African Business Pursuit

August 2021 www.business-pursuit.net

Thriving farms, thriving future Yara is wielding its impressive influence as the world’s leading fertiliser company to offer Africa opportunities for economic growth and stability in a postpandemic world and the results might just restore your faith in humanity.

Page 8

Connecting South Africa to the Digital Age Page 14

Seeing the wood and the trees Page 20

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editors

African Business Pursuit Published and Distributed by Business Industry Publishing Ltd

For any enquires contact info@business-pursuit.net.

Production Victoria Penn Editor Victoria@business-pursuit.net Charles Brown Business Development Manager charles@business-pursuit.net James Smith Operations Manager james@business-pursuit.net Harry Lewis Accounts Manager harry@business-pursuit.net Simon Poulton Project Manager Simon@business-pursuit.net

Design Felix Baldwin Design Assistant felix@business-pursuit.net Harvey Tarlton Graphic Design ht@harveytarlton.co.uk

www.business-pursuit.net If you would like more information about ways in which Business Industry Publishing can promote your business please call +44 (0)20 32878 795 or email | charles@business-pursuit.net. Business Industry Publishing does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/ or in advertisements included in this magazine do not necessarily represent those of the publisher. Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher. © Business Industry Publishing Ltd 2021

Business Industry Publishing

August 2021 In this month edition, we delve deeper into the operations of some of the continents industry powerhouses, we find out how YARA are thriving in the midst of the Pandemic, How SENTECH SOC are connecting South Africa to the digital age and how the ATS group are “Bridging the gap”. Other exciting features in this edition include CMC Networks, Montigny Group and Malawi Roads Authority. One of our focuses this month is Business Opportunities and why you should not jump at every single one that may come your way. You and your team may be considering a variety of new business ideas and market opportunities, but not all of them are worth pursuing. It is important to narrow down your options and make sure you focus on the ones that have the highest potential for success. Chasing too many growth initiatives can be dangerous for your business. Victoria Penn African Business Pursuit – Editor

contents

Editor’s Note

News

YARA

Malawi Roads Authority

Masters of Maritime 08

Sentech SOC

Connecting South Africa to the digital age 14

Devmark Property Group Developing the future 38

The long and winding road 26

Montigny Group

Seeing the wood and the trees 20

ATS Group

Bridging the gap 44

CMC Networks

Tomorrow’s solutions today 32

Chas Everitt

Bricks, mortar and family 50

news

AASYS has the technology and products to mitigate the impact of the looting and riots

Getting businesses back on their feet

State owned insurance company, Sasria, to expedite claims for businesses destroyed in unrest The recent wave of unrest that has blazed in KwaZulu-Natal and Gauteng has left a trail of destruction that will impact our economy for years to come. eThekwini Mayor, Mxolisi Kaunda, says that more than 40 000 businesses in the region have been affected and estimates that the damage to property and equipment will exceed R15 billion. With most companies already in the process of rebuilding, Craig Mendelson, the Short-term Insurance Manager for Consolidated Group says there is some good news for business owners. The South African Special Risks Insurance Association (Sasria) has been proactive in its dealings with insurance companies to ensure that claims will be expedited. “The state-owned entity, Sasria, is the only insurer in South Africa that provides cover for loss or damage to insured property as a direct result of social unrest, including rioting, strike action and public disorder,” Craig explains. “Businesses that have Sasria cover and have claims up to R50 000 should be paid out quickly as the Association has given certain insurance companies a mandate to settle these smaller claims directly. All larger claims will however have to go through the usual Sasria approval process; but the Association has promised that even these will be expedited.” Craig expects that businesses with smaller claims will be paid out within a few weeks whereas larger claims may take up to two months or longer, depending on the complexity of the claim. Sasria does not deal directly with the public but its cover is included as an option in most commercial and consumer insurance policies. If this is selected, the insurance company is responsible for administering the cover. “Insurance companies offer insurance for unforeseen incidents including accidental damages, theft (not arising from riots) and weather-related damages. In practice, business owners take up this

normal insurance, but supplement it with cover from Sasria,” says Craig. “It’s a simple box ticking exercise when business owners select their cover and while many companies choose to include it, there are exceptions and unfortunately, there is no recourse now for these businesses as their regular insurance won’t pay out for damages caused by social unrest.” Sasria cover comprises a number of categories including material damage to domestic and commercial property, goods in transit, motor and business interruption. Craig says this latter cover could be a saving grace for many businesses but cautions them to check their limitations. “Saria Business Interruption insurance covers consequential or indirect financial losses suffered as a result of looting, property damages such as fire or vandalism during riots, strikes and public disorder amongst others. Usually, a time period is specified for this cover which varies from three to 24 months,” says Craig. Knowing the period over which the business interruption cover will pay out may help companies with their expenses in the short-term while they are unable to trade but it could leave them exposed in the long-run, depending on how long they need to rebuild and become fully operational. Sasria limitations also apply to the value of the business insured. If a business owner is insured by Sasria to the tune of R100 million and incurred damages or losses worth R500 million, Sasria will only pay out the insured amount. The owner will have to pay out of pocket to fix the uninsured damages. To understand all these exclusions and limitations, Craig advises any business owner who is submitting a claim due to the recent riots to work directly with their broker. “Your broker will help you to fast-track your claim and will handle the administration with Sasria for you. The most important part of this is to ensure that all the correct documentation is submitted from the start and if you get this right, it will assist in your claim been resolved speedily.

Tragically, South Africa is in the midst of violent protests and looting. A number of provinces are being affected, and many businesses and properties have been damaged. AASYS (Advanced Automated Systems) believe they have the products and technology to prevent and contain any further damage. AASYS is the sole distributor of LIOS products in South Africa. Using LIOS’s world-leading technology, fibre optic cables are deployed as a sensing and condition-monitoring solution fit for a wide variety of different applications – including the monitoring of the perimeter of businesses and buildings. “The acoustics technology allows you to distinguish specific sounds – whether it’s a truck or car, a group of people or an individual, someone cutting the fence or digging under it – and provides an early warning so you can react in time to prevent an incident,” explains AASYS CEO, Yoni Margalit. “In addition, this technology enables the monitoring of temperature near the fibre optic cable – ensuring the early detection of fires.” AASYS is also the sole distributor of Dafo. The Dafo Wet Chemical Handheld units are extremely effective at putting out tyre fires. “As reported in the news, many trucks have been set on fire during the rioting, and we believe this product will be useful in preventing further damage.” Then there’s AASYS’s FOG microcapsule technology. The microcapsules contain a firesuppressant chemical which is added to a paint, and automatically burst on reaching a certain temperature, thereby extinguishing an approaching fire at a very early stage. “The paint can be applied to any surface to make it fire suppressant,” says Margalit. “It’s especially useful in this situation to protect armoured vehicles, petroleum tanks, delivery trucks and shop walls.” AASYS takes pride in offering the most advanced condition monitoring and fire prevention and suppression systems in the world. “This technology enables clients to save lives and protect assets, while ensuring businesses and industries stay up and running at all times,” says Margalit. “The damage is already severe, but we’d like to put our cutting-edge solutions to work to help prevent and minimise any further disruptions to our economy, and to the businesses which drive it.”

