Opportunity Issue 110

www.opportunityonline.co.za AUGUST/SEPTEMBER/OCTOBER 2024 • ISSUE 110
LEADING THE PRIVATE
SECTOR CHARGE FOR GREEN
SKILLS AND JOBS
THE CITY OF CAPE TOWN IS
PILOTING AN ELECTRICITY
WHEELING PROJECT
FROM ESTATES TO
PRECINCTS: A PROPERTY
EVOLUTION
WHY CUSTOMER EXPERIENCE
IS THE NUMBER ONE
DIFFERENTIATOR
AI-POWERED TECHNOLOGY
CAN UNLOCK MINING’S
POTENTIAL
IS VENTURE BUILDING
THE SECRET SAUCE FOR
CREATING NEW COMPANIES?
ECONOMIST OF THE YEAR
INDEPENDENT ECONOMIST ELIZE KRUGER IS THE 2023 BUREAU
OF MARKET RESEARCH / UNISA ECONOMIST OF THE YEAR

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2 | www.opportunityonline.co.za
Nobesuthu Ndlovu, Director SME: Old Mutual Corporate

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Contents
ISSUE 110 | AUGUST/SEPTEMBER/OCTOBER 2024
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44
EDITOR’S NOTE
SACCI
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.
ECONOMIST OF THE YEAR
Elize Kruger was declared the winner of the 2023 Bureau of Market Research/Unisa
Economist of the Year competition.
ENERGY PLANT AND BIOMASS OPTIMISATION
The Commercial Director of Associated Energy Services (AES), Dennis Williams, reveals how
the timber sector is now creating new income streams from biomass.
NINE STEPS TO A GREENER BUSINESS
Simple changes can make businesses greener and more sustainable, says René Botha,
Regional Investment Manager at Business Partners Limited.
THE NUMBER ONE DIFFERENTIATOR – CUSTOMER EXPERIENCE
Nathalie Schooling, CEO of nlightencx, reports on businesses and brands working hard
at differentiating themselves. Excellent CX creates loyalty, establishes credibility and
enhances market status.
POWER IN THE HANDS OF THE CONSUMER
Wheeling is a key component of the City of Cape Town’s drive to ensure power continuity
without collapsing a vital revenue stream. Enpower Trading is a partner in the city’s
wheeling pilot project.
INVESTMENT IS NEEDED IN LAST-MILE DELIVERY
Anita Erasmus, Head of Business at ecommerce ecosystem Bob Group, argues that
intelligent solutions are needed to take advantage of a South African market that is going
to be worth R307-billion by 2030.
LAST-MILE DELIVERIES WILL BOOST EV UPTAKE
The last-mile component of the fleet industry will drive the uptake of electric vehicles, says
Justin Manson, Sales Director at Webfleet South Africa.
24
28
36

Contents
ISSUE 110 | AUGUST/SEPTEMBER/OCTOBER 2024
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64
66
68
77
GOOD DESTINATIONS FOR MARITIME SALES
Should Southern Africa be preferred destination for judicial ship and other maritime
property sales? Lana Stockton, a partner at law firm Bowmans, tackles this question.
DELIVERING RELEVANT TRANSPORT SKILLS TRAINING
The updated Transport Education Training Authority Strategic Plan 2020 – 2025
highlights the threats and opportunities faced by the transport sector, and how the
Transport Education Training Authority (TETA) plans to tackle them.
THE SECRET SAUCE FOR CREATING NEW COMPANIES
Companies are specialising in “venture building” to create innovative small businesses
along the corporate supply chain. Specno says it’s bringing a startup approach to
corporate innovation.
FROM ESTATES TO PRECINCTS: A PROPERTY EVOLUTION
Estate living is growing in popularity in South Africa at the same time as the concept is
evolving to include a broader range of properties and services.
THE REAL ESTATE INTERNAL AUDITOR OF THE FUTURE
BDO Risk Advisory Services Director, Farhana Hassim, discusses how the internal audit
function needs to become an agile, trusted advisor with specialists addressing digital,
ESG and change management needs.
BELL HEAVY INDUSTRIES IS LAUNCHED
The Richards Bay plant of Bell Equipment has a new heavy-duty facility.
AI-POWERED TECHNOLOGY CAN UNLOCK MINING’S POTENTIAL
By Shaun Vorster Partner and Dinesh Gurlal, Director: Data & Analytics at Forvis Mazars
in South Africa.
ECONOMIC DATA
The latest economic data issued by SACCI: Business Confidence Index (BCI) and Trade
Conditions Survey (TCS).
50
58
66
60

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EDITOR'S NOTE
A shimmy to
the middle
Like voters in France and the UK, South Africans in 2024 did not jump to the left
or step to the right, but plumped for parties committed to adhering to their
countries’ constitutions.
A shimmy to the centre, perhaps?
Unlike the voters in the UK, South Africans (and their French counterparts) in general
elections chose not to bless any one party with a majority, forcing a large number of
groups to work together to form the government.
The party that attracted the second-most votes, the Democratic Alliance (DA), gave
early signals that it was ready to talk about working with the African National Congress
(ANC), which had held the reins of government for three decades, by saying that the party
believed in “the full and urgent implementation of Operation Vulindlela”. They flagged the
economic recovery programme in which President Cyril Ramaphosa is strongly invested
as “critical for success” of South Africa’s economy. After extensive talks, a government of
national unity (more accurately, a large coalition) was formed, and if the focus can be on
the economy, the business and the investment community will be relieved and pleased.
The multiparty Seventh Administration, which is set to run until 2029, represents the
biggest change to the political landscape since the beginning of democracy in South
Africans in 1994. Can the script of the Rocky Horror song hinted at above be followed?
Can South Africa “do the Time Warp again” and reach the growth rates above 4% that
were achieved in the late 1990s? That would be astounding!
In this issue, we are pleased to carry news of the winner of the 2023 Bureau of Market
Research/Unisa Economist of the Year competition. Independent economist Elize
Kruger proved to be the most accurate in terms of forecasting a set of variables, which
are described in an article accompanying the news of the winner. Biomass optimisation
is the subject of an article by the Commercial Director of Associated Energy Services
(AES), Dennis Williams, while the concept of wheeling is explained by Enpower Trading,
a founding partner in the City of Cape Town’s electricity wheeling pilot project.
Last-mile delivery is the subject of two articles. Anita Erasmus of the Bob Group
argues that intelligent solutions are needed to take advantage of a South African market
that is going to be worth R307-billion by 2030 while Justin Manson, Sales Director at
Webfleet South Africa, notes that the last-mile segment of the fleet industry will be a
driver of the uptake of electric vehicles. Lana Stockton, a partner at law firm Bowmans,
writes that both Namibia and South Africa are good destinations for maritime sales.
Nathalie Schooling, CEO of nlightencx, reports on how businesses and brands are
working hard at differentiating themselves from their competitors. A new field in the
creation of small enterprises has opened up, “venture building”. Specno highlights
good local and international examples of this trend. Estate living is growing in
popularity in South Africa at the same time as the concept is evolving to include
a broader range of properties and services. These trends are explored under my
byline with reference to developments in three provinces. BDO Risk Advisory Services
Director, Farhana Hassim, discusses how the internal audit function needs to become
an agile, trusted advisor.
An important contribution from Shaun Vorster, Partner, and Dinesh Gurlal,
Director: Data & Analytics, at Forvis Mazars in South Africa explores how AI can
unlock mining’s potential.
John Young, Editor
10 | www.opportunityonline.co.za
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Trust the Experience

News & snippets
Industry insights from the past quarter
New “Rhino” tax incentive targets conservation efforts
A new tax incentive allows South Africans who are safeguarding threatened ecosystems
or species to deduct all expenses related to their conservation efforts from taxable
income. This unique tax incentive, section 37C(1) of South Africa’s Income Tax Act, is
enabled by the signing of the country’s first-ever Biodiversity Management Agreements
(BMAs) between the Ministry of the Environment and South African taxpayers. These
initial BMAs, a candidate Other Effective Area-Based Conservation Measure (OECM),
are being implemented for the first time by landowners in Limpopo Province, who are
now able to access this pioneering deduction. The tax incentive for threatened species
came about through the Department of Forestry, Fisheries and the Environment (DFFE)
together with the Sustainable Finance Coalition and through implementation by
Wilderness Foundations Africa (WFA). The Sustainable Finance Coalition finds, designs
and mobilises finance solutions for enduring naturescapes across Africa. Founded in
2019 by the WFA and WWF-SA, the Coalition focuses on unique and innovative finance
solutions that are targeted at the point of conservation and social impact.
Hendrina Recycling is a winner
Refiloe Ramadikela, owner of Mpumalanga-based Hendrina Recycling, is among the national
sustainability change-makers that have been honoured by South Africa’s longest-standing
producer responsibility organisation (PRO), Petco. She founded the company in 2020 while
completing her environmental management studies. Covering a 200km radius, Hendrina
Recycling operates in areas of Mpumalanga like Hendrina, Middelburg and Siyabuswa,
engaging in impactful initiatives such as awareness campaigns and community outreach. With
a team of 29 staff and partnerships with schools, municipalities and non-profit organisations,
Hendrina Recycling is transforming waste management and promoting sustainability in the
community. Ramadikela’s focus on the daily collection of recyclable materials resulted in the
processing of a total of 706 tons in 2023. Ramadikela said the local municipality, industrial
and commercial businesses and households had embraced the recycling culture. The
annual Petco awards recognise inspiring work within the collection and recycling value
chain throughout South Africa. The accolades were awarded to 11 recipients in nine
categories. Petco CEO Cheri Scholtz said the purpose of the accolades was to shine a light
on unsung sustainability heroes and initiatives throughout South Africa. “The awards
once again recognise South Africans who are making an extraordinary contribution
towards building a circular economy for our country. These community members and
organisations are helping to create income streams in the waste economy and divert
post-consumer packaging from landfills and from ending up in the environment,” said
Scholtz. Since 2004, Petco has been facilitating the collection and recycling of PET
bottles and jars, and their associated labels and closures, on behalf of its members.
It began doing the same for liquid board packaging (LBP) in 2023.
12 | www.opportunityonline.co.za

Greener floors are quieter too
Recycled truck tyres are being used
to manufacture acoustic cradles to
contain noise in flooring. Mathe Group’s
Hammarsdale facility, which recycles
approximately 1 000 radial truck tyres
per day to produce 45 tons of rubber
crumb, has entered several partnerships
that have helped the company grow
and reduce South Africa’s hazardous
buildup of used tyres. A collaborative
effort called The Flooring Connection
(which includes Instafloor SA, Instafloor
UK and Van Dyck, a sister company of
Mathe) spans several years. Van Dyck
manufactures the acoustic products at its
production facility at the same location in
Hammarsdale, KwaZulu-Natal. InstaCradle
rubber crumb subflooring cradles were
initially used for raised acoustic flooring
in the sports and office environment and
decking applications, pictured, followed.
The EcoPaver Cradle was developed for
external, permeable paving, allowing
for easy water runoff and has been used
in several waterwise buildings. Rubber
crumb underlays are now being used as
acoustic barriers under standard cement
screeds and as low-profile solutions for
self-levelling screeds. InstaCradles are
used in acoustic recording studios, to
install wall cladding, support roofing joists
and to hold the feet of solar geysers.
Suppliers win in sustainability and innovation
Five suppliers to AB InBev who have made significant strides in sustainability
and innovation have been recognised and honoured by the global brewing
company. The winner of the “The Most Ambitious Climate Target in 2023”
was Frigoglass Group, a glass producer. AB InBev has an ambition to
achieve net-zero carbon emissions across its value chain by 2040. In 2024
the company brought together business heads from its major supplier
organisations across Africa to participate in the “Eclipse CEO Event”. The
agenda underscored the importance of climate resilience, while delving
into the unique challenges and opportunities presented. In addition, there
was a showcase of the progress being achieved by AB InBev’s Africa Zone
through collaboration, with suppliers generously sharing best practices
that could be adopted and scaled for greater impact. Richard Rivett-Carnac,
the CEO of South African Breweries, noted: "The journey to decarbonise
our footprint is not one we can embark on alone. Therefore, only through
our collective action and partnership with our suppliers, can we succeed
in achieving our global ambition.”
www.opportunityonline.co.za | 13

PROFILE
Promoting and protecting
the interests of business
The South African Chamber of Commerce and Industry (SACCI) is the representative voice of business.
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 was founded in 1945, is a broadly based representative
national business body. The President of SACCI is Advocate Mtho
Xulu and the CEO is Alan Mukoki, pictured.
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.
As the “Voice of Business” SACCI assists its members by
preparing and submitting policy positions on business-related
issues to government: International Trade, Taxation, Economic
Affairs, Labour and Company Wellness, Education and Training,
Information Technology, SADC, NEPAD, Small Business, Transport
and Regulatory Affairs. SACCI also interacts with many other
agencies on business issues. SACCI holds informative seminars
and presentations using noteworthy speakers.
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 AfCFTA
• 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
• 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
Contact SACCI
Tel: +27 11 446 3800
Email: info@sacci.org.za | Website: www.sacci.org.za
14 | www.opportunityonline.co.za

BUSINESS TRENDS
How to harness
the potential of AI
A frequent speaker at SMME functions hosted by SACCI,
Andre Fourie, the CEO of MatlaFin, has concrete advice on
how businesses can leverage AI to gain a competitive edge.
Andre Fourie, CEO of MatlaFin
Artificial Intelligence (AI) is no longer a
futuristic concept, it’s a powerful tool
that’s reshaping how businesses operate
today. For business owners and managers,
understanding and leveraging AI can lead to significant
improvements in efficiency, customer satisfaction and
overall performance. Let’s explore how AI is impacting
everyday business operations and how you can
harness its potential.
Automate
One of the most immediate benefits of AI in
business is its ability to automate repetitive tasks.
This frees up your team to focus on more strategic,
value-adding activities. Examples include: data
entry and processing; invoice management;
appointment scheduling; basic customer inquiries.
By implementing AI-powered automation, you can
reduce human error, speed up workflows and allow
your employees to dedicate their time to more
complex, creative endeavours that drive growth.
Customer service
AI is revolutionising customer service through
chatbots and virtual assistants. These AI-powered
tools can handle a wide range of customer inquiries
24/7, providing instant responses and improving
overall customer satisfaction. Benefits include:
reduced wait times for customers; consistent
service quality; ability to handle multiple inquiries
simultaneously; freeing up human agents for more
complex issues. In one instance, a multinational bank
implemented AI chatbots and saw a 40% decrease
in customer wait time and a significant increase in
customer-service efficiency.
Data analysis
AI excels at processing and analysing vast amounts
of data, providing insights that can inform better
business decisions.
Applications include: market-trend analysis; customer-behaviour prediction;
risk assessment; resource-allocation optimisation. By leveraging AI for data
analysis, you can make more informed, strategic decisions that give your
business a competitive edge.
Personalised marketing
AI algorithms can analyse customer data to deliver highly personalised
marketing experiences. This leads to more effective marketing campaigns
and increased sales conversions. Examples include: tailored-product
recommendations; personalised email campaigns; dynamic-pricing strategies;
targeted advertising. An e-commerce company that implemented AI for
personalised marketing saw a 35% increase in customer engagement and a
significant boost in sales conversions.
Supply-chain management
AI can significantly improve supply-chain management by predicting demand
fluctuations, optimising inventory levels and suggesting efficient shipping
routes. Benefits include: reduced delays; minimised carrying costs; more
efficient inventory management; improved responsiveness to market changes.
Predictive maintenance
For businesses with equipment or machinery, AI-powered predictive
maintenance can be a game-changer. By analysing sensor data, AI can
predict when equipment is likely to fail, allowing for proactive maintenance.
Advantages: reduced downtime; lower repair costs; extended equipment
lifespan; improved safety.
Risk assessment
In the financial sector, AI is being used for algorithmic trading, risk assessment
and fraud detection. This enhances both efficiency and security in financial
operations. Applications: real-time fraud detection in transactions; credit-risk
assessment; automated financial reporting; investment portfolio optimisation.
The impact of AI on everyday business operations is profound and farreaching.
From automating routine tasks to enabling data-driven decisionmaking,
AI offers tools that can significantly enhance your business’s
efficiency and competitiveness. However, it’s important to approach AI
implementation thoughtfully. Ensure that your team is prepared to work
alongside AI systems and that the AI solutions you choose align with your
specific business goals. As AI technology continues to evolve, staying informed
and open to its possibilities will be crucial for business success. By embracing
AI, you can streamline your operations, improve customer experiences and
position your business for growth in an increasingly digital world.
www.opportunityonline.co.za | 15

SACCI MEMBER PROFILE
Forvis Mazars is the brand name for the Forvis
Mazars Global network (Forvis Mazars Global
Limited) and its two independent members, Forvis
Mazars LLP in the United States and Forvis Mazars
Group SC. Forvis Mazars Global Limited is a UK
private company limited by guarantee and does
not provide any services to clients.
Forvis Mazars
shakes up
professional
services
industry
New $5-billion global network is the largest
new entrant in the global rankings in decades.
On 1 June 2024, two distinguished professional
services firms, Mazars and FORVIS, officially
launched their new global network, Forvis Mazars.
This collaboration marks the creation of the largest
new entrant in the global rankings in decades, bringing a
combined revenue of $5-billion and establishing Forvis Mazars
as a top 10 global network. This new venture introduces
unprecedented agility, capacity and global coverage, making
Forvis Mazars a unique player in the market.
A new era of professional services
Forvis Mazars represents a significant shift in the professional
services industry, offering clients an innovative alternative
in the global market. The combined strengths of Mazars, an
international partnership with a presence in over 100 countries,
and FORVIS, a top-ranked US firm, create a powerful network
capable of supporting clients worldwide. This partnership is
more than a business move; it is a strategic alignment designed
to deliver unparalleled client experiences and uphold the
public interest.
16 | www.opportunityonline.co.za

SACCI MEMBER PROFILE
Tom Watson, CEO of Forvis Mazars LLP (formerly FORVIS LLP)
A vision for excellence
Hervé Hélias describes the formation of Forvis Mazars as a
momentous and exciting development for clients, the profession
and the firm’s people: “Mazars and Forvis have a long history of
collaboration, sharing a commitment to delivering outstanding
client experiences. As a unified global brand, we are positioned to
offer consistent, high-quality services worldwide while remaining
agile to meet specific client needs. I am extremely proud to lead
this network, which will continue to empower our people and raise
the bar for client service standards.”
Tom Watson emphasises the network’s client-centric approach:
“Forvis Mazars is built on listening to our clients and anticipating
their challenges. This network will unlock new opportunities for
both clients and our people, ensuring long-term success. We are
committed to making decisions that prioritise their interests.”
Comprehensive services for a global market
Forvis Mazars offers a wide range of professional services,
including audit and assurance, tax and advisory services.
Operating under a single brand, the network’s two member
firms – Forvis Mazars LLP in the US and Forvis Mazars Group SC
internationally – deliver these services with a shared commitment
to quality and client satisfaction. This unified approach allows
Forvis Mazars to provide tailored solutions that address the
evolving needs of clients in various industries and markets.
Hervé Hélias the first Chair of the Global Network Board.
Leadership for a global network
The governance of Forvis Mazars is structured to ensure
seamless collaboration and client service across all regions.
The Global Network Board, led by Hervé Hélias as Chair, brings
together experienced leaders from both firms. Hélias, who
continues as Chairman of the Group Executive Board of Forvis
Mazars Group SC, is joined by Matt Snow, Vice Chair of the
Global Network Board and Chairman of Forvis Mazars LLP. The
board includes notable leaders such as Tom Watson, CEO of
Forvis Mazars LLP, and key executives from both the US and
international branches.
Empowering people and communities
The strategic vision of Forvis Mazars extends beyond business
success to include the advancement of its people, industry and
communities. By fostering a culture of continuous learning and
innovation, Forvis Mazars aims to drive progress and create a
positive impact globally.
As a new member of the South African Chamber of Commerce
and Industry (SACCI), Forvis Mazars is poised to contribute
significantly to the professional services landscape in South Africa
and beyond. The firm’s commitment to delivering exceptional
client experiences, combined with its global reach and local
expertise, positions Forvis Mazars as a leader in the industry.
In South Africa the Country Managing Partner is Anoop Ninan
and the Partner in charge of the relationship with AMCHAM is
Sebastien de Place. Both of these leaders, together with all of the
Forvis Mazars team, are happy to have joined and be part of the
South African Chamber of Commerce and Industry and are looking
forward to connecting with other members of SACCI.
For more information, visit www.forvismazars.com/za/en
www.opportunityonline.co.za | 17

