Enterprise Africa February 2022

AFRICA

THE BUSINESS MAGAZINE FOR AFRICA’S INDUSTRY LEADERS

February 2022

www.enterprise-africa.net

Gondwana Sees Light at the End of Dark Tunnel Exclusive interview with Gys Joubert, Gondwana Collection’s Managing Director

ALSO IN THIS ISSUE:

BitCo Telecoms / Carrick Wealth / National Flag / NHLS

TOP 10

REASONS TO HOST YOUR NEXT EVENT AT THE JEC

• Over 100 000m² outdoor space • Over 50 000m² indoor space • Over 20 000 secure parking bays • Close proximity to hotels • World-class award-winning venue • Registered Helicopter landing site • Affiliated to all major industry associaaons • 30min away from ALL major airports • Accessible from ALL highways • All service providers on-site

MEETING YOUR DEMANDS, EXCEEDING YOUR EXPECTATIONS.

EDITOR’S LETTER

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EDITOR Joe Forshaw  joe@enterprise-africa.co.za SENIOR PROJECT MANAGER Sam Hendricks  sam@enterprise-africa.co.za SENIOR PROJECT MANAGER James Davey  jamesd@enterprise-africa.co.za PROJECT MANAGER Chris Wright  chrisw@enterprise-africa.co.za PROJECT MANAGER Ekwa Bikaka  ekwa@enterprise-africa.co.za PROJECT MANAGER Christina Allcock  christina@enterprise-africa.co.za PROJECT MANAGER Eleanor Sarbutt-King  eleanor@enterprise-africa.co.za PROJECT MANAGER Leanna Lucas  leanna@enterprise-africa.co.za SENIOR DESIGNER Liam Woodbine  liam@enterprise-africa.co.za FINANCE MANAGER Paige Atkins  Paige@enterprise-africa.co.za CONTRIBUTOR CONTRIBUTOR CONTRIBUTOR CONTRIBUTOR

Manelesi Dumasi Timothy Reeder Benjamin Southwold William Denstone

Published by Chris Bolderstone – General Manager E. chris@cmb-media.co.uk Fuel Studios, Kiln House, Pottergate, Norwich NR2 1DX +44 (0) 1603 855 161 E. info@cmb-media.co.uk www.cmb-media.co.uk CMB Media Group 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.

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. © CMB Media Group Ltd 2022

For healthcare professionals across southern Africa, the past two years has been a whirlwind of pressure, expectation, failure, success, and international praise. With little time to think, as the Covid-19 pandemic wreaked havoc across the world, those in healthcare had to react fast. Being nimble and accepting of change is often highlighted in Enterprise Africa as a trait of the best. This month, and this year, is no different and the importance of change remains vital. Highlighted by Kami Chetty at the NHLS, as the need for faster, more reliable, more efficient blood testing and subsequent delivery of results has arisen, the company has had to update technology and software to continue bringing the high standards it is known for.

In financial services, the same environment exists. Those that haven’t changed have struggled. For Carrick Wealth and Founder Craig Featherby, new products, new locations, new offerings, and new focus helped the company to support clients while repositioning for a new set of needs.

For Lynette Magasa and Boniswa Corporate Solutions, bridging the digital gap and providing improved connectivity has been a long-term strategy, but as the pandemic swept through the country, people started moving out of the cities, searching for a more rural setting. Boniswa had to shift and connect people where infrastructure is less advanced.

At Spinnaker Software – famed for its Arch Software product range – there is an expansion of services underway as the company looks to help its clients make the most of loyalty offerings, automation opportunities, and moves into new sectors.

‘If you don’t change you die’, and ‘the only certainty is change’. These two famous quotes have never been more apt.

Right now, is a period of great adaptation, and those who don’t embrace are being left behind.

Let us know how your company is changing for a new future.

We’re online at LinkedIn.

Joe Forshaw

EDITOR

GET IN TOUCH  +44 (0) 1603 855 161  joe@enterprise-africa.co.za www.enterprise-africa.net

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GONDWANA COLLECTION Gondwana Sees Light at the End of Dark Tunnel NATIONAL HEALTH LABORATORY SERVICE Underpinning SA’s Healthcare Through Toughest Times SAKHIWO HEALTH SOLUTIONS SAKHIWO Stands for World-Class Healthcare ASPEN PHARMA Aspen Launches Africa-Leading Anaesthetics Production CARRICK WEALTH Phenomenal People Push Carrick Past Pandemic AFRI-SAVE CASH & CARRY Afri-Save is the Uitenhage Community Pillar ACKERMANS Ackermans Brings Value to Life Everyday JOHN CRAIG Step Out at Your Very Best MAKRO Wholesale Giant Transforms to E-Commerce Expert SPINNAKER SOFTWARE Trust Arch for Competitive Edge

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CONTENTS

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NANDO’S SOUTH AFRICA Nandocas Always at the Heart of Champion Food Operation NATIONAL FLAG BRANDING AND EVENT SOLUTIONS Rebrand and Refocus Rejuvenates Branding Heavyweight ARCELORMITTAL SOUTH AFRICA Repositioning, Restructuring and Revitalising Amid Steel Resurgence ROBERTSON AND CAINE Set Sail with SA’s World-Beating Boat Builders BITCO TELECOMS BitCo Delivers Consistent Growth in Challenging Times BONISWA CORPORATE SOLUTIONS Clear Vision of Success Unites Boniswa TERACO DATA ENVIRONMENTS African Data Centres Located at the Digital Edge TSEBO SOLUTIONS GROUP Transformational, Client-Centric Solutions to Support Success RAND WATER For Rand Water, Every Drop Is Vital KELVION THERMAL Kelvion Thermal Is Hot Property G4S AFRICA People and Technology Work in Harmony to Boost Security www.enterprise-africa.net / 5

GONDWANA COLLECTION

Gondwana Sees Light

at the End of Dark Tunnel PRODUCTION: Karl Pietersen

Namibia’s Gondwana Collection, one of the country’s leading hospitality businesses was left reeling after the blows inflicted by Covid and associated lockdowns. But, trusting in the power of its brand and the creativity of its people, the company is looking forward to an exciting future as the pressure slowly eases in the tourism industry.

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INDUSTRY FOCUS: HOSPITALITY

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With most industries now looking beyond the Covid pandemic and planning for return to normal operations, if they are not already there, tourism continues to suffer with traveller numbers down, hotel occupancy not where it was, and even travel restrictions still in place across various economies.

In Namibia, where tourism makes up a major percentage of GDP, supporting communities and livelihoods around the country, the impact is felt severely. In 2020, the industry lost around N$3.2 billion.

Between September and December, the Namibian tourism industry would normally expect around 40,000 arrivals from international markets, but in 2020 that number was less than 6500.

The numbers were bleak through 2021, and the consequences dire.

Many in the industry closed doors, and more lost incomes – a disaster in rural regions where jobs without tourism simply do not exist.

In December 2018, Enterprise Africa heard from Gys Joubert, Managing Director of Gondwana Collection, a Namibian hospitality

business with sites around the country. At the time, the company was busy with expansion, investing in new properties, building new sites in prominent positions, driving growth in associated sectors, and doing all of this with a very Namibian heritage.

It was an exciting period and should have led to the company thriving through the end of the decade and into the 2020s. But when news of a new infectious disease sweeping the world surfaced, investment slowed and projects had to be halted.

The response to the crisis was universal, and WHO advice on lockdowns and isolation was vehemently criticised by Joubert who wrote an open letter to UN Secretary General Antonio Guterres asking why, after months of harsh challenges, the guidance was not updated to allow for realistic recovery.

“It is not Covid-19, no, it is our decisions regarding how to deal with it. Billions lost from the economy; thousands of livelihoods lost. Tens of thousands of people pushed back into poverty. The small tax base that have to pay for our government,

// WE BACK OUR PEOPLE AND CULTURE IN THE GOOD TIMES AND THE BAD // destroyed,” he wrote, asking for a swift strategy reformation.

Before, in July 2020, he penned a different note attempting to answer the question of ‘how’s it going?’. “There is almost no income – 95% of turnover has been lost. When will it return, will it return? I do not know. Costs are sliced to the bone, but we are holding on to 1102 employees. The default-mode is stress, sleepless nights and exhaustion from the immense responsibility weighing us down. The antidote to exhaustion however is not rest, it is wholeheartedness. It is to face this reality with grace, dignity, wisdom, and bravery. We promised ourselves in this crisis to absolutely maintain our pursuit of the meaningful and the true.”

The stark reality was improved slightly by October 2021 as small numbers began travelling again.

© Shawn van Eeden

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GONDWANA COLLECTION

© Shawn van Eeden

Gondwana’s hotels, campsites, car hire business, and all related offerings breathed a sigh of relief – perhaps this was the turning point?

Sadly not, after breaking even for the first time in 20 months, the company and country was crushed as major global economies halted travel once more, in a fresh attempt to curb the virus spread, this time the Omicron variant.

Joubert openly and publicly criticised decisions to ban travel to Namibia, this time taking aim at UK Health Secretary, Sajid Javid. “Today, I walked into the office to deal with the bloodbath of cancellations, refunds and tears. My fellow Gondwana brothers and sisters will ask silent questions like, will we still have a job by Christmas?” he wrote in November 2021.

// NEW MARKETS ARE DISCOVERING NAMIBIA AND THAT IS WONDERFUL FOR THE FUTURE //

FALSE PREDICTIONS Gondwana was founded in 1996 and was designed around the Namibian experience, taking visitors off the beaten track and surrounding them in Namibian culture while embracing true wilderness and nature. Pre-pandemic, the company employed more than 1100 people and indirectly impacted many more, literally supporting entire rural communities and growing into a driving force for positivity in the country.

Enterprise Africa speaks to Joubert at the start of 2022 to understand if a turnaround is possible, if all is lost, and if any of the positivity discussed in 2018 remains.

“It feels as though it wasn’t even just a different time but a different planet,” he begins.

Displaying the very human element behind this fantastic brand, Joubert states that not a single employee was retrenched, and the company has backed its creativity and drive for success as it has had to adapt at every turn to survive its biggest challenge in 25 years.

“In one sense, it feels like so much has changed, and yet so much has

not changed. Our ambition has not changed and, if anything, increased. The motivation and purpose has completely changed. The essence and substance behind everything we do has risen to a completely new level, both on a personal and professional level.

“Many people predicted that we wouldn’t make it, but we did not focus on the outside. We focussed only on each other, our purpose, and our brand. We can’t say we are out of the woods, but there is so much for us to be grateful for.

“The context around us not retrenching is important,” he adds. “It is not ego-driven, it’s all about who we employ and what we are. Our employment is rural-focussed – we are in the wide open, far-flung space of Namibia, in amongst villages. Through our communal land investment, we are the biggest investor in tourism and communal land in Namibia.

We understand our impact and our responsibility. Our impact is real. It’s not employees alone, it’s whole communities that depend on us. In this context, a conversation about retrenchment goes to a whole new level.”

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INDUSTRY FOCUS: HOSPITALITY

// OUR 25-YEAR CULTURE HAS SEEN US DOING THINGS AROUND SUSTAINABILITY AND ESG ON THE GROUND LONG BEFORE THEY BECAME BUZZWORDS //

© Nathalie Bonte @ jolitropisme

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He laments an unfortunate scenario that plays out all too often within boardrooms of stricken companies.

“It frustrates me so much personally when companies highlight their people as their biggest asset but then when times get tough, almost overnight, that asset flies from balance sheet to the income statement and people become the biggest expense.

We said that is nonsense, and we back our people and culture in the good times and the bad.”

Gondwana pushed a response of inclusivity and teamwork. Pay cuts were administered across the board, with executives taking the brunt.

Alternative income channels were sought, and the local travel market was targeted. Showing true ambition, the company pushed through completion of its new lodge at the Etosha National Park, the King Nehale, and decided to make the most of the situation by building the brand in Namibia’s north.

THE WORST TIMING “Luckily, 15 years ago, we launched the Gondwana Card programme where Namibians can access significant discounts when they visit our lodges.

That is a permanent thing and didn’t change because of the pandemic.

When it hit the fan and everyone was dependent on local travel, we had that foundation built already. We are deeply grateful to the Namibian public who really supported us,” states Joubert.

“Our latest flagship development, the King Nehale at Etosha – which was 80% complete when Covid hit – was opened in June 2020. We decided not to sit and wait, and it was just about the worst timing you could ever design. We argue that the timing couldn’t haven been better. It is more than just a new lodge next to Etosha National Park, it is a big investment on land that we do not own – it is a partnership with the local community.

It is also our first venture into the far north in terms of cultural tourism. That is one of the last frontiers for Namibia

GONDWANA COLLECTION

tourism and offers an authentic experience of rich Oshiwambo culture.

That also gave us access to that market and the local people there have really supported us.”

With local tourism providing glimmers, Gondwana clung to the hope that there would be light at the end of a very long and dark tunnel. Recently, travel restrictions from most European countries were lifted, and Gondwana’s bread and butter (Germany, the Netherlands, the UK, France and Belgium) began travelling internationally again. From January to December 2021, tourism in Namibia picked up by almost 40% compared to 2020 and Gitta Paetzold, CEO of the Hospitality Association of Namibia, said recently that by mid-2022 there is an expectation that tourists will flow again.

Thankfully, there is more of a sense of optimism within Gondwana and wider tourism industry. While the wonderful culture, present withing the business for years, helped make even the smallest of wins feel amazing, the past two years have been difficult and Joubert is excited to get back to what the company is famed for.

“In international travel, there was a nice increase in November.

When something is taken away from you and you then get the opportunity to tap back into that, you quickly realise how grateful you are.

We’ve had a lot of interaction with international tourists and agents who came to a tourist board function at a lodge outside of Windhoek, and to sit with them and talk about the opportunities here gave us real relief.

“It’s wonderful to see the pick up and it is wonderful to see how the people enjoy it. When people use phrases on social media such as ‘life changing’, that is a tremendous positive.

“We remain dependent on our traditional markets, especially the German speaking market in Europe, but we have had tremendous pick up from eastern European countries and Russia.

New markets are discovering Namibia and that is wonderful for the future.”

TRADING THROUGH Looking forward, Gondwana has developed a plan that will see it continue to innovate in 2022, placing its culture at the heart. For Joubert, retaining staff and continuing to trade during the hardest of times was an investment in the future, an investment which he is sure will pay off.

Resilience is the ability to self-preserve, to be patient, to believe in the promise of tomorrow and to begin each day with new hope.

Capricorn Group is a leading diversified financial services group listed on the Namibian Stock Exchange.

To learn more about Capricorn Group and its subsidiaries and how we fulfil our commitment to being Connectors of Positive Change, visit Capricorn.com.na #StongerTogether #ConnectorsOfPositiveChange

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INDUSTRY FOCUS: HOSPITALITY

“Ultimately, the sustainability of Gondwana will always be our number one priority and we will always support this family and this culture. We really did bend over backwards to protect each person’s livelihoods.

“I believe it was an investment and slowly but surely, we are starting to see benefits. Our culture and team ethos has never been stronger because we were able to carry the company and the company carried us. I really think it was an investment in the long-term sustainability of this company and we have a lot to be proud of.

“We dug into a hole to survive over the past two years, but we are confident. We believe we can trade out of it, and we have a conservative budget for next year which is profitable. It is time that we get back onto the horse and really challenge ourselves when it comes to finances.”

Plans for a new development at Victoria Falls we halted but this is another project which is being revived.

A modern, user-friendly car rental operation is in place and is something that the company is excited about.

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Gondwana continues to explore alternative opportunities including management agreements where the company can manage property on behalf of separate owners but under the Gondwana brand. As the company’s curio shop offerings were reduced to nothing, Gondwana took the decision to move the concept online, selling Namibian wares to customers worldwide under the brand Narrative Namibia.

“Our car rental is something that we continue to invest in while most others have continued to de-fleet.

We increased our fleet and we are working on plans to be aggressive with that in the future because the market has shifted. If you go back 10 years, the market was built around group travel and, even before Covid, there was a shift and people don’t want to travel in big buses. They want to come here and drive in what is a

GONDWANA COLLECTION

very safe self-drive country – Lonely Planet voted Namibia as the number one self-drive destination in the world.

It gives you freedom and we have vast open spaces where you can feel alone, and the world is longing for that. The silence and the ability to self-cater is very attractive,” says Joubert.

Work in the community has also helped to build the brand over the past two years. Not a company willing to flout corporate social responsibility, Gondwana has been at the tourism industry’s forefront for many years and it stepped up to bring real impact when it was sorely needed through its Care Trust initiative.

“Given the situation, we couldn’t afford to contribute to the Care Trust – the formal vehicle for our corporate social investment,” details Joubert. “The Namibian corporate world alongside the Namibian public wowed us with tremendous contributions and donations. Even though we are in tourism and arguably one of the hardest hit companies, we continued with the work of the Care Trust and increased

it. We started the Meal for Two project – a feeding programme where for each dinner we sell at Gondwana we would provide a meal for someone less fortunate. That ratio went out the window and we provided way more meals than we sold because of these amazing donations.

“Our 25-year culture has seen us doing things around sustainability and ESG on the ground long before they became buzzwords,” he adds.

This constant, significant, and tailored approach to business in Namibia is further testimony of Gondwana’s commitment to its culture and to its heritage. While easy to paint a story of a broken company with more challenges than opportunities, Joubert prefers to offer a picture of a business which is strongly placed for future growth, and one which now has a stronger culture than almost all of its rivals.

“Going forward, we are looking beyond tourism. We have a brand that is foundational in everything that we do and we are proud of it, but it has so much to offer to our

country and beyond. We know what we are good at and what we are not, but we are always on the lookout for opportunities that fit with our ethos and our values.”

And, on the back of the biggest setback in a lifetime, Joubert hints at major developments in the future.

Not one to shy away from taking the big steps, there are plans in place to write a new chapter in this Namibian fairy-tale.

“We do still have plans to look at an IPO. Times are uncertain now, but we are considering this for the second half of 2023, although nothing has been confirmed. This will help us make the story even more inclusive of the Namibian public – a truly Namibian-born, Namibianowned, Namibian-based success story that is not limited to Namibia,” he smiles.

WWW.GONDWANA-COLLECTION.COM

Gys Joubert - Managing Director

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NATIONAL HEALTH LABORATORY SERVICE

Underpinning SA’s Healthcare

Through Toughest Times PRODUCTION: Karl Pietersen

The NHLS has been at the forefront of the battle against Covid-19, providing countrywide testing solutions while maintaining its first-class national pathology service. This is a business achieving its vision and serving the country with excellence and sustainability. CEO Karmani Chetty tells Enterprise Africa more about the development of this exciting healthcare heavyweight. www.enterprise-africa.net / 15

INDUSTRY FOCUS: HEALTHCARE

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South Africa’s National Health Laboratory Service (NHLS) is the central provider of health laboratory services, education and research. Its mission is to ‘provide pathology and laboratory services through competent professionals and state-of-the-art technology, supported by evidence-based research, training, and innovation to enhance integrated service delivery to meet the needs of the population’. Its national network of laboratories provides medical testing capabilities which allow doctors to provide the best possible treatment for those in need.

Already serving 80% of the population, the NHLS utilises its subsidiaries to provide a range of vital services that protect and better the lives of South Africans. The National Institute for Communicable Diseases (NICD), National Institute for Occupational Health (NIOH), Forensic

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Chemistry Laboratories (FCL) and the South African Vaccine Producers (SAVP) all fall under the NHLS umbrella.

At the start of 2020, provision of medical testing was thrust into the spotlight as the Covid-19 pandemic ripped through the world. In South Africa, tough measures put in place to curb the spread of the virus, and the NHLS was asked to step up like never before.

“It was certainly challenging in many ways, it also showed how strong we are as an organisation – even in the toughest of times,” CEO Karmani Chetty tells Enterprise Africa.

COVID-19 CHALLENGE Traditionally, the NHLS core service surrounded pathology. In South Africa, where illnesses including cancer, HIV and AIDS, diabetes, TB, asthma, and others remain underdiagnosed and undertreated,

the healthcare environment is already challenged. But the onset of Covid-19 saw the goalposts moved with the NHLS tasked with the continuation of industry-leading pathology and related services while developing a country-wide testing strategy at the same time as advising government on many associated issues including local vaccine

// IT WAS CERTAINLY CHALLENGING IN MANY WAYS, IT ALSO SHOWED HOW STRONG WE ARE AS AN ORGANISATION – EVEN IN THE TOUGHEST OF TIMES //

NATIONAL HEALTH LABORATORY SERVICE

development and deployment policy. For every business and every individual, it was a time fraught with trials and uncertainties. The NHLS endured and assisted the country in its movement through the pandemic without faltering.

“We had challenges in getting test kits due to a global shortage of polymerase chain reaction (PCR) and extraction kits, logistical issues (such as interruptions with production), flights cancellations, customs delays, and closure of services during public holidays,” details Chetty, a seasoned business leader and medical doctor with expertise across many other spheres.

“These and other challenges led to testing backlogs in the laboratories and increased turnaround time of results. This was compounded by the unavailability of staff due to Covid-19 infections and Covid-19 lockdown and social distancing regulations.”

Always working hard to ensure testing and delivery of results was as efficient as possible, the NHLS diversified its PCR and extraction platforms, implementing a testing strategy which prioritised those with a medical need and for clinical diagnosis, for example, suspected symptomatic Covid-19 cases and clinical diagnosis for patients with respiratory diseases at health care services.

The company also decentralised testing to district laboratories and mobile laboratories by using GeneXpert instruments when the test kits became available. The GeneXpert system requires minimal human input and less infrastructure or equipment, making for a more efficient process.

“The organisation had 128 Covid-19 testing laboratories, including the mobile laboratories, by the end of the 2020/21 financial year. Despite these challenges, we were still able

to conduct over four million Covid-19 tests by the end of the financial year with an average turnaround time of 48 hours,” says Chetty.

The CEO is understandably proud of the role the company has played in the ongoing battle against Covid-19 and its success of continuing to deliver primary services throughout.

The NHLS runs two hotlines for doctors and the public as well as an emergency operating centre and this have been maintained throughout a challenging period.

“The pandemic has forced the adoption of new ways of working,” admits Chetty. “Like many other organisations in South Africa and around the world, we have risen to the occasion by expeditiously put measures in place to safeguard our employees and instituted a new way of working as per our business continuity plan. We put

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INDUSTRY FOCUS: HEALTHCARE

many our employees on rotation, especially those working in areas where adhering to social distancing protocols would have been impossible. We also made sure that those working from home have all the right tools of the trade - most importantly, connectivity. As such, we have embraced agility and adaptability to ensure that we remain at the forefront of delivering quality

testing for Covid-19 in the fight against the spread of the pandemic in South Africa.”

Across the country, the NHLS and its subsidiaries employ more than 8000 dedicated people in all nine provinces, described by Chetty as “very committed, working long hours”.

Not a simple off the shelf product, the offering from the NHLS has been carefully developed over a long

period of time and is continuously monitored and adapted to suit the needs of the time. By growing from two to 128 Covid testing labs and generating R1.9 billion between 1 April 2020 and 31 March 2021, the business remained structurally and financially solid.

Continues on page 20

SA PATHOLOGY – PUTTING THE PATIENT FIRST InterSystems supports the NHLS with an advanced and proven laboratory application delivering the best possible care to patients across South Africa.

The journey to improved pathology services and overall healthcare service delivery was started by the National Health Laboratory Service (NHLS) in 2008 when the organisation purchased TrakCare Lab, a world class laboratory application from global technology company InterSystems.