news

67 000 litre target smashed – 283 588 people fed Over 280 participants in nine provinces and countless cities have proven the power of collective action, successfully smashing the target of #67000litres of soup set by food rescue organisation Chefs with Compassion. Despite significant setbacks due to the unrest in KZN and Gauteng, and spiralling Covid cases, the humanity and compassion of South Africans made it possible for a total of 70 897 litres to be cooked, resulting in 283 588 people receiving a cup of soup on Mandela Day. The #67000litres for Mandela Day initiative was launched by Chefs with Compassion, a volunteerbased food rescue organisation, in 2020 when chefs in professional kitchens stepped up to cook soup in honour of Madiba. This year, the challenge was opened up to corporates and home cooks to cook safely in their own kitchens and donate their lovingly cooked soup to a beneficiary in their immediate area.

Teamwork in Gauteng Stories of incredible dedication and belief in making a difference were the hallmarks of this year’s #67000litres campaign. One such story emerged from Joburg when a donation of six pallets of lettuce from Fresh Mark was turned into thousands of litres of delicious soup by two neighbouring hotels at OR Tambo International Airport – Protea Hotel by Marriott®? O.R. Tambo Airport and the Radisson Blu OR Tambo Airport. The Radisson Blu’s entire team – from housekeepers to the General Manager – worked round the clock for six days, upping their intended quota of 1 000 litres to an eventual 14 000 litres of soup, resulting in in 56 000 people in the south and east of Joburg receiving a meal. Simultaneously, the Protea Hotel by Marriott®? O.R. Tambo Airport exceeded their target of 200 litres by 3,080%, cooking a total of 6 160 litres. Nationally, the Marriott International group participated through 11 of their hotels around the country, bringing in a total of 8,172 litres to the #67000litres Challenge.

Home cooks Hundreds of home cooks contributed smaller amounts to the total and here too there were heartwarming stories of great compassion and effort. Well-known foodies Hilary Biller and Jenny Kay, who registered to cook 5 litres ended up taking 50 litres to the Bramfischerville community – 1000% more than their commitment. A partnership of two chef friends, Chef Trey of Brisket & Biscuits and Food Network celebrity chef Katlego Mlambo, cooking at the HTA School of Culinary Art in Randburg, took

their intended contribution of 20 litres to 200 litres, which was donated to MES for their work in the inner city of Joburg.

Overberg foraging In the Western Cape, a collaboration spearheaded by Chef Greg Henderson of The Wild Food Revolution and Culinary Concepts with two local breweries and the local community in Hermanus, Kleinmond and surrounding areas resulted in just under 4 000 litres of soup being cooked almost entirely from foraged ingredients. The soup, along with 800 loaves of bread donated by Blue Ribbon, was donated to communities in Stanford, Hawston, Zwehile, Caledon, Mount Pleasant, Kleinmond, Botrivier. Says Chef Greg, “The rains filled the dams and we lost 1500kg of waterblommetjies with the dam wall bursting, but we made a plan and had 200kg of waterblommetjies and 50kg of amaranth added to our soup, hand harvest salt, wild fennels seeds from last season harvests, plus additional spices from Le Merchant and 800kg of potatoes from Food 4 Love, which enabled us to increase our volume. Over and above the soup cooked, we delivered one ton of produce to a community kitchen in Strand that serves 2 500 children five days a week plus 12 tons of produce was sent to KZN. It was a busy, emotional and humbling week.”

Partnerships “We are humbled and in awe of the impact that achieving the target of 67 000 litres of cook has had, and of the collective action that made this possible. Thank you to every participant for every drop of soup, to our premier partner, Compass Insure, our technology partner SYSPRO, our many, many sponsors, partners, volunteers, kitchens and beneficiaries,” says Chef Coo Pillay, Chefs with Compassion’s national project manager. One of the most remarkable stories this year was the collaboration with the SA Poultry Association, who donated over eight tons of chicken meat and almost 10 000 eggs donated through farmers. “There is so much hardship in this troubled time, so as an industry we wanted to reach out in brotherhood this Mandela Day to help those who are facing hunger. For one day at least, there will be a warm and nutritious, protein-rich meal for each of the people reached by this initiative,” says Izaak Breitenbach, GM of Sapa’s broiler organisation. Three of the biggest producers, Astral Foods, RCL Foods and Country Bird Holdings challenged one another to donate chicken meat worth R67 000, or around 2.6 tons, each. Quantum Foods joined in with 67 x 10 dozen Nulaid eggs, and

East London producer Beckley Brothers and the Pietermaritzburg-based KwaZulu-Natal Poultry Institute each pitched in with 67 dozen eggs. Gauteng egg farmer Aldabri Agricultural pledged 67 litres of liquid eggs and 67 trays each of large and extralarge eggs. A further ton of meat was donated by Bush-Valley Chicken Farm in Tzaneen, ensuring that feeding programmes in several outlying districts can also benefit from the initiative. In Johannesburg, the Joburg Market donated 7 tonnes of potatoes, cabbage, green beans, turnip, celery, purchased through their CSI fund and distributed to Chefs with Compassion’s existing kitchens to enable them to cook massive volumes of soup for Mandela Day

Beneficiaries Beneficiaries of this year’s #67000litres included NGOs that work tirelessly to ensure that people don’t go hungry, such as MES, churches, orphanages, and soup kitchens. On the less formal front, many of the recipients of the #67000litres soup were homeless people who were served by participants driving to find people in need of their nourishing soup.

The future for Chefs with Compassion “We are called upon to make every day Mandela Day, and that is the philosophy that has driven Chefs with Compassion from the very beginning. We will be continuing the work we do every day in our sharehouse in Joburg, and hopefully expanding beyond that to meet the growing need around the country,” says Arnold Tanzer, chairman of Chefs with Compassion. “We invite every participant in this year’s challenge, once a week, to cook for those who, through no fault of their own, face the daily desperation of hunger.” Chefs with Compassion is a volunteer-based food rescue organisation that was founded in May last year in response to the massive increase in hunger. To date, Chefs with Compassion has served over 1,9 million meals. To find out more about Chefs with Compassion, go to www.cwc.org.za. Donations received through the #67000litres campaign and on an ongoing basis are used to fund the organisation’s Johannesburg operation, which rescues food that would otherwise go to waste and connects this perfectly good food to volunteer chefs, cooks and communities. Chefs with Compassion’s cost per meal to rescue, cook and feed a hungry South African is R10

Yara

Thriving farms, thriving future Yara is wielding its impressive influence as the world’s leading fertiliser company to offer Africa opportunities for economic growth and stability in a post-pandemic world and the results might just restore your faith in humanity.