ECONOMIST OF THE YEAR
Informing business and
investment decisions
The BMR / Unisa Economist of the Year Competition takes centre stage
in economic thinking and growth projections
The Economist of the Year Competition was hosted for
several decades by Media24. In 2021 Media24 decided to
relinquish this prestigious competition due to company
restructuring and operational changes.
The Bureau of Market Research (Pty) Ltd (BMR) was approached
by Media24 to take over the competition. Due to the prestigious
nature of the competition, the transfer of the ownership of the
competition to the BMR was supported by renowned economists
who have competed in the event on an annual basis for many
years. The key rationale for the support for the continuance of the
competition was that the competition had for long occupied the
centre stage of economic thinking and growth projections in the
country.
Enter the BMR
Recognising the value of the competition, the BMR agreed to take
ownership of the competition from the start of 2022. To sustain
the traction of competition, the BMR commenced by setting up
the required management and administrative systems to host
the Economist of the Year (EoY) Competition. Given the strategic
position of the BMR in the Unisa Corporate Group structure, the
Unisa Executive Management Committee in 2022 adopted the
co-branding of the Economist of the Year (EoY) Competition. Thus,
ever since 2022, the EoY trademark has collectively been co-branded
by the BMR and Unisa in support of sustainable development and
to promote economic growth, predictions and debates in South
Africa. On average, a total of 35 of the top economists in South
Africa have participated in the competition each year since 2022.
Forecast variables
The panel of economists who enter the competition are requested
on a monthly basis to submit their forecasts with respect to eight
economic variables, namely:
• Real annual GDP growth rate
• Real annual household expenditure growth rate
• Average annual inflation rate
• Average yield on long-term government bonds in the fourth
quarter
• Average prime interest rate in the fourth quarter
• Average R/$ exchange rate in the fourth quarter
• Average Brent oil price in the fourth quarter
• Annual current account balance as % of GDP
Competition logistics
Since 2022 the BMR has taken ownership of the EoY competition
being governed, managed and operated as follows:
• Monthly engagements with the participating economists.
Requesting the competing economists to submit updated
economic forecasts on a monthly basis.
• Collating and analysing the monthly forecasts. The forecasts
obtained each month are collated and analysed to determine
“consensus” scores on all eight forecasted variables.
• Adjudication of the competition. An independent adjudication
panel consolidates the economic forecasts each month and
identifies a winner and two runners-up for the year based on
a scientific formula. These individuals’ monthly predictions
consistently vary the least from the actual annual economic data
published in the March issues of the South African Reserve Bank
(SARB) Quarterly Bulletin.
• Celebrating the competition and appointing a winner. The
winner and two runners-up of the competition are announced
during a prize-giving ceremony in the following year.
• Preparing monthly competition and competition-winner press
releases. Press releases are issued to the media for publication
on a monthly basis as well as following the announcement of
the top three economists.
The value of the competition to the economy and society
The timely predictions for the leading economic indicators
by the Economist of the Year competition serve to provide
economic forecasts of greatest likelihood, which are of great
value in informing business and investment decisions in
South Africa.
Also, the relevance of the Economist of the Year Competition is
soundly routed in Goal 8 of the United Nations (UN) Sustainable
Development Goals, which aims to promote sustainable economic
growth. Sustained and inclusive economic growth is a prerequisite
for sustainable development, which can contribute to improved
livelihoods for people.
Economic growth can lead to new and better employment
opportunities and provide greater economic security for all.
Moreover, rapid growth, especially among the least-developed
and developing countries, can help reduce the wage gap relative
to developed countries, thereby diminishing glaring inequalities
between the rich and poor.
18 | www.opportunityonline.co.za

ECONOMIST OF THE YEAR
ECONOMIST OF
THE YEAR
Elize Kruger declared the winner of the 2023 BMR/Unisa Economist of the Year Competition
The Bureau of Market Research (Pty) Ltd (BMR) and the
University of South Africa (Unisa) have been hosting the
Economist of the Year Competition since 2022. The winner
and two runners-up of the 2023 BMR/Unisa Economist of
the Year competition were announced at an awards ceremony held
in Pretoria on 20 June 2024.
The winner of the 2023 competition is Ms Elize Kruger, an
independent economist. Ms Kruger has nearly three decades
of experience in both macro and microeconomic analyses and
forecasts. She has worked in the financial, health, transport and
energy sectors.
As an independent economist, she provides consulting
services to a wide variety of clients, compiling forecasts of key
macroeconomic indicators and publishing in-depth reports,
while also delivering frequent media commentary and research
briefs on important economic events. Although Ms Kruger has
participated in the competition for several years, this is the
first time she has won after she was a runner-up in the 2022
competition. The two runners-up of the 2023 competition are
Dawie Klopper, a financial advisor and investment economist
at PSG Wealth, and Jee-A van der Linde, a senior economist at
Oxford Economics Africa.
Overall, the three top economists provided the most
accurate and consistent forecasts for eight economic variables
during 2023. More than 30 of South Africa’s top economists
participated in the competition.
Runners-up
Economist of the Year, Elize Kruger.
Dawie Klopper.
Jee-A van der Linde.

MARKETS AND ELECTIONS
Markets want predictability
Political events that do not achieve sustainability,
predictability and political stability have negative
consequences for economies. This was the resounding
sentiment by panellists at the Democracy and Markets
Investment media roundtable hosted by Standard Bank Investment
Solutions in July 2024.
Standard Bank economists, executives and investment leaders
were joined by independent experts to unpack the big election
year. They explained how the potential for political uncertainty
could reach new heights which could create volatile conditions
in financial markets and concerns for developing markets that are
vulnerable to election-induced market volatility.
Addressing the potential economic implications of the elections
(locally and globally) in the first panel were Goolam Ballim, Chief
Economist at Standard Bank Group; Kevin Lings, Chief Economist,
STANLIB; Prof Busisiwe Mavuso, CEO of Business Leadership South
Africa; and Dr Sthembile Mbete, Political Sciences Senior Lecturer
at the University of Pretoria.
“During the last three years, South Africa has seen a stabilisation
process occur. The political economy and microeconomy have
strengthened, allowing an upward political trajectory to begin,”
said Mavuso. “Sixty percent of the voters chose two parties.
Despite their ideological differences, the ANC and DA are now
PIM_Opportunity_Magazine_Ad_210x135_FA.pdf 1 2024/07/15 09:20
welded together in a shared drive to introduce good governance.
This is a sound bedrock that is promising for the future.” Panellists
expressed how voting patterns worldwide had shifted dramatically.
Interrogating whether elections are the market movers investors
believe them to be, the panellists said that 2024 was unique, with
elections scheduled in 70 countries. For financial markets, these
events could result in increased investor confidence, higher levels
of investment and favourable socio-economic conditions.
However, there is also the other side of the coin, particularly for
emerging economies, which could find these times particularly
challenging. A second panel discussion discussed the implications
of elections on fixed-income activities, including bonds, treasuries
and other debt instruments. South Africans’ attention will remain
on the ability of the GNU to set viable economic strategies.
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20 | www.opportunityonline.co.za

INTERVIEW
A catalyst for
regional development
Professor Andrew Crouch, Vice-Chancellor of Sol Plaatje University,
reflects on a decade of achievement and outlines future goals.
Andrew Crouch, Vice-Chancellor
and Principal, Sol Plaatje University.
Biography
Andrew Martin Crouch was born in Kimberley and is an alumnus of William Pescod
High School. This son of the Northern Cape returned to his roots to take the helm
at Sol Plaatje University in April 2020 as its second Vice-Chancellor and Principal.
During his time at the University of the Witwatersrand, where he was Executive Dean
of the Faculty of Science, Professor Crouch introduced new pedagogies in the digital
sphere, promoted the integration of technology into teaching and championed the
Global Change and Sustainability Research Institute. Professor Crouch has placed
great emphasis on the importance of engagement, partnerships and fostering sound
relationships with all university stakeholders and surrounding communities.
What is the outstanding achievement of SPU’s first 10 years?
The establishment of Sol Plaatje University (SPU) was part of
a national strategic initiative to improve higher education
penetration in the Northern Cape and act as a catalyst for
regional development. We have achieved these by creating a
stable and viable institution of higher education that talks to
the needs of the Northern Cape Province and provides access
to students who were truly under-served, while maintaining a
high level of fiscal discipline and excellent governance.
Where would you like SPU to be in five years’ time?
We want to have a well-developed research profile; we want
to have maintained our position as the university with the
highest pass rates for quintile 1 to 3 students; and through our
community engagement we want to be known as successful
social justice champions.
What defines an excellent university?
Engaging with a sense of ubuntu; showing mutual respect;
ensuring equity of access, outcomes and provision; fostering
innovation; having a strong ethic of accountability and operating
at peak efficiency.
To what extent is SPU shaping its own research
identity through initiatives such as the Risk
and Vulnerability Science Centre?
SPU has at its core a strong ethic of social justice so our research
and community endeavours will reflect that and our location at the
edge of the Kalahari Desert and within a perennially under-served
province will reflect our research themes.
Are there plans to offer further degrees and diplomas?
We will soon have a complete programme qualification mix
(PQM) which will include the offering of doctoral studies (PhD)
studies. From 2025 we will be able to offer the following additional
postgraduate qualifications:
• Master of Public Management and Governance
• Master of Arts
• Master of Science in Biological Sciences
• Master of Science in Computer and Information Sciences
• Master of Science in Mathematical Sciences
• Postgraduate Diploma in Management
Future academic offerings will include Geology, Applied Health
Sciences and Indigenous Studies.
To what extent is SPU working with the Square
Kilometre Array (SKA) radio astronomy project
and renewable energy companies?
At the outset SPU was positioned to significantly contribute to the
development of the intellectual and technical capacity that will
be capable of adding value to the SKA data mission. SPU’s focus
on data science was intended to develop the capacity not only to
engage with the storage and management of the data, but also
the actual analysis and interpretation of very large quantities of
unstructured data sets. This has not yet taken place. Our excellent
data science graduates are being scooped up by the financial
services sector.
We are seeking pathways to engage with renewal energy
companies and hope that our stakeholder initiatives this year will
lead to success in this area.
www.opportunityonline.co.za | 21

EDUCATION
Transforming
rural education
Coding and robotics: a pathway to future talent.
In the vast expanse of the Northern Cape, educational opportunities
were once a rarity. However, the introduction of the Coding and
Robotics Programme implemented by the Siyafunda Education
Foundation (SEF) has brought a transformative change to this
region. This initiative has not only empowered learners but also
highlighted the potential for future growth and support, positioning
the youth as the high-potential talent of tomorrow.
Siyafunda Education Foundation provides innovative, hands-on
STEM educational experiences and resources to rural and semi-urban
education ecosystems in South Africa. Our programmes bridge
identified educational gaps and prepare education ecosystems
with relevant skills for future success. By engaging communities
in programme development, SEF ensures that initiatives are
culturally sensitive and foster local ownership. Through our strategic
partnerships with tech companies, NPOs and donors, we bring
sustainable technology, purposeful research and stable funding to
rural areas. SEF not only promotes academic excellence but also drives
economic growth by training facilitators, supporting local businesses
and creating job opportunities.
SEF aspires to be a focused STEM leader, a valued community
collaborator and partnership powerhouse, aligning with the
Sustainable Development Goals of the United Nations and committing
to making a lasting impact.
Key challenges
Learners in the Northern Cape faced significant challenges due to
limited resources at home and under-resourced classrooms. This
underscored the critical need for targeted intervention to bridge the
educational gap in the province and create a foundation for children
from the area to thrive.
Programme implementation
Launched in early 2023, the Coding and Robotics Programme
introduced several key components:
• Interactive workshops: Engaging hands-on coding and robotics
sessions that captivated students' imaginations.
• Teacher training: Empowering educators with contemporary skills
to enhance their teaching methods.
• Resource provision: Supplying essential technology to schools to
ensure effective learning.
Learners actively engaged in robotics, showcasing the power
of communication, teamwork and collaboration in a dynamic
and respectful environment. This hands-on experience fosters
essential skills for future success.
Impact on schools
Learners participating in the Robotics Programme have shown
remarkable academic improvements compared to their peers
not involved in the programme. The hands-on, technologydriven
approach not only enhanced the learners’ engagement
and understanding but also boosted their overall academic
performance and confidence. Additionally, SEF's contributions
include providing nutritional packs to all learners, financial
assistance to facilitators and access to vital resources for
teachers and learners.
The power of support and endless possibilities
The programme's success can be further realised by extending
its reach to more schools, providing advanced tools and
infrastructure and fostering community pride through the
celebration of achievements. Sustainable development will
be achieved by creating real-world application opportunities
through strategic partnerships.
Conclusion
The Coding and Robotics Programme has revolutionised
education in the Northern Cape, demonstrating that with
the right support, learners can achieve extraordinary success.
Continued and expanded support will further uplift the
community, cultivating a generation of innovative thinkers
and problem solvers prepared for the future. Investing in
these young minds is not just impactful but essential for
lasting change. Together, we can break barriers and build a
legacy of empowerment and excellence in the heart of the
Northern Cape.
22 | www.opportunityonline.co.za

Igniting Minds,
Igniting Shaping Futures
Futures
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What Do We Do?
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Scan To Connect
Scan To Connect
Scan To Connect
Scan To Connect

BIOMASS INCOME STREAMS
Branching
out with
energy plant
and biomass
optimisation
The Commercial Director of Associated Energy
Services (AES), Dennis Williams, reveals how the
timber sector is not only generating its own power
from internally generated by-products, but is
now creating new income streams from biomass.
AES is an operations and maintenance (O & M)
service provider to the steam and boiler sector.
The timber industry contributes close to 5% of national
gross domestic product (GDP) and has an extremely
complex value chain. AES has worked closely with
sawmills and related downstream businesses for
many years.
“One can rest assured that somewhere in the value chain,
thermal energy is required to condition or soften wood chips,
or even dry them,” Williams points out. Therefore, the timber
sector needs to ensure that its energy plant is efficient, reliable
and resilient in the face of growing input costs and broader
economic pressures. While working alongside a number of
tissue manufacturers, a kraft paper producer and a large board
manufacturer, AES has helped improve boiler efficiency, steam
quality and boiler reliability. This it has done by cleaning up and
reducing emissions through its operations and maintenance
service implementation, including energy plant upgrades and
project management.
Throughout all the processes, safety and asset care are
priorities. As many plants within the timber sector are old, Williams
emphasises that pressure vessel (boiler) safety is crucial.
AES’s ISO 45001 certification, including the management and
legal compliance of boilers, is therefore particularly important.
Similarly, the company’s ISO9001, ISO14001 and ISO45001
certifications in energy plant operations and maintenance set
24 | www.opportunityonline.co.za

BIOMASS INCOME STREAMS
Branching out
Over the past decade, Williams reports that AES has
witnessed much realignment within the timber value
chain: “We are now engaging with companies looking to
invest in new plant and equipment, providing them with
more efficient energy and water utilisation throughputs
and economies of scale, which are currently key operational
and economic considerations.”
He also points out that AES considers what clients plan
to do with the biomass generated and how to manage the
quantities. “We try to find a solution using as little of this
vital resource as possible, enabling our client to on-sell the
rest. Getting the right balance is imperative,” he explains.
Closely related to this is AES helping to source greener
fuel sources such as timber biomass for clients in other
sectors wanting to offset the use of fossil fuels by using
biomass to fire their boilers. However, there are challenges.
High fuel costs mean transport of biomass from rural
sawmills is expensive. Distances travelled could also
inadvertently increase users’ carbon footprint in the name
of sustainability, Williams warns.
“Furthermore, as timber biomass has a low calorific
value, the actual content per mass is low and bulky:
loaded onto a 30-ton vehicle, it might only yield 11 tons
of fuel. If loaded with coal, there will be 25 to 26 tons
of material with a far higher calorific value, potentially
double, depending on how much moisture is in the wood
biomass,” he explains.
Another challenge is the cost of biomass, a key deciding
factor for new plant investment: “It all comes down to
economics. The originator wants to sell it for the best
possible price. So, while the burning of biomass rather
than the burning of coal is preferable, our client may not
be able to pay the price that the timber mill wants.”
AES apart from competitors, who either have no ISO or only
manufacturing compliance.
This is key within the timber sector as AES is often responsible
for the operation and maintenance of clients’ energy plants on sites
in remote locations. A large part of AES’s competency and value
offering to its clients lies in on-site boiler and energy plant staff
training and management, made all the more challenging by low
literacy levels on some sites.
“We have been privileged to really make a difference by
facilitating literacy training where required, thereby unlocking
further career path growth – and quality of life – for those
participating,” Williams enthuses.
www.opportunityonline.co.za | 25

BIOMASS INCOME STREAMS
Future growth
For AES, the timber sector is currently very fluid:
“Many timber residue producers with spare biomass
are trying to figure out what this new marketplace
means for them. If they are not using the material
themselves, they want to maximise what they can
do with it. If AES wants to purchase it to convert into
a fuel source for thermal energy, we need a 10-year
agreement to secure the funding for a new biomass
steam plant,” he notes.
He continues: “The coal, gas and liquid fuels
market is very established. We know the parameters
and how the economics work. However, in the
biomass space, it is a bit of a ‘Wild West’ scenario,
because companies are deciding what works best
in this volatile, dynamic marketplace.
“In summary, whether AES is optimising operations
and maintenance or innovating around the use of
biomass as a greener fuel source we are confident
that the timber sector provides a real ‘plantation’ of
opportunity to assist plant owners in ‘seeing the wood
for the trees’ and processing this as optimally and
successfully as possible,” Williams concludes.
ABOUT AES
AES is an experienced steam and boiler operations and
maintenance (O&M) service provider. The company has
been in existence for over 25 years and is widely regarded
as the leading O&M provider in steam and boiler operations
and maintenance service in South Africa.
Target industry sectors include power generation,
chemical, plastics and rubber, timber, pulp and paper, textiles,
food and beverage, dairy, poultry and mining.
AES’s purpose is to assist industrial plants to optimise
their energy production processes and achieve energy
usage best practices through the following offerings: the
mitigation of risk and the reduction of plant downtime; the
procurement of efficient fuel combustion; assistance with
the care of assets over the plant’s lifetime; diversification
of the plant’s energy
resources; improvement in site operations; and a reduction
in carbon footprint. AES subscribes to the highest ethics
and operates according to high safety standards, process
excellence and product and service innovation, exhibiting
a commitment to quality, technology advancement and the
development of human capital.
AES invests heavily in training and the promotion of
talented people on an equal-opportunity basis into the
industrial operations environment. The company believes
that making a positive difference to communities and the
environment is the best way to ensure that everyone benefits
from good work.
AES is ISO9001, 14001 and 45001-certified, ensuring that
the company maintains a focus on achieving, benchmarking
and optimising its processes and activities.
26 | www.opportunityonline.co.za

SUSTAINABLE BUSINESS
Nine easy steps to
a greener business
René Botha, Regional Investment Manager at Business Partners Limited, provides
small business owners with nine simple changes that they can implement in
their operations to become greener, more sustainable businesses.
For every conscious step that a business takes to become environmentally more sustainable, the positive impact is so much broader
than the business itself. Environmental awareness and habits practised in the workplace are likely to spread to the households
of the workers, says René Botha, Regional Investment Manager at Business Partners Limited. This makes the community of
business owners one of the most important constituencies of the environmental movement. Earth Day, celebrated globally for
over half a century, is a good starting point for business owners who want to take their first step towards sustainability, or for those
who want to consolidate their progress.
Becoming sustainable need not be an all or nothing affair, says Botha. It is a process that all business owners will have to go through
along with the rest of society. She offers the following nine easy steps that business owners can implement on the journey towards
greener, more sustainable business operations:
1End single-use plastics
Find alternatives for all the single-use
plastic that your business consumes.
“If you stock your board or staff-room
with bottled water, consider replacing
it with a water dispenser and glass
carafe. Similarly, plastic cutlery and
food containers can be replaced
with wood, paper or glass. If your raw materials come in
single-use plastic containers or wrapping, discuss reusable
systems with your suppliers,” she says.
3
Start a recycling system
for your business
Once your staff know to separate the
different types of waste, it is very easy
to maintain, and soon it becomes a
habit they will all take home with them.
2
Package in paper, wood and glass
The public is increasingly coming
to expect the items they buy to be
packaged in paper, wood or glass
rather than plastic. It’s reusable and
biodegradable. As Botha asserts, “Even
if you have to use a lot of plastic in
your manufacturing processes or your
packaging, consider using some of the
many biodegradable plastics that are becoming available, and
look for ways to reduce the amount of plastic used.”
28 | www.opportunityonline.co.za
Recycling produces winners. If businesses recycle efficiently,
income streams can be created for waste pickers and collection
depots. A winner in the national Petco awards, which recognise
inspiring work within the collection and recycling value chain,
was GreenWay Africa, in partnership with Heineken for Project
Vuselela in the Durban area.