Today the NHLS handles all public health sector pathology testing and provides an extensive array of research and disease monitoring services that support the over 3,800 clinics and more than 400 hospitals in the South African public healthcare system. A division of the National Department of Health, the NHLS’ system is a vital factor in the delivery of healthcare services for the approximately 50 million uninsured South Africans. The growing pressure of conditions such as Covid-19, in addition to TB and HIV, have seen new demands placed on the NHLS and as a result, within the TrakCare Lab environment, the NHLS processes around 500,000 tests from 150,000 lab requests each day.

“Pathology is a vital component of clinical care delivery, as blood tests are the key medical practitioners need to unlocking a diagnosis. This means blood tests needs to be processed quickly and accurately,” says Henry Adams, Country Sales Manager at InterSystems. “With TrakCare Lab, the NHLS has benefited from a system that allows a practitioner to place an order for a test, the NHLS completes the analysis and provides a report back to the clinician to complete his diagnosis of the patient. Reports are available digitally, and up to 15,000 medical professions can view these at the same time,” details Adams.

TrakCare Lab has been an obvious choice for the NHLS. The software has not only been widely successful in helping the NHLS meet its goals, but, as it is also used in over 25 countries globally, this multi-layered software application with database interoperability incorporates global best practices.

“The NHLS can provide quick turnaround times when processing blood tests at scale because of InterSystems’ technology. TrakCare Lab is deployed as a central installation and accessed by all the NHLS labs. This means the NHLS enjoys an average cost per test that is very low compared to international benchmarks,” says Adams.

The TrakCare Lab application at the NHLS paves the way for a connected healthcare system that facilitates patientcentred care. The partnership between InterSystems and the NHLS is a perfect example of two industry leaders coming together to solve real problems that impact the lives of South Africans.

InterSystems partners with global healthcare providers and governments across multiple disciplines, delivering innovative data solutions for their critical information needs. It provides the world’s most proven electronic medical and unified care records system and supports data management with a powerful suite of healthcare data integration solutions. Beyond healthcare, its cloud-first data platforms solve interoperability, speed, and scalability problems in healthcare, finance, and amongst others, logistics.

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BEING HELD BACK BY THE LIMITS OF YOUR LIMS? Need to review operational performance, plan more effectively and make more informed decisions?

You need TrakCare Lab Enterprise – so much more than just a LIMS

Learn more at: InterSystems.com/UK/TCLE

© 2021 InterSystems Corporation. All rights reserved. InterSystems is a registered trademark of InterSystems Corporation.

All other trademarks are property of their respective owners

INDUSTRY FOCUS: HEALTHCARE

Continued from page 18 HISTORIC IMPORTANCE Established in 2001, the NHLS is overseen by the Department of Health and is a leader on the continent in terms of the research and training delivered.

“Our activities comprise diagnostic laboratory services, research, teaching and training, and production of sera for anti-snake and other venom, reagents and media,” confirms Chetty.

“The NHLS is unique in that it is the only state diagnostic laboratory.

It is also the largest diagnostic pathology service in South Africa, with a network of approximately 233 pathology laboratories and providing different tests in all pathology disciplines. We are in formal partnership with South Africa’s universities, and our staff teach and provide practical training for every single medical, allied health professional and medical technology student, every trainee-specialist in pathology, as well as many scientists.”

Meeting the needs of the population by providing healthcare and protection, the NHLS subsidiary - the SAVP - produces antivenoms for the treatment of bites from eleven of the most medically important snakes prevalent in southern and other parts of Africa, as well as for spider bites

// TECHNOLOGY IS ADVANCING AT A RAPID PACE AND WE NEED TO BE ABLE TO SPEEDILY RESPOND TO SUCH CHANGES THROUGH HOW WE STRUCTURE AND DELIVER OUR SERVICES // 20 / www.enterprise-africa.net

and scorpion stings. In South Africa, button spiders, baboon spiders, violin spiders, sac spiders and more have the ability to cause serious harm.

Venomous snakes kill around 30,000 people every year in sub-Saharan Africa (recorded deaths) with the bush viper, water cobra, African mambas and others particularly lethal. The SAVP is the country’s sole producer of effective and researched antivenom and provides quality products for use when they are sorely needed.

“We also have an in-house diagnostic media manufacturing arm, Diagnostic Media Products (DMP), which manufactures and supply a wide range of high-quality diagnostic reagents, ready to use kits, and microbiological culture media,” says Chetty of the group’s portfolio. “DMP’s products range from routine microbiological media to more specialised media for dedicated laboratories such as food microbiological media and environmental testing media to a wide range of stains used in microbiology and manufacture viral transport media and phosphate-buffered saline used in hospital laboratories and at private clinical laboratories for the collection and transport of samples for molecular RT-PCR SARS-CoV-2 assays.”

In addition, further signifying the importance and impact of the

business, Chetty highlights 67 mobile units deployed in high population density areas, rural areas, and informal settlements to enable testing for Covid-19 for those members of the public who do not have access or means to visit local clinics and/or designated testing sites. The mobile units have also been utilised at border posts for testing.

Clearly, the range of services and the positive effect of the portfolio is a true asset to South Africa and the wider African community.

MODERNISING In 2013, the NHLS picked up a Business Initiative Directions (BID) International Stars Award for quality.

This was after, in 2012, two NHLS researchers played a major role in research that took us closer to a HIV vaccine. And in 2008, the company launched TrakCare – a standardised laboratory information system – from InterSystems to provide efficiency across its technology systems.

Without doubt, the NHLS is forward thinking and regularly displays its ambitions around pushing the cutting edge while continually breaking boundaries. Whether this is through new systems in partnership with industry leaders like InterSystems, or internally across the entire human resource, the NHLS is actively modernising.

NATIONAL HEALTH LABORATORY SERVICE

// WE HAVE EMBRACED AGILITY AND ADAPTABILITY TO ENSURE THAT WE REMAIN AT THE FOREFRONT OF DELIVERING QUALITY TESTING FOR COVID-19 IN THE FIGHT AGAINST THE SPREAD OF THE PANDEMIC IN SOUTH AFRICA // “Technology is advancing at a rapid pace and we need to be able to speedily respond to such changes through how we structure and deliver our services. As such, we are making a major investment in our IT infrastructure to enable higher quality healthcare in support of patients through new and improved system deployments, which incorporate numerous applications across different interfaces,” explains Chetty.

Henry Adams, Country Sales Manager at InterSystems adds: “It is a Laboratory Information System (LIS). In the public space, 85% of test

requests are still handled manually.

Today, there are around 130,000 test requests per day. Each test request has on average 4.5 individual tests. Still, most of these are captured manually.

Our system takes all the test requests and processes the requests by sending requests to an analyser and then returning the results. We control the analysers and we verify the results, and depending on the nature of the test, we create a detailed pathology report. We print around 500,000 pathology reports each day but we also make all results available digitally for viewing by up to 15,000 people at

any time. The result is a direct impact on quality of care that a doctor gives to a patient.”

This expansion on the TrakCare system will be welcomed by the NHLS team who themselves have been the target of a modernisation and development programme.

Especially under the spotlight right now is gender equality within the business – the same as all stateowned enterprises. The NHLS has a good history after its Professor Valerie Mizrahi was voted Women of the Year in Health, Science and Technology in 2006 at the Checkers/SABC 2 Awards.

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INDUSTRY FOCUS: HEALTHCARE

“We are committed to fostering an inclusive environment where everyone can succeed. The links between gender diversity and organisational success are well documented and we have many talented women at NHLS who are experts and leaders in their fields,” says Chetty.

“As such, the representation of women occupying top management positions at NHLS stands at 57%, while 61% accounts for women in senior management.”

In total, female representation in the business stands at 68.2% with majority percentages holding professional qualifications, and skilled

and semi-skilled labour positions.

According to Chetty, progress towards gender parity remains a top priority and current stats show a trend in the right direction as an organisation.

“The NHLS is committed to ensuring that the organisation Continues on page 24

INQABA BIOTEC Inqaba biotec is turning 20 years in 2022 and it all started on a bus ride from Sunnyside to the University of Pretoria in 2000. Due to the habit of taking the same bus in the morning, the two future co-founders Dr Joaquim de Gama (at that time still a law student) and Dr Oliver Preisig (a microbiology researcher at the university) got into regular conversations. Then one day Joaquim asks Oliver if they should not start a business to grow mushrooms. Oliver was enticed about the idea of a business but thought his experience could be more applicable for a company that offers DNA sequencing services and produces oligos. Such companies developed in many places in the 90s but none in South Africa or anywhere in Africa. So, the idea was born.

Oliver shared the idea with some friends back home in Switzerland and Germany, and surprisingly the venture team of 5 was born with the addition of Prof Michael Göttfert, Dr Christoph Beck, and Dr Sandra Neumann. Of course, the four scientists and one lawyer had not much experience in writing a business plan and the first draft was a thick document that needed an astronomic amount of funds and guidance. We were then lucky to come across the Swiss Organisation to Facilitate Investments in the developing world (SOFI) and there we got support from a consultant, Mr Andre Calame, who coached us and assisted in the write-up of a concise and thorough business plan. He really was instrumental in the success of the company to get started as he took ownership of the project. With his advice, we applied for the Start-Up fund of the Swiss State Secretariat for Economic Affairs (seco) for business developments in developing countries in 2001. Luckily a pat-situation of the fund committee turned in our favour and we got a credit facility for CHF 250 000 despite the committee’s worries that we have no experience in marketing. With the credit letter from the Swiss Government, Standard Bank was willing to get us a lease funding for the lab equipment worth R 4 Million. As we know, banks only extend you a loan when you have collateral somewhere.

In February 2002 we started occupying our first facility opposite the Sunnyside Police Station, where we even shared the floor with police detectives. In the first few months, we got everything installed, worked on the production of oligonucleotides and the optimisation of our Sanger sequencer. On August the 1st of 2002, we were ready to launch inqaba biotec with a very unique name that we found with the help of a Xhosa friend as we wanted to have a name with a click and of course a good meaning as well. And this is how Africa’s Genomics company started.

Inqaba is an IsiXhosa name for “rare and precious” and pays homage to our South African origin. The company headquarter is still based in Pretoria, South Africa. In 2010 the Kenyan subsidiary, Inqaba Biotec East Africa Ltd, was launched in Nairobi. Thereafter, Inqaba Biotec West Africa Ltd was registered in Nigeria in the 2014 followed by branch offices in Ghana (2018), Tanzania (2019) and Senegal (2020). In 2007, inqaba biotec started offering genome sequencing using a sequencing technology from 454, which at that time was a novel innovation and made us pioneers in offering genome sequencing services in Africa. In 2020, we have started sequencing with the stateof-the-art sequencer Sequel IIe from PacBio. Currently, inqaba biotec employs over 100 people in South Africa, Ghana, Kenya, Mali, Nigeria, Senegal, Tanzania, Uganda and Zimbabwe creating a sales and support network across Sub-Saharan Africa. We also distribute a wide variety of reagents, instruments and solutions for molecular biology, molecular diagnostics. This will facilitate our aim of getting better support and logistics to our customers in the field of life sciences and molecular diagnostics as part of our contribution to further develop Science and Technology in sub-Saharan Africa.

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INDUSTRY FOCUS: HEALTHCARE

Continued from page 22 recognises and supports talent at all levels – from support functions to technical staff. The very nature of our diverse organisation means that colleagues develop at different times and require varying types of support and training throughout their careers,” she says.

Chetty, who boasts more than two decades in senior management and lists human resource planning as a key skill, is clear that for those coming through the ranks continuous improvement is vital.

“My advice to the younger generation, especially those in the NHLS, is that they must not limit themselves based on their technical expertise,” she asserts. “I want

24 / www.enterprise-africa.net

them to understand that learning something new is an investment in themselves, and adaptability is an asset that can help both individuals and organisations flourish. This is the reason we have a very efficient Workplace Skills Plan set out to promote and prioritise skills development in the organisation.

We are doing this to capacitate and empower our workforce, especially the younger generation.”

// AT NHLS, WE ARE COMMITTED TO FOSTERING AN INCLUSIVE ENVIRONMENT WHERE EVERYONE CAN SUCCEED //

FUTURE PROGNOSIS While the Covid-19 pandemic and the consequent fear of serious illness or death among the population remains, for many, life does begin to return to normal with offices and factories welcoming staff back after the 21/22 festive period. But testing for positive

cases will continue and for most in healthcare the expectation is that this will form a long-term part of strategy to live with the virus. The NHLS will assist government in planning for the future while continuing to roll out its pathology services in the arenas of TB, HIV and others. It is a time where the

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// MY ADVICE TO THE YOUNGER GENERATION, ESPECIALLY THOSE IN THE NHLS, IS THAT THEY MUST NOT LIMIT THEMSELVES BASED ON THEIR TECHNICAL EXPERTISE // business must adapt and grow, and Chetty is confident.

“In the next five years, the NHLS will, inter alia, focus on providing a clinically accepted diagnostic pathology service, high-quality patient-centred pathology service at the right time and the right place, deliver value in pathology services through improved cost-effectiveness, and leverage innovation and new technology to improve efficiency.

“We will also invest in information, digital technology, communication links and logistical

services to improve efficiency.”

With another ongoing planning challenge – the onset of National Health Insurance (NHI) – constant reviews and strategy adjustments must be made. It’s no easy task.

“The NHLS is a national asset and is well-positioned for NHI,” Chetty enthuses. “It is a single, national organisation, that provides pathology services to every public sector clinic and hospital across the country. It is against this backdrop that the organisation strives to provide highquality pathology and laboratory

services that are clinically efficient and cost-effective.”

Of course, the CEO is also working towards strengthening and maintaining the NHLS financial standing, and improving operational efficiencies, accreditation of laboratories, while making enhancements to IT infrastructure.

For most, with a dramatic shift in focus, and the need to adapt from one day to the next, the NHLS has continued to provide service of the highest order during the most difficult conditions witnessed through its history. The company has proven its value to the nation and continues to show its significance as a SOE.

WWW.NHLS.AC.ZA

www.enterprise-africa.net / 25

SAKHIWO HEALTH SOLUTIONS

SAKHIWO Stands for

World-Class Healthcare PRODUCTION: Benjamin Southwold

For multi-skilled health consultancy business SAKHIWO Health Solutions, the COVID-19 pandemic has truly highlighted the importance of its bid to revitalise the country’s challenged healthcare and medical industry and augment infrastructural and facility delivery to unprecedented levels. Proudly evident across its suite of facilities, the company leverages strong partnerships and the best in technology to continually spark real change in the state of facilities across Africa.

//

With specialisms ranging from health planning, health technology, project management and consulting and advisory services relating to hospital infrastructure development to commissioning and facility maintenance management, SAKHIWO’s breadth of capabilities allows it to deliver an integrated, all-inclusive service.

“We are able to serve as a private implementing agent, turnkey professional service provider or programme manager with multi-faceted functionalities,” the company expands.

“We also offer services on an ad hoc basis as required by the client.”

Originally established as a multidisciplinary development agency for health facilities. Its success in pulling together some of the best expertise in South Africa allowed SAKHIWO, after a decade of leading the way in crafting infrastructure for many health institutions, to broaden its reach

26 / www.enterprise-africa.net

into other spheres of public sector infrastructure development.

COMPREHENSIVE RESUMÉ Today, this makes it an allencompassing implementing and program management agent with a primary focus on public sector infrastructural development. Hospitals and other health facilities are of course at the forefront of its concerns, but also span schools and educational facilities, institutional buildings and prisons, office complexes and more.

Similarly to its evolution into an ever-wider range of specialist areas, also setting SAKHIWO apart is its unique ability to bring a project from concept to reality, implementing every step of the process right from the initial stages of financial viability to planning and design and construction management.

Contrary to the many providers who offer a singular approach, constituting of merely equipment solutions or staffing

offerings on their own, SAKHIWO sets the foundations of a project and sees it right through to procurement of equipment, training of staff and ongoing facilities management.

“SAKHIWO Health Solutions is the leading turnkey professional service provider in the public healthcare sector in Africa,” the company resumes, “and covers all aspects of hospital infrastructure development.” In this way, SAKHIWO has evolved into the continent’s dominant player in the sector by becoming synonymous with quality and delivery, and along this journey has been the driving force behind some monumental developments. “We are committed to excellence in design and the implementation of high quality, efficient and cost-effective solutions,” is SAKHIWO’s overarching mission.

“We aim to respond accurately to the transformation of health care by developing outstanding facilities.”

INDUSTRY FOCUS: HEALTH

In South Africa, highlights include Cecilia Makiwane Hospital in Mdantsane, a 530-bed, R1.5 billion facility converted from an existing old barrack-style hospital condemned some years prior. It perfectly encapsulated, and to continues to demonstrate, SAKHIWO’s transformational impact on health services in South Africa, in exactly the same vein as Frere Hospital Oncology and ICU for the Department of Health in the Eastern Cape and also on show at Sipetu and Thabazimbi District Hospitals.

// SAKHIWO IS PARTNERING WITH LOCAL STRATEGIC PARTNERS IN EVERY COUNTRY IN WHICH IT OPERATES, IN ORDER TO ADD VALUE AND CONTRIBUTE TO THE BUSINESS //

28 / www.enterprise-africa.net

SAKHIWO is well underway with Limpopo Central Hospital in Polokwane and Siloam Hospital in Vhembe District, Limpopo for the National Department of Health, the latter of which was identified as a National Presidential Priority in 2011. Its footprint is not listed to South Africa, either, spreading across the continent with significant undertakings in Zimbabwe, Namibia and the 450-bed Nampula New General Hospital in Mozambique.

“SAKHIWO is partnering with local strategic partners in every country in which it operates, in order to add value and contribute to the business,” it explains, and this has been crucial to its success in so many various spheres and settings as it further entails training, mentorship and a transfer of skills. This recognition of the power of collaboration has also been integral to SAKHIWO’s unrivalled expertise in the South African healthcare sector in building funding models and finance solutions, working instead with international partners.

“We are seeking to work with our international partners to look at alternative funding models that will

enable governments to deliver on social infrastructure, such as in healthcare,” CEO Dr Tebogo Mphake told us. “We are dealing with major infrastructure projects – hospitals the size of Limpopo Central Hospital of 488 beds – which are being identified by governments as major drivers of growth. From that perspective, we are very bullish about our business and what the prospects look like.”

UNTRAMMELLED TRANSFORMATION At its completion, Cecilia Makiwane Hospital was the single biggest hospital built in the country since 1994 and replete with world-leading technology, in addition to R360 million of new equipment and furniture. Sub-Saharan Africa is becoming a known as a bastion of this type of innovation for digital health services, set to play an increasingly important role in Africa’s healthcare sector.

“There is a need to focus on health technology across a broader continuum of healthcare,” Mphake asserted. “Focusing on equipment and ensuring we have the best available, but also ensuring that the equipment

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is serviced and maintained properly.

Therein lies an opportunity to tap into the digital health space in terms of focus on how we can use IoT to ensure processes in hospitals are improved and to ensure, from a patient care perspective, that maintenance and management of medical equipment is first class.”

These factors, along with the litany of others that have come to define SAKHIWO Health Solutions, have ensured that even the best attempts of the COVID-19 panic to wreak havoc upon every aspect of society have not derailed its overwhelming pipeline of prospects.

“The pandemic and the resultant economic slowdown, in our view, has not necessarily meant that there is decreased demand on our services,” clarified Mphake.

“In fact, what happened is that it has exposed the soft underbelly of our healthcare systems throughout the world. Almost everyone realised that our healthcare systems are not geared towards managing and containing this and other possible future pandemics.

What that has done is create pent up demand for infrastructure in order to ensure our healthcare systems, around the world, are resilient.”

Certainly not its biggest, but among its most important partnerships has been in the completion of CBMADT’s eight-bed paediatric lower high care unit project at Sebokeng Hospital in Gauteng.

The Carte Blanche Trust commenced the initiative back in 2014, culminating in the creation of a six-bed unit in 2016 which has served its purpose expertly until now and an even more impactful development, CBMADT says.

“Thanks to the repeat support of South32 as principal donor, and the Carte Blanche Trust’s stalwart partners Sakhiwo Health Solutions and the Hospital Design Group, the Carte Blanche Trust has now been able to construct and equip a new eight-bed Paediatric Lower High Care Unit, directly alongside its original 2016 project.”

Adding critical care infrastructure for 14 children in the Sedibeng Municipality, it responds to the needs of vulnerable children in the area and evinces the true care running through the heart of SAKHIWO, as it seeks to be the outstanding leader in health infrastructure development meeting the needs of every client and community.

WWW.SAKHIWO.COM

www.enterprise-africa.net / 29

ASPEN PHARMA

Aspen Launches Africa-Leading

Anaesthetics Production PRODUCTION: Timothy Reeder

Headquartered in Durban, global speciality and branded pharmaceutical company Aspen is celebrating a significant milestone in its decorated lifetime. At the South African plant where it performs the vital filling and packaging of the Johnson & Johnson Covid-19 vaccine, it has announced the opening of the southern hemisphere’s largest general anaesthetics manufacturing line, making its Eastern Cape facility one of the most advanced in the world today. www.enterprise-africa.net / 31

INDUSTRY FOCUS: PHARMACEUTICAL

//

With an acknowledged, listed presence in the pharmaceutical sector of more than two decades and boasting a 170-year heritage, Aspen improves the health of patients in more than 150 countries across the world via a vast array of high quality, affordable medicines. Headquartered in Durban and boasting a strong presence covering both emerging and developed markets, Aspen focuses on marketing and manufacturing a broad range of post-patent, branded medicines and domestic brands.

These are delivered to hospital and consumer markets alike through its key business segments: manufacturing and commercial, pharmaceuticals, comprising regional brands and sterile focus brands. “Active at every stage

of the value chain, we are uniquely diversified by geography, product and manufacturing capability,” states Christiaan Theron, Executive Head

// FOR SOUTH AFRICA IT IS A HUGE COUP FOR THIS DIPRIVAN GENERAL ANAESTHESIA TO BE EXCLUSIVELY MADE IN OUR FACILITY //

President Ramaphosa and Deputy President Mabuza lead an visit to Aspen Pharmacare sterile manufacturing facility © GCIS

32 / www.enterprise-africa.net

of SA Operations. “Our wide product portfolio of trusted brands spanning most therapeutic areas creates meaningful diversification.”

An almost exactly equal gender split comprises the nearly 10,000 employees who occupy Aspen’s 69 offices in more than 50 countries and territories, a staff group which Theron picks out for particular comment. “Our

ASPEN PHARMA

// THIS FACILITY WILL HELP ENSURE NO AFRICAN IS EVER DENIED TREATMENTS LIKE ANAESTHETICS AND VACCINES AGAIN // greatest strength is our diverse and talented team who work together every day,” he highlights, “united in our purpose to improve the health and quality of life of patients.

“In everything we do, we have one common goal – to deliver high quality, affordable medicines to the patients who need them.”

ANAESTHETICS ANNOUNCEMENT In a move which will see Aspen relocate products generating R8 billion ($542 million) each year from Europe to its flagship manufacturing site in the coastal town of Gqeberha, the pharmaceutical giant has recently opened the southern hemisphere’s largest general anaesthetics manufacturing line, and one of the largest anywhere in the world.

Situated at the South African plant where Aspen currently fills and packages the Johnson & Johnson Covid-19 vaccine, having been proudly selected by two of its Janssen Pharmaceutical Companies, the additional production capability extends Aspen’s sterile footprint and complements the Group’s strategic vision of delivering quality, affordable medicines using high-technology

pharmaceutical equipment, contributing to improved health outcomes for patients.

Aspen had already shifted the production of drugs for late-stage cancer, Parkinson’s disease and some auto-immune illnesses to the factory in 2018. The unveiling of the general anaesthetics line now follows swiftly on the heels of the visit by President Cyril Ramaphosa in March 2021, at the outset of production of the Johnson & Johnson shot.

