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March 2012





UK £4.95 CAN $14.75 USA $7.99 EUR €7.90 SA ZAR 58.00


March 2012



Editor’s note



UK £4.95 CAN $14.75 USA $7.99 EUR €7.90 SA ZAR 58.00


By Daemon Sands Chief Editor of Endeavour Magazine

Inspired by your success

Heads of Departments Editorial: Editor in Chief Daemon Sands Research: Director of Research Don Campbell Finance: Corporate Director Anthony Letchumaman Studio: Lead Designer Alina Sandu Publisher: Stephen Warman Any enquiries or subscriptions can be sent to ENDEAVOUR MAGAZINE is published by Littlegate Publishing LTD which is a Registered Company in the United Kingdom. Company Registration: 07657236 Registered office: 343 City Road London EC1 V1LR VAT registration number:116 776007 Littlegate Publishing Ltd The Glasshouse, Kings Lane Norwich, NR1 3PS United Kingdom

Littlegate Publishing Ltd does not accept responsibility for omissions or errors. The points of view expressed in articles by attributing writers and/or in advertisements included in this magazine do not necessarily represent those of the publisher. Any resemblance to real persons, living or dead is purely coincidental. Whilst every effort is made to ensure the accuracy of the information contained within this magazine, no legal responsibility will be accepted by the publishers for loss arising from use of information published. All rights reserved. No part of this publication may be reproduced or stored in a retrievable system or transmitted in any form or by any means without the prior written consent of the publisher. Copyright © Littlegate Publishing Ltd 2012

Now that it’s March I think it’s safe to say that we’ve all accepted that 2012 is firmly here. We’ve stopped accidentally writing the date with “2011”, we’ve given up trying to save the red roses from dying, we’ve emptied out the fridge of chocolates and wine in either one way or another and we can relax as the genre themed chocolate buying madness is over for at least one whole month! Parents world over face off with dentists during this month. I personally like March. It is over this month that the weather changes from one serious season to an intermediate season either winter into spring or summer into autumn and everyone finds themselves gambling with their clothing. You see people either freezing because they’re not wearing enough, melting because they’ve worn too much or looking smug standing in their shorts and fur lined coats. However, experience has taught us that not everyone suffers the crazy, mad weather as us in the UK. For example, in South Africa they’ve just slid out of one of the hottest summers since last year, parts of Europe have enjoyed a fairly mild winter with only seven feet of snow and according to one fairly disgruntled camper Scotland is still underwater. Despite one major disruption when Donnie Rust smuggled a barrel of Labrador puppies through security and brought all work on the editorial floor to a complete and shuddering full stop we’ve managed to once again hit the spot with our features. We learned how logistical giants Eqstra Fleet Management handle their huge organization, we marvelled at the creation of Rani Resort’s purely solar island, we met medical heroes ER 24, spoke with Davis and Shirtliff, Radon Projects, Motheo Construction and dug deep with Underground African Mining. Stazo kept us up to spec with their marine decking. We were inspired by super recruiter Emma Vites and laughed ourselves into fits with South African comedian Mum-Z. March may be an in between month for some but for us it is only one of the 12 breath-taking magazines we’ll be bringing you this year. Please enjoy.


Endeavour Magazine • March 2012 • 3

Features African Underground Mining Services: Going To The Source

16 Luxury In Leisurely Stride The Defining Rani Resorts Footprint 22 Radon Projects: A Story Of Growth 32 Stazo: Owning the Process 38 Lauritzen: Safeguarding The Line To Success 42 Eqstra Takes African Fleet Management Into Top Gear 46 Davis and Shirtliff: Pumping For Africa And A Warning For Europe 62 Motheo Construction Group: Part Of The Solution 68 ER24: Your Emergency First Call Real Help Real Fast 74 Endeavour Mining: Growing at Pace 80 BioTherm Energy: Power To The People 84

Articles Apprentice Project Emma Vites

6 The Do’s & Don’ts Of 8 Starting Out In Business 10 Off The Reservation A Fool & 14 His Money Biz-tainment


An Interview With Mum-z

“Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover.” Mark Twain


Emma Vites is travelling to meet with industry leaders in San Francisco, LA and New York to complete her first book THE GRADUATE BIBLE, which could very well become the most important thing a graduate could read.

The only way to change the world is to do it one person at a time. I had the pleasure of speaking with Emma Vites of The Apprentice Project, an inspiring leader who has such a clear vision in life that it’s impossible not to be affected by it, the same vision that has drawn billion pound companies and celebrity business people to her. As CEO and Founder of the Apprentice Project, Emma Vites has taken it upon herself to bring about a necessary change to the working environment of many companies across the world. By addressing the lack of skills that a majority of graduates have coming out of university and college and providing them with the right skills and abilities. After 8 years of being involved in graduate recruitment, and running a successful recruiting firm in Sydney, Australia, one of the things that Emma noticed was the rate of graduates being rejected from prospective clients: “From 500 applications per week only 30 were invited to an assessment centre and from there only 5 would be successful. But what happened to the 495 people who were unsuccessful?” Emma explains, “I wanted to know where they were going wrong and more importantly how could they improve to get into the top one percent?” Specifically, the Apprentice Project aims to find the next generation of future business leaders, not only those who are tomorrow’s millionaires but also those who will lead future generations into an even more successful business world. “Businesses today don’t have the time or capacity to offer complete sales training, but they need people who have the right attitude, dynamism, drive and energy combined with the best sales education available. We find the best people with the former and provide training in the latter,” Emma says, “Through rigorous assessments we find the most dynamic, talented and driven graduates in the country and mentor them with the people who are already successful in

similar fields.” There is a science to sales and through a combination of life and career coaching, NLP (Neural Linguistic Programming) and recruitment; Emma has developed a niche service where she does not only supply candidates into job roles, but jump starts careers and safeguards business success. “Sales is the foundation of any businesses’ success and is a very important starting point for anyone wanting to get a hands on understanding of how businesses’ work. We have found that there are certain characteristics successful sales and business people possess and The Apprentice project assesses graduates for these competencies and then provides them with the exact sales and business training required to succeed” Emma Vites. Working alongside many entrepreneurial companies including ‘Huddle’ who have been voted as the Number One start-up business in the UK and over her career in recruitment having worked with industry leaders such as Accenture, BT, NTL, Microsoft, SAP, Sage, Computer Associates, Ernst & Young, Dell, Myspace, Yellow Pages, News Limited, Reed Business Information, Lexis Nexis, Enterprise Rent a Car, Millward Brown, Pureprofile, Double Click, Eyeblaster, APN Outdoor, Macquarie Bank, Barclays, MTV and Saatchi & Saatchi, The Apprentice Project appears to have hit the nail on the head and set a new standard for what employers are going to be looking for from now on. Although it’s not a pleasant topic, the recovery from the global recession will fall on the shoulders of tomorrow’s sales force. We need fresh approaches, we need energy, we need real substance which is why Emma Vites’s Apprentice Project is so important.

Endeavour Magazine • March 2012 • 7

THE DO’S & DON’TS OF STARTING OUT IN BUSINESS by Jim Blythe Sorry, people, but things are looking bleak. The global economy is in crisis, unemployment has reached dangerous levels according to the ILO and apparently, it’s only going to get worse. So what’s to be done? Well, if there are no jobs out there then one way around it is to go it alone and set up your own business.

Apart from the long hours, a breakdown, bankruptcy, poverty and dying alone and unloved, what could possibly go wrong? Seriously though, it’s a risky business starting a business so in case you are considering it, here are my top five handy tips to bear in mind: 1. DO jump on the bandwagon Why worry about having a new and original idea when the “me too” market is such a rich vein to mine. Did you know that Apple’s App Store now offer an astounding 9,000 mobile health apps made up of: • almost 1,500 cardio fitness apps • over 1,300 diet apps • 1,000 stress and relaxation apps • more than 650 women’s health apps It’s anticipated that there’ll be around 13,000 of these things by the middle of this year. (Source: Trendwatching. com) Now, I’m not a medical man at all but I’m pretty sure there aren’t 13,000 completely different ways of staying healthy using whichever iThing is your preference. That suggests to me that the best business idea you could have is a new version of someone else’s. 2. DO set up in South Africa South Africa’s ranking with the World Bank shows it to be one of the fastest improving countries in the world to set up a small business and not least because it’s the easiest place to get credit. Apparently, it takes approximately 19 days to set up a new business which is time enough to have realised what a dreadful mistake you’re making before it’s too late. In the UK, it takes only 13 days. Imagine that. I’ve been on drunken sessions that lasted longer than 13 days (some people call them holidays). If I’d been in the UK at the time I could have had a drunken crazy idea on day 1 and by the time I sobered up I’d have owned my own business!

3. DON’T waste money on high class service Another beauty of setting up in South Africa; you don’t need it. If you’re based anywhere else in the world you might not believe this but honestly, you don’t. I can’t remember the last time I’ve had service that was anything other than, at best, a bit rubbish. Actually, no, I tell a fib - the sole exception would be my bank but as they had a substantial hand in destroying the global economy I’m going to dock them a point or two. My mobile phone provider, the warranty provider for my washing machine, my digital TV provider, the waiter at the local restaurant – all utterly, utterly hopeless and yet all thriving businesses. 4. DO make the most of being your own boss Only two-thirds of new businesses survive past the first two years so there is a fair chance you’re going to go bust. This being the case you might as well do it in style. Me, I’d get myself a helicopter. I suggested in a recent project set up meeting that we invest some budget in a team helicopter to save time getting around the country. Unfortunately my idea was immediately vetoed for “being a bit silly” which just shows what a problem it can be when other people get to have a say. But without them being there I could get a helicopter. I’d call it the Jim-copter and make the most of declaring in an over-dramatic way, “Quickly, to the Jimcopter” to my long suffering PA. I’m not even allowed a long suffering PA in my job! 5. DON’T have children If you’ve been with me since the first issue of this fine magazine then you’ll know my views on the importance of sleep if you’re to be successful in business. The right time to have a child is when you think your clothes would look better with more chocolate smeared on them; the wrong time is when you’re about to set up business by yourself. And in addition, you absolutely should not have children if you’re the sort of person who uses the phrases: “time is money” (you’ll have none. Of either) “let me sleep on that” (sleep? Hah!) “I thrive on pressure” (not that much you won’t) “we need a holistic, cradle-to-grave approach” (because people like you shouldn’t be allowed to breed) So there you go. Hope it’s been helpful and good luck with the venture. Oh, and to save you asking once it’s all gone wrong - no, I don’t have any spare change.

Jim Blythe is a writer, actor, director, producer, comedian and inconsiderate lover. When he isn’t moaning about his experiences in the field of business he runs Spooky Kid Productions, a platform to help new talent get in front of an audience. See more of what he does at Endeavour Magazine • March 2012 • 9


I enjoy extreme sports. There’s nothing quite like a good surge of adrenalin and nothing works better than doing something that’s bound to kill me. So I decided to go camping in Scotland.