4
Combine sustainability
with team building
In Botha’s opinion, you can
kill two birds with one stone
by structuring the greening
of your business with teambuilding
exercises. “Let your
staff members compete to
see which team can use the least plastic, save the
most energy, or reduce their waste most. Taking
your staff out for a beach or veld clean-up can be a
great team-building exercise. These can be planned
to coincide with global initiatives such as Earth Day
or Plastic-free July.”
Go solar
As the price of solar equipment falls, the case for installing
a solar system for your business is becoming more and
more compelling. The latest estimates
show that a solar system can pay for
5
itself in as little as six years. “Initiatives
such as Business Partners Ltd’s Energy
Fund, which provides finance of between
R250 000 and R2-million to businesses to
install alternative energy sources, make it
even easier to go solar,” Botha says.
Reduce your power
consumption
Small changes in your
business can make a
big difference to your
power consumption,
including changing your
lights to LED, switching
off unused lights and
equipment, boiling only
the amount of water you
need and removing unused
chargers and power cords from
the wall plugs are good ways to start. And once these
habits are instilled in your staff members, they are sure
to do the same in their homes.
Use energy-efficient machines
According to Botha, it’s important to keep an eye out for more
energy-efficient alternative machinery, from office equipment to
furnaces, that regularly come to the market in nearly every industry.
“Not only does it make your business greener, but it is sure to give you
a competitive edge.”
Insulate your building
It costs a bit in the beginning, but over time you
will save a lot in energy usage by making sure
your premises are well insulated. Consider the
guidelines in Business Partners Limited’s Green
Building initiative, through which business owners
can earn a rebate on their financing costs if the
premises which they buy, build or retrofit qualify as
a green building.
9
Become
water-wise
As Botha concludes, “With plastics
and electricity, there are many ways
in which a business can reduce its
use of water. Teach your staff to
report leaks and stop dripping taps.
Harvesting rainwater is relatively
inexpensive and helps to preserve
this precious resource.”
PHOTO LEFT: Petco / PHOTO RIGHT: Mali Maeder on Pexels www.opportunityonline.co.za | 29

CUSTOMER EXPERIENCE
Why customer experience
is now considered the
number one differentiator
By Nathalie Schooling, CEO of nlightencx.
Businesses and brands work extremely hard at differentiating
themselves from their competitors – with good reason.
You create loyalty, establish credibility and enhance your
market status, among other things.
Some businesses do it very well and truly cement their place
in the hearts and minds of their target market. Think of Nando’s
with its playful, cheeky and often daring advertising campaigns.
Or Coke’s iconic, consistent and near-ubiquitous imagery that
portrays an aspirational lifestyle.
Trader Joe’s, a popular US grocery chain, relies not on big ad
budgets, but on being informal and super-friendly. Staff are always
smiling and do random acts of kindness, such as handing out
balloons to children in the store. Signs advertising special deals
are handwritten, funky and say things like “Our chicken tenderloins
are as tender as a Lionel Richie ballad”.
Price is a differentiator too. “Cheapest prices in town” slogans
turn up everywhere. The problem with that strategy is that, as soon
as a competitor undercuts you, your point of differentiation is lost
unless you go lower. And so it goes… until you’re bankrupt.
Product excellence is a better differentiator. Just ask Apple.
The drawback, though, is that you’re only as good as your latest
product. If someone out-innovates you, your advantage disappears
unless you can, in turn, out-innovate them with a new product. It’s
an expensive and never-ending technology race.
Similarly, if a competitor replicates your product and sells it at
a lower price (did anyone say “China”?), you may be in trouble.
Customer experience emerges as the biggest differentiator
But while all of the above strategies can be a differentiator for your
company or brand, either alone or in combination, there’s a new
and rapidly evolving world out there. Customers, whether in B2B
or B2C, now have different attitudes, motivations and expectations
than just a few short years ago.
Time and again, research by credible organisations like PwC,
Gartner and Salesforce is showing that customer experience (or
CX if you prefer) has emerged as the most important differentiator.
PwC, in a research article created for its Consumer Intelligence
Series, notes that “Good customer experience leaves people feeling
heard and appreciated. It minimises friction, maximises efficiency
and maintains a human element.” Emphasises PwC: “Experience is
everything. Get it right.”
Gartner, the global technological research and consulting firm,
highlights the value of CX in one of the key findings of its “Creating
a High-Impact Customer Experience Strategy” report, noting that
“CX drives over two-thirds of customer loyalty, outperforming
brand and price combined”.
Salesforce, an international customer relationship management
software company, published a 29-country study in 2022 entitled
“State of the Connected Customer”, which found that almost 90%
of respondents believed the experience a company provides is as
important as its products or services.
Nathalie Schooling, CEO of nlightencx
30 | www.opportunityonline.co.za

CUSTOMER EXPERIENCE
Customers do not base their
decisions on price alone.
CX in the South African context
“Ah”, you say. “But that’s in developed-world countries. South Africa
is different.”
No, it’s not. In mid-2023, shortly after the release of the FNB/
BER Business Confidence Index for the second quarter of the
year showed that South Africans had not been as uncertain
about their economic wellbeing since the third quarter of
2020, we did a snap poll among our clients at nlightencx to
explore the state of the market. Surprisingly our clients, which
are all businesses, reported that their customers were not basing
their purchasing decisions on price alone. Instead, it was excellent
customer service that was most important. Better products/
services were on a par with price in order of importance.
Given the lack of economic confidence and steep price rises at
that time, we wouldn’t have been surprised if people told us they
were basing every purchasing decision on price.
Instead, what we found was that “it all comes down to price”
was only listed by 22% of respondents to our snap poll as their
decisive factor. “Great customer experience” came out tops
(56%), with “better products/services” also listed by 22% of
respondents. What this tells us is that a knee-jerk strategy
based on internal cost-cutting to achieve the lowest possible
price point is unlikely to deliver the right results for South
African businesses. Of course, people want a good deal,
especially when they’re hurting financially. But many are
also smart enough to know that “good deal” and “lowest
price” are seldom the same thing.
Communicate via the channels
that work best for the client.
PHOTOS: Freepik, Mika Baumeister on Unsplash

CUSTOMER EXPERIENCE
The importance of retaining customers
The results of that snap poll tie in with findings from statistical
long-term research conducted over two years by Professor
Charlene Gerber, Head of Research at nlightencx and an
Associate Professor at the University of Stellenbosch Business
School. This showed a clear correlation between consistently
high levels of customer satisfaction and sales, which could be
up to 30% higher.
The important takeout from this is that companies which
keep their existing customers happy are in a better position to
grow than those who are throwing lots of money at sales and
marketing efforts to get new customers. Put another way: you
can increase sales by almost a third, without ever signing up a
new customer. That’s significant.
Figures published in 2023 in Accountants Daily, an Australian
publication, are even more bullish on this point. They indicate
that 65% of a company’s new business comes from existing
customers, and that loyal clients spend 67% more than new
ones.
Further statistics from the publication show that the
probability of selling to an existing client is 60-70%, while the
probability of selling to a new prospect is only 5-20%. Similarly,
existing clients are 50% more likely to try new products.
These figures shouldn’t be a surprise. If a well-cultivated CX
relationship is already in place, it’s usually an easier sell. This
is where cross-selling and up-selling opportunities work their
magic; businesses that offer their existing customers relevant
add-ons are far more likely to achieve solid growth.
In summary, if I had to give South African businesses two
pieces of advice for achieving success, they would be:
• Keeping clients is more important than getting new ones
• Put client relationships at the centre of every action
Put simply: Have great CX!
Top tips for achieving CX success
These are my top tips for creating an
excellent customer experience and building
outstanding loyalty:
• Empathise: Consumers are uncertain
and they’re hurting. Take some time to
talk to your clients and understand what
they are going through. See how you can
adjust their plans or contracts to suit their
financial situation at this time.
• Communicate your intentions: Take
this empathy and include it in all your
communication so that your client knows
that you are behind them.
• Walk the walk: People will pick up on
meaningless slogans and empty marketing
promises and use them against you. Make
meaningful and deliverable undertakings.
• Meet your client where they are at:
Communicate via the channels that work
best for them, not the cheapest and easiest
for you.
• Don’t get too caught up in automated CX:
Not when your customer is so vulnerable.
Certainly, it’s useful, helps with quick
responses 24/7 and can save time and
money but remember that automated CX
is easily replicated by your competitors,
eroding any point of competitive
difference.
32 | www.opportunityonline.co.za

The NBI: Leading the
Private Sector Charge
for Green Skills and Jobs
South Africa is navigating a critical juncture, confronting significant
economic challenges while poised for a transformative energy
transition. The pressing need for a skilled workforce in the
renewable energy sector demands immediate attention. The Just
Energy Transition Skilling for Employment Programme (JET SEP) emerges
as a vital solution, spearheaded by the National Business Initiative (NBI).
This article delves into the strategic importance of JET SEP and the pivotal
role of the NBI in skilling South Africa’s workforce in alignment with the
Just Energy Transition (JET).
The Economic Context: Challenges and Opportunities
South Africa's high unemployment rate, standing at 32.9% in early 2024
with even higher youth unemployment, necessitates urgent and innovative
solutions. Demand-led skills development across emerging value
chains through the energy transition presents a unique opportunity for
economic revitalisation, offering new opportunities for the unemployed,
especially among youth and disadvantaged groups, fostering sustainable
development and inclusive growth.
NBI: Pioneering Transformation
For 29 years, the NBI has championed a transformative socio-economic and
environmental agenda in South Africa. In April 2024, NBI launched the JET
SEP, to coordinate the private sector’s support for the JET Implementation
Plan (JET IP).
The Urgency of Skilling for the Just Energy Transition
Without the necessary skills to execute the JET, the transition risks
being slower and more expensive, potentially requiring
the importation of skilled labour. JET SEP tackles this
challenge by offering a unified, pragmatic approach
to demand-led skilling, mobilising the private
sector resources to skill and place workers into
new green jobs.
JET SEP’s Strategic Approach
Led by the NBI and endorsed by the Presidency’s
JET Project Management Unit, Business Unity
South Africa and the Presidential Climate
Commission, JET SEP stands as the leading
private sector effort on green skilling. Its
inclusive governance structure, comprising
over 50 institutions from various sectors,
ensures comprehensive stakeholder
engagement in achieving JET’s goals.
Key Principles and Intervention Areas
JET SEP is founded on several key principles:
• Scalability: Training a significant number of
unemployed youth and workers annually.
• Inclusivity: Ensuring participation across all
geographies and vulnerable groups.
• Co-design with businesses: Creating skills that align
with job requirements.
• Recognition and accreditation: Providing recognised
and accredited skills across industries.
Complementary Approach: Enhancing Existing
Education and Training Programmes
JET SEP supports five key intervention areas outlined in
the JET IP Skills Chapter:
• JET Skills Ecosystem and Forum
• Skills Development Zones
• JET Skills Needs Assessment
• JET Skills Planning and Support for Government
• Foundational Skills Development
Delivering Impact and Building the Future
JET SEP aims to deliver significant impacts, including:
• A robust evidence base of labour-market data for
effective skills planning aligned with JET.
• Platforms for private-sector engagement in designing
necessary skills interventions.
• Public TVET institutions equipped to deliver demand-led
skills interventions.
• Models of localised JET Skills Ecosystems and SDZs with
proven impact on local economies and communities.
Shameela Soobramoney, CEO of the NBI, emphasises,
“The journey towards a Just Energy Transition is fraught
with challenges but also brimming with opportunities. The
NBI’s JET SEP represents a beacon of hope and a strategic
pathway to harness these opportunities, ensuring that
South Africa can transition smoothly to a renewable
energy future.”
These outcomes will drive South Africa towards a
resilient, sustainable economy, underpinned by a
skilled workforce ready to meet the demands of the
Just Energy Transition.
Shameela Soobramoney, NBI CEO
www.opportunityonline.co.za | 33

MOHAIR SUSTAINABILITY
Protecting the land
for generations to come
SAMIL CEO Michael Brosnahan explains that sustainability is much
more than a project for mohair farmers and producers.
What are the main planks of SAMIL’s sustainability policy?
Our core values are honesty and integrity which translate into
looking after our small piece of the world and everything and
everybody in it. To this end, everything we do is questioned as
to whether it will have a detrimental effect on our environment
or our people, whether it be how we farm our goats on the
land or how we process the material in our factories. We only
use chemicals that have been certified by OEKO-TEX or an
equivalent certification proving that they cause no harm to
humans or animals. We have created a work environment on
our farms and in our factories and offices where all employees
are viewed as assets and are treated as such.
How can more jobs be created in the mohair industry?
More jobs in the mohair industry can really only be created by
creating awareness of this wonderful fibre around the world. The
price of mohair limits its general use so the main end uses are
high-fashion items with exclusive big-name brands.
Are your farmers working on projects to protect the land?
Our farmers are not working on “projects” to protect the land – this
is a constant part of everyday life on the farms. The farmer needs
to protect his livelihood, not just for himself but for his children
and his children’s children. Many of our Angora farmers have been
farming goats on the land for more than 100 years, some into the
second and third generation.
What is the Responsible Mohair Standard? Has
its introduction had the desired effect?
The Responsible Mohair Standard or RMS is an international
voluntary standard that addresses animal welfare on goat
farms as well as managing the “chain of custody” of mohair
from the certified farms through to the final products
purchased by the consumer.
The key values of RMS are:
• protecting animal welfare
• regenerative agriculture
• social responsibility
• traceability
Its introduction has definitely had the desired effect – mohair is
once again globally desired which helps to protect the more than
30 000 people employed in the industry in South Africa
Do you see growth prospects for mohair globally?
There are no doubt growth prospects for mohair globally as it is
such a versatile fibre. We have to strike a balance, though, between
the price that the farmer needs to ensure his mohair clip is an
economic product to farm and the price that the consumer is
prepared to pay for mohair products in the marketplace.
34 | www.opportunityonline.co.za

yarns@samil.co.za | sales@samil.co.za | www.samil.co.za

WHEELING
Putting the
power back in
the hands of
the consumer
Wheeling is a key component of the City of Cape
Town’s drive to ensure power continuity without
collapsing a vital revenue stream. This article by
Enpower Trading, a founding wheeling partner
in the city’s electricity wheeling pilot project,
examines how the private sector will play an
increasingly critical role in power provision.
South Africa is at a critical juncture, influenced by various
significant factors shaping the country’s trajectory, all of
which have far-reaching economic and social implications,
emphasising that the decisions made today will impact
communities and generations to come.
In 2023 the average citizen spent 19.9% of the year with zero
power owing to loadshedding, more than double the amount
experienced in 2022 and almost 10 times as much as 2021.
According to Gaylor Montmasson-Clair, Senior Economist at
Trade and Industrial Policy Strategies (TIPS), of the 11.5GW of
renewable energy capacity installed in South Africa, 6.3GW is
attributed to utility-scale generation through the Renewable
Energy Independent Power Producer Procurement Programme
(REIPPPP). But quite remarkably, 5.2GW comes from private
solar systems, of which half were installed last year alone. To put
that number in context, 2.6GW of solar was installed by private
individuals and corporates across the country in 2023, more than
the generating capacity of Kusile (2 397MW) or Koeberg (1940
MW). In practical terms, this equates to about 7.5-million solar
panels, which would take up an area of almost 100km².
The City of Cape Town
The City of Cape Town is leading the way with a robust energy
strategy that sets out to overcome the energy crisis in South Africa
by building a sustainable energy system, with the plan for Cape
Town to be a net-zero carbon city by 2050.
An integral part of the energy strategy, as explained by Kadri
Nassiep, Executive Director of Energy at the City of Cape Town, is
the stabilisation of the network as a response measure to the crisis
faced. As Nassiep said in a joint Future Cities Africa Episode entitled
“Addressing the Energy Crisis”, the transition to a “future-fit” utility
will provide an optimal energy marketplace that better serves its
people while still maintaining municipal revenues.
The single biggest source of local government revenue is
electricity. About 30% of the City of Cape Town’s revenue is derived
this way. It’s therefore imperative that customers remain on the
municipal grid to avoid “off-grid flight”, which poses a real threat
to municipal income. It is equally important that the city provides
customers with energy alternatives and the option to access
cleaner, cheaper power that aligns with their energy needs and
production of their commodities.
Wheeling is key to the new energy strategy
The private sector will play a crucial role in addressing the future
electricity needs of Cape Town, reducing its reliance on Eskom
through electricity wheeling. Wheeling is the purchase of energy
from a large power generator such as an independent power
producer (IPP), for example, a solar farm or a wind farm or a large
rooftop solar producer, and the transportation of that electricity
through the existing network or municipal grid to an end user or
“offtaker” such as a corporate or industrial user. The introduction
of electricity wheeling in the City of Cape Town Wheeling Pilot
36 | www.opportunityonline.co.za
PHOTO: CCID

WHEELING
Cape Town is keeping down the cost of
keeping the lights on.
Research Project has many benefits, allowing customers
to procure electricity independently from the city while
making use of the existing infrastructure and reducing
their carbon footprint. Enpower Trading is one of the
founding wheeling partners in the city’s electricity
wheeling pilot, helping to implement the proof of concept.
Having signed a Master Power Purchase Agreement
with one of Africa’s largest retailers, Enpower Trading is
facilitating multilateral trades with the offtaker within the
city, putting itself in a position to operationalise larger projects
with the retailer over time.
James Beatty, CEO of Enpower Trading, explains that the
benefits electricity trading brings to the South African marketplace
include increased generation to the grid and diversification of
supply. “The trader has the ability to encourage renewable energy
supply without risk to municipal finances and lengthy processes,
as well as an aggregate energy supply from various IPPs to meet a
specific customer’s total energy demand across their multiple sites
under one master Customer Power Purchase Agreement (cPPA),” he
says. “This increased liquidity and the guaranteed savings assist in
mitigating off-grid flight and support our customers’ transition to
100% renewable energy as they journey toward net-zero.”
In 2024 the City of Cape Town became the first metro to allow
households to sell excess energy back into the grid, having opened
that facility for businesses the previous year. Versofy Solar reported
thousands of queries as a result and by July 2024 the company had
installed more than 50 000 panels on rooftops across South Africa.
The future market
The future trading market will transform the way in which we
purchase and consume energy. As the market evolves, Enpower
Trading will collaborate with municipalities, regulators and other
bodies to ensure municipalities remain revenue-surplus-neutral
and collectively work toward the goals of South Africa’s Just Energy
Transition: decarbonisation, affordability and security of supply.
About Enpower Trading
Enpower Trading is a NERSA-licensed electricity trader actively
collaborating with municipalities and businesses, with the hope
to accelerate the implementation of energy wheeling and trading
to transform the future of energy in South Africa.
PHOTO: Versofy Solar www.opportunityonline.co.za | 37

ENERGY LEADERSHIP
The African Energy
Leadership Centre at Wits
Business School: Empowering
Africa’s Energy Future
We are living in an era of radical transition in energy as the sector
faces unprecedented technological upheaval.
Dr Rod Crompton, visiting adjunct professor at Wits
Business School (WBS), calls it a “tsunami of technology”,
which is turning the market on its head. Electricity,
he says, has become decentralised, digitalised and
democratised and the result is that energy consumers are
becoming energy prosumers.
This is just one of the ways in which the energy sector is fast
evolving and, increasingly, demanding a new breed of highly
skilled and qualified leaders to navigate the way forward.
Dr Rod Crompton, visiting
adjunct professor at Wits
Business School.
Dr Rod Crompton, visiting adjunct professor at
Wits Business School.
Recognising a tremendous skills gap in the energy sector, at a
time when loadshedding in South Africa was becoming the new
norm, Wits University and WBS decided the time was right to
start a centre for energy leadership. In 2017, the African Energy
Leadership Centre (AELC), located at WBS, was established with
Crompton, a veteran energy expert and commentator, at the helm.
“At that time there were no formal programmes at the university
that focused on energy and we had to change that. We were in an
electricity crisis and the sector as a whole was in transition. It was
imperative that Wits made a contribution to the energy sector and,
after much research and consultation with industry, we decided to
focus on leadership development,” says Crompton.
The WBS Master’s and Postgraduate Diploma in the field
of Energy Leadership were launched in 2019 and remain the
only programmes of their kind in Africa, and among very few
offered globally. For Crompton, who has spent most of his
career in energy policy, strategy and regulation (working at
the Department of Mineral Resources and Energy and NERSA),
the AELC was an opportunity for him to make a tangible
contribution and share his decades of experience.
“I had collected a lot of knowledge and it made sense to pass it
on. When Wits approached me to spearhead the Centre I agreed to
give it a go,” he recalls. No stranger to teaching – he was involved in
the Minerals and Energy Education and Training Institute (MEETI)
– Crompton set about developing a curriculum from scratch,
which he did in consultation with industry partners as well as Wits
colleagues Professor Ian Jandrell, who at the time was Dean of the
Faculty of Engineering, and the late Professor Bob Scholes, one of
the world's leading scientists on climate change.
A broad and multidimensional subject
“Our first and biggest challenge was deciding both what to
teach and what not to teach. Energy is such a broad and
multidimensional subject and one has limited contact
time in the classroom. Through extensive consultations
with industry and taking into consideration the ‘tsunami’
of transitions happening, a curriculum emerged which
we are very proud of.”
38 | www.opportunityonline.co.za

