | Tel: Morris Luvhan: 082 587 1678

ESG IN MINING
Changing ESG trends
present opportunities
for mining companies
By Garyn Rapson, Partner, Nomsa Mbere, Partner, Jaqui Pinto, Senior Associate, Paula-Ann
Novotny, Senior Associate and Dalit Anstey, Knowledge Lawyer from Webber Wentzel.
Automation, as illustrated by this
drone operator, is a trend that mining
companies must pay attention to.
Credit: Anglo American
Mining is critical to development, but development
must be sustainable. The mining industry is
susceptible to global changes in capital allocation
and regulatory reform. Mining companies that can
demonstrate responsible and sustainable mining practices can
set themselves up to take advantage of environmental, social and
governance (ESG) and sustainable finance trends.
The prominence of ESG presents an opportunity for mining
companies to be proactive rather than reactive and to engage
with ESG themes and issues. Below we identify some of the key
ESG themes for today that present mining companies with new
business opportunities.
Phase out of coal and other fossil fuel-linked minerals
The “Just Energy Transition” is a framework that seeks to ensure
equitable shifts to a low-carbon economy through social inclusion
and poverty eradication. It aims to protect the environment as well
as livelihoods to ensure that no-one is left behind. South Africa's
Just Transition Framework document provides that between 2040
and 2050, coal will largely be phased out and communities will
engage in other livelihoods. This is bolstered by and must be
understood against the backdrop of the obligations in terms of
the Paris Agreement which has seen governments, including the
South African government, enacting legislation and regulations
restricting fossil fuel consumption and exposure (both direct
and indirect). South Africa historically relied on its abundance
of coal reserves to fuel baseload power and the economy. There
are several pressure points for mining companies with respect to
the global-energy transition, including funding pressures from
some financial institutions and lenders and shareholder activism
regarding fossil fuel finance. Stock exchanges across the world are
increasing their disclosure obligations to include ESG factors.
26 | www.opportunityonline.co.za

ESG IN MINING
The race is on to diversify portfolios to include the minerals
of the future. With the transition to a lower-carbon economy,
particularly in respect of key “at risk” value chains such as the
coal sector, comes significant opportunities in the form of new
mineral prospects (green metals and minerals of the future) and
new industries (green hydrogen, electric vehicles). Exploration
activities and acquisitions are likely to see growth. Partnerships
with companies both inside and outside the mining sector will
be important.
Race to net-zero / decarbonisation of operations
Many of the largest metals and mining companies have set some
level of net-zero greenhouse gas emissions target or are already
claiming carbon neutrality. Drivers of this move to net zero
include the Paris Agreement, Intergovernmental Panel on Climate
Change, shareholder and stakeholder expectations and financial
institutions and stock exchanges. Investors’ capital allocation
decisions are being increasingly driven by the view that climate
change is a material financial risk.
With the focus on decarbonisation, many mining companies
are repurposing. There is a risk that “carbon-washing” re-branding
is underpinned only by their current limited action on climate
impacts and narrow net-zero focus. We are seeing an increase in
the number of claims being brought for alleged “greenwashing”,
which essentially means making misleading statements regarding
one's green credentials or claiming one is greener than one is.
Recent amendments to electricity legislation are paving the way
for greater private sector involvement in South Africa’s electricity
industry. So far, there has been uptake by mines to establish
renewable energy facilities at their sites to power the mines
and ancillary operations, reducing the mine's carbon footprint.
There are also opportunities for mines to potentially feed excess
power generated back to the grid. Mines are also undertaking
resilience-type projects, including energy efficiency projects in
waste recycling and water treatment.
Fourth Industrial Revolution
The Fourth Industrial Revolution is resulting in the ongoing
transformation of traditional industries such as mining with smart
technologies. Automation, digitalisation, analytics and artificial
intelligence are changing the way that mines operate. Automation
and mechanisation in the mining sector could have positive net
effects for the adverse environmental impacts of mining operations
(eg, technologies that eliminate the need for physical prospecting
or exploration activities). Technology could also assist in areas such
as mine, health and safety and reducing accidents and fatalities.
For example, in South Africa, the mining industry recorded a stepchange
in reducing fatalities in 2022 partly as a result of using more
technology and systems to reduce deaths from falls of ground. In
2023, it will be using advanced technology to reduce fatalities from
trackless mobile machinery.
However, there is also a risk that increased reliance on
automation and mechanisation could undermine the Just Energy
Transition if workers’ jobs in the mining industry are replaced
by technology and deemed redundant. Workers will need to be
re-skilled, redeployed and redirected to higher-value, technologydriven
jobs which requires proper planning and funding. This
requires careful strategic thinking, and planning and engaging
with all necessary stakeholders to ensure that the transition in
South Africa is “just” for the specific context.
In 2023, ESG will continue to gain regulatory traction across
sectors, including the mining sector. Understanding key ESG
themes and ESG risks is an important step to enable mining
companies to seize ESG opportunities.
South African companies must diversify
their portfolios away from coal. Albert
Hyseni on Unsplash.
www.opportunityonline.co.za | 27

MAPS FOR GROWTH
Accelerating onshore
geoscience mapping
By Dr Nigel Hicks, Specialist Scientist – Geoscience Mapping Lead at the Council for Geoscience.
South Africa is renowned for its extensive and varied mineral
resources, including gold, platinum, diamonds, chromium
and manganese. In 2022, the country’s mining sector
ranked sixth overall for global mineral production volume.
Despite this, however, the sector faces numerous challenges at the
dawn of the critical minerals era, the Just Transition and aspirations
to achieve a net-zero global economy.
To contribute towards South Africa’s Economic Reconstruction
and Recovery Plan (ERRP) by securing a minimum of 5% of
the global exploration expenditure by applying geoscience
information and knowledge, the Council for Geoscience (CGS) is
in its sixth year of executing its Integrated and Multidisciplinary
Geoscience Mapping Programme (IMMP). The IMMP aims to
generate high-resolution integrated geoscience maps across the
country at different scales and to maintain an impactful delivery
of the core mandate of the CGS.
The programme was conceived to provide innovative and
responsive geoscience solutions to support the National
Development Plan 2030 and to contribute to, inter alia, economic
growth, employment and job creation. The geoscience information
collected is utilised to delineate geological formations and features
that may enhance our understanding of a few earth processes,
mineral and energy resources distribution, groundwater, land
use, infrastructure, geohazards and geo-environmental pollutionrelated
matters.
The IMMP addresses four core themes in response
to the national development imperatives
for the geosciences. These are:
• Economic growth (geosciences for mineral and energy resources,
infrastructure and land use)
• Environmental health (geosciences for infrastructure and land use,
health, groundwater and the environment)
• Innovation (geosciences collaboration with other institutions)
• International relations (geoscience diplomacy).
Under the “Geoscience for mineral and energy resources” theme,
the CGS collects, analyses and processes high-quality geological,
geochemical, geophysical and mineral data, which will lower
risks, while increasing confidence in exploration and mining,
particularly in areas that remain underexplored. A priority of this
programme, and a cornerstone of the CGS, is multidisciplinary
onshore geoscience mapping at a greater level of detail (e.g. 1:50
000 scale) focussed on providing data to serve as a base to advise
the state and various other stakeholders, including the public, in
support of economic recovery projects in the country.
1:50 000 published map coverage in 2017 (top) prior to the
implementation of the IMMP, compared to coverage as of 2023.
With a primary focus both on emerging critical minerals and
base and precious metals, coal and industrial minerals (eg
aggregate), the onshore geoscience mapping programme
has achieved a significant increase in countrywide coverage,
from below 5% prior to the commencement of the IMMP in
2017, to 12% at the end of the 2022–2023 financial year. This
increase relates to 230 out of a total of 1 916 1:50 000-scale
maps having been published. For 2023–2024 the CGS has
an ambitious plan to increase annual map publication to 80
maps, which will increase the total national coverage to 16%.
Once published, the geoscience data is made available on the
CGS portal which ensures that geological information is easily
28 | www.opportunityonline.co.za

MAPS FOR GROWTH
accessible to showcase the country’s exploration potential.
This fast-tracked production approach has already yielded
results as new geoscience data has identified potential
hydrothermal and magmatic mineral targets in the
Northern Cape, Western Cape, North West and Limpopo
provinces. These targets include critical minerals such as
lithium, manganese, vanadium, fluorspar, phosphates and
base metals. The geoscience-mapping programme has
further been utilised to aid investigations into national
energy security and the Just Energy Transition. These
projects include research into geothermal potential as well
as Carbon Capture Utilisation and Storage (CCUS) which will
augment the sustainable renewable energy programme
in the medium to long term, reaffirming South Africa’s
commitment to clean energy.
The multidisciplinary onshore-mapping programme
also presents opportunities to contribute towards
infrastructure and land-use development at provincial
and municipal levels by producing detailed geological
maps and associated geohazard risk assessments
representing valuable tools for future land-use planning
and the management of current infrastructure and
development projects.
The onshore-mapping programme focusses on projects
in the Eastern, Western and Northern Cape provinces and
in Mpumalanga, Free State, KwaZulu‐Natal, North West and
Limpopo provinces. For the year ahead, the CGS will focus
on the continued production of fundamental geological
maps and associated data to be utilised across a range
of sectors. These include applied geoscience solutions,
mineral and energy resources, health, groundwater
and the environment, infrastructure and land use and
geoscience innovation.
The CGS is privileged to be at the leading edge of
rejuvenating and reimagining the exploration landscape
in South Africa. Through the scientific and strategic
goals of the IMMP and its 1:50 000-scale mapping
programme, the CGS has positioned itself at the forefront
of multidisciplinary mapping techniques in Africa
and globally. The aim of these initiatives is to provide
integrated, systematic and thematic research products
to contribute to the assessment and sustainable
management of mineral, geohydrological and geoenvironmental
resources in South Africa. Consistent with
the quality of South Africa’s geological endowment, the
CGS mapping programme has shown that the country
remains an exploration frontier in new emerging
minerals markets.
CGS scientist identifying critical mineral-bearing pegmatite in
Namaqualand, Northern Cape. Large pink spodumene crystals (a
lithium aluminium silicate mineral) can be seen in a lepidolite matrix.
CGS staff examining an outcrop of Palaeoarchaean felsic agglomerate
in the Barberton Greenstone Belt, Mpumalanga.
CGS scientist mapping landslides in Natal Group sandstones in
KwaZulu-Natal.
www.opportunityonline.co.za | 29