For those who may not know, Scotland is hardcore. It’s a hardcore country with a hardcore history. It’s a country where if you measure the rainfall it has technically been under water for the past sixty years and nobody noticed. It’s the place where the storms that wipe out Brazilian villages get their initial training. It’s a place where men would run screaming into battle facing opponents with an assortment of blades, knives and various sharp objects wearing nothing but kilts and no underpants. Oh yes, the campsites in Scotland are where I go to stare death in the face. Naturally I wasn’t going to go unprepared, I’ve heard the stories about the country and so I knew I would need provisions, like a sleeping bag and tent for starters. Fortunately my girlfriend who was accompanying me on this adventure is not only an avid camper with a fully functioning and waterproof tent but is also Scottish herself, which is as valuable as finding yourself befriended by an English speaking Tarzan in the jungles of central Africa. She did not have everything. So I went to a camping store. A camping store is the Batcave for the avid camper. You walk in and on every shelf there is something else you’ve never seen before but immediately know you simply must have or else your camping trip will be a failure and you will surely end up dead. If you do not im me diately purchase the inflat a ble-

hooded-camping chair for when you happen to be sitting outside in the rain or the 300 pages “HOW TO CLIMB A MOUNTAIN HANDBOOK” should you find yourself half way up one and realize you don’t know what you’re doing. Wanting to impress my girlfriend with my camping know how, and also because as I am South African (bet you didn’t know that) and I am expected to naturally be gifted with a precise understanding of all things outdoor, I went straight to the first person I could find who seemed to know what he was doing. He wore a t-shirt with the store’s logo, a grey pony tail, was suntanned, wore a name tag with the word BENNIE on it and sounded oddly like Sean Connery. Naturally he was the man! “Yesh, hello,” said Bennie, “Can I help you shon?” I am fluent in Scottish, having to translate my girlfriend regularly and I replied, “Yesh pleashe I am shlooking forsh a shleeping bag?” He blinked. I blinked. He lifted an eyebrow, I gave up, “I’m looking for a sleeping bag.” I repeated. “Yesh, a shleeping bag?” he said, “I have jusht the thing, come with me,” Bennie led me through the ceiling high shelves of the camping stores, past calibres, ropes, boots with spikes on them, tents on the floor, tents on the walls (for the intensely motivated mountaineer), past helmets, past hiking shorts, shirts, trousers and jumpers, past rows and rows of dehydrated fruit and meat in

Endeavour Magazine • March 2012 • 11

tinfoil packages, around a small scene of mannequins lying in hammocks looking very satisfied with themselves and finally to a vast display of sleeping bags of the most striking sporting colours. Bennie selected one and held it aloft. “Thish here ish our very besht shleeping bag,” he said, “Ash you can shee it hash a hood,” Naturally the very first thing I look for in a sleeping bag is its ability to get me an ASBO ( Anti-Social_Behaviour_Order) I purchased the “shleeping bag” right there and then and left the store with my head held high and shopping cart filled with the bare essentials for my trip. Sure that I was now equipped to handle everything that the Scottish highlands could throw at me. IN SCOTLAND Scotland is a beautiful country, the Highlands even more so. It is debatable whether they’ve purposely kept the Highlands so wild in an attempt to preserve the natural heritage of the country or because they couldn’t actually find anyone mad enough to inhabit the place on a permanent basis. Our destination: Dundonnel. A place on the Northern Scottish coastline that hosts a breath taking coastal campsite

where, as part of the brilliant Scottish sense of humour, they put all the tents in their campsite upon a hill. We’d been there for three hours and my girlfriend had completely transformed into a Highland princess, pale skinned, flowing red curls, brilliant blue eyes and a Scottish lilt I could barely understand. Clearly, she was in her element while I was merely freezing, soaking wet and willing to kill new born baby panda bear cubs for a cup of coffee. By dusk she had managed to hunt down and kill a wild boar, make a fire and cook it on a spit while I sat in front of our tent looking terrified. That night I discovered that sleeping in a hooded sleeping bag makes you feel like a cat about to be thrown into a canal or being strangled by the world’s weakest anaconda. Also that our campsite and our exclusive getaway was not as much of a unique idea as we had originally anticipated as on the first night there we heard some people arriving back to their tent at 2am in the morning. They were students, a fact we could tell by their avid discussion on whether Star Wars and Batman comics would have to be considered the same universe as Mark Hamil (Luke Skywalker and the voice of the Joker) was involved in both and whether or not the Scooby Doo Movie ruined the

cartoon series by being too slapstick. They were loud, they were inconsiderate and worse of all they were sober. As my girlfriend explained this was Scotland. In Scotland if you come home at 2am in the morning you had better be drunk, if you’re sober you’re up to something. More marital arguments occur in the Scottish households due to sobriety than anything else. So these kids were clearly trouble. The same habit proceeded every night for two nights running. I would climb into the tent, exhausted from a day of trying to keep up with my Highland girlfriend as we trudged through the fields of heather and swam in the lochs, and then at 2am these students would arrive, as sober as Stephen Fry and louder than Billy Connoly. Furiously exhausted I was about to climb out of the tent and beat them to death with their Mackintoshes when the Celtic gods decided to help me out and the heavens opened in a sleuthing torrent of hellish-watery rage. We were already on a hill, but my glorious, beautiful and brilliant girlfriend had secured our tent in such a fashion that this was not a problem for us. However at about 3am we heard the cries of the students from their tent. They were not prepared, they did not have a Scottish girlfriend, they were sober so they deserved it.

But their pathetic cries and desperate screams continued and escalated sharply as they discovered their Mackintoshes, I-Pads and various things were soaked through and sparking. Then as their tent slowly began to float away I realized that this was an opportunity for me to do something right. It was my chance to shine as a human being, my chance to show my beloved girlfriend my worth, the strength of my character in this wild, high Scottish Land. We jumped out of the tent, ran through the rain into my car, turned on the heater, locked the doors and watched. In conclusion, some people like watching puppies playing in the snow, others prefer kittens playing with balls of yarns but there is nothing more satisfying than watching a group of Oxford students drowning in an inch of water!

Donnie Rust (AKA The Naked Busker) is one of Britain’s foremost comedy writers in the field of business, travel and adventure with over 1 million readers worldwide. His stand-up comedy is apparently hilarious too. He can be found at:

Endeavour Magazine • March 2012 • 13

A FOOL & HIS MONEY by Jim Blythe

You know the old saying “A fool and his money are soon parted”? You do now. It’s one of those rare old sayings that means exactly what it says. And it could’ve been designed especially for my new project director, Colin. A quick look at the project plan told me that we might be in a bit of a trouble. We just didn’t have enough resources to deliver everything required to hit our deadline so I wanted a Training Consultant aligned to the project. I went to see Colin and explained the situation using graphs, spreadsheets and Powerpoint presentations as I know he enjoys that sort of thing. Mesmerised by the numbers and the pretty colours, he decided I was probably right and suggested we get a contractor in to do the training bit for me. I didn’t want one but he said he’d fund it so all was good. “I’ll get you someone in.” he said. “I’ve worked with this guy before, he’s very good. Used to work here as a matter of fact.” Before I could find out any more he was on the phone and I was shooed away. And then, this morning, Aiden turned up. Aiden has, indeed, worked with us before until he took redundancy. He was, at one point, quite senior although no one really understood how or why this had happened. Maybe voodoo. Anyway, Aiden is now going to run the Training Workstream of my project for me. Let me tell you why this worries me. Aiden once returned from a meeting in Durban before realising he’d left something behind. Someone to be precise. His manager. For four hours he’d sat in his car failing to realise that she wasn’t sat next to him. No, I’ve no idea how. In many ways she was lucky because Aiden was famous for running out of petrol on his travels around the country. The last time it happened, Phil was in the car with him. As the car ground to a slow halt on the inside lane of the motorway

Aiden cheerfully said, “You’d think I’d have learned after last time!” Well, yes, you would; but for some reason Aiden hadn’t. No, I’ve no idea why not. Aiden owned ten properties and he made money on the side renting them out. But he had to sleep in his car for two weeks because he rented them all out and forgot to leave one for himself to live in. No, I have no idea how. I asked him, “Aiden, how the hell did you manage that?” and he said, with no hint of irony, “Easy mistake to make.” I beg to differ. I would have thought forgetting you needed one of your ten houses to live in was a fairly difficult mistake to make but Aiden still made it! No, I’ve no idea how. Oh, and there was the time when he rang me from the train. “Jim”, he said, “I’m on the way to Kokstad.” “Well done you.” I replied. “Could you ask around and see if you can find out why?” he asked. Yes, that’s right, he’d got on the train to Kokstad because he’d put in his diary that he was supposed to be there. But he hadn’t bothered to put why. Now a lesser man might have decided to find out before boarding the train but not Aiden. No, I have no idea why. And this is the man who’s going to run the Training Workstream of my project for me. I thought we were in a bit of trouble. Now, thanks to Colin’s excellent procurement skills I know we’re actually in quite big trouble. Aiden is back. No, I have no idea how or why!

Two days into the job, Aiden has committed us to spending approximately double our training budget on some very lovely e-learning solutions that almost certainly won’t achieve what we need them to. I armed myself with some more graphs and spreadsheets and Powerpoint slides and went to see Colin to explain the situation. “The problem is,” Colin told me, “we’ve spent all of the training budget bringing Aiden in.” “So you’re telling me that I now have some resource that I didn’t really want and no money for him to deliver anything with?” I asked. “That’s about the size of it.” he replies. “This training solution of yours is going to take us three times over budget.” I decide not to mention the fact that this training solution isn’t strictly speaking “mine” and that it’s not really much of a solution either. It isn’t worth it. Instead I spend two hours on the phone re-negotiating a contract with an irritated man who builds e-learning solutions. I’d have got Aiden to do it but I don’t know where he is. I suspect he doesn’t either.

Jim Blythe is a writer, actor, director, producer, comedian and inconsiderate lover. When he isn’t moaning about his experiences in the field of business he runs Spooky Kid Productions, a platform to help new talent get in front of an audience. See more of what he does at Endeavour Magazine • March 2012 • 15

African Underground Mining Services +23 33 02 61 1333 Written by Don Campbell


Endeavour Magazine • March 2012 • 17

African Underground Mining Services

African Underground Mining Services is a 50/50 joint venture between Ausdrill Limited and Barminco Limited; established in 2007 its main aim is to provide underground mining contract services to the mining industry in West Africa.