ENERGY LEADERSHIP
Dineo Tlou, a 2023 graduate of the Master of
Management in the field of Energy Leadership.
There was immediate take-up for the programme with an
inaugural cohort of 40 Master’s students. Now in its fifth year, the
number of applicants has steadily increased for both the Master’s
and Postgraduate Diploma programmes. In addition, companies
such as TotalEnergies regularly request customised programmes
for their leadership teams.
“A highlight for me is seeing young people graduate and
become sought after in the energy industry,” says Crompton. “The
programme is targeted at industry professionals, but at the same
time we hope to grow our base of lecturers and researchers and
encourage more students to do their PhDs.”
In an industry undergoing massive transition, there is significant
scope for research into the future of energy, as well as a need for
more public dialogue and debate.
The AELC has forged strategic partnerships with industry players
and associations over the years, among them the founding donor
Chemical Industries Education and Training Authority (CHIETA),
GIZ, SANEA, the African Energy Chamber and more recently the CS
Bauer School of Business at the University of Houston for a series
of cross-continental webinars exploring energy challenges in the
Global North and South. To advance further research, the AELC
has established two further research divisions, one in hydrogen
with grant funding from CHIETA, and one in energy futures with
funding from Absa.
A good grasp on the whole energy spectrum
“The future is exciting from an energy perspective,” says Crompton,
who recalls the first question he posed to the initial Master’s classes.
“I asked them, what is the most expensive thing that has ever been
built on earth? They were surprised to learn that the answer is the
Gorgon Gas Project off North West Australia. They are even more
surprised when they discover the relevance of that question. In
time, the gas fields off Mozambique will be even bigger. I asked
them – where will you be when this happens?”
While rich in opportunities and natural resources, Africa also
faces a steep uphill battle when it comes to providing access to
clean, affordable energy to all its people.
The challenges are manifold: from the sovereign risk ratings
and the high costs of investing in Africa, the high costs of capital,
the excessive rules and regulations at border posts resulting in
a two-week (or more) waiting period for coal-truck drivers, to
corruption and terrorist activity such as in northern Mozambique,
which caused the gas projects there to stall for two years.
“That is why we are grooming people to handle what are not
only African, but emerging market challenges,” says Crompton.
“And an important part is about developing strong, skilled and
ethical leaders.”
He also notes that a successful leader in energy needs to have
a broad-spectrum understanding of the energy industry, both
locally and globally. Gone are the days of being a “silo expert” in,
say, oil and gas, renewables or electricity.
“Yes, you need core skills, but my advice for anyone entering
this field is to ensure they have a good grasp of the whole energy
spectrum, including energy commodity trading and how global
prices dictate to everyone, not least our corner at the southern
tip of Africa.
“With all this technological change, the former energy silos of
coal, oil and gas, renewables and nuclear have become interlinked
and interchangeable. It’s a whole new approach to energy and our
future leaders need to understand that.”
Applications for the Master of Management in Energy
Leadership and the Postgraduate Diploma in the field of Energy
Leadership at Wits Business School close on 30 September 2024.
www.opportunityonline.co.za | 39

ENERGY STORAGE
CSIR’S Energy Storage Testbed
The Council for Scientific and Industrial Research’s (CSIR) Energy Storage Testbed is a
pioneering initiative that exists under the framework of the World Bank’s Energy Storage
Partnership, in collaboration with the Flemish Government and Vlaamse Instelling voor
Technologisch Onderzoek (VITO) or the Flemish Institute of Technological Research.
Designed to promote energy storage in developing
countries, this state-of-the-art facility is an indoor
battery testbed focusing on battery cells, modules and
packs. With its strategic collaborations and advanced
infrastructure, the CSIR Energy Storage Testbed is revolutionising
the battery testing landscape in South Africa.
Our value proposition
• Comprehensive testing services: The facility offers extensive
testing capabilities, including performance and reliability
testing, battery calendar life, storage capacity, cycle life, depth
of discharge, verification and validation, aged battery services,
battery aftermarket services and postmortem analysis.
• Quality assurance: Ensuring high standards and quality for
lithium-ion batteries, the CSIR testbed helps protect industry
and consumers from substandard technologies.
• Innovative solutions: By repurposing defective and used
batteries, the facility supports waste reduction and promotes
sustainable practices in the battery industry.
Unique selling points
• Advanced infrastructure: Equipped with the latest technology,
including a 32-channel Chroma battery tester and a 1 000-litre
Weiss climate chamber, the facility can conduct rigorous and
precise testing under various environmental conditions.
• Strategic collaborations: Partnering with VITO and supported
by the Flemish Government, the CSIR testbed benefits from
international expertise and cutting-edge resources.
• Support for standards development: Assisting the South African
Bureau of Standards in creating comprehensive standards for
lithium-ion batteries, filling a critical gap in the industry.
• Diverse applications: Catering to a wide range of markets,
including stationary batteries, microgrids, electric mobility,
medical industry, agriculture and road works.
• Energy storage innovation: Addressing the intermittency
challenge of renewable energy and providing solutions for
loadshedding through large-scale battery storage systems.
40 | www.opportunityonline.co.za

ENERGY STORAGE
Accessibility
Located within the Pretoria Campus in South Africa, the facility
is easily accessible to local and international clients. The
testbed’s services are designed to be user-friendly and flexible,
accommodating various client needs and schedules.
Speed and agility
The CSIR Energy Storage Testbed offers quick turnaround times for
testing and results, ensuring that clients can promptly integrate
findings into their operations. The facility’s agility is reflected in its
ability to handle a wide array of battery types and applications,
from initial testing to postmortem analysis.
Pricing
The CSIR testbed provides competitive pricing tailored to the
needs of different stakeholders, from large corporations to small
and medium-sized enterprises (SMMEs). Custom packages and
flexible pricing models ensure affordability and value for all clients.
Advantages
• Cutting-edge equipment: State-of-the-art testing devices
ensure accurate and reliable results.
• Expert team: Highly skilled personnel with extensive knowledge
in battery technology and performance testing.
• Collaborative opportunities: Open invitation for corporates and
SMMEs to collaborate on research and development projects.
• Sustainable practices: Emphasis on repurposing and recycling
batteries, promoting sustainability in the industry.
• Consulting research and development services: Skilled
personnel provide expert advice on renewable energy and
energy storage.
Why engage with the CSIR Energy Storage Testbed?
• Trusted expertise: Leverage the CSIR’s reputation for excellence
in scientific research and industrial support.
• Comprehensive support: From manufacturers to end-users,
receive end-to-end support across the battery value chain.
• Innovative edge: Stay ahead with access to the latest
advancements and best practices in battery technology.
• Sustainable impact: Contribute to environmentally friendly
practices through the facility’s focus on recycling and
repurposing batteries.
• Cross-cutting expertise: Leverage the multidisciplinary
expertise across a wide range of fields.
Contact information
To learn more about the CSIR Energy Storage Testbed and
explore collaboration opportunities, visit CSIR’s official website
or contact the CSIR Energy Storage Testbed supervisor:
Renesh Thakoordeen
rthakoordeen@csir.co.za
Website: www.csir.co.za
www.opportunityonline.co.za | 41

ENERGY
ONE
STOP
STOP
SHOP
SHOP
Status Update
ENERGY
ENERGY
ENERGY
Status Update
ONE
STOP
STOP
The EOSS makes strides for energy developers and progresses on its priority areas
SHOP
SHOP
Subsequent to its establishment in July 2023, the Energy One Stop Shop (EOSS) has made signifi cant strides in its key
priorities Status to support Update and contribute to the country’s energy security. The EOSS has successfully mobilised funding to revolutionise
support mechanisms to Independent Power Producers (IPPs) enabling the transformation of the energy sector
into a sustainable, scaled-up and capacity building sector. This transformation is set to benefi t both industrial and household
consumption of energy across the country.
Status Update
At inception, the EOSS had a database of 114 projects, which were part of the Presidency’s Operation Vulindlela, however
only 64 of those were actively being assisted with facilitating and fast-tracking authorisations, permits and licences from
UNBLOCKED AND
relevant competent authorities by the EOSS. The 64 projects will upon completion and as and when they are connected OUTSTANDING
to the grid collectively provide energy capacity of 11 724MW. Of those 64 projects, four of them with an energy generation CHALLENGES
The EOSS makes strides for energy developers and progresses on its priority areas
capacity of 78MW are operational while nine projects with an energy generation capacity of 774,5MW are in the develop-FOment phase, to its establishment either at financial July 2023, close the Energy or construction One Stop Shop stages. (EOSS) has made signifi cant strides in its key
IN PROJECTS
Subsequent PIPELINE
priorities to support and contribute to the country’s energy security. The EOSS has successfully mobilised funding to revolutionise
support mechanisms to Independent Power Producers (IPPs) enabling the transformation of the energy sector
into a sustainable, scaled-up and capacity building sector. This transformation is set to benefi t both industrial and household
consumption of energy across the country.
By the end of the 2023/2024 financial year in March this year, 40 challenges related to various competent authority
regulatory processes at local and national level were resolved, and the prerequisite authorisations granted.
At inception, the EOSS had a database of 114 projects, which were part of the Presidency’s Operation Vulindlela, however
only 64 of those were actively being assisted with facilitating and fast-tracking authorisations, permits and licences from
relevant competent authorities by the EOSS. The 64 projects will upon completion and as and when they are connected
to the grid collectively provide energy capacity of 11 724MW. Of those 64 projects, four of them with an energy generation
capacity of 78MW are operational while nine projects with an energy generation capacity of 774,5MW are in the development
phase, either at financial close or construction stages.
With the support of the Presidency and National Energy Crisis Committee (NECOM) to fast-track services to IPPs,
the EOSS has also forged strong partnerships with the Energy Council of South Africa, State-Owned Entities,
Government across all three spheres (local, provincial, national), and industry associations such as the South
African Wind Energy Association (SAWEA) and the South African Photovoltaic Industry Association (SAPVIA).
By the end of the 2023/2024 financial year in March this year, 40 challenges related to various competent authority
regulatory processes at local and national level were resolved, and the prerequisite authorisations granted.
In 2024, the EOSS anticipates to deliver on the following key priorities:
• Development and piloting of the Single Window Application Process (SWAP) for IPPs;
• Integration of the Municipal Mapping and Standardisation of Process into SWAP as they relate to energy projects;
• Contributing to adding more unlocked projects to the development pipeline, i.e. at fi nancial close and construction
phases, which would ultimately result in added capacity to the grid
With the support of the Presidency and National Energy Crisis Committee (NECOM) to fast-track services to IPPs,
the EOSS has also forged strong partnerships with the Energy Council of South Africa, State-Owned Entities,
Government across all three spheres (local, provincial, national), and industry associations such as the South
African Wind Energy Association (SAWEA) and the South African Photovoltaic Industry Association (SAPVIA).
In 2024, the EOSS anticipates to deliver on the following key priorities:
• Development and piloting of the Single Window Application Process (SWAP) for IPPs;
• Integration of the Municipal Mapping and Standardisation of Process into SWAP as they relate to energy projects;
• Contributing to adding more unlocked projects to the development pipeline, i.e. at fi nancial close and construction
Energy is a key sector that will transform the economy of our country and align it with the aspirations of our citizens. For the
2024 /2025 financial year, the EOSS will fast track all applications for IPP energy projects across all nine provinces; although
this phases, excludes which would those ultimately that as result are in outside added capacity of the to the various grid Bid Windows and those with Strategic Infrastructure Programme (SIP)
status. The EOSS will also extend it services to Small-scale Embedded Generation (SSEG) power projects, under schedule
2 of the Electricity Regulations Act, to enhance energy security and to support efforts to decarbonise South Africa’s economy.
Energy is a key sector that will transform the economy of our country and align it with the aspirations of our citizens. For the
2024 /2025 financial year, the EOSS will fast track all applications for IPP energy projects across all nine provinces; although
this excludes those that as are outside of the various Bid Windows and those with Strategic Infrastructure Programme (SIP)
status. The EOSS will also extend it services to Small-scale Embedded Generation (SSEG) power projects, under schedule
2 of the Electricity Regulations Act, to enhance energy security and to support efforts to decarbonise South Africa’s economy.
Email: info@enegyoss.gov.za Telephone: 012 394 9599 Website: www.energyoss.gov.za
Email: info@enegyoss.gov.za Telephone: 012 394 9599 Website: www.energyoss.gov.za
ENERGY ONE STO
ACHIEVEMENTS SINCE INCE
PROJECTS IN EOSS PIPEL
LIST A
(Priority Projects)
LIST B
(Updated Projects)
LIST C
(Live Portal)
Project Pipe
List A (Priority P
List B (Updated P
List C (Live P
Unblocked (on t
Unblocked (under c
Total
NUMBER OF PROJECTS
PROVINCE
1 Gauteng
2 Eastern Cape
3 Free State
4 KwaZulu Natal
5 Limpopo
6 Mpumalanga
7 Northern Cape
8 North West
List of projects receiv
List of projects receive
information with which
Projects that voluntar
9 Western Cape
TOTAL
TOTAL
MEG

ENERGY ONE STOP SHOP
ACHIEVEMENTS SINCE INCEPTION IN JULY 2023 UP TO 31 MARCH 2024
PROJECTS IN EOSS PIPELINE AS AT 31 MARCH 2024
Project Pipeline Number of Projects Megawatts
List A (Priority Projects) 10 1 037
List B (Updated Projects) 23 4 041
List C (Live Portal) 23 6 517
Unblocked (on the grid) 4 78
Unblocked (under construction) 4 51
Total 64 11 724
NOTES
LIST A
(Priority Projects)
List of projects received from Presidency with projects that had few challenges with regard to their authorisations and licences.
LIST B
(Updated Projects)
List of projects received from Presidency with projects that more than 3 challenges with regard to their authorisations and licences and also had limited
information with which the EOSS could work with; the developers were then requested to provide updated information in relation to the projects.
LIST C
(Live Portal)
Projects that voluntarily registered on the EOSS to be with assisted with their authorisation and licencing challenges.
UNBLOCKED AND
OUTSTANDING
CHALLENGES
FOR PROJECTS
IN PIPELINE
DEPARTMENTS Unblocked Challenges
Outstanding Challenges
ATNS
DALRRD
Eskom
DFFE
DMRE
DPWI
DWS
Municipal Consent
SAAF / SANDF
Other
0
2
9
3
14
1
1
9
0
1
3
4
19
0
9
0
3
14
3
0
TOTAL 40 55
NUMBER OF PROJECTS PER TECHNOLOGY
CSP
01
NUMBER OF PROJECTS AND MEGAWATTS
PER COMMERCIAL OPERATIONAL DATE
WIND
14
SOLAR
PV
41
511
7
1497
13
3 565
13
1590
3
2000
4
2024 2025 2026 2027 2029
COD YEAR
10
N/A
1
TOTAL: 56
MEGAWATTS
TOTAL: 9173
NUMBER OF PROJECTS
TOTAL: 41
These numbers are subject to change as and when new information presented
PROVINCE MEGAWATTS NUMBER OF PROJECTS
1 Gauteng 986 2
5
2 Eastern Cape 951 8
3 Free State 3 672 15
4 KwaZulu Natal 300 1
8
1 6
5 Limpopo 1 365 9
6 Mpumalanga 1 304 3
7 Northern Cape 1 247 7
7
3
4
8 North West 1 435 9
9 Western Cape 210 2
2
TOTAL 11 470 56
9

E-LOGISTICS
Investment is needed
in last-mile delivery
Anita Erasmus, Head of Business at ecommerce ecosystem Bob Group, argues that intelligent solutions
are needed to overcome security and power issues when it comes to the crucial final stage of the logistics
chain, and to take advantage of a South African market that is going to be worth R307-billion by 2030.
Africa’s last-mile delivery market is expected to be worth
R43-billion by 2030. If one considers that the continent
will be home to some two-billion people by 2050, it
becomes clear that this sector will grow exponentially
and offer many new business opportunities.
Meanwhile, South Africa’s total ecommerce market is on track
to reach R307-billion in the next six years, according to a deep-dive
market assessment by RationalStat.
However, suppose the country’s ecommerce businesses are
to take advantage of the projected boom in online sales. In that
case, their last-mile delivery service offering must correspond with
growth in that market sector. With so much competition, there is
no other option.
“The final leg of delivery profoundly shapes the customer's
journey,” says Anita Erasmus, Head of Business at South African
ecommerce ecosystem Bob Group.
“The speed and seamlessness of the last-mile delivery directly
dictate the pace and quality of your customer’s experiences.”
A typical last-mile delivery service encompasses transporting
goods from a distribution centre to the customer's doorstep. It
begins with order processing and picking and packing items
for shipment, followed by transportation using various vehicles
depending on the scale and location of delivery.
South Africa’s last-mile delivery landscape faces significant
challenges such as security concerns and electricity limitations,
which distinguish it markedly from the US and Europe. Local
companies are compelled to invest in security measures such as
GPS tracking and route planning to minimise their exposure to
potential security threats. At the same time, electricity limitations
hinder the last-mile industry from aligning with the global electric
vehicle trend and reaping the environmental benefits it offers.
Despite these challenges, several notable players in South
Africa are winning the last-mile delivery game by offering smart
solutions that integrate advanced technologies and data solutions
such as GPS tracking, route optimisation algorithms and real-time
tracking to streamline operations.
They leverage data analytics for insights into delivery patterns
and customer preferences, enabling informed decisions for route
planning and resource allocation. They prioritise enhanced
customer experiences with real-time updates and flexible
delivery options.
Erasmus says companies like Pargo, for example, have succeeded
in South Africa with innovative solutions in its counter-pickup
services model. Bob Group has also developed Bob Box, a smart
locker and counter solution that provides secure and confidential
shipments for couriers, online merchants and customers.
“Given the challenges presented by loadshedding, we have
ensured that our Bob Box locker network uses battery power
for always-on service,” Erasmus says. She adds that traditional
logistics firms are increasingly investing in innovative technology
to stay competitive in the market and enhance service offerings
for their customers. Erasmus advises that when assessing a lastmile
delivery option, ecommerce businesses should consider
fundamentals like excellent service delivery, competitive pricing,
customer options and seamless integration.
“Offering customers options for delivering parcels, ranging
from door-to-door services to locker solutions, is essential for
ecommerce businesses. However, to execute this effectively,
businesses must seamlessly integrate with service providers
to ensure a streamlined process, benefiting both fulfilment
operations and the end-customer experience.”
44 | www.opportunityonline.co.za
PHOTOS: Grab on Unsplash, Matt Bloom on Unsplash

E-LOGISTICS
ABOUT BOB GROUP
Bob Group is a merchant and consumer-focused
company born out of an amalgamation between
South African online auction and marketplace
brand Bob Shop and Bob Go, a logistics ecommerce
solution that streamlines order fulfilment and
shipping processes for merchants selling online. The
company offers a variety of tools to assist merchants,
including syncing products to the Bob Shop platform
efficiently, shipping and tracking solutions, payment
facilitation and a software-as-a-service solution for
courier companies.
Anita Erasmus, Head of Business at Bob Group
Last-mile deliveries will boost EV uptake
The fleet industry, and more particularly the last-mile sector,
is likely to be a major driver of the uptake of electric vehicles,
says Justin Manson, Sales Director at Webfleet South Africa,
Bridgestone’s fleet management solution.
During the 2024 State of the Nation Address, President Cyril
Ramaphosa stated that the government was on track to resolve
the most important constraints on economic growth by creating
jobs through electric vehicle manufacturing.
The Automotive Business Council (Naamsa) has stated that
the sale of electric vehicles in South Africa more than doubled
year-on-year in 2023. Sales of new-energy vehicles by 18 industry
brands increased by 100.7% between the first quarter of 2023 and
the second quarter. Eight new electric vehicle models are being
introduced to South Africa in the course of 2024.
While this vehicle category is set to create new jobs and reduce
pollution, in a country that has grappled with up to 11 hours and
30 minutes of loadshedding per day, it begs the question: How can
EV planning be successful to ensure major rollouts and an increase
in purchases, especially in mitigating the effects that blackouts can
have on charging ports and these vehicle models?
Justin Manson, Sales Director at Webfleet South Africa, says, “It
is most likely that the fleet industry (especially last-mile deliveries)
will drive the growth of EVs. South Africa currently has issues with
loadshedding and a generally unstable electricity grid, making
EV use challenging from a planning perspective. Businesses with
vehicles driving short distances could overcome this by installing
charging stations at their depots, using solar and inverters for
overnight charging, and by using artificial-intelligence-powered
fleet management systems to monitor the charging process,
energy usage, charge status and remaining driving distance.
“Not only can drivers cut their driving emissions, but they can
also now personally ensure their vehicles are running on sun
power. Additionally, the environmental impact of EVs is generally
more favourable than that of internal combustion engines,
especially when powered by clean energy sources. EVs have
emerged as significantly better and are the future of mobility. They
offer reduced greenhouse gas emissions, a lower carbon footprint
and decreased noise pollution,” Manson adds.
These factors align with the President’s speech that also
highlighted the implementation of the Energy Transition
Investment Plan. This plan aims to not only reduce carbon
emissions and fight climate change but also to enable economic
growth and create jobs for South Africans. EVs will be an important
part of the plan, by potentially driving investment into green
energy and skills development programmes. The country
plans to collaborate with countries such as Democratic
Republic of the Congo and Botswana, which possess
essential minerals and expertise in the value chain of
automotive manufacturing.
www.opportunityonline.co.za | 45