Editorial - Victoria South

Yara

OVID-19 brought a lot of uncomfortable truths to the surface. From prejudices to health service shortcomings, everybody has been affected in some way, but take a moment to look to Africa, where the pandemic hit especially hard. The UN concluded in a study that more than 265 million individuals will face serious food shortages as a direct result of COVID-19. To put that into context, World War II was the last time a single event had such a farreaching impact and the reverberations of coronavirus are still rolling out. We may not have even seen the worst of the consequences yet. With this in mind, Yara is taking immediate steps to fend off starvation by supporting the Action Africa: Thriving farms, Thriving Future initiative, “We are facing the crisis of a lifetime. Failing to act could cause irreversible social and economic damage. Vulnerable communities in Africa may face the most devastating food crisis in decades. Millions of people will be pushed into deep poverty and hunger. Lives and livelihoods are at risk. As a critical part of the food value chain, we have a responsibility to lend our support.” These are the powerful words of Svein Tore Holsether, President and CEO of Yara International, but actions always speak louder. That’s why Yara donated 40,000 tons of premium grade fertiliser that will allow African farmers to triple the maize yield this

year. The only initial stumbling block was working out how to do it. When COVID-19 became a stark reality, everything changed. March 2020 was the moment everything really seemed to hit home, across the planet and Yara sprung into action. Knowing that a substantial donation of fertiliser would provide welcome support to African farmers was one thing, but being able to effectively transport it from Norway? That was quite another. What would transpire is a complex but seamlessly executed logistics operation with two large vessels transporting 40,000 tons of fertiliser from Porsgunn to three separate East African ports. From those ports it was distributed across Kenya, Malawi, Mozambique, Rwanda, Tanzania, Uganda and Zimbabwe. Speaking about the task, Øystein Botillen, Development Manager at Yara, exclaimed, “What we have achieved in an extraordinarily short period of time is unique. This could not happen if we didn’t have trusted, good quality partners in the continent.” You can still judge the calibre of a company on how they talk about their own supply chain and support network and in the case of Yara, it’s with respect and gratitude. Without the right partners in place, the team would have never been able to respond so quickly and decisively to a crisis that was growing by the hour, let alone the day, but good people find a way. The driving force

“As a critical part of the food value chain, we have a responsibility to lend our support.”

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Yara

“The fertiliser donation is the first of many opportunities to reach these farmers, who could gain access to financial, insurance, market and infrastructure support when additional partners join the Action Africa platform.”

for Yara was the intrinsic understanding that acting today has the power to prevent tragedy tomorrow. In the case of this initiative, it would also be instrumental in setting the wheels in motion for widespread food system changes. So, what else did Yara do, other than generously donate fertiliser? More than you know, “In just 12 weeks, a team of 50 developers across 3 continents developed a digital platform to track the fertilizer distribution, and to offer farmers like Anastancia, half of whom are women, a first-of-its-kind resource for agronomic advice throughout the growing season. The fertiliser donation is the first of many opportunities to reach these farmers, who could gain access to financial, insurance, market and infrastructure support when additional partners join the Action Africa platform.” To gain insight into what a phenomenal change of pace this is, understanding the old farming system is essential, or rather, getting to grips with what a roll of the dice it has been for smaller farmers gives better understanding. If a typical farmer makes hundreds of decisions a year, for the smaller operation, many of them will be with little to no information. Large farming enterprises have the funds available to invest in technologies that offer deeper insights and useful information, but now, Yara is able to open that pup to everyone. It can be as simple as receiving information on a mobile phone an what it does is afford equal opportunities and most critically, transparency. It’s important to recognise that Action Africa is not a traditional aid or charity programme. It’s an empowerment initiative that brings together large, influential industry leaders who can offer their expertise for the long-term growth and sustainability of those farmers facing a looming food crisis. It’s about building lasting relationships, knowledge sharing and disrupting the food system for a

positive outcome and the stakes have never been higher, “Action Africa has the potential to fundamentally transform the lives of farmers in Africa and beyond and can mean the difference between starvation and survival. Making a positive impact on these farmers’ lives beyond a single harvest requires collaboration between governments, local communities, and dedicated public and private partners to increase access to a range of critical resources.” Yara’s existing network of community relationships proved to be a major catalyst in making Action Africa so successful. Leading by example has resulted in many other companies, retailers and farmers coming forward to work collaboratively, rather than competitively and it’s this change in relationships that will make the biggest impact. Yara acknowledges that it can supply the best products and knowledge, but that’s just one very small facet of what it takes to make lasting change. That comes from continued interaction, support and partnership, all of which can be harnessed through the digital platform. Botillen reiterated this message as well, while imploring ethical and responsible companies to come onboard, “I have always imagined that the Action Africa initiative can be a catalyst for other private sector players to join in a coordinated effort to deliver better farm productivity, meet local food demand, improve farmer incomes and improve population health through better nutrition,” We are united in our species but moreover, it’s time to bring humanity back to the business world. The pandemic was an unforeseen occurrence, but how we move forward and learn from it can shape how we respond to future world events. Do we try to make our own path or follow Yara’s lead and work together to end the suffering? It doesn’t even seem like a real question, does it?

SENTECH

Connecting South Africa to the digital age Keeping South Africa connected and communicating is a mandate that SENTECH takes very seriously, especially with digital migration firmly on the cards.

Editorial - Victoria South

SENTECH

ENTECH has one primary focus; connection. As the world becomes increasingly online orientated, maintaining personal interaction gets harder, but there are ways to transmit conversation and content, while still retaining the human touch and it’s these that SENTECH is most interested in facilitating, hence the diverse range of services being provided, “SENTECH, a state-owned company, is a leading provider of electronic communications network services to the country’s broadcasting and communications industry. We provide broadcast transmission services to all SABC radio and television stations, commercial radio and TV stations, and over 150 Community radio stations country-wide on a daily basis. We also provide connectivity and infrastructure services to the retail, telecommunications and the public sector.” Intent on becoming a recognised global leader in digital content delivery, SENTECH has placed ultimate priority on creating an inclusive network of “smart communities” that seek to connect consumers, individuals and businesses, all through digital conversations. Fortunately, it has a demonstrable legacy in the industry and has kept moving with the times to stay not only current, but also innovative.

The evolution of a digital giant

The SENTECH of today exists as a stateowned company, but that’s not how it began. Originally set up to be the technical arm of the South African Broadcasting Corporation (“SABC”), its primary role was to ensure consistent signal distribution.

SENTECH

“SENTECH, a stateowned company, is a leading provider of electronic communications network services to the country’s broadcasting and communications industry.”