Speaking with Glenn Heard the general manager of AUMS, I was impressed to find that mining is literally in his blood. His father was a coal miner in Australia and Glenn studied mining engineering at university, although his tastes differ slightly, having initially followed his father into coal mining. It was hard rock mining that Glenn was most interested in and he made the move to Western Australia to hone the tools of his trade; the rest is history, so they say. As he explains, “Coal follows a seam whereas hard rock is three dimensional and to me far more exciting and challenging, add West Africa

into that mix and you have a recipe for never being bored.� WHAT THEY DO It seems that the worth of a company today is measured by their expertise in as many fields as possible and mining companies/projects are expected to be able to offer as much as possible. AUMS has taken this on board from inception and is in the position to offer a client a one stop shop for all their needs and requirements and, apart from their core business of Underground Hard Rock contracting, they offer

clients unmatched expertise in the following fields: • Mine Management • Mine Design • Conceptual/Feasibility Studies • Surveying By taking a proactive approach and providing the best solutions for optimum productivity in the demanding underground mining environment AUMS has carved out a sterling reputation in an industry filled with far older companies. Proving their worth has been a simple matter of ensuring the highest levels of service and expertise. The teams who are mobilized are carefully assembled with the very best personnel possessing the right amounts of understanding and expertise in their respective fields. This approach has been vindicated with AUMS being awarded Newmont Africa Supplier of the Year in 2011. Altogether AUMS offer their clients a full suite of underground mining services. “The last 2 years have been an exciting time for AUMS. We mobilised 4 new operations in 2010 and consolidated in 2011 with the Newmont Africa Supplier of the Year award and establishing a new benchmark for mechanised development mining at our Mali operations where our team set, what we believe to be, a world record for monthly advance with a single jumbo.” The training of their workforce is of vital concern to AUMS, especially that of their national workforce. Due to the involvement of their parent companies, Ausdrill and Barminco, they are introducing the high Australian standards and technology to their projects and making use of expats

who can lend foundational support and experience to the jobs. Quality and efficiency are of the highest priority so everyone who is learning the job learns on the job and from the best available. “Different countries in Africa have different maturity levels of underground operations, in Ghana for example there has been an underground culture present for over 100 hundred years, but it is labour intense. What we do differently is make use of modern technology, equipment and methods providing a better efficiency and hence smarter solutions to our clients” - Glenn Heard. This use of the best equipment and tools allows AUMS to further educate and train staff, helping them gain valuable practical and career-enhancing knowledge in the use of the latest specific machinery. Importantly, this helps lay the building blocks for African Employee development by imparting expertise and experience something that is shared freely within this company. Experience needs to be matched with the right tools and AUMS benefits from one of the most modern mechanised fleets of self-maintained underground mining equipment in Africa. Recognizing that by investing in continuous development of fleet and personnel, smarter solutions and faster response time can be garnered to meet their client’s needs. Ausdrill Limited has been operating in Africa since 1991 though it is 100% owned subsidiary of African Mining Services (AMS). They give access to over 17 years of operational and logistical experience in Africa, providing African Underground Mining Services with an established

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African Underground Mining Services

network and country experience. Barminco, as Australia’s largest Underground Hard Rock Mining Contractor with numerous operating contracts throughout Australia, brings the “equipment and knowhow” to the AUMS joint venture. The careful balance of these two joint venture partners provides AUMS with the hands-on African experience they need while allowing a dedicated focus on the best practice initiatives by bringing expertise in Australian Underground Mechanised Mining standards and productivities to the African Continent. SAFETY AUMS is very proud of its safety management system and rightly so. Initially developed by Barminco Limited and incorporating extensive, workable safety procedures that have been implemented successfully in our West African Operations, the AUMS motto is “Attitude is the key to Safety”. With an impeccable safety record no one can argue that it is indeed the attitude of the employees that is the key to safety. Studies at major sites across the globe have found that major accidents occur due to an accumulation of relatively small incidents that can be easily overlooked. The only way to safeguard against these is through managing the attitude of employees on an individual basis and training them to pay attention to the small details. Largely, prevention of accidents can be attributed to good management and leadership on all levels. “Our safety record has consistently been on par with

Endeavour Magazine • March 2012 • 20

or better than our Australian compatriates and when you consider the environment we operate in, it is a testament to our systems and the beliefs of our management. Generally speaking when we start an operation there is a lack of inherent safety culture in the local workforce we employ. Therefore, it is essential for the success of our business that we provide the safety culture, we instil that attitude. You know you are starting to win when the employees take that culture home with them at the end of the shift.” As a large organisation with extensive experience AUMS have had the resources to develop a sophisticated safety management system infrastructure which automatically includes appropriate checks and balances to ensure their primary goal of SAFE production is met and that they are able to provide all operations with the highest level of support in the areas of environment, health and safety. In a pro-active move to develop and improve policies with health, safety and environmental policies, employees are continually assessed on all training requirements, and procedures are reviewed on a regular basis to ensure all personnel receive the necessary training to complete their job safely. With this in mind AUMS have entered into a partnership with Registered Training Organisations and are working toward training all personnel to the Australian National Standards. In conclusion, AUMS’ offering is one of assured quality, safety and reliability. A fantastic multi-faceted partner relying and benefitting from skills, top-end knowledge, experience and understanding, complete preparing and planning, and strong, dynamic leadership.

UNDERGROUND MINING PROFESSIONALS Established in 2007, AUMS with our “can do” attitude has gained a reputation for excellence, offering clients the complete suite of services from feasibility all the way through to production. Applying proven methods, knowledge and expertise and backed by unsurpassed safety performance, AUMS is focused on being the “contractor of choice” on the African Continent, by Providing excellence in project delivery to our clients. Our core competencies include: · Jumbo Development · Production Mining · Diamond Drilling

· Shotcreting · Vertical development · Engineering Consulting and Design

3 North Airport Road Airport Residential Area Accra, Ghana TEL +233 (0) 302 763 875 FAX +233 (0) 302 763 274

Rani Resorts +258 2130 1618 Written by Mike Dunbar


Rani Resorts

Rani Resorts on the pristine Mozambique coastline are quite unlike others: comfortable luxury in unspoilt locations untouched by the hoofmark of tourism, and each one capturing the essence of Africa’s magic.

Pampering guests in unspoilt, exotic locations is an elusive art, but one Rani Resorts has perfected to increasing global acclamation; its locations are some of southern Africa’s most stunning, from Victoria Falls, to the ancient port and water sports magnet of Pemba off the corals of northern Mozambique. Mozambique is a Rani Five Star speciality, from the untouched wilderness of Niassa Game Reserve to the Bazaruto and Quirimbas Archipelagos, island jewels off the Mozambique coastline. “Imagine the beauty of Mauritius and times that by ten,” says Rani CEO Luis Pinheiro. “Our hotels, private islands and safari destinations meet world-class standards of luxury; beautiful bedrooms, fine cuisine, air-conditioned comfort and the highest levels of personal service guaranteed. “But what sets us apart is the untouched beauty of our island, beach and wilderness locations, and spectacular wildlife and marine adventures that we believe are unrivalled. You may feel that you have travelled where few have been

before, yet you will be hosted in the utmost style.” Mozambique is an up and coming tourist country but currently a secondary destination for people coming into South Africa. “The big thing is that it is unspoilt. We have beautiful beaches, archipelago islands that are untouched. For example of the fifty or so islands up in the north in the Quirimbas only a third have some kind of development. “I’m not putting the Seychelles or Mauritius or Reunion down, but when you’ve got islands that have only one or two resorts and compare this with say Mauritius where there are tens of thousands of bedrooms you can understand that people will have a very very different experience.” Set apart from mainstream destinations, Rani Resorts offer inclusive five world-class establishments in Mozambique, hotels and luxury beach lodges, all easily accessible from South Africa. And each one capturing the essence of Africa’s magic. It was the passion and commitment of Dubai-based businessman and Rani Resorts founder Adel Aujan that Endeavour Magazine • March 2012 • 25

Rani Resorts

Medjumbe Island The romantic private island getaway owned by Rani Resorts is set on a backdrop of endless white sand and translucent sea, and a ten minute flight from Matemo. Here there are thirteen beach chalets with private pools set in an untouched marine environment.” We are in the process of making the island 100% solar powered – a $2m investment –an eco resort to the nth degree, reducing our carbon footprint to just about zero.”

Pemba Beach Hotel and Spa Gateway to the untouched Quirimbas Archipelago, the 100 room Pemba Beach Hotel and Spa blends African and Arabian influences making a striking architectural statement in this ancient port town. An impressive resort earning unrivalled reputation among leisure and business travellers, the hotel is enjoying very high occupancies following a recent find of gas in the waters off northern Mozambique.

Indigo Bay Island Resort and Spa The definitive Indian Ocean island experience with white beaches, clear turquoise waters and some of the world’s best fishing and diving. “It’s some eight km long and three wide in a protected bay and our facilities are world class with restaurants and bay view villas with private pools. Altogether very beautiful.”

Matemo Island Palm groves, lush vegetation, white beaches and an azure sea form an idyllic setting for this exotic Quirimbas island destination. “We are the only resort there; pristine, unspoilt, great diving. This year we are upgrading facilities with a focus on families,” says Pinheiro, 47, who became Rani CEO a year ago and with an executive background in luxury hotels including Mount Nelson Hotel and The Table Bay Hotel in Cape Town, and Reid’s Palace Luxury Hotel in Madeira.

Lugenda Wilderness Camp An intimate bush camp in the vast, remote 42 000 square km Niassa wildlife reserve. “For those looking for the bush rather than the beach we have eight luxury tent camps in the wilderness – Africa untouched,” says Pinheiro.

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Rani Resorts

unlocked the tourism potential of some of the most exotic and remote locations in southern Africa. Inspired by the region’s breathtaking beauty and wilderness, Aujan founded Rani Resorts in the early 1990s to offer remarkable safari and marine experiences to luxury travellers with a spirit of adventure. “Ten years ago Rani started to make an investment into Mozambique that now exceeds $140-$150m. We were pioneers in Mozambique in tourism, on building lodges on these islands, in building the 100-room hotel and now we are at the stage where we just want more people to come and enjoy it because it really is unique. “For me. this year, as I have told all the management and all the staff, the magic word is ‘focus.’ Whatever we do, focus on the specific task of the moment, on the guests. What I want from my staff is to get across to the guest ‘what it is they want and are expecting’. “And these days people also want a little bit of ‘green’ experience, no big cities. Well you can be on Medjumbe with maybe half a dozen others for a week and be completely alone to recharge your batteries. At Indigo Bay and Matemo and Medjumbe, take a step out of your deck and into your beach sand, and at Indigo Bay - brick and mortar villas on an embankment overlooking the Bay, with private pools, lounge bedroom, sunken bath, indoor and outdoor showers and kitchen.” Pinheiro describes the ‘Rani Feel’ as “comfortable luxury in an unspoilt but comfortable environment; great food, great service and hopefully great company. It’s not about ostentation. The beach chalets are set right on the beach.