MARITIME LAW
Namibia and South Africa
are good destinations
for maritime sales
Should Southern Africa be a preferred destination for judicial ship and other maritime
property sales? Lana Stockton, a partner at law firm Bowmans, tackles this question.
Both Namibia and South Africa provide quick and costeffective
solutions in respect of judicial sales or forced
sales of ships and other maritime property.
Southern Africa is often overlooked as a prime
destination for judicial sales or forced sales of ships and other
maritime property. In most cases, the judicial sales that occur in
Southern Africa are as a result of the ship fortuitously calling within
the jurisdiction and being arrested for other claims.
Whether by way of a judicial sale pendente lite (before final
judgement) or a “pre-pack” structured sale and workout by a
financing institution or mortgagee, both Namibia and South
Africa provide for quick and cost-effective solutions in respect of
the judicial sale process, especially when compared with more
well-known jurisdictions like Malta and Singapore.
There are several key benefits of proceeding in
Namibia or South Africa. These include:
South Africa:
• Effective and organised court system
• Judicial sale pendente lite is possible
• Experienced local court-appointed broker offering a competitive
commission structure
• Private treaty, sealed tender and public auction are possible
within abridged time periods
• Ranking of claimants is determined in accordance with the
Admiralty Jurisdiction Regulation Act 105 of 1983
• Strategically positioned geographically
• No court fees or sheriff (Admiralty Marshall) fees
Namibia:
• Effective and organised court system with dedicated Admiralty
Judge(s)
• Judicial sale pendente lite is possible
• Experienced local court-appointed broker offering a competitive
commission structure
• Private treaty, sealed tender and public auction are possible
within abridged time periods
• Ranking is determined by English law as at 1890, which means
that the mortgagee, as a result of English priorities, ranks first
• Safe harbour with low port dues at Walvis Bay
• Strategically positioned geographically
• No court fees or sheriff (Admiralty Marshall) fees
All judicial sales in Namibia and South Africa result in the vessel
being sold with clean title, free of all liens and encumbrances.
ABOUT BOWMANS
Recognising the size and enormous diversity of Africa, our approach to providing legal services across the continent is intended
to offer on-the-ground advice in the countries that matter for our clients. Our presence in Africa is always evolving to meet the
changes that are shaping the future of this vast continent. Currently, we have our own offices in six African countries: Kenya (Nairobi),
Mauritius (Moka), Namibia (Windhoek, Swakopmund), South Africa (Cape Town, Durban, Johannesburg), Tanzania (Dar es Salaam)
and Zambia (Lusaka). Bowmans works with Bowmans Alliance firms in Ethiopia and Nigeria and has special relationships with
firms in Mozambique and Uganda. A non-exclusive cooperation agreement with French international law firm Gide Loyrette Nouel
provides clients access to assistance in Francophone West and North Africa. The Bowmans Shipping team has extensive experience
and expertise in ship arrests, judicial sale, mortgage foreclosure, ship sales and emergency response throughout Southern Africa.
46 | www.opportunityonline.co.za
PHOTO: Namport

MARITIME COORDINATION
Promoting the
maritime sector
Concentrated effort and visible leadership are needed to
blow energy into the Oceans Economy, says South African
International Maritime Institute (SAIMI) CEO Odwa Mtati.
What is the mandate of SAIMI?
SAIMI was established in 2014 as an outcome of the Operation Phakisa
process. A coordinating body was needed to promote maritime education,
maritime skills development and maritime research and innovation as well as
maritime advocacy. Operation Phakisa had identified subsectors and some,
like fisheries, were left out because the assumption was that as a mature
subsector it did not necessarily require government support. The Oceans
Economy is much broader and Operation Phakisa focused on six subsectors.
There had been education and skills development purely from an officer
training point of view, but it did not cater for learners coming into the system
too late because they had not been introduced to the Oceans Economy. That’s
why you find us in schools and working alongside Lawhill Maritime Centre in
Cape Town on the development of online curriculum for maritime economics
and nautical sciences. By the time learners graduate from Grade 12 they
have a sense of what is required in certain disciplines. It is about introducing
learners from a young age. We went a step further to institutionalise it and
have a website called Dive-In and an app. Those that are interested can look
at the broad range of careers available.
Please tell us about SAIMI collaborations.
It is project based, whereby we have a broad range of stakeholders and
partners, based on a specific activity or project. We work with government
departments for the training of peace officers, for example. Or a project
with the Department of Forestry, Fisheries and the Environment or with the
Department of Basic Education. With a constrained fiscus we need
to coordinate more instead of having a duplication of efforts.
Please share some SAIMI success stories.
We recognised the limited engagement of women within
the maritime sector and so we have the Accelerated
Development Programme for Women in Maritime.
This is to increase participation through bursaries
and then there is the formal education shortlearning
programme that we host at the
Nelson Mandela University (NMU).
Another example of a SAIMI-initiated
programme is funded by the National
Skills Fund in partnership with
SABBEX, the boat-building export
council, and the Department of Trade, Industry and
Competition (the dtic), where we provide a set of skills
to support marine manufacturing at False Bay TVET
College in Cape Town.
And you work with Sector Education
and Training Authorities?
We collaborate with SETAs on projects. When we
wanted a central referencing point for seafarer skills,
TETA, the transport SETA, was critical in supporting us
in the development of that framework.
What are the key factors that will ensure the
success of the Oceans Economy strategy?
When Operation Phakisa was launched in 2014 a lot
more people became aware of the potential to use
the ocean to support economic development. That
concentrated effort is no longer there and that’s the first
thing that is needed. The country has a vast coastline
which is under-exploited as a resource that could
help grow the GDP. The second part is that you don’t
achieve much unless you have champions that lead the
process. We identified leaders, from industry itself and
from government. Government has set up structures
which need to have energy blown into them to ensure
we are pursuing the opportunities identified in the draft
masterplan. Finally, a central coordination method is
needed, a focussed strategy with organisations and
departments working together.
Can South Africans be optimistic about the sector?
The Oceans Economy is a sector alongside other sectors
so it is not going to provide a magic wand, but it is a
critical sector that requires a level of intervention both
from industry as well as government. We need a proper
focus and the acceleration of some programmes.
Odwa Mtati, CEO of SAIMI.

MARITIME SKILLS
South Africa needs an
Oceans Economy Strategy
Odwa Mtati, CEO of the South African International Maritime Institute (SAIMI) has called
for collaboration and partnerships to ensure the success of a national strategy.
The South African International Maritime Institute
(SAIMI) Chief Executive Officer, Odwa Mtati, says there
is a need for an Oceans Economy Strategy which will
encourage further growth, investment, job creation
and enhance competitiveness within the sector. Speaking at
the Oceans Economy conference held on 22 May 2024, Mtati
said collaboration and partnerships are key to the success of
implementation of such a strategy.
“Key national strategies have been developed to support
the sector: the Industrial Action Plan, Comprehensive Maritime
Transport Policy (CMTP), Operation Phakisa (Oceans Economy),
Provincial Oceans Economy Frameworks and the draft Oceans
Economy Masterplan. From its 2014 launch, Operation Phakisa
has provided a blueprint for the development of an overarching
oceans economy strategy. Taking into account trends and
developments globally and locally, the Masterplan is expected to
encourage further sector growth, investment, job creation and
enhance competitiveness within SA's oceans economy based on
social compacting,” said Mtati.
In a well-received presentation, Mtati said collaboration and
partnerships were key to the success of the implementation of
the proposed Oceans Economy Masterplan. SAIMI, whose role is
implementing interventions to bridge the skills gaps in the maritime
sector by facilitating coordination between industry, educators,
training providers and government entities, has a network of
partnerships and works in collaboration with various organisations.
These include maritime companies, research institutions, training
providers, international maritime organisations, local NGOs,
community groups, industry experts and academic leaders. Mtati
mentioned technological advances, environmental sustainability,
global trade shifts, infrastructure development, education,
SAIMI manages the National Seafarer
Development Programme (NSDP), which is
funded by the National Skills Fund.
training and workforce dynamics, including regulatory changes
and changes in economic environment as the seven key drivers
of change for the Oceans Economy. “These drivers,” said Mtati,
“among others, collectively impact on the future of the sector
leading towards greater efficiency, technological adaptation and
sustainability." With some of its initiatives already fully operational
and some in various stages of implementation, SAIMI has paved a
path, and continues to do so, for the successful implementation of
Operation Phakisa (Oceans Economy) through the mandate drawn
from the national Department of Higher Education and Training
(DHET) to coordinate the education and skills development work
streams. The outcomes are tangible.
Some of the major initiatives undertaken by SAIMI are:
• The creation of a maritime skills knowledge base which has
culminated in skills audits in various sectors such as aquaculture,
small harbour, marine manufacturing, oil and gas, marine
protection and oceans governance, fisheries and marine
transport. This will culminate in the development of a framework
for the supply and demand for skills in the maritime sector.
• The promotion of maritime research and innovation which has
resulted in the creation of a marine research and knowledge
management roadmap. The roadmap has paved the way
leading to research in marine information technology, maritime
indigenous knowledge systems, oil and gas alternative energy,
ocean governance, maritime economics and the promotion of
small enterprises participating in the Oceans Economy.
• Skills, education and training coordination which has given rise to
the setting up of the National Seafarer Development Programme
to promote seafarer development in the country, supporting
maritime qualification and curriculum development, supporting
the accreditation process of aquaculture demonstration centres, as
well as the training of skippers, small-scale fisheries, Local Economic
Development officials and traditional leaders.
• Capacity building: maritime bursary schemes and post-doc
grants were introduced, capacitation of TVET colleges to offer
maritime qualifications and emerging researchers have also
been given support.
• Maritime advocacy: work done includes the definition and
measurement of the size of the Oceans Economy, maritime
awareness programmes, the promotion of the Oceans Economy
programmes in coastal cities.
www.opportunityonline.co.za | 49

TRANSPORT SKILLS TRAINING
Renewed and updated
strategies to deliver
transport skills training
An extract from the Transport Education Training Authority Strategic Plan 2020–2025
(2023/24 Review) highlights the threats and opportunities faced by the transport sector,
and how the Transport Education Training Authority (TETA) plans to tackle them.
To fulfil our mandate of Skills Development in the transport
sector, it is important to eradicate the labour skills
mismatch in the sector. Statistics South Africa’s Quarterly
Labour Force Survey Q3 of 2020 reported that almost half
(49.4%) of the transport sector employees are plant and machine
operators and assemblers.
These are considered low-skilled workers and are most likely
threatened to be replaced by the emerging technologies. With the
unemployment rate on the rise, there should be measures in place
to prevent the employed (especially the low-skilled workers) from
losing their jobs and to create opportunities for the unemployed
to enter the labour market of the transport sector in the 4IR era.
TETA plans to invest in reskilling and upskilling programmes for
both the employed and unemployed in the industry to ensure that
4IR technology supplements, not replaces labour.
Research provides the foundation for measures desired to
enable businesses to become responsive to the 4IR technology.
TETA is conducting extensive research on the impact of 4IR on the
transport sector. TETA has entered into a research partnership with
the Durban University of Technology and Enterprise University of
Pretoria to conduct 4IR research studies.
These research studies will provide evidence-based decision
making for TETA concerning skills development interventions
relevant to 4IR.
Keeping training on the right track is the task of TETA.
External Environment Analysis
The following external factors in South Africa have been identified
as having a bearing on the effective delivery of skills development
solutions in the transport sector, and therefore, must be addressed
by the TETA strategy.
• Political: five elements, including new government mandates
• Economic: 16 elements, including labour dispute and inflation
• Socio-cultural and ethical: 13 elements, including pandemics
and unemployment
• Technology and information: four elements, including high
data costs
• Environmental (natural): five elements, including the green
economy and energy supply
• Legal and regulatory: three elements, including changes in
legislation
This strategy recommits TETA to continually keep abreast with
emerging trends and adjust its programmes and systems to
respond promptly and adequately to eminent changes. TETA
will integrate new legislative requirements into the design of
its control mechanisms and align its programmes accordingly.
However, in that process TETA will identify and highlight gaps
for the attention of legislators. The information systems will
be reviewed, and compliance processes will be continuously
strengthened to embrace good governance and compliance in
areas such as POPI and the ICT governance framework. Despite
the unfavourable macroeconomic outlook with regards to high
unemployment and slow growth, TETA will continue, through
training initiatives, to ensure that the country has a pool of workready
artisans and graduates and encourage self-employment
through entrepreneurship development.
Strategies to keep delivering
Technology will be harnessed in the sector to enhance delivery
methods, communication with stakeholders and regulatory reporting.
Online access will be enabled for application submission, learner
registration and reporting. TETA will harness reporting processes
and systems for seamless alignment and regulatory reporting to the
DHET SETA Management Information System (SETMIS).
50 | www.opportunityonline.co.za
Credit: South African Heavy Haul Association

TRANSPORT SKILLS TRAINING
TETA regularly holds career days, on this
occasion in an airport hangar.
Mobile technology will be used to facilitate timely communication
with stakeholders and beneficiaries in rural and less accessible parts
of the country.
TETA will sustain advocacy programmes for a clean environment
through monitoring research and funding studies in this area.
HIV/Aids and Covid-19 are impacting the health of the South
African labour industry, with the transport sector being one of the
most negatively affected industries, resulting in costly inefficiencies.
TETA will continue to support the development and implementation
of innovative awareness and prevention strategies to arrest the spread
of infections in the transport sector.
The government promotes the formation of SMMEs as vehicles
of growth to address poverty, unemployment and inequality as
stipulated in the National Development Plan (NDP). Hence in 2014
the Department for Small Business Development was formed. The
establishment of this department in support of the establishment of
small businesses will affect existing players in the subsectors of the
transport industry.
The transport sector mostly consists of 70% small to medium-sized
companies. It is thus imperative that the Transport SETA leverages on
SMMEs in order to increase the sector’s chance of attaining the NDP’s
employment targets by 2030. In capital-intensive subsectors such
as maritime, freight handling, and forwarding and clearing, it is very
difficult for small businesses to enter the market. Therefore, there is
very little competition from SMMEs.
The transport sector accounts for 26% of global carbon emissions,
this number is continually increasing. With greater concern over
climate change, as expressed through many international conferences
(for example, the Kyoto Protocol and the Paris Agreement) in the
past two decades, the transport sector will have to adapt to new
government legislative frameworks and policies which will likely lead
to technological and behavioural changes. Therefore, in the long run,
attempts to change individual attitudes and behaviours will affect
choices made within the sector and consequently the skills required
to sustain it.
The Fourth Industrial Revolution (4IR)
The Fourth Industrial Revolution is characterised by
a fusion of the digital and physical worlds; and the
use of new technologies such as artificial intelligence
(AI), robotics, 3D printing and the Internet of Things
(IoT). This new technology has changed the way
companies operate and do business. South Africa’s
industries, transport included, are affected by the
4IR as it brings economic disruptions with uncertain
socio-economic consequences. It is therefore
important for companies in the different industries
to prepare for this era, ensuring sustainability, growth
and relevance.
The 4IR is introducing rapid changes into the
labour market and production systems requiring
those seeking employment to cultivate the skills and
occupations necessary for adapting to the needs in
the transport sector.
The 4IR has changed things for the workforce;
to remain competitive they need to consistently
build capacity by adding new skills and technical
knowledge. As a result, upskilling is required for
employees in the sector to expand their capabilities.
ABOUT TETA
The Transport Education Training Authority (TETA)
is one of the 21 SETAs mandated to facilitate skills
development and training in different economic
sectors of South Africa. TETA’s areas of operation cut
across rail, aerospace, maritime, road freight, road
passenger, taxi, freight handling and forwarding
and clearing subsectors. The authority is committed
to ensuring that through the implementation of the
National Skills Development Plan a pool of highly
skilled, competitive and competent individuals
is developed and functions effectively within the
transport sector.
TETA is a public entity that reports to the
Minister of Higher Education and Training and
operates under the oversight of National Treasury
in terms of performance management and financial
administration.
The primary functions of TETA are:
• To develop a sector skills plan (SSP)
• To facilitate the development, registration and
implementation of learnerships, skills programmes
and strategic initiatives
• To approve workplace skills plans (WSPs)
• To disburse grants to stakeholders
• To conduct quality assurance on education and
training that falls within the scope of the sector.
Website: www.teta.org.za
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WORLD-CLASS TRANSPORT
Bombela Operating Company
Bombela Operating Company is the operator and maintainer of the Gautrain systems.
As a transport operator we are experts not only within the
rail environment, but we also operate buses, midibuses
and stations efficiently, with our key performing
indicators rating over 90%.
Every day we innovate for more sustainable and smarter cities
by designing, operating and maintaining long-distance and
short-distance transport networks that serve the wellbeing of our
travellers. We do this with passion and determination. We are a
proudly South African company, in a joint venture led by RATP Dev,
a global transport group which operates and maintains urban and
intercity transportation systems around the globe.
A benchmark
Gautrain’s achievements to date include:
• 98% service availability and on-time performance.
• Over 192-million passenger trips since inception, 1.3-million
of which were connecting travellers to OR Tambo International
Airport.
• 24 200 fewer cars, contributing to reduced emissions and access
to efficient public transport.
• An estimated R1.7-billion contribution to economy year-on-year.
• A R46-billion total contribution to GDP. 245 000 jobs added
through property development.
Our vision
To be the preferred operator and maintainer of the Gautrain
systems now and beyond with world-class customer satisfaction
and safety performance.
Our mission
• Moving our customers daily by means of trains, buses and
midibuses in a safe and environmentally responsible manner.
• Consistently meeting and exceeding our contractual obligations.
• Positively impacting communities around our operations.
Engagement
Bombela Operating Company continuously engages (through
forums like Africa Rail) on industry topics such as: improving
networks, handling challenges and requirements in a healthy
and robust integrated multimodal system; relying on data to
offer a seamless passenger experience, actionable data for railway
operators; the idea of introducing high-speed rail to Africa, a
promise to connect the continent’s major cities while providing
fast, safe and affordable transport.
www.bombelaop.com
52 | www.opportunityonline.co.za

WORLD-CLASS TRANSPORT
A leader who believes in partnering for progress
Nthabiseng Kubheka is the CEO of Bombela Operating
Company (BOC) and Country Director at RATP Dev.
She is a sought-after and well-respected engineer
with a proven track record of managing world-class
energy projects, business management and improving
team performance. With extensive experience in a
variety of industry roles, Nthabiseng is experienced and
knowledgeable. She has a strong background in the energy
sector and is currently at the helm of Africa's most efficient
rapid-rail operator and maintainer, Bombela Operating
Company. Her niche is in leading multidisciplinary teams
in the services and construction operations and she is
known to be a ground breaker. She sees her leadership
role in a broader context: “I am a patriotic South African
who wants to see us progress into a super economy in
Africa and beyond. This is our country, we need to build it
ourselves, no-one will do that for us.”
Integrity, inclusion and diversity are at the centre of
her leadership style. She has achieved success through
her high standards of corporate governance, being results
driven, people development and high performance. The
partnership that BOC has with RATP Dev has been a gamechanger,
according to Nthabiseng: “Today we look back
with pride at how we have leveraged our parent company
RATP Dev, the third-largest
integrated transport
leader globally and
world leader in highcapacity
rail networks.”
She is full of praise
for the partners and
employees of BOC
who continue to
deliver a worldclass
service.