PROFILE
Ithuba Valves and
Industrial Supplies
Designing, making, fixing and installing high-quality waterworks valves.
Ithuba Valves and Industrial Supplies
is the only Level 2 BBBEE company
that specialises in the design,
manufacturing, refurbishment,
installation, removal and supply
of waterworks valves. Valves are
manufactured to the customer's
specification at our Alberton facility, thus
creating and maintaining employment
opportunities for South Africans. Ithuba
Valves is a proud supplier of local valves
to all state-owned companies and we
comply with all their specifications.
Clients include the Department of Water
and Sanitation, Eskom, Rand Water,
Johannesburg Water and Umgeni Water.
We are proud to have played a role in
designing and installing a complex
wedge-gate valve in the Mohale Tunnel,
part of the Lesotho Highlands Water
Project. Our management and technical
teams surpassed the client’s expectations
on this tough project, as the work
involved descending 96m underground
in a shaft.
Background
Ithuba Valves and Industrial Supplies cc
was established in 2000 and commenced
trading in August 2003, quickly earning
a fine reputation as a refurbishment
company in the valve industry. This
resulted in the successful completion of
various large contracts, including phase
one and two of the demothballing of
Camden Power Station and phase one
of Grootvlei Power Station. With the
acquisition of a manufacturing facility in
2006, Ithuba Valves stepped up its strategy
of becoming South Africa's first fully
black-owned valve manufacturer. Further
acquisitions have seen the company
expand its range of designs, drawings and
patterns which means that Ithuba Valves
now has a wide range of products to sell
to the waterworks industry.
Product range
Ithuba Valves manufactures waterworks
valves ranging from 80mm to 3 000mm,
with working pressure ranging from 10
bars up to 100 bars.
• Butterfly valves, double flanged
• Butterfly valves, wafer type
• Rubber-lined Butterfly valves
• Metal-seated Butterfly valves
• Wedge-gate valves
• Sleeve valves
• Non-return valves, double flanged
(single door and multi door)
• Plunger valves
• Spherical valves
Ithuba Valves has developed a new
Butterfly valve with ranges from 1 000mm
to 2 800mm (PHOENIX Butterfly Valve). Its
features include a dish disk that reduces the
weight of the valve by 20% and the valve
is able to handle seven to 10 litres of fluid
a second.
Mission statement
• Focuses on being a product leader in
waterworks.
• Passionate about manufacturing highquality
products and on-time delivery for
our customers.
• Educating and creating awareness about
quality to all our employees.
• Strive to satisfy our internal and external
stakeholders.
Employment equity policy
Ithuba Valves distances itself from any
form of discrimination and commits itself
to the promotion and achievement of
equal opportunity and fair treatment in
the work environment.
Contact details
8 Basalt Street, Alrode Ext 7, Alberton
Tel: +27 11 864 2582
Email: sales@ithubavalves.co.za
Website: www.ithubavalves.co.za
Tshepo Mabona, CEO
30 | www.opportunityonline.co.za

Opportunity is a quarterly journal for business and industry in South Africa.
Opportunity is the official publication of the South African Chamber of
Commerce and Industry (SACCI).
DISTRIBUTION IS FULLY ABC ACCREDITED AND AUDITED
PUBLICATION DATES
January | April | July | October
Contact Opportunity on info@gan.co.za to profile your organisation in the publication
www.opportunityonline.co.za

MINING TECHNOLOGY
Technology can transform
South Africa’s mining sector
Sustainable mining needs sustainable practices, writes Rudie Opperman, Manager for
Engineering and Training, Middle East and Africa at Axis Communications.
The recent conversation around
sustainable mining has been
centred on two things: the impact
of mining activity on surrounding
communities and the environment and the
sourcing of resources essential for cleanenergy
networks and systems.
However, the transition to cleaner
mining also requires the introduction of
sustainable principles and practices to
mines that exist today.
South Africa will continue to mine coal
and gold for the foreseeable future and these
operations need to be both sustainable
and continue to operate. But with pressure
to increase productivity and adopt more
environmentally and socially responsible
practices, the mining industry needs a more
sustainable, technology-enabled approach.
Towards a sustainable future
South Africa’s economy has been built on rich
mineral reserves and has relied on mining to
drive development. But the global mining
industry is at a crucial inflection point: many
mining companies are making strides in the
transition towards renewable energy. At
the same time, the Covid-19 pandemic has
renewed focus on the importance of good
social and environmental practices. In South
Africa, the transition to renewable energy has
resulted in a balancing act between reducing
the country’s carbon emissions and mitigating
mass coal job losses. Considering that Africa’s
economy continues to rely primarily on coal
for electricity generation, the shift to cleaner
energy will have to be gradual. During this
transition, mining organisations must find
ways to introduce sustainable practices
while considering their impact on the
communities in which they operate.
Top: Cameras can monitor a variety of hazards and create proactive warnings. Credit: Jürgen Jester on Unsplash
Above: Safety can be enhanced by using technology. Credit: Freepik
Transition to greener energy
Many mining companies in South Africa and
across the globe are joining the collective
effort to build a sustainable future for
communities and the environment. In 2015, all
members of the United Nations adopted the
2030 Agenda for Sustainable Development to
chart a way forward for social, economic and
environmental change.
Some of South Africa’s biggest mining
companies have set ambitious targets to
achieve net-zero carbon emissions by 2050.
Investors and stakeholders in the mining
sector increasingly demand that mining
companies disclose their climate-related
financial risks and opportunities according
32 | www.opportunityonline.co.za

MINING TECHNOLOGY
Some of South Africa’s
biggest mining companies
have set ambitious targets
to achieve net-zero carbon
emissions by 2050
Rudie Opperman of
Axis Communications
to global recommendations, such as those laid out by the G20’s
Task Force on Climate-related Financial Disclosures (TCFD).
An amendment was made to South Africa’s Electricity Regulation
Act in October 2021 to raise the electricity generation licence
exemption threshold from 1MW to 100MW. This amendment serves
to enable more independent power producers (IPPs) to participate
in the energy market without the need for a licence. In April 2022,
the Department of Mineral Resources and Energy launched a
bidding window for the Renewable Energy Independent Power
Producer Procurement Programme. Onshore wind and solar power
projects are also being developed across South Africa, and many
mining companies are turning to them for electricity because of
Eskom’s high tariffs and unreliability.
The need for technological innovation
Mining companies need to develop sustainable solutions to tackle
the many challenges and opportunities that come with this shift
towards greener energy and greater social and environmental
responsibility. While national frameworks and policies help
regulate mining activities, not all mines implement best practices
to mine sustainably.
In early 2021, Minerals Council South Africa published a report
highlighting how the country’s mining industry was increasing
its use of technological innovation to transform the sector.
Investments in 4IR-enabled digital technologies are helping
mining companies become more globally competitive, as well as
improve the health and safety of their operations.
South Africa has some of the deepest mines in the world
and a historically poor safety record. And while mining
fatalities in South Africa have reached record lows over the
last decade, there was an 18% increase in 2020 in accidents
related to falling rocks and transportation. Mining companies
can use smart surveillance solutions in a variety of ways to
ensure the safety of employees. Cameras equipped with deep
learning-based analytics, for example, can monitor a variety of
hazards and create proactive warnings.
These cameras can detect when personnel are not wearing
protective equipment or ensure areas of a mine don’t become
dangerously overcrowded. They could also be used to monitor
dust clouds, which can pose a significant health risk to the work
environment and surrounding communities.
An opportunity for transformation
Surveillance technologies can improve the operational efficiency
and physical security of mining operations and help mines
monitor and mitigate risks to employees, the community and the
environment. These technologies represent an opportunity for a
real transformation of South Africa’s mining sector: companies that
are pivoting towards more sustainable practices must leverage
new technologies to their advantage. As South Africa’s mining
sector gradually transitions from fossil-fuel dependency and with
a renewed focus on social and environmental concerns, mining
companies cannot afford to continue with outdated practices and
limited technological innovation. The future of our economy – and
our planet as a whole – depends on it.
Top: Several mining companies are exploring renewable energy options. Exxaro has a renewable energy subsidiary, Cennergi. A mini-grid at
Tshikondeni is shown here. Credit: Exxaro
www.opportunityonline.co.za | 33

SMARTOPS SOLUTIONS
Improving efficiency,
productivity, safety
and sustainability
Optimising operations through people-centric technology is the smart way to run a mining business, says SmartOps
CEO and founder, Mahene Benzane. A versatile mining and technology professional with considerable experience
in the mining sector, Mahene also has academic qualifications in Financial Management, Senior Management
Development Programme (SMDP), and a Master of Management in Digital Businesses and Digital Technologies.
How do you define digital transformation?
Digital transformation in the context of the mining industry involves
leveraging digital technologies to optimise and streamline various
aspects of mining operations, leading to improved efficiency,
productivity, safety and sustainability.
What does SmartOps Solutions do that sets it apart?
SmartOps holds the conviction that technology and systems
should be instrumental in driving behavioural changes to maximise
the benefits derived from their implementation. We prioritise
this objective through robust change-management processes,
ensuring swift adoption and realisation of value and return on
investment (ROI) within less than five months. Our approach is
focused on practical digital solutions intertwined with behavioural
change mechanisms that deliver tangible value, eschewing the
adoption of technology merely for its novelty. We dedicate time
to comprehensively understand your mining operations, allowing
us to craft a tailored, fit-for-purpose digital transformation strategy
and implementation process.
How was the company formed?
Established in 2015 by Mahene Patrice Benzane, the company
aims to tackle the challenges faced by the mining industry in
effective change management and the adoption of technologies.
The company also saw a need for implementation of technologydriven
Management Operating Systems for better coordination
of work at mines to ensure predictability of production every
single day. Many mining companies invest substantial amounts
in implementing various technologies, only to fall short of realising
the intended ROI. SmartOps was founded to also bridge this gap by
offering robust change-management solutions. Our goal was and
still is to facilitate the seamless adoption of various technologies
within mining operations without imposing excessive financial
burdens on the companies involved. We have since diversified
into different offerings.
In which sectors do you focus?
Mining, oil and gas, logistics, e-hailing and energy.
What do you offer mining companies that
makes a difference to their operations?
Practical digital-transformation strategies, worker-enablement
technologies, management consulting (business optimisation)
and energy management.
What is your geographical footprint?
We operate mainly in South Africa with offices in Gauteng, North
West and Mpumalanga. We also have presence in Australia and
New Zealand.
Are you looking at other markets?
I recently attended the Future Minerals Forum in Saudi Arabia
where we were looking for collaborative partnerships. It was
important to be part of the discussion about green minerals, which
is the direction the world is taking. We are working on expanding
to various regions in Africa and abroad, and we are seeking for
like-minded individuals to collaborate with in different regions.
Where is your business growing?
The Management Consulting division for business optimisation
and Digital Transformation in the technology space are growing
quickly, together with Energy Management. We offer collective
reporting, which brings information together from various sources
to one platform. They can see where most energy consumption is
coming from and put initiatives in place to save energy. It is about
finding ways of reducing the carbon footprint of an organisation
through reporting and managing reduction initiatives.
Please give an example of a successful project.
A recent project was a notable achievement. We successfully
implemented a comprehensive Management Operating System
for a mine, improving planning, coordination of work across all
sections and establishing accountability. We seamlessly integrated
this system with our technology to promote sustainability and
increased output by over 25%. In another project, we crafted a
tailored digital-transformation strategy to meet the unique needs
of a mining company.
34 | www.opportunityonline.co.za