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Rani Resorts

Built of wood with reed roofs, from the outside they look likes huts on the beech, but go inside and there are the comforts of their commissioning; sunken baths, indoor and outdoor showers and so on. Comfortable luxury without opulence.” But Rani’s vision reaches beyond the luxury of its guests. In every operational area and to an unusual and impressive degree, it is committed to the social and economic benefit of local people through its initiatives and support of community development projects. It is also dedicated to the surrounding natural environment, conserving indigenous flora and fauna and promoting the sustainability of the ecosystems. So while its short-term focus lies in the pleasure of its guests, Rani’s

GMK International LLC was established in 2004 with the aim of becoming one of Middle East’s respected hospitality solutions provider and with a view of future growth globally. At GMK we undertake new and existing hospitality projects for complete furnishing and supply of equipment as well as refurbishment. In African continent, we have supplied to Rani Resorts (Pemba Beach, Indigo Bay, etc), Dona Ana, Park Inn – Tete, Southview Lusaka, etc. We partner with Oasis Project Management from Johannesburg for local and on-site support.

long-term vision is set on helping to create a better world. “We are committed to the support and development of sustainable ecosystems as well as the local communities, and it all stems from the top and a very special chairman in Adel Aujan. From day one working for the communities has been very big for us. We build schools, churches and mosques, community centres, provide water, seeds for farmers whose products we are committed to buying. We shall be building a maternity clinic on the island of Matemo. On the environment side we produce our own energy and water, which we desalinate and recycle for our gardens.” Where would he like Rani to be in five years? “A world player when it comes to island resort experiences and for the people at Rani to feel they are world players. And we are really entering that arena now. “Mozambique is becoming a very sought-after country because of its gas, oil and coal. People are talking about Mozambique, not as the poorest country in the world but as a place that has enormous potential and opportunity. “So I would like Rani to be, as it has in the past, the pioneer at the forefront of tourism in Mozambique, Southern Africa, and the Indian Ocean. “I would like people to sit down at home and say ‘I want to go to an Indian Ocean island, shall I go to Mozambique, or the Seychelles or Mauritius – and not just these last two. “Once you’ve been bitten by the African bug you’ll want to come back. If you can imagine the beauty of Mauritius and times that by ten and add the African bug to it, you know you will really have a wonderful time.”

Endeavour Magazine • March 2012 • 31

Radon Projects +27 12 803 8761 Written by Chris Farnell

A STORY OF GROWTH Endeavour Magazine • March 2012 • 33

Radon Projects

The story of Radon Projects is a story about growth. Since its origins in 1990, when it was founded by Willem Joubert, it has grown from a small company taking on minor alteration and renovation jobs to a company that works with the biggest players in the construction industry. Director Franco Germani explains: “Over time, larger and larger contracts were executed for corporate clients. As the company developed, larger projects were undertaken with mining companies and state institutes. The execution of contracts for the mining houses and for the state ensured a good foundation for the future expansion and development that has occurred since inception.” Soon the company was receiving widespread recognition. Its success with these contracts led to Radon Projects becoming a member of the Building Industries Federation of South Africa (BIFSA), the South African Federation of Civil Engineering Contractors (SAFCEC) and the Master Builders Association (MBA) and the Afrikaanse Sakekamer. Today Radon Projects is involved in every step of the projects it takes on. It offers comprehensive services running from a project’s preliminary feasibility studies all the way through to every stage of its construction and management. “Radon has always strived for increased profitability through training and innovation,” Germani says proudly. “By being innovative and taking a positive and realistic approach to available business opportunities, Radon has developed during a harsh economic climate into a financially sound company.” Over the years Radon has built up a reputation as a dynamic company, and as it’s grown it’s acquired the resources to take on a huge variety of construction projects across Southern Africa. It now owns the fixed property, plant and equipment required to complete operations for the really big projects. Continuous Improvement So what’s the story behind the story? How has Radon Projects managed to constantly and consistently grow, almost from its inception? Germani thinks the secret is that the company has never rested on its laurels - it’s always looking to improve. “Our unique selling point is that we invest in continuous improvement of our labour skills, continuous improvement of our internal systems and computer software development and continuous improvements in black economic empowerment,” Germani explains. Black economic empowerment is

something the company takes particularly seriously. “Radon collaborates on an ongoing basis with emerging contractors from the previously disadvantaged communities.” This attitude of constant improvement and refinement can be seen in the company’s comprehensive mission statement, which lays out their goals for all to see. Some of these goals are goals that every construction company aspires to, such as their mission “To provide our clients with superior construction projects on time, within budget whilst maintaining a very high standard of quality” or “To constantly strive to reduce our costs in order to maintain a value for money service”. However, as you read their mission statement it becomes clear that Radon Projects is striving to achieve even more than that. For instance, it’s not every company that works “To participate actively and responsibly in the communities in which we serve, and to strive constantly for a harmonious and peaceful society which embraces freedom of association, justice, dignity and equal opportunity for all” or “To protect the environment and natural resources”. Perhaps most surprising however, is their commitment “To support good works and charities and to bear our fair share of taxes”. Yes, no company will openly admit to avoiding paying their fair share of taxes, but how many companies have you seen that make contributing their fair share part of their mission? As the company has grown, so have its challenges, and Germani is the first to admit that taking on larger projects has changed the way Radon Projects has had to work.

Endeavour Magazine • March 2012 • 35

Radon Projects

“For larger projects, the formalities and the requirements of the clients have to be taken into account,” Germani explains. “The larger clients are becoming more involved in their construction projects to ensure our general compliance to high standards of safety, environmental, quality and social issues. The larger contracts are also very resource intensive in the sense that large amounts of resources need to be mobilised over a short period of time. “ Fortunately Radon Projects’ track record has demonstrated they are more than able to rise to the occasion. Like everyone in the construction industry, Radon Projects has felt the squeeze from the recent economic situation. “The current economic climate has negatively affected profitability, as profit margins have reduced significantly in an attempt to secure work,” Germani admits. “The construction industry is heavily dependent on the economic climate and currently plans for expansion are difficult to implement.” Despite this the last year has been a good one for Radon Projects. They have completed contracts for BHP Billiton, Northam Platinum Mines, Transnet and Ceramic Industries with a mix of industrial buildings, commercial buildings and civil engineering work.

“The profit margins have been restricted but nevertheless we have made further inroads into the construction industry and have further increased our investment in construction equipment and in our own trucking fleet,” Germani says. Radon’s Biggest Investment The biggest investment Radon Projects makes is in its staff. “Radon Projects is all about people,” Germani says. “Top quality professionals dedicated to fulfilling clients’ needs through excellence of service.” It’s the people that make up Radon Projects that have made it the success it is today, and as with every other aspect of the business, this is a quality the company is always looking to build on. “Radon is constantly involved in the training of our personnel and with the development of emerging contractors to ensure that the right people are available to meet our requirements,” Germani says. “The regular training given to staff over time allows us to have the best staff for all circumstances.” As well as investing in their current staff and the staff of their contractors, Radon is also always on the lookout for new talent and has set up a bursary scheme for students wanting to study for diplomas and degrees. They also offer training courses to tradesman and employees to confirm

competency on a regular basis. As with so much of what Radon Project does, these ideals can be seen in black and white in the company’s mission statement: “To develop our employees skills and expertise so that they can enjoy fulfilment and rewards.” A Future of Opportunities So what’s next? Radon’s story has always been a story of growth, and that doesn’t look set to change any time soon. “Looking into the future I see a company that has expanded its involvement in commercial developments, new greenfields mining developments and existing mining expansion projects as well as infrastructure developments relating to water purification plants, power generation, and construction of facilities for reducing of greenhouse gases in the agricultural sector,” Germani says. “From a management point of view we intend to continue implementing further technological advances within the company relating to software development and the implementation of construction site management software tools, satellite tracking for the trucking fleet and labour force attendance on construction sites.” It’s clear to see that Radon Projects has some big plans for the future and if their history is anything to go by, they should have no trouble realising them. Endeavour Magazine • March 2012 • 37

STAZO Marine Equipment + 31 78 68 32 222 Written by Daemon Sands


Endeavour Magazine • March 2012 • 39

STAZO Marine Equipment

For owners, decking is the measure of a yacht. It has to be aesthetically pleasing, it has to be safe, non-slip, easy to clean, affordable, and today, more than ever, it has to be environmentally friendly. Enter STAZO. Speaking with Cees Provily, Managing Director of STAZO Marine Equipment b.v. in the Netherlands, he speaks with the confidence of a man who knows he has a winning formula. The philosophy that has placed Stazo as the leaders of their field is a simple one: find a niche in an industry without a lot of competition and design a product that will suit it. They work with ideas that involve high investment and produce the sort of high quality affordably-priced products that are useful to the industry and highly applicable for owners of vessels. “We focus on quality in the industries others wouldn’t think about venturing in, the ones we know are going to work,”- Cees Provily. Established in 1931 Stazo began designing and manufacturing steering wheels for a full range of marine vessels and have continued within this market. The developments they have made have put them in the top ten in the world for powerboat steering wheels and the leader in the world for yacht steering wheels. Beyond that there is a strong emphasis on organic development and building on opportunities as soon as they arise. The modern turn for the company is a fresh approach to marine decking and a durable alternative to the expensive to manufacture and expensive to maintain teak decking. In 1987 they produced Stazo MARINEDECK 2000, a compressed cork product that was manufactured into planks and could be made to fit any surface on any deck. Today MARINEDECK 2000 is often manufactured in sheets for a fast and professional production of prefabricated ships decks. 94% of it is natural cork with the remaining 6% coming from the fibre weave. The advantages to using this were immediately clear and are as relevant today as they’ve ever been. The cork fibre is lighter, it has a better durability to weather and stability when walking across it, it’s very non-skid and also easier to clean. Unlike traditional teak decking it doesn’t retain the sun heat so yacht owners and their families can still enjoy sunbathing without burning themselves. Since they started manufacturing this, many ten thousands of square meters have been

manufactured and distributed. Never to rest on their laurels, the new generation of STAZO SecuTred, an advanced non-slip cork decking, is the result of extended lab and practical all-climate tests and a logical derivative of MARINEDECK 2000. This product is sent through to the dealerships to be sent on to the consumer markets. Like MARINEDECK 2000 the application of STAZO SecuTred can be found on all marine vessels. Both MARINEDECK 2000 and STAZO SecuTred are FSC approved and certified, the evidence of environmental consciousness. STAZO SecuTred has been on the market since June 2011. “Product development of all our product lines is essential to ensure we’ve got every corner of our market covered, this is how we stay in front.”- Cees Provily. Theft of outward engines on all manner of craft from speed boats to super yachts has been a problem in the marine industry for many years and, in typical fashion, Stazo have turned threat into opportunity and produced their own range of theft protection to further ensure the security of owners and their possessions. The entire process is owned by Stazo, from design through to distribution. Their staff get the ideas, the ideas are put into design and then sent through to engineering. To remain competitive they need to ensure that not only are their ideas unique and applicable but that the people behind making them are of the highest calibre too. “Experience in the industry is important but all employees are trained over a period of 6 months to our standards,” – Cees Provily. Using the latest NC Machinery, the people operating the

machinery need to know what they’re doing and be confident and capable in doing so. “Quality is never a fluke, it is a produced result,” – Cees Provily. “For example for metal parts, that we don’t produce based on technical or price considerations, we co-operate with China Challenge as a strategic partner for product development and assembly in China, especially because of their Mandarin speaking European management in China and ISO certification secure a continuous product quality and delivery reliability,” – Cees Provily. 2012 has already been a busy year and it is set to continue with predictions of up to a 15% growth during the year as more and more people begin leaning towards environmentally friendly alternatives to decking and the awareness of Stazo’s products continue to grow. With new prefab projects on the go and in the pipeline, this year is going to be one of remarkable developments. As a production partner we provide integrated solutions for product development in China. Engineering, Tooling, Manufacturing, Assembly, Quality Control and Logistics, all under Mandarin speaking European management in China. Our branch offices in the Netherlands and France provide sales, engineering and logistics support and judge feasibility of your project in China. Are you interested? Visit us at booth 01F152