This development at the Gqeberha factory, into which Aspen has invested more than R3 billion, will make it one of the largest production hubs for critical medicine in the world, the importance of which was not lost on CEO Stephen Saad. “This facility will help ensure no African is ever denied these treatments like

www.enterprise-africa.net / 33

INDUSTRY FOCUS: PHARMACEUTICAL

anaesthetics and vaccines again,” he declared, “and we thank J&J for giving us the capability to create our own manufacturing facilities; as a result, we’ve been able to produce vaccines in Africa and now to also bring anaesthetics home.”

Sterile Focus Brands, comprising anaesthetic and thrombosis products, is one of Aspen’s key business segments and contributes 28% of its revenue. Aspen’s strategic decision to switch focus to production, rather than lower-value generic medicines, also served to pave the way for a

push into vaccines. A key element of the company’s growth strategy is in identifying therapeutic areas both specialised in nature and a good fit with existing operations, Aspen details.

“In line with this strategy, we acquired the AstraZeneca and the GSK anaesthetics portfolios in 2017, which presented an opportunity to leverage both our existing sterile manufacturing capabilities and our hospital focused sales force. In November 2017, we acquired the remaining rights to the intellectual property and manufacturing know-how related to

the AstraZeneca portfolio.

“We believe that increased control over the supply chain will enhance our ability to achieve manufacturing synergies and thus support earnings growth.”

CRITICAL MEDICATION A diverse product range includes general anaesthetics, muscle relaxants as well as a number of local anaesthetics including topical agents. “From a business Continues on page 36

A&S PRINTERS: GIVING YOU THE EDGE A&S Printers has been providing a true mark of quality from its Port Elizabeth home since 1996.

For more than 20 years, A&S Printers – leading provider of printing solutions – has been supplying Aspen Pharmacare with service of the highest standard. A&S believes in the power of relationships and has nurtured its partnership with Aspen to become the provider of choice for printing of pharmaceutical inserts.

The Aspen site in Port Elizabeth has different facilities, each responsible for different areas of healthcare, and each able to produce millions of tablets each year. Packaged locally, these products require information inserts before arriving at pharmacies. There is a strict process involved in printing and sorting these leaflets correctly. A&S has invested in leading technology to delight its client.

“We have a dedicated plant specifically designed to produce packaging inserts. We have come a long way with Aspen over the past 23 years. From humble beginnings, we have grown with Aspen,” says MD Peter-Jon Murray “From a tracking and traceability point of view, we have to ensure no leaflets are mixed up. If the instructions call for one tablet or ten tablets, getting the wrong leaflet in the wrong box would have huge consequences.

Printing numerous different product labels, ensuring tracking and traceability of every single insert and each product on the batch line, helps us satisfy an auditing process which is extremely stringent – as it needs to be.

We have specialist equipment that photo-checks every single leaflet to ensure it is the correct product and nothing can be mixed up.”

A&S works for its PE neighbour on a Just In Time basis, not holding large amounts of unnecessary stock and converting raw material for delivery on the day. This is a service which the company can offer for any client, and is demonstrated through work for multiple national businesses across pharmaceuticals and other industries.

“We are busy with an expansion process and widening our portfolio of products that we supply,” says Murray.

“Our intention is to increase our offering so that we can grow with Aspen. It’s an evolving industry and regulations are continuously changing. We consistently have to change and adapt to improve our systems and technology to move with them while they continue to move at a rapid pace.”

With Aspen delivering vital products to SA and Africa, and investing heavily in PE, this is a relationship that will continue to thrive, always giving Aspen the edge.

34 / www.enterprise-africa.net

PHARMACEUTICAL PACKAGE INSERT PRINTING A&S Printers have over 26 years experience specializing in the printing and National supply of pharmaceutical insert leaflets in our purpose-built facility. Machines are fitted with cameras and any discrepancies are rejected on detection.

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Our web printing presses are reel to sheet machines suitable for very large quantities. We currently produce pharmaceutical package inserts on these machines with quantities per order varying from 10 000 to several million.

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Continued from page 34

perspective, our anaesthetics portfolio and the combination of products makes Aspen probably the biggest manufacturer outside of the US,” Theron explains, “which status has been brought about by the combination of our diverse portfolios. For South Africa, it is a huge coup as it means that this Diprivan general anaesthesia will now be exclusively made in our facility down in the Eastern Cape.”

It is also hugely significant from a technological perspective, Theron

// OUR STERILE FACILITY IS ONE OF THE MOST ADVANCED THAT CAN BE FOUND ANYWHERE IN THE WORLD //

36 / www.enterprise-africa.net

reasons. “It means that our sterile facility is one of the most advanced that can be found anywhere in the world at this moment in time. It is also an opportunity to employ quite a few new people, and to create good value, fulfilling jobs, the bulk of which are taken by young graduates to work with the complex, technical equipment and processes installed here.”

This spirit of upskilling and uplifting the communities in which Aspen operates, and their people, is at the heart of the company. Its broad range of ‘We Care’ initiatives has been wide-reaching, from donations of hand sanitisers and vital face shields through its Ethicare division, to distributing much-needed relief in the form of food parcels to the elderly of Soweto impacted by the pandemic.

“We Care is an initiative that demonstrates our ongoing commitment to responsible corporate citizenship,” Aspen details. ‘We continually evaluate and invest in initiatives where we can contribute toward the

improvement of disadvantaged communities or individuals in need of equal opportunities to foster an environment in which they can thrive and become active members of society. These efforts have proven to have reaching environmental, social, wellbeing and economic impacts.”

“The launch also marks something of a milestone in an investment sense,” Theron continues. “It is the completion, at this point in time, of the facility, and means that the last part of that build now becomes commercial. For us, it also marks the moment that it starts delivering on its original objective,” he explains. “The vaccine line was initially designated for anaesthetic production, but with the arrival of COVID-19 we were presented with both an opportunity, as well as a moral responsibility, to quickly change gears to address this most urgent of needs.

“The lines commissioned in October now become the first new lines on which we are launching this anaesthetics portfolio bought from AstraZeneca.”

ASPEN PHARMA

// THE NEW PRODUCTION LINE WILL PROVIDE AN IMPORTANT MEDICAL PRODUCT FOR THE LOCAL MARKET AND CONTRIBUTE TO GLOBAL PATIENT SUPPORT // The start of operations is also extremely well-timed to allow a continuation of Aspen’s pandemic services, with anaesthetics belonging to a fundamental class of drug, one of whose uses has been proven in supporting the treatment of COVID-19 patients on ventilators in intensive care units. “South Africa has to date imported the general anaesthetics needed in our healthcare system,” Minister Ebrahim Patel commented.

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“The new production line will provide an important medical product for the local market, assuring security of supply, and the bulk of it will be exported across the world, contributing to global patient support.”

For Aspen, anaesthetics are centrally important to future expansion and progress, with revenue growing 21% last year to R8 332 million. The acquisition of the supply chain rights to the AstraZeneca portfolio will catalyse the process of repurposing and preparing further key sites in South Africa and Europe to drive the manufacturing transition of the greater part of this portfolio over the next three to five years.

“The opening of our general anaesthetics manufacturing line is a significant milestone for Aspen as

it will serve as a crucial anaesthetics hub for this critical medication,” confirmed Stephen Saad. “This is one of the world’s largest general anaesthetics production lines and it positively positions Aspen’s integrated supply, marketing, and sale of anaesthetics globally.

“Our investment of more than R3 billion in this facility is the single largest investment in the pharmaceutical industry in the country and aligns with our commitment to supporting the industrialisation of South Africa.”

WWW.ASPENPHARMA.COM

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CARRICK WEALTH

Phenomenal People

Push Carrick Past Pandemic PRODUCTION: Manelesi Dumasi

Carrick Wealth is a leading African financial advisory business with a range of important services that help clients secure, nurture, and grow their financial ecosystem. By taking a positive approach to the market during the pandemic, this is a business that has consistently delivered returns. www.enterprise-africa.net / 39

INDUSTRY FOCUS: FINANCE

//

After a devastating economic blow, dealt by the Covid-19 pandemic, South Africa is regaining GDP and clawing back fiscal position in the toughest conditions of a lifetime. In 2020’s second quarter, GDP sat at a total of R947 billion, falling from R1.147 billion in the first quarter. But, in quarter two of 2021 the country’s GDP was back to R1.131 billion. Economists expect further improvement through 2022, but major growth is unlikely, and prior to the meltdown, the economy was already weak. For investors, those looking for real returns, and people searching for ways to nurture their wealth, being exposed to South Africa alone remains a major risk.

In November 2018, financial advisory business, Carrick Wealth, was formulating a plan to offer offshore investment opportunities as a key product to their clients. Even then, there was a nervousness about having all assets in South Africa following years of unsteady politics and economics.

CEO and Founder, Craig Featherby explained that the boutique business was growing strongly and preparing for major expansion.

But with the catastrophe that has been the pandemic, Featherby has been forced to re-strategise and re-evaluate. New ideas and new offerings have been developed, and offshoring has been formalised.

Enterprise Africa asks Featherby again about the company’s prospects.

With so much money wiped from the economy, you may think he would be downbeat, but this entrepreneur and his highly experienced and innovative team are buoyant and confident. “It

CEO and Founder, Craig Featherby

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has been a whirlwind,” he smiles.

“The relatively sudden onset of the pandemic and lockdowns came as a worrying curveball, there is no denying it. I spent a few days in my home office in March 2020 chewing over the new circumstances and deliberating on the ‘what now?’. It became clear that there were two choices available to us, and only one was an option. We could wrap ourselves up in cotton wool and hope that we were resilient enough to survive, without taking any steps to adapt. That approach was simply not viable - in South Africa, Covid has had a devastating effect on SMEs, with 38% going out of business. The other option, and the choice we took, was to ‘throw the kitchen sink at it’.”

The highly successful business, established in 2014 and home to more than 120 employees in South Africa, was forced to shift and adapt. A restructure of its model, installation of new management principles, clearing out distractions, and refocussing of the brand allowed Carrick Wealth to achieve strong results. Featherby was relieved and cites the establishment of new offerings as a major contributor to the company’s success over the past two years.

“One is an international property investment company that assists clients in purchasing buy-to-let properties in the UK, France and

CARRICK WEALTH

Mauritius. That is Carrick Property, and it has done really well. We then launched Carrick Consult which helps clients to manage their estate planning. We understand that we are in the largest trans-generational wealth transfer in the history of mankind.

There is more money than ever being transferred from parents to children and then to the next generation and we need to make sure our clients have robust structures for that. We also started our own asset management business in partnership with an existing investment manager here in South Africa –LNKD Investment Managers.

That has performed exceptionally well and provided stunning returns for our clients. Lastly, we started a company called Carrick Partners which is a financial advisory network. There are various challenges advisories face including the ever-rising cost of doing business, eating into margins. Carrick Partners provides a range of financial services under the Carrick brand that assists with everything from operational support to administration, marketing and much more.”

PHENOMENAL RETURNS As the pandemic challenged financial positions for many, a relationship with a financial advisor became more valuable than ever. Understanding risks and actively managing portfolios allowed the company to deliver results for clients. “We have generated phenomenal returns for our clients and that is what it’s all about. We must and will keep going, whatever the circumstances,” says Featherby.

Continued success has allowed Carrick to open new offices in Gqeberha and Pretoria, and this has fuelled further growth. “The business has had a staggering 40% year-on-year growth since we started in terms of revenue, profit and assets,” details Featherby.

After 2020’s worries, 2021 was altogether different. Of course, Covid remained a concern, but Carrick Wealth was driving a reinvigoration.

// WE SEE OURSELVES REMAINING IN AFRICA – WE ARE AN AFRICAN BUSINESS. WE ARE OWNED BY AFRICANS AND THE MAJORITY OF OUR CLIENTS ARE AFRICANS // “In 2021, we launched what we call Carrick 2.0, or the next chapter.

We felt that as a business, we had reached a certain ceiling and we needed to go to the next level,” explains Featherby. “We needed to identify how we would differentiate ourselves in the market and we realised that we can’t differentiate based on product. We chose a concept around hospitality and put that at the forefront of everything we do.

The definition of hospitality in our eyes is ‘how do we make our clients feel’. In South Africa, a lot of people

are under a lot of pressure and when they look to a financial advisor, they’re not necessarily only looking for solid, transparent, professional advice. They are potentially looking for a partner and a long-term relationship. We want to be financially married to our clients, providing the enduring support, commitment, and dedication one does in a cherished relationship.”

By fostering these deep relationships and going above and beyond in terms of returns, the company managed to eclipse even its own high expectations for growth figures.

Private Client, Corporate Services and Retirement Planning Conservo International Retirement Plan (specifically designed for South African members), QNUPS, ISIPP and QROPS Contact Cape Town office sact@SovereignGroup.com

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INDUSTRY FOCUS: FINANCE

“We did exceptionally well in 2021 and by the end of October we were 145% up on 2020. We have had incredible growth since our founding, and we are above all current rates so that is great. We are hoping to realise a finish to 2021 of 150-155% up on 2020,” Featherby celebrates.

AFRICAN OPERATION With successful operations developed to diversify client wealth in terms of geographic location, Featherby is quick to remind that this remains a very African operation and will always call the continent home.

// WE HAVE ACHIEVED SUCCESS AND WON SOME FANTASTIC AWARDS AND THAT COMES DOWN TO THE PEOPLE WE HAVE IN THE BUSINESS //

“In terms of the future, we see ourselves remaining in Africa – we are an African business. We are owned by Africans and the majority of our clients are Africans. We have operations in Botswana, Zimbabwe, Malawi, and we have international operations in the UK and Mauritius.”

A route-to-market has been developed in 17 other African countries, and license applications are being secured in Zambia and Kenya. In East Africa (likely Uganda, Tanzania, Rwanda and Ethiopia), Carrick will aim for offices to create operations that replicate the success of the South African business.

“We see further opportunities in Africa with an African family office based in Jersey, Channel Islands. Concentrating on ultra-high net worth individuals who have between US$10 and US$30 million investable assets but who don’t necessarily qualify for the traditional family office offerings out of Switzerland or other European countries. They are rarely regarded as an institutional customer, and we think there are massive opportunities in Africa for that.

“We have created lots of opportunities to grow outside of Africa, but we stick to our knitting. We know who and what we are, and we know the model in Africa. We believe Africa is what the Far East was 25 years ago and we feel there is enormous opportunity here. We have an underlying goal over the next five years to change the lives of 100,000 African families by offering superior financial advice.”

In order to serve African clients that have moved away from the continent, Carrick Wealth now has a fully-fledged office in Fulham, London. Designed to service clients onboarded in Africa but active in the UK, this office brings a full suite of services to those that have emigrated or may be spending extended periods in a new financial environment.

TROPHY HAUL Developing brand-Carrick is a continuous process. A truly never-ending task for any business, nurturing the brand is something that the Carrick exec team is hot on. In 2020, the company was voted by a large international advisory

Carrick Wealth Directors

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CARRICK WEALTH

board – International Advisor – as the top financial advisory firm in South Africa.

In 2021, Carrick celebrated again after being awarded Excellence in Advisory Best Practice in Africa by International Investment. This streak of success has helped instil further equity in the brand and Featherby puts it down to the team.

“We have achieved success and won some fantastic awards and that comes down to the people we have in the business. We have a brilliant group of around 221 people within the organisation, many of whom have been here since day one. There is a remarkable executive team who do the majority of the heavy lifting, but we have amazing people throughout the company who collectively make this the great business that it is.”

This people focus continues externally through Carrick|Impact, a new philanthropic division designed around supporting charitable, uplifting, enriching causes but with clear measurement of influence.

In 2013, Featherby and business partner Mike Fannin started a charity which was very successful and eventually became formalised within the Carrick business. But the pair were

keen for clear information on how donations were utilised.

“A lot of the time, there is no measurement within charities and people’s investment can go unnoticed.

Carrick|Impact provides a quarterly impact report that clearly reflects how your investment into a chosen charity has performed and how much of an impact you are making on society. The goal is to continue with philanthropic endeavours in all of the countries we operate in, and we would like to roll this out across third-party companies and go to them with advice on all CSR initiatives.”

Internally, displaying its commitment to people, Carrick Wealth retained all personnel throughout the pandemic. No one took a pay cut, no one was retrenched, and no one was asked to change their package or the hours that they worked. The measurement of this investment? A positive future outlook.

“We are proud of that,” says Featherby. “We have managed to stick to our core fundamental values as a business and we have managed to look after our team throughout the pandemic and the associated lockdowns.

“Things are exciting, and we are aware that we are fortunate. We must

think about technology and how we can incorporate that into the business, but it is key that we strike the right balance between technology and people. We also have to remain patient and remain humble, that is of major importance.”

This patience and humbleness has helped Carrick to come through where others have fallen away. Not only has the company survived, it has thrived, picking up awards and delivering returns, but most importantly, retaining a culture of excellence and a team of industry leaders. For Featherby, the importance of quality financial advice is now more important than ever.

“Financial advice is such a fundamentally important aspect of someone’s life. We help clients make some critically important decisions. The reality is that if we get things wrong, it can ruin people’s livelihoods. We must get things right all of the time, not just 95% of the time. That is why the calibre of one’s team is vital,” he concludes.

WWW.CARRICKIS.COM

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AFRI-SAVE CASH & CARRY

Afri-Save is the Uitenhage

Community Pillar PRODUCTION: David Napier

Leading Eastern Cape wholesale and retail FMCG business, Afri-Save Cash & Carry, is focussing on a strategy of first-class customer service backed by an extraordinary community outreach programme. The result?

Brilliant sales figures and a profound understanding of the customer. www.enterprise-africa.net / 45

INDUSTRY FOCUS: RETAIL

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In Kariega (Uitenhage), Eastern Cape a local business is thriving by creating and nurturing long-lasting relationships with clients. While most claim to know their customers, Afri-Save Cash & Carry – a company with two decades of knowledge – has developed a deep understanding of its buyers through a client-centric strategy which keeps people coming back.

Selling a large range of products and organising the best possible pricing, Afri-Save has a solution for every problem. Family-run, its 120 people are dedicated to development of relationships and upliftment of the communities in which it operates.

For 16 years, Director Munir Jeeva has been learning and navigating the ever-changing retail landscape and now holds a senior position in the Afri-Save business. He tells Enterprise Africa that the company will open more retail outlets and

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build its product portfolio to continue delighting customers, becoming a genuine turnkey offering.

“We are a wholesale distribution company appealing to the full spectrum of the market, not only your bottom end retailer, but also your middle and top end consumer,” he begins. “We pride ourselves as a one-stop-shop destination hence why we keep up to 25,000 SKUs meaning the full range from every single category, including groceries, hardware, cosmetics, plastic wear, crockery and more.”

Afri-Save sells mainly to customers within a 500km radius of its Uitenhage HQ, and is serviced by a distribution fleet of 12 trucks – from one tonne up to 24 tonnes, as well as a 34-tonne super link – allowing it to effectively provide for each market segment.

“In addition, we have Afri-Mart Supermarkets, which is our retail

element, appealing directly to the end consumer. We have five stores in and around Uitenhage.

“Our plans are not only around the product range but also about opening more retail stores in and around the city. We plan to have 30-35 of these retail outlets before we can franchise and grow in that way. When the brand has equity, we want to take it much further.”

Afri-Save stocks a mix of local and international brands, with competitive pricing and seasonal requirements always taken into

// WE AS A COMPANY GO THE EXTRA MILE TO ASSIST IN THIS SO THAT THEY CAN HAVE A PROSPEROUS FESTIVE PERIOD //

AFRI-SAVE CASH & CARRY

account. But, alongside a leading retail operation, the work that AfriSave does within the community is unparalleled and paints the picture of a caring, considerate, and genuine member of Eastern Cape society. Very few companies go to the lengths of Afri-Save, helping it to further deepen its knowledge of its clients.

CARING CITIZEN “A large contribution that we make to our community is through our social upliftment projects,” says Jeeva.

“This is something that we really buy into. We don’t go into communities and take. We give back as much as possible, probably more than any other business in this province.”

This giving comes in the form of donations of food and other products for those in need, through to the organisation of healthcare drives – particularly poignant right now in times of global pandemic.

“We manage blood donation drives on a regular basis. We work closely with the different blood drive centres and that is on a consistent basis over a number of years. A number of our employees are already gold badge donors who have donated 40-50 pints of blood,” adds Jeeva.

“We have run Covid vaccination drives. We worked very closely with the department of health in the Eastern Cape and they told us that we were one of the most successful Covid drives in our province. We are

// OUR PLANS ARE NOT ONLY AROUND THE PRODUCT RANGE BUT ALSO ABOUT OPENING MORE RETAIL STORES IN AND AROUND THE CITY //

continuing with plans to run similar drives in the future.”

The company also delivers hot meals to children in disadvantaged areas of the province, helping to eradicate hunger in the lives of hundreds of young people every single day. This is an initiative that has been undertaken by Afri-Save for 15 years and is run in partnership with local community leaders who help identify those in need of support from the transcending company.

“If there are medical needs, or requirements from an up-and-coming person in sports or education – we listen, we provide feedback, and we get involved,” says Jeeva.

“We also offer food parcel drives and we get many requests from different communities regarding food parcels. We prepare a nice package

that will last a family of four or six people for one month. We distribute hundreds of these parcels on an ongoing basis, wherever the need is in the Eastern Cape.”

DRIVING TRAFFIC Bringing customers into Afri-Save – whether on the wholesale or retail side of the business – has been an area of strong success for Jeeva and colleagues. By creating a welcoming culture, adopted by every employee, and by developing a comfortable and hospitable environment, customers are at the heart of Afri-Save’s strategy.

“We have a fully-fledged restaurant as you enter our store and that is inhouse. A lot of customers who travel to get to our store and be in a relaxed environment and eat for no additional charge. Our sales

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INDUSTRY FOCUS: RETAIL

assistants can walk through the stores and advise on any product and give info about what products are performing well in certain areas so they can buy correctly, and at the best price,” states Jeeva.

Advertising in store is directed at successful products that will drive business for clients, and is specific to seasons and often involves brands for activations and promotions.

“We listen and we are happy to get involved in advertising on store level - we see things through,” says Jeeva.

The customer journey is carefully planned and was demonstrated recently when Afri-Save welcomed stokvel clubs from around the Eastern Cape for their Christmas shopping.

“We go very big on that and offer items that are always in demand,” says Jeeva. “We also offer what we call the

// WHEN THE BRAND HAS EQUITY, WE WANT TO TAKE IT MUCH FURTHER //

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Big Five – a selection of five services that no other competitor offers. We are able to collect customers from wherever they are in the province, bring them to our store, give them free breakfast, and give them a personal shopper while they compile their basket. We also give a gift for each member of their buying club, and on top of that we transfer the stokvel members and their products back to their location.

“These stokvel clubs are usually 15-20 people and are usually females

from disadvantaged backgrounds.

They save throughout the year and we really commend that as it does result in a fantastic Christmas for themselves, their friends and families.

We as a company go the extra mile to assist in this so that they can have a prosperous festive period.”

The company also uses social media heavily to promote various campaigns and engage with clients online, bolstering its impressive physical presence.

AFRI-SAVE CASH & CARRY

STILL PREPARED WATER

PROUD PARTNER South Africa’s retail sector was hard hit through 2020 and 2021 with online being one of the few prospects for traditional retailers.

But for Afri-Save – an essential provider – stores remained open and sales continued as people looked for access to essential products in a safe and reliable environment.

One of the reasons for the ongoing success in Afri-Save, even through some of the most challenging trading conditions, is Jeeva’s commitment to family values and quality service.