In 1992, the structure was changed significantly, with SABC making SENTECH a wholly-owned subsidiary operation and just four short years later, it was separated entirely and converted into a public company. Moving away from the SABC allowed SENTECH to expand and diversify, though it initially continued to focus on the supply broadcasting signal distribution to licensed radio and television companies. Now as a ‘common carrier’, the operation is fully licensed to be able to supply communications network and communications services. This growth has allowed for connectivity to be not only a primary motivator, but also a multifaceted profit driver and most impressively, the original values of the company have remained intact. Using the appropriate acronym ‘I CARE’, SENTECH has simple but powerful values in place, I C A R E

- Innovative - Customer-centric - Accountable - Responsibility - Ethical

Designed to retain focus on what and who the company is serving, the importance of these elegantly basic principles should not be underestimated. Crucially, the latest developments ensure

that they aren’t.

Thinking of everyone

“Imagine a connected South Africa with the world at its fingertips. A South Africa where every resident lives in a smart city with smart services.” This is SENTECH’s powerful vision of the future and it’s being manifested effectively, through a number of unique provisions. Collaborations to take advantage of network infrastructure are welcomed in order to ensure clear and reliable connectivity throughout South Africa. Public and private telecoms providers, as well as network owners, are all invited to work together. Broadcasting signal distribution for terrestrial or satellite networks is still a key focus too, but the most exciting developments are SENTECH CONNECT and the rollout of digital migration. “SENTECH offers digital content delivery services to Public and Commercial entities. SENTECH’s service and product offering has expanded to include SENTECH CONNECT which is connectivity tailored for all sectors in rural and underserviced areas.” What does this mean in practical terms? That every person and service reliant on internet connectivity can access it. It really is as simple, yet vital, as that, “SENTECH provides high-speed broadband access, always-on Internet connection for government facilities in

SENTECH 18

hard-to-reach areas in South Africa with a minimum speed of 10mbps scalable to 100mbps. SENTECH’s Connectivity of fully integrated solutions provides independent and unbiased end-to-end broadband access solutions to business customers in addressing their various technical, operational and business needs. The network enables data, voice, video and other multimedia applications for any device, any network, anywhere and for any business use.” As part of this commitment to connectivity, health and educational services are benefitting significantly. The SENTECH e-Health innovation means that healthcare operations in remote and underserviced areas can expect easy and fast sharing of vital patient information, across a secure and unflappable digital connection, via portals and information systems. Educators can also rest easy as through the use of smart boards and tablets, content-based curriculums have never been more interactive, exciting or interesting. Learners are able to access a whole new level of understanding and educators have consistent access to online resources that help to bring every lesson to life. Digital migration might sound less important than SENTECH CONNECT, but it also has far-reaching implications in terms of quality of life improvements. Go Digital South Africa is the name given to the process of moving South Africa over

SENTECH

to digital television, instead of terrestrial. It’s a move that will give access to a far larger range of channels, while also still being able to enjoy existing favourites. Digital services are no longer a privilege reserved for wealthy consumers, as everybody has a right to high quality broadcasting. SENTECH understands this and wants to be the provider of digital for all, in conjunction with the Department of Communications. Understanding and meeting the needs of every South African community is central to what SENTECH is. You can’t claim to be a connectivity operation and not listen to the people when they raise objections or concerns and as a result of always being open to feedback, there are countless socio-economic programmes in place. From supporting black and womenowned companies to investing in maths and science school initiatives, bursaries and scholarships, SENTECH has its eyes always trained on the future. The South African business landscape is forever changing and has been showing signs of positive growth, even postCOVID. SENTECH committing to bringing the country into the modern era with the best and most reliable network services ensures that all existing operations and any future entrepreneurs will be able to bank on global connectivity around the clock. South Africa is well and truly entering the digital age, so let’s hope the world is ready.

Montigny Group

Seeing the wood and the trees A 100% Swazi owned and managed operation, Montigny is paving the way for sustainable timber plantations in Southern Africa and putting the ethics back into successful enterprise.

Editorial - Victoria South

Montigny Group

ay the words “timber plantation” and environmental sustainability, ethical processes and local awareness are unlikely to follow. Historically, the harvesting of timber has been a damaging and, in recent years, unsavoury market but there are some operations seeking to actively change this perception. Chief amongst them is Montigny. Founded in 1997, by innovator and entrepreneur Neal Rijkenberg, the company is heading towards its 25th anniversary with a strong and respected reputation. What began as a modest family enterprise has steadily grown into the largest timber owner-operator in Southern Africa, but why? What makes this private company so different and the only choice for 40% of the country’s wet-off-saw market? Andrew Le Roux, CEO, has some thoughts, “What makes us stand out from our competitors primarily is the way in which we add value to every part of the tree. We are able to extract and utilise up to 95% of the tree’s value because of the breadth of our markets.” Alluding to widespread commercial scope is a humble way of skirting over the fact that Montigny has significant trading interests in multiple locations, including South Africa, Japan, Zambia and Angola. It comes as no surprise that there is such demand though, as Montigny has evolved into a large operation with the capacity to meet not only demand, but also exacting expectations.

Figures that speak for themselves

Though diverse, the product ranges offered by Rijkenberg and his team are connected by the same adherence to quality standards. By seeking to specialise in a number of different timber creations, multiple industries have come to rely heavily on Montigny for the building blocks of their own operations. Strong supply chains are dependent on reliable provisions and that’s just one way that Montigny has sought to set itself apart from competitors. By focussing on expansion and evolution, the operation is now defined by some incredibly impressive numbers; 85,000 - The number of hectares owned, with 55,000 of them being under “active timber management ”. 5500+ - The number of jobs created by the consistent growth of the company. One of the undisputed big gest and

most influential employers in Eswatini, Montigny also has access to a huge network of subcontractors. 8 - Covering everything from sawmills to essential oil production, chipping, and chipboard production, Montigny has invested heavily in commercial property to ensure that its eight facilities are always state-of-the-art and working at maximum efficiency. 1,000,000+ - Tons of timber processed and/or transported every year. How does a simple family operation reach such staggering heights and figures? By being founded on principles of innovation and retaining them at every stage of evolution. The team has always sought to extrapolate more value from the timber it supplies, resulting in product developments that allow for minimum waste and maximum profit. Of course, customer service standards have a huge role to play as well, “Competitive pricing and our commitment to excellence, in both product quality and service delivery, has seen us establish long lasting relationships with suppliers, service providers and clients around the world. Our customers include the planking industry (for both industrial and fine carpentry use), pallet users, the mining industry, charcoal consumers, paper manufacturers, furniture makers and construction companies.” If you look at these clients and think that charcoal, mining and industrial interests hardly seem sustainable, you’d be right but Montigny is driving change from within itself, for future generations.