PRODUCTIVITY
SmartOps Solutions
Transforming companies for a better future
SmartOps is a productivity-driven company with divisions focusing
on Digital Transformation, Management Consulting, Energy
Management and Supply, eHealth, Data Analytics, Speciality
Projects and Data-Driven Mining Services.
Our work encompasses:
• Integrated Operations, Decision Making & Coordination
• Value Chain Visualisation & Optimisation
• Data Science/Data Analytics, Autonomous Solutions
• Integrated Resource Planning, Scheduling & Execution
• Digitally Driven Management Operating System (dMOS)
• Energy Management & Reporting
• Data Driven Mining Services
• Fleet Management Systems (Dispatch)
• Inventory Management Systems
• Road Condition Monitoring
• Remote Asset Health Monitoring
• Digital Twin Implementation
• Operational Improvement
• Realtime Asset & Personnel Tracking
SmartOps MEC Mining Services (a subsidiary of SmartOps)
The blend of our technical knowledge and experience with
low-cost, high-quality, outsourced contracting options
enables our clients to trust that their value chain is continually
improving. Our safe, cost-effective and efficiency-driven
approach is embedded in our in-house technology platforms
that allow us to be the emerging smart-contract-mining
services SME.
Simplified value offering
Performance management system: How do we interact with this
data to effectively manage the performance of
our people, processes and systems?
The human factor: As we build new business
models for the mines of the 4th Industrial
Revolution, effectively engaging people
remains a key business imperative.
Work management: Technology integration
into existing business processes is
disrupting our work management
systems. How do we forecast,
plan, schedule and resource our business processes to achieve
continuous improvement and build sustainability?
Systems thinking: How do we develop and implement the systems’
acumen required to enhance strategic and real-time decisionmaking
capabilities for the mine of the future?
Our solutions
Technology should be at the forefront of an organisation.
For organisations to flourish we believe that technology and
systems should drive behaviour, and not the behaviour driving
systems or technology.
Key staff
Chief Executive Officer: Mahene Patrice Benzane
Executive Head, Project Management: Mamonare Moseki
Chief Operating Officer: Ditshegofatso Milanzi
Contact details
Gauteng Office
Eco Origin Offices, Block C8, 349 Witch-Hazel Ave, Centurion,
Highveld, Gauteng 0157
Tel: +27 11 568 2932
Mpumalanga Office
5 Dolorite Crescent, Middleburg, Mpumalanga 1050
Tel: + 27 13 101 3514
North West Office
Ground Floor, 214 Beyers Naude Dr, Rustenburg, North West 0299
Tel: +27 14 523 3684
Email: info@smartops.solutions
Website: https://smartops.solutions/s
Aleksandar Pasaric, Pexels
Mahene Patrice Benzane, Chief Executive Officer, says:
Our team is always ready to walk the journey of operational excellence with you. We solve complex
problems in a practical and sustainable way. We use a combination of digital technologies bundled
with various management routines to ensure continuous improvement across operations.
www.opportunityonline.co.za | 35

ENERGY EFFICIENCY
Retail
distribution
in an energylimited
world
Solly Engelbrecht, National Logistics
Executive at The SPAR Group, has been
thinking about the future of distribution
in the retail sector. Localisation is among
the key approaches that should be adopted
to ensure a reliable power supply.
Solar panels are easily
installed on almost any roof
and are increasingly efficient.
Credit: Versofy Solar
Recent extended stage 4 to 6 power
outages have once again emphasised
the need for broader solutions that
will enable businesses not only to
endure, but also prosper during the current
energy challenges.
The SPAR Group is actively investing in
power initiatives to reduce reliance on Eskom
and promote sustainable strategies. However,
achieving complete independence from the
grid will demand continuous innovation to
fill the gaps where solar energy cannot.
Significant progress has been made in
expanding the solar capabilities at all six of
our Distribution Centres (DCs).
However, considering we service SPAR
stores nationwide and across borders, our
goal of transitioning all six DCs to operate
entirely off the grid will require continuous
innovation to find ways to supplement our
current solar rollout. Solar energy alone
cannot sufficiently sustain the uninterrupted,
24-hour operation that is essential for our
refrigeration units, storage centres and other
critical equipment.
Our South Rand DC, for instance, was the
first to move away from its sole reliance on
Eskom for electricity. Installation of solar
panels at both our perishables and drygoods
warehouses has already resulted in a
very significant ongoing reduction in energy
usage from Eskom. This is a clear example of
why sustainability is good for South Africa
in the long term and just how beneficial the
change can be for the sector and for society.
The high cost of lithium batteries and
the lack of sufficient wind power around
our built-up DC has meant we needed to
think out of the box. For instance, we are
considering investing in a smaller bank of
generators and gas power, rather than the
traditional large, standby, diesel generator.
We are also investigating alternative wind
generation options.
Additionally, we have invested in LED
lighting throughout all DCs for a further
energy consumption reduction and in
our KwaZulu-Natal perishables DC, these
LEDs are linked to an intelligent-lightingmanagement
system. This system, which
can be monitored and activated remotely,
senses movement in each aisle and adjusts
the brightness of the light levels accordingly.
If no movement is detected, the lights dims
significantly. This has resulted in a significant
reduction in energy use for lighting.
36 | www.opportunityonline.co.za

ENERGY EFFICIENCY
Biomass potential
Biomass energy generation will also provide increasingly
powerful solutions. We see potential scope for biomass to
be added to wind and other energy sources as fuel for the
generation of electricity.
At The SPAR Group, we firmly believe that more localised
power generation presents a realistic avenue for achieving
enduring sustainability.
With regard to recycling, we currently collect outer-plastic
packaging, cardboard, paper and other recyclable materials
from SPAR stores and transport them to our DCs, where they
are sorted, weighed and compacted in separate processes. The
plastic is recycled and repurposed into various items like bin
bags, while the cardboard also undergoes recycling for use in
packaging materials.
Through this recycling effort, we reduce the materials sent
to landfills, consequently lessening our carbon footprint.
Ensuring that the expansion of the retail industry
incorporates sustainable practices is vitally important.
Sustainability is not merely beneficial for society and business;
it has become indispensable for the retail sector's future.
Working to discover solutions that alleviate the mounting
pressure on the South African power grid and significantly
reduce our carbon footprint will remain a key focus of
commitment for The SPAR Group. We are championing
sustainable behaviour and practices across all facets of our
operations and the strides we're making at our DCs will set a
trajectory toward a greener, more sustainable future for all.
The South Rand Distribution Centre has an
impressive array of solar panels.
LED lighting is helping to reduce energy
use at SPAR Distribution Centres.
Solly Engelbrecht, National Logistics
Executive at The SPAR Group
About The SPAR Group
The SPAR Group Ltd is a warehousing and distribution business
listed on the Johannesburg Stock Exchange (JSE) in the Food and
Drug Retailers sector. The group owns the SPAR retail brand and
supports a network of independent retailers who trade under
our brand through our distribution centres. SPAR forms part of
SPAR International, which is present in 44 countries and has 240
distribution centres that serve 13-million customers every day. The
SPAR Group Ltd, headquartered in Durban, South Africa, is present
in nine countries, has 10 distribution centres and serves 3 768 retail
members through 14 store formats every day.
www.opportunityonline.co.za | 37