Endeavour Magazine • March 2012 • 41

A/S J. Lauritzen’s +45 75 12 3133 Written by Daemon Sands

SAFEGUARDING THE LINE TO SUCCESS Endeavour Magazine • March 2012 • 43


Last issue I had the pleasure of speaking with Kristian Svarrer about Jutlandia Terminal, where an innovative approach to manufacturing and assembling wind turbines was progressively changing the industry. This issue, I jumped at the opportunity to speak with Kristian again, he is an inspiring leader with a powerful vision of the future and a rare clarity about what needs to be done to get there. When historians look back at our era they will certainly count Lauritzen as the epicentre of corporate environmental consideration. WHO ARE THEY Lauritzen are a niche company dealing with environmentfriendly intermodal transport predominantly from Scandinavia to Italy where they offer a turn-key operation to their clients. A family owned business with more than 125 years of experience, with three generations adding their experience and knowledge to the next. “Our forwarding department was established in 1982 and developed in order to meet the increasing demand for doorto-door transport and just-in-time deliveries.” - Kristian Svarrer Experience is valued with the staff and this is one of the Endeavour Magazine • March 2012 • 44

main reasons why the company has continued to grow over the years and seen many competitors fall behind. Solid experience provides the best sort of foundation for required change, diversification and organic growth. These three areas have been the mainstay for Lauritzen over the years.

WHAT DO THEY DO A philosophy of finding a niche sector of an industry and exploring it fully to tap the best resources within that niche seems to be an important factor and with this there are a key number of areas that Lauritzen specialize in: Shipping and projects - since the establishment of Lauritzen in 1884 the shipping and projects department have been a major part of the company’s activities and over the years the shipping and projects department have been participating in all aspects of the maritime business. Today, the shipping and projects department focuses on agency and projects related to the windmill and the offshore industries. Storage and logistics - as a partner for electronic as well as trading and manufacturing companies Lauritzen are in the prime position to provide customized solutions in a number

of fields including, packaging, daily delivery, quality control, refinement, traceability, integration as well as handling of food and animal feed which they are fully approved to do. Full assemblage of wind turbines at Jutlandia Terminal - one of the few places perfectly situated and equipped to do so. Seaport Stevedoring, a daughter company of A/S J. Lauritzen Eftf., handles loading and unloading of all types of goods, whether it is containers, windmills, timber, cold storage goods, general cargo or more complex project cargo. But at their core Lauritzen are a freight forwarding company who use the railway network to deliver their products, making use of trucks on either end. The reason for this is simple: “Not only is it a niche approach but we’re able to load more onto the trailers and thanks to various developments we’re also able to get them to their destinations sooner,” Kristian Svarrer Using the railways provides a unique set of benefits that aren’t found with road, as mentioned the trailers you put on the train are able to take heavier loads up to 28 tonnes per trailer, capable of hauling more tonnes per trip, and it is more environmentally sustainable. “We deal with a lot of ceramic tile and marble, which need to be carefully packed and we find being able to load up more when using a rail solution is a benefit because we can deliver more, with higher levels of safety and at a fast pace,” - Kristian Svarrer HOW DOES THIS AFFECT THINGS More and more companies are picking up the trend of

looking at environmentally proficient means of conducting business. Lauritzen is the sort of company to lead such trends, looking at every individual segment of their offering, addressing every small detail and finding a way to improve upon it even by a small margin. However, they don’t cut costs. Their approach isn’t one of cutting quality away to save money, but rather investing money and time into the right places and the best directions to ensure a solid future. A solid future is the very impression you get whenever reviewing any of the projects handled by Lauritzen and by Kristian himself. This company may be 125 years old but the vitality and energy in their approach is that of a far younger company where vitality, excitement and action are still the fundamentals. WHAT IS HAPPENING IN THE FUTURE Efficiency, as always, is the key. The understanding that time is money has been taken to hand and a new office is being opened in Norway to take full advantage of their niche industry which will further shorten the transit time by a full day compared to the time it would take road vehicles to do the same thing. “We’re expecting this time next year to have a turn-over of 50%-100% more than we have today,” - Kristian Svarrer. Bold words but what is amazing is that Lauritzen in its totality are making money by saving people time and money while lowering their environmental impact and building a new standard of sustainability. In earnest, there should be more companies like Lauritzen out there.

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Eqstra Fleet Management +27 11 458 7555 Written by Mike Dunbar


Endeavour Magazine • March 2012 • 47

Eqstra Fleet Management

Competing in a highly competitive but orthodox market, South African fleet management leader EFM pioneered a new niche operational model: single access into a multi platform of services with a focus on leveraging customer-beneficial technology. And as EFM expands across Africa it is proving to be an increasingly winning strategy, as MD Murray Price tells Mike Dunbar.

Endeavour Magazine • March 2012 • 48

Eqstra Fleet Management

While fleet leasing popularity grows across Britain and mainland Europe - powered by increasing centralization of decision making and corporate cost-cutting - the South African market continues to resist. “There’s a bit of a myopic view that owning is an asset. The fact that it is a depreciating asset seems to have eluded South Africans,” says Murray Price, MD of JSC-listed Eqstra Fleet Management. For most of its 27-year operational history Eqstra Fleet Management operated in the conventional vehicle leasing niche. But two years ago, with the banks and independent players like main rival Avis competing strongly in a tight market, EFM made a strategic shift. “We didn’t want to go purely head to head on rate. This is a thin margin, slim pickings business, but what the analysts like about it is its annuity income, consistent and committed contract. “So we made the decision that this pure space on its own wasn’t good enough for us, and that by differentiating into a services business still underpinned by leasing, we wouldn’t be caught in a price war. “We would show our customers the benefits through cost analysis of a single access into a multi platform of services versus the cost of dealing with independent suppliers in the chain. Most clients miss this; they don’t see it as a direct cost.” EFM offers a range of

Williams Hunt has been proudly serving the public since 1903 as part of the GM South Africa family, and is the only National General Motors Dealer Group. Williams Hunt is part of the Unitrans Automotive Group, a division of Steinhoff Holdings, which provides full sales and after sales backing for all GM South Africa vehicles. This includes the honouring of all warranties, service and maintenance plans, parts supply, and other areas of after sales support for Chevrolet, Opel and Isuzu. In addition, they continue to provide full after sales support for the HUMMER, Saab and Cadillac brands.

solutions based on measurable benefits and significant ROI delivery. With a win-win solution focus it looks to secure reasonable returns while delivering cost saving benefits to the customer through investment in technology and cutting duplication of effort within the value chain. “Our by-line ‘Quest for Excellence’ highlights our drive to add further value to our customers, whilst at the same time reducing cost,” says Price. “The achievement of these objectives is supported by our total focus on leveraging technology and the EFM supply chain as effectively as possible. Automation, integration and visibility of processes are central to our methodology.” From small beginnings as a part of the Hertz group, to a joint venture between Imperial and Nedbank and finally as an integral part of the newly listed Eqstra, EFM is a key player in the Southern African fleet market, with an owned and managed fleet of over 35,000 vehicles and an asset base topping R1.8 billion. As the Africa associate of the Global Fleet Services alliance, EFM is part of a ‘family’ represented in more than seventy eight countries and managing a


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combined total of over 1.8 million vehicles worldwide. For the past five years Eqstra has been growing its managed offering - maintenance, accident management, fines administration, license administration, procurement and remarketing. Each is offered as a stand alone service to larger fleet operators who while not leasing, take from this basket of services to manage and drive down costs. A key component here is GPS Tracking Solutions which EFM has brought to the market with outstanding success. GPS controls real time speed time, enabling fleets to prevent speeding and the associated fines and administration. In some cases the cost benefit can be as high as twenty percent in terms of both fuel and accidents, says Price. South Africa’s high incidence of vehicle thefts has led it to become a world leader in telematics, and GPS technology is a development of SVR – stolen vehicle recovery. “Because of the high crime and high jacking rates it became imperative for people to have a device to ensure recovery. On the back of this we grew a huge business under the name of Tracker, mainly through the dealer channel point of sale. That’s where we got our foot hold. “We then arrived at the conclusion that the future of fleet management – the ability to deliver the administrative, supply and cost control portion – would come from having our own tracking technology. And instead of a joint venture, which most of the South African players had done, we went out and acquired a small player - GPS Tracking Solutions. C








Endeavour Magazine • March 2012 • 54

Eqstra Fleet Management

It was a business of the right size at the right time with the right player. We then came up with a breakthrough – being able to cap speed real time in speed zones, and we have a global patent. There will be sensitivities on implementation of course. On a safety issue - ‘what happens when overtaking? For example - we allow a fifteen second plus spike out.” Most of EFM’s selling is now around the world class technology Global Positioning System solution, supported by very strong procurement elements. “Ultimately we are looking to change driver behaviour. Generally it’s not poor driving habits; it’s more likely to be their attitude and behaviours that are not congruent with safe driving. By cutting speed we bring down the accident rate – there’s no doubt about that. And the driver knows he is being watched and monitored. Driver behaviour in this country is a little more reckless than you would see in the UK. It’s a cultural thing.” EFM has recognised an obvious but often overlooked fact - real driver of cost within any fleet is exactly that; the driver of the vehicle. How the vehicle is operated will impact all cost elements, initial procurement and finance costs aside. To address this EFM has developed an extensive driver management program – the only one in South Africa designed to change driver behaviour and reduce significant related costs like fuel, maintenance and accident repair. “We have a comprehensive driver management programme

Endeavour Magazine • March 2012 • 56

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with two very big corporates, and the bottom line impact on accident and fuel costs has been significant,” says Murray Price. Fleet management cost reduction will accelerate as a result of another EFM initiative, the installation of a new Microsoft AX 2012 software system. “This will bring our customers true fleet management on line, enabling them to get quotes, change driver and payment details, access drag and drop cost centres. “We are doing everything we can to make the customer an inclusive part of the system. We are an IT business that does fleet management, not a fleet management business that does IT. Without systems in this business you are dead in the water.” What sets Eqstra apart is that it is an all-inclusive fleet management company, says Price. “We provide customised solutions, our own warranties, insurance and along with front end accident management, a re-marketing channel, Hypercar, allowing customers to sell their vehicles and get far better returns. We’ve got the full control across the spectrum. “In South Africa we are saying to customers that we will guarantee you savings on the monthly rental just on fuel and then over and above that one you get the added benefits in terms of reduced accident claims costs, reduced maintenance expenditure and improved residual values. “Our focus with clients is all about ROI. When we come in and engage with a customer we take his current costs and do an ROI model to show what he will pay for our services and the return he will make. And that’s quite a unique approach.” Moving forward, Price sees significant growth in the government sector. “Increasingly Government departments are realising they need the help of a professional fleet company to work their fleets more effectively. I see big growth coming in this space.” And EFM’s trans- continental vision is expanding. “We’ve been operating predominantly in South Africa, Namibia, Botswana, Swaziland and Lesotho. But Africa is a long term opportunity and we are now in Nigeria. It’s a tough operation, very different levels of sophistication from a fleet management perspective. So while it requires quite a bit of flexibility on our side to customise a solution, there is little competition and the returns are attractive.” Innovative and expansionist, there is little prospect of a speed cap on EFM. “Looking both at the present and the future, these are exciting times for us at Eqstra.” Celebrating 60 years of Volkswagen in South Africa In the 1950’s whilst the Saker Motor Corporation was becoming a major force in South African motoring, GK Lindsay became one of the first Volkswagen dealers in Johannesburg area, in 1951. On the 31 August of that year, the first Beetle rolled off the production line in Uitenhage; the People’s Car had come to South Africa and Lindsay Saker are very proud to be celebrating 60 years of heritage with Volkswagen. Lindsay Saker Hype Park and Eqstra fleet are both passionate about business.