A greener future for timber production

The product por t folio at M ontigny is full-to -bursting with diverse of ferings, ranging from raw materials through to f inished items . From pallet timber to decking , essential oils and structural timber, there’s a lot of specialise activit y behind the scenes, with various divisions and of fshoot s lending exper tise to the dif ferent element s . But what ’s really exciting is the continuous focus on sust ainabilit y. We’ve all become a little numb to the token social responsibility projects that a lot of large companies pay lip service and not much else to, but Montigny is very different. A family company with deep local roots, it not only participates in life-

Montigny Group 24

changing initiatives but is also determined to change the way it operates itself, for the benefit of future generations of South Africans. That, so it would seem, is the potential of biomass, “The prefeasibility study confirmed that our plantations could sustainably supply biomass to power 22% of the country’s energy demand. Montigny plans to use the biomass available from our 50 000+ hectares of plantations to power a renewable biomass power plant at our present mill site. The plant will be the largest woody biomass plant on the African Continent with an aim to displace imported coal-fired power with local, clean energy. Eswatini has the potential to run on 100% renewables by harnessing the vast local resources available. Between the timber and sugar industries alone 150 MW could be sustainably produced from biomass each year.” This is what Montigny means when it claims to be committed to harnessing the maximum value from every piece of timber it produces. Working alongside community forestry programmes, the biomass project has the potential to vastly improve the lives and environment for future South Africans and looks set to only increase in efficiency. As more companies seek to work with

operations with tangible environmental policies, being invested to the degree that Montigny is will only ever garner more clients, meaning higher turnover, production rates and ultimately, more potential to supply clean energy to Eswatini.

Affecting change

It ’s all too easy to hang onto outmoded notions of certain markets and while many have a long way to go in terms of sustainable practices, by partnering with companies such as Montigny, they are making inroads. Take the mining industry as a prime example. While the practice of mining is rarely environmentally protective, by using support timbers from an ethical company, small change begins to trickle through. The same goes for transportation, with sustainable pallet and crate wood being supplied and perhaps, opening up a conversation about green logistical fleets. It takes one influential operation to encourage the rest to follow suit and invest in some introspection. And this is the defining difference of Montigny. It ’s a company that has a grasp on profitability as well as responsibility, balancing the two perfectly and never losing sight of both the wood and the trees.

Malawi Roads Authority

The long and winding road Maintaining key infrastructure is a never-ending task but for the Malawi Roads Authority, it’s one that is taken seriously and completed with the benefit to the public firmly in mind.

Editorial - Victoria South

Malawi Roads Authority

t was an Act of parliament in 2006 that brought the Malawi Roads Authority (“MRA”) into being. Initiated with a mandate to oversee the maintenance and rehabilitation of all public roads within Malawi, at all times, it inherited responsibility for a complex system of primary, secondary and tertiary roads. Sub-contracted by the Ministry of Works and Public Infrastructure, the MRA has been entrusted with tasks traditionally managed by the National Road Network. Recognising that effective management would only truly me accomplished through the hiring of various road agencies, the Minister bestowed responsibility for main, secondary and tertiary roads to the MRA, who in turn, sub-divided to better respond to demands, “To better manage the network and respond to emergencies in good time, the MRA has sub-divided the network along the administrative regions of the country and established an office to look after it. Regional office North looks after all the network in the North of Malawi. Similarly, the Central and Southern Regional offices look after the network in their respective Regions while the Head office which is located centrally in Lilongwe deals with policy and strategy.” Naturally, the main objectives of the MRA are to ensure that all roads are built and maintained to useable and safe standards, while also reporting to the Minister of Transport and Public Works about annual

road programmes. On top of this, the MRA has decided to aim high, citing that it wants to be recognised and held as the standard for the management of public road networks. How will it achieve such standing? With a clear and effective mission in place. The MRA, through the employment of a committed, qualified and motivated team, wants to expand, improve and maintain the public road infrastructure throughout Malawi. It wants to do so while being costeffective, safe and cognisant of supporting environmentally friendly alternatives to cars. A high priority is placed on sustainability too and with that in mind, full operational transparency is critical. In order to reach high standards within designated budgets, effective allocation of local resources is always looked at first. This also plays into the sustainable practice element and affords project managers full ownership of their endeavours. Personal responsibility is encouraged and rewarded, and specific business areas have been divided up to ensure the right expertise is placed where it needs to be. It makes sense that a roads authority would take a logical and traceable approach to such things but still, the internal infrastructure is impressive. The three main areas of the MRA are Planning and Design, Road Construction and Road Maintenance. Though inextricably intertwined, each is a specialist arena that needs specific skills and logistics to run

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“The Roads Authority is committed to ensure that proper environmental management and endeavours to use the best practices in environment management.”

Malawi Roads Authority

“The MRA, through the employment of a committed, qualified and motivated team, wants to expand, improve and maintain the public road infrastructure throughout Malawi.”

smoothly. Splitting the day-to-day tasks into these different sub-categories makes sense and has allowed for smoother transactions throughout. Each department communicates with the others, but on a need-to basis and with professionalism always at the forefront. This means that the maintenance section need not be bogged down with irrelevant updates or questions about a planning application and likewise, the planning team doesn’t need a full briefing on which rehabilitation projects are proceeding. It’s all effective time and personnel management, which is key when handling the biggest public infrastructure in a country. One element that does concern every department of the MRA is environmental impact, “Environment considerations have become a central issue in the socio-economic development of any country. Whatever the development agenda any country is, it has to take into consideration the impact of such agenda or policy on the environment. The Roads Authority is committed to ensure that proper environmental management and endeavours to use the best practices in environment management. Established in 2003 through the support of the World Bank, the Social Management Unit is responsible for Environmental and Social Management of all projects executed by the Roads Authority. The Unit collaborates with the Environmental Management Task Force in promoting environmental planning and management in Road Infrastructure Development.” In a bid to retain that all-important operational transparency, the MRA has taken the unique step of publishing environmental road reports, directly on its website, as well as green initiative plans and results of social impact audits. Given that roads are for the people, it is refreshing to encounter an agency

that remembers who and what it stands for. Always looking to be a leading light in terms of procedural compliance, standards and safety, the MRA extends its affable and approachable nature to every facet of its presence. The website even features consistent reminders that feedback is important, with an easy-touse message box that transmits thoughts and ideas directly to the relevant team. Perhaps that’s why so many significant improvements have been made, “In functional terms, the main, secondary, and tertiary roads effectively make up the country’s primary road network, with district and other undesignated roads acting as a feeder system to the primary network. Of the primary network, the NorthSouth portion on both the plateau and the lakeshore is paved providing a high-quality all-weather road surface. The East to West trunk roads have also been improved to provide better services to communities and linking them to urban centres, where most of the roads are paved. The district roads, which are normally of earth standard, have also been improved and provide access at local level.” But despite these significant steps forward, there is always work to be done. As communities begin to recover from eth pandemic, businesses are getting back to work, logistics are starting up again and people have places to be. Wear and tear are both a certainty with time and even though prevention is better than cure, those unexpected incidents need fast reactions too. The MRA has been set up in such a way that it’s both proactive and reactive. It’s cost-effective but doesn’t cut corners and most of all, it serves the public and keeps them informed. It’s a long and winding road to infrastructure perfection, but at least it’s a smooth journey, thanks to the MRA.