INDUSTRIAL AUTOMATION
Solving production
challenges and gearing
up for the green economy
Nthabiseng Serite, founder and CEO of SAKE Energy Solutions, is venturing
beyond industrial automation to become a force in renewable energy.
SAKE Energy Solutions
Powering Africa
What problem is your company solving?
Sake Energy Solutions is a solutions-based company specialising in
industrial automation and renewable energy. We tackle everyday
processes and production challenges like energy efficiency, process
safety, reducing downtimes, asset reliability and maintaining net
zero goals, to name a few.
How did the idea of starting the company come about?
The idea was inspired by the realisation that there was a gap in
the market in the area of green energy and process optimization.
It has always been part of the plan, since I started my career, to
be a solution provider. I realised that the best way to provide the
solutions I have in mind was to start my own company.
What is the origin or meaning of the name of the company?
SAKE is a combination of SA (South Africa) and KE (Kenya) because
my biggest inspiration to delve into the energy market was when
I was doing some work in Kenya at an energy facility. I finally
thought, this is it, this is my niche. I was excited about these new
phrases I was hearing, “green energy”, “reduce carbon footprint”
and so forth. So I thought to myself , SAKE can be a link or vehicle
that will carry a full bouquet of green solutions for industries.
What are the main services you offer?
Industrial automation which covers a wide scope of control and
instrumentation, valves, metering, analysers, robots,
remote monitoring and renewable energy where
we come in as an engineering, procurement
and construction (EPC) contactor and project
management until handover.
Is one of your divisions much busier than other divisions?
Yes, absolutely. Industrial automation has always been the busiest
division because of the many applications and the wide scope it
covers while energy is picking up due to current demands.
Was it tough starting out?
If it was easy, everyone would be doing it. We love doing the hard
stuff! It was extremely hard, especially because we are talking
about a very male-dominant industry where you still have to
prove yourself over and over. I must say that there’s been great
progress but it is still not easy. Our first project was for a company
in Tanzania to provide engineering consulting services for an oil
and gas facility. After the design was accepted, we supplied the
system and did the installation and commissioning.
What is the company’s exposure to renewable energy?
I have worked on over 15 projects as an EPC and service provider.
These projects have contributed at least 50MW of clean energy
into the grid.
What are you currently working on?
I’m currently working on a project in Zambia, putting together a
scope for a renewable energy plant which will have a good mix
of waste-to-energy, hydro and wind energy. There are extremely
exciting times ahead. And I cannot stop talking about the recently
completed cement plant that we have just commissioned in Kenya,
fully automated.
Nthabiseng Serite,
founder and CEO of SAKE Energy Solutions.
Biography
Nthabiseng Serite is a leading Automation expert in Southern Africa. A serial entrepreneur,
Nthabiseng is a seasoned engineering and automation specialist in industrial automation,
renewable energy and process control optimisation solutions. She has worked in top positions
in various multinational companies varying from mining, chemical, international OEMs and
petrochemical facilities as well as manufacturing. She transitioned into full-time business seven
years ago, after leaving her 14-year career in the predominantly male-dominant industry of
engineering. She is an MD of her two successful companies, SAKE Energy Solutions and SERITE
Engineering, a global speaker, executive business coach, board member and humanitarian.
38 | www.opportunityonline.co.za

ENGINEERING A
SUSTAINABLE FUTURE

ENERGY
An Energy One Stop
Shop has been launched
The Department of Trade, Industry and Competition
(the dtic), through InvestSA, has launched the Energy One Stop Shop.
The aim is to fast-track all applications for energy projects
in South Africa. Previously, independent power producers
trying to lodge an application to create a power plant
were subjected to 12 separate authorisation processes
and long delays. The focus will be on renewable energy projects
and the programme will be rolled out in four phases by InvestSA.
The first phase, launched in 2023, allows for online registration of
energy projects and a tracking device to show how that project
is advancing along the line towards approval. The programme
managers are mandated to work with all the relevant government
departments and agencies to streamline the process. The initiative
simplifies the administrative procedures for issuing business
approvals, permits and licences and thereby removes bottlenecks
that delay the addition of megawatts to the grid, a national priority.
This shows that the state is taking steps to support small-scale
embedded generation (SSEG) power projects (under schedule 2
of the Electricity Regulation Act) to realise energy security and to
support efforts to decarbonise South Africa’s economy.
Key functions of the EOSS
First and foremost, the EOSS exists to provide
a single-window-facilitation process for
energy projects and to shorten timeframes
for project approvals by expediting, fasttracking
and removing blockages. Other
functions include: be a conduit between
developers and departments; provide
technical support and advisory services;
provide a link with private sector and
industry associations; act as an escalation
mechanism; and engage in advocacy.
Facts and figures
• 24 priority projects, 2 121MW
• 114 projects in total, 16 859MW
Business support
Business Unity South Africa (BUSA) and several other
organizations collaborating with the government
to address the country's energy crisis welcome the
Energy One Stop Shop (EOSS) initiative. The EOSS
is a response to President Cyril Ramaphosa's 2022
announcement of an Energy Action Plan, which led
to the establishment of the National Energy Crisis
Committee (NECOM). NECOM, a high-level group
comprising ministers and state officials interfacing
with business CEO champions and organized
business executives, prioritising among other
interventions the initiation of the EOSS. The EOSS
platform is designed to expedite the deployment of
energy projects, aligning with the recently amended
Schedule 2 of the Electricity Regulation Act. The EOSS
as a collaborative effort aims to provide business
support and contribute to resolving the energy
challenges in South Africa.
These projects include 83 solar PV projects and 14 wind
farms but also include newer technologies and hybrids such
as solar PV with battery storage, vanadium battery projects and
BESS (Battery Energy Storage Systems). Eskom’s Hex BESS was
launched near Worcester in November 2023.
Contact details
Reception: 012 394 5555
info@energyoss.gov.za | www.energyoss.gov.za
Lester Bouah, Chief Director: Investment Mobilisation
Head: Energy One Stop Shop (EOSS)
Invest South Africa: Department of
Trade, Industry and Competition
Mobile: +27 66 302 0715 | Office: +27 12 394 3773
Email: lbouah@thedtic.gov.za
www.investsa.gov.za | www.doingbusiness.org.za |
www.thedtic.gov.za
40 | www.opportunityonline.co.za
Energy One Stop Shop

FLUIDS MEDIA ENGINEERING
Adding value
through
engineering
solutions
The experienced staff of Fluids
Media Engineering strive
for excellence in its work with
minimal environmental impact.
Fluids Media Engineering is a black empowerment
mechanical engineering construction company
founded in 2005. With its roots in the Eastern Cape,
the company’s head offices are now in Gauteng.
Mission
Delivering cost-effective value-adding engineering
solutions in collaboration with our clients by leveraging
on our know-how as well as through our commitment
to delivering excellence. This is achieved with minimal
environmental impact and the occupational health and
safety of all participants is continuously enhanced.
Vision
To become an inspiring engineering contracting company,
fostering growth and creativity whilst contributing to the
wealth and wellbeing of all stakeholders.
Company founder Vuyo Nongogo holds a Diploma
in Mechanical Engineering, a BTech MechEng and a
certificate in Advanced Project Management from
Rhodes University. He honed his engineering skills in the
automotive industry, with highlights including being
Project Engineer for the W203 C-Class Mercedes drivetrain
assembly project. After a spell with Volkswagen
South Africa as Project Manager for VW trucks assembly
and being part of the project team for the introduction
of the Golf 5, Vuyo joined a mechanical engineering
construction company and it was then that he developed
the vision for Fluids Media Engineering.
Qualified staff
The Fluids Media Engineering staff comprises highly
skilled and experienced personnel, covering the following
areas of expertise: project managers, technicians,

FLUIDS MEDIA ENGINEERING
Vuyo Nongogo, Managing Director,
Fluids Media Engineering
artisans, professional welders, semiskilled
artisans and draftsmen. They are
supported by an administration and finance team.
Our services include:
• Pipe systems
Galvanised screwed piping assembly for compressed air
and fluids reticulation plants; stainless steel welded piping
assembly; FMCG product lines; welded black media piping;
PVC piping; copper piping for medical gas lines and general
engineering; HDPE piping.
• Specialised plants
Water treatment plants and pump stations; cooling water systems;
steam reticulation; HVAC.
• Steel works
Pedestrian bridges; jigs and fixtures; gantries for overhead
conveyors and cranes; mezzanine floor steel structures.
• Air conditioning and refrigeration
Installations and maintenance for chiller plants and airconditioning
units.
Accreditations
CIDB 7ME PE, SAIW Registered, ISO 9001 (Imminent Accreditation)
Our clients
We have clients in the corporate and public sectors. They
include automotive OEMs, civil and building construction
companies, FMCG companies, municipalities, government
departments (such as Public Works and Infrastructure and
Health), state entities such as Industrial Development Zones,
Eskom, Transnet and the South African Petroleum Retailers’
Association (SAPRA).
Contact details
Head office: 6645 Potgieter Street, Rosslyn, Pretoria 0201
FME has head offices in Cape Town and East London.
Tel: 012 054 5653
Mobile + 27 72 701 3932
Email: vuyo@fmeng.co.za
LinkedIn: Vuyo Nongogo
www.opportunityonline.co.za | 43

TELECOMS
Lessons in customer centricity
Teachings from the use of mobile apps in the insurance industry have given Yaron
Assabi, the founder of the Digital Solutions Group (DSG), unique insights into how
a frictionless commerce experience can improve customer retention.
In the past, online shopping was primarily about convenience.
According to Wired, the online trend accelerated by 77% just
months into the pandemic, progressing innovation and adoption
of digital commerce by half a decade. Shopping, working and
socialising online became mainstream worldwide because it was
the only way to connect with others while staying safe, advancing
digital commerce from a nice-to-have to a necessity.
Those habits have stuck. Many people now routinely order
groceries on Checkers Sixty60 or hail a cab through Uber or Bolt.
We order movie, travel and sports tickets online or use a selfservice
kiosk that is effectively the e-commerce experience in a
booth. “Teams” is becoming the common term for online meetings,
a modern example of the phenomenon called genericisation.
We are now truly becoming a connected society and in that
context, there is one fundamental requirement for success in the
services sector, according to Yaron Assabi, founder of the Digital
Solutions Group (DSG). Says Assabi: “A frictionless experience for
your customers, employees and suppliers is non-negotiable when
looking to succeed in competitive markets. The reason for this is
simple: when you remove friction from a process or a system, you
give back the one resource no-one is able to generate more of,
time. In the future, the most powerful brands will be customercentric.
Successful companies will know their customer and will
be the customer's advocates.”
Lessons in customer centricity
The digital era should make services and companies more
customer-centric, meaning a move away from focusing on products
as the primary catalyst for innovation and improvement. It should
be easier to reduce friction for customers, looking holistically at
how data, supply chain and commerce technology – coupled
with digital solutions – can create a frictionless experience for
customers. This is easier said than done, especially for solutions that
involve apps, says Assabi: “The biggest challenge for mobile apps
is retention. Getting users to download an app is one thing but
bringing them back to the app is another ballgame and continues
44 | www.opportunityonline.co.za