// WHEN PEOPLE WALK INTO OUR STORE, THEY ARE ALWAYS GREETED

BY A FRIENDLY FACE AND WE DEVELOP A RELATIONSHIP //

“I started 16 years ago and when I started this was a very family-run business. My father had a lot of experience in this industry and since I was a child, we would always come to the wholesale cash and carry and start packing shelves or work as a cashier. We would work across different departments, and I would watch my father and aspire to be like he was in the place of business – everyone respected him and he had a great reputation in the different markets.

“When I started, the company had been established for four years, I worked my way up the ladder from receiving stock to working on the floor, answering the phones, telemarketing, creating pricing strategies, managing people, before getting involved with all administration, and eventually buying and negotiating with suppliers at all levels,” he details.

This comprehensive understanding allows Jeeva to drive culture within the business and promote the need to constantly understand the client and their

ever-changing needs. Central in this process is communication listening and providing the correct feedback – and always staying up to date with trends.

In the future, this exciting and ambitious brand will continue to bring more to the community while driving excellent financial results which will allow it to thrive further.

For Jeeva, there is no doubt that quality customer service and enduring relationships will remain at the heart of Afri-Save.

“We pride ourselves not only on price - we buy volumes directly from suppliers and we trade under 20,000m2 – but we look at product range and quality of service. When people walk into our store, they are always greeted by a friendly face and we develop a relationship,” he concludes.

@AFRISAVE

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ACKERMANS

Ackermans Brings Value to Life Everyday PRODUCTION: Timothy Reeder

Gus Ackerman opened the doors to the first Ackermans store in 1916 in Wynberg, Cape Town, with a vision of making value-for-money products affordable to everyone. Today, every one of the more than 890 Ackermans stores operating in six countries retains his vision at its heart. “At Ackermans we’re proud of where we’ve come from, and excited about what’s still ahead,” distils the brand, as renovations and expansion afford value to an ever-wider public.

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INDUSTRY FOCUS: RETAIL

//

When Gus Ackerman opened his historic first store in Wynberg he immediately created a place where customers could find great products at unprecedented prices, providing value fashion for the whole family and creating an ethos to which Ackermans remains dedicated today.

“Continuously setting the standard for value and affordability and with a wide selection of fashion for ladies, kids, and babies, as well as, cellular and key financial products, we’ll keep bringing value to your life every day.”

Now more than 100 years on from its most humble of beginnings, Ackermans clothing has been tirelessly committed to bringing the best in quality to value-seeking South Africans, year after year, in its quest to make value-for-money products affordable to an increasingly broad audience.

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Although the strength of the brand means its customer base is always evolving and growing, Ackermans’ shoppers typically juggle many roles and responsibilities and are generally strongly family-focused.

This makes it especially imperative that they be able to pay less without compromising on quality or style in their retail pursuits, leaving savings to be put to the most rewarding and worthwhile use to explore all that life has to offer.

SHINING STARS OF RETAIL “Our customers have been at the heart of our story for over 100 years,” Ackermans explains. “We’re with you for the balancing act of family life - we understand the pressure on your pockets and we get that every little helps.” To this end, budgets can be effectively adhered to with a

// AT ACKERMANS WE’RE PROUD OF WHERE WE’VE COME FROM, AND EXCITED ABOUT WHAT’S STILL AHEAD // breadth of financial solutions and various bill payment facilities alongside a range of payment methods including shop on credit, purchase on lay-by or cash payments in-store.

Ackermans is firmly established among the South African leaders for customer brand satisfaction in clothing retailers, a standing which is consistently reinforced by the South African Customer Satisfaction

ACKERMANS

// OUR CUSTOMERS HAVE BEEN AT THE HEART OF OUR STORY FOR OVER 100 YEARS,” ACKERMANS EXPLAINS // Index (SAcsi). In 2015 it was rated the second best in the country behind only Woolworths and ahead of PEP Stores - another subsidiary of Ackermans’ owners, Pepkor - and led the way in the fields of overall satisfaction and exceeding customer expectations with an overall rating of 80.9 out of 100.

The undisputed leader in baby and children’s wear, these triumphs

have been echoed many times since for Ackermans. It has been the recipient of the top prize for children’s clothing in the Ask Afrika survey 2018 for numerous consecutive years, and the Daily Sun Readers’ Choice platinum winner in multiple categories at its most recent iteration.

Value-for-money products at competitive prices, multiple payment options, a focus on store accessibility and a busy promotions calendar all underpinned by a culture of unbending focus on service; all have been instrumental in constructing the reputation it now enjoys, but of course it would all be for nought without the extraordinary expertise and efforts of its nearly 10,000-strong staff compliment.

“Our people are the real stars of our business,” Ackermans makes

clear. “We call ourselves Phadimas, which means ‘shine’ in Northern Sotho, and we work hard to have a company where we can all do just that. We believe in looking after our people,” Ackermans asserts, which translates to tertiary education bursaries for both Phadimas and their children, schooling and creche benefits and staff discount, bolstered by uninhibited access to its wellness service.

The overarching mission of each Ackermans store is to strive to make the greatest range of products affordable to everyone, and the Ackermans experience centres on its philosophy of ‘bringing value to life’. “This idea guides Ackermans employees in their work and gives the brand focus as it seeks to bring value to customers, employees and local communities.

WE MAKE PAYING BILLS EFFORTLESS AND SAFE FOR ALL PARTIES. Businesses, large and small, make use of Pay@ to securely facilitate their payment transactions, through our extensive network of online and in-store pay points.

Payment confirmation

Our merchants know that their customers can pay their bills easily through our ever-growing variety of online payment platforms, with their own Pay@ reference number for life.

WWW.PAYAT.CO.ZA

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INDUSTRY FOCUS: RETAIL

“‘Bringing Value to Life’ is not just a catchphrase. The philosophy sits at the core of Ackermans’ operational structures and informs decision-making at every level.

Prioritising values of courage, respect, integrity, simplicity and performance ensures that Ackermans is able to attract and retain the best individuals, suppliers and partners to its business.”

// CONTINUOUSLY SETTING THE STANDARD FOR VALUE AND AFFORDABILITY, WE’LL KEEP BRINGING VALUE TO YOUR LIFE EVERY DAY // 54 / www.enterprise-africa.net

REBUILD AND EXPAND Ackermans was bought by Pepkor in 1986, and is now one of the most important operating subsidiaries of the South African-based investment and holding company with the largest retail store footprint in southern Africa: more than 5,000 stores are operated in total across 10 African countries, and its businesses number many of the most trusted brands on the continent. Retail delivers the vast

majority of Pepkor’s revenue and profit, however such a vast presence had the adverse effect of putting it in the firing line of the unrest which scarred 2021, leaving it one of the most severely hit of all major South African enterprises.

Almost 500 of its stores were looted, damaged or destroyed representing nearly 10% of its entire retail portfolio, and, on top of this already extensive toll of damage

ACKERMANS

// ‘BRINGING VALUE TO LIFE’ IS NOT JUST A CATCHPHRASE - THE PHILOSOPHY SITS AT ACKERMANS’ CORE // and disruption to its supply chain and distribution operations, Pepkor was also forced to close many more stores as a precautionary measure to ensure the safety of employees and customers across the affected areas. Numerous additional steps, including tactical security, were taken to safeguard the group’s distribution infrastructure and assets.

The resultant clean-up operations and the reopening and restocking of stores commenced almost immediately, however, repairing the up to R1.3 billion of destruction and

rapidly allowing stores to reopen.

CEO Leon Lourens reported that by mid-November as many as 460 had resumed business, leaving only those which had suffered more extensive and structural damage.

It was remarkable progress which helped to prevent any detriment to the company’s typical annual store opening program, but neither will it hamper the post-pandemic expansion drive which Pepkor is aggressively pursuing. “We’ve already opened the taps again and all the divisions will start growing again,” Lourens said in November, growth which translates to intending to open 300 stores annually for the next three to five years in a concerted low-cost clothing push.

The ramping up of expansion comes as the strict Covid-19 restrictions that curbed the sale of non-essential items look highly unlikely to return, combined with

a greater desire on shoppers’ parts to seek out cheaper clothing.

Government grants have also helped some of the poorest South Africans be able to shop.

“Pepkor brands are part of the fabric of southern African life. We believe in giving people, especially those with limited disposable income, the opportunity to live their lives with dignity, respect and pride,” Pepkor summarises, a perfect synergy with the Ackermans’ own ethos and driving it to open up such opportunities as widely as is possible. “We have done this for more than 100 years and will continue to do so through our trusted brands, giving South Africans the right products, at the right price, and at their convenience.”

WWW.ACKERMANS.CO.ZA

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JOHN CRAIG

Step Out at Your

Very Best PRODUCTION: Timothy Reeder

Founded in the 1940s in Johannesburg as a family-owned men’s outfitter, John Craig has kept the principles of its origins while growing to a presence of more than 100 stores nationwide and counting. Now part of the very fabric of South Africa and integral to some of its most important cultural phenomena, John Craig’s recent merger with Blue Falcon 188 Trading looks set to spark another period of sartorial success.

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INDUSTRY FOCUS: RETAIL

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Although unemployment currently stands at a record high of 34.9% in South Africa, and almost all sectors continue to shed jobs, there has been a massive resurgence in consumer spending as confidence returned throughout 2021. A slight dip in Q3 of 2021 still represented an increase of almost a third compared to the same tranche of 2020, while real household spending was estimated to have contracted by 5.9% over the course of the year.

According to data published

by Stats SA, the South African economy grew by 1.1% in the first quarter of 2021, translating into an annualised growth rate of 4.6%. It further indicated that household final consumption expenditure had increased at an annualised rate of 4.7% in the first quarter.

“The highest growth rates were seen in durable and semi-durable goods, as well as retail goods such as electrical appliances, jewellery and other personal effects” reported Business Tech, “and clothing and footwear expenditure increased at an annualised rate of 22.2%.” These trends were echoed by Maarten Ackerman, Chief Economist at Citadel, who pointed out: “the data indicates that the majority of money is being spent on clothing, footwear, furniture and services.”

The massive increase in spending in these areas is a clear sign that consumer confidence was, and remains, firmly on the up, but while uncertainty remains both as a result

// THE JOHN CRAIG CHAIN HAS ALSO PLAYED A LARGE ROLE IN THE FASHION AND STYLE OF THE OLD SCHOOL PANTSULA // 58 / www.enterprise-africa.net

the pandemic, and of prevailing economic factors, consumers are liable to be more careful than ever about where their cash is spent. It is only the most trusted, proven retailers that will benefit, and in South African men’s clothing there is not a more loyal customer base than that built up over the course of the last eight decades by John Craig.

EXCLUSIVE OFFERING Since its founding in 1943 the famed clothing retailer has constructed a heritage of retailing aspirational menswear, offering the very best in men’s brands and stylish fashion which encompasses branded apparel, casual to smart footwear, accessories and so much more.

Through its vast array of topquality wares John Craig has been able to help its target market of middle income, 30-plus male South Africans to become what it sets out to make attainable for each and every esteemed customer: ‘the man at his best.’

“John Craig is your ontrend men’s fashionwear retailer dedicated to trendsetting men and distinguished gentlemen who know what they want.” Behind John Craig’s success, and enviable longevity, has been not simply offering a good selection for customers to choose from, but equally stocking products

// JOHN CRAIG IS YOUR ON-TREND MEN’S FASHIONWEAR RETAILER DEDICATED TO TRENDSETTING MEN AND DISTINGUISHED GENTLEMEN // that are, quite simply, better than others on the market.

“We are dedicated to classic styling, quality and exclusivity,” the retailer explains, and this translates to a real focus on quality, style and timeless products crafted for today’s market, evidenced by a mere glance at the range of wares on offer revealing iconic brands such as Polo, Pringle, Levi’s, Gant and Pierre Cardin; the likes of Marino Mirelli, Muratti, Carano and Dobber still exclusive to the retailer.

“The quality of our products ensures John Craig is the house of premium classical brands,” John Craig told Enterprise Africa during our last insight into the company’s sustained success, with its continued growth and popularity amongst South African men also down to this local brand’s

INDUSTRY FOCUS: RETAIL

// WE ARE DEDICATED TO CLASSIC STYLING, QUALITY AND EXCLUSIVITY // commitment to evolving along with the customer and the times.

“The brand has been around for many years; we’ve got a very loyal base of customers. We’re constantly looking at how we can improve prices and fashion-ability, and service does play a big part – people are loyal if you give great service and a product that they can rely on.”

LASTING LEGACY It is only by so adeptly mixing all the many and varied all elements of its offering that John Craig has been able to firstly create, and then so impressively sustain over the course of such a long lifetime, genuine and

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fierce customer loyalty. This has been safeguarded by John Craig’s multiple payment options, a clearly defined target market, connecting with its customers both digitally and physically, and the ease with which its products can be accessed through a broad spread of stores.

John Craig highlights another aspect of its own that it feels has been just as integral to remaining the go-to choice for well-attired men, throughout South Africa’s darkest era and into its new era today. “The John Craig chain has also played a large role in the fashion and style of the old school pantsula,” it outlines. “This is largely due to the focused emphasis

placed to retail sophisticated, expertly crafted pieces to its customers.

“At John Craig, you will find everything from 100% pure Venetian wool Brentwood trousers to classic leather-soled Crocket and Jones and the timeless Florsheim shoes.

Shirts, golfers and accessories, and, of course, the 1920s New York-style Dobbs hat that finishes up any outfit.

“Much of the John Craig fashion collection has been a staple in pantsula dress code sub-cultures for decades.” More than simply dance, for many the uniquely South African style represents a culture, a fashion, and, in many cases, a whole way of life. As the John Craig brand

JOHN CRAIG

grew a lay-buy system, followed by a full credit service, offered ways for style-conscious men to find prestige, branded clothing during the apartheid era, when credit was not readily available.

For the first time, this opened up the option of building a wardrobe of expertly tailored clothing and footwear to enable men to embrace their preferred style. With its selection of designer clothing and footwear, John Craig soon became the

// WE’RE CONSTANTLY LOOKING AT HOW WE CAN IMPROVE PRICES AND FASHIONABILITY //

destination store for style-focused men. “The resulting ensemble was classic and timeless as its devotees in many ways continue to dress the same today,” the company resumes.

“The polished look was also a core element of the pantsula movement.”

A constant in SA fashion and culture since its inception, in a much-lauded and varied history both ownership and structure has changed a number of times. In 2000, there was a management buyout from then owner Waco International, before the 2006 buy-out by Pan-African retail company, Pepkor.

Now, John Craig stands poised to continue weaving its magic for many generations of fashion-forward men to come, under the stewardship of Blue Falcon 188 Trading. With

John Craig’s position in the market, focusing on branded smart and formal men’s clothing, no longer leveraging Pepkor’s core capabilities, Blue Falcon stores’ success in selling aspirational and trendy brands looks to be the perfect partner to serve the John Craig customer bases.

Blue Falcon further committed to do its utmost to procure the clothing it intends to offer at the John Craig stores from local manufacturers, as this perfect partnership between the Johannesburg-based independent specialist retail group and menswear stalwart breathes new life into the country’s fashion landscape.

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MAKRO

Wholesale Giant Transforms to

E-Commerce Expert PRODUCTION: Timothy Reeder

Since opening its first in 1971 in Germiston, Makro’s presence has swelled to 23 warehouse stores across South Africa trading in the best of food, liquor, and general merchandise. As normality returns Makro has announced a suite of new and revitalised locations, while heavy investment in its e-commerce capabilities position it to take a swipe at fellow giants of the industry.

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INDUSTRY FOCUS: RETAIL

//

For more than half a century, Makro has been bringing convenience and affordability to local households and businesses, growing in these 50 years to one of South Africa’s most important wholesale retail outlets and adding a further 21 stores to its original site in Germiston. “Opening our first store was a milestone for South Africa,” Makro explains. “It became the first cash-and-carry store in the country making use of top-end technology for stock and sales tracking.”

Makro’s bold, quad-colour slash frontage alone has not made its stores an unmistakeable and unmissable emblem of the South African wholesale scene; their sheer size also makes them - quite literally - stand out from the crowd. Five new locations had been added to the Makro South African stable by 1989, and in 1993 it built what came to be known as its flagship site, Woodmead, going on to become one of the most popular retail outlets in the northern suburbs of

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Johannesburg. A massive Riversands store measuring 23,263 m² in 2017 again revolutionised the concept, modelled more on a department store instead of the more typical Makro warehouse and with a sharp focus on minimising its carbon footprint.

On top of more everyday comestible and luxury staples, and a dedicated store housing imported and local liquor including champagne, beer, liqueurs and spirits, Makro also provides access to over 65,000 general merchandise products: computers and communication, office furniture, stationery, power tools, lighting, televisions and so much more form part of a vast collection.

In 1990 then-MD, Mark Lamberti, founded Massmart, a multi-format major wholesale and retail group of which Makro is the cornerstone, whose merger in 2011 with US-based retail giant Walmart afforded an even further expanded offering to shoppers, allowing yet broader variety and brands at even more competitive prices.

// OPENING OUR FIRST STORE WAS A MILESTONE FOR SOUTH AFRICA // TAKING ON TAKEALOT All stores are located in major metropolitan areas and share the exact same ethos of operating under a low cost/low margin trading philosophy, enabling high volume distribution of merchandise at vastly reduced or even wholesale prices. “Our single most powerful differentiating feature,” Makro elaborates, meanwhile, “is true one-stop shopping with everything available under one roof.”

A key part of its overall evolution has been Makro’s early and acute deployment of the power of the e-commerce aspect of what it sets out to offer. “Makro has evolved in the retail space from a stalwart warehouse chain to now being able

MAKRO

// AS A COMPANY, AND AS A PEOPLE, WE WILL ALWAYS COME BACK STRONGER THAN BEFORE // to offer customers a convenient online shopping hub,” it expands.

“2014 saw the release of our e-commerce platform. This was the next step in our digital evolution and the perfect opportunity for us to ensure that we continue to provide the best shopping experience on every level. Our extensive online shopping range includes the majority of items you would expect to find in any Makro store.”

Competition is rife, and stiff, in online retail in South Africa, and dominance in physical stores does not automatically translate to e-superiority. 2020 brought a

40% increase for Makro in its online sales, however, a huge step towards becoming an established online shopping presence and eclipsing the likes of Takealot.

Responding to what it has observed regarding shifting consumer patterns, in particular an increase in retail customers and drop in wholesale and commercial customers, Makro’s bid to become the runaway online leader in South Africa coincides with the appointment by Massmart in October 2020 of executive Sylvester John to lead its e-commerce team.

John played a key role in driving the establishment of the company’s

last-mile delivery organisation, which now delivers from over 3,000 stores to more than 500 US domestic markets and covers 65% of the country’s population. Makro has a significant edge from a logistics perspective, using its 23 physical stores as its online distribution centres. Given their warehouse style, size and geographic locations, these are ideally placed to rapidly and conveniently respond to customer needs and help Massmart establish market-leading e-commerce and omni-channel capability, while leveraging John’s own deep experience.

“It’s notable that our sophisticated national distribution centre network and warehouse store base offer fantastic geographic coverage for rapid online order fulfilment,” he told MyBroadband. “It’s clear that we have

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INDUSTRY FOCUS: RETAIL

the brand portfolio, geographical presence, merchandise assortment, procurement scale and primary logistics capability to be a successful e-commerce player.

“Our immediate opportunity now is to even better leverage these assets by further improving our digital sales platforms and last-mile delivery capability.”

RECOVERY AND REVIVAL Sylvester John was also at pains to mention a new series of mini-apps, for Makro and Builders, available on the VodaPay super app to enable users to shop online from the two stores’ catalogues using their mobile devices.

This marks the first time that Massmart has made it possible to buy from its stores using a mobile app, perfectly in line with its announcement regarding

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e-commerce as a Business-to-Business (B2B) and Business-to-Consumer (B2C) strategic growth vector.

“This is an important step in our e-commerce strategy,” John

said, “which is underpinned by a mobile-first approach which in this case will provide access to 43 million customers, 21 million mobile devices and 12.9 million 4G devices, with the

MAKRO

additional benefit of data free access for all Vodacom users.”

Its bricks and mortar proposition remains as crucial as ever, alongside Makro’s mobile-first e-commerce drive, with both reopening and even brandnew sites spelling real hope as recovery continues in the retail space. Following

// MAKRO HAS EVOLVED FROM A STALWART WAREHOUSE CHAIN TO BEING ABLE TO OFFER CUSTOMERS A CONVENIENT ONLINE SHOPPING HUB //

the spate of looting in Gauteng and KwaZulu-Natal, Makro committed in July to rebuilding its stores, and in midDecember finally welcomed back its Springfield location.

“The reopening of this store is as important to us as it is to our customers,” said Massmart CEO Mitch Slape. “It symbolises rebirth and renewal. It tells of our resolve and says that as a company, and as a people, we will always come back stronger than before.” Not limited to improving the existing, Makro also heralded a brand-new facility in May, with a stateof-the-art Gqeberha store exhibiting the very latest in building design to attain the height of energy efficiency and sustainability.

As Makro firmly re-establishes itself on steady footing, Massmart was able to report sales from South

African stores amounting to R27.9 billion for the 19-week period ended 9 May 2021, increasing by 10.1% on the prior year. Makro itself led the way with a sales bump of 16.6% over the previous year, contributing to a muchimproved trading profit performance and allowing it to pursue its clear path for future growth.

“The period has been characterised by continued groupwide expense control and margin growth,” summed up Mitch Slape, “positioning the group to allocate capital resources, leverage group-wide infrastructure and focus management time more efficiently to in turn allow us to take full advantage of new market opportunities.”

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SPINNAKER SOFTWARE

Trust Arch for Competitive Edge PRODUCTION: Manelesi Dumasi

The Arch Software portfolio from Spinnaker Software is helping retail clients to drive strategy, build effective business intelligence, and improve cashflow and profitability. Always on the lookout for expansion opportunities, this South African success story is writing another great chapter in 2022.

//

As the often-unnoticed partner behind some of Southern Africa’s most successful retail and FMCG businesses, Spinnaker Software is helping clients to thrive and optimise in a quickly changing market that requires a nimble approach combined with a steadfast understanding of the market, delighting customers and driving loyalty. Acting often as an outsourced Point of Sale (POS) and technology department for important

companies, Spinnaker Software – through its Arch Retail Systems brand – has created a thriving South African powerhouse that is experiencing growth while looking at new markets for its tried and tested product range.

Across Southern Africa, 2020 and 2021 threw up major hurdles in the commerce landscape and companies were forced to adapt to survive. With many opening digital offerings, and some of the key essential retailers compelled to operate like never

before, a solid back-office solution helped to underpin success.

According to research from Deloitte, ‘many retailers were praised for their delivery and online shopping services’ during periods of lockdown in South Africa.

‘Players who have invested early in online capabilities will be ahead of competitors and will capture these opportunities post the recovery phase’ the global professional services company added.

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INDUSTRY FOCUS: TECHNOLOGY

Marketing Executive Officer for Arch Retail Systems, David Geldenhuys, tells Enterprise Africa that the company has stood behind its clients in tough times and continues to innovate to provide solutions in what is now a mercurial market.

“The company’s business is about understanding and supporting the retailer’s specific challenges, and shoppers’ needs,” he begins. “Rich in functionality, the integrated retail management solution increases operational efficiency, profitability, and, ultimately, cash flow. The Arch suite of products ensures that the retailer has easy access to accurate business intelligence to run the operation and make strategic business decisions.

“Arch Retail was the first solution developed for in-store management.

