Africa Outlook - Issue 76

w w w. a f r i c a o u t l o o k m a g . c o m

Issue 76

PRIDE MILLING

PROFIT WITH A PURPOSE

For SAP Africa, the sky’s the limit when it comes to social upliftment, technological innovation and enterprise transformation

Maximising maize across consumer and commercial markets

DEVMARK PROPERTY GROUP

Identifying and fulfilling the needs of South Africa’s building market

Expert Eye: Ged Nooy, MD of Nielsen Nigeria, explains how Nigeria is spearheading urbanisation on the continent

A complete guide to Africa’s leading business travel destinations

LESOTHO

BUSINESS TRAVEL GUIDE

SE E PAGE

32 LESOTHO Fully encircled by South Africa, Lesotho is a unique country set high in the mountains, its natural beauty beginning to become more discovered as greater numbers of tourists cross over the border Writer: Tom Wadlow | Project Manager: Krisha Canlas

LESOTHO W

A Southern African alpine discovery trail

48 | Africa Outlook issue 76

BUSINESS TRAVEL GUIDE

Outlook Recommends “Beautiful, culturally rich, affordable and easily accessible from Durban and Johannesburg, mountainous Lesotho is a vastly underrated travel destination” – Lonely Planet

BusinessTravel Guide

holly contained within South Africa and sustaining a long history of political autonomy, Lesotho is one of the region’s most scenic little countries.

Surrounded by mountains and home to a growing tourism industry, it is one of just three countries in the world to be completely surrounded by another country, the others being the Vatican City and the Republic of San Marino, both encircled by Italy.

Being in such proximity to a well-developed nation such as South Africa makes accessing Lesotho relatively straightforward from the likes of Durban and Johannesburg, although the terrain and culture to be found here is contrasting.

LESOTHO

An alpine nation, one of the best ways of experiencing its customs and traditions is to hike and trek through the mountain villages, pony trekking being renowned as a particularly memorable activity.

And more and more people are beginning to enjoy the natural sights on offer in Lesotho, the country attracting over a million international visitors in 2018, a marked increase on the 400,000 welcomed just seven years previously. Its capital city, Maseru, is also thought to be one of the most attractive cities in the whole of Southern Africa.

ACCOMMODATI ON

Avani Lesotho Hotel & Casino

Sani Mountain Lodge

Nestled on the border with South Africa and sat at 2,874 metres above sea level, the Sani Mountain Lodge is only reachable by 4x4 through the mountain pass and offers its own private paradise once you have arrived.

It also houses what it claims to be the highest pub in Africa.

Hotel Mount Maluti

Bokong Nature Reserve

ACCOMMODATI ON

NATURE

FOOD & D RI NK - MAS ERU

Mountain View Hotel

Sehlabathebe National Park

No. 7 Restaurant

Based in the town of Leribe Hloste and just 22 kilometres from the border, the Mountain View Hotel is perfectly placed for visits to a number of landmark attractions, including Katse Dam, the Majestic Mafika Lisiu Pass, Afriski Mountain Resort, Liphofung Cave Heritage site and Ts’ehlanyane National Park.

Rendevouz Ts’ehlanyane National Park

Primi Piatti

Blue Mountain Inn Bokong Nature Reserve

The Avani Lesotho is situated on a hill just outside of Lesotho’s capital city, Maseru. An ideal base from which to explore the city and the surrounding countryside, the hotel houses 158 rooms and suites and is within walking distance of various shopping districts. It is also conveniently within reach of Moshoeshoe I International Airport and offers a shuttle service.

Africa Outlook issue 76

58 | Africa Outlook issue 76

Sat at the foot of the Maluti Mountains, Hotel Mount Maluti can cater to solo travellers, family travellers and groups with ease.

The hotel has 88 bedrooms and

| three 49 fully equipped conference halls.

The Regal Restaurant This is one of the oldest hotels in Lesotho, dating back to the colonial era. Located around 40 kilometres outside of Maseru, its 98 rooms are supplemented by five conference halls and a boardroom, making it an ideal place to host business meetings.

Africa Outlook issue 76 | 59

Our Business Travel section not only gives executives the complete guide to the world’s most popular and populous locations, but also gives said locations the perfect opportunity to showcase their own businesses, events, venues and services to a truly international audience and readership of more than 185,000 each month.

To share in this unrivalled exposure and to put your own offering on our map, then please contact our Sales Managers, Joe Palliser, Jordan Levey or Matt Cole-Wilkin to find out more.

BusinessTravel Guides www.africaoutlookmag.com/business-travel-guides

WELCOME

Digital Dynamism

EDITORIAL Editorial Director: Tom Wadlow tom.wadlow@outlookpublishing.com Deputy Editor: Jonathan Dyble jonathan.dyble@outlookpublishing.com PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com

I

f a company and individual is in no doubt about the potential of technology to unlock Africa’s potential, it is SAP and regional Managing Director Cathy Smith.

Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com PROJECT DIRECTORS Joshua Mann joshua.mann@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com HEAD OF PROJECTS Callam Waller callam.waller@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Eddie Clinton eddie.clinton@outlookpublishing.com SALES MANAGER Donovan Smith donovan.smith@outlookpublishing.com PROJECT MANAGERS Josh Hyland josh.hyland@outlookpublishing.com Lewis Bush lewis.bush@outlookpublishing.com Sam Love sam.love@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com BUSINESS TRAVEL Director: Joe Palliser joe.palliser@outlookpublishing.com Sales Manager: Jordan Levey jordan.levey@outlookpublishing.com Sales Manager: Krisha Canlas krisha.canlas@outlookpublishing.com Sales Manager: Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com

ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Manager: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT Africa Outlook East Wing, Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 657 SUBSCRIPTIONS Tel: +44 (0) 1603 959 657 Email: tom.wadlow@outlookpublishing.com www.africaoutlookmag.com Like us on Facebook: facebook.com/africaoutlook Follow us on Twitter: @africa_outlook

A tech industry veteran of 30-plus years, including 23 at IBM, the chance to lead global heavyweight SAP’s Africa division was too good to turn down. Indeed, her optimism and energy are endearing, as evidenced in an extensive interview which forms this edition’s cover story.

“By 2050, it is estimated that Africa will boast a $29 trillion economy. It will have the largest youth labour market in the world that, if empowered with the right education and skills development initiatives, could become the engine that propels the future global economy.

“The continent is also modernising at an unmatched rate. Its tremendous mobile device adoption and immense innovation capabilities prove this fact.”

Mastercard is another huge advocate of digitisation, and Kim Kerr, Director of Regional Programs for Mastercard Foundation, talks to us about the organisation’s latest activities. Kerr, like Smith, has more than 25 years of industry experience, designing and developing programmes and engaging in policy issues in education, focused on improving access, quality and relevance of education at primary, secondary and higher education levels.

Also facilitating the advance of technology across the continent is AfricaCom, the region’s most important tech-driven event.

Held at the Cape Town International Convention Centre in South Africa, 2019’s edition will welcome thousands of industry stakeholders through its doors on November 12-14. We spoke to Tom Cuthell, Portfolio Director of AfricaCom event organiser Informa, about what to expect from this year’s instalment.

This edition also houses a heavy focus on construction and architecture, with exclusive insights from leading practices such as AMA Architects, Berman Brothers and Devmark Property Group, while other sectors explored include mining, retail, manufacturing, supply chain and finance.