Endeavour Magazine • March 2012 • 60

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Davis and Shirtliff +254 20 6968 000 Written by Ben Walker


Endeavour Magazine • March 2012 • 63

Davis and Shirtliff

With demand for water-related equipment in Africa growing fast, East Africa’s premier specialist and supplier, Davis and Shirtliff is poised for further expansion. Africa is the place to be, CEO Alec Davis tells Ben Walker, but against a seismic trade shift to the Far East warns that for European manufacturers, time is running out. Hot climate and failing infrastructure make water a major issue in Africa, a shortage worsened by yet another water-borne disease brought on by the lack of clean water and effective sanitation, and impacting on health care costs, pollution and environmental degradation. Access to cost-effective water treatment equipment is essential, and East Africa’s most committed participant in a vital industry is Kenya-based Davis & Shirtliff, for sixty-five years the region’s leading water supply equipment specialist. “We operate in eight countries and been in this industry far longer than anyone else. We have the experience and vast range of products. When it comes to pumps we say we know more than anybody else,” says CEO Alec Davis. Davis & Shirtliff distribute high quality equipment

from manufacturers in Europe, the Far East and Australia across five principal product sectors - pumps, water treatment swimming pools, generators and solar - as well as manufacturing and assembling water related products. The Nairobi-headquartered company and its twenty-five branches sell in eight markets, with major subsidiaries in Uganda, Tanzania and Zambia, smaller ones in Ruanda and Ethiopia and sales platforms in Burundi, Somalia, Southern Sudan and the Republic of Congo. “There’s a boom in Africa at the moment, the market is growing strongly, and there’s a multiplier in demand for infrastructure-type products such as ours. If the GDP goes up ten percent you find the demand for our products might go up twenty five percent because the scale of supply is not the same as in the developed world. It’s a huge potential market.” Last year the Davis and Shirtliff business grew by around 40%, “a quite exceptional year and we grew right across the board. We aim to grow our footprint, which we define as

The Management Team and Fabrication Staff Celebrate Manufacture of the 10,000th Dayliff Swimming Pool Filter Endeavour Magazine • March 2012 • 64

Davis and Shirtliff

the combination of outlets and the number of products we sell across the segments we operate in - and our focus is to increase both outlets and products.” While pump sales – the longest-established sector – continue to grow, the biggest growth is in the high potential emerging niches – solar energy, water treatment, and generators/power products. “Water pumps will always be important, but we are really focussing on these emerging segments, which are very much up-and-coming areas.” Davis and Shirtliff has the most comprehensive waterrelated product range in East Africa, including over 300 different pump models available from stock in all sizes for borehole, booster, irrigation, drainage, sewage, hot water, chemical dosage, domestic and hand powered applications. A

literature, including a hard copy manual, which has become the standard reference in the region, as another example of competitive advantage. “It’s not just about excellent after sales, it’s also about being a good supplier, having a regular supply, being able to get the product to the customer, using our scale to give him a good price, and – very important - being reliable. That is something which is taken for granted in Europe but not in Africa. There are so many briefcase businessmen here but professionalism is lacking.” The supply chain is a major focus, an area in which Davis and Shirtliff has invested heavily. Distribution is centralised from large warehouses in Nairobi with products transported by a fleet of company-owned vehicles. “This makes us pretty

“It’s not just about excellent after sales, it’s also about being a good supplier, having a regular supply, being able to get the product to the customer, using our scale to give him a good price, and – very important - being reliable.” Alec Davis CEO wide range of special duty pumps for industrial, agricultural and commercial uses is also available. Supporting it is a comprehensive service from a team of engineers, master technicians and workshop. The service function extends across field service and service contracts, and includes inspection of existing equipment and recommendations for improvements to facilitate testing, and identification of potential problems. Davis points to product

Specialised Power Systems Ltd was established in 1990 to design, manufacture and assemble low voltage switchboards, motor control centres, and related control panels of various complexities. Over the years, through sincerity, technical back up service, excellent products, and most competitive prices, Specialised Power Systems Ltd has sustained major growth and succeeded in being the forefront leader in this field. It is now ready to stride forward to the next level by offering personalized services to individual clients who get the best of their investments and innovations.

unique and we have achieved real success. It means we can get all these many products from distant places like China, Britain, Denmark, Germany and France, and deliver them to very obscure towns around the region. The range of products and the scope of what we can provide is a key focus for us. There’s no other player in sub-Saharan Africa – even South Africa - that has our business model or depth of product portfolio.” The supply chain is also an area of biggest challenge.

“Factors such as suppliers who can deliver reliably, shipping, clearing consignments through the congested port of Mombasa, and then delivering to the many remote places we supply, are daily challenges. ‘He who can deliver the product wins.’ The supply chain is important in any business, but the complexities and hurdles we face here are much greater than in the developed world.” In overcoming them, Davis pays tribute to his 400-strong workforce. “We are an indigenous African company, and this is very important to us. We have a highly committed workforce and enlightened employment policies, focussing very much on developing local talent. We develop our own talent, with a training scheme that focuses on top-level graduates. “Yes it is difficult to recruit trained people, but the Kenyans generally are very capable, hard working, and have a very good attitude both to work and to education. They realise education is the way to success, and push themselves to achieve the highest levels. And they all want to get on.” After sixty-five years prominence in the regional marketplace, where does Davis see his company placed in five years? “With a much wider footprint certainly. All our business segments are growing and we are looking very much at increasing our local assembly of higher tech products such as water treatment plants, reverse osmosis plants, solar hot water heaters and so on. We are also looking to increase our skill base so that we can own and understand these technologies rather than importing them. “In Africa we need to develop indigenous technologies and expertise. This way we can provide a better service and save cost, and our engineering division will certainly grow.” While continuing to work closely with established branded suppliers, the company is now introducing its own branded products across all its segments. “Most of the products we are introducing from the Far East now go under our own Dayliff brand, and we see considerable potential here. We have more competitive sourcing and can leverage off the profile, recognition and brand that we’ve established in the markets in which we operate.” The other area of focus is trading. “Africa’s links are accelerating towards the Far East; China, India, Taiwan, and very much moving away from traditional European suppliers. European suppliers are fine for very high tech products where there is no direct equivalent, good companies which will retain strong links here – and we deal with a couple, Grundfos of Denmark, a fantastic company, and Pedroloo of Italy being examples. “But for what we are selling - which is basically medium tech products - the European cost base is so huge and the pricing gap now so wide, they just can’t compete. “Africa is happening now. And I believe there’s a fundamental seismic shift going on in the way business is carried out here. Volumes are now building quite rapidly because of the population and increasing prosperity, and so demand is growing. “Africans generally are far more price sensitive, and demand is shifting to the East. Existing trading patterns are changing, and this is something we’ve accepted. The market is not prepared to pay European prices any more. European suppliers are struggling and this is going to become a trend. Unless European manufacturing can become competitive, it does not have a great future in Africa.”


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Located at Dar Es Salaam Rd Industrial Area, Nairobi Endeavour Magazine • March 2012 • 67

Motheo Construction Group +27 11 789 8440 Written by Chris Farnell


Endeavour Magazine • March 2012 • 69

Motheo Construction Group

Motheo began as a small residential construction company dedicated to providing low cost, high quality housing. Since then the firm has expanded into construction projects across South African infrastructure. However, scratch the surface of this fast growing company and you’ll find it has some surprising beginnings, and demonstrates that strong principles can be great for business. A Surprising Origin People get into the construction industry for all sorts of reasons, but perhaps one of the strangest, and most inspiring stories of someone entering this business sector is that of Dr Thandi Ndlovu. Dr Ndlovu never started out intending to work in construction. Originally she’d set out to be a doctor, and she did a good job of it too. By 1995 she had acquired a medical degree from the University of Zambia and begun practicing medicine in disadvantaged communities in South Africa. However, as she was treating patients, she noticed a trend. Motheo Construction director Tim Potter explains: “What

she found was that a large percentage of her patients were coming to her surgery for reasons related to their living conditions. So she began looking at housing projects alongside her medical practice.” She started out by applying for government subsidised housing projects. To begin with it was an uphill struggle her applications invited controversy because although she brought construction professionals onboard, Dr Ndlovu herself had no background in the field. Still, she persevered, and began working with Chris Cudmore and Tim Potter, previously of construction giant Murray and Roberts, on making these housing projects a reality in 1997. By 1998, Ndlovu was looking for long term partners and the three of them formed the company Motheo Cudmore and Potter.