CMC Networks

Tomorrow’s solutions today If the global COVID pandemic has taught us just one thing it’s the importance of big thinking in terms of networking and connectivity and CMC Networks is ready to put plans into action.

Editorial - Victoria South

CMC Networks

nce, there was a time when business was conducted in offices and, if a client was too far away to visit, over the telephone. It seems archaic now but many company founders still remember when communication was a little less instant. Now that we’ve become accustomed to getting quick answers and being able to reach people 24/7, the importance of stable networks has become all too apparent, but it takes a certain level of proficiency and tenacity to step up and offer solutions on a vast scale. Thankfully, CMC Networks (“CMC”) has never been afraid of a challenge. “Networking is crucial to successfully manoeuvring and delivering, no matter what the hybrid future holds. Having evolved over three decades, CMC Networks is a global service provider headquartered in South Africa. CMC Networks operates the largest PAN-African network with a global footprint enabling customers to connect, manage and secure their Wide Area Network (WAN) services across continents and different cloud services.” That all sounds impressive, but for the non-tech-minded, what does it actually translate to? Essentially, by utilising Africa’s first AI enabled core, CMC is able to provide secure internet connectivity

to professional offices, public spaces and private cloud storage accounts. It can also support remote workers who need access to online services in a number of different locations. The overarching premise is simple; to offer solutions to tomorrow’s business needs, today. What’s more, CMC aims to create service packages that remain cost-effective and stable while also having infinite scalability. To say this is ambitious would be an understatement, but it’s happening.

On a mission

CMC is primed and ready to move into its next chapter. With 30 years of high-level data and network services under its belt, adapting to the new normal of working from home and virtual offices won’t be a struggle. If anything, the team is one of the most proficient already and certainly has the financial backing to make any necessary investments. Majority owned by The Carlyle Group, a global asset management firm with $222 billion in interests, CMC is no small start-up relying on securing very small contract. Quite the opposite in fact, as it has enjoyed working with governments, global communications carriers, huge multinational companies and non-profits. Looking ahead, CMC has a mission,

CMC Networks 36

“Networking is crucial to successfully manoeuvring and delivering, no matter what the hybrid future holds.”

CMC Networks

“To be the preferred and most trusted partner of choice for all African and Middle East connectivity requirements. As a future-ready network enabler, CMC Networks provides integrated and intelligent networking solutions that will empower and equip a business and its people to deliver best-of-breed solutions. Using next generation technologies, CMC Networks delivers on time, across the globe, efficient and cost-effective networking solutions.” Even the most technologically capable enterprises will need a guiding hand to lead them through the quagmire of hybrid, AI-infused and smart networks and that’s exactly what CMC aims to be.

The biggest and best

Offering networking services across Africa and the Middle East, CMC has garnered itself an impressive presence on the global stage. Currently, it is the largest pan-African and middle Eastern carrier, bar none, looking after 51 African countries and 12 in the Middle East. Additionally, it boasts of enhanced services throughout America, Europe and Asia. The question is, why does CMC need to be so preoccupied with the future? Large organisations, including national governments, are evolving faster than ever before. Increasing in size and operational capacity at never before seen rates, digital products and services have become a major investment and one that nobody is taking lightly. Being able to access bespoke databases, cloud storage systems and even simple communication tools such as inter-company emails is critical and has to be consistent. There’s no place or excuse for intermittent connectivity in 2021 and CMC understands this. That’s why it has defined itself in terms of providing “futureready networks”. How does a company ensure that whatever transpires can be handled elegantly? By having simple yet effective divisions of labour in place. In CMC’s case, it has broken its core offerings down into four separate elements, Security - End-to-end security is guaranteed and complaint with international data management standards. Using the best firewall and content filtering applications, clients can rest easy that their confidential information is not at risk of being leaked, hacked or stolen. Real time intelligent updates are always running as well, so a threat can be identified and countered in an instant.

Cloud - Still something of a mystery to many, cloud systems are vital in today’s digital marketplace. CMC enables clients to build a hybrid or private system and can facilitate initiations. More than just virtual storage, cloud systems are a pivotal way to embrace the new working from home era. Connectivity - A key offering that guarantees safe, reliable and consistent network connection. CMC refers to its connectivity s “predictable” and this is one of the few positive uses of the term. Down time should not be a concern and with CMC, it isn’t. Managed services - For clients with a complex matrix f needs, CMC offers a fully managed end-to-end solutions package. Each is tailored 100% to individual clients and includes performance reviews and consistent customer support. This is a popular offering for clients that know how they want their network to function but have no technical knowhow. The start of a new era Despite the unprecedented global horror of the past year, CMC has been enjoying some big wins in 2021. Having achieved B-BBEE Level 1 status in January, meaning that it makes a significant contribution to the empowerment of black communities it operates within, it went on to receive MEF 3.0 CE and dual ISO certifications as well. These awards are a clear testament to the team in place and offer clients both existing and potential, reassurance that they are working with the right operation. As we start to rebuild after the pandemic, changing customer demands and needs will be at the forefront of CMC’s strategy and there’s a good chance that service packages have already been devised. Why? Because CMC is always trying to offer tomorrow’s solutions, today.

Devmark Property Group

Developing the future Bringing property development into the modern era with holistic integration considerations and chic design aesthetics, Devmark Property Group has earned its place in the Western Cape’s top companies.

Editorial - Victoria South

Devmark Property Group

evmark Property Group has made a name for itself with a range of stylish retirement properties, considered residential developments and clientpleasing commercial projects, but it’s worth asking how the operation hasn’t fallen prey to spreading itself too thin. By looking to dominate such different sectors, there was a real risk of diluting the talent pool too much, but only the highest standards have been met and it’s all thanks to one thing: collective knowledge. Bolstered by five individual divisions, the overall group has become a champion of industry standards and change. Nobody is simply a face at Devmark, as all personnel are chosen for their unique gifts and that’s how the group manages to always be “building on an internal culture of excellence”. This comes as no surprise given that Hein Ehlers, CEO, has been recognised for his own personal excellence many times over, being named as Outstanding Professional of the Year, Top CEO of the Year and Business Innovator of the Year, to name just a few. Supported by a crack contingent of industry experts, Ehlers has been able to carve the group into smaller subsidiaries that focus on specific focus points, ensuring adherence to those all-important high standards and customer service commitments that have propelled Devmark into an industry leader position.