As new challenges in retail emerged, additional Arch solutions were developed to address these. Two examples of this are the birth of Arch Enterprise (AE) and Arch eStore (AeS).”

AE addresses a problem arising

from a growing number of smaller multi-store operations where management control becomes tough.

The software centralises important functions, allowing for more effective and timely decision making. AeS, an ecommerce platform, was developed before the pandemic caught hold and was designed to help clients drive online sales.

“The advent of Covid, has resulted in a sharp increase in demand for AeS, with a number of these implemented and showing meaningful growth in business through this alternative channel,” says Geldenhuys. “Solid growth has been recorded where Arch clients are using AeS, most notably at Ultra Liquors, a national liquor group in South Africa (60+ stores).”

The entire Arch product range is developed inhouse and implemented around the needs of clients – there is not a one-size-fits-all approach here.

A complete and integrated approach to software development has been adopted, and clients running Arch gain an advantage.

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“The company slogan, ‘Arch for the Edge in retail’, says it all,” smiles Geldenhuys. “The business philosophy has always been that we are not product vendors, but rather business partners of our retail clients, where we are only successful, once they are.

“The Edge is offered to retail by applying an understanding of challenges within retail and using new technologies and market knowledge to create business processes, mitigating such challenges.”

DELIVERING MARKET EDGE The Spinnaker Software of today is a far cry from the company that was established in 1997 as a small familyrun business. Then, with just six people, the ambitious group could not have realised the heights to which Spinnaker would rise. This group came from the cash register industry and, utilising their knowledge of retail, quickly identified failings in the offerings from POS providers. The first Arch Software product was released in 1999.

A quarter century after its founding, the company now boasts a thriving workforce of more than 270 people and an industry-leading product range. Offices are spread across South Africa (Cape Town, Gqeberha, Durban, Bloemfontein, Johannesburg) and further into Southern Africa with sites

SPINNAKER SOFTWARE

in Botswana and Namibia (fully fledged branch). Moreover, a service presence has been established in support of clients in Zimbabwe, Angola, Zambia, Mozambique, DRC, Malawi and Tanzania.

The number of stores operational on the Arch suite of products is more than 1,800, comprising 17,000+ Arch points.

Popularity of the Arch Software range has boomed over the years thanks to proven success inside some bigname operations. The various products allow clients to effectively execute on inventory and margin plans, improve control and understanding of operations, serve the customer better, and improve profitability and cash flow.

OVERCOMING CHALLENGES In early 2020, as the pandemic caused major disruption, companies were forced to revise strategy. Whether

that meant shifting to a more digital approach or changing the model entirely, it was tough, and no one was spared.

Spinnaker Software placed the safety of its team at the forefront of its decision-making process and acted quickly to move to a remote working model where possible. Clients – retailers who remained open as essential service providers – were appreciative of the speed with which the company acted, ensuring no interruption of service delivery for customers.

“The areas most affected were the branch technical personnel rendering an in-store service, and the sales/marketing force personally meeting prospective clients in their operations, assessing the needs to be addressed,” admits Geldenhuys. “In the case of sales, virtual presentations

have been optimised to still get that feeling of ‘personally meeting’, whereas technical backup in the store was still provided within strict Covid protocols. The User Assistance Desk, an important cog in service delivery, has always been a remote operation and was least affected.”

Where the company was impacted outside of its control was in the decision-making process of clients and potential clients. Most businesses found future planning through the majority of 2020 and 2021 to be a very difficult task, and justifying big spend on new technology and software was sometimes an idea put on hold. For Spinnaker, this created challenges.

“We did see this, specifically with the smaller operations, where owners were either opening a first store or expanding on an existing operation.

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INDUSTRY FOCUS: TECHNOLOGY

Uncertainty in the market, directly related to Covid, influenced store owners to be more cautious and have a ‘let’s wait and see’ attitude. A number of implementations were either postponed or even cancelled, which had a big impact on the growth projections of Spinnaker in 2020 and 2021. In terms of existing Arch stores, relatively few stores closed doors as they were trading under the essential service/products dispensation. The hard lockdown forced upon liquor stores had

// REACTION TO THE ARCH OFFERING BY ROLE PLAYERS IN SELECTED EUROPEAN COUNTRIES, AS WELL AS AUSTRALIA, HAS BEEN VERY FAVOURABLE //

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a more pronounced impact on these Arch clients. Spinnaker has, in the spirit of true business partners, supported these stores with special dispensations on their monthly user assistance fees,” explains Geldenhuys.

But now, in 2022, with most now looking beyond Covid-19 and planning returns to normal operations, Spinnaker is ready to push Arch Software even further, utilising its local industry leading position as an advantage as it appreciates the needs of clients in Africa.

“Spinnaker remains upbeat for the future, despite the hardships of 2020/21 and continue to develop and improve the solutions offering to the market, both in South Africa and Southern Africa,” says Geldenhuys. “The fact that Spinnaker primarily partners with FMCG operations in the food and beverage industry, where essential products are offered to the market, gives it a strategic advantage (proved during hard lockdown). It is also important to note that Arch is developed through

an in-depth understanding of the harsh African retail landscape and the challenges it poses. From an exchange rate point of view, Arch also has an advantage relative to expensive imported solutions from elsewhere in the world.”

AFRICAN OFFERING Already successful across a number of sub-Saharan African nations, Spinnaker recently made further progress in Angola where it is supporting clients through new legislation and taxation requirements. This display of strength shows the adaptability of Arch Software and how elements can be tweaked and managed to reach successful outcomes.

“In Angola Arch is the solution of choice in the Intermarket Group.

Solution proposals are in process with a number of other groups in Angola. Value Added Tax (VAT) was recently introduced by the General Tax Administration (AGT). In response to the legislative requirements Spinnaker successfully completed

SPINNAKER SOFTWARE

the Angolan Compliance Project to ensure Angolan stores running on the Arch suite of products are compliant and in line with the requirements of the AGT. This means that Arch is now an accredited Angolan POS service provider,” details Geldenhuys.

He adds further that the company is also proud of a recent project in Zimbabwe where, similarly, the software had to be updated to ensure fiscal compliance.

“We had to ensure Arch is multicurrency fiscal compliant according to the Statutory Instrument (SI) 185 of 2020. The regulation compels sellers of various goods and services to display, quote and offer prices in both Zimbabwean dollar and foreign currency at the ruling exchange rate.”

FUTURE PROOF Automation and an ever-increasing appetite for technology and digitisation within a retail experience is coming from both consumers and operators. According to a report from management consultancy Redflank, 59% of companies are now either researching or implementing strategies that include Fourth Industrial Revolution elements. Arch Software is well positioned to assist in this futureproofing of businesses.

“The modern trend in retail” says Geldenhuys “is to automate and integrate the full procure-to-payment process, seamlessly connecting procurement and invoicing operations.

In line with this, Spinnaker developed Arch eReplenish (AeR). OK Foods, franchise division of Shoprite is the largest corporate group running on Arch (500+ stores). The AeR solution was recently implemented in the OK Foods Group. The Arch B2B platform allows the operation to communicate purchase transactions such as purchase orders, shipment notifications and invoices electronically to DCs and direct suppliers, all via one platform.”

Automating in this way reduces administrative burdens and allows

supply chain managers to focus on core tasks. Alongside AeS and other Arch products, retailers are afforded an industry leading solution, developed in Africa, allowing for streamlining of much of the traditionally challenging back-office functions.

Spinnaker Software is also busy with other developments that will assist both the growth of the company and the growth of its clients. Expansion into new industry sectors, and regular investigation of opportunities in new geographies, will continue. For Geldenhuys, now is a very exciting time.

“Loyalty programs are fast gaining traction worldwide as a means to encourage and retain repeat customers.

Arch Loyalty was developed as an integrated solution at POS, where monetary rewards are accumulated for the benefit of the shopper. On the other hand, the retailer builds a loyal client base and also collates valuable data on shopper buying behaviour and product preference, which can be used in targeted digital marketing campaigns.

“Spinnaker’s strategy is to be a dominant player in the FMCG retail/ wholesale market. It is a matter of focussing on what you’re good at.

Spinnaker will continue to grow into other retail verticals such DIY and Cosmetics. The basic functional requirements in such markets are, to an extent, universal where only specific

functional requirements need to be developed. Another exciting initiative is the development of Arch Fuel as an integrated solution for managing the forecourt and convenience store off one platform (an integrated solution is already offered, but in partnership with a software assurance partner).”

25 years into this South African success story, are we about to see the next chapter move international? South Africa remains core, Africa provides major opportunity, but there are certainly global ambitions.

“The African business will remain the primary focus, but potential beyond Africa is currently looked at.

Reaction to the Arch offering by role players in selected European countries, as well as Australia, has been very favourable. It is a matter of teaming up with the right partner(s) in these countries,” suggests Geldenhuys.

With a presence that is perhaps often unnoticed by the end consumer, the work of this brilliant and innovative organisation is certainly noted by clients who, without doubt, realise improved business operations as a result of partnering with Spinnaker.

WWW.ARCHSOFTWARE.CO.ZA

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© Nando’s

NANDO’S SOUTH AFRICA

Nandocas Always at the Heart of

Champion Food Operation PRODUCTION: Leanna Lucas

Famous for creative marketing and inspiring restaurant spaces, Nando’s has always been clear that its success is down to people. Pushing this agenda more than ever, Nando’s in South Africa continues to show how investing in people and family values yields positive results.

//

Nando’s continues to dominate the takeout or quick service food market in South Africa in terms of creativity, innovation, and imagination. Since its establishment 35 years ago, the company has striven for differentiation through originality and invention. Famed firstly for great food, the PERI-PERI chicken dishes are known internationally for their spicy delight. With options for all eaters, the menu needs no introduction.

For most, this would be enough. But Nando’s is ambitious and has always

looked for more. More bright and bold, more heat and flame, and more energy and enthusiasm.

With hundreds of outlets around South Africa, and recognised as the largest food business to grow beyond the country’s borders, Nando’s boasts fantastic market share and brand recognition.

It’s work beyond the kitchen and restaurant floor is really what moves this from a convenience food offering to iconic and proud South African business. Embracing art, music, culture,

and compassion, the Nando’s brand does so much more than chicken.

Mike Cathie, CEO Nando’s South Africa reminds that people are behind the chicken and that is why such an emphasis is placed on generating a welcoming environment.

“Walk into any Nando’s restaurant around the world and not only are you met with the mouth- watering smell of fresh chicken basted in our unique PERi-PERi sauce but you are embraced by the eclectic visual delight of art and design,” he says.

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INDUSTRY FOCUS: HOSPITALITY

“At the heart of the Nando’s business is a core value – family. That family goes beyond our employees extending to our partners throughout our value chain. Part of that value chain are the artists and designers we work with from across Southern Africa who produce artwork and furniture for our restaurants all over the world.

“Our passion for designing beautiful restaurants for our guests to enjoy when ordering a takeaway or sitting down to eat with us spurred us on to develop various programmes that celebrate creative expression in multiple forms.”

MUSIC In 2021, Nando’s South Africa partnered with Bridges For Music Academy to offer bursaries to 10 outstanding South African talent. The purpose of the Academy is to make a positive impact on South Africa’s music industry and help to generate an employable and entrepreneurial

Basha 2019 © Nando’s

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pipeline of music experts working in different music-related fields from sound engineering and production through to music makers. In line with Nando’s commitment to nurturing young South African creative talent, these bursaries will provide access to a five-month programme that teaches more than just music and attempts to spur entrepreneurialism.

“Music can change someone’s life, I’m a perfect example of this. As much as most of our co-creators (students) are looking at learning music skills at the Academy, they receive more than they expect. Music is just a driver to tap into one’s innate potential and find new routes in life. Our goal is to prepare them for the gig economy, so they can become self-sustainable artists or find new ways of generating an income in the creative industries. We aim for each student to leave with a new mindset and toolkit to be ready for the real world. Working with Nando’s has enabled us to not only give these life-

// NANDO’S IS A COMPANY THAT HAS THE SPIRIT OF THE PEOPLE OF SOUTH AFRICA AT ITS CORE // changing opportunities to the students but impact their families and the wider community,” says Thulani Headman, Operations Director and Founding Member of the Bridges Academy.

Without the Nando’s input, these 10 creatives, from disadvantaged backgrounds in Cape Town, would never have the opportunity to express their skill.

Internally, Nando’s fondly refers to employees as Nandocas and coFounder Robbie Brozin popularised the expression “it’s the people that make the chicken”; to this day, the Nandocas remain highly valued and encouraged to go beyond their remit to excel.

INDUSTRY FOCUS: HOSPITALITY

// WALK INTO ANY NANDO’S RESTAURANT AROUND THE WORLD AND NOT ONLY ARE YOU MET WITH THE MOUTH- WATERING SMELL OF FRESH CHICKEN BASTED IN OUR UNIQUE PERI-PERI SAUCE BUT YOU ARE EMBRACED BY THE ECLECTIC VISUAL DELIGHT OF ART AND DESIGN // “Our Nandocas are an incredibly talented group of people whose talents extend beyond what is required for them to work in our restaurants,” says Internal Brand Experience Manager, Kirsty Niehaus.

Mike Cathie adds: “More than half of our marketing investment is spent on Nandoca’s and making sure their experience of the brand is as powerful as we’d like our guest experience of our brand to be. We believe that one of our key ingredients of success is the way we look after people and not just our world class food. We’re a people business, not a just a restaurant.”

Heatwave Radio © Nando’s

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ART In September, Nando’s in Pinecrest KZN was reopened following unrest and looting that damaged businesses around the country. The reopening was described by the company as a ‘rising from the flames, invoking the flames of change’.

“We are a brand that believes in the power of the South African spirit to overcome any hardship and persevere with strength and unity.

Nando’s Pinecrest is a symbol of our commitment to embracing this spirit as one nation and one people,” says Justine Cullinan, Nando’s GM Marketing: Brand Strategy and Communications.

The new look for the restaurant includes work from Nkoali Nawa, a local artist and former mineworker who participated in the Nando’s Art Initiative in partnership with Spier Arts Trust. The Art Initiative develops art programmes that nurture Southern African artists, enabling them to take the next steps not just in their art practice, but in their careers as professionals.

Part of the offering is the Nando’s Creative Exchange. Formed in 2011, the Creative Exchange offers selected artists, with demonstratable exceptional ability, exhibition and mentorship opportunities, sponsors art materials, and gives artists the opportunity to have their work

NANDO’S SOUTH AFRICA

translated into a different medium in collaboration with the Spier Artisan Studios. Nkoali has had work displayed at the AVA Gallery in Cape Town and the Basha Uhuru Freedom Festival in Johannesburg as part of the Creative Exchange. His work will now form the centerpiece in the Pinecrest restaurant.

Yet again, Nando’s has positioned creativity and family (especially Nandocas) at the heart of its efforts.

PEOPLE Perhaps the true essence of what being a Nandoca is all about what displayed in July last year when Nando’s Head of Supply Chain, Linda Reddy, set out to summit Mount Kilimanjaro, supporting the caring4girls initiative, part of the Imbumba Foundation. The operation helps to source and distribe sanitary products to under-privileged girls.

Reddy, an outdoor enthusiast and seasoned executive, targeted R180,000 but ended up raising more than R450,000. Her drive came from 2020’s pandemic-forced challenges.

“This pandemic has allowed me to be even more appreciative of all my life’s blessings - from being employed at an amazing company that cares for its people, to the love and support I have with my family and friends, to my good health,” she says.

“As a woman with a daughter, this resonates so much with me. Making a difference in the development of young South African women and giving them the self-esteem and dignity they deserve.”

Her success will support more than 2500 girls over 12-months. Currently, the Imbumba Foundation supports over one million Caring4Girls beneficiaries throughout South Africa, Namibia,

Botswana, Lesotho, Mozambique, eSwatini and Tanzania.

“Nando’s is a company that has the spirit of the people of South Africa at its core,” concludes Mike Cathie.

In December 2021, Nando’s opened in the Mall of Africa. This flagship restaurant is decked out with some of the finest South African art and boasts pieces from up-and-coming names including MashT, The Urbanative, Wiid design, Vogel, Naturalist. The new site has also

// WE BELIEVE THAT ONE OF OUR KEY INGREDIENTS OF SUCCESS IS THE WAY WE LOOK AFTER PEOPLE AND NOT JUST OUR WORLD CLASS FOOD //

been running the company’s ‘Swerve the Randemic’ promotion where guests can get meals for under R50.

Erika Smit, Nando’s GM: Regional Marketing says: “We are so proud of the space and thrilled to be part of the Mall of Africa family. We look forward to welcoming our guests into this beautiful restaurant.”

Even now, in harsh economic conditions, Nando’s is the envy of the industry with its continued growth and ingenious marketing. There’s no stopping this South African powerhouse as it continues to thrive at home ion SA, where the fire began.

WWW.NANDOS.CO.ZA

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NATIONAL FLAG BRANDING AND EVENT SOLUTIONS

Rebrand and Refocus

Rejuvenates Branding Heavyweight PRODUCTION: Karl Pietersen

Leading branding solutions provider, National Flag Branding and Event Solutions, has been rebranded ready for a new growth phase in 2022. Screen flat-bed printing, dye sublimation and direct digital printing allows this innovative company to produce flags, banners, gazebos, outdoor banners, and display systems locally with high quality and fast turnaround times.

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In November 2015, South Africa’s National Flag was buoyant following a successful period of unabated growth. Established in 1982, the company had forged an amazing story of success and accomplishment, providing branding materials and related services to major companies and events, marking it on the map for all to see. Enterprise Africa heard the story of ambition and hope.

But, a seemingly never-ending swathe of bad economic news followed, with South Africa barely out of recession for more than a quarter.

Africa too was hard hit, with the previously reliable and consistent fast growing economies seeing slowdowns.

And then in 2020, the Covid-19 pandemic dealt businesses in SA and on the continent a major blow, forcing closures and tearing up of branding and marketing budgets.

For National Flag it was a tough time. But, this is a company with so much to offer and with a heritage of overcoming challenges. In August 2021, the company was rebranded, refocussed, and relaunched, with Sales and Marketing Director Aydonne Samuels and CEO Saul Sackstein at the helm.

“We have just relaunched the business and we are truly excited about what the future holds,” Samuels tells Enterprise Africa. “It has been a difficult period for all businesses but we are looking to the future with a fantastic appetite.”

Now known as National Flag Branding and Event Solutions (National Flag), the company is rejuvenated, citing industry leading technology, a massive product portfolio, and amazing sales offers as real draws for South African and African clients and resellers.

REBRANDING Part of the company’s rebrand includes the promotion of new equipment and facilities, new product offerings, a new website, and a new NFtv channel detailing the company’s strengths. In it’s 40th year of operation, National Flag is the largest producer of display items in South Africa.

“We made some significant investments for our brand relaunch; our new impressive production facility provides us with the capacity we need to service customers on time every time,” says Samuels. “Within the first few weeks we were able to start our 24-hour production days to ensure customer expectations are exceeded and National Flag will be Africa’s number-one choice for display products with no fuss, no tiers and most importantly, no nonsense.”

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INDUSTRY FOCUS: MANUFACTURING

The company can produce a range of branding material including banners, flags, gazebos, flagpoles, and so much more, all printed and manufactured locally, and delivered at the best possible price from the company’s 8000 m2 factory in Johannesburg.

“As a leading below-the-line branding supplier, we have the latest technological capabilities, including flatbed screen printing, dye sublimation and direct digital printing,” confirms Samuels.

So confident in the ability of the team, and the precision of industry-leading equipment, Samuels encourages customers and resellers to visit and witness National Flag’s campus first-hand.

“We are in the fortunate position to source our raw materials in bulk and therefore produce high volumes to guarantee you South Africa’s best value, best quality, and best service.

Our clients are important to us, and we invite anyone in the market to visit us and experience how display should be done. No arrogance, no nonsense, no artwork fees; we will even do the artwork for you. We are very confident that we can match any quote in the industry. Put us to the test, and ask your salesperson about our Price Pledge Commitment,” he offers.

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BEST PRICING National Flag’s size and scale, and its reach onto the continent through a fantastic range of resellers makes for a company able to complete even the largest of projects without international costings. The technology in the factory contributes to this, and the company’s national reach also differentiates it from others in the industry.

“Our newly renovated home enables us to source the newest and best technology available internationally. Our unmatched high strike-through on our printed products is just another National Flag intervention to provide our customers with the best quality at the best value,” states Samuels. “In August we launched another international technology first exclusively available to our resellers. More information to follow on this exciting offering.

“The National Flag brand is known for its innovation - we launched South Africa’s first screen automated printing capabilities followed by our original and now leading investments in digitally printed fabrics. Our service crew is the largest in Africa, and we will cover every city and ‘dorpie’ every couple of months to retain quality control of our off-site work.

It is therefore expected that we will again take the lead in the soon-to-belaunched National Flag product range.”

Originally famed for supplying high-quality long-lasting products, South African flags made by National Flag were used at the 2010 FIFA World Cup, hung at embassies, used to line streets around sports stadiums, and utilised during political campaigns and other mass participation events.

Designing, manufacturing, storing, activating and delivering, all in one chain makes for a streamlined approach.

// WE MADE SOME SIGNIFICANT INVESTMENTS FOR OUR BRAND RELAUNCH; OUR NEW IMPRESSIVE PRODUCTION FACILITY PROVIDES US WITH THE CAPACITY WE NEED TO SERVICE CUSTOMERS ON TIME EVERY TIME //

NATIONAL FLAG BRANDING AND EVENT SOLUTIONS

“National Flag stocks Africa’s largest range of country flags and SA flags. They are immediately available to you. Our huge 24-hour production facility delivers a three-day turnaround time on orders. But, we do know things can sometimes go wrong, so ask your sales person about our 24-hour Express Service for those ‘last-minute-dot-com-deals’.

“Our national service crews service every city and dorpie in South Africa on a two-month cycle, and our largest dedicated production facility for display only products is our commitment in South Africa and the rest of Africa. It is important that our new online presence is testimony to our ambitions for Africa. We have also launched the industry’s first TV channel that will be packed with content to further establish ourselves as the industry mavericks.”

CONTINENTAL BUSINESS The renewed focus within National Flag is driving a refreshed approach to grow presence in Africa. While the slowdowns of the past five years have burnt the fingers of many companies looking for cross-border expansion, National Flag remains bold and keen to re-establish relationships with resellers and independent customers up and down the continent.

“Just as a flag is much more than just cloth and ink, we have an enormous amount to offer – including the largest product range in the African branding industry,” smiles Samuels.

“We were the first to launch trade pricing to the African continent.

For over 40 years National Flag has looked after resellers. We provide the marketing material and support so resellers can add our products to their portfolio and use our special trade pricing. Our product range offers both screen and digital printing capabilities to ensure you are getting the best value and the best quality in the industry,” he adds.

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National Flag resellers, in South Africa and across Africa, can take advantage of major benefits including (where possible) 24hour express service, access to industry-first 98% strike-through technology, price pledge to beat any written quote, short lead-times, financial flexibility, free delivery in Johannesburg and Cape Town, no artwork set up cost and trade pricing available, and much more.

“We are proud to wave our own flag, and have decades of experience in delighting resellers across South Africa and beyond,” highlights Samuels.

This proudly South African company – a BBBEE Level 1 contributor – is firmly open and ready to serve. Its experience and capability is unmatched, and its desire to regain

market share and drive its long-held growth strategy shows a commitment to African success.

“Established in 1982 as a flagmaking company, National Flag Branding and Event Solutions now offers anything you may need to create, install and set up branding materials at any event. We offer our clients a complete solution for all branding requirements, below-the-line products and events,” Samuels finishes.