UBUMBANO OPERATING COMPANY
Building a legacy
In South Africa, where hope battles against adversity, a beacon of unity emerges.
Chief Executive Officer: Sipho Sikhosana
Sipho Sikhosana, a seasoned industrial engineer, is the Chief Executive Officer at uBumbano Opco.
With over 15 years’ experience in rail, Sipho envisions a future where the mobility experience is safer,
and technologically advanced. Beyond his corporate endeavours, Sipho actively contributes to various
boards and he is currently pursuing an MBA at Henley Business School.
Born out of the opportunity to manufacture world class
components for the mobility sector, uBumbano Opco
was founded in 2015, initially as an investment holding
company with a bias for manufacturing entities. In 2022
the company took a strategic decision to be a manufacturer of
electrical harnesses, and secured its first contract with Gibela Rail.
With its 4,800sm facility which boasts state of the art low and
high voltage equipment, the company has set its sights on the
automotive sector working with NAAMSA and NACAAM.
As a black-owned company, uBumbano is made up of
entrepreneurs from different spheres of commerce, transforming
economic and industrialisation dreams into reality. Our
shareholders, many of whom have started companies themselves,
have a wealth of knowledge and expertise. Paving the way for
black entrepreneurs to thrive, it aims to leave an indelible legacy
in South Africa’s manufacturing sector.
Diverse markets
In the following years, uBumbano will strategically expand
its presence in diverse markets in mobility. In order to
achieve this, the company is engineering a comprehensive
localisation strategy tailored to the defence, mining, marine
and automotive sectors.
This strategy involves customising our products and services to
meet the specific needs of each sector while leveraging local
resources and expertise. By focusing on these key industries and
adopting a targeted localisation approach, uBumbano aims to
establish a strong foothold in different markets to drive growth
and innovation in different spheres of transport.
Our products and services
• uBumbano Opco is a leading component manufacturing
company in the mobility sector, offering a diverse range of
products and services tailored to meet the evolving needs of
the industry.
• Specialising in precision engineering, uBumbano excels in
producing high-quality components for various applications
in transportation. From intricate parts for defence vehicles to
robust components for mining machinery.
uBumbano’s offerings are designed to enhance the performance,
efficiency and safety of mobility systems. With a strong focus on
innovation and quality, uBumbano’s products play a vital role
in driving the advancement of mobility and shaping the future
of transportation.
uBumbano in numbers
• 4 780m² manufacturing facility in Pomona
• Majority women ownership; 100% black owned
• 60% women employees
• Upcoming project to create +180 new jobs over two years
Our facility
Our offices are headquartered and operate out of a newly
renovated 4 780sqm facility in Pomona in the east of Johannesburg,
the economic and manufacturing hub of South Africa. We are
building capacity and have space to run numerous production
lines. The nearby OR Tambo International Airport is connected to
major global destinations serving as a major hub in South Africa
for both passenger and cargo transportation.
Our values drive everything we do
• Patriotism is at the core of our company, driving the team to
prioritise national interests while striving to make a positive
impact on society.
• Teamwork is the foundation of our decision-making process.
• Technological innovation is in our DNA.
• We uphold ethical standards and
• Foster a strong sense of unity, putting the client first in all our
engagements.
• We have a strong bias towards localisation, supporting the local
supply chain wherever possible.
Contact Us
64 Maple Road, Pomona, Kempton Park, Gauteng | Telephone: +27 010 025 0971
54 | www.opportunityonline.co.za

INTERVIEW
Transforming
manufacturing
Sipho Sikhosana, the Chief Executive Officer at uBumbano Opco, outlines the tough and exciting
journey taken by a startup company to becoming a leader in industrial components.
What is the scope of uBumbano’s work?
uBumbano Operating Company (uBumbano Opco) is a harness
manufacturing company set to drive innovation in a number
of sectors like rail, automotive, marine, defence and mining.
uBumbano has set the bar high for itself, to transform the industrial
component manufacturing space.
What are you most proud of, in terms of projects completed?
We are proud of the contract we were awarded by Gibela as a direct
supplier in the Gibela project, for the supply of electrical harnesses,
which are essential components to the electrical systems of trains.
This saw the company move into a newly renovated 4 780m2
facility in Pomona, in the east of Johannesburg, creating over 30
new jobs in the first year.
What have been the most difficult challenges
along the way since 2015?
Starting a new venture comes with its own set of challenges
and over time we have learnt that these challenges need
strategic planning, innovative thinking and perseverance to
overcome and succeed in the competitive startup landscape.
Market competition: ensuring that we stand out in a market
full of big, established players can be a significant challenge
for startups while building a strong team who are passionate
about the mission. Recruiting and retaining talented employees
while scaling up: managing rapid growth while maintaining
quality and customer satisfaction. We have had to be agile and
adaptable to pivot our strategies based on market trends and
customer feedback.
Please describe your relationship with
Alstom within the Gibela consortium?
Our relationship with Alstom is based on collaboration and
mutual dependency. uBumbano benefits from access to Alstom’s
technology and expertise, while Alstom gains local insights and
labour from the local partnership. This partnership allows both
companies to leverage their strengths and contribute to the
successful operation of the Gibela consortium.
To what extent is South Africa in a
position to introduce this now?
South Africa has the potential to introduce smarter mobility
initiatives, although there are some challenges to address. There
are a few initiatives that are doable is the short term such as:
• implementing smart-traffic management systems to reduce
congestion and improve urban traffic flow
• promoting the use of shared mobility services such as ridesharing
and bike-sharing
• investing in infrastructure for electric vehicles and promoting
their adoption to reduce emissions and promote sustainable
transportation
What are your views on Transnet and private partnerships?
Transnet’s focus on partnerships with the private sector is a
positive step towards enhancing efficiency, innovation and
sustainability in its operations. Collaborating with private sector
entities brings in expertise, technology and investment that
can help improve service delivery and drive growth. In terms
of boldness versus caution, SOEs like Transnet need to strike a
balance between being bold in exploring new opportunities
and partnerships while also being cautious in assessing risks
and ensuring that partnerships are in the best interests of the
organisation and the public. Boldness leads to innovation and
growth, but caution is necessary to mitigate risks and safeguard
the public interest.
Does uBumbano do training?
uBumbano invests in training, from specialist training courses
to industry events like Africa Rail to the Smarter Mobility Africa
conference and we provide internship programmes.
How do you understand the concept of “smarter mobility”?
Smarter mobility is the use of technology and innovation to
improve transportation and to enhance efficiency, sustainability,
safety and convenience in transportation.
www.opportunityonline.co.za | 55

RAILWAYS
SADC rail leaders
commit to supporting
sustainable growth
Southern African Railways Association (SARA) announces new leadership at annual board meeting.
The Southern African Railways Association (SARA) Board
Members convened in Cape Town in June 2024 for the
annual SARA Board meeting. The event was marked
by significant discussions, strategic planning and the
transition of leadership within the association.
In terms of leadership, the SARA Board has elected the Passenger
Rail Agency of South Africa (PRASA) Group CEO Hishaam Emeran
as the new President. Emeran served SARA for the previous year as
Vice President. The newly elected Vice President is Nixon Dlamini,
the Chief Executive Officer of Eswatini Railways.
Outgoing SARA President, Agostinho Francisco Langa Junior,
the President of the Board of Directors for CFM (Mozambique
Ports and Railways), highlighted in his outgoing speech the
collaborative spirit that defines SARA. He noted the synergies
within the membership of the association that help SARA
follow through on the organisation’s planned mandate. A key
achievement during his tenure was the approval of the strategic
plan 2023-2027, aimed at facilitating the SADC Regional Railway
Development Agenda through sustainable practices and proven
global railway best practices.
Expressing gratitude to his colleagues, Agostinho Francisco
Langa Junior acknowledged the effective communication and
collaboration facilitated by the SARA Executive Director, Babe
Botana. He also praised Botana for his dedication to the tasks
assigned to him. As he passed the “baton” to the newly elected
president, Agostinho Francisco Langa Junior extended his best
wishes to Hishaam Emeran, urging him to prioritise SARA and
assuring him of continued support from CFM.
The newly elected Vice President of SARA, Nixon Dlamini, the
Chief Executive Officer of Eswatini Railways.
The outgoing President of SARA, Agostinho Francisco Langa
Junior, President of the Board of Directors for CFM.
Promoting trade and growth
In his acceptance speech, the newly elected President, Hishaam
Emeran, emphasised the central role of SARA in promoting regional
trade and sustainable economic growth. He acknowledged the
revival of rail transport in the SADC region driven by member
organisations and expressed confidence in the strength and
experience of the region’s rail leaders. Emeran highlighted the
challenges faced by the railway transport sector, including
inadequate and poorly maintained infrastructure and stressed the
importance of continued investment in development, upgrades
and maintenance.
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RAILWAYS
Emeran also shared successes achieved by SARA members such as
the delivery of new electric locomotives and passenger coaches in
Tanzania, financial commitments for the Lobito Corridor and plans
for the Trans-Kalahari railway project. He noted the achievements
in South Africa, where the PRASA-initiated Gibela Rail Consortium
has been manufacturing world-class passenger trains and
refurbishing existing fleets.
Emeran concluded by expressing his commitment to visiting
member countries, collaborating to solve shared challenges and
supporting the sustainable growth of the region’s rail sector. He
looks forward to serving as President of SARA and partnering
with all members to chart a prosperous path for the sector in the
coming months and years. Nixon Dlamini, the newly elected Vice
President of SARA, expressed his humility and appreciation for the
opportunity to serve. He emphasised the importance of driving
the strategy to increase market share for railways and outlined key
enablers necessary to meet customer needs and increase rail share.
Dlamini highlighted the need for investments, enabling legislation,
governance frameworks and inter-rail business agreements. He
stressed the importance of capacity, including rolling stock,
infrastructure, people and technology. Dlamini stated that the
railways’ offering in the region must be seamless, sustainable,
reliable, consistent and efficient to ensure a positive customer
experience. He concluded by expressing his commitment to
serving and supporting the association, reiterating the SARA
philosophy of “We are better together.”
The Southern African Railways Association (SARA) is
the mandated rail transport body for the Southern African
Development Community (SADC). SARA plays a significant role in
advancing railway development across the continent through its
railway operator members.
The Southern African Railways Association (SARA) Executive
Director, Babe Botana, seated right, next to SARA’s newly elected
President Hishaam Emeran.
www.opportunityonline.co.za | 57

SUPPLY CHAIN INNOVATION
The Checkers Sixty60
delivery service was
dreamed up by a team
working on innovative
solutions within the
Shoprite Group.
Is venture building the
secret sauce for creating
new companies?
Companies are specialising in “venture building”, offering their services to corporates
to assist them in leveraging their assets to create innovative small businesses along
their supply chain. Venture builders are offering more than incubators and accelerators.
One such venture builder, Specno, gives local and international examples of where this
is working and says it’s bringing a startup approach to corporate innovation.
It’s no secret that innovation can unlock potential for
corporations. A Boston Consulting Group (BCG) report states
that 83% of African executives now view innovation as a topthree
priority, compared to 79% of companies around the
world. This represents a 21% increase from the previous year when
only 62% of African companies ranked innovation as a top priority.
Despite the absence of African firms in the top 50 most innovative
companies in 2023, their readiness for innovation is on par with
their global counterparts.
But innovation is often complex and expensive and with
strain on budgets it’s hard to imagine how more money can be
spent on this. This where corporates can take a leaf out of the
startup founders book – lean, agile, rapid prototyping, validation
experiments, customer interviews and growth hacking are some
of the terms you will hear in corridors wherever startup founders
find themselves.
Those that succeed with startups often do so with intense
constraints, particularly when it comes to deployable capital,
available time and staff. These startup founders master the art of
doing a lot with little, reducing time to take products live and at
reduced costs, reducing the overall risk of bringing their digital
products to life.
What these corporates have is a loyal customer base and a
footprint that can empower innovations and capital to throw at it.
The missing ingredient? Venture know-how. And this is where
venture building comes into play.
58 | www.opportunityonline.co.za
PHOTO: Shoprite X

SUPPLY CHAIN INNOVATION
And this innovative approach to building companies
is now coming to the corporate environment. PepsiCo
Labs has backed and/or built ventures along its entire
supply chain and has pioneered more than 100
ventures. And a key ingredient is to spin out a division
that focusses specifically on venture development,
allowing for a different culture, a different approach
and less corporate red tape.
In South Africa, Old Mutual has set up a structure
for this called Next176 with the vision to create
disruptive and innovative new businesses to positively
impact one-billion lives. Similarly, ShopriteX is the
innovation team driving pace-setting innovations
like Checkers Sixty60.
Large retail operations have endless opportunities to set up and
support smaller enterprises along their very long supply chains.
Wide range of skills needed
But building a host of ventures at the same time
requires startup know-how and a whole range of
skills. While most of these skills can be hired, in
different stages of ventures one requires different
About Specno
measures of these resources. As such a new type
Specno is a leading software and design agency known for its
of agency has evolved that offers venture services
innovative approach to building successful tech ventures. With an
to large corporates. Venture services are the action
ambition to be the global leader in venture building, Specno has
of supplying corporate venture-building teams with
proven its competence by ranking as the number one agency
teams or individuals that can execute specific validation
in South Africa and the 30th globally on Clutch.co. Specno is
experiments to bring to life the potential of the venture
committed to achieving its mission of helping one-million
for further development or gain enough insights to
entrepreneurs build a tech-enabled business by 2030.
reject it as a venture that will likely fail, all while spending
substantially less money than would have been spent on
a full software build and launch.
“It’s about augmenting the venture building teams of the
corporates to give them access to a diverse team that lives
and breathes startup and venture building techniques,” says
Renier Kriel, head of Corporate Venture Services at Specno.
“Specno is not your traditional consultancy,” says co-founder
and CEO Daniel Novitzkas. “We’re bringing a startup approach
to corporate innovation, leveraging our extensive experience
working with entrepreneurial ventures. We’re not here to tell
corporates what they want to hear; we’re here to push boundaries
and deliver real value. And we do that by accelerating execution
and leveraging know-how learned from our engagement with
hundreds of startups. We’re shifting our focus to include corporates
because we believe in the value we create when building startups
through corporate venture building. Corporates have the
resources; they just need the right partner to help unlock their
innovative potential.”
Where the corporate climate is influenced by constant
technological change and economic imbalance, companies
cannot afford to stand still.
The next frontier of corporate growth lies in harnessing
innovation and fully utilising existing assets, especially its customer
base using best-in-class startup methods. The future belongs to
those corporations that can transform their loyal customers into
Specno co-founder and CEO, Daniel Novitzkas
engines of growth through innovation.
PHOTO: Dennis Siqueira on Unsplash www.opportunityonline.co.za | 59

PROPERTY TRENDS
From estates
to precincts:
a property
evolution
Estate living is growing in popularity in South
Africa at the same time as the concept is
evolving to include a broader range of properties
and services. These larger areas, precincts
encompassing residential, educational, retail
and commercial users, are being developed in
all parts of the country, writes John Young.
South African estates are offering more affordable
properties, greener surroundings and a broader range of
services and amenities. The idea of living on an estate is
also appealing to a broader range of South Africans, but
estates themselves are changing.
A Pam Golding Properties analyst told Property24 in
2023 that 16.4% of all residential sales in South Africa in the
previous year were for properties in estates. The figure for
2010 was 13.1%.
Property research company Lightstone has put the number
of estates in South Africa at 5 000, encompassing about 440
000 properties. This is only 7% of the country’s property
portfolio but represents about 17% of the total market value
of residential property.
The Covid-19 epidemic is part of the reason for the uptick in
numbers and the rise in remote working is a related factor but
there are other considerations: the attractions of a coastal lifestyle
compared to inland living and increasing demands for security
among them.
The Developer of Serenity Hills on the KZN South Coast, Reece
Daniel, has outlined five key of security which should be present on
a modern estate: biometric access, camera surveillance, electrified
perimeter fencing and community engagement.
On the last issue, Daniel says, “A gated estate should not cut
the residents off from the surrounding community. Fostering
good relations with everyone in the area builds better long-term
security. Estates that support local communities with job creation
are also contributing to the local economy while diminishing the
threat of criminal activities.”
Three other shifts are noteworthy:
• the importance of wildlife and nature in new estates
• the broader scope of affordable options available
• the widening of the concept of estate living to include “precincts”
Natural attractions
New World Wealth’s analysis of trends in estates in 2021 noted a
“general movement away from traditional golf estates and towards
wildlife and parkland estates” and stated that clustering of housing
was becoming commonplace in order to allow for more open
space on the estate as a whole.
Something else noted by this survey was that the percentage
of millionaires living in (or having a second home on) estates was
on the rise, up from 30% in 2010 to 48% at the time of the survey,
June 2021.
Adrian Gardiner, founder of the Mantis Collection, says of the
St Francis Links estate, inside of which his company has recently
developed the St Francis Links Villas, “The birdlife and the wildlife
make St Francis unique.”
The first page of the website of KwaZulu-Natal’s Zimbali Estate
references a “natural and contemporary coastal forest estate”, “ecofriendly”,
“caring for the environment” and “our wildlife, our birdlife
and our incredible flora”.
60 | www.opportunityonline.co.za
PHOTOS: St Francis Links Villas

PROPERTY TRENDS
The St Francis Links Villas development is within
the larger golf and residential estate.
The retail node at the Riverfields Precinct.
Affordable options
Lightstone regularly releases graphs showing
trends in the property market. The average price for
an estate property in 2003 was close to R3-million.
That figure averaged just less than R2-million in
the four years to 2022. The St Francis Links Villas
in the Eastern Cape is a typical new development
in that it includes free-standing houses but also
one-bedroom and two-bedroom apartments.
Newer estates are also allowing for smaller plots
and greater mix of more affordable houses to be
built. This might be within a particular section or
“suburb” of the estate, as with the St Francis Links
Villas option, which is a development within the
estate. Residents of the Villas have some of their own
amenities (like healthcare) but they also have access
to the clubhouse and gym of the main estate.
From an estate to a precinct
A new trend in estate living is the move to precincts. Essentially
this is the extension of the concept of a secure estate to
encompass more elements: residential, commercial, educational,
medical and recreational.
In short,
a town within a city with the residential
estate occurring within the precinct. This is an extension of the
idea of having a hotel or lodge within the estate, as is the case
at Zimbali. The idea of a precinct goes beyond holidaying and
recreation to encompass work and play. Gideon van der Vyver,
the developer of the Riverfields Precinct in Gauteng, says that
the focus is on safety, sustainability and community.
PHOTO: Riverfields Precinct
www.opportunityonline.co.za | 61

PROPERTY TRENDS
Good security is a feature of
both estates and precincts.
Careful landscaping ensures that the natural
element is highlighted at Serenity Hills.
Calling the new entities “managed
precincts”, Van der Vyver points to the success of the Umhlanga
Urban Improvement Precinct (UUIP) which was established in
2015. He credits the UUIP with reducing crime, improving street
cleanliness and creating a more welcoming environment. Other
examples he cites from around South Africa are Waterfall City
(between Johannesburg and Pretoria), Melrose Arch and Steyn
City in Johannesburg, the V&A Waterfront and Century City in
Cape Town and Menlyn Maine in Pretoria.
Riverfields, which is near the OR Tambo International Airport,
has so far delivered more than 1 000 residential units, a retail node
is functioning and a number of logistics and distribution centres
have been created in the light industrial zone.
While the KwaZulu-Natal North
Coast has long been a site for
golf and residential estates,
many destinations south of
Durban are proving attractive
options for people choosing
estate living. One of the most
ambitious of these is the 1 300-
acre Renishaw Coastal Precinct
on the Mid-South Coast near
Scottburgh. The development
is backed by Renishaw Property
Developments, a subsidiary of
the JSE-listed Crookes Brothers
Limited, and its property partner,
Crocker Properties.
Renishaw Hills, a retirement
estate, has been in place for some
time and five phases have been
sold out. Every property has been
positioned to maximise the views
of the surrounding coastal forest and Indian Ocean. The precinct
will eventually comprise zones for residential, retail, educational
and healthcare. In keeping with the latest trend, the developers
will build on just 20% of the land, creating a conservation area of
real substance.
Van der Vyver sums up the positive impact a managed
precinct can have as follows: “They attract businesses, tourism
and investment, which leads to job creation and increased
economic activity. The presence of commercial spaces and retail
outlets also generates revenue for the local government through
taxes and fees.”
62 | www.opportunityonline.co.za
PHOTO: Serenity Hills

Unleash the hidden jewels of Frances Baard District
Renowned as the home of the Diamond Fields, nestled in the north-eastern
corner of the Northern Cape Province, a place of wide-open spaces, where
golden savannahs stretch, a place or arid natural beauty, where resilient green
cactuses and tenacious thorn trees fill the landscape. Five gushing rivers divide
the landscape; the Vaal, Orange, Modder, Harts and Riet which gives life to the
region and its inhabitants.
Adventure
Fly-fishing: The diamond fields is widely known as a premier fly-fishing destination
for yellowfish, the renowned Vaal and Riet rivers runs through the region and hold
vast populations for yellowfish which provides the prefer setting to attract any
discerning fly-fisherman.
Cycling: The extensive network of gravel roads and veld paths in the diamond
fields provide an ideal opportunity for mountain bike enthusiasts to not only get
a great workout, but to get closer to nature at the same time. The region has
become a regular and popular host for mountain bike events.
Eco-Tourism
Game-viewing: The diamond-fields region is renowned for our luxurious gamereserves
which offer visitors a world-class experience with spectacular views and
guaranteed sightings of the African sunset. Visitors get to experience unique
and exciting insights into the world of animal activity and discover a wide variety
of fauna and flora species.
History
Anglo-Boer War Route: The diamond fields were at the centre-stage of many
great battles fought during the Anglo-Boer War. Explore this incredible historic
landscape by following the Battlefields Route along the N12.
Canteen Kopje: Overlooking Barkly West is a small, unassuming kopje (hill)
covered in thorn trees and cactus. This is the site where the first alluvial diamond
diggings in South Africa took place in 1869, sparking the diamond rush that
came to define this region.
Culture and Heritage
Wildebeest Kuil Rock Art Centre:
View more than 400 well preserved
San engraving on a sacred hill. The
land is owned by the !Xuan and
Khwe San, who gather annually at
the cultural villages in Platfontein to
celebrate their ancient traditions.
Visitors to the centre are ventured
on a guided walking tour to the
sacred hill to view the ancient
etchings, which include animals,
celestial designs and mystical
human figures.
Galeshewe: A vibrant township on
the outskirts of Kimberley, known for
its friendly atmosphere and bustling
street life. Galeshewe is one of the
oldest townships in the country and
offer visitors a walking route to various important sites that mark the township’s
history, including Mayibuye Memorial, built in memory of the people who died
during the 1952 uprising, and Robert Sobukwe’s law office.
Birding: The diamond fields offer a number of popular locations for bird
viewing such a Kamfers dam, Spitskop dam, Ganspan Wetland Reserve etc. Bird
enthusiasts are able to view a wide variety of bird species throughout the year
making this a region an unquenchable birders paradise.
Frances Baard District Municipality
Tel: 053 838 0911
Fax: 053 861 1538
www.visitdiamondfields.co.za