Divide and conquer

The right people for the right job. That’s the key to lasting commercial success and Devmark has been careful to pick and choose its people for each of the following divisions:

Devmark Property Group Sales and marketing – It takes a certain combination of creativity, flair and gumption to make a splash in a sales and marketing environment and a set of skills that is very specific to the market. That’s why Devmark has sought to pool its talent into one division that lays the groundwork for all future projects. The core of the group, this team is vital to ongoing success and is therefore selffacilitating, rather than being drafted into other business areas. Residential – A real passion for the Devmark team, residential projects afford the opportunity to bring design, functionality and people together. Having carved an impressive reputation for creating some of the most strikingly beautiful and well-considered retirement communities on the continent, Devmark Residential also extends its expertise to non-retirement complexes. Commercial - This is a crucial division and one that spans a wide range of interests. At the heart of the division is the development of large-scale shopping centres, professional offices and leisure complexes, with the added complication of making such perfunctory buildings

aesthetically pleasing, modern and efficient. There is also a relatively new sub-division in place that looks after the brokering of retail outlets and shopping centres. This was a natural evolution given how experienced and trusted Devmark is in the commercial sector. Construction – The real feather in the cap of Devmark, the construction division has propelled the group to new heights of recognition and acclaim. Founded in 2005, it benefitted from the already impressive reputation that the Devmark Group enjoyed. “In its 30-year history, the Devmark Property Group has become well-known for developing some of the Western Cape’s most sought-after commercial and residential properties. Aided by this wealth of experience and the personal touch of the family-owned group, Devmark Construction expanded its scope of operations rapidly after an initial focus on the retirement housing sector in the Cape Peninsula. Today the company is a leader in constructing various residential developments, multi-storey buildings, steel structures and professional refurbishment and restoration.” Property management – Initially part of the

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internal structure at Devmark, the property management team saw potential for an evolution and diversification of the services on offer and it was an observation that paid off. Offering management and administration services, as well as handover assistance, the division comes with a reliable maintenance team who have proven themselves over numerous years and countless contracts.

Making it personal

Property development isn’t a new sector and as a result, is vastly competitive, so what makes the Devmark Group so impervious to the swathe of new operations? The answer is a simple, traditional and yet increasingly rare approach. Perhaps it’s because the Group is a family business, but everybody at Devmark approaches their role as though they were dealing with their own property. No cut corners, no bare minimum. Full effort and personal investment is the name of the game because its only by embracing this attitude that the best results can be guaranteed and it makes perfect sense. Consider a retirement home. It’s for older generations; people who have contributed to the country their whole lives. People who are parents and grandparents. Now think about the kind of property you’d want your elderly relatives living in. You’d want there to be a focus on comfort and safety, as well as no compromise in terms of aesthetics. Devmark knows this because they want the same. They aren’t transfixed by the net profit margins, they put people first and this school of thought and consideration runs through each and every division, even commercial. You’d be forgiven for assuming that commercial properties don’t need the same personal touch as residential but they have an ergonomic, aesthetic and practical value that needs to be met too. Moreover, they need to be efficient, easy to maintain and purposeful. So, a focus on the human element of building creation and management is essential.

Staying ahead of the curve

Naturally, the last few months have proven turbulent for all industries, property development included, but Devmark is standing strong. Thanks to the foresight that led to numerous divisions being created, there is always a need for one or more of the services provided by the family-led team and as the world starts to regain ground, there will be plenty of opportunity for new projects, acquisitions and extra additions to the already full trophy cabinet. As the brokering division gets up to full speed and the exciting interior design offering gains ground as well, Devmark will soon be the only name anybody needs to know with regards to property on the Western Cape.

ATS Group

Bridging the gap

ATS has been a key partner to African site developers for more than 20 years and in the wake of COVID-19, is looking to stay ahead of the curve by adapting, overcoming and always putting client benefits first.

Editorial - Victoria South

ATS Group

frica is country blessed with beautiful landscapes and undeniable commercial potential but operational difficulties are a sad reality as well. Being able to turn a promising site into a workable, safe and developable region requires more than just optimism; it needs an experienced partner that has seen it all before. That’s where ATS comes in. The team at ATS are not easily scared, especially by a few inconveniences, such as no access roads or suitable bridges. In fact, these are simply day-to-day adventures that are always overcome in order to provide clients with fully functional remote camps for their entire work force, “Roads are sometimes virtually nonexistent, bridges area luxury and crossing a river is not for the fainthearted. We take these challenges in our stride, using every means at our disposal, including air support to set up and supply clients’ camps. Rain or shine, we will take you all the way.” The conditions being faced are no joke and while talking about a lack of roads might go some way to highlighting the essential services that ATS provides, the fact that many projects begin as a simple set of GPS coordinates perhaps amplifies the specialist nature of the comprehensive operation.

An expanding presence

Kachema Business Pursuit AD.pdf Since its inception in 1996, ATS has enjoyed an impressive growth trajectory that has

naturally led to a cross-continental presence and organic diversification of services being provided. A combination of satisfied clients and recognition as an industry expert has necessitated a commitment to excellence and with that comes an increased work load, essential expansion and, in the case of ATS, deserved success. As of 2021, ATS is fully operational within 25 countries, spanning east, central, southern and west Africa. This is an apt demonstration of how no challenge is unsurmountable, as the terrain varies greatly between countries and brings unique obstacles to every project, not that any of them have proved to be a problem so far, “However limited the existing infrastructure or supply connections, we will find a way to make your African investment deliver a return.”

“Across Africa, ATS’s current client profile includes a wide range of mining and oil and gas companies, taking in everything from small exploration camps to large bluechip multinational clients.”

Adapting to the unexpected

Africa’s resource industry has suffered greatly during the last 12 months, leading to plenty of market volatility and increasing pressure on supply chain cost reductions. While some operations have been unable to adapt to the unfavourable conditions, ATS has retained a flexible and ever-evolving stance, which has led to increased efficiency, reduced costs and ultimately, savings for clients. The secret is to have a genuine connection to the people 19/07/2021 12:32 and communities that need the services of ATS, as this fuels the desire to always find a

way to overcome market instability. David Hutchinson, Managing Director at ATS, explained that issue a little more, “In just over a decade, I’m proud to announce that ATS has invested over $100 million in the local communities we operate in. It is this commitment and ethos that defines who we are, strengthens our partnership with our clients and highlights our flexibility to adapt to these difficult operating environments.”