With most now looking to the future, beyond lockdowns and Covid-19, National Flag is ready to create lasting relationships based on speed, value, and most importantly, quality.

WWW.NATIONALFLAG.CO.ZA

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ARCELORMITTAL SOUTH AFRICA Repositioning, Restructuring and Revitalising Amid Steel Resurgence PRODUCTION: William Denstone

After one of its most challenging periods ever, a faster-than-expected resurgence in demand from the mining, automotive, manufacturing, construction and energy sectors is behind a major steel industry recovery halting the decline. ArcelorMittal South Africa is enjoying its own resurgence and results to go with it, as it continues to reposition as the champion of South Africa’s manufacturing backbone.

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INDUSTRY FOCUS: MANUFACTURING

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Approaching its century at the helm of the South African steel trade, founded in 1928 ArcelorMittal South Africa is today the largest steel producer on the continent, with a typical production capacity of seven million tonnes of liquid steel each year and supplying over 60% of the steel used in South Africa. The rest it exports to sub-Saharan Africa and anywhere else that its flat, long, tubular and foundry products are required.

“ArcelorMittal South Africa is well known for its reputation for reliability and a sharply defined business focus,” the organisation says, which has helped to forge it into a modern, highly competitive supplier of steel products to both domestic and global markets. “This has been achieved through on-going alignment with international best practices and a comprehensive understanding of the steel business environment, ensuring the company’s continued global competitiveness and participation in international markets.”

A powerful association with the global leader in all major markets, ArcelorMittal, further underpins its own standing and opens up

Saldanha Works

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access to world-class research and development, best practice processes, aggressive procurement contracts and international market leverage. “This ensures the company remains at the cutting edge of the international steel industry,” it enthuses.

STEEL BOUNCE BACK South Africa is one of the largest steel producers on the African continent, with steel-consuming industries contributing R600 billion to the country’s GDP, and steelmaking remains a key strategic industry for the country. As imported steel products continue to impact the viability of the South African steel industry, each tonne of steel produced domestically adds to the national economy, creates jobs and provides value through beneficiation, explained ArcelorMittal South Africa stakeholder management and communications group manager Tami Didiza in January.

“There must be adequate protection for the manufacturing industry against the unfair import of finished steel products which erodes the competitiveness of the manufacturing and fabrication capacity base of our country. We must avoid the country

// ARCELORMITTAL SOUTH AFRICA IS WELL KNOWN FOR ITS REPUTATION FOR RELIABILITY AND A SHARPLY DEFINED BUSINESS FOCUS // becoming a steel importer, leaving the upstream and downstream industries at the mercy of the global steel market.”

South Africa’s Master Plan for the steel and metal fabrication sector, signed last year, marked a huge step in the concerted bid to revive the local industry and boost output, implemented by the Department of Trade, Industry and Competition. A combined initiative by regulators, industry and labour, it sets out to re-energise the sector and expand production and negate the impacts of mounting pressure with fewer local infrastructure projects, high input costs and global price competition.

Continues on page 88

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INDUSTRY FOCUS: MANUFACTURING

Continued from page 86 “The signing of the Master Plan sets the foundation and commitment for the development and growth of this important sector,” the ministry said of the scheme, whose priorities include addressing demand and supply, the African Continental Free Trade Area Agreement and a steel fund to support industry projects. South Africa is not an outlier in terms of these protection measures, Didiza clarified.

“Steel production is a crucial strategic competency, and most steel-producing countries have taken significant steps to protect their steel sectors against imports as per internationally agreed World Trade Organisation rules.

“It is estimated that it would take more than a decade to re-establish an integrated steel industry in South Africa were it to disappear,” he finished, in cautionary fashion. “This would be detrimental to the South African

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economy in every sense.” Hopefully a prospect which will never be more than a hypothetical, as from a desperate state only a matter of months ago the sector stands in its strongest position from a decade from a supply and potential demand perspective.

RESULTS REFLECT RESURGENCE A confluence of global and local factors are seeing demand for steel around the world steadily improving as markets recover from lockdown restrictions.

As its leading player, ArcelorMittal South Africa has perfectly embodied the ongoing resurgence, and drivers of demand spanned multitude markets including mining, automotive, construction and infrastructure and energy projects.

In July last year it reported its strongest half yearly EBITDA in a decade and a headline profit of R2,482 million, compared to a H1 2020 loss of R2,613 million. Sales volumes increased by 10%

to 1.3 million tonnes and liquid steel production increased by 36%, in the context of global crude steel production which increased by 14% against H1 2020 to 1,001 million tonnes.

ArcelorMittal South Africa observed the acceleration of the recovery in the global steel environment, in bloom since the second half of 2020.

Activity in key markets has been boosted by strong demand and low supply chain inventories following significant destocking in prior periods, combining to support a strong recovery in steel spreads.

“As anticipated in February 2021, both stronger sales volumes and the benefit of robust price-cost effects enabled ArcelorMittal South Africa to enjoy a strong start to 2021, recording a half yearly EBITDA of R3 218 million, its strongest in a decade,” the company summated. “This performance was remarkably achieved against the backdrop of one of the most

ARCELORMITTAL SOUTH AFRICA

// COMMITMENT TO SUSTAINABLE BUSINESS PRACTICES WILL TRANSFORM THE STEEL INDUSTRY ON THE CONTINENT //

challenging operating environments in the company’s long history, characterised by two Covid-19 waves and inclement weather events at the beginning of the year.”

CIRCULAR CARBON CHAMPION As a group, ArcelorMittal’s focus on transformation is informing its every move. “In order to live up to our brand promise of Transforming Tomorrow, we are committed to the highest standards of corporate responsibility,” it states. “We realise that an ongoing commitment to sustainable business practices will prove critical to achieving these goals and providing the kind of

// ARCELORMITTAL HAS LONG BEEN A CHAMPION OF THE CIRCULAR ECONOMY //

leadership that will transform the steel industry on the continent.”

Most recently, ArcelorMittal unrelieved an expansion of its partnership with carbon capture and re-use specialist LanzaTech with a US$30 million investment, the fourth via its XCarb™ innovation fund since its launch in March 2021.

Using LanzaTech’s gas fermentation technology, which captures carbonrich waste gases from the steelmaking process and converts them into sustainable fuels and chemicals, the plant will reduce ArcelorMittal Ghent’s CO2e emissions by 125,000 tonnes a year. It will also produce 80 million litres of bio-ethanol annually, which can be blended with traditional gasoline and used as a low-carbon alternative fuel for the transport sector.

“We have worked with LanzaTech for several years, know their leadership team well and understand the potential of their technology and the role it

can play in not only helping us to decarbonise, but also in producing valuable products from our carbon bearing gases which can help the decarbonisation of other sectors,” commented chief technology officer of ArcelorMittal, Pinakin Chaubal, a sentiment echoed by LanzaTech CEO Jennifer Holmgren.

“No longer can we simply extract more resources to make the things we need. ArcelorMittal has long been a champion of the circular economy and through their XCarb™ innovation fund they are helping create a new circular carbon economy. We are delighted to deepen our relationship with ArcelorMittal and look forward to this next chapter as we create a future where everything can be made from recycled carbon.”

WWW.ARCELORMITTALSA.COM

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ROBERTSON AND CAINE

Set Sail with SA’s

World-Beating Boat Builders PRODUCTION: William Denstone

In South Africa, Robertson and Caine is synonymous with boats: the country’s largest builder manufacturing for export, it is, equally, the largest builder of catamarans in the Southern Hemisphere and the third-largest globally. Multiple award-winners in an increasingly valuable industry, the tide shows no sign of turning just yet for its most important player.

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Established by John Robertson and the late Jerry Caine in 1991, Robertson and Caine has become known for its sailing and power catamarans, produced for some of the most discerning boat enthusiasts in the world. “Robertson and Caine catamarans set global standards in ease of sailing, comfort and style,” the company begins,

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“providing discerning customers with affordable ocean enjoyment.”

Available in 40ft, 45ft, 50ft and 58ft and 43ft and 53ft respectively, these vessels then set sail for the world’s premier and most important sailing grounds: the US East Coast, the Caribbean, Seychelles, Mediterranean, Asia and South Pacific. “We, at Robertson and Caine, pride ourselves

on being an international leader in the manufacturing of top-quality sailing and power yachts,” the company says, “and we manufacture the most power catamarans across the globe.

“Our vision is to diversify and develop a range of marine products for the global market, in order to secure a stable and rewarding environment for all stakeholders.”

INDUSTRY FOCUS: MANUFACTURING

BUOYANT HERITAGE Robertson and Caine was the product of a heritage of producing bespoke racing yachts and production cruisers, ranging from basic 36ft fiberglass mono-hulls to state-of-the-art carbon-fibre racing boats of up to 70ft. “The team of John Robertson and Jerry Caine produced an impressive list of racers,” the company details, “globally recognised and all hand-built by master craftsmen in the Cape-based boatyard.”

Two crafts in particular drew the attention of international racing enthusiasts on the world circuit, the 70ft Cape to Rio International Yacht Race winner Broomstick in 1993, and Orion Express, a Fast 42. This then led to the company making sizeable waves internationally, catching the eye of world leaders The Moorings, which entered into an agreement with Robertson and Caine to manufacture sailing catamarans for its global charter fleet.

“To date,” the company continues, “Robertson and Caine has evolved into a serious competitor in the international catamaran market and continues to enjoy a market leader position in the significant North American market.” Its subsidiary company, Robertson and

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Caine Inc based in the Tampa Bay area in Florida, brings the company closer to its market in order to enhance sales and after-sales service, and additionally offers an in-house technical and design department.

Robertson and Caine has built thousands of quality boats over a period of 35 years, and today at least three boats are launched each week from the company’s construction facility located in Woodstock, Cape Town in South Africa. “Cape Town is the birthplace and unrelenting testing-ground of leading-edge multihull production,” the company recognises, and its facility is ideally set between the docks of Table Bay and the lower slopes of Devil’s Peak, just a few kilometres from Cape Town’s city centre and its harbour with over 1,300 employees forming the team that makes this all possible.

In the 29-year relationship which the South African yard has enjoyed with THL Marine, which encompasses the two largest yacht charter companies in the world - The Moorings and Sunsail - it has supplied more than 2000 catamarans. Leopard Catamarans are also bought privately through THL Marine’s Private Leopard Sales divisions, with agents worldwide.

// ROBERTSON AND CAINE HAS EVOLVED INTO A SERIOUS COMPETITOR IN THE INTERNATIONAL CATAMARAN MARKET // “After an extensive amount of research,” The Moorings expands, “we decided that Robertson and Caine would be the most qualified builders to provide a rugged catamaran up to the challenge of crossing the Atlantic Ocean during their deliveries to the BVI at first, but eventually crossing all oceans to various charter bases around the world.

“These yachts had to be wellconstructed, easy to handle, simple to maintain, spacious and fun to sail.” For five years Robertson and Caine built these catamarans exclusively for The Moorings charter fleet, but an influx of enquiries from customers and the fastgrowing popularity of these ruggedlybuilt, easy to maintain and exciting to sail catamarans, led to the natural evolution into their private ownership.

ROBERTSON AND CAINE

CREST OF A WAVE This is but one example of how, within the highly selective and perspicacious sailing world, the sought-after seafaring vessels constructed by Robertson and Caine have gained the type of popularity only garnered by the very best. A whole host of reasons are behind it, a fierce combination of the lifestyle experiences of the charter industry, the functional design by renowned naval architects and the hand craftsmanship of Robertson and Caine boat building.

“We build people,” Robertson and Caine states, “that build award-winning catamarans, safely, in a sustainable, low environmental impact methodology and united by the belief in and pride of building globally recognised products on the southern tip of Africa.

“We have tremendous craftsmen and women here. The skill they seem to have learned over generations, and their ability to work with their hands is just incredible,” adds Peter Giliam, former Robertson and Caine MD, of a workforce which has been integral to delivering the company a litany of industry awards.

Among the remarkable credits to its name have been the crowns of Best Overall Import Boat in the USA 2005, Best Multihull 40 feet and Under and Cruising World magazine’s Charter Yacht of the Year 1998 for the Leopard 45 Catamaran. The Leopard 39 was named the Best Multihull Cruiser as well as the Import of the Year in the 2010 Boat of the Year awards, and the Leopard 44 was a triple winner in 2012.

More recently, the Leopard 50 was a winner in the 2019 Cruising World Boat of the Year Award for Best Charter Boat, while the Leopard 53 followed up in 2020 by scooping the Multihull of the Year Award. Synthesising all the know-how and expertise gained in Robertson and Caine’s nearly 400 powercats built to date.

“These awards endorse our reputation as the number one selling catamaran in the USA and Caribbean,

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and entrenched our position as the largest manufacturer in the southern hemisphere,” the company declares, with Africa forecast to be the secondfastest-growing boat-building region in the world over the next four years.

The Global Boat Building Market Opportunities and Strategies to 2030 report illustrates an industry value of nearly $34,757.8 million in 2020, a CAGR of 3.4% since 2015.

This is expected to further swell from $34,757.8 million in 2020 to $48,358.0 million in 2025, at a rate of 6.8%, and reach $62,678.1 million in 2030. The recreational boats market was the largest segment, accounting for 73.8% of the total in 2020 and expected to dominate through to 2025.

With more than eight million bluewater ocean miles of deliveries from Cape Town alone and millions

of satisfied cruising miles chalked up, there is no shortage of glory on the horizon for Robertson and Caine.

“We take pride in our role as the global leader in the production of sail and power cruising catamarans,” the company sums up.

“Building to stringent international production standards, we pride ourselves on construction techniques that are first in class, with progressive technology integration and precision handcrafted workmanship delivering a globally recognised product.”

WWW.ROBERTSONANDCAINE.COM

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BITCO TELECOMS

BitCo Delivers Consistent Growth in Challenging Times PRODUCTION: David Napier

Providing one of the most robust & resilient networks in South Africa across fibre, wireless and voice – BitCo continues to enhance its position as an industry leader, enabling crucial communication and connections that compliment a multi-faceted digital life.

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INDUSTRY FOCUS: TECHNOLOGY

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Strong, stable, reliable, and affordable connectivity continues to be a problem in South Africa where reports suggest that the majority of the country falls short of global average download speeds of 9.10Mbps. Wireless connectivity is more popular in under-serviced areas, but data remains prohibitively expensive – ranking among the highest in the world and among the highest in Africa, with many paying more than counterparts in Egypt and Tunisia. Of course, there are entry level products that are competitive, but reliability remains an issue with many areas underserved by existing infrastructure. President Ramaphosa has been clear, stating that if the country is to take advantage of the Fourth Industrial Revolution and make the most of a digital economy, the roll out of improved connectivity is vital.

In joint public-private collaboration initiatives, traditional big-name players are doing their bit by investing heavily in fibre infrastructure, undersea cabling, data centres, wireless masts, network development, and much more. For BitCo, one of the country’s industry leaders in the provision of various telecom services, now is a busy period as it works hard to deliver seamless premium and broadband Fibre, wireless, and voice essentials, allowing for businesses to run and individuals to stay in touch.

// IN TERMS OF OUR WIRELESS NETWORK, WE ARE COMPLETING MAJOR UPGRADES AND REPLACING EXISTING EQUIPMENT WITH NEW TECHNOLOGY TO HELP EXPAND THAT NETWORK // 96 / www.enterprise-africa.net

// OUR FOOTPRINT ACROSS THE COUNTRY AND HAVING PRESENCE IN MULTIPLE DATA CENTRES MEANS WE ARE ABLE TO CONNECT PRETTY MUCH EVERYONE ACROSS THE COUNTRY - WE CARRY A GREAT NETWORK // Greg Sellars, Head of Marketing at BitCo, tells Enterprise Africa that growth is the number one priority for the business in 2022 and will come through network expansion across its entire portfolio.

CORE NETWORK EXPANSION “We are continually upgrading our network infrastructure,” he begins.

“There are major plans to continue with the core network expansion. In terms of our wireless network, we are completing major upgrades and replacing existing equipment with new carrier-grade technology to help expand that network. Looking forward, we are hoping to expand our network and coverage by working with more fibre network operators and third-party network operators to be able to offer services outside of our own network.

You’ll find that, while we do have a large network with a large range of services, what happens is that a lot of third-party fibre network operators out there that have coverage in areas that we don’t. We work with them and interconnect so that we can provide a service over their infrastructure.”

This appetite for partnership is welcomed by clients who are desperate for more services and more options. In 2020, as a major shift in working conditions was pushed through by almost all companies in South Africa, and as consumer desire for online interaction and commerce increased, BitCo had to revise strategy.

Sellars - who has been with the company for six years, heading up the Consumer Division before moving into the Channel Division, working alongside resellers, affiliate partners and wholesale market says that external partnerships became key.

“There was a shift in the market, and we had to adapt,” he explains. “We introduced a wider coverage and started working with different fibre operators to be able to offer more connectivity and services. In addition, we also focused on our value-add services – we launched SDWAN and cloud security amongst others, and we were able to weather the storm. Of course, a lot of businesses did come into trouble, and we did find that we were faced with cancellations from contract customers as businesses closed down, but overall the company still grew in revenue, increased customer acquisition and increased top-line growth. We were happy that we didn’t go backwards and saw growth overall during the Covid period.”

BitCo had to enact certain protocols to protect cashflow and make savings while the environment was so uncertain, but, working alongside its supply chain, the company managed to offer up some reprieve for customers who struggled, ultimately keeping them onboard for the longer term and fostering very positive relationships for the future.

A GREAT NETWORK In 2021, BitCo claimed increased market share and onboarded new clients thanks to its superior capabilities. For this industry leader, significant growth was realised in the Carrier and Channel partner space where BitCo now works with more than 250 companies around South Africa. With the switch to working from home and the associate digital sharing and security requirements, companies and individuals have sought a reliable and capacitated supplier. BitCo’s core network boasts 120Gbps national capacity and has the ability to provide

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INDUSTRY FOCUS: TECHNOLOGY

customers with up to 10Gbps last mile services complimented by a 24/7 service Level Agreement.

“Our redundancy and connection to multiple undersea cable providers - including Seacom, WioCC, Telkom and other private peers – is a real separator,” says Sellars. “If one undersea cable breaks, an ISP could have many customers down, so we ensure we

// OUR GOAL IS TO GROW IN TERMS OF REVENUE WHILE CONTINUING TO ESTABLISH OURSELVES AS ONE OF SOUTH AFRICA’S LEADING ISPS //

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have multiple connections and that is a unique selling point.

“Our footprint across the country and having presence in multiple data centres means we are able to connect pretty much everyone across the country - we carry a great network,” he adds.

“Other ISPs across the top three tiers actually buy from us. We are a wholesale network and to have that position as well is quite unique. Our national voice network has multiple IP interconnect agreements and that is great from a price point perspective. Our national fibre network consists of more than 150 Points of Presence (PoP) across the country.”

The company highlights an expansion strategy for 2022 that includes significant investment into the expansion of the Wireless (Microwave) Network powered by Radwin Carrier-Grade equipment into outlying towns across the country; development into Network Security

and SD-WAN Solutions driven by Fortinet, the worlds’ leading secured SD-WAN technology; enhancement of DDoS mitigation and protection services with NETSCOUT Arbor DDoS mitigation solution; extension of the last-mile business fibre network and establishment of new PoP across the country; and evolution of the cloud-based PBX and scalable voice solutions. Sellars explains that all this is made possible thanks to the strength of the company’s network, and how it continues to power up through partnerships.

“In BitCo, the growth of the network has been substantial. Upgrades to our core fibre and wireless network has allowed for massive growth. That has allowed us to remain competitive and grow at the pace that we have. We are in that unique position as a Tier One provider, with the infrastructure in place, where other carriers and resellers are

BITCO TELECOMS

buying from us and, through our partner programme, we have grown massively.

Partnerships have been very important.”

Clearly, BitCo solving a longstanding problem of connectivity in South Africa. By investing in infrastructure as well as high-quality service and value-add products, the company now boasts a portfolio that makes it the envy of the industry.

TIER ONE But there is more to do; the demand for speed and uninterrupted supply grows unabated. Mobile operators have vastly improved their coverage across the country, and fibre lines are now running between all major hubs and major international corporates including Amazon and Microsoft investing in the country as the tech hub of the continent. As organisations look for a strong local partner, BitCo has the history and capability to back up its industry-leading status.

“We are a Tier One telecoms/ internet service provider. We manage our own private last mile network that spans across the country for fibre, wireless and voice. We are purely national in South Africa, and we don’t work cross border. Our focus right now is only South Africa. We have a presence in multiple data centres across the country as well. We are able to connect everyone across the country as long as there is infrastructure in place.

“The company was established in 2006 and it started off as a telephony provider, working with traditional PBX systems and voice. It then expanded into the build of a wireless network before building and providing fibre services in 2011. To date, we have one of the largest

// UPGRADES TO OUR CORE FIBRE AND WIRELESS NETWORK HAS ALLOWED FOR MASSIVE GROWTH //

networks from a business perspective and a large wireless network that spans the country,” confirms Sellars.

The company has a growing employee base of more than 175 highly skilled people that cover the entire spectrum of services required in the running of a business of this nature.

Headquartered in Johannesburg but with a presence in Cape Town and Durban, BitCo is quick to respond to any issues.

A major hurdle for many with the switch to home working, and something which has blighted the South African for years, is loadshedding. This crippling power issue is expected to persist through 2022 and beyond as Eskom hunts for long-term capacity solutions. But BitCo is again well prepared and puts the needs of its clients at the forefront of planning.

“From a wireless network perspective, we of course have back up battery power across all sites. From a datacentre perspective where we are hosting, there is continuous back up power that will never go down,” details Sellars. “Also, at the PoP, there’s back up power which is reliable. As long as there is back up power at the data centre and PoP then the fibre can still run. As long as there is power at the offices or at the home, then the fibre will run.

Connectivity will not be impacted as long as that is in place.”

As the battle rages between ISPs to drive the price down an onboard

more customers in South Africa, BitCo continues to offer one of the best products for resellers and wholesalers.

Even as data pricing drops, speed must improve with South Africa recently ranked 90 of 224 countries in terms of broadband speed. With most internet traffic on the continent originating in South Africa, companies like BitCo can be proud that while progress has been hindered, the fantastic work being done is absolutely making a difference. And Sellars says that this is just the beginning with much more to come.

“Our goal is to grow in terms of revenue while continuing to establish ourselves as one of South Africa’s leading ISPs – that is definitely a big goal. We also have the goal of growing our network and customer base as well as enhancing customer service and support centres.

We also want to partner with more fibre network operators to continue to bolster the network. We would also hope to grow geographically and focus on regions that are in outlying areas and have not received full attention,” he concludes. “Growth with our wholesale network will assist with this – more top tier providers in the outlying areas buying from us will assist greatly.”

WWW.BITCO.CO.ZA

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BONISWA CORPORATE SOLUTIONS

Clear Vision of Success

Unites Boniswa PRODUCTION: Christina Allcock

Adapting, changing, innovating, and transforming, Boniswa Corporate Solutions is driven by an ambitious strategy from the top down, with Director (Founder and CEO) Lynnette Magasa providing a clear picture of success in tough economic conditions. She tells Enterprise Africa more about what makes this South African company special. www.enterprise-africa.net / 101

INDUSTRY FOCUS: TECHNOLOGY

//

What started as an amazing entrepreneurial journey for the determined and driven Lynette Magasa is growing to become a vital and strategic asset for South Africa as Boniswa Corporate Solutions – a turnkey telecoms services group – continues to drive connectivity and innovation.