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“In 2001 we collapsed that into a singular entity, forming the Motheo Construction Group,” Potter explains. “From 2001 we’ve been operating as a single entity.” The company began focusing exclusively on housing projects, inspired by Ndlovu’s ambition to eliminate the housing problems that had led to so many of her patients’ health problems. However, as the company grew, so did its ambitions, and soon the firm was helping to build South Africa’s infrastructure. “Up until around 2005 we were mainly involved in the

Reconstruction and Development Programme, building social housing and high density rental apartments,” Potter tells us. “Then we migrated into projects of a more general construction nature. Over 2006 and 2007 we began working on office blocks, warehouses and school refurbishments. By 2008 we had got into rail buildings and were responsible for the construction of a new station.” Strength in Diversity However Motheo’s positive impact goes much further

“There’s always a good reason to work with smaller builders that are local to a project. So when we move into an area we find out what skills are available and take those skills in from external businesses. As well as allowing us to invest in local communities, it also takes off some of the pressure to train up staff directly.” Tim Potter, Director Endeavour Magazine • March 2012 • 71

Motheo Construction Group

than simply building houses for those that need them. The construction firm is also actively pursuing black and female economic empowerment. The company’s directors are two white men, Potter and Cudmore, and two black women, the company founder and CEO Dr Ndlovu and Lettie Ndhlovu (no relation) who became associated with the firm in 2005. “The make-up of our shareholders is currently 54% black, female” says Potter. “The plan over time is for the shareholders to approximate the demographic of our country, so over time we expect to see the percentage of white males among the shareholders become diluted.” This approach can been seen at every level of Motheo Construction, from the directors’ board to its staff, and even its suppliers. As Potter says, “Companies in Africa are measured against a scorecard. Our score is based on several pillars - one of those pillars is employment equity, another is procurement. That scorecard is really identifying what you’re doing from a staffing and a procurement perspective. We’ve been rated a level three BEE contributor, but we’re aiming to go from three to two to one.” At the end of the day however, Motheo’s first priority is to be the best at what they do. The aim is to make sure the firm has the best possible staff, and the capacity to provide high quality work within budget and to deadline. Motheo avoids putting people in positions of responsibility just to fill quotas, and instead it is investing in training up a new generation of qualified, diverse young managers who will

take the company into the future. In situations where Motheo doesn’t have the necessary skills available in-house, the company invests in local businesses to bring the right people into their projects. “We contract in different ways. There’s always a good reason to work with smaller builders that are local to a project. So when we move into an area we find out what skills are available and take those skills in from external businesses. As well as allowing us to invest in local communities, it also takes off some of the pressure to train up staff directly,” Potter says. “We’ve built up several strategic alliances with various enterprises, creating ongoing relationships between companies.” All of this work is building towards one goal: “The key thing is to make sure we are delivering a quality product timeously,” Potter continues. “We work hard to match our economic empowerment with an excellent track record. Around the company there are about 15 key young black individuals who are being groomed for future management. We’re aiming to fast track their experience so they can take on more and more management responsibility.” By providing young black workers with the technical and commercial understanding and experience needed to run the business, Motheo is putting them in a position to take on high profile roles in their own right. Building Opportunity It’s the company’s professional and highly competent approach to its work that has allowed it to push its

Together we’re building pride One house at a time

At Duro, we have lots to be proud of. We’re proud of our people and our leadership position in the market. And we are proud of our products, which are designed to make affordable housing more affordable. We’re also proud of the relationships we’ve built over the last 60 years, particularly our association with the Motheo Construction Group.

empowerment agenda so effectively. The firm has shown a knack for bringing turnkey construction projects to market, carefully judging whether the economic climate is right before moving into a new operation. Motheo Construction’s core skills lie in building and project management, and these are the skills it has pushed to expand the business over the last 14 years. Two thirds of its projects are still in the housing sector - the company has recently taken on a massive housing development in Newcastle consisting of over 1,300 units - while projects for schools, hospitals and infrastructure projects continuing to expand. But Motheo isn’t ready to stop there. “There’s a big move on in South Africa to go over to alternative energy,” Potter says. “There are more and more projects for solar farms, wind farms and other clean sources of energy, so we’re looking to get involved in that.” However at the end of the day, Motheo is still primarily a company of principle. Its core goal is to work for the betterment of its country, and the construction sector as a whole. “One of the issues that everyone is dealing with now is that internally there is a war going on in South Africa with corruption,” Potter admits. “You see regular examples of corruption, but currently people are standing up to it. We’d like to be numbered with those who are trying to be part of the solution instead of part of the problem.” That pretty much sums Motheo Construction up in one sentence, because if this company is anything, it’s part of the solution.

Established in 1955, Duro enjoys the reputation of being one of the country’s leading building and construction suppliers. With a Johannesburg-based head office and branches across South Africa, as well as Botswana and Namibia, Duro is known for manufacturing quality products, ranging from such (should it be ‘steel?) window and door frames, to roll-up doors, awnings, paint supplies and doit-yourself products. Now under new directors, and building on the solid foundations that helped make the brand what it is today, Duro is looking forward to generating renewed success with a new perspective and inspiration.

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Germiston: Tel: 011 323 0800 * Fax: 011 323 0982 Port Elizabeth: Tel: 041 404 1800 * Fax: 041 486 2719 Endeavour Magazine • March 2012 • 73

ER24 +27 11 803 7707 Written by Ben Walker


Endeavour Magazine • March 2012 • 75


As South Africa’s leading name in emergency care, ER24 continually expands its front line services with innovation and patient focus. Ben Walker talks to its Communications Manager Werner Vermaak. If HIV/Aids and related infections are the biggest killers in South Africa, transport injuries are a major second. It is a phenomenon that challenges a lifestyle culture and stalks national debate. Each year in Britain 2,200 die on the roads, in Germany 3,600, for Australia the figure is 1,4 00. In South Africa the annual toll is 14,000. Overall, road accidents and violence-related trauma are responsible for more than 30 000 deaths every year. “Trauma is plaguing South Africa,” headlined Johannesburg’s Mail

and Guardian earlier this month. “Outside South Africa a typical road collision involves just two or three people; in South Africa a standard accident is a multiple casualty involving from five to thirty five people. That’s normal for us,” says Werner Vermaak, Communications Manager for ER24. “People from abroad tell us an accident on this scale would amount to disaster activation. We would usually activate a disaster unit if there were more than one hundred patients.” ER24 is South Africa’s leading 24-hour national emergency service, combining the activities and expertise of the private hospital group Mediclinic with nation-wide specialist assistance. It deploys three hundred emergency

“If they say they can’t afford the service we put them in touch with the Government or local service. But in a life and death situation we would still dispatch a vehicle even though the patient is not obliged to pay us.” Werner Vermaak, Communications Manager and fifty rescue vehicles strategically-placed, two fixed wing and three helicopter air support. ER24 has branches in all major metropolitan areas and towns around the country as well as contracts with wellestablished ambulance service providers in the outlying areas. Its slogan is ‘Real Help Real Fast’ and ER24 strives to

deliver on its promise. At the state-of-the-art centre, operators often handle in excess of 40 000 emergency calls in a single month, each answered within seconds. And with at least one medical doctor experienced in trauma and emergency medicine stationed there twenty-four hours a day, operators are able Endeavour Magazine • March 2012 • 77


to make informed decisions about the nature and extent of the emergency at hand. With state emergency services overstretched, private ‘rapid response’ emergency services have sprung up to fill the gap, and ER24 is the biggest, providing fast, efficient emergency medical care, public and private. “The state and municipal services do not always have the resources to attend to all emergencies,” says Vermaak. “We guarantee a response, and it’s one of our selling points. “If we don’t have a vehicle available at the moment of a call we will hand over to another service that can render emergency service. A Government service is unable to do this and must let a call hang on the system until a vehicle becomes available. This can be a huge problem.” Major funding comes through contracts with medical insurance companies, and each emergency incident caller is reminded ER24 is a private service and that patients will receive an account. “If they say they can’t afford the service we put them in touch with the Government or local service. But in a life and death situation we would still dispatch a vehicle even though the patient is not obliged to pay us.” Just a week ago the company received confirmation of a government contract for the provision of roadside medical assistance on the major highway between Johannesburg and Pretoria. It will see ER24 teams with motorcycles and dedicated rapid response vehicles spaced 10kms apart on the highways in readiness for a ten minutes response time. With vehicle breakdowns and related personal security also included, the

scheme opens early April. Accident victims without medical insurance will be covered by a government agency. Founded twelve years ago, ER24 began as an emergency contact centre and provider across South Africa. “But later on we identified that a service must be more than an ambulance service. There is so much more you have to offer to the public and end user, and we started developing new programmes. “This is where’ Real Help Real Fast’ comes in. You can phone our one national number and get roadside assistance, medical advice, HIV counselling, and telephonic care. We have specialised medical services that our competitors do not have, such as dedicated medical and emergency coverage of public functions from school sports days to major events.” ER24 has also developed the concept of Extended Patients. “We don’t just drop a patient off at hospital, we will perform the follow up, contacting the family, and making sure the family is OK. There is so much we can offer, not only on the emergency services side but also on trauma counselling. Every event is traumatic in some way and we need to get that across. We are effectively a one stop service.” Last year, ER24 attended more than 180,000 medical emergencies as well as over 180,000 vehicle collisions. But despite extensive marketing, Vermaak says it faces a lack of informed public awareness. “People are not aware of the different services in South Africa and this is a big challenge. They still see emergency services as just an ambulance responding to an accident. Basically people just don’t know what to do; they panic and don’t know who to phone.” ER24’s current Five Year Plan is to integrate with its

holding company Mediclinic. “We will become even more technology involved. Technology for us is a big thing over the next five years, looking at different technological platforms and adding more benefits for the same price.” The internet social media is one such platform. “People will report accidents on Twitter or Facebook instead of phoning emergency services. Twitter has been able to help ER24 save more lives and provide invaluable information to paramedics as they are on their way to crime and accident scenes. Information is quick, effective and helps paramedics manage their resources more efficiently. “Some people can tweet faster than they can dial a phone number. And we’ve seen a significant increase in people informing us of incidents via Twitter, and then later follow up on Facebook. “In one incident we received a call via our Contact Centre’s emergency line for a person that had been shot. Soon people were mentioning us on Twitter – they were on the scene. The information we received was priceless. We immediately alerted our paramedics and contacted the police and were also placed in a better position to manage our resources more effectively.” ER24 says Vermaak, invests in the development of its people, infrastructure and technology. ” ER24 is its people and the values by which we operate -Professionalism, Integrity, Compassion, Innovation and Balance. “We want people to know that ER24 is their first choice for medical care in South Africa. Efficient, effective; whatever your situation we can provide Real Help Real Fast.”

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Endeavour Magazine • March 2012 • 79

Endeavour Mining +233 30 277 6871 Written by Don Campbell


Endeavour Magazine • March 2012 • 81

Endeavour Mining

Since pre-historic times, mining of stone and metal has provided resources, wealth and jobs to mankind. Modern mining processes involve prospecting for ore bodies, analysis of the profit potential of a proposed mine, extraction of the desired materials and finally reclamation of the land to prepare it for other uses once the mine is closed. Lead by an accomplished, focussed and highly experience management team Endeavour Mining is a West African gold production and exploration company focused heavily on growth and currently producing gold at a rate of 180,000 ounces per year from two operating mines. 2012 is looking to be a spectacularly positive year, with a goal of approximately 250,000 ounces of gold per year by the end of 2013 from existing properties. West Africa is turning

into a proverbial Garden of Eden. Endeavour has a specific and regimented growth strategy focused on West Africa and is targeting the acquisition of significant contributions to the gold production profile by the end of 2013. With this in mind they have established a proven company building a track record with numerous successful transactions completed in 2010 and 2011, one of which is Agbaou Gold.