TELECOMS
Hone it and they will stay, is the author’s slogan for the
connected age. Credit: Rob Hampson on Unsplash
Traditional auto insurance underwriting heavily weighs credit and
driving history, so young drivers with lean credit are often unfairly
penalised. Consumers, especially those under 30, often pay more
even if they are less risky. We leverage trust and frequency of
communications to create multiple positive touch points during
the time that we observe the consumer driving behaviour and
consumers can save between 10 and 40%.”
Using data as a two-way link with customers, these insurers
use innovative features such as IoT-monitored “digital test
drives” to help customers get personalised quotes. For
insurers, it provides a non-comparative and differentiated
value proposition that is personalised and helps convert
more leads. The insurer also only quotes for their preferred
risk, making it more profitable in the long term. In terms of
apps, successful insurers also use “digital nudges” to provide
contextual relevance and help drive higher conversions at every
touchpoint. Nudges can introduce segment-specific features,
highlight personalised content and
facilitate low-code A/B testing.
Yaron Assabi, founder of the
Digital Solutions Group
to be a major hurdle in almost every app's growth journey; 66%
of users do not return to the app after a week of installing the
application. In addition, one in two apps are uninstalled within
one month of download.”
According to research by Netcore Cloud, several
reasons combine to produce such poor results:
• Poor first-time experiences that lead to higher time-to-value
• Complicated navigation that makes it difficult for users to find
the relevant features (low feature discovery)
• Lack of guidance on how to use features (absence of in-app
guides leading to low feature adoption)
• Intrusive app experience (flashy pop-ups and alerts)
• Too many steps to reach the final conversion point
• The rapid change in the way users interact with apps
Becoming customer-centric
These problems reflect the broader challenges around using
customer-centricity. Many organisations might think they
are focused on customer-related metrics, but their use is still
superficial. Forward-thinking insurers provide a great example
of this principle in reverse. Assabi notes: “We partner with
companies in the short-term insurance industry, making use of
IoT data from the sensors of the mobile device to observe how
people drive and therefore offer them better insurance quotes,
tailored to their specific driving behaviour.
“Your customers want to trust they can find, buy and get the
products they want every time they shop, as well as trust that
businesses will keep their financial and personal data safe and
secure,” says Assabi. “We combine mobility data with other financial
data to segment and target more effectively and we use data and
risk scores to create a frictionless commerce experience. Our
design team focuses on the customer journey to ensure customers
have all the information they need to find the right product for
them.” Customer-centricity fuelled by intelligent use of data leads
to the kind of innovation and frictionless experiences that build
trust between customers and brands. This is not a fad aimed at
driving traffic. Rather, this is a sincere way to align business goals
with customer sentiment and support. It's not “Build it and they
will come.” The slogan of the connected era is, “Hone it and they
will stay.” The road to that result is customer-centricity. What are
you doing to ensure your customers stay?
About Digital Solutions Group
With a track record spanning 24 years, DSG has become one of
Africa’s leading providers of On-Demand Customer Experience and
Digital Solutions, serving some of Africa’s premier consumer-facing
and corporate brands.
For more visit: dsg.co.za
www.opportunityonline.co.za | 45

POWER SOLUTIONS
Power wheeling: the solution
to grid instability and
achieving South Africa’s
decarbonisation goals
Vodacom Group Chief Technology Officer Dejan Kastelic explains how “virtual wheeling”
offers an exciting and innovative way forward for companies looking to move beyond loadshedding.
Climate change is arguably one of the biggest challenges
which the human race has ever faced. The effects of
climate change are visible throughout the world and it
is already disproportionally affecting poorer countries.
However, richer countries are not the only contributors to climate
change and are not solely responsible to solve it. With South
Africa’s grid emissions being some of the highest in the world
due to our dependence on fossil-fuel-based power generation,
it is clear that our current path to support our insatiable need for
energy is not sustainable. Furthermore, research has shown that
a stable and abundant supply of energy is the foundation of a
flourishing economy.
Yet South Africa is experiencing unprecedented levels of
loadshedding in already challenging post-Covid economic
environment conditions. In the past four years alone, Vodacom
South Africa spent R4.5-billion on backup power solutions and
R300-million on diesel for generators. This is a staggering 11%
of Vodacom’s total capital expenditure over the period. This
highlights just how large a burden has been placed on South
Dejan Kastelic: Vodacom Group Chief Technology Officer
Africans, especially for businesses in the SME sector, who need to
both maintain operations and remain competitive in their pricing.
This is over and above the issue of greenhouse gas emissions.
Despite accelerated digitisation in the post-Covid era, South
Africa has been regrettably slow in using the transformative power
of technology to address perhaps our largest hurdle – the power
crisis. For some time, electricity wheeling has been available in
South Africa; however, in its traditional form it excluded the
majority of the private sector from participating due to structural
and administrative limitations. Legacy limitations prevented
Eskom from opening wheeling to companies other than the typical
large industrial and mining customers. Access to this solution was
also limited to Eskom’s customers and those in specific areas, since
only a few select municipalities had wheeling frameworks in place.
Traditional electricity wheeling, with a few exceptions, typically
involves a single buyer (a private company), partnering with an
Independent Power Producer (IPP) to indirectly supply a single
site with power, usually generated from renewable sources. This
legacy approach requires the buyer to be indirectly connected
to the IPP’s location through existing electrical infrastructure (the
grid). This has several challenges, especially for businesses with
complex operating environments. In Vodacom’s case, our desire
to participate in wheeling has been hindered by the complexity
of our South African operating environment that includes over
15 000 distributed low-voltage sites located across the country
within 168 municipalities.
However, there may be a light at the end of the tunnel with
the introduction of a new technologically-enabled solution to
the market. By reimagining the problem, for just over a year, we
worked together to challenge the status quo, co-create, test and
iron out the finer details and mechanisms to deliver a solution
for which Vodacom finally entered into an official agreement with
Eskom, called “virtual wheeling”. The signing of this agreement
opens significant opportunities within the private sector, giving
all businesses a chance to save on costs and achieve their
decarbonisation goals. This solution enables the private sector
to actively participate in solving the energy crisis by indirectly
funding the development of renewable power, which is added
46 | www.opportunityonline.co.za

POWER SOLUTIONS
Vodacom is aiming for 100% renewables electricity sourcing by
2025. CREDIT: Zbynek Burival, Unsplash
to the national grid, all without impacting Eskom’s weak balance
sheet. This is a technological innovation that every business in the
country should be actively exploring which, if scaled properly,
could significantly reduce or even eliminate loadshedding in South
Africa in the next few years.
Virtual wheeling
This Vodacom innovation, which has been co-developed with
Eskom, has been dubbed “virtual wheeling”. Unlike traditional
wheeling, which (apart from a few exceptions) entailed a oneto-one
relationship where a single IPP generates power into the
grid and wheels the power to a single site (buyer), virtual wheeling
enables multiple IPPs to generate power into the grid and wheel to
multiple sites for a single buyer. The platform that was developed
enables a buyer to aggregate all of its consumption into timeof-use
periods as a single account which is then matched, in timeof-use,
with the aggregated generation by one or more IPPs.
In our case, we will partner with renewable IPPs, who will feed
the generated power into the grid. The IPP and our sites will be
metered and the metered data will feed into the virtual wheeling
platform which we have built using our subsidiary Mezzanine.
The Vodacom Energy Management System collects various
consumption data points across a period, feeding this information
to the Virtual Wheeling Platform. As long as the generation is lower
or equal to the aggregated consumption, Vodacom will receive a
refund from Eskom.
Importantly, implementing this solution did not require any
amendments to existing electricity supply agreements and it does
not impact the municipalities in any way.
As a purpose-led company, we believe that it is important to
make a positive impact in the societies and environments that
we operate in. There is, however, one remaining, unaddressed
challenge for virtual wheeling. Eskom only refunds the buyer in
virtual wheeling for consumption in municipalities who are in good
standing. A mechanism is, therefore, required to “ring-fence” the
electricity income in a municipality to provide security for Eskom.
For Vodacom, virtual wheeling is a key step towards achieving
our own decarbonisation goals. For the country, it’s one of many
steps towards resolving the energy crisis and enabling the
migration to sustainable and renewable-energy generation plants.
We have estimated that this approach will initially move 30% of
our consumption to renewable sources, a significant step towards
Virtual wheeling enables multiple power producers to generate
power into the grid and wheel to multiple sites for a single buyer.
CREDIT: Kirchoff, BrandSA
our goal of 100% renewables electricity sourcing by 2025. Beyond
consumer interest, other sectors have come forward with potential
complementary solutions which will help to mitigate the existing
risks associated with this model.
Among these concerns is how Eskom tariff increases over
the term of a power-purchase agreement will affect the margin
between the rate of the refund (which is currently based on
the wholesale electricity pricing system, WEPS, tariff structure)
and the cost of energy from the IPPs. Hopefully further testing
and investment will sufficiently address any concerns over the
commercial sustainability of this approach.
Beyond loadshedding
While opportunities are created with additional renewable
power, interim solutions are still required to address the high
usage of diesel for power generation. A whole economy for green
hydrogen can be created with renewable power and hydrogen
as a replacement for diesel combustion is ideal. This means that
purpose-led companies like Vodacom are on the continuous
lookout for renewable power and alternative fuels, but most of
the solutions have various limitations, which make the application
in our industry limited and less attractive. Innovative thinking and
contextualised solutions to address these challenges could disrupt
the industry, revitalise South Africa’s economy and create a more
inclusive future for us all.
www.opportunityonline.co.za | 47