Solutions for everyone

Initially, ATS was founded in Ghana with a remit of supplying specialist camp catering services to exploration pop-ups in west Africa and the DRC. There was a gap in the market for an operation that would take smaller or more niche projects on, especially those that were unreachable by traditional means. As tackling logistical issues became a necessary service option, so too did the management of safety and security and soon, a comprehensive provider was born. Winning new clients thanks to growing with existing ones, ATS went on to merge with Tsebo, in 2015, forming the premier provider of noncore solutions across the whole of Africa, “Across Africa, ATS’s current client profile includes a wide range of mining and oil and gas companies, taking in everything from small exploration camps to large blue-chip

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“However limited the existing infrastructure or supply connections, we will find a way to make your African investment deliver a return.”

multinational clients.” With such a diverse spectrum of clientele, ATS has split its service offerings into four core divisions, each of which can work independently or collaboratively, to create a tailored one-stop package. Clients can entrust ATS with: Remote camps – Design, development and maintenance of remote camps is a specialty for ATS, with catering, cleaning, accommodation and management all built-in for the duration of a camp. Clients simply provide a set of GPS coordinates and their requirements at ATS does the rest, supplying a ready-to-populate camp with all the home comforts expected. Associated services – The individual facets of remote camp creation and management can be utilised. From caterings services to facilities coordination and even supply chain provision, there is no pressure to select a comprehensive package if only a few services are needed. Logistics – With on and offshore procurement teams ready to use their local knowledge, logistics need never be a concern for clients ever again. ATS owns and operates a fleet of appropriate vehicles for dry and frozen goods transportation, as well as cleaning products, and can access reliable air support as well. Local suppliers are given priority, to ensure minimum chain disruption and adherence to more sustainable business practices.

Facilities design – Perfunctory accommodation is a thing of the past thanks to ATS’ expert facilities design team. Site mobilisation professionals will assess all existing water, power and security provisions, before looking at the wider terrain and expected weather conditions, to recommend the right camp layout. ATS is able to design, construct and furnish a range of tented or hard camps anywhere in Africa.

A partner for life

It only takes one project for clients to know that they’ve found their preferred partner in ATS. As exploration camps grow into developed mining sites, ATS can be on hand to expand and adapt camps, before moving to new sites with longstanding clients. Focussed on client assurance and community empowerment in equal measure, ATS has been able to broker a rare business model that allows ever ybody to be satisfied, suppor ted and successful and that ’s why continued growth is all but guaranteed, “As we continue to expand, we remain committed to our core values of high ethical standards, commitment to the communities in which we operate, paramount health and safety practices while delivering international expertise at global standards – Anyway. Anyhow. Anywhere.”

Chas Everitt

Bricks, mortar and family Chas Everitt has been adding a personal touch to property services for more than 40 years thanks to a potent blend of passion and family values.

Editorial - Victoria South

Chas Everitt

eal estate hasn’t always had a reputation for putting people first and retaining a sense of affability. Often cutthroat and entirely financially driven, the sector has frequently come under scrutiny for overlooking individuals at the centre of transactions, but there is one company that has been operating on a more personable frequency since its inception. The Chas Everitt International Property Group (“CEPG”) was founded by Charles and Tilla Everitt, a couple with entrepreneurial spirit running through their veins. Conceived in 1980, the early incarnation of the company was modest and focussed, working out of a single office in Randburg, but it has organically grown into a global group that stands for ethics, family values and a people-first approach to the competitive property market, “The Chas Everitt International Property Group is seen as one of South Africa’s premier estate agency groups, built on 41-year-old foundation of solid family values and a desire not to just serve our clients well, but to become their lifelong property counsellors by delivering truly memorable service.”

More than just an estate agent

They say that buying a house is one of the biggest and most important purchases of your life, but it can also be one of the most stressful. Add in a need to sell a property and suddenly, what should be

a straightforward endeavour becomes exponentially harder. That’s where CEPG comes in and rises to the challenge, but not just in terms of property sales. Understanding that retaining a house and utilising it for rental potential can also come with operational difficulties and uncertainties, CEPG services not only buyers and sellers but also the rental market, “A dynamic organisation dedicated to giving clients, property buyers, tenants, landlords and sellers a competitive advantage in the marketplace, we can help clients relocate to any town or city in South Africa, or around the world through our international affiliations. At the same time, with our unique property solutions marketing strategy, we can attract more prospective purchasers and tenants for our property sellers and landlords.” Not every estate agent can claim to give equal attention to players on both sides of a transaction, but remember that this is a family company, founded with a dream of making the concept of ‘home’ attainable for everybody. What this means is that when market conditions are unfavourable, the CEPG team innovate, instead of letting themselves stagnate, by looking for creative solutions and new approaches. The status quo is not something the team accepts and instead, prizes clever ideas, founded on strong marketing credentials, above all else. It’s this dynamic and constantly evolving

Chas Everitt

modus operandi that not only keeps clients coming back, but also the group at the forefront of the international property sector.

“The Chas Everitt International Property Group is seen as one of South Africa’s premier estate agency groups, built on 41-year-old foundation of solid family values…”

Truly global reach

It’s one thing to be recognised locally, but having international recognition takes a whole other level of operational excellence. Having cornered the market in South Africa for successful selling and lettings, the team joined an exclusive and highly prestigious group, “Chas Everitt is proud to be a member of Leading Real Estate Companies of the World®, a global network of more than 550 premier real estate companies with 4,600 offices and 135,000 sales associates in more than 70+ countries around the world. LeadingRE produces more annual home sales than any other real estate network. While the real estate business is largely local in nature, the entity that connects all of these top brands is LeadingRE, whose affiliate companies sell US$351-billion.”

The benefits of such an affiliation are far reaching, with clients being able to share their properties with an international bank of buyers, therefore maximising the likelihood of not only a sale, but a competitive sale. Operating at such a level takes precision and focus, far more than simply marketing within a certain geographical reach close to a min office, but the CEPG team has been selected with this pressure and necessary expertise in mind. In fact, having the best trained and most invested staff is one of the missions that the CEPG is always striving for. Why? Because everything that the group does comes down to one key element: empowerment. The CEPG recognises that real estate changes lives and that to offer a world-class service, client empowerment has to be at the centre of everything. For the seller looking to maximise profitability and secure a sale, the team creates a powerful position by marketing to an international audience, creating demand and competition. For

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buyers, constant contact and an intrinsic understanding of what they are looking for allows for faster completions and the acquisition of a dream home. Similarly, tenants and landlords are empowered through open and transparent transactions with a view to long-term contracts. The results of empowering people to reach their objectives, regardless of whether they are buying, selling or renting, speak for themselves, as the CEPG is renowned for creating easy, memorable experiences that in turn, harbour loyalty, trust and confidence. It’s also a potential reason why the group was able to weather the COVID-19 storm.

Embracing a new age

The property market was significantly hit by the pandemic. With viewings suddenly not permitted and lockdowns in place, buying, let alone selling a property became all but impossible, but the CEPG did what it does best and innovated. Bringing together a desire to be more eco-focussed as well as able to meet client demands, regardless of the operational shifts and difficulties, the team launched an online offering, “As the worldwide pandemic affected the real estate industry, we stepped up to innovate and continue to complete sales throughout lockdown. We launched our fully online listing application, creating an industry first paperless process to mandate your property to sell / rent, while enhancing our eco-conscious green initiative.” Where others faltered, the CEPG rose to an entirely unpredicted challenge, adapted its business model and kept delivering and the reason is simplicity itself. Charles and Tilla Everitt built their company with three things in mind; bricks, mortar and family. When you understand the importance of the last, you’ll do whatever it takes to secure the first two and that hasn’t changed in over 40 years of successful operation.

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