REIT RISKS
Trusted advisor: the real estate
internal auditor of the future
New risks, technologies, policy and governance issues mean that the traditional roles played by
the real estate internal audit function, specifically with respect to real estate investment trusts,
are no longer adequate. BDO Risk Advisory Services Director, Farhana Hassim, discusses how
the internal audit function needs to shift from a more tradition financial assurer into an agile,
trusted advisor with specialists addressing digital, ESG and change management needs.
Some of the prevalent risks in the real estate sector of
late have resulted in real estate investment trusts (REITs)
refocusing their resources to remain sustainable, valueadding
businesses in the longer term.
REITs have started to future-proof their businesses by
navigating their own forward-thinking strategic initiatives. As
this shift continues to occur, the role of the internal auditor must
evolve from the traditional as REITs require more specialised skills
from their internal audit teams such as digital, ESG and change
management. While some changes seem further away than others,
it is still important that a REIT’s internal audit function understands
their role in the shift, remains agile, and continually ensures the
necessary skills to be a trusted advisor.
What has led to this shift in real estate and a need for internal
auditors to change their value proposition? For real estate, it was
the pandemic which prompted organisations to change their
approach to managing risks. This has led to a refocus of internal
audit plans to areas that matter.
The below pointers highlight some of the skills a REIT’s internal
audit function needs to possess to add value to its clients:
The foundations of the investment protocols in the
real estate industry are shifting.
Digital transformation and data skills
The adoption of AI technology is rapidly increasing
across all industries, including retail and real estate. In
addition to pure AI technology adoption, businesses
are focused on automation and streamlining
processes to improve operations.
Internal auditors can play a vital role in the
maturity of an organisation’s digital journey over time.
Internal audit teams must have the necessary skills to
be an effective role-player in this space. This means
that as REITs implement more technology alongside
internal audit functions, their plans must consider
pre-implementation and post-implementation
reviews, review management’s intended process
controls (recommending improvements too), embed
data analytics in the internal audit plan and explore
opportunities to optimise data and data analytics.
As digital transformation strategies are
implemented, the internal audit plan can be
consistently aligned to ensure that the digital
maturity of the internal audit also improves.
Farhana Hassim,
BDO Risk Advisory Services Director
PHOTO: bearfotos on Freepik

REIT RISKS
Change management and people solutions
Change management is becoming a key focus area not
only for REITs, but for businesses in general that are future
focused. Internal audit functions will need to have the
necessary skills on board to work with management in real
time to ensure change management is effectively employed
at all stages of strategy execution. It is important to note
that change management no longer only refers to system
changes, but also the changes which affect human resources
strategies across businesses.
In South Africa particularly, we have seen “people” rise as
an emerging risk on many risk registers. This is largely
driven by the implementation of digital transformation
which affects change management, emigration of skilled
workers to other countries and cost-reduction measures
affecting employment. Forward-thinking internal-audit
functions must be able to provide the necessary skills
within the team when it comes to change management
and people solutions.
Non-financial reporting
Internal audits have traditionally focused on assuring
financial Information. But in recent years, boards and
other stakeholders have placed greater emphasis on
the need for internal controls to supply accurate and
sustainable non-financial information. Thus, in cases
where it’s needed, internal auditors should work with
management and ESG specialists for assistance with nonfinancial
reporting assurance, as well as considerations
around management’s maturity and needs when
it comes to ESG. A forward-thinking internal audit
plan must consider management’s risk, strategy and
implementation plans around ESG. The internal audit
function of the future must have the relevant ESG skilled
resources as part of the overall team.
The modern auditor has to be on top of the latest
trends in technology, especially regarding data.
Combined assurance
Internal auditors play a vital role in any organisation’s
combined assurance model as its third line of
defence. The traditional annual three-year audit plan
has become stagnant. Instead, an agile audit plan
that adjusts to the risk profile of an organisation now
provides the best value to clients. When a REIT’s risk
profile changes due to emerging risks or change in
strategic direction, the internal audit plan should be
updated accordingly.
In addition to being an agile third line of defence,
the internal audit function should review the REIT’s
combined assurance plans at least quarterly to
provide comfort to management and the risk
committee. Internal auditors should also understand
the client's risk profile to ensure that areas which are
not necessarily part of the internal audit universe,
such as valuations and tax, are still covered in the
combined assurance plan.
As forward-thinking strategies such as digital
transformation and ESG become more prevalent, we
should also see a change in the combined assurance
providers and even lines of defence in the future.
Key role-players of the future in the REIT space
could be data scientists, actuaries and HR/change
management specialist consultants and advisors, as
an example. The internal audit function must remain
agile and up to date with these changes and have the
necessary skills to navigate these changes to clients’
combined assurance plans.
In conclusion, the real estate internal auditor of
the present and future needs to constantly adapt
to changing REIT risk profiles if they are to continue
adding value to any business. The real estate internal
audit function of the present and future needs to have
the necessary skills to transcend from a traditional
role into a trusted advisor to management, boards
and stakeholders.
PHOTO: Anete Lusina on Pexels
www.opportunityonline.co.za | 65

INDUSTRIAL MANUFACTURING
Bell Heavy Industries
is launched
In October 2023, Bell Equipment announced the launch of a new
division, Bell Heavy Industries. Famous for its internationally
recognised Articulated Dump Trucks (ADTs) and with manufacturing
facilities in Germany and KwaZulu-Natal, Bell Equipment supplies
machinery in a wide range of sectors and has an ancillary range of
equipment which includes Excavators, Backhoe Loaders, Wheeled
Loaders, Telescopic Handlers, Skid Steer Loaders and Graders.
With almost 70 years of demonstrated expertise
in complex engineering, heavy fabrication and
machining for its own range of material-handling
equipment, Bell Equipment is now offering these
specialist services to all industries in the country through its newly
formed division, Bell Heavy Industries (BHI).
Bell Equipment’s Group Business Development Director,
Stephen Jones, emphasises the current scarcity of companies
providing these vital services locally. “South Africa has seen a huge
reduction in engineering companies and in response, we have
strategically positioned our South African manufacturing facility
to fill this void by providing project engineering and contract
manufacturing through BHI.
“The growth of Bell as a well-established mining, earthmoving
and agriculture equipment manufacturer, both domestically and
in terms of exports around the world, is a testament to the skills
available and the quality of products that we make in Richards
Bay. We’re confident in our ability to expand into other industries
and believe this will benefit not only the manufacturing sector but
the whole country.”
Bell has also received accolades for its demonstrated
performance from organisations such as the South African Capital
Equipment Export Council (SACEEC), the Mining Equipment
Manufacturers of South Africa (MEMSA) and the Department of
Trade, Industry and Competition, which hosts the South African
Premier Business Awards together with Proudly South African and
Brand South Africa.
The 45 000m² undercover manufacturing area in Richards Bay
complies with the ISO9001:2015 Quality Management System
and welds to the internationally recognised ISO 834-2 Appendix
10 standards. It is well equipped with specialist machines
including both horizontal and vertical CNC (computerised
numerical control) machining centres, five-axis boring machines,
laser cutters, high-definition oxyfuel and plasma cutters, bending
66 | www.opportunityonline.co.za

INDUSTRIAL MANUFACTURING
Onsite calibration
facilities, equipment
to perform material
checks, and several
highly specialised
co-ordinate measuring
machines ensure
consistent quality.
Bell Heavy Industries is capable of
oxyfuel cutting up to 75mm material
thickness, plasma cutting up to 32mm,
and laser cutting to 12mm of a variety
of metal sheets.
Bell Equipment has a 45 000m² undercover
manufacturing area in Richards Bay
brakes and advanced welding technology. A blasting plant,
phosphating tanks, sealed spray booth, galvanising bath and an
automated powder-coating installation are available to take care
of surface treatments.
Richards Bay plant
The Bell team in Richards Bay of over 800 machinists, welders
and assemblers is among the best in the country thanks to the
company’s own training centre, which plays a crucial role in
internally developing world-class skills from the surrounding
community. “This is complemented by our highly skilled team
of welding, quality and industrial engineers, along with onsite
calibration facilities, equipment to perform material checks and
a number of highly specialised coordinate measuring machines.
“Together with our strong focus on process development,
BHI can guarantee consistent quality to customers. BHI can
also tap into a wealth of group resources, notably a team
of over 100 South African design engineers, enhancing its
suitability for local manufacturing across diverse industries,”
adds Jones.
Bell Equipment’s manufacturing operation, which is 55%
black-owned and 24% black women-owned, contributes to
B-BBEE scores and creates localisation opportunities for potential
customers. Says Jones, “Over the years we have established a
global supply chain with access to world-class suppliers.
Procurement staff are well skilled in international logistics
and our strategic sourcing department has strong commodity
expertise, which ensures stringent input cost control.
“We have always maintained that manufacturing has
massive transformation potential for the South African
economy and employment, so we are optimistic about this
new division and will be actively engaging with those looking
for the expertise we now offer outside of our traditional market
segment,” he concludes.
www.opportunityonline.co.za | 67

AI IN MINING
Adapting AI-powered
technology for local relevance
is the key to unlocking
its potential in mining
By Shaun Vorster, Partner, and Dinesh Gurlal: Director–Data & Analytics at Forvis Mazars in South Africa.
One of the hot topics during the 2024 Investing in African
Mining Indaba in Cape Town was undoubtedly how to
advance on effective application of AI technology in
the mining sector.
The United Nations Economic Commission estimates that AI
could contribute $1.5-trillion to Africa’s GDP by 2030, and with
mining a core industry for most countries in Sub-Saharan Africa,
the sector stands to gain the most from embracing AI-driven
technological advancement.
The consensus is that the Fourth Industrial Revolution (4IR)
is already here and investing in and adopting AI-powered
technologies is no longer a question of if but rather when and at
what pace.
A digital twin of
Exxaro’s Belfast mine
has been created.
Despite its relevance and potential impact, the reality is that the
majority of existing generative AI and machine learning (ML)
solutions are not always adapted to the realities of the mining
sector in Africa and require significant adjustments in the ways
they work, thus calling for a deeper transformation of operations.
Every part of the mining cycle, from exploration to production
and processing to mine closure, can benefit from implementing
AI tools. According to a recent survey conducted by the Minerals
Council South Africa, over 50% of its members are already piloting
various AI-powered tools while another 25% are looking to do so
in the next five years.
There has been a noticeable uptake in the application of
AI-driven technology especially in the exploration or mine
expansion phases. By using technology and aggregating data
from analogue and digital sources, as well as geophysical imagery,
mining companies can better understand mineral deposits,
improve accuracy and ultimately make better decisions when it
comes to investing in exploration activities.
Such tools are already used at Jwaneng Mine in Botswana,
where the focus is on expanding operations. AI helps Jwaneng
determine precise belts to blast and increase overall productivity.
An efficient digital twin
Another example is Exxaro, which invested R3.3-billion in
digitalisation of its mining operations. Exxaro invested in
developing a digital twin of the Belfast mine in Mpumalanga
province, which made simulating various scenarios easier
and overall mine management more effective. A digital
twin enables an innovative approach to mining and
creates a much safer and more efficient environment.
Additional AI applications include predictive
maintenance, which is expected to become one of the
key focus areas for miners across the world. Ensuring
productivity and eliminating downtime are key
Shaun Vorster, Partner,
Forvis Mazars.
68 | www.opportunityonline.co.za
PHOTO: Exxaro

AI IN MINING
AI is here, are we using it effectively?
priorities for miners and AI-powered technology has already made
significant progress in this field.
Another less explored application of AI technology relates
to community relations which is an extremely important factor,
especially in South Africa. Indeed, mining companies often
struggle to quantify and assess the impact of mining operations
on communities or to predict and prevent potential unrest that
can result in operational downtime.
By focusing on value and people, mining companies can
improve their interaction with communities while also ensuring
the relevance and efficacy of the initiatives they implement.
Real-time stakeholder engagement allows miners to monitor
issues that may arise within communities and help prevent them
by recommending proactive measures.
Furthermore, continuous monitoring of water quality or dust
control helps companies address issues in advance. Once again,
it is the agglomeration of data from various sources and trackers
that can materially reduce the environmental impact that mine
operations have on communities and the environment.
Despite the myriad applications and potential benefits, there
are numerous challenges associated with the implementation of
any new technology, including staff training, change management
and the rate of adoption, which is often impacted by organisational
culture. Naturally, the cost of implementation remains one of the
most important factors precluding companies from introducing
new technologies, especially for smaller operators.
In the case of AI technology, the list of challenges also includes
hiring the right people with the necessary training and skills to
understand the new technology and also ensure that all the
elements are there to make this technology work. For AI-driven
automation and ML to deliver results, companies must invest in
hiring skilled data scientists and analysts.
Companies must also ensure that systems can access large
and accurate data sets to maximise return on investment in AI
technology. Data is the new gold and ensuring its relevance,
consistency and accuracy is paramount to the effective application
of AI technology in the mining sector. Unsurprisingly, businesses
are looking for more effective ways of working with data in terms
of organisation, standardisation and visualisation to improve the
decision-making process.
Finding the best solution for data visualisation offers unparalleled
insights and new perspective capabilities for the entire organisation
and supports decision-making on all levels.
Companies that are investing in effective data analysis see
improvements in operations and, ultimately, a positive impact on
the bottom line.
In a similar way, AI-powered technology has the potential
to transform the mining industry and is already doing so. The
challenge we face is ensuring that the technology used at mines
in Africa is fully adapted to the local context and fulfils the needs
of the sector.
While the potential of AI is endless,
there are concerns surrounding
effective implementation, data
protection and data privacy.
Also, we cannot underestimate
other ethical requirements and
relevant governance and
control processes must be
put in place. At Mazars, we
find ourselves in the centre
of this paradigm shift and will
continue to support our clients
throughout the process.
Dinesh Gurlal, Director:
Data & Analytics, Forvis Mazars
PHOTO: Christopher Gower on Unsplash
www.opportunityonline.co.za | 69

INNOVATIVE PARTNERSHIP
Revolutionising
earthmoving and mining
in Sub-Saharan Africa
K-Tec and Ukwazi have joined forces to offer innovative technology and local market
knowledge for safe contract mining and site-construction solutions.
70 | www.opportunityonline.co.za

INNOVATIVE PARTNERSHIP
In a strategic move set to transform the landscape of earthmoving
and mining operations in Sub-Saharan Africa, K-Tec, a leading
manufacturer of innovative earthmoving scrapers, has
announced a partnership with Ukwazi, a prominent mining
services provider in the region. This collaboration aims to leverage
the strengths of both companies to enhance efficiency, productivity
and sustainability in the mining and construction sectors.
K-Tec's cutting-edge technology
K-Tec, renowned for its advanced earthmoving scrapers, has
consistently pushed the boundaries of innovation to provide
equipment that offers superior performance, durability and
efficiency. The company’s product line includes scrapers designed
for various applications, from large-scale mining operations to
heavy construction projects. K-Tec's scrapers are known for their
high load capacities, fuel efficiency and the ability to handle tough
terrain, making them an ideal choice for the demanding conditions
often found in Sub-Saharan Africa.
The K-Tec pull-pan scrapers are towed behind highhorsepower
tractors or articulated dump trucks for a solution
that offers one operator and one engine running to pick up
material, transport material and spread the material evenly
and efficiently. K-Tec’s scrapers have been successfully moving
material on all seven continents of the world. K-Tec scrapers have
been effective in the mining market with a proven track record of
stripping overburden, mine reclamation, haul road smoothing,
gold, salt, lithium, potash, aggregate, clay, bauxite and gypsum
rock transportation for processing.
www.opportunityonline.co.za | 71

INNOVATIVE PARTNERSHIP
Ukwazi's local expertise
Ukwazi, headquartered in South Africa, has established itself
as a key player in the mining and construction sectors across
Sub-Saharan Africa. With a deep understanding of local
market dynamics, regulatory environments and operational
challenges, Ukwazi brings invaluable insights and expertise to
the partnership. Their extensive distribution network and strong
relationships with mining companies and construction firms
make them an excellent partner for K-Tec as they expand their
footprint in the region.
Ukwazi’s Contracts Manager, Werner Louw, comments on the
new agreement: “Ukwazi has selected K-Tec as its preferred partner,
and their K-Tec scrapers as unique earth-moving equipment,
due to their innovative, cost-effective safe and practical onsite
applications. The innovative application of established equipment
and methods aligns perfectly with our strategy to provide safe
contract mining and site-construction solutions with a significant
competitive advantage, reducing the cost per unit of material
moved by up to 30% to 50%.
“Additionally, the environmental footprint is substantially lower,
with diesel consumption approximately 30% to 40% less than
conventional methods. Moreover, the reduced reliance on scarce
water resources provides a significant advantage over wet mining
systems. We look forward to implementing these methods to make
a real difference to our clients in Sub-Saharan Africa.”
For the K-Tec Direct Mount and ADT scraper products, Ukwazi
will obtain sales exclusivity in the region.
K.A. Group’s International Business Development Manager, Allan
Friesen, explains: “We have been searching for a knowledgeable
and reputable distributor in the African region for quite some time
and are confident that we have found the right partner in Ukwazi.
Their representation, promotion, distribution and servicing of our
K-Tec brand of equipment to heavy construction contractors and
mining operators in their region allows for a massive advantage
in productivity.”
Synergies and strategic goals
The partnership between K-Tec and Ukwazi is founded on
the complementary strengths of both organisations. K-Tec’s
technological prowess and product innovation will be synergised
with Ukwazi’s market knowledge and distribution capabilities.
• Tailored solutions for regional challenges: Sub-Saharan
Africa presents unique challenges, from harsh environmental
conditions to logistical complexities. The combined expertise
of K-Tec and Ukwazi will enable the development of customised
solutions that address these specific challenges, ensuring that
equipment performs optimally under varying conditions.
• Sustainable practices: Both K-Tec and Ukwazi are committed to
promoting sustainable practices within the industry. The use of
K-Tec’s fuel-efficient and environmentally friendly equipment
will contribute to reducing the carbon footprint of mining and
construction projects, aligning with global sustainability goals.
Impact on the industry
The partnership between K-Tec and Ukwazi is poised to have
a significant impact on the earthmoving and mining sectors
in Sub-Saharan Africa. Companies in the region will benefit
from access to state-of-the-art equipment and fit-for-purpose
applications that enhance operational efficiency, reduce costs
and promote sustainable practices. Additionally, the collaboration
will likely stimulate economic growth by supporting large-scale
infrastructure projects and mining operations which are critical
to the development of the region.
Future prospects
Looking ahead, K-Tec and Ukwazi plan to explore further
opportunities for collaboration, including the introduction of new
technologies, partnership on major projects and initiatives aimed
at workforce development and training. By fostering innovation
and sharing knowledge, both companies aim to drive progress
and set new standards in the industry.
In conclusion, the alliance between K-Tec and Ukwazi marks
a pivotal moment for the earthmoving and mining sectors in
Sub-Saharan Africa. With a shared vision of excellence and a
commitment to addressing the region’s unique challenges, this
partnership is set to pave the way for a more efficient, productive
and sustainable future.
This collaboration aims to achieve several strategic goals:
• Enhanced product availability: By leveraging Ukwazi’s
extensive distribution network, K-Tec’s advanced scrapers
will become more accessible to mining and construction
companies throughout the region. This increased availability
is expected to drive significant improvements in project
timelines and cost efficiencies.
• Local support and service: Ukwazi’s established presence in the
region ensures that customers will receive prompt and reliable
support, maintenance and service for K-Tec equipment. This
local support is crucial for minimising downtime and maximising
the lifespan and performance of the machinery.
72 | www.opportunityonline.co.za