Finally, our travel section hones in on the best tourist offerings in Lesotho, Eswatini and two regions in South Africa – Nelson Mandela Bay Municipality (home to Port Elizabeth) and Limpopo.

You will also notice a refreshed look to our content in this issue, a new design scheme which we hope will help to bring our stories to life.

Enjoy the issue!

Tom Wadlow Editorial Director, Outlook Publishing Africa Outlook issue 76 | 3

CONTENTS

14

10 REGULARS

6 NEWS

8 20

BUSINESS TRAVEL GUIDES

Around Africa in seven stories

20 Eswatini

8 EXPERT EYE

Showcasing the best that Africa has to offer

Nielsen on the challenges and opportunities of urbanisation

SECTOR FOCUS

10 Education

Mastering a Monumental Challenge Addressing the stark, growing problem of youth unemployment on the continent

14 Technology

Turbocharging Transformation A Q&A with the organiser of 2019’s AfricaCom

TOPICAL FOCUS

16 Ecotourism

Rwanda’s Responsible Revenue A look at Rwanda’s Nyandungu Urban Wetland Eco-Tourism Park

32 Lesotho A Southern African alpine discovery trail

46 Nelson Mandela Bay Municipality Experience city, bush and beach in one trip

58 Limpopo Characterised by culture, nature and history

EVENT FOCUS

182 RED Summit West Africa Real estate takes centre stage in Lagos

184 Southern Africa Power Summit Addressing key energy challenges under one roof

186 Africa Oil Week Bringing deal-making into sharp focus

188 African Agri Investment Indaba Realising the growth potential in African agriculture

190 THE FINAL WORD If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

32 4 | Africa Outlook issue 76

AFRICA OUTLOOK MAGAZINE

F E AT U R E S

70 SHOWCASING LEADING COMPANIES

HEALTHCARE

Tell us your story and we’ll tell the world

Healthy, Happy

120 Wellness Warehouse

TECHNOLOGY

Epitomising the role of independent retail

72 SAP Africa

SUPPLY CHAIN

Ensuring Profit Benefits People and Purpose A stalwart of social and technological transformation on the continent

CONSTRUCTION

82 Devmark Property Group Property with Purpose

Identifying and fulfilling the needs of South Africa’s building market

90 AMA Architects

The Urban Rejuvenator Adopting a human-centric approach to architecture

98 Berman Brothers Group

Cape Town’s Dutiful Developer

128 FPT Group SA’s Port of Call

Investing in efficiency at Durban, Port Elizabeth, Ngqura and Cape Town

136 Inchcape Shipping Services

Leveraging technology to provide international transparency in the shipping industry

146 DAR Automotive Group

162 Barclay’s Tanzania

Typifying Tanzania’s Upward Trajectory

A reliable partner to OEM, service and repair industries

Prepared for an incredible journey of brand transformation

MINING

RETAIL

150 Tayanna Mozambique

104 Atterbury Property

Spearheading specialist bulk earthworks, civil contracting and contract mining

Building a Brighter Future

Releasing real estate potential across South Africa and beyond

156 Elmacast

AGRICULTURE

Forging a brighter future

Casting Light on SA

110 Pride Milling

166 Simbisa Brands Kenya Limited Quintessential QSR

Capitalising on rapidly expanding opportunities

MANUFACTURING

174 Crown Paints PLC Kenya’s Prince of Paints

A national mainstay over more than 60 years

Counting on Consistency Maximising maize across consumer and commercial markets

110

FINANCE

The Parts Purveyor

Helping to revitalise childhood communities in

25 Years and Counting

72

Global, Local, Transparent

156

Africa Outlook issue 76 | 5

NEWS Around Africa in seven stories…

A G R I C U LT U R E

Tanzania set to increase cashew nut production by a third

Khartoum G OV E R N M E N T

SUDAN TO ASK WORLD BANK FOR $2 BILLION IN FINANCIAL SUPPORT T H E GOVERNMENT of Sudan is hoping to secure $2 billion of financial assistance from the World Bank when its Prime Minister visits the organisation in New York.

Abdalla Hamdok, the nation’s 15th prime minister appointed in August 2019, is visiting the United States and also hopes to secure further funding for three Sudanese experts

to work in the country during its political transition process.

Sudan is one of the larger and most geographically diverse states in Africa, split in two following a vote for independence in the south in 2011.

The new administration is set to announce a nine-month economic rescue plan in October.

OIL & GAS

NNPC plans to revitalise refineries in January 2020 T HE N I G ER I A N National Petroleum Corporation (NNPC) has revealed plans to revamp all three of its refineries.

Work is scheduled to begin in January 2020 on the sites at Port Harcourt, Warri and Kaduna, the state-owned 6 | Africa Outlook issue 76

TA N Z A N I A’ S M I N I STE R for agriculture said that the country expects to boost cashew nut output by 33.5 percent in the 2019/2020 harvest season.

In the year to September 2019, it produced 225,000 tonnes, but favourable weather conditions and an expansion of planting activity should result in a rise to more than 300,000 tonnes over the next year.

Cashews are one of Tanzania’s most valuable crop exports, with President John Magufuli ordering a price hike of 94 percent in a bid to protect farmer incomes.

Last year, the government prevented traders from buying cashew nut harvests from farmers, instead buying the entire crop itself.

assets widely acknowledged as being in need of upliftment.

NNPC has vowed to have the refineries operating at full tilt by 2022, a challenging period meaning it has been performing at well under the 445,000 barrel-per-day capacity. Instead, Nigeria has been almost entirely reliant on imported fuel.

It is thought that the revamp project will be funded via government and private sources.

FINANCE

MINING

Malawi’s economy set to grow by 4.5 percent in 2019

TRANSNET SIGNS R3 BILLION EXPORT DEAL WITH KALAGADI MANGANESE

T H E INTERN ATIONAL Monetary Fund (IMF) predicts an expansion of 4.5 percent to the Malawian economy in 2019.

Citing improved agricultural yields and a number of infrastructure rebuilding projects in the aftermath of Cyclone Idai, the IMF believes medium-term growth could rise up to six or seven percent if it secures access to finance, diversifies its crops and improves its business climate.

Malawi’s economy is heavily dependent on exports of tobacco, tea

S O U TH A F R I C A’ S state-owned freight operator Transnet has agreed to export a million tonnes of manganese a year in a deal worth R3 billion ($203 million) with miner Kalagadi Manganese.

The country is blessed with the mineral, holding about 75 percent of the world’s supply.

Kalagadi’s manganese resources are based in the Northern Cape province, with Transnet acting as export partner until the contract expires in 2022.

The mining firm wants to increase production to four million tonnes per annum by the time the agreement ends.

TRANSPORT

Tuk-tuk startup Halan to expand into Ethiopia E GYPT IAN TUK-TUK hailing startup Halan has announced plans to enter the Ethiopian market.

Speaking to Reuters, its Founder and CEO Mounir Nakhla said that the company completes several million rides per month, with half a million

and sugarcane, recent years seeing a decline in growth due to drought, electricity shortages and political instability.

Cyclone Idai ravaged vast swathes of Mozambique, Zimbabwe and Malawi in March.

being for food deliveries.

Operating through an app like Uber, Halan operates in around 20 cities across Egypt and Sudan, partnering with the likes of McDonald’s, KFC and Pizza Hut. It currently has around 10,000 active drivers per month, the firm looking to tap further into what could be a lucrative market – Egypt, for example, has 700,000 tuk-tuks on its streets.