Established in 2004, Boniswa – a Seswate (Siswati) interpretation of the English word meaning

// OUR STRATEGY CHANGED AND, SINCE 2018, OUR VISION HAS ALWAYS BEEN ABOUT BRIDGING THE DIGITAL GAP BETWEEN URBAN AND RURAL AREAS //

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vision – began with a small group of people across two teams, servicing a Vodacom project from a radio frequency installation (RF) perspective. Growing out of the recruitment world, where Boniswa was already present with a focus on telecoms, an opportunity was identified to build a new offering across infrastructure. With not much experience in the industry, this project yielded early success and allowed Magasa to build a reputation.

The following years saw the company grow aggressively and, without major financial backing, the largely maledominated industry started taking notice of this ambitious female-led start-up. Boniswa became known for manufacture and erection of comms towers, manufacture of protective telecoms cabinets, installation and engineering at the relevant sites, project management, construction, logistics, and much more.

Today, Boniswa is home to more than 250 people across multiple divisions, and is a core player in the telecoms industry, providing digitisation opportunities across South Africa.

DRIVING DIGITAL As of January 2021, 36% of South Africans remained unconnected to the internet. This digital divide is a driver of unemployment, poverty, and inequality. Mobile data users face high costs and unreliable connectivity, and just 1.2% of the rural population has access to high-speed broadband in the home (32.4% of the population live in rural areas). For those with access, 14.04 Mbps is the average national broadband speed – 97th in the world.

The GSMA Mobile Connectivity Index ranks countries’ connectivity according to their infrastructure, affordability, consumer readiness,

BONISWA CORPORATE SOLUTIONS

// WE HAVE VERTICAL INTEGRATION. WE DON’T JUST GIVE SERVICE, WE PARTNER AND WE LOOK FOR A LONG-TERM RELATIONSHIP // and content and services – South Africa scores 60.1 out of 100 making it a mobile connectivity leader on the continent but with barriers to entry still in place. Clearly, there is much to be done from a technology and infrastructure perspective.

Magasa tells Enterprise Africa more about shifting operations as a result of the pandemic, and how, in true entrepreneurial fashion, she saw opportunities to solve problems instead of threats and negativity.

“With Covid, like any other business, we were affected. But we always look for the silver lining,” she starts. “We were forced to start thinking differently and what we now do is make use of a Just-In-Time method. Because we are in telecoms – a critical sector – we remained busy. We also had to move to where the end users are. Initially, we were ensuring we had businesses covered at their offices, but we had to move towards covering employees at home. Our strategy changed and, since 2018, our vision has always been about bridging the digital gap between urban and rural areas. When Covid came, people quickly started moving back to the countryside where there is space instead of the city, and we are now busy building rural sites. We support the fact that even kids in rural areas need access to education online.”

The pandemic lockdowns have spurred a move away from the wellconnected cities of Johannesburg,

Pretoria, Durban and Cape Town as home buyers search for property with more space to live, work, and play, in the smaller towns and coastal regions.

Even those who live in the popular suburbs of big metros are opting for country-style estates with room for outdoor activity, home working, home schooling, and home exercise.

Caveats in the agreements around construction of new housing estates include strong connectivity – a factor that is also now included in Maslow’s famous hierarchy of needs.

“No one saw it coming but it forced businesses to shift,” says Magasa. “We had to ensure that those in rural areas or on farms could not be forgotten. Many offices are now empty so we are busy shifting connectivity in the rural direction.”

A study from Old Mutual in August 2021 showed that 56% of respondents were still working from home or as part of a flexible working

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INDUSTRY FOCUS: TECHNOLOGY

scheme. This hybrid environment brings considerations beyond just being connected. Whether through mobile or fixed line, companies now have to consider security, availability, monitoring, power supply, and more.

For Boniswa, opportunities quickly materialised as the company was called on by the likes of Vodacom, MTN, Telkom and Mascom to assist with new capacity.

VERTICAL INTEGRATION “The company provides services across three legs,” says Magasa.

“Firstly, it’s about service. Secondly, it’s manufacturing. And then we have a new division that owns infrastructure in partnership with clients including Vodacom, MTN and Telkom. They come and install antennas on our infrastructure as an Opex model. We offer both Opex and

Capex models in the Boniswa Group.”

It is the control over the entire value chain that makes Boniswa different from others, and an easy choice for the country’s big telcos.

“We have vertical integration.

We don’t just give service, we partner and we look for a longterm relationship,” explains Magasa.

Continues on page 106

MEGALOCK: SPECIALISED SECURITY SYSTEMS FOR PROFESSIONAL PROTECTION Megalock is assisting Boniswa Corporate Solutions in its transition to a more secure, technology-backed environment.

For Boniswa Corporate Solutions, security remains a major issue. Working with major blue-chip clients on a regular basis, the organisation has a responsibility for ensuring steadfast security solutions.

The company trusts Megalock, Sandton-based integrated security provider, to deliver industry leading results through its association with the worlds top manufacturers.

Established in 2004, Megalock provides a range of security systems including on site installations, servicing, repairs, key cutting, customised gates and security bars, reinforced doors, keyless entry systems and much more.

Distributing international brands including Yale, ABLOY, Union, ISEO and many more, Megalock has a provision for all challenges.

“Megalock is Boniswa’s strategic partner in delivering superior products to end users. We provide high-end locking solutions to Boniswa’s product range,” states Director Terence Govender.

The two companies have worked together for more than 13 years demonstrating the success of the partnership. Right now, Megalock is busy with innovative new systems and is excited about delivery alongside Boniswa.

“Megalock is a strategic partner in Boniswa’s equipment cabinets and High Security Cabinets. We also involved in securing all locking points within a site build,” details Govender.

The company is also busy with ongoing projects for a number of mobile and fixed line operators in South Africa. These developments include site hardening with the mobile network or upgrading the locking technology within the network.

For Govender, the future partnership with Boniswa will flourish and looks set to be mutually beneficial. “Megalock locking solutions has the ability to give Boniswa’s different product offering a competitive advantage in the market,” he says. “Our relationship is moving from offering Boniswa mechanical locking solutions to now electromechanical solutions with the ability of offering audit trails to the system users. This can be demonstrated by offering Boniswa high-end cabinets the ability to implement keyless locking solutions.”

Megalock continues to act as the industry pioneer in South Africa, developing innovative solutions to client problems and installing globally tested products.

“We started and introduced master key locking solutions within the Telco industry in Africa,” states Govender. “The term high security locks is synonymous with our ABLOY products which is being supplied by Megalock,” he adds.

“We have above 70% market share in the mechanical locking of all mobile and fixed operators, green field, and roof top sites.”

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104 / www.enterprise-africa.net

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INDUSTRY FOCUS: TECHNOLOGY

Continued from page 104 “We have our own factory and everything we use is manufactured and supplied by us – that gives us competitive advantage. Some of our competitors actually come to us for installation services. Whenever we cost things, because it is done internally, we gain cost advantage.”

The company’s factory is based in Midrand and is able to service sites across the entire country, making use of a presence across southern Africa to assist telcos in expansion on the continent.

“We have grown quite well and we are active all over South Africa as well as Swaziland, Botswana, Namibia and we have an office in Ghana,” explains Magasa. “In late 2019, we registered an office in Florida and we were preparing to tackle the USA but, because of Covid, we had to wind down that office. In France, we have a marketing office that use to market our products across Europe.”

106 / www.enterprise-africa.net

Access to manufacturing has helped the company to diversify and management is keen to explore all avenue for future growth, utilising the innovation within the business to push new boundaries.

“We are suffering extensively with loadshedding and we came up with another facility that will instruct a tower to switch off certain sectors, using inverters, and redirecting power to core sectors,” she says.

“Our factory continuously innovates and we are looking at batteries and involvement in the electric car industry. We have the platform to do this because we have

our own manufacturing and that is what truly sets us apart.

“The batteries is something in its infancy for us, but we are trying to diversify and break into new industries in the future. By Q3, we hope to have a prototype of a battery for use in the manufacture of electric cars.

“In Africa, there is high unemployment and theft can be a problem. We have innovated with cabinets that store batteries. Each site needs a cabinet that stores batteries, and we came up with a new design for the subterranean cabinets, with high security, that cannot be broken into.”

// DISCIPLINE AND BEING CONSISTENT IS VERY IMPORTANT AS IT IS EASY TO LOSE FOCUS ON THE JOURNEY. WHENEVER THERE ARE CHALLENGES, THEY FORCE YOU TO LOOK AT THINGS DIFFERENTLY AND INNOVATE //

BONISWA CORPORATE SOLUTIONS

INSPIRING TOP DOWN After 18 years, Boniswa continues to thrive and search for innovation. This is driven by Magasa who is always on the hunt for opportunities to remain at the industry’s cutting edge.

The entrepreneur is an academic with an award-winning history, having claimed multiple tiles around excellence in leadership. Masters Degrees in Informatics and Business Management, (Administration) a successful Management Advancement Programme, and a future Doctoral candidate, Magasa states that these interactions result in competitive advantage.

“I am currently studying Strategy with Harvard Business School and I always say that entrepreneurship can be lonely – now we have a Board,

but when you start it is a challenge.

I calibrate myself by taking short courses and you can then benchmark yourself and see what is happening out there across industries - it helps you to stay competitive.”

Managing a multinational operation while studying, raising a family, and navigating a global pandemic is not for the fainthearted.

But, to add extra flavour to an already tasty recipe, Magasa also participates in the B20 SMEs Crossthematic Group as a co-Chair and member where she leads discussion on digital technology.

“As an entrepreneur, one thing is for sure – you have to capitalise on what you know. Once you have capitalised, you can start to follow your dreams. Discipline and being

// OUR FACTORY CONTINUOUSLY INNOVATES AND WE ARE LOOKING AT BATTERIES AND INVOLVEMENT IN THE ELECTRIC CAR INDUSTRY //

consistent is very important as it is easy to lose focus on the journey.

Whenever there are challenges, they force you to look at things differently and innovate. I always welcome failure as it helps you to think differently,” she says.

In the future, Boniswa will go from strength to strength, and Magasa is eager to continue making a difference. Excitingly, there is a big long-term vision that will make this South African success story even more inclusive.

“The big vision I have for the company is to create meaningful employment. I want to grow the company globally and have our brand footprint across different continents. It is also vital that we bridge the digital gap. Long-term, our vision is to list on the AltX exchange,” she concludes.

WWW.BONISWA.CO.ZA

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TERACO DATA ENVIRONMENTS

African Data Centres

Located at the Digital Edge PRODUCTION: Timothy Reeder

As South Africa’s biggest data centre operator, Teraco Data Environments (Teraco) has been instrumental in growing internet traffic and reducing the cost of broadband in the country. Responding to increasing local demand and capacity increase needs last year by completing two new data centres, Teraco now joins forces with Digital Realty to even better serve customers throughout Africa and beyond.

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INDUSTRY FOCUS: TECHNOLOGY

//

Teraco is Africa’s most interconnected data centre hub, providing carrier and cloud-neutral colocation data centres with over 20,000 cross-connects. “As the first provider of highly resilient, vendor-neutral data environments in sub-Saharan Africa, Teraco brings global content closer to the digital edge,” the company outlines.

World-class data centre infrastructure and network dense ecosystems mean that Teraco represents a vital part of the backbone of African internet, as well as playing

// THE ABILITY TO SERVE LOCAL AND GLOBAL MARKETS THROUGH DIGITAL CHANNELS IS CRITICAL IN TODAY’S CONNECTED WORLD // 110 / www.enterprise-africa.net

an integral part of the digital transformation strategy so vital to modern enterprise. Ever-expanding ecosystems move Teraco beyond colocation - housing privately-owned servers and networking equipment in a third-party data centre - and firmly establish it as an open marketplace for digital growth and innovation.

“Discovering new business partners, making strategic interconnection choices, on-ramping to your choice of cloud, and reaching new markets globally – Teraco provides a highly secure, flexible and resilient home for digital organisations the world over,” says the industry leader.

The result is purpose-built solutions, operated by an expert organisation and with an absolute focus on data centre technology and infrastructure.

CONSTRUCTING CRUCIAL CAPACITY This focus resulted in the addition of yet more crucial capacity in the country last year, including a 29MW injection in South Africa’s largest city.

The completion of Teraco’s JB3 data centre within its Isando campus in Ekurhuleni, Johannesburg, translated to a 45,000 square metre structure containing 12,000 square metres of data hall space. It means that Teraco now possesses 40MW of capacity on the campus, able to be further expanded as required.

JB3 represents a superb strategic addition to Platform Teraco. Enterprises are offered a scalable platform like never before for IT infrastructure deployment while sustaining performance, reliability, security and wide network choice. “This investment aligns with the support we pledged to the South African Government’s investment drive and our commitment to investing billions of Rand into South Africa’s digital infrastructure,” explained Jan Hnizdo, CEO, as Teraco works toward ensuring its long-term vision of enabling digital transformation across the African continent.

“As the leading interconnection hub across the continent, Teraco has over 600 clients, including key

TERACO DATA ENVIRONMENTS

networks, cloud providers, global content, managed IT service providers, and direct access to Africa’s largest Internet exchange, NAPAfrica; within its multitude of data centres.”

More capacity is needed in South Africa, this much is clear, and Teraco is determined to be at the forefront of the charge to provide it. “At the onset of a new decade, it is increasingly acknowledged that Africa needs a lot more data centre capacity than is currently available,” concluded African

// TERACO IS THE INDUSTRY LEADER IN SOUTH AFRICA AND THE CONTINENT’S CONNECTIVITY HUB //

5046TKI_Half Page Advert_CONVERT.indd 1

Data Centres Association (ADCA) and Xalam Analytics’ Growing Africa’s Data Center Ecosystem: An Assessment of Utility Requirements insight.

“Expanding the breadth of Africa’s data centre capacity is fundamental to reducing latency, optimising intraAfrican traffic flows, and slashing operating costs in the broader African economic supply chain.”

These factors make Teraco’s expansion efforts all the more vital, and the Isando campus was not its only facility subject to a major uplift last year; in October, news emerged that it had successfully finished the first phase of its second data centre in Cape Town, CT2. The first phase comprises a sprawling 25,000 square metres structure providing 18MW of capacity, which can swell to 36MW through Teraco’s astute securing of

adjacent land and power with future expansion firmly in mind.

One of Africa’s most digitally connected cities, Cape Town is a logical destination for Teraco’s continued investment into data centre infrastructure on the continent, home as it is to thriving digitally connected enterprises. These number telecommunications, financial services, e-commerce, logistics, and retail, and the new multi-billion-rand data centre facility dramatically extends Platform Teraco’s capacity in the Western Cape, according to Hnizdo.

“Forming a vital part of the African IT landscape, Platform Teraco is an essential part of the modern enterprise’s digital transformation strategy with its diverse industry ecosystems and open interconnection marketplace,” Hnizdo said.

20/01/2022 11:49:43

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INDUSTRY FOCUS: TECHNOLOGY

“Teraco is making significant investments in providing access to digital infrastructure that is hyperconnected, resilient and flexible,” he summed up. “This offers enterprises the ability to scale as network strategies evolve in a world where fast and secure interconnection with strategic business partners and cloud on-ramps are a source of competitive advantage.”

A DIGITAL REALTY COMPANY Since its founding in 2008 by Tim Parsonson and Lex van Wyk, Teraco has grown its facilities to become the biggest data centre platform in Africa, with its Platform Teraco offering the widest choice of local and global cloud on the continent. “The ability to serve local and global markets

through digital channels is critical in the connected world we live in today,” the company observes.

// TERACO PROVIDES A HIGHLY SECURE, FLEXIBLE AND RESILIENT HOME FOR DIGITAL ORGANISATIONS THE WORLD OVER //

112 / www.enterprise-africa.net

Just last month it was revealed that Digital Realty, the largest global provider of cloud and carrierneutral data centre, colocation and interconnection solutions, had entered into a definitive agreement to acquire a majority stake in Teraco from a consortium of investors, including Berkshire Partners and Permira.

TERACO DATA ENVIRONMENTS

Giving the company a valuation of R53.6 billion, the transaction will result in a powerful combination and provide Teraco continued access to capital to grow, and being backed by a global leader will allow South Africa’s industry leader to access a broad suite of skills and knowledge from the Digital Realty global platform and continue to grow the Teraco ecosystem.

Teraco’s SA footprint, in turn, combined with Digital Realty’s existing facilities in Nigeria and Kenya and its Mediterranean interconnection hubs in Marseilles and Athens, will significantly strengthen what is already a leading pan-African position.

“We are excited to enter our next chapter by joining forces with Digital Realty to create a truly global, scaled platform serving our customers in Africa and beyond,” enthused Jan Hnizdo. “Our combined platform will be uniquely positioned to serve

THE BUILDINGS WE BUILD, REFLECT WHO WE ARE We are very proud to be a part of the JB4 Data Center Project in association with our client Teraco Data Environments, who are the leaders in their field within the African footprint

Visit www.tiber.co.za for more info

the full customer spectrum with the ability to support their growth around the world.

“We look forward to working with the Digital Realty team to extend our state-of-the-art data centre and connectivity solutions to capitalise on the favourable industry trends and tremendous market opportunity.”

Digital Realty Chief Executive Officer A. William Stein echoed the significance of the partnership, and the opportunities it affords to both sides on the eve of a digital dawn on the continent. “This highly strategic transaction immediately cements Digital Realty as the leading colocation provider in Africa, a region experiencing rapid digital transformation,” he pointed out.

“Teraco is the industry leader in

South Africa and the continent’s connectivity hub.

“This investment will enhance our ability to serve customers on a global basis by adding significant regional scale with a premier, network-dense portfolio in South Africa’s most strategically important metro areas. Teraco will also advance our strategy of increasing exposure to highly connected, networkand carrier-dense facilities to enhance our global coverage and connectivity capabilities.”

WWW.TERACO.CO.ZA

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TSEBO SOLUTIONS GROUP

Transformational, Client-Centric Solutions to Support Success PRODUCTION: Benjamin Southwold

50 years of experience brings Tsebo Solutions Group (Tsebo) clients reduced costs, risks and complexities combined with increased quality, efficiency and productivity.

“For over half a century, we at Tsebo have been reimagining the world of work,” the company states, as it continues to hone its sector-leading agility and ability to evolve, problem solve and innovate to spark success. www.enterprise-africa.net / 115

INDUSTRY FOCUS: INFRASTRUCTURE

//

“A workplace that works for you.” Creating this is what drives everything that Tsebo does, with its more than 40,000 employees across nearly 30 countries having transformed thousands of client sites into those offering the height of workplace productivity, which in turn breeds sustained success. “The health, safety and wellbeing of our clients, employees and communities is our number one priority,” Tsebo says.

“Developing our people – the heart of Tsebo – is the foundation of our purpose. We develop people, to

// DEVELOPING OUR PEOPLE – THE HEART OF TSEBO – IS THE FOUNDATION OF OUR PURPOSE //

116 / www.enterprise-africa.net

serve people and to uplift society.

The result is a knowledgeable workforce that is in touch with every nuance of our clients’ needs.

“Through hard work and dedication to the task at hand our people advance the true potential of our clients.” An increasingly crucial aspect of any successful business, at its core workplace management solutions refers to an all-encompassing, holistic approach to an industry whose central ethos is, in essence, people taking care of people.

“We offer customised integrated workplace management solutions built upon 50 years of proven experience,” Tsebo neatly condenses of its overarching mission.

“Beneath our strategic efforts lies a robust dedication to sustainable development and equal opportunity employment, which has seen Tsebo emerge as a progressive African corporate entity.”

AFRICA-UNIQUE SOLUTIONS Four core values lie beneath Tsebo’s proven ability to time and again achieve the central aspects of its vision to be the Pan-African leader in integrated workplace management solutions, and the partner of choice to current and prospective clients operating in the region.

“We embrace highly ethical, moral and respectful behaviour, without exception,” Tsebo declares of its famous integrity while the enterprise it promotes drives it to, “seek opportunity, respond rapidly, strive for continuous improvement and behave like intrapreneurs.

“We care for people, communities and the environment and are industrious, efficient and dependable,” states this most diligent of businesses, unique in Africa as the only workplace management solutions provider that combines local expertise with global standards. “Our significant footprint across Africa

TSEBO SOLUTIONS GROUP

Middle East means that the economic and social impact of our operations reaches well beyond our working environment and affects the lives of millions of people,” Tsebo explains.

“We have a deeply ingrained understanding of operating in local communities and cultures across Africa, and our people, the essence of our business, are experts in what they do.” A Level 1 B-BBEE employer and inclusivity champion, with a 2.3% disabled workforce, even Tsebo’s choice of shareholders furthers its authentically African approach, including Investec, Nedbank Private Equity and Standard Chartered.

The synergy of these two vital characteristics has enabled Tsebo to grow into the foremost workplace management solutions provider across Africa Middle East, creating tangible and sustainable value for clients by improving their workplace productivity and, simply, ‘a workplace that just works.’

“We can provide single-point service accountability for more than 100 distinct services,” Tsebo furthers, of which some of the principle offerings include facilities management, catering, cleaning, security, remote camps, hygiene, procurement and energy. In addition to these services, the company manages various specialised outsourced services on clients’ behalf, including laundry, catering, lift maintenance, landscaping and much more, in a portfolio that continues to expand.

Its vast range of expertise in turn allows Tsebo to service numerous sectors, across a diverse range of geographies, ethnicities, languages,

// WE USE TECHNOLOGY TO AUGMENT SERVICE EXCELLENCE //

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INDUSTRY FOCUS: INFRASTRUCTURE

religions and cultures, including mining, healthcare, financial services, and industrials and create, manage and maintain safe and healthy work environments. Whether city-based corporate headquarters or difficult to reach remote sites, Tsebo ultimate enhances not only productivity, but also transparency and compliance.

“By taking time to understand our clients’ businesses we create bespoke and agile solutions to meet their needs,” the company underlines.

“This allows Tsebo to remain relevant and helps our clients reduce risk, complexity and cost.

“We use global best practice systems of quality management, ethics, health and safety and environmental protection. Our knowledge is our clients’ advantage.

We set out to provide our clients with Workplace Solutions that support their success, whilst creating opportunity for upliftment for our people and communities.”

118 / www.enterprise-africa.net

GOLDEN JUBILEE “For more than 50 years, we have been reimagining the world of work and building a legacy for the businesses, communities and employees of the future,” effuses Tsebo Group CEO Tim Walters, and the celebration of its half century was notched up as it proudly retained and strengthened its Level 1 B-BBEE certification with a procurement recognition of 135% for its clients.

Currently, black ownership stands at 53.7% and this component continues to grow, joined by a 45.9% black female ownership element.

A host of exciting, innovative initiatives that evince its ability to adapt to the prevailing climate and cater accordingly also greet the group’s 50th birthday, including

Tsebo Agile Solutions, app-based food ordering and delivery, Aerial Surveillance Solutions and Tsebo’s second state-of-the-art National Control and Command Centre (NCC), among many others.

“We use technology to augment service excellence,” Walters says, and over the last five decades Tsebo has built a reputation based on service, innovation and growth, evolving from a single catering contract. In 1971, Fedics pioneered the concept of contract catering which simply did not exist in South Africa at the time, an ethos which it has steadfastly maintained over the ensuing halfcentury which has entailed multiple mergers, acquisitions and new markets conquered before the rebrand to Tsebo Solutions Group during the 2010s.

// WE OFFER CUSTOMISED INTEGRATED WORKPLACE MANAGEMENT SOLUTIONS BUILT UPON 50 YEARS OF PROVEN EXPERIENCE //

TSEBO SOLUTIONS GROUP

“In the current economic climate it is amazing that Tsebo has a proven track record in excess of 50 years,” recognises Brett Hoppé, General Manager of one of Tsebo’s key partners, Sun City Resort. One of South Africa’s most popular holiday destinations, it is a complex and extremely diverse engineering setup requiring the full depth of Tsebo’s expertise and knowledge to deal with the more than 5,000 maintenance job tickets issued monthly.

