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Please tell us about your journey to the CEO's desk? What was your first job at TPL? Was there a moment/event where you thought, "Yes, pipelines is where I want to be"? My journey started in

Transnet Pipelines in 2002 as an Executive Business Manager in charge of operations and has evolved through various roles since then. From the onset I knew this is where I want to be and approached each day with enthusiasm and determination. Pipelines is a fascinating, complex and challenging environment. In 2002, Transnet Pipelines, then known as Petronet, transmitted 334 million m3 of gas and 13.8 billion litres of fuel and our revenue was R719 million. In comparison to the previous year, we have transported 17 billion litres of fuel and our revenue was R4 285 million. I have aspirations of growing the company even further, with specific focus on diversification into the liquefied natural gas (LNG) market and expanding our footprint into Africa.

Do you feel that your stint in Operations gives you an especially good perspective on the complexities of the business? Yes, it provides

good insight into the operational and technical aspects of the business. It also provided great understanding into the various role- players in the market segment and the number of challenges faced by the industry. Furthermore, it empowers me to challenge views and make informed decisions.

How much success is TPL having in terms of applying the relatively new policy of diversifying revenue streams? Please expand on which are working best, and give examples (eg, training in Africa). Our initiatives to diversify our revenue

streams are at an infancy. However, we are confident that we will achieve our aspirations in the medium term. In addition to becoming a key player in the LNG market, Pipelines is also committed to operate and maintain pipelines, operate and maintain terminals in other African countries and provide pipeline-specific training to the oil and gas industry.

How do you ensure security of supply? Our biggest challenge is to stay ahead of market demand and ensure efficient operations. We meet regularly with our customers to understand their market and needs and execute our plan accordingly, thus ensuring that their market demands are met and facilitating security of supply. We have pertinent KP ls that we track to ensure our performance is in

line with what the market requires. In addition to just the pipeline as a mode of transport, we also use rail, our Transnet Value CC initiative, whereby areas not serviced by pipelines are still serviced by rail; one such example is the supply of jet fuel to ORTIA, whereby both rail and pipeline is used.

How do you protect pipes from corrosion? In addition to the pipeline being coated, we have an extensive cathodic protection programme in place that monitors and deals with stray currents thus preventing corrosion. We also do periodic "intelligent pig" investigations to check the integrity of the pipeline. What risk is involved for the environment through which pipelines pass? Pipelines by their nature are a safe, environmentally friendly mode of transport. The biggest threat is unauthorised third party activities, encroachments and attempted pilferage. In saying this, incidents do happen; however, our track record to date is exemplary and we have an emergency response plan to react to any incident together with all stakeholders.

Are you getting the rates you want from the National Energy Regulator of South Africa (NERSA)? Yes, the Regulator has an approved tariff methodology which we comply with that allows us a fair return on assets managed.

Please outline TPL's skills development programmes? Most of

our programmes are focussed on pipeline specific requirements, both technical and operational. But we also have specific courses such as the "Women in Pipelines" course which we are now going to expand to all employees in Pipelines to equip them with skills that will allow them to grow personally and in their careers, with specific focus on diversity, finance management, self­ esteem and leadership skills.

KwaZulu-Natal Business 2018/19  

The 2018/19 edition of KwaZulu-Natal Business is the 10th issue of this highly successful publication that, since its launch in 2008, has es...

KwaZulu-Natal Business 2018/19  

The 2018/19 edition of KwaZulu-Natal Business is the 10th issue of this highly successful publication that, since its launch in 2008, has es...