ENERGY & UTILITIES

UGANDA POWER GENERATION TO SURGE BY 55 PERCENT TH E CO M M I SS I O N I N G of a Chinese-funded hydropower station in December will help Uganda to boost its electricity generation by 55 percent, the country’s energy minister Irene Muloni has revealed.

The 600 MW Karuma hydropower plant, along with some smaller projects (adding 55 MW), will see output hit around 1,825 MW. Valued at $1.7 billion, Karuma is being built by Sinohydro Corp and financed via a loan from China’s Exim Bank.

Currently the country’s grid reaches just 23 percent of Ugandan citizens, although plans are afoot to invest $1.2 billion in expanding this infrastructure over the next seven years.

Africa Outlook issue 76 | 7

EXPERT EYE

Nigeria: A land of city dwellers seeking the simple life?

Nigeria is spearheading urbanisation in Africa, leading to an abundance of challenges and opportunities for consumers and corporates alike. Ged Nooy discusses Written by: Ged Nooy, Managing Director, Nielsen Nigeria

F

ollowing a turbulent pepeople are spending more riod in its history, Nigeria time commuting on public ABOUT THE EXPERT is slowly returning to its or shared transportation.

Ged Nooy currently serves former position as a land of Yet they still spend huge as the Managing Director for opportunity with green shoots, amounts of time in traffic Nielsen Nigeria and is responsible from GDP growth and reduced jams. for leading Nielsen’s Connect inflation to the stabilisation of There are 200 vehicles business. He has extensive foreign exchange and political per kilometre in Lagos experience in the consumer goods stability. As a result, Nigeriversus the national average industry both internationally and locally. ans are feeling more open to of 11 vehicles, with profesPrior to his current role, Nooy led the Sales spending, reflected in their sionals in the city spendEffectiveness Practice for Nielsen in South Africa and positive consumer confidence ing a quarter of their day also gained experience in the retail industry working scores. commuting to and from across multiple retailers.

With this momentum their place of work when In the past, he has also worked in field marketing, gaining ground, the Nigerian undertaking a 15-kilometre marketing and sales management across South consumer landscape is set for journey, making it the most Africa, the UK, Ireland and Europe for several global a multitude of shifts. Urbanicongested city in Africa. brands and retailers. sation will be rapid, with city He holds a Post Graduate Diploma in Enterprise populations set to grow four The desire for a Management and has a bachelor’s degree in Social times faster than those of rural simple life Science from Rhodes University. areas, as consumers migrate With Nigerian consumers for employment opportunities, leading an increasingly as well as increased access to hyperconnected life, where better infrastructure and amenities, ence a 50 percent increase in its urban time is the new currency, they are looktrade, education, health, connectivity population – the fastest urban growth ing at ways to streamline their lives. In and other socioeconomic benefits. essence, consumers seek three core rate globally, ahead of China and In Sub-Saharan Africa, there are alIndia. It will also become one of only attributes: ease, utility, and simplicity, ready 46 cities that are home to more eight countries with more than 100 as well as solutions that enable more than one million people, 17 of which million people in urban areas, while the fulfilment, enjoyment and balance in are in Nigeria. Equally, a further nine number of inhabitants in its large cities their busy lives. In short, consumers cities across the country are expectwill increase by more than 91 million to now require less to do more. Therefore, ed to each add more than 500,000 reach 225 million in total. anything that saves consumers time people by 2025.

This type of urban agglomeration and effort will be highly sought after. opens doors for retailers and brands This growing demand for convenFastest urban growth rate in in more populous and economically ience presents manufacturers and the world retailers with countless opportunidense areas, but will simultaneously What this means is that by 2025, 55 intensify the strain on infrastructure ties. Today, convenience transcends percent of Nigerians will live in cities or and services. In many metropolitan products, services and store channels. towns with the country set to experiareas, congestion is increasing, and Packaging innovation, route to market, 8 | Africa Outlook issue 76

storage, portability and ordering, as well as device, payment and application technologies all need to be key considerations in providing an overall convenience experience.

The future of urban retail In line with their need to simplify their lives, we foresee urban modern trade (MT) retail outlets such as supermarkets growing their share of trade in Nigeria, as consumers become more willing to pay for the convenience and time saving benefits of one-stop shop solutions.

Evidence of this is seen in the form of larger independent MT stores, which are already gaining ground in Nigeria’s urban areas, offering a combination of large and small outlets. It’s clear that brick and mortar stores are set to be the focus of growth before

‘THIS GROWING DEMAND FOR CONVEN­IENCE PRESENTS MANUFACTURERS AND RETAILERS WITH COUNTLESS OPPORTUNI­TIES. TODAY, CONVENIENCE TRANSCENDS PRODUCTS, SERVICES AND STORE CHANNELS’ urban Nigerians even start to incorporate online elements into their shopping journey, with a lack of trust still posing a huge barrier to the adoption of digital platforms.

That said, it’s important to consider that Nigerian internet access is predicted to reach 85 percent by 2023, while mobile subscriptions are already nearing 100 percent. This growing smartphone penetration and the rise of smart homes, buildings and cities in virtual and physical worlds will escalate consumer connectivity to services

to help streamline their lives.

Corporates therefore need to assess the attraction of urbanisation and look at how they can action these business prospects, via their operational structures and product portfolios, to meet current and future urbanised consumer needs. This will be underpinned by the understanding that they will need to deliver solutions in a variety of areas to help time strapped consumers, for whom simplicity is the ultimate driver, cope with the extreme speed of urban life.

Africa Outlook issue 76 | 9

MASTERCARD FOUNDATION

MASTERING A MONUMENTAL CHALLENGE Mastercard Foundation has taken it upon itself to help address the stark, growing problem of youth unemployment on the continent. Kim Kerr, Director of Regional Programs, explains why Writer: Jonathan Dyble

A

frica’s rapid population growth is well documented.

According to the United Nations, for example, one in every two children born around the world between now and 2050 will be of African descent, the number of inhabitants on the continent set to double to almost 10 | Africa Outlook issue 76

2.5 billion in the next 30 years.

In many ways, this rise is evidence of profound progress in the region. Public health improvements have resulted in a huge drop in child and infant mortality rates, and a distinct spike in life expectancy. Statistics tell this story, where the 12 million Africans born in

1955 could only expect to live to the age of 37, but the 32 million born this year can expect to live to the age of 63.

Equally, the continent reached a major milestone in March 2019, with more Africans now escaping extreme poverty than falling (or being born) below the poverty line.

In essence, such figures suggest that local people are beginning to live longer, healthier, more prosperous lives. Yet despite the progress, there is much that still needs to be done and challenges remain – no better

EDUCATION

Young entrepreneurs in Africa are becoming job creators

evidenced than by the state of youth unemployment.

“Every year, between 10 and 12 million people enter the African workforce, but only 3.1 million jobs are being created,” states Kim Kerr, Director of Regional Programs at Mastercard Foundation, outlining the prospect that there will be more young Africans entering the workforce each year than in the rest of the world combined by 2035.

“At current rates, this means that most young people will end up finding employment in the informal sectors, selling agricultural produce or providing household services. It’s a huge gap and it needs to be closed, yet acceleration in the continent’s population growth means that it is widening at present.”

A veteran of international development and humanitarian work, Kerr’s understanding of the problem of youth unemployment is better than most. And so too is her understanding of what needs to be done in the way of finding a solution.