“We are really proud of our association with Tsebo and its 50 years of cumulative intellect and expertise, and thankful for our partnership with their Engineering Solutions Team.” An excellent example of Tsebo’s enduring tenacity, the

// BY TAKING TIME TO UNDERSTAND OUR CLIENTS’ BUSINESSES WE CREATE BESPOKE AND AGILE SOLUTIONS TO MEET THEIR NEEDS //

Sun City partnership is its biggest engineering contract to date, encapsulating the ambitious nature which has enabled Tsebo to survive and thrive throughout the last 50 years of organic growth, mergers and acquisitions, people development, capacity building and innovation.

“As a client-centric business, people remain at the core of everything that we do,” Tim Walters sums up as Tsebo looks ahead to completing its century. “Our people are our legacy, and by partnering with and developing people we have touched tens of thousands of lives across Africa.

“Our initiatives are key to empowering people, and exceeding world-class operational standards.

Tsebo has always understood its higher purpose: to build an inclusive and sustainable society, by developing and serving people and uplifting the world around us. Our legacy lives on through our people, clients and stakeholders, without whom 50 years of Tsebo would not have been possible.”

WWW.TSEBO.COM

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RAND WATER

For Rand Water, Every Drop Is Vital PRODUCTION: William Denstone

Rand Water has been tackling the challenge of supplying potable water to Gauteng and surrounding areas for nearly 120 years since the lucrative discovery of gold in the Witwatersrand. It has a crucial role to play in the ever-present question of water security, and as sustained rainfall fills the region’s dams to the brims, the priority turns to avoiding complacency in order to keep supplies flowing.

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INDUSTRY FOCUS: WATER UTILITY

//

While Africa can be justifiably said to contribute the least of any continent to global climate change, producing an average of just over one metric ton of carbon dioxide per person each year, it is also arguably the one most vulnerable to its impacts.

For South Africa arguably the most notable consequence of this has been water scarcity, with certain parts of the country experiencing severe droughts since 2015. The crisis peaked during mid-2017 to mid-2018 where levels hovered between 15 to 30% of total dam capacity, and Cape Town’s looming ‘Day Zero’ became the focus for South Africa’s water crisis. In response, significant restrictions were implemented and combined with strong rains in June to allow dam levels to increase to close to 70%.

These were unique circumstances, however the root causes of its water problems were not: high demand

coupled with inadequate supply brought about this severe water shortage and Cape Town’s situation continues to serve as a warning to the country as a whole with many further regions and cities in danger of facing their own Day Zero.

SECURING SUPPLY South Africa relies on its rainwater, levels of which are infamously unpredictable, unevenly distributed and decreasing as a result of global warming. In addition, South Africa has a wider variety of climates than most other countries in sub-Saharan Africa, coupled with lower average temperatures than other countries within this range of latitude, like Australia, because much of its interior sits at a higher elevation.

Amid this demanding landscape, at the heart of securing supply is Rand Water, Africa’s largest water utility and one of the biggest in the world. “Water is life,” the company

puts simply. “For millions for years life on earth has been dependant on water for survival. Our vision is to be a provider of sustainable, universally competitive water and sanitation solutions for Africa.

“We provide bulk potable water to more than 11 million people in Gauteng, parts of Mpumalanga, the Free State and North West,” it continues, “an area that stretches over 18,000 km2.”

Rand Water has been fulfilling this brief since beginning full operations in 1905, established at the turn of the century in Johannesburg where its head office remains today.

In the intervening more than century its distribution network has expanded to now include over 3,056 km of large diameter pipeline, feeding 58 strategically located service reservoirs, and customers numbering metropolitan municipalities, local municipalities, mines and industries.

It supplies, on average, nearly four

// THE VAAL DAM IS SOUTH AFRICA’S MOST HARD-WORKING DAM // 122 / www.enterprise-africa.net

RAND WATER

// WATER IS LIFE. FOR MILLIONS FOR YEARS LIFE ON EARTH HAS BEEN DEPENDANT ON WATER FOR SURVIVAL // million litres of water to these customers each day.

“Rand Water’s major challenge to date has been to augment its water sources to meet the growing demand,” Rand Water says; and for Gauteng province, its primary supply area, burgeoning demand is being felt particularly keenly as a result of a rapidly growing population, with domestic supply the sector experiencing the highest level of demand. This growth is currently at a rate of some 3% each year, and supply is fixed, meaning that consumption will have to decrease

by the same amount each year if the region is to stay water secure.

At around 300 litres per day consumption per person in the region is well above global averages, and there is therefore much scope achieve reductions, but also critical to keeping water flowing have been a succession of major schemes undertaken by Rand Water. Among the most important have been the Zwartkopjes, Vereeniging and Zuikerbosch pumping stations, the latter two of which draw raw water from the Vaal River System and then abstract, purify and pump 98% of

the total water supplied through the massive Rand Water Network.

The Lesotho Highlands Water Project (LHWP), meanwhile, commenced in 1998 and is an ongoing, multi-phased effort to provide water to the Gauteng region.

Africa’s largest water transfer scheme, it comprises an intricate system of several large dams and tunnels throughout Lesotho and delivers water to the Vaal River System, from which Gauteng draws its supply.

Perhaps still its crowning achievement, in 1938 Rand Water completed the construction of the superstructure of the Vaal Dam, lying at the confluence of the Vaal and Wilge rivers with a vast catchment spanning 38,500 km2, including towns such as Bethlehem, Frankfort, Standerton and Ermelo.

Helping Rand Water to consistently meet the expectations of their customers, partners and the government through technology and innovation

Woodmead North Office Park, 54 Maxwell Drive Woodmead, 2191 www.nashua.co.za kopano@nashua.co.za 011 232 8600

KOPANO

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INDUSTRY FOCUS: WATER UTILITY

DAMS BRIM FULL “The Vaal Dam is South Africa’s most hard-working dam,” Rand Water asserts, “with a total storage capacity of 350 million cubic metres, a surface area of 39 km2 and an average depth of 27 metres.

“Even though the Vaal Dam is only the fourth largest dam in South Africa in terms of storage capacity, it is without a doubt the most important dam in view of its role as the primary supplier of water to the economic heartland of South Africa.”

Now more than 80 years into its

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operational life, transfer schemes have also been built to move water from other catchments to the Vaal Dam in order to meet the demands of the growing Witwatersrand, supplying water to around 46% of the country’s economy and 33% of the population as part of the Integrated Vaal River System (IVRS).

The Vaal Dam is now being tasked with arguably working harder than ever before, as sustained rainfall sees it sitting full to the brim, and indeed breaching 100% storage, for the second time this year. The sight

// THE KEY TO MAINTAINING OUR WATER RESOURCES IN A GOOD STATE IS EFFECTIVE MANAGEMENT // of a full dam of usable water clearly spells relief in the short-term, but can have the adverse effect of leading people to think that this signifies

RAND WATER

a supply which is now secure, a problem solved and that water can be used henceforth with impunity.

In fact, Rand Water cautions, this could not be further from the truth, and at such times water conservation should be a bigger priority than ever: “the key to maintaining our water resources in a good state is effective management.” It is with this in mind that its Water Wise arm sets out to increase awareness of the need to value water and to use it wisely and efficiently at all times, whether the dams be drenched or parched.

“South Africa is a water stressed country, and the water resources are under tremendous pressure from a growing population, ongoing development, pollution, wetland destruction, alien invasive plants and the effects of global warming,” Water Wise summates. “Despite plans to increase storage capacity through the building of new dams or water transfer schemes, predictions are that the demand for water will outstrip supply by 2025.

“The only answer to this dilemma lies in changing people’s attitude and

thus their behaviour to use water more wisely,” it concludes, characteristically wisely, as this will remain central to Rand Water’s ability to prevent its own Day Zero: visionary campaigns like Water Wise combined with its tireless day-to-day work to ensure careful, responsible use of this precious resource and an uninterrupted flow whatever the weather.

WWW.RANDWATER.CO.ZA

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KELVION THERMAL

Kelvion Thermal Is

Hot Property PRODUCTION: Timothy Reeder

At Kelvion the business is heat exchange, and has been for over a century. As it celebrates 100 years as the experts in a global market in better health than ever, Kelvion combines its deep expertise with a forward-thinking, innovative strategy to embody the ethos of its founding motto: “embrace our past. Build our future.”

//

When Otto Happel senior opened the doors of Gesellschaft für EntstaubungsAnlagen (GEA) in Bochum in 1920, surely even he would have struggled to imagine the extent of the success story that would result from the foundations he had laid.

“Kelvion today is a global player in the heat exchanger business with over 5,000 employees and 47 locations worldwide,” the company reveals, capturing a highly diversified range of market segments including energy, chemical industries, oil and gas, HVAC and refrigeration as well as the food and beverage industries.

Since 1920 the company has manufactured and marketed a vast range of products including plate heat exchangers, shell and tube heat exchangers, modular cooling tower systems and refrigeration heat exchangers, and since November of 2015 this has been performed under the newly-realised Kelvion brand. “It has been a long journey from starting as GEA back in 1920 to becoming Kelvion

in 2015,” the company says today, one which has been replete with many milestones including the development in 1935 of air-cooled condensers for stationary steam turbines.

“Our specialised professional competency, solidly-based expertise, customer proximity and multidimensional product portfolio make Kelvion the partner of choice in the field of heat exchange. Kelvion is a specialist in providing customer-specific products and services and supports its target customers throughout a global sales, service and production network.”

CENTURY OF TECHNICAL INNOVATION Otto Happel senior, himself a visionary entrepreneur with exceptional technical skills and knowledge, founded GEA at the age of just 34 in Bochum, a city famous for engineering and, in particular, mining and steel production.

Seeking to propel technical innovations forward right from the off, he presented the first closed circuit cooler with elliptical finned tubes just two years

into the company’s decorated lifetime.

“Many other product innovations followed,” Kelvion describes, “including the air condenser in 1935; the gap left behind when Happel died in 1948 was all the greater.” Following the milestone in GEA’s history in 1989 of the company going public, in 1999 it was acquired by mg technologies AG and renamed the GEA Group in 2005. Growth continued, and to combat the resulting overlaps GEA to reorganised into clearly defined segments, the largest of which was Heat Exchangers (HX).

In 2013 the decision was made to sell this highly lucrative segment, which had grown somewhat misaligned with the original corporate competencies. In October 2014, the investment company TRITON Investment LLP bought the operation to become a jewel in the newly formed Kelvion group, adopting the name created in tribute to Lord Kelvin, the British engineer, mathematician, and physicist who formulated the laws of thermodynamics and absolute

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INDUSTRY FOCUS: ENGINEERING

units of temperature. A year later, the Heat Exchangers segment became an independent company.

“As Kelvion,” the company proudly states, “it has been writing its own history ever since.”

South African operations commenced in 1975, and the company has remained at the forefront of the heat exchange industry in large part due to a team of skilled and loyal employees, high product quality, steadfast customers and a continued investment in people, manufacturing processes and product technology.

In November, Kelvion announced another significant landmark in its timeline, a portfolio and leadership transition seeing the company spin-off its Thermal Engineered Solutions (TES) Business Unit and a change in leadership, with Andy Blandford succeeding Jürgen Vinkenflügel as CEO of the remaining Kelvion business in a planned transition.

“My passion for Kelvion, with its 100-year history, our employees and our customers have been my

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main drivers throughout the years,” announced Vinkenflügel on the eve of the change. “Together, we have achieved a lot, building a solid momentum and two strong growth platforms around Kelvion’s Product and Project businesses.”

Andy Blandford joins Kelvion from DEMATIC, the world’s leading provider of supply chain solutions, and brings an enormously relevant industrial background to drive the next phase of Kelvion’s corporate

development with an emphasis on profitable growth, innovation and operational excellence.

“The Kelvion team has developed a profitable growth strategy which I have reviewed and fully support,” Blandford detailed. “Kelvion has many strengths to build upon: relentless customer focus, high quality and innovative product offerings, operational excellence, efficient support functions and growth in after-sales.

KELVION THERMAL

“These strengths are missioncritical pillars to further solidify our position in the marketplace and to ensure that our company succeeds in the long term. I am very excited to support Kelvion and the whole organisation to deliver the defined strategy and our financial targets in the years to come.”

GLOBALLY CRITICAL APPLICATIONS “The industries in which you and we together operate are among the most important in the world,” Kelvion outlines, “power, the oil and gas industry, the chemical industry, transportation and marine applications, heavy industry, food and beverage, sugar, refrigeration and HVAC. We provide every single industry segment with solutions of outstanding efficiency, safety, and sustainability.”

Embodying this for Kelvion is its K°Bloc Heat Exchanger, the fully-welded plate heat exchanger upgraded and refined in 2020 to further enhance its reliability and efficiency. Designed and made in Germany, K°Bloc is designed to work across a broad range of liquids, temperatures and pressures and is suited to the demands of the oil and gas, chemical and petrochemical industries for separating mixtures of oil, water and solids.

“K°Bloc is the result of decades of experience with demanding applications, more than 30 years of welded plate heat exchanger expertise and a commitment to continuous product improvement,” Kelvion underlines.

Looking forward to its next 100 years, the key word for Kelvion is growth, and not least with regard the heat exchanger industry itself.

Estimated at USD 15.6 billion in 2021, it is projected to further swell to reach USD 19.9 billion by 2026, at a CAGR of 5.0%, and Kelvion’s numerous subsidiaries all over the world make it perfectly positioned to capitalise on the wealth of opportunities set to arise.

Masteel UK Ltd Proudly Supporting Kelvion Thermal Pressure Vessel Steel | HIC Resistant Steel Weathering Steel | Chrome Moly Steel www.masteel.co.uk

Rapid industrialisation in developing economies will see a boost in demand for heat exchangers, particularly the likes of India and China, while employment in various end-use industries such as chemical, HVACR, petrochemical, and oil & gas industries is expected to swell the market in the Asia-Pacific region. Government initiatives for the development of thermal and solar energy in countries such as Japan and India are also impacting positively on the heat exchangers business, due to their application in power generation plants, and likewise a further increased demand for petrochemical products.

“Gazing into the future, wherever you look, it’s all about growth,” the expert in heat exchange remarks, “We were always there - in the

beginning of modern industry, of global production and hi-tech development,” Kelvion summarises of its history, and with its own areas of expertise aligning so succinctly with the abundant opportunities in this burgeoning market, the company will be a central force in global progress.

“We will grow further in the future, and we have the answers and the technology for mega trends, growing population, growing need for energy and growing responsibility for corporate behaviour.”

WWW.KELVION.COM

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G4S AFRICA

People and Technology Work in

Harmony to Boost Security PRODUCTION: Eleanor Sarbutt-King

By enhancing its super-strong people operation with industry-leading technology, G4S in Africa retains its position as the market frontrunner, protecting client’s homes, businesses, and assets from threats old, new, and developing.

//

In 2016, G4S Africa President, Mel Brooks, told Enterprise Africa that the company was well-underway with a transition from a manned-guarding operation to become a total security provider, implementing various technologies to complement human resources.

“I believe that the great work our employees does to ‘secure your world’ and their continuous efforts to ‘live’

our company values, strengthens our image and supports us in unremittingly providing expert services to our customers,” he said.

He was keen to impress that technology would never replace people, but empower them to work smarter and provide a new level of service for clients, unavailable from others in the industry.

“There is the potential for technology to not only support our

customers but also our employees.

We’re looking at remote supervision using tech cameras so that we can monitor our security officers, help them check-in and provide guidance remotely, particularly in remote areas.

It’s an ongoing innovation programme that we have and our cash business is founded on the introduction of greater technology,” he told Enterprise Africa in 2018.

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INDUSTRY FOCUS: SECURITY

Now, in 2022, after a challenging period for all business, and in a time where technology has been called on like never before, the G4S appetite for tech-based solutions is strong, and the company is pushing new ideas that bolster its people and protect its clients.

In Africa, the company is one of the largest employers with some 120,000 people across 29 countries. As the leading global integrated security company specialising in the provision of security solutions, there is a lot to live up to. Particular focus surrounds cash solutions, but the company is also branching out to offer new services that suit its diverse and widespread footprint.

RISK360 In 2021, a new tech offering is starting to blossom within G4S security centres and giving people, especially in Africa, a new tool in the fight for security and protection.

RISK360 is an incident and case management software that allows customers to report, track and resolve

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security incidents in real time, while simultaneously managing their people, sites, assets and security team. The latest iteration in a string of software versions, this product is now helping G4S to stop crimes before they take place in Africa.

Not reliant on AI, RISK360 uses powerful data analytics to support human intelligence rather than imitating or replacing it.

“RISK360 has given us the opportunity to bring market leading security technology to Africa. Clients see the value it adds to their business and its market position as the only truly integrated solution,” says Shaun De Koker, G4S National Manager for Projects in Africa. “It’s taken the customer relationship from that of a service provider to being a risk partner, and an influential part of a client’s operations. It moves our customers away from purchasing security as a commodity, and to start thinking of it as a combination of security solutions designed to manage risks and enhance value for our customers.

“RISK360 is transforming our service, not by replacing personnel with cameras or robots, but by helping our people to work in a more informed and effective way.

“The system works by creating a central repository for information gathered from sites, for example occurrence reports, photos, videos, tracking locations and sensor alerts, together with monitoring and response capability, and analyses all this data to give real-time management information and operational insights.

“It gives G4S and its clients one consolidated platform from which they can manage, investigate and analyse all their data, to stay one step ahead of the threats.”

Today, RISK360 has been implemented in 80% of the African countries G4S operates in. The company continues to receive interest and expects the software to be rolled out across the continent even further.

De Koker describes recent operations for a logistics client where RISK360 helped adjust strategy to secure delivery vehicles. “With one customer, the system was able to correlate the precise day and time of the week their delivery trucks were most likely to be attacked, and which routes they travelled on that were most susceptible, allowing changes and risk mitigation measures to be put in place that resulted in a significant drop in attacks.”

TECHNOLOGY IS THE ANSWER Further examples of success come from Kenya where, at Bamburi Cement – the largest manufacturer of cement in East Africa -, the company is integrating technology to meet its mandate of balancing efficient operations while being steadfast in protection.

Adding electronic tracking devices to the armoury of a guard, carefully positioning CCTV cameras across the site, and adding electric fences and motion sensors is augmenting a manned guarding operation with fantastic results.

G4S AFRICA

“Bamburi Cement had a challenge for G4S - to improve the level of security at its sites without impacting on the high intensity of its operations,” details Nicholas Mbithi, G4S Contract Manager.

“How could we ensure 300 trucks a day were being loaded correctly without causing a backlog? And how could we eliminate the risks posed by criminal elements that were targeting the sector?

“The answer was technology,” he asserts “and its seamless integration with our manned guarding services and customer operations.

“Prior to our partnership, truck inspection reports were filled in manually with pen and paper, which meant any discrepancies were not easy to resolve, and the data was open to manipulation. The order forms filled in by truck drivers were also pen and paper, which meant they were often misplaced, or the release time was deliberately altered so they could jump the queue.”

He adds that introducing technology-led solutions not only made the customer’s operations

// OUR CUSTOMERS WANTED A SECURE AND RELIABLE DELIVERY SERVICE, AND WHO BETTER TO PROVIDE THAT THAN THE WORLD’S LARGEST SECURITY COMPANY //

smoother, it also made them more transparent and traceable.

“Our role at Bamburi has moved beyond being a security provider to being a trusted advisor.”

PEOPLE BUSINESS In Kenya, the importance of quality personnel has never been clearer. There is simply no place for a technology-only approach to protection and security, and the G4S expansion in the country is a clear indicator of how opportunities can be exploited when you have a trusted and reliable workforce in place.

During the Covid-19 pandemic, demand for e-commerce solutions and effective distribution of products boomed. For decades, G4S Kenya has been offering secure courier services, and the company stepped up to deliver when the country needed it.

Proud Vehicle supplier to Www.hino.co.za

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INDUSTRY FOCUS: SECURITY

“Our customers wanted a secure and reliable delivery service, and who better to provide that than the world’s largest security company,” says Head of Sales for Secure Logistics in Kenya, Jackson Miano.

“We already had much of the infrastructure in place - a network of sites that now totals 145 across the country, a large fleet of over 400 vehicles and motorcycles, an unrivalled knowledge of Kenya’s towns and terrain, and the security know-how to give our customers peace of mind that their goods will be secure.

“It’s our hardworking and skilled workforce that sets us apart, which in courier services alone now totals 1,200 people. Most impressively, 80% of them have worked for us for seven or more years, which is testament to the experience and know-how they bring to our business.”

Particularly strong in financial services, pharmaceuticals, education, and technology, G4S is now the largest courier company in Kenya. Able to deliver anything from a single letter to large

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parcels, G4S Kenya collects and distributes around 20,000 shipments every day.

Combined with the long history of security excellence in the country, customers can rest assured that their deliveries are protected. The company is even able to make use of a 30,000 m2 storage facility for further convenience.

“The rapid rise of e-commerce has become big business in Kenya, and

consumers expect an easy, fast, and convenient delivery experience. As a result, local and international businesses selling goods online are turning to G4S for our infrastructure, flexible solutions, and our track and trace system for shipments.

We can provide a tailor-made platform for cash on delivery that gives our customer and the end consumer high confidence in the process,” says Miano.

G4S AFRICA

CASH REMAINS KING Continued focus on cash is important.

G4S has made its name protecting cash assets for clients, and is known around Africa for its Cash in Transit offerings.

In 2019, G4S delivered research that highlighted the significance of cash in Africa. The amount of cash in the world continues to grow, and the value of ATM withdrawals is increasing in all countries across the continent apart from Mozambique.

Paul van der Knaap, Global Director of Strategy and Business Development for G4S Cash Solutions commented on the magnitude of cash in Africa.

“Governments, regulators, financial institutions and fintechs in Africa have a great opportunity to look at both the successes and challenges faced in other parts of the world, learn from them and leapfrog the legacy issues to develop innovative, modern and efficient payment systems that

work for everyone,” he said.

“Going forward it is expected that the mobile phone will continue to play an important role in the future of payments in Africa. It has the potential to bring the worlds of cash and electronic payments together, and through a variety of new creative payment solutions could prove to be instrumental in creating a more inclusive financial system.

“At the same time, with millions of people in Africa still having limited or no access to banks and other digital forms of payment, industry partners in the cash domain must have a primary focus on making the cash cycle as safe and efficient as possible, at all stages.”

G4S work in Africa is doing so much to drive positivity. Creating employment opportunities, embracing technology, protecting assets, allowing businesses to thrive, diversifying and growing, and always demonstrating that the continent can

deliver fantastic results, comparable to international majors, is helping more and more to become interested and involved in this valuable industry.

In South Africa, the company is a leading line of defence against robbery; in Kenya, G4S is the country’s largest courier; in Ghana, the company protects vital economic assets; in South Sudan, a specialist G4S division continues to remove mines and other remnants of war. Whether it is traditional manned-guarding, a high-tech AI-infused approach, or a blend of both, G4S continues to push the boundaries and drive invention in security. In Africa, this is exactly why G4S is always leading the way.

WWW.G4S.COM

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Ranked among the top 30 global logistics providers, listed on the JSE with over 27 000 people in 32 countries Imperial has, for decades helped the worlds biggest companies solve some of their biggest challenges.

Our expertise and experience have enabled our clients to survive and thrive in some of the toughest markets in the world.

This unrivaled expertise, partnership, spirit and commitment ensure that we make the impossible, possible.

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