INNOVATIVE PARTNERSHIP
About K-Tec
K-Tec is a manufacturer of pull-pan ejector earthmoving scrapers and
accessories for the construction and mining industries. K-Tec’s high-capacity,
minimal maintenance, lightweight and durable scrapers have proven to
work in topsoil, clay, sand, gypsum rock, salt and coal applications. K-Tec’s
scrapers efficiently complete three functions of earthmoving by picking
up material in the cut zone, transporting the load down a haul road and
smoothly ejecting the material in the desired fill area on a job site. K-Tec
scraper capacity ranges from approximately 20m³ to 48m³, pulled by
tractors or articulated dump trucks (ADTs), resulting in the largest scrapers
in the marketplace, allowing for greater production requiring fewer cycles
per day to shrink the earthmoving carbon footprint compared to traditional
methods of earthmoving. K-Tec scrapers have two daily grease points, to
spend time more productively. K-Tec has an industry leading three-year
structural warranty and ISO 9001:2015 certification to stand behind the
quality and workmanship of scrapers.
For more information, visit: www.ktec.com
For further information, please contact:
Shane Kroeker, Director of Strategic Initiatives
Email: Shane.Kroeker@kagroup.com
Telephone: +1 204 746 6435 ext. 258
About Ukwazi
Ukwazi is a niche mining services provider
at its core. It provides integrated multidisciplinary
studies, public reports, due
diligence, project valuation, surface
engineering and sustainable mining
solutions to clients in Sub-Saharan Africa
and the Middle East. The contract-mining
division focuses on niched applications in
the contract-mining value chain.
For more information visit: www.ukwazi.com
For further information,
please contact:
Werner Louw
Email: werner@ukwazi.com
Telephone: +27 11 665 2154
Maria Moganedi
Email: maria@tsebokgadi.com
Telephone: +27 11 665 2154
www.opportunityonline.co.za | 73

INTERVIEW
Harnessing mining’s
potential to drive economic
growth and combat poverty
Combining operational and administrative excellence to ensure compliance to
the highest standards are what sets Mzansi Exploration, Drilling & Mining apart,
according to the Group CEO of Mzansi Holdings, Samkelo Mlambo.
How did the company come to be established?
The journey to establishing Mzansi Holdings began with a
deep commitment to supporting the people of South Africa
amid challenging economic circumstances. With the country
facing some of the highest unemployment rates globally, I
recognised the urgent need to contribute to economic growth
and poverty alleviation.
Having witnessed first-hand the transformative impact of the
mining sector in creating sustainable jobs and driving economic
prosperity globally, I was driven by a passion to harness South
Africa's rich mining potential. This passion initially led to the
establishment of Mzansi in Action Trading, which later evolved
into Mzansi Holdings. This evolution paved the way for the
establishment of Mzansi Exploration, Drilling & Mining, a pivotal
step towards harnessing the economic potential of the mining
industry in South Africa.
My previous experience in strategic business management
and my unwavering commitment to community upliftment were
key drivers in forming a company that not only aims for business
success but also prioritises social responsibility.
Through Mzansi Holdings and its subsidiaries, including Mzansi
Exploration, Drilling & Mining, I aim to contribute to economic
sustainability, create employment opportunities and foster
community development. By leveraging strategic partnerships
and innovative approaches, we strive to make a lasting positive
impact on South Africa's mining sector and beyond.
What have been the most difficult challenges?
One of the most significant challenges has been earning trust in
a well-established industry where competitors have longstanding
relationships. Breaking into this sector required us to build
new relationships and gain credibility. Our strategy focused on
demonstrating reliability through meticulous project execution,
adherence to industry standards and transparent business practices.
How did diamond drilling become a speciality for Mzansi?
Diamond drilling became a speciality due to a keen observation of
market gaps and a commitment to high standards of compliance. I
identified a significant gap in the market for fully compliant drilling
companies capable of meeting rigorous industry standards. The
journey began with a small borehole-drilling company in KwaZulu-
Natal, where I noticed that larger competitors were often sidelined
from major contracts and tenders due to compliance issues. This
pattern was not unique to borehole drilling.
While many companies could deliver quality service in the field,
few could support their operations on an administrative level to
meet stringent regulatory requirements. I envisioned Mzansi
Exploration, Drilling & Mining as a pioneer in providing not only
exceptional field operations but also unparalleled administrative
excellence. Our commitment to sourcing international expertise
and adhering to the highest standards ensures that we stand apart
in the South African drilling sector.
Our dedication to compliance and operational excellence is
ingrained in every project we undertake. As we continue to grow
and expand our capabilities, we remain steadfast in our mission to
set new benchmarks for excellence in diamond drilling and mining
operations across South Africa.
Do you specialise in any types of drilling methods?
Mzansi Exploration, Drilling & Mining is a specialised turnkey
drilling and sampling service provider, offering a diverse array
of drilling techniques tailored to various geological formations
and project requirements. Our comprehensive drilling services
encompass both surface and underground operations, supported
by extensive experience across different geological environments.
Our approach begins with a meticulous evaluation of each
project’s unique challenges, geological conditions and site
specifics. This assessment allows us to determine the optimal
drilling technique, taking into consideration factors such as
borehole depth, diameter, sampling requirements and soil or
rock type. By aligning these considerations, we ensure precise
and reliable results.
Mzansi Exploration, Drilling & Mining offers a comprehensive
range of drilling services, including diamond-core drilling,
percussion drilling, reverse-circulation drilling, sonic drilling, drill
and blast drilling and domestic and industrial borehole drilling.
Our commitment to excellence, coupled with our technical
expertise and dedication to client satisfaction, ensures that we
74 | www.opportunityonline.co.za

INTERVIEW
consistently deliver superior drilling services tailored to meet the
unique requirements of each project.
Do you have expansion plans?
Mzansi Exploration, Drilling & Mining, with offices in KwaZulu-
Natal, Gauteng and Mpumalanga, recently acquired a majority
share in a prominent African exploration company, Geosearch.
This strategic move significantly expands our operational footprint
across South Africa and various regions of the African continent.
Please give an example of a challenging
project successfully carried out.
One of our notable achievements was in completing South Africa's
first CCUS (Carbon Capture, Utilisation and Storage) pilot project.
Located near Leandra in Mpumalanga, this pioneering initiative
aimed to capture and store CO2 underground, representing a
significant advancement in environmental sustainability.
The project involved drilling a 1 800-metre hole under
challenging conditions, including vertical fractures in the core that
caused substantial water loss, technical complexities and adverse
weather conditions. We exceeded expectations by completing the
project ahead of the timeline.
Despite frequent equipment repairs and logistical delays, our
teams maintained a flawless safety record, demonstrating our
dedication to both project success and environmental stewardship.
This project not only showcased our technical capabilities but
underscored our commitment to innovation and sustainability. It
stands as a testament to our ability to overcome obstacles, deliver
results and set new standards of excellence.
Please tell us about Mzansi’s relationship
with Wits University.
Mzansi Holdings has established a collaborative and ongoing
relationship with Wits University, Africa’s leading academic and
research institution specialising in geophysical exploration
for deep mineral resources. This partnership aims to formalise
engagements and create long-term opportunities for developing
innovative geophysical and geotechnical technologies in the
mining industry, both in South Africa and globally.
This strategic partnership enhances our credibility and reinforces
our position as a leader in integrating academic research with
practical industry applications, ultimately contributing to
sustainable development and growth in the mining sector.
Is there scope in South Africa for more exploration?
There remains significant untapped potential for exploration
in South Africa’s mining sector, despite current challenges. The
Minerals Council’s proactive engagement initiatives with junior,
emerging and exploration members underscore a vibrant industry
environment. Efforts to facilitate easier access to the Johannesburg
Stock Exchange (JSE) through programmes like the Junior Mining
Accelerator Programme highlight a commitment to bolstering
market participation while ensuring robust investor protection
measures. The Exploration Strategy outlined by the Department
of Mineral Resources and Energy (DMRE) aims to revitalise South
Africa’s global appeal in mineral exploration. Published as the
Exploration Implementation Plan, it serves as a strategic roadmap
to enhance the country’s market share in the global minerals sector.
Despite a decline in South Africa’s share of global exploration
activity from 5% in 2003 to below 1% currently, the strategic
positioning of mineral-rich countries becomes increasingly pivotal,
especially in the context of growing global demand for rare earth
minerals and future-oriented minerals.
What do you take most pride in when looking back?
I take immense pride in our unwavering commitment to health
and safety. Across all entities within the Mzansi Group, prioritising
health and safety is a fundamental cornerstone of
our operations. In an industry where health,
safety and environmental protection are
often relegated to secondary considerations,
we elevate these aspects as the pillars of our
commitment. As we continue to evolve
and expand, our dedication to maintaining
the highest standards of health and safety
remains steadfast, ensuring sustainable
operations and fostering a culture
of excellence.
Biography
Samkelo Mlambo is the Group CEO of Mzansi Holdings, a visionary businessman and
a dedicated philanthropist with extensive expertise in the mining sector. Under his
dynamic leadership, Mzansi Holdings manages seven subsidiary companies across
Africa, spanning industries such as exploration drilling and mining, water infrastructure,
petroleum, lubricants and manufacturing. He is the founder of the Action Development
Agency, which has helped thousands of South Africans through its community
development initiatives.
Samkelo Mlambo, Group CEO of Mzansi Holdings.

PROFILE
Mzansi Exploration,
Drilling & Mining
Unearthing South Africa’s reserves together.
Mzansi Exploration Drilling, trading as Mzansi
Exploration, Drilling & Mining, was established in
2008 by Samkelo Thankslord Mlambo. The company
is 100% black owned with over 15 years’ experience
in the exploration, drilling and mining industry.
Mzansi Exploration, Drilling & Mining employs qualified and
award-winning civil engineers, experienced specialist drillers,
geohydrologists, mining engineers, safety officers, quantity
surveyors and geologists and owns and operates a fleet of rigs
and equipment to carry out exploration and percussion projects.
All rigs are supported by a fleet of vehicles and a dedicated
workshop, store and support staff to ensure timeous and safe
completion of projects. The mining and mineral beneficiation
industries have the potential to address the government’s key
objectives of inclusive growth, job creation, economic growth,
transformation and infrastructure development. As a transformed
company, we offer specialised drilling services that are essential
to unearthing and beneficiating South Africa’s mineral deposits.
Mzansi Exploration, Drilling & Mining has a memorandum of
understanding and working partnership with the University of the
Witwatersrand (Geoscience Department) which brings together
the expertise of the mining company and the academic knowledge
of the university to create new opportunities for research and
development, providing a platform for innovation and growth.
Another partnership is with the Geosearch Group. Innovation is
at the core of our existence.
Services
We provide turnkey solutions for
explorational drilling, production drillling
and mining. Our services:
• diamond drilling and ultra-deep holes
• specialised horizontal drilling
• drilling, blasting and core drilling
• percussion drilling and symmetric
drilling
• monitoring and large diametric drilling
• reverse-circulation drilling
• water-borehole drilling.
Integrity
What we do relies heavily on data, analysis and reports. It is imperative that we communicate with our clients with transparency.
Collaboration
We can only achieve brilliance through working together with all our stakeholders.
Health and safety
Safety is not just on a checklist for us, it is factored in everything that we do. We operate in industries where something can fatally go wrong at any moment, therefore it
is important that we keep all parties safe at all points, through our continuous investments in our SHEQ department.
Vision and mission
Our vision at Mzansi Exploration, Drilling & Mining is to be a leader in providing turnkey solutions and sustainable mining practices, driving innovation and growth in the
industry while preserving the environment and improving communities. We aim to deliver exceptional value to our stakeholders through responsible resource exploration,
extraction and management. We strive to build long-lasting relationships with our partners and customers by providing high-quality products and services that meet their
needs. Together, we will shape the future of mining for a better tomorrow.
Contact details
Tel: +27 (0) 10 0010 033 | Cel: +27 (0) 82 739 3297
Email: admin@mzansiexploration.co.za
Website: www.mzansiexploration.co.za
Gauteng | 181 Lever Rd, Noordwyk, Midrand 1684
KwaZulu-Natal | 42 Bulman Road, Mkondeni, Pietermaritzburg 3201
Mpumalanga | 1854 Julindaba Street,
Ackerville Location, Emalahleni 1039
76 | www.opportunityonline.co.za
PHOTO: Retina Creative from Pixabay

Six month expectations Current
SACCI Business Confidence Index – May 2024
Economic data
The SACCI Business Confidence Index (BCI)
2020 = 100
Month 2017 2018 2019 2020 2021 2022 2023 2024
January 112.9 115.3 109.9 106.6 109.2 108.8 112.9 112.3
February 110.4 114.3 108.0 107.2 109.0 112.0 111.9 114.7
March 108.4 112.8 106.1 103.9 108.7 110.5 111.3 114.7
April 109.7 111.0 108.3 89.9 109.5 108.3 107.1 108.9
May 107.7 108.7 107.5 81.0 112.1 103.2 106.9 107.8
The South African Chamber of Commerce and Industry (SACCI) June regularly 109.7 108.3 publishes 107.9 economic 94.1 111.2 data 108.5 108.8
July 110.2 109.5 106.4 95.7 107.7 110.3 107.3
relating to business confidence and trade, the SACCI Business
August
Confidence
103.6 104.6
Index
103.0
and the
99.2
Trade
106.2
Conditions
105.6 108.6
September 107.5 107.9 106.8 99.1 105.2 110.9 108.2
October 107.4 110.8 106.0 106.4 109.7 109.4 108.6
Survey. As of 2023, SACCI has been collaborating with the November Bureau of 109.9 Market 111.1 Research 107.2 108.0 (BMR) 107.3 in producing
110.9 111.5
December 111.4 110.1 107.6 109.0 106.4 117.3 112.1
the Small Business Growth Index. For more statistics, see www.sacci.org.za and www.bmr.co.za
Average 109.1 110.4 107.1 100.0 108.5 109.6 109.6
BUSINESS CONFIDENCE INDEX
SACCI Business Confidence Index
% Positive
Political stability will drive business and investor sentiment
The national and provincial elections near the end of May 2024 had a
notable effect on business confidence during April and May. The SACCI
Business Confidence Index (BCI) dipped by 5.8 points in April 2024 to
108.9, and further to 107.8 in May 2024, a decline of 6.9 points over the two
months. The formation of the new government will largely determine the
future course of business confidence. In the short term, three sub-indices
negatively impacted the climate in May 2024. The decrease in overseas
tourists and the decline in merchandise import volumes weighed on the
BCI, but positive impacts came from merchandise export volumes and
new vehicle sales. Over the year to May 2024, the SACCI BCI increased by
0.9 points. Inward tourism and the improved rand exchange rate had the
largest positive year-on-year impact. Positive effects also came from the
SACCI Trade Conditions Survey June 2024
higher global price of precious metals and lower inflation. SACCI notes
South African Chamber of Commerce and Industry
with concern that real economic growth slipped to below 1% at 0.5%
Trade Conditions Survey
year-on-year in the 1st quarter of 2024, after measuring 1.4% year-on-year
June 2024
in the 4th quarter of 2023. Political stability and policy certainty will be
Trade Conditions Survey
New Orders
fundamental assurances that
100drive business and investor sentiment. The
80
90
Current
70
80
political deviousness Six month expectations of parties during the election process should give
70
60
60
way to pragmatism and reality 50 that serve future economic improvement,
50
40
40
30
performance, prosperity and inclusiveness.
30
20
Jan-15
Jun-15
Nov-15
Apr-16
Sep-16
Feb-17
Jul-17
Dec-17
May-18
Oct-18
Mar-19
Aug-19
Jan-20
Jun-20
Nov-20
Apr-21
Sep-21
Feb-22
Jul-22
Dec-22
May-23
Oct-23
Mar-24
Current Trade Conditions Index (TAI)*
% Positive respondents
Activity Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24
Sales volumes 26 34 43 44 50 50
New orders 18 25 36 44 39 50
Backlog on orders received 32 16 23 34 32 27
Supplier deliveries 29 31 36 50 46 47
Inventory level 47 25 32 41 46 43
Selling prices 53 38 48 50 54 53
Input prices 66 56 64 69 75 77
Employment 34 38 39 47 32 43
TAI 28 31 38 45 42 47
TAI seasonally adjusted 27 31 36 43 42 48
Note: The indices are diffusion indices and vary between 0 and 100. At 50 an index reflects
a 'no change' situation and above or below 50 implies a positive or a negative reading
depending on the trade component.
* The TAI is the composite index of sales volumes, new orders, supplier deliveries,
inventory levels and employment.
Expected Trade Conditions Index (TEI)*
Activity Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24
Sales volumes 42 50 55 59 61 63
New orders 47 44 52 56 61 63
Backlog on orders received 29 28 34 25 18 20
Supplier deliveries 42 44 55 53 43 50
Inventory level 45 34 50 50 50 43
Selling prices 58 56 64 72 64 67
Input prices 76 72 77 81 86 87
Employment 32 34 45 41 39 40
TEI 42 43 52 53 53 55
TEI seasonally adjusted 39 44 52 51 53 53
* The TEI is the composite index of expectations on sales volumes, new orders, supplier
deliveries, inventory levels and employment.
The expectations are for six months ahead
20
10
0
Jan-15
Jun-15
Nov-15
Apr-16
Sep-16
Feb-17
Jul-17
Dec-17
May-18
Oct-18
Mar-19
Aug-19
Jan-20
Jun-20
Nov-20
Apr-21
Sep-21
Feb-22
Jul-22
Dec-22
May-23
Oct-23
Mar-24
Index
160
150
140
130
120
110
100
90
80
70
60
40
Jan-10
Jul-10
Jan-11
Downward phase of the business cycle
BCI 2020 = 100
Jul-11
Jan-12
Jul-12
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Average -30 109.1 110.4 107.1 100.0 108.5 109.6 109.6
Jan-16
Jul-16
2
Jan-17
Jul-17
Jan-18
Jul-18
Jan-19
Jul-19
Jan-20
Jul-20
Jan-21
Jul-21
The SACCI Business Confidence Index (BCI)
The SACCI Business SACCI BCI Confidence year-on-year 2020 = 100 Index movement (BCI) 2020=100
Month 2017 2018 2019 2020 2021 2022 2023 2024
30
January 112.9 115.3 109.9 106.6 109.2 108.8 112.9 112.3
February 20 110.4 114.3 108.0 107.2 109.0 112.0 111.9 114.7
March 108.4 112.8 106.1 103.9 108.7 110.5 111.3 114.7
April 109.7 111.0 108.3 89.9 109.5 108.3 107.1 108.9
10
May 107.7 108.7 107.5 81.0 112.1 103.2 106.9 107.8
June 109.7 108.3 107.9 94.1 111.2 108.5 108.8
July 0 110.2 109.5 106.4 95.7 107.7 110.3 107.3
August 103.6 104.6 103.0 99.2 106.2 105.6 108.6
September -10 107.5 107.9 106.8 99.1 105.2 110.9 108.2
October 107.4 110.8 106.0 106.4 109.7 109.4 108.6
November 109.9 111.1 107.2 108.0 107.3 110.9 111.5
-20
December 111.4 110.1 107.6 109.0 106.4 117.3 112.1
Index points
Jan-10
Jul-10
Jan-11
Jul-11
Jan-12
Jul-12
SACCI Business Confidence Index – May 2024
Jan-13
160
SACCI TRADE CONDITIONS SURVEY
150
140
Improved trade conditions expected
130
120
The outcome of the recent national 110 and provincial elections called for more
100
representative governance. The broader
90
agreement by a Government of National
Downward phase of the business cycle
80
BCI 2020 = 100
Unity to address economic challenges collaboratively has filtered through to
70
60
the trade environment. The May and June 2024 SACCI Trade Conditions Survey
Index
Jan-10
Jul-10
Jan-11
Jul-13
Jul-11
Jan-12
Jan-14
Jul-12
Jul-14
Jan-13
Jan-15
Jul-13
Jul-15
Jan-14
Jul-14
Jan-16
Jan-15
Jul-16
Jul-15
Jan-17
Jan-16
Jul-16
Jul-17
Jan-17
Jan-18
Jul-17
Jul-18
Jan-18
Jan-19
Jul-18
Jan-19
Jul-19
Jul-19
Jan-20
SACCI Business Confidence Index
therefore reflected a more positive tendency. Trade conditions recovered gradually
as the Trade Activity Index (TAI) reached its best level in June. Although still in
40
negative territory with 47% of respondents positive, the six-month expectations
30
were for trade conditions to improve. Sales and new orders remained at improved
20
levels and supplier deliveries were unchanged, with lower inventory levels
10
suggesting increased sales volumes. The expected increase in sales volumes,
0
Index points
-20
expect that sales prices and input costs -30 will rise over the next six months. This may
Jan-10
Jul-10
Jan-11
Jul-11
Jan-12
Jul-12
SACCI BCI year-on-year movement
new orders and supplier deliveries indicates optimism. Continuing high input
-10
costs were still prevalent, although sales prices were relatively stable. Respondents
uphold inflationary pressures and cause the SA Reserve Bank to delay its decision
on an easier monetary stance and lower interest rates. More
2
stable energy supply,
increased electricity generation and lower fuel prices contributed positively to
trade conditions.
Jan-13
Jul-13
Jan-14
Jul-14
Jan-15
Jul-15
Jan-16
Jul-16
Jan-17
Jul-17
Jan-18
Jul-18
Jan-19
Jul-19
Jan-20
Jan-20
Jul-20
Jul-20
Jul-20
Jan-21
Jan-21
Jan-21
Jul-21
Jul-21
Jul-21
Jan-22
Jan-22
Jan-22
Jan-22
Jul-22
Jul-22
Jul-22
Jul-22
Jan-23
Jan-23
Jul-23
Jul-23
Jan-23
Jan-23
Jan-24
Jan-24
Jul-23
Jul-23
Jan-24
Jan-24
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