CONSERVATION
Consumers are confused about
the impact of paper on forests
The Paper Manufacturers Association of South Africa (PAMSA) analyses the results of an
international survey into environmental perceptions and finds that many South Africans
don’t know about the sustainability credentials of the country’s forestry sector.
South African consumers’ views on environmental
perceptions, preferences and attitudes towards print,
paper and paper-based packaging have been included for
the first time in an international survey, which showed that
many are still confused about the relationship between farmed
wood for papermaking and deforestation.
The responses of 10 000 people in 16 countries were
documented by Two Sides in the biennial Trend Tracker Survey.
While 71% of South African consumers agree that it is important to
use paper products from sustainably managed forests, and 36% pay
attention to forestry certification labels when purchasing paperbased
products, the perceptions that a paperless environment is
ecologically friendly and that forestry as an industry contributes
to deforestation, persists.
The survey showed that 35% of consumers believed that
electronic devices were the most environmentally friendly, yet
wood ranked second and paper ranked fourth. On the one hand,
77% of people feel that electronic communication is better than
paper-based media. Then again, 76% acknowledge that planted
forests are not bad for the environment, a clear contradiction.
According to the World Wildlife Fund, agriculture is the
leading cause of deforestation, which occurs primarily in tropical
and subtropical regions of the world and is linked to meat, soya
beans and palm oil. Jane Molony, executive director of the Paper
Manufacturers Association of South Africa (PAMSA), says the forest
and paper sector is misunderstood and thus beleaguered by myths
that are rooted in ignorance and assumption.
“Timber plantations or planted forests make up 7% of the global
forest area, yet provide about 50% of the wood for industrial use
such as pulp, paper and timber for construction,” she says. For this
reason, balancing sustainability with productive and economic
imperatives is high on the forestry sector’s agenda. “Through
biodiversity enrichment, water stewardship and community
support programmes, the forestry sector invests significantly in
reducing its impact on the land it uses,” says Molony.
In May 2023, PAMSA member Mondi South Africa and
Endangered Wildlife Trust announced a three-year partnership
to map Mondi South Africa’s species and ecosystem biodiversity
footprint and identify best practices for biodiversity management
in its local forestry operations.
Sustainable forestry misunderstood
Paper’s core component, cellulose, is a renewable resource. In
South Africa, where almost all indigenous forests and woodlands
are protected, wood for pulp and paper product comes from
sustainably managed forests where the cycle of planting, growing
and regenerating is carefully controlled. The needs of the timber,
pulp and paper sectors are served by 1.4-billion trees planted on
1.2-million hectares, which is 1% of South Africa’s total land cover.
“Forestry companies have nurseries tending to millions of
seedlings every year which go on to replace mature trees once they
have been harvested,” explains Molony. Less than 10% of the total
plantation area is harvested annually and this is replanted within
the same year, which means that more than 111-million trees are
planted every year. “That is, on average, 306 000 trees a day.”
South Africa is naturally a very tree-poor country, with only 0.4%
of the country being covered with indigenous trees. This is one of
the key reasons why only commercially planted trees are used for
wood products, to prevent encroaching on our indigenous forests.
In addition, at least one quarter of forestry-owned land is left
unplanted, allowing biodiversity-rich corridors to flourish with
indigenous fauna and flora in grasslands, wetlands and wooded
areas. Sappi, also a PAMSA member, has seven declared nature
reserves on its landholdings in Mpumalanga and KwaZulu-Natal
provinces with a combined 6 320 hectares including Clairmont
Mountain Nature Reserve which is home to 10 red-data species.
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CONSERVATION
WWF-Mondi Water Stewardship has been in place for
more than three decades.
Nursing seedlings until they are ready for
the field. CREDIT: Mondi
Sappi’s Clairmont Mountain Nature Reserve is home to 10
red-data species.
Mondi South Africa and Endangered Wildlife Trust are working
together to map the company’s species and ecosystem
biodiversity footprint.
These reserves are part of South Africa’s Biodiversity Stewardship
Programme managed by the South African National Biodiversity
Institute (SANBI).
What about water?
Water use was another area where misconceptions seem to
have taken hold. Just more than half of consumers surveyed
(51%) believe that paper production uses an excessive amount
of water, but the forestry sector uses only 3% of South Africa’s
available water, with agriculture and domestic water consumption
accounting for 60% and 29% respectively.
“Plantations are not irrigated. Some companies plant seedlings
with hydrogel, but the rest is up to nature,” says Molony. “Yet our
sector is the only sector to pay a ‘rain tax’, as forestry is considered
a stream-flow-reduction activity.” Trees, like any living organism,
take in, use and transpire water as part of their growth needs.
“This is why the forestry industry is adopting a more stringent
approach to planting, ensuring buffer zones exist between
compartments and riverine areas,” notes Molony.
The WWF-Mondi Water Stewardship has been in place
for more than three decades, initially centred on wetland
management but later expanded to focus on catchmentbased
water stewardship which prioritises catchments with
possible water-related risks. Mondi has made investments
in rehabilitating wetlands on plantation landholdings in
Mpumalanga, the Eastern Cape and KwaZulu-Natal. Currently
Mondi manages about 15 000 hectares of wetlands within its
own and leased land properties.
Sappi is also working closely with WWF to improve the
catchment and the ecological integrity of the uMkomaas River
which is strategic for Sappi in terms of water supply to operations.
Work includes clearing of invasive alien plants in the catchment
area by using members of the local community who are employed
in the project, which contributes to employment in the rural areas
of Impendle. “We have to continue to challenge the misconceptions
and contradictory opinions surrounding wood and paper-based
products and their impact on the environment,” concludes Molony.
“When people grasp that trees are farmed, just like we farm mealies
and wheat, their perception shifts. I’ve witnessed this personally
time and time again.”
www.opportunityonline.co.za | 49

TIMBER AND COMMUNITIES

HIGHER EDUCATION
Closing the gap
Universities should be equipping students with the skills and abilities they need to thrive in the modern
workplace, argues Cymbeline Harilal, Instructional Designer at The Independent Institute of Education.
Most parents wish to provide their children with the
skills, competencies and therefore education to
become successful and accomplished in their careers.
In pursuit of this objective, they place their trust in
universities and other higher-education institutions to properly
prepare their children for the ever-changing job landscape.
However, given how dramatically the world of work has
changed and continues to change, it is crucial for all highereducation
institutions to consider and in many cases review their
offering, to ensure they deliver relevant and integrated curricula
that adequately meet employer demands and enable students to
excel in their chosen fields, an education expert says.
“Higher-education institutions must therefore now, more
than ever before, include and be intentional in integrating
21st-century and industry-aligned graduate attributes into all
curricula,” says Cymbeline Harilal, Instructional Designer at The
Independent Institute of Education (The IIE), a leading private
higher-education provider.
Harilal notes that between the corporate and educational
sectors there is a concerning mismatch between industry demands
and graduate attributes developed in universities.
“It is necessary for universities to bridge the gap through the
delivery of dynamic curricula that address the disparity between
skills supply and industry demand. The relevant skills outlined in
the World Economic Forum's report on 21st-century requirements
highlight the significance of an adaptable curriculum in response
to changing job demands. These 21st-century skills comprise
foundational, competencies, character qualities and technical
skills.”
The broad skills categories can be described as:
Foundational
Students must be able to apply the core skills of literacy,
numeracy, scientific, IT and financial literacy. These are
predominantly developed in school but some students who
matriculated from schools in disadvantaged communities may
need additional support.
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HIGHER EDUCATION
Competencies
Critical thinking, creativity, clear communication skills
(both written and spoken), problem-solving abilities and
collaboration are critical for interacting in a corporate
environment where these skills are required to drive the
business to be effective, efficient and competitive. An
additional competency that has recently become important
is the ability to apply oneself independently in a remotework
environment.
About the IIE
The Independent Institute of Education (The IIE) is a division of
the JSE-listed ADvTECH Group, Africa’s largest private education
provider. The IIE is the largest, most accredited registered private
higher education institute in South Africa and is accredited by
the British Accreditation Council (BAC), the independent quality
assurance authority that accredits private institutions in the UK.
Character qualities
These are more difficult to integrate into a curriculum as they
ultimately boil down to personality traits but it is important
to note that they can be introduced and developed.
Curiosity, confidence, initiative, persistence (grit), emotional
intelligence, adaptability, leadership, resilience and social/
cultural awareness are among the traits that are valued in
the workplace.
Technical skills
Proficiency in complex technologies, data manipulation and
strategic utilisation of technology has become essential for
gaining a competitive edge geared towards bridging the
gap between the skills demanded by industries and those
provided by higher-education institutions.
Evolving expectations
Harilal further explains how, as expectations evolve and
the future job market remains uncertain, many graduates
express apprehension about their employment prospects.
The role of higher-education institutions in bridging this
gap through a dynamic curriculum is pivotal in aligning
employer demands with 21st-century skills. This requires
continuous research into industry needs and the integration
of essential skills within their curricula. “Universities are
duty-bound through their curriculum and learning design
to develop and shape critical and independent thinkers,
equipping students with the necessary attributes to thrive
in the ever-evolving world of work. Recognising the scarcity
of employment opportunities, curricula must go beyond
compliance with policies and regulations, to continuously
evolve and remain flexible, ensuring that students’ education
aligns with employers’ expectations,” says Harilal. She says
students should be provided with opportunities to evaluate
conceptual knowledge, analyse complex ideas and generate
innovative solutions, enabling the development of numeracy,
writing, communication and technological skills to meet
industry demands. Harilal concludes, “By bridging the gap
between employer expectations and the skills possessed
by graduates, a seamless transition into the professional
world of work becomes more likely, to the benefit both of
the graduates and industry in South Africa.”
Cymbeline Harilal, Instructional Designer at The IEE
www.theworldofwork.co.za or www.iie.ac.za
www.opportunityonline.co.za | 53