AGBAOU GOLD PROJECT The Agbaou Gold Project in Côte d’Ivoire is Endeavour Mining’s most advanced project after Youga. The property covers four hundred and sixty nine square kilometres and is a feasibility stage project and one of the largest undeveloped gold resources in Côte d’Ivoire, providing jobs for the local community. The Agbaou Gold Project is situated approximately 200 kilometres northwest of the port city of Abidjan where it is readily accessible by paved highway and is within 10 kilometres of the national power grid. In November 2008 a feasibility study of the Agbaou Project was completed by MDM International Engineering Ltd. and subsequently updated in October 2009 using a US $1,000 per ounce gold price. The Updated Feasibility Study concludes that Agbaou will produce an average of 77,000 ounces per annum over a 9.1 year mine life from a reserve base of 10.9 million tonnes with an average grade of 2.1 grams per tonne. The reserve estimate is 731,000 ounces and was completed by Coffey Mining in accordance with National Instrument 43-101. The study proposes open pit mining of three pits using an owner operated mining fleet with the ore being processed through a conventional gravity-CIL plant

with a design capacity of 1.2 million tonnes per annum. The average gold recovery is 91% and the strip ratio is 7:1. Capital costs are estimated at US $106 million and the Company is reviewing options to further reduce these costs. The Agbaou project team, led by Mark Connelly, COO and Jeremy Langford, SVP Projects, is comprised of experienced mine operators, mine builders, and exploration teams. The work that goes on behind the scenes to manage a mine is easily overlooked, but without it projects like this would not get off the ground let alone produce the results it has already shared with the world. Endeavour strives to maintain strong relationships and provide long-term benefits to the local communities where it operates. With a strong belief that the growth profile is enhanced by the success of its community-based partnerships, and to ensure this, they act with a number of principles including a strong commitment to pragmatic relationships with local communities and regional government, to ensuring operations provide long-term positive benefits to our local communities, environments and conservation. With a strong focus on the future and a hands-on approach to their projects it is no wonder that this company will be at the forefront of their industry.

Endeavour Magazine • March 2012 • 83

BioTherm Energy +27 11 367 4600 Written by Daemon Sands


Endeavour Magazine • March 2012 • 85

BioTherm Energy

According to science, Africa was the cradle of life, and now thanks to science, once again it is becoming the cradle of change. And as the most abundant and most loved resources in Africa are harnessed, it is the people of Africa who are finally seeing the benefits. Founded in 2003, BioTherm is one of South Africa’s first independent power producers, initially focused on developing waste gas and heat cogeneration projects, however its new gems now come in the form of wind and solar projects. The South African energy sector is undergoing significant change and now has the potential to become one of the fastest growing renewable energy industries in the world. The Department of Energy is holding five rounds of tenders to allocate a total of 3,725 megawatts to prospective developers over the next 2 years. Continuing its pioneering nature and in the face of extreme competition, BioTherm Energy is one of the first successfully selected bidders approved to develop and operate one wind energy project and two solar projects. It is the only South African developer to have secured three Endeavour Magazine • March 2012 • 86

preferred bidder projects in Round I. Renewable energy has the potential to catalyse the rollout of the “Green Industrial Revolution” in South Africa, which would then not only deliver energy to meet the needs of South Africa’s growing economy but also create much needed employment opportunities and the creation of new industries that will ultimately result in South Africa becoming that gateway to Africa for renewable energy technologies and solutions. In the past, Spain was considered to be the “hotspot” for solar energy - thanks to the high DNI which was thought for a long time to be the highest in the world. DNI refers to the ratio of absorbable sunshine strength and is essential when generating energy through photovoltaic cells. Certain parts of Africa, particularly Southern Africa has a DNI level, 25% greater than its Spanish counterpart. BioTherm Energy is one of South Africa’s leading renewable energy developers and has embarked on a mission to deliver clean, renewable energy to South Africa through the development, construction and operation of wind and

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The IDC is a national development finance institution assisting sustainable economic growth in South Africa through supporting entrepreneurship in competitive and viable new industries. The IDC supports South Africa’s transition towards a low carbon economy through investment in renewable energy and energy efficiency projects to support production capacity, competitiveness and operational efficiency resulting in job creation. The IDC aims to develop and grow green industries by acting as a key strategic investment partner to companies such as Biotherm Energy and facilitating projects which enhance the environment, improve energy supply and reduce carbon emissions whilst demonstrating economic merit, sustainability and profitability.

solar farms in the Eastern, Western and Northern Cape provinces. Headed by Jasandra Nyker, who has an impressive background of over 15 years private equity experience and having been directly involved in the renewable energy technology and project investing for the last seven years, this green project development company is changing ideas, opening doors and paving a new road for African companies. With a predominantly South African team in place, the Company has taken a vertically integrated approach to project development and execution. From Greenfield development to project acquisition and construction, the senior management team brings over 100 years of project development and power project construction and operational experience. Technological advancements in both wind and solar power are continually decreasing the cost barriers for using wind and solar as a cleaner alternative to existing energy sources. As wind and solar become lower cost effective solutions, its market adoption will broaden to focus further downstream on consumer applications. While common in Europe and the US, the end consumer market has not yet taken off in South Africa and thereby presents a further opportunity for mass market adoption of renewable energy solutions. With wind and solar energy projects throughout South Africa particularly in the Eastern, Western and Northern Cape provinces, BioTherm targets areas which have a steady and reliable wind and solar resource and the potential to connect to the electrical grid. “We have a growing project pipeline in various development phases that if built could result in significantly increasing power generation capacity“We not only aim to own and operate our wind and solar projects, but also seek to employ and train local people and aggressively expand into Sub Saharan Africa.” Jasandra Nyker An example of this integrated approach is that upon learning that there was limited information about bat populations and their movements in South Africa, we installed monitoring equipment at 11 different locations to track their movement. This equipment records bat calls and

thus identifies the specific species which have traversed the site. Bat Conservation International is aware of this initiative. The Programme will continue for three years. The information will be made available to scientists and will help guide us in creating a precautionary approach to operating our projects, with sonar bat deflectors if appropriate. The Company has also come up with unique ways to ensure that the projects it builds in South Africa provide long term sustainable impact to the communities which surround its project facilities. This is important for BioTherm as its project locations are often in rural and economically deprived areas of the country and should provide social upliftment and catalyse economic development. There are several companies that the company recognizes who have helped BioTherm in their projects and endeavours. “The companies we work with have to be able to not only provide the best level of services to our projects but also to work hard to meet the deadlines and targets set by the REIPP process. We owe part of our success to this mutual focus on deliverance,” – Jasandra Nyker. When determining the best solution for energy production, it is often a question of availability relative to cost. This is why in many African countries, including South Africa, coal has been the dominant energy feedstock. It is a low cost solution due to its ease of access, proven production methods and resultant low levelised cost of electricity. However, this is changing as feedstock costs and the levelised cost of electricity is increasing. By providing the opportunity for natural and perpetual wind and solar resources to be harnessed, change now has

the elbow room it needs to get underway. This will have a significant and a sustainable impact on African nations far beyond simple power generation. The ability to create green, abundant and independent power will provide improved energy security and ensure that access to energy is now a local offering. In doing so, it will significantly help reduce the reliance of diesel and coal power generation. BioTherm’s first round projects, together with the other successful Round I projects will lead the way for an entire industrial movement that will ultimately result in sustainable job creation, the empowerment of people with a gamechanging effect that will ultimately further catalyse economic growth and what is deemed to be the new “green” industrial revolution.

Group Five, one of the leading construction companies in Africa and South Africa and Spain’s Iberdrola Engineering and Construction a global leader in Engineering and Construction of renewable solutions have teamed up to provide expertise and support to the South African renewable market. This group has the ability to swiftly redeploy resources between countries of operation to meet clients’ requirements, as well as to be able to maximise opportunities for local employment and job creation.


Endeavour Magazine • March 2012 • 89


My job is possibly one of the best ones in the world. One, because as a journalistic/comedic writer I get to legitimately argue that all the time I spend on the internet is conducive to a highly active and fruitful imagination, and two, because I get to speak with the stars of the future. The people who, one of these days, while they’re basking in the spot lights and wading through the adulation and adoring applauds of their thousands of fans will no doubt think back and remember me. For example the hilarious Mum-z. Donnie: Hi Mum-z. Let’s jump straight into it, what sort of comedy do you do and how do you relate and connect with the audience? The funny kind. No, just kidding. Any comedian should always do the kind of comedy that showcases his very own sense of humour. My sense of humour is skewed towards my personal experiences spiced up with my ridiculous imagination, so I connect with the audience based on experiences in my life and then I let them join me on a mental ride through my insane imagination. It’s fun. Donnie: How about a bit of background information on yourself- where do you herald from? I was born in Soweto and raised in Sandton, so technically I am a “coconut” (which is a derogatory term for someone who is supposedly black on the outside and white on the inside) but in South Africa being a coconut is not so bad considering the fact that if someone calls me a coconut it just means I can sleep with white women and still get a BEE grant! (hehehe). I moved to Cape Town in 2009, so I was born in one of South Africa’s most historical townships, raised in South Africa’s most affluent suburb and now I live in South Africa’s most beautiful city. I’ve seen it all.

Donnie: You’ve had a lot of success recently, what’s been the highlight so far? I have been lucky enough to perform at some really big festivals in South Africa including “Blacks Only”, “Arts Alive”, “The Real Heavyweight Comedy Jam”, “Soweto Comedy Festival”, “Cape Town International Comedy Festival”, “Rocking The Daisies” and many others. But the highlight of my career had to be hosting the 2010 South African Blog Awards at the 6-star “One And Only” Hotel. The guest host that evening was Helen Zille who at the time was the Premier of Cape Town. She was fantastic... in fact, I think she stole all my thunder that night. Donnie: Yes, it’s annoying when the guest steels the thunder from the host. So, what’s big in 2012? I will be focusing heavily on my acting career, but at the same time working really hard to finish my debut one-man show. I have been working on my one-man show for some time now and I think that after a 5-year career in comedy, it’s time for me to put it all out on the line and see who bites. Donnie: Sounds good. So, what advice would you give to upcoming performers and comedians? Humility is a blessing and hard work is the fuel of

entertainment. Your ego will be your worst enemy. Entertainment requires a lot of hard work but more so with comedy because in the comedy industry we are naked on stage and we are only clothed with jokes, anecdotes and humourous stories. The better your jokes and stories are, the better “clothed” you are... Work hard, don’t give up and if you really want to make it, take the industry seriously. Donnie: Good advice.

Mum-z runs regular Monday Comedy Nights at Zula Bar (98 Long Street) in Cape Town, every week. For more info visit

Donnie Rust, (AKA The Naked Busker) is one of Britain’s foremost comedy writers in the field of business, travel and adventure with over 1 million readers worldwide. His stand-up comedy is apparently hilarious too. He can be found at:

Endeavour Magazine • March 2012 • 91

Endeavour Magazine March 2012  

Endeavour Magazine March 2012

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