“I’ve been working in this field for roughly 25 years now,” she explains, “starting off on the non-profit side with civil society organisations such as the International Development and Relief Foundation and Save the Children Canada.

“It was during my time at the latter that I became more engaged in the education space and subsequently encountered the Mastercard Foundation in a consultancy capacity in 2011.”

Eventually joining the organisation as a staff member in January 2015, Kerr has played a crucial role in driving the Foundation’s mandate of propelling long-term progress and reducing youth unemployment on the continent through the power of education.

“I’ve worked on healthcare projects, on women’s field training projects, but what I’ve come to realise is no matter what area the challenge you’re facing may be in, good quality, relevant education is often at the heart of solving many issues.”

AN INFORMED MANDATE THE UN’S POPULATION So, how can education succeed in ESTIMATES invoking progress where other methFOR AFRICA ods of socioeconomic development

1950: 0.2 BILLION 1990: 0.6 BILLION 2019: 1.3 BILLION 2030: 1.7 BILLION 2040: 2.0 BILLION 2050: 2.5 BILLION 2100: 4.2 BILLION

cannot?

Kerr explains: “Education provides foundational skills. People need numeracy and literacy skills because that’s the foundation upon which all other skills are built.

“It also provides digital skills that can proactively prevent new segments of inequality from arising as the nature of work continues to change, and impart other 21st century skills such as creativity, problem solving, communication and the ability to learn to learn.

“These skills often translate into entrepreneurship, and when you consider the size of the gap between the number of people looking for work and the number of jobs being created, the reality is that young people will have to become job creators.”

It is this that forms the footing of Mastercard Foundation’s informed mandate.

Africa Outlook issue 76 | 11

MASTERCARD FOUNDATION

WHAT CHALLENGES FACE THE EDUCATION SYSTEM IN AFRICA AT PRESENT? KIM KERR: “There’s been great progress made in not a lot of time in African primary education, with almost universal enlistment.

But this hasn’t translated into secondary education as of yet, with approximately just one in two children enrolled. The knockon effect of this lag is furthered in tertiary education, with just nine percent of students enrolled.

“It’s a problem that needs addressing, yet the challenges are unprecedented. There’s a need to increase the quality and relevance of existing education systems. At the same time there’s a need to increase access for greater numbers of young people moving into the education system. And then the educational institutions themselves are having to grapple with the changing nature of their work and the uncertainty which that creates.”

12 | Africa Outlook issue 76

Focused on improving the quality of education and vocational training, using technology to connect employers with job seekers and backing small businesses, the organisation is currently developing long-term plans for 29 African countries in partnerships with governments and the private sector alike.

The Foundation’s Young Africa Works Strategy, launched March 2018, is one initiative that has materialised from these efforts – a scheme that uses youth employment as a key measure of socioeconomic progress.

“We’ve set an ambitious goal of help-

EDUCATION

“IT (EDUCATION) CAN HELP BREAK THE CYCLE OF POVERTY, HELP PEOPLE TO REALISE THEIR FULL POTENTIAL, STRENGTHEN COMMUNITIES, ADDRESS IS­SUES AROUND IDENTITY AND CONFLICT, AND FOSTER TOLERANCE AND PEACE”

committed to the provision of 50,000 scholarships in both secondary and tertiary education.

“We also try to educate our scholars on the importance of retaining a strong social focus,” Kerr continues.

“They’re a huge asset on which we can build our efforts and by doing so we hope to incite a degree of national, self-sufficient social responsibility in the countries that we operate.”

From here, the Director of Regional Programs points to a third and fourth example in the form of its Leaders in Teaching scheme, operational in Rwanda, and its Centre for Innovative Teaching and Learning in ICT that both retain a similar purpose, aiming to support education technology (EdTech) entrepreneurs.

“You can’t have good quality education without good quality teaching, and that’s what these initiatives look to address,” she adds. ing 30 million young people in Africa, especially young women, to secure dignified and fulfilling employment by 2030,” Kerr reveals. “We feel employment is a predictor of people’s pathway out of poverty. But at the same time, we know we can’t achieve that goal alone and are working with governments, the private sector and young people themselves in order to try and achieve this.”

The Mastercard Foundation Scholars Program also holds a similar purpose, geared towards developing and supporting the next generation of leaders, innovators and job creators in Africa. Here, the enterprise has

THE CRITICAL TOOLS OF CHANGE These programmes provide just a few examples of what is an extensive social portfolio, Mastercard Foundation also upholding initiatives related to rural and agricultural finance, next-gen financial services and its EleV drive.

What is clear, however, is that the organisation’s efforts as a funder, convener and catalyst for change will be crucial in tackling the challenge of African unemployment in a relevant, coherent manner moving forward.

For Kerr, the outlook is equally

optimistic. Eluding to talks of the creation of a single market in Africa, she concludes our conversation by reiterating the sheer multitude of grassroots benefits that can be incited by education.

“There’s a strong focus on the role of human capital in accelerating progress, development and economic transformation right now, both in Africa and globally, and education will be critical in empowering this. It can help break the cycle of poverty, help people to realise their full potential, strengthen communities, address issues around identity and conflict, and foster tolerance and peace.

“However, I would have to say that our biggest source of optimism right now is young people themselves.

Every time we come into contact with them, we’re incredibly inspired by how bright they are, how passionate they are, how driven they are.

“They have fantastic visions for their communities and countries and are generating truly innovative ideas. I personally believe that they are going to be the engine for driving change in Africa.”

Africa Outlook issue 76 | 13

AFRICACOM

TURBOCHARGING TRANSFORMATION Our purpose is to enable more people and enterprises to participate in Africa’s thriving digital economy,” muses Tom Cuthell, Portfolio Director of AfricaCom event organiser Informa.

“Through top quality knowledge and networking, AfricaCom equips business leaders, technology experts, policymakers, investors and startups to propel Africa towards the fourth industrial revolution (4IR). Bridging the digital divide, increasing IT investment and embracing emerging technologies has the potential to elevate African economies and we want to accelerate that process.”

Held at the Cape Town International Convention Centre, 2019’s edition of AfricaCom will welcome thousands 14 | Africa Outlook issue 76

of industry stakeholders through its doors on November 12-14.

Here, Cuthell answers our questions on what lies in store.

Africa Outlook (AfO): What can we expect from this year’s event specifically?

With the 2019 edition of AfricaCom on the horizon, we spoke to the event organiser Tom Cuthell, to find out what lies in store for delegates in Cape Town Edited by: Tom Wadlow

Tom Cuthell (TC): The key new feature this year is AfricaTech – a new part of the show dedicated to enterprise digital transformation and emerging technologies. AfricaTech will include the AI Summit, IoT World, Fintech Africa, Blockchain Africa and Data Centres Africa. We’re also launching the AfricaTech Centre Stage, a second keynote stage – free for anybody to attend – covering everything from the future of work, to blockchain for busi-

TECHNOLOGY ness, to cybersecurity, agri-tech, digital skills development and e-sports.

The AfricaTech exhibition will be split into different technology zones so our attendees can quickly identify the content and people that matter most to them. For over 20 years, there has been no better place to meet everybody who’s anybody in African connectivity and communications than at AfricaCom. AfricaTech will ensure that the same now applies to enterprise digital transformation.

Beyond AfricaTech, you can expect special features on women in tech, the implications of 4IR for the future of work, the latest on 5G rollout, expert insights on how IT investment can strengthen African economies and 15,000 telecoms and technology professionals to do business with.

AfO: I see that AI, IoT, blockchain, fintech and data centres are key focus areas of this year’s event. Can you explain the thinking behind this?

TC: Recent years have seen a surge in interest in enterprise digital transformation. Disruptive new technologies such as, AI, IoT and blockchain, quite recently considered to be ‘on the horizon’, are now being implemented. The same applies to cloud and data centre developments and will shortly apply to 5G. Major industries are already being disrupted and the ability to embrace digital transformation is becoming a defining feature of leading enterprises on the continent.

We aim to provide the thought

leadership urgently needed in each of these areas. All these topics will be covered in depth across our 16 different conference tracks. Attendees can expect frontline emerging technology investment and integration feedback, real use cases and honest analysis that cuts through all the marketing hype.

AfricaCom is unique in that it connects the dots when it comes to new technologies. In an age of IT convergence, nothing should be considered in isolation, so we structure the programme to unite every part of Africa’s vast technology ecosystem.

AfO: Can you tell us more about the Sustainable AfricaCom initiative?

TC: Connecting the unconnected and applying new technologies to industries like agriculture, healthcare, education and other public services has clear socioeconomic benefits. Our objective is to empower our community to accelerate and scale this process.

Each year we support a number of initiatives that help to extract the maximum socioeconomic value from digital transformation. AfricaCom’s chosen sustainability partners include Code for Cape Town, Mellon Educate and their building blitz projects, and Africa50, via the Africa50 Innovation challenge.

Each organisation has a different focus, but the common theme is improving digital inclusion and ensuring that technology investment has a positive human impact that everybody, from every walk of life, will benefit from.

AfO: Generally speaking, is Africa’s technology industry where it should be right now?

TC: Yes and no. There’s a lot of hype around 4IR and new opportunities as-

sociated with the application of technologies like 5G, AI and blockchain and some incredible progress being made, but work needs to be done to ensure that everybody benefits. There’s no doubt that Africa has a thriving digital economy, but to unlock widespread societal benefit and economic prosperity we need a more inclusive digital economy.

Our community puts a great deal of energy into bridging the digital divide, promoting digital skills development and supporting the tech startup ecosystem, which this is reflected in the themes being discussed at AfricaCom. Africa’s tech industry is expanding at a phenomenal rate so it’s a very exciting space to be in right now.

AfO: Looking ahead, can you make any key predictions or forecasts about its further development?

TC: Some areas to watch are AI for enterprise, IoT ecosystem development, the impact of blockchain on banking and financial services, 5G roll-out and, of course, all the services it will enable, as well as more general themes like cybersecurity and data privacy, African smart cities and the future of work in a 4IR context.

On the AfricaTech Centre Stage we’ll be challenging a panel of experts to tackle the question, ‘Technology is fundamentally re-shaping the way we do business: What should enterprise leaders expect in two years, five years, 10 years and 20 years, and how should they respond?’ so come along and find out!

Africa Outlook issue 76 | 15

TOPICAL FOCUS

16 | Africa Outlook issue 76

ECOTOURISM

RWANDA’S RESPONSIBLE REVENUE Ecotourism is no longer a buzzword invented in the 1990s. For Rwanda, it represents a vital stream of income which helps to preserve its natural wonders and boost its carbon-free credentials Writer: Tom Wadlow

Africa Outlook issue 76 | 17

TOPICAL FOCUS

F

or eight years the travel and One vibrant subsector gaining tractourism industry has been tion is ecotourism. growing faster than global GDP. Representing more than 150,000 In 2018 the sector expanded by 3.9 professionals, individuals and organpercent (versus 3.2 percent global isations across 190 countries, The InGDP growth) and contributed $8.8 ternational Ecotourism Society (TIES) trillion and 319 million jobs to the world has been advocating ecotourism economy, a record-breakactivity since 1990, citing it ing return. as a solution to the problem And the trend is set of over-tourism. to continue. The travel According to TIES, 4.9 * and tourism sector now percent of global emissions Revenue generated accounts for one in five stem from tourist activity, by tourism in 2017 of all new jobs created largely through transporworldwide and is forecast to contribtation hotels, while in some countries’ ute 100 million new jobs globally over tourism accounts for some six percent the next 10 years, accounting for 421 of water consumption. million jobs by 2029.

However, in regard to acting for the betterment of the global environment and societies the world over, the organisation recognises that the industry is “uniquely positioned because people are compelled to protect what they love”.

Located in the largest valley of the country’s capital city, Kigali, the park will span 134 hectares and echos its wider plans to become a 100 percent carbon emission free nation in the coming decades.

Costing around $5 million to build, it is expected to be completed in 2022/2023 after the Rwandan government decided to appoint a new contractor to the project earlier this year.

Speaking to Rwandan news outlet The New Times, Jules Djangwani, the project coordinator at Rwanda Environment Management Authority, said: “The budget has increased because there are changes and additional elements from initial quotation. * “For example, the design IN FOCUS – of the man-made lakes Number of visitor arrivals in 2017 RWANDA changed to be able to In Rwanda, the synchronise with a river construction of Nyandungu that crosses through the proposed Urban Wetland Eco-Tourism park. There are also additional Park reflects this sentiment. infrastructures.”

$438

MILLION

1.2

MILLION

*pop-out statistics relate to Rwanda

18 | Africa Outlook issue 76

ECOTOURISM

201

* Once finished, the project up with its ecological ethos. from $750 to $1,500, the Indeed, Rwanda has won a is expected to provide social increase in levy aimed at reputation for tackling green and economic advantages developing the comNumber of business issues. to surrounding communities munities in and around events hosted by and support biodiversity For example, its ban on Volcanoes National Park.

Rwanda in 2018 and conservation across the plastic bags has been enforced Specialised gorilla treks for a decade, while its new Bugesera 134-hectare site. can cost as much as $15,000.

Airport will be the first green Djangwani added: As well as being one of very few safe * airport in Africa once it is fin“We have started homes for mountain gorillas, Volcaplanting forests comished by the end of 2020. noes National Back in the ecotourism posed of native species, Park is also * Average daily amount realm, huge efforts have gone Africa’s oldest paving bicycle and spent by tourists into preserving one of the pedestrian pathways, national park and Average daily spend of country’s greatest natural assets – the excavation of the man-made lakes for arguably one of conference attendees recreational purposes and setting up gravely endangered mountain gorilla. its most spectac- between January and Volcanoes National Park is home a drainage system to control flooding ular, opening in July to a safe sanctuary for these magnifamong other activities.”

1925 and home icent animals, where small groups of The Nyandungu Urban Wetland to no fewer than five volcanoes in its tourists can see them in their natural Eco-Tourism Park will also house 160-square-kilometre basin. facilities for meetings, events and even habitat. Due to the income generated In the Congo, however, the story is weddings, the river dividing it into two by these visits (it is not cheap to go a far different one. Gorillas are often and see them), local distinct parts. caught in the crossfire * residents are In terms of generating of militia warfare or fall aware they will revenue, the park will victim of poachers, who Number of conference kill them and sell their charge an entrance fee earn more delegates hosted in 2018 meat or keep them alive by keeping to visitors, optionmountain al guide fees, and as trophies. gorillas alive. provide photography Rwanda, thanks to its ambitious In May 2017, the services, with certain conservation ambitions and the value areas of the site potenRwandan tourism placed on seeing its wildlife in their board increased pertially available for hire if habitats, is turning itself into a flagmits for gorilla trekking proposed events match bearer for regional ecotourism.

$43

$300

38,745

Africa Outlook issue 76 | 19

ESWATINI

Eswatini

Whether you’re looking for the culturally fascinating, a captivating wildlife scene or welcoming tourist offerings, Eswatini holds much of the best that Africa has to offer Writer: Jonathan Dyble | Project Manager: Krisha Canlas

20 | Africa Outlook issue 76

BUSINESS TRAVEL GUIDE

A

small, landlocked country dwarfed by South Africa to the west, it’s often easy to miss when looking at a map of Africa. Yet the country is evidence that good things indeed come in small packages.

Home to Africa’s only remaining absolute monarchy, the country is steeped in tradition and histories – an abundant cultural background that was most recently showcased during what was referred to as ‘50/50’ in April 2018.

The celebrations marked both King Mswati III’s 50th birthday and 50 years of national independence, an occasion that saw its name change from Swaziland to its precolonial name of Eswatini, meaning place of the Swati people.

50/50 was not a one off, however.

Ceremonies and festivals are common practice amongst its populations, while the country is also home to some of Africa’s best wildlife, numerous adrenaline-inducing activities and a delicious, thriving culinary scene.

“Eswatini is a land of many wonders, with unparalleled diversity of fauna and flora,” states Linda Nxumlao, Chief Executive Officer of Eswatini Tourism Authority.

“Our ancient traditions, events, scenery, good climate, topography and friendly people remain the essence of our country. We want to invite more people to come and experience not only our attractions, landmarks or eateries, but the Kingdom as a complete tourism destination.”

Africa Outlook issue 76 | 21

ESWATINI

PHOTO BY STEFAN KRASOWSKI - WIKIMEDIA.ORG/W/INDEX.PHP?CURID=38527130

The Business End

IN THE CONTEXT of the socioeconomic development of the continent, Eswatini boasts one of the best economic growth records in Africa.

This reputation is largely owed to the country’s relatively liberal policies, welcoming both foreign and private investment. This approach is best evidenced by the ongoing success of the country’s flourishing mining sector, alongside buoyant wood pulp, fruit canning, clothing and textiles and manufacturing industries.

Yet at the same time, the Kingdom’s economic achievements are somewhat limited by a relative dependence on both the cultivation of sugar cane and role of South Africa. From imports to investment to employment, this reliance leaves it relatively vulnerable.

However, the country’s tourism offering is beginning to help to change this.

Having grown rapidly during the South African apartheid era, with visi22 | Africa Outlook issue 76

FACTS & FIGURES

His Majesty King Mswati III tor numbers rising from 89,000 in 1972 to 258,000 in 1989, the industry has since established itself as crucial to the modern development of Eswatini.

Last year, 1.277 million people visited the country, 814,220 of which came from South Africa. However, this regional influx is accompanied by a growing international audience, driven forwards by its ecotourism offerings and culturally acclaimed status, with German, UK and US tourists having visited the Kingdom in their tens of thousands last year.

Languages: English, Swati Monarch: Mswati III Area: 17,364 km Population (2017): 1.367 million GDP (2017): $4.4 billion Currency: Swazi lilangeni Time zone: South Africa Standard Time Dialling code: +268 Internet TLD: .sz

BUSINESS TRAVEL GUIDE

In Focus Manzini

PHOTO BY KRASSECHECKER AT GERMAN WIKIPEDIA, CC BY-SA 3.0,

King Mswati III International Airport - Terminal

PHOTO BBY USER: BGABEL AT WIKIVOYAGE SHARED, CC BY-SA 3.0

FORMERLY KNOWN AS Bremersdorp (until 1960) and often nicknamed ‘The Hub’ of Eswatini, Manzini is the country’s foremost urban epicentre and the capital of the country’s Manzini region.

The city is built around the Central Business District, both situated in close proximity to the country’s key MR3 highway and acting as the closest major town to the King Mswati III International Airport, found 57 kilometres east, which opened in 2014.

Today, the city is renowned as an integral agricultural and industrial lifeline of the Kingdom, owed to its central location, with locals and internationals travelling in from all four regions of the country to conduct business of all kinds.

It is also home to roughly 100,000 people, often making it the origin of major investments, evidenced by an equally buoyant commercial scene.

From two large malls to the famous Manzini open air market, the city combines its cultural traditions with an air of modernity, making it the ideal base for business travellers and tourists alike.

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ESWATINI

Eswatini Tourism Authority

ONE KEY STAKEHOLDER helping to propel Eswatini’s thriving tourism segment forwards is Eswatini Tourism Authority (ETA).

Initially established through the Swaziland Tourism Authority Act of 2001, the organisation has since played a key role in specifically marketing the Kingdom as a leading national tourism destination.

“Our vision is to position the Kingdom as a world-class tourism management organisation and lead it to becoming a tourism destination of choice in Africa by 2023,” Nxumlao affirms.

Here, the Chief Executive Officer answers our questions, showcasing the organisation’s achievements and the country’s ever-improving business travel and tourism offerings.

Africa Outlook (AfO): Since inception, how has the Eswatini Tourism Authority developed and progressed in terms of its key objectives and the messages it tries to get across?

Linda Nxumlao (LN): Our key objectives haven’t changed since inception.

We develop the tourism sector as a national priority in an environmentally 24 | Africa Outlook issue 76

Linda Nxumlao, Eswatini Tourism Authority, talks of interesting times for the country sustainable and culturally acceptable manner; market Swaziland as a tourism destination through the provision of a platform for industry stakeholders; encourage, facilitate and promote local and foreign investment in the tourism industry; and ensure the contribution of tourism to the socioeconomic development of the Kingdom of Eswatini. Our key message and prom-

ise to our source markets remains The Royal Experience.

Times have nevertheless changed.

We are learning to brew a balanced concoction of traditional and modern elements in our marketing strategies.

The Kingdom of Eswatini prides itself in its ancient traditions and culture.

Others might perceive Eswatini as backward and vulnerable what with it being a one-language, landlocked country, but we cannot ditch our heritage at the slightest scare. New approaches are the talk of town these days, but these enhancements are for other elements of the industry, while when it comes to our culture it is more a case of wine – getting better with age.

The ETA’s strategic direction for the next five years is primarily a market penetration focus, where we will work harder and smarter to penetrate existing markets and undertake existing product improvement as well as adding a secondary focus of new regional markets not previously targeted. We will explore the international market clad with our gifts of imperfection and upscale our online visibility, as keeping an appearance online is just as

BUSINESS TRAVEL GUIDE

important as showing face to remain top of mind in the industry. We’re also getting ready to dazzle the international market with ground-breaking, new marketing efforts that are nicely blended with traditional methods.

AfO: How would you say Eswatini has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal?

LN: We have certainly developed more as a business travel hub over the past 10 years. The ETA has actively participated in Meetings Africa every year for the past 10 years. Meetings Africa is one of Africa’s major tourism trade shows – a great platform that showcases the Kingdom of Eswatini as a premier business events destination and connects a global network of decision makers, buyers, executives and event organisers.

Meetings Africa saves destination buyers tonnes of research through the internet, telephone and other means as they easily connect with us directly. In recent years, the global meetings industry has begun to recognise Africa as a sought-after destination. The Kingdom of Eswatini attends without fail to showcase its diverse offerings to meetings industry professionals who we can partner with to help transform our Kingdom into an economic powerhouse.

Meetings Africa has also provided us with an excellent platform to begin the conversation around business opportunities available, enabling event organisers like Reed Exhibition with the International Convention Centre currently being constructed in the Kingdom. Reed Exhibition is one of the world’s leading business event organisers. They organise over 500 events in 30 countries every year, attracting more than seven million participants.

We are confident that awareness about Eswatini and connections made during such shows will result in more people considering the country as their destination for business and leisure.

AfO: Why, in your opinion, should someone visit Eswatini?

LN: We are known as exceptional hosts, which comes naturally to us as Emaswati. Our humility and friendliness to our visitors continues to be our most valuable asset. Our Kingdom is also very small in size compared to our neighbours and this makes it easy for tourists to spend less time on the road.

We also develop our tourism products and experiences based on Eswatini’s key attractions, like culture which offers safety and consistency to our visitors. We are also an English-speaking country which makes it easy to communicate with everyone.

Our geographical position between Kruger National Park/Mozambique and Kwa-Zulu Natal works wonders for us as we have good quality major roads, an exemplary rhino conservation record along the way and an un-spoilt natural landscape and scenery. We are also very famous for our

exclusive range of adventure activities like caving. We shall continue to be guided by our values that ensure we stand out from the other nations. For more information please visit www. thekingdomofeswatini.com AfO: What trends are transforming the tourism industry in Eswatini at present? How are you responding to these trends?

LN: We have noticed, with great interest, that more than 50 percent of the total arrivals to Eswatini are aged between 25 and 45 years of age. This market segment is very important to us. These are the people at the centre of popular culture creation right now.

They love travelling and entertainment is very imperative to them. The world youth tourism industry is forecast to reach approximately 190 million international travellers per year. Further, according to UNWTO forecasts, in 2020 there will be about 300 million

“OUR KEY OBJEC­TIVES HAVEN’T CHANGED SINCE INCEPTION. WE DEVELOP THE TOURISM SECTOR AS A NATIONAL PRIORITY IN AN ENVIRONMENTALLY SUSTAINABLE AND CULTURALLY ACCEPTABLE MANNER”

Ngwempisi River

Africa Outlook issue 76 | 25

ESWATINI

young people who will travel in a year, accounting for $320 billion in market value. The development of this market presents a unique opportunity for us and we have exciting imminent innovations to capitalise.

AfO: How do you see Eswatini developing as a business travel hub over the next year to two years?

LN: As far as events and tourism is concerned, the role of our government has significantly changed over the last year. The Government of Eswatini now supports and promotes events as part of our strategy for economic development, nation building and cultural tourism. These events, in turn, are seen as an important tool for attracting visitors and for enhancing our image.

Major events like Umhlanga Reed Dance, Marula Cultural Festival, Swazi Rally, Standard Bank Luju Festival, Eswatini Mobile Explosion and MTN Bush Fire Festival have the poten26 | Africa Outlook issue 76

“THE GOVERNMENT OF ESWATINI NOW SUPPORTS AND PROMOTES EVENTS AS PART OF OUR STRATEGY FOR ECONOMIC DEVEL­OPMENT, NATION BUILDING AND CULTURAL TOURISM” tial to deliver significant economic and strategic marketing benefits to the Kingdom of Eswatini. The MTN Bushfire and Umhlanga Reed Dance, for instance, are two of the Kingdom of Eswatini’s major tourist attractions, evidenced by the thousands of visitors who flock to our shores during the weekends of the festival and ceremony. The MTN Bushfire 2019 Festival alone generated E81.2 million ($5.52 million) in revenue which contributed to the economy of the country. As the Eswatini government agency responsible for attracting visitors to travel to and through Eswatini, we provide marketing and publicity support to these events.

AfO: Are you optimistic about the future of the tourism industry in Eswatini?

LN: We are very optimistic about the future of inbound travel to Eswatini.

And we would like to extend a warm welcome to all new and returning visitors reading this; and say they are more than welcome in the Kingdom of Eswatini. We promise them nothing short of the Royal Experience.

ESWATINI TOURISM AUTHORITY Tel: (UK): 0115 972 7250 info@thekingdomofeswatini.com www.thekingdomofeswatini.com

BUSINESS TRAVEL GUIDE

Creating lasting Memories

Old Mbabane Manzini Road, Ezulwini, H106 / Private Bag, Ezulwini | Tel +268 2416 5000 | www.suninternational.com

Africa Outlook issue 76 | 27

ESWATINI

Outlook Recommends “Rewarding wildlife watching? Tick. Adrenaline-boosting activities such as rafting and mountain biking? Tick. Lively and colourful local culture, with celebrations and ceremonies still common practice? Tick” – Lonely Planet

HOS P ITALITY

T R A N SP O RT

NATURE RESERV ES

Royal Swazi Spa

Trenchtown Cruise Tours

Mlilwane Wildlife Sanctuary

Piggs Peak Hotel & Casino

Affordable Car Hire & Van Rental

Mbuluzi Game Reserve

The George Hotel

Avis

Matenga Nature Reserve

28 | Africa Outlook issue 76

BUSINESS TRAVEL GUIDE

Piggs Peak Hotel & Casino Piggs Peak Hotel and Casino is strategically located in the northern part of Swaziland and is set in a large, lush and beautiful Pine Forest with manicured garden lawns, atop the majestic lofty mountainous peaks of the tiny Kingdom.

MUS EU MS

Bulembu Museum The Sugarcane Museum National Museum

One of the major attractions here is the casino that offers a carefully selected mix of the most exciting gambling games, such as automated Touch Roulette and automated Touch Blackjack, plus fantastic slot machines. The small and intimate casino ensures personal attention and that everyone is treated like a VIP. (+268) 2437 8800 | www.piggspeakhotelandcasino.co.sz King Mswati 11 Highway,Kingdom of Eswatini res@piggspeakhotelandcasino.co.sz | gm@piggspeakhotelandcasino.co.sz

Outlook Creative Services

Outlook Publishing’s awardwinning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

Africa Outlook issue 76 | 29

ESWATINI

Transport Links ESWATINI’S TRANSPORT OFFERINGS are relatively typical of much of Sub-Saharan Africa. Local buses connect towns and villages throughout the country, while shared minibus taxis are also commonly found, only departing when full and acting as the main form of public transport.

For those wanting to explore both Eswatini’s rural side, often in the form of wildlife sanctuaries,

Downtown of Mbabane, capital city of Eswatini 30 | Africa Outlook issue 76

and the urban towns of Mbabane, Manzini, Big Bend and Lobamba, self-driven car rental is arguably a more attractive option, however.

The country’s main highways are all tarred, and its unpaved roads are in relatively good condition, making the Kingdom relatively easy to navigate even for inexperienced travellers.

“Getting around via road is definitely the best option,” Nxumlao affirms.

“We are also told that over 60 percent

of travellers that want to reach either Mozambique or KwaZulu Natal from other parts of South Africa prefer travelling through Eswatini.

“The same applies to those who want to travel to South Africa from Mozambique. We are glad that they get to experience Eswatini’s unique MR3, MR16 and MR6 roads which offer an exciting sight-seeing experience as a route.”

BUSINESS TRAVEL GUIDE

Landmark Attractions NGWENYA MINE AND LION CAVERN “Ngwenya, which means crocodile, describes the shape of Eswatini’s (Swaziland’s) second-highest mountain, looming above the Ngwenya border post. On its southern flank is the oldest mine in the world – an iron ore mine dated by archaeologists to at least 43,000 years ago. The mineral mined here was specularite, an ore with a glittering sheen that was traditionally worn by chiefs as body paint for ceremonial occasions” – thekingdomofeswatini.com

SWAZI MARKET “Mbabane, Swaziland’s cool-climate capital, is home to the Swazi Market, a must-see attraction for souvenir-starved tourists. It lies at the south end of Allister Miller Street, the town’s main shopping street. The stalls here brim with fresh produce, pottery, hand-made baskets, masks, traditional fabrics, soapstone carvings, and beaded jewellery” - Planetware

MANTENGA CULTURAL VILLAGE “Mantenga Cultural Village is situated in the Mantenga Nature Reserve and provides visitors with an opportunity to experience traditional Swazi culture and lifestyle in a fully interactive setting. Visit a Swazi family at home, learn the ancient skill of weaving a traditional beehive hut, try your hand at cooking over an open fire, or grinding maize in the time-honoured way” – swazi.travel

ALL SAINTS CATHEDRAL “Enter the Anglican All Saints Cathedral for a sense of community togetherness in a cosy personal setting. Admire the cathedral’s connection with old English architecture, and attend a mass to experience an escape from the bustle of the capital city” - Inspirock

Africa Outlook issue 76 | 31

LESOTHO

LESOTHO Fully encircled by South Africa, Lesotho is a unique country set high in the mountains, its natural beauty beginning to become more discovered as greater numbers of tourists cross over the border Writer: Tom Wadlow | Project Manager: Krisha Canlas

W

holly contained within South Africa and sustaining a long history of political autonomy, Lesotho is one of the region’s most scenic little countries.

Surrounded by mountains and home to a growing tourism industry, it is one of just three countries in the world to be completely surrounded by another country, the others being the Vatican City and the Republic of San Marino, both encircled by Italy.

Being in such proximity to a well-developed nation such as South Africa makes accessing Lesotho relatively straightforward from the likes of Durban and Johannesburg, although the terrain and culture to be found here is contrasting.

32 | Africa Outlook issue 76

An alpine nation, one of the best ways of experiencing its customs and traditions is to hike and trek through the mountain villages, pony trekking being renowned as a particularly memorable activity.

And more and more people are beginning to enjoy the natural sights on offer in Lesotho, the country attracting over a million international visitors in 2018, a marked increase on the 400,000 welcomed just seven years previously. Its capital city, Maseru, is also thought to be one of the most attractive cities in the whole of Southern Africa.

BUSINESS TRAVEL GUIDE

Africa Outlook issue 76 | 33

LESOTHO

The Business End LESOTHO’S ECONOMY IS heavily reliant on South African input, the two countries operating in a customs union and sharing important infrastructure such as communications networks and the Highlands Water Project.

The latter is a large-scale water transfer scheme that exports water to South Africa and produces hydroelectric power for Lesotho, a vital power resource for the nation and a project which took off in the 1980s and saw the first phase completed in 1997 with

the building of the Katse Da and the Muela Hydroelectric Power Station (inaugurated in 1999).

Manufacturing is a new addition to Lesotho’s economic output, albeit dominated by small-scale enterprises producing goods such as furniture, ceramics and jewellery.

Tourism is considered to be a strong growth opportunity, this optimism reflected in recent statistics which point towards an expanding sector.

For example, in 2018 tourist arrivals

hit 1.2 million, a figure which represents a 3.1 percent increase on 2017 according to the Lesotho Tourism Development Corporation. In monetary terms, this equated to M488 million in revenue (excluding domestic expenditure), economic activity which has resulted in the creation of around 2,700 jobs.

The country has done much to develop its tourism base, building roads and pony trails while also investing in hotels and ski resort facilities.

FACTS & FIGURES

Capital: Maseru Official languages: Sotho, English Area: 30,355 km2 Population (2018): 2,039,000 GDP (2017): $349.4 billion Currency: Loti Time zone: South Africa Standard Time (GMT+2) Dialling code: +266 Internet TLD: .ls Climate: Temperate

34 | Africa Outlook issue 76

Wide angle photo of the Katse Dam wall in Lesotho

erched 2874m above sea level, Sani Mountain Lodge(formerly known as Sani Top Chalet) peaks the formidable Sani Pass, located along Southern Africa’s highest mountain range, the Maloti Drakensberg range, which is straddled between the western part of the South African province of Kwa-Zulu Natal and the eastern district of Mokhotlong in the Kingdom of Lesotho, within the acclaimed UNESCO World Heritage site uKhahlamba-Drakensberg. This unmistakably unique eco-lodge has been an iconic local and international destination for more than 50 years.

The main lodge is comprised of fully furnished Basotho-style round huts in single, double and family rooms configurations all en-suite with cosy fireplaces, hot running water and homely amenities. A night stay includes a warm breakfast and a hearty dinner in the main dining room.

Due to our remote location, as part of our ecological responsibility all energy is natural and self-generated thus, we therefore encourage use of it consciously.

As anyone who has conquered the daunting summit of Sani Pass would attest, the best reward lies with a drink of choice at the well-stocked Highest Pub in Africa for which the Lodge is known for, with spectacular panoramic view of the mountains, the ever-winding Pass and the escapement - a sight fit for the Gods indeed.

The Lodge offers various activities including horse riding, hiking trails, indigenous flora and fauna (found only in this area in the world), bird watching, (including the endangered Bearded Vulture endemic to this area), local village cultural and 4x4 tours and a unique summit of Thabana-Ntlenyane, the highest peak in Southern Africa.

The high altitude and lack of pollution makes for memorable stargazing, unique sunrises and romantic sunsets popular with photographers and leisure seekers.

The Lodge provides a home for Adventure seekers, Nature lovers, families, honeymooners, geoscientists, holidaymakers, athletes, and travel seekers alike.

Sani Mountaiwn Lodge is sure to leave a lasting impression whatever your interest.

To make a booking contact our Reservations Office at res@sanimountain.co.za or +27 (0)78 634 7496 or head over to our website at http://www.sanimountain.co.za/ to make booking. Please note that all travellers will require a passport, however, please check your consulate to see whether you require a visa.

GET AWAY FROM IT ALL

Rhett Calvert

LESOTHO

Lesotho Tourism Development Corporation THE LESOTHO TOURISM Development Corporation (LTDC) is a parastatal organisation established in 2002, its mandate to promote tourism in the country.

It is a semi-autonomous organisation with its board of directors mostly comprising private sector representatives. LTDC is mandated to provide leadership in the development of a strong and vibrant tourism industry which contributes to sustainable economic growth, job creation, poverty alleviation, and protection of the natural and cultural environment.

Mpaiphele Maqutu, CEO, answers our questions.

Africa Outlook (AfO): Since inception, how has the Lesotho Tourism Development Corporation developed and progressed in terms of its key objectives and the messages it tries to get across?

Mpaiphele Maqutu (MM): LTDC has been implementing a number of strategies, including the development of the National Tourism Brand, which is built upon Lesotho’s natural and cultural signature attributes. As part of quality assurance measures, LTDC has also implemented a Quality Star grading programme for local accommodation facilities. Continuous training and strengthening of the private sector as the main role player in tourism development in Lesotho is also