MARITIME TOURISM
Traditional fish kraals are a feature of the iSimangaliso
Wetland Park MPA. Credit: Judy Mann
Marine Protected Areas are a
massive ecotourism drawcard
The MPA Day Committee, comprising representatives from nine organisations,
issued this article about Marine Protected Areas to draw attention to the
huge potential that these areas hold for the tourism sector.
Known as the “game reserves of the sea”, Marine Protected
Areas (MPAs) are earning their place in the spotlight as
the MPA Day celebration on 1 August went global in
2023. In addition to the many ecological benefits of these
protected ocean areas, MPAs bring with them significant tourism
potential which aligns with the 2023 World Tourism Day theme,
Tourism and Green Investment.
“Tourism is a massive contributor towards our local and global
economies and in a country like South Africa, which has 41 MPAs,
the potential for ecotourism is just waiting to be unlocked,”
says Dr Judy Mann, founder of MPA Day and the Executive of
Strategic Projects at the Two Oceans Aquarium Foundation.
“By promoting MPA tourism initiatives, we’re able to empower
local communities surrounding our MPAs through job creation,
while educating and supporting conservation efforts and the
advancement of our MPAs.”
The potential of ecotourism around MPAs is already evident
with several local establishments welcoming domestic and
international visitors who are drawn to the natural beauty of the
areas. One such example is in the Western Cape near De Hoop
MPA where Morukuru Family De Hoop (Morukuru Beach Lodge
and the exclusive-use Morukuru Ocean House) considers the MPA
a unique selling point.
“Guests at Morukuru Family De Hoop enjoy the unspoilt
coastline, the scenic beauty of the reserve, the fynbos
vegetation, as well as the abundant marine life,” explained
Rinse Wassenaar, the Marketing Manager. “De Hoop MPA offers
some of the best land-based whale watching anywhere in Africa
as the whales are not disturbed by boats. Unlike other places,
the De Hoop Nature Reserve is not overcrowded and guests at
Morukuru Family De Hoop experience the sensation of feeling
almost alone.”
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MARITIME TOURISM
From July to October, visitors enjoy land-based whale watching,
guided marine walks at low tide, guided fynbos and nature walks,
guided nature drives, mountain biking, dune boarding, snorkelling
and swimming in tidal pools. Visitors also enjoy sightings of
resident turtles, such as the five rehabilitated turtles that were
recently released into the reserve by the Two Oceans Aquarium
Foundation’s Turtle Conservation Centre.
Morukuru Family De Hoop employs 42 people and welcomes
around 1 700 guests every year. The business also supports the
MPA further through the Morukuru Goodwill Foundation, as
well as sharing educational information via its website and
marketing material.
Leveraging attractions
Another Western Cape-based tourism establishment that has
leveraged the De Hoop Nature Reserve and MPA for ecotourism
is Africansunroad. The company provides nature guides and hikes
and wine walks with a special focus on the 55km Whale Trail which
extends through the nature reserve from Potberg to Koppie Alleen.
Gillian Louw, CEO of Africansunroad, says they welcome around
80 tourists a year for the Whale Trail during which time they
educate visitors about the MPA and clean any litter along the trail.
She says the protection and restoration of this natural environment
has attracted significant interest from tourists, with the recovery
of ocean life a particularly welcome benefit. Another tourism
establishment located near De Hoop MPA is Marine Dynamics
which includes Dyer Island Cruises and Marine Dynamics Academy.
Marine Dynamics is the founder of the Dyer Island Conservation
Trust, African Penguin and Seabird Sanctuary.
While they do not operate in the MPA, they have been
campaigning to have the Great Dyer Island area demarcated as an
MPA, while always positively promoting the nearby De Hoop MPA.
The company hires 130 people and welcomes up to 40 000 visitors
a year on their marine adventures which includes viewing the
Marine Big 5: sharks, whales, African penguins, seals and dolphins.
The Western Cape’s Pearly’s Restaurant in Langebaan, located
near the West Coast National Park, benefits from the MPA’s
ecotourism offerings which attract visitors for water sports,
birdwatching and to witness the incredible flowers in season.
The restaurant employs around 50 people and welcomes around
50 000 patrons annually.
An iconic destination
While Robben Island is internationally renowned for
its apartheid-era prison that housed President Nelson
Mandela, many don’t realise that the island is also an
MPA, a World Heritage Site and home to the third-largest
African penguin colony. This makes the Robben Island
Museum a big tourism drawcard, from both historical and
ecotourism perspectives. Inga Sipuka, Nature Conservator
at Robben Island Museum, notes that tourism, research
and education are major drawcards for some 300 000 annual
visitors: “We focus on the conservation of seabirds including the
endangered African penguin, Bank and Cape cormorants.
Morukuru Family De Hoop tidal walk.
Credit: Morukuru Family De Hoop
Hikers support local tourism operations in the
Pondoland MPA region. Credit: Judy Mann
A Clown fish, iSimangaliso MPA.
Credit: Jacques van Jaarsveld, courtesy Adventure Mania
www.opportunityonline.co.za | 57

MARITIME TOURISM
Walkers in the Mkambathi region of the
Pondoland MPA. Credit: Doug Lang
Effective signage is critical in MPA
management. Credit: Judy Mann
One of the challenges for the penguin population is food scarcity
due to fishing activities that take place in the buffer zone. We have
partnered with multiple stakeholders to enforce environmental
law around Robben Island waters, including with SANParks and
the Department of Environment, Forestry and Fisheries. We are
also raising awareness about the importance of MPAs to minimise
illegal activities.”
The KZN South Coast is home to three MPAs, one of which is
the world-class dive site, Protea Banks. African Dive Adventures is
one local tourism establishment that gives up to 1 000 divers a year
the chance to experience the incredible marine life at this MPA.
Owner Roland Mauz says that while the term MPA was not
widely known, visitors were happy to know they were diving in
a “national park” that protects local marine life. He says, however,
that more needs to be done to enforce the regulations around
MPAs, as there is still illegal fishing and activities taking place that
threaten these protected species.
Kingfisher Lakeside Retreat is situated near another KZN South
Coast MPA, Trafalgar, which is renowned for its fossil remains found
on the beach. This, and the annual Sardine Run, are some of the
big drawcards for visitors to the area. Malissa Barnard explains
that the resort, which employs five people, is a unique glamping
and dam fishing site, with around 450 annual visitors coming to
spend time in nature. The resort contributes towards the upkeep
of Trafalgar MPA by advertising beach clean-ups while supporting
dune rehabilitation by planting indigenous vegetation.
UNESCO World Heritage Site
Further north in KZN is the UNESCO World Heritage Site and
renowned MPA, iSimangaliso Wetland Park, where tourism
establishments like Adventure Mania offer scuba diving, snorkelling
and boat rides. The company, which hires six to 10 staff depending
Clear water makes for superb snorkelling in the Kosi Mouth
area of the iSimanagliso MPA. Credit: Judy Mann
on the season, welcomes more than 4 000 visitors annually to this
globally renowned tourism destination.
The MPA status of iSimangaliso allows them to generate income
through tourism and sustainable fishing, with the region providing
valuable scientific research. All divers are instructed on the MPA
status while being educated to “take only memories and leave
only bubbles”. The preservation of this MPA is not only valuable
for marine life and angling but has significant spiritual and cultural
value for local residents.
MPA Day 2023 events
A range of MPA Day events were held including talks on kelp
forests, beach walks and talks and a “Rocky Shore Treasure Hunt”.
The partners involved in MPA Day are Two Oceans Aquarium, Flow
Communications, Olivia Jones Communications, WildOceans (a
programme of WildTrust), WWF-SA, I am Water, Cape Nature,
SAEON-NRF and the SAAMBR.
For updated information: www.mpa.org
Join in the discussions around MPAs on Instagram
@marineprotectedareassa, Twitter @MPAsSA1, Facebook Marine
Protected Areas SA @MPASouthAfrica, YouTube MPA Day
@mpaday2219, or LinkedIn MPA Day. Follow the hashtags
#MPADay #letstalkMPAs
Disseminated by: Olivia Jones Communications
58 | www.opportunityonline.co.za

GAP COVER
Proper planning can ease
the financial burden
Brian Harris, General Manager: Operations at Turnberry, outlines the many
benefits of gap insurance cover, not least at the time of bereavement.
Credit: Rodnae Productions/Pexels
Death is a topic that nobody enjoys discussing, and yet it
is part of life. When you do pass away, your dependants
will be left to deal with the loss and grief, as well as a
hefty administrative burden that comes along with the
process. Gap cover can help to ensure that your loved ones do
not inherit large medical expense shortfalls related to any medical
treatment or ongoing illness.
While it is important to note that it is not a life insurance policy
that will pay out upon your death, some gap cover policies do
offer additional benefits like a gap premium and medical-schemecontribution
waiver that can provide additional assistance.
A burdensome task
After someone passes away, there is a long list of administrative
tasks that need to be taken care of, from obtaining a death
certificate to arranging the funeral service, notifying friends and
family as well as places of work, business associates and financial
institutions and dealing with the will. Another duty of those who
have been left behind is to settle the deceased’s debt, which
includes bank loans, credit cards and any unpaid medical expenses.
Without the right cover in place, this alone can add significantly to
the burden of loved ones at a time that is already traumatic. Gap
cover has become absolutely essential in covering the increasing
medical expense shortfalls that is common with ongoing illnesses
like cancer and heart disease, as well as medical emergencies and
surgeries. However, gap cover may also have additional benefits
that can help to alleviate some of the financial burden that family
members may experience when a loved one passes.
Gap cover benefits
Certain gap cover plans and policies will include extra benefits
that come into effect when the principal member passes away.
This includes the medical-expense-contribution waiver, which
will cover the member’s monthly medical aid payment for the
family for a period of up to six months.
There is also the gap-cover-premium waiver, which will pay for
the gap cover premiums of the family for a period of 12 months
after the principal member’s passing. In other words, the grieving
family will not be saddled with the additional burden of trying
to find the money to continue to pay for medical aid and gap
cover while they wait for life insurance payouts and pension
funds to be transferred and for the deceased estate to wrap up,
which can take a significant amount of time. These will be paid
by the gap cover provider for the specified period. It can be a
comforting thought knowing that your family will not have to
worry about these expenses during such a difficult time.
60 | www.opportunityonline.co.za

GAP COVER
Planning ahead
In addition to certain
policies offering
additional cover,
it is also important
to understand how
this is transferred to
dependants when the
principal member passes
away. In most cases, the
medical scheme and gap
cover policies can be seamlessly
transferred to the deceased’s next of
kin, such as a spouse, without any gaps in
cover or waiting periods associated with a new
policy. This can help to ensure continuous cover for those who
are left behind. While no-one wants to think about their own
mortality, it is important to plan for the unexpected.
Gap cover ensures that, in addition to everything else they must
deal with, your family will not be left with crippling medical debt.
With the medical-scheme-contribution waiver and the gap-coverpremium-waiver
benefit, you can have additional peace of mind
knowing that your loved ones’ lives will be that much easier as
Brian Harris, Turnberry
General Manager:
Operations
they deal with grief. Speak
to your broker or financial
advisor about the best gap
cover to suit your needs.
About Turnberry Risk
Management Solutions
Founded in 2001, Turnberry is a
registered financial services provider that
specialises in accident and health insurance,
travel insurance and funeral cover.
Turnberry’s gap cover products are available to clients on
all medical aid schemes, as they are independently provided
and are therefore transferable in the event of a change in the
client’s medical aid scheme. Turnberry is well represented
nationally, with its Head Office based in Bedfordview,
Johannesburg, with Business Development Managers in Cape
Town and Durban. Turnberry is underwritten by Lombard
Insurance Company Limited.
www.opportunityonline.co.za | 61

REPATRIATION
Ensuring the safe
return of loved ones
Icebolethu's compassionate Global Repatriation Services
makes sure that the journey of compassion is conducted in a nurturing way.
During times of sorrow and bereavement, the repatriation
process can bring additional difficulties. At Icebolethu,
we comprehend the emotional burden of this
undertaking and our Global Repatriation Services are
purposefully designed to provide comfort and assistance when it
is needed the most.
Combining global reach with local sensibility
Icebolethu takes great pride in extending our compassionate
services across international borders. With a dedicated focus on
countries within the Southern African Development Community
(SADC), we bring a wealth of expertise, understanding and
professionalism to every aspect of the repatriation process.
Streamlined solutions for peace of mind
Expert guidance: Our competent team is well-versed in the
intricacies of international repatriation protocols, ensuring that
your loved one is returned home with meticulous care and
adherence to regulations.
Efficient logistics: Icebolethu's extensive global network enables
us to navigate complex logistical challenges seamlessly. From
all the necessary paperwork to
transportation, you can
trust us to handle
every detail with
precision.
Cultural sensitivity: We acknowledge and respect the diverse
cultures within the SADC region and our team is committed to
upholding the traditions and customs that provide solace and
tranquility to grieving families.
Beyond repatriation: comprehensive support
At Icebolethu, we go beyond repatriation. We provide a range of
supportive services, including grief counseling, assistance with
memorial arrangements and personalised aid to alleviate the
burden on those left behind during this difficult time.
Our plan includes the following:
• Get monthly discounts with iSave rewards loyalty programme.
• Minibus for 14 people.
• Add grocery benefit (cash payout of R15 000) from R75 p/m.
• Include flight and accommodation for two people from
R145 p/m.
• Repatriation by road or flight depending on plan.
• Casket, lowering device and documentation.
Included in some plans: hearse, graveside equipment, printed
programmes and a photograph.
Restoring dignity, preserving memories
By choosing Icebolethu for global repatriation, you choose
a partner who values the dignity of every individual and
honours the memories of those we bring back home. During
your time of need, rest assured that Icebolethu will provide
compassionate, professional and reliable global repatriation
services to SADC countries.
Contact us today to discuss how we can assist you during this
challenging journey.
Icebolethu – bringing loved ones home with compassion.
Contact details
Executive Director: NN Mcoyi
Non-Executive Directors: Rev KT Mkhize, N Ntsunguzi,
N Mngadi
277 Umbilo Road, Congella, Durban 4013
Tel: +27 31 208 9102 | +27 86 000 7580
Email: marketing@icebolethu.co.za
Website: www.icebolethugroup.co.za
Executive Director and CEO, Nomfundo Mcoyi

THAPANTHA FINANCIAL SERVICES
Demystifying
financial products
CORPORATE PROFILE
Financial services with
a heart and soul
Too many people are confused by financial services offerings, says the Executive Director
of Thapantha Financial Services, Tsotetsi Phoba, whose firm works hard to match people and products.
What inspired the creation of Thapantha Financial Services?
Having worked with organised labour for over 20 years, the need
still exists for an independent financial services company. Most
products which are available in the market have limitations as
they don’t have a space for an independent comparison analysis.
Our role is to analyse the needs of workers and provide the best
relevant solution which is available from across the financial
services sector. All financial services providers are considered and
the best value proposition is offered to the market.
Where is the biggest gap in the public’s
understanding of financial services?
Medical aids, life products and investments which are being offered
in the market are very complicated and need to be simplified. We do
that by offering relevant financial literacy.
How does TFS go about rectifying this gap in understanding?
We have staff members who are highly trained in each area of their
expertise. We also partner with experts in each field who offer an
easy understanding of products.
Does the training help people spot scams?
Our training empowers our potential clients to ask all relevant
questions when confronted with dicey product sellers.
How do you achieve the aim to
“demystify financial services products”?
Simply put, we design products with our partners and experts which
fills the gap in our market. Our Thapantha Financial Services Big 5
funeral package, which is underwritten by Old Mutual, is such a
product. Our policies are administered by House of Administration
(FSP 50841). With this product, from as little as R125 per week, you
can cover any 10 dependents with insurable interest for a
benefit of R10 000. In that product you can cover members
who are up to 85 years at entry. Our unique offering
has an optional savings plan from as little as R25 per
week. Through our partner RISE, our Asset Manager, the
money is invested in the money market. A member can
opt for a termed 12, 36, 60 months or an open-ended
withdrawal. This product encourages a savings culture
while also paying for a funeral plan.
Does the company have expansion plans?
We have grown phenomenally in the past two years
where we have over 20 000 lives on our books and this
growth has attracted more service providers who wants
to partner with Thapantha Financial Services.
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SACCI Business Confidence Index – November 2023
Economic data
The SACCI Business Confidence Index (BCI)
2020 = 100
Month 2016 2017 2018 2019 2020 2021 2022 2023
January 107.0 112.9 115.3 109.9 106.6 109.2 108.8 112.9
February 107.1 110.4 114.3 108.0 107.2 109.0 112.0 111.9
March 108.6 108.4 112.8 106.1 103.9 108.7 110.5 111.3
April 110.4 109.7 111.0 108.3 89.9 109.5 108.3 107.1
May 106.1 107.7 108.7 107.5 81.0 112.1 103.2 106.9
The South African Chamber of Commerce and Industry (SACCI) regularly publishes economic data
relating to business confidence and trade, the SACCI Business Confidence Index and the Trade Conditions
Survey. As of 2023, SACCI has been collaborating with the Bureau
October
of Market Research (BMR) in producing
November
the Small Business Growth Index. For more statistics, see www.sacci.org.za and www.bmr.co.za
June 109.9 109.7 108.3 107.9 94.1 111.2 108.5 108.8
July 111.0 110.2 109.5 106.4 95.7 107.7 110.3 107.3
August 107.4 103.6 104.6 103.0 99.2 106.2 105.6 108.6
September 104.4 107.5 107.9 106.8 99.1 105.2 110.9 108.2
107.5 107.4 110.8 106.0 106.4 109.7 109.4 108.6
108.6 109.9 111.1 107.2 108.0 107.3 110.9 111.5
December 108.4 111.4 110.1 107.6 109.0 106.4 117.3
Average 108.0 109.1 110.4 107.1 100.0 108.5 109.6
SACCI BUSINESS CONFIDENCE INDEX
Business’s positive determination drives confidence
In October 2023, the SACCI Business Confidence Index (BCI) held steady at
108.6 but saw a boost to 111.5 in November 2023, using 2020 as the base year
at 100. Compared to November 2022 (when it stood at 110.9), the latest BCI
suggests that the business climate and economic conditions didn't provide
the spark for increased confidence over the medium term. Unfortunately,
it seems there's a lack of positive momentum in business confidence,
with several economic challenges yet to be resolved. Between October
and November 2023, 11 out of 14 BCI sub-indices either showed positive
changes (six) or remained virtually unchanged (five). The BCI improved by
2.9 index points from October to November 2023. Notably, inward tourism
and merchandise import volumes made the most positive contributions to
business confidence in November 2023. This doesn't necessarily mean the
business climate has become favourable or that upward momentum is fully
restored. Much of the positive vibe came from civil society and businesses
showing resilience. Swiftly resolving painful adjustments by the public sector
could potentially restore upward momentum and crucially inspire investor
confidence for a higher economic growth rate. Creating such a positive
environment requires fostering appropriate international relations and
ensuring supportive human and fixed capital stocks especially in a dynamic
economy such as South Africa’s.
SACCI Business Confidence Index – November 2023
The SACCI The Business SACCI Business Confidence Confidence Index (BCI) Index 2020=100 (BCI)
2020 = 100
Month 2016 2017 2018 2019 2020 2021 2022 2023
January 107.0 112.9 115.3 109.9 106.6 109.2 108.8 112.9
February 107.1 110.4 114.3 108.0 107.2 109.0 112.0 111.9
March 108.6 108.4 112.8 106.1 103.9 108.7 110.5 111.3
April 110.4 109.7 111.0 108.3 89.9 109.5 108.3 107.1
May 106.1 107.7 108.7 107.5 81.0 112.1 103.2 106.9
June 109.9 109.7 108.3 107.9 94.1 111.2 108.5 108.8
July 111.0 110.2 109.5 106.4 95.7 107.7 110.3 107.3
August 107.4 103.6 104.6 103.0 99.2 106.2 105.6 108.6
September 104.4 107.5 107.9 106.8 99.1 105.2 110.9 108.2
October 107.5 107.4 110.8 106.0 106.4 109.7 109.4 108.6
November 108.6 109.9 111.1 107.2 108.0 107.3 110.9 111.5
December 108.4 111.4 110.1 107.6 109.0 106.4 117.3
Average 108.0 109.1 110.4 107.1 100.0 108.5 109.6
2
TRADE CONDITIONS SURVEY, SACCI
Trade conditions remain weak
The SACCI December 2023 survey on trade conditions indicated a slight
improvement in the trading climate for November and December
2023, though respondents generally perceive the conditions as fragile.
In December, 38% expressed positivity about the conditions and 43%
anticipate improvements in the next six months. Notably, 64% viewed
trade conditions in December 2023 as worse than in December 2022.
Despite the prevailing weak trade conditions, seasonally adjusted
expectations for the next six months verge on a positive scenario. The
ongoing decline in new vehicle sales serves as a leading indicator,
signalling potential challenges for the economy. Retail trade volumes are
also showing a negative trend, but foreign trade and inward tourism have
positively impacted trade in the short and medium term. November's Black
Friday did not significantly boost trade, with more concern around rand
volatility and exchange rate fluctuations. Although
2
input cost increases
have moderated, some still face price hikes of up to 12%. Electricity supply
remains a hindrance to trade, yet businesses have explored alternatives.
Looking ahead, 43% of respondents are considering hiring additional staff
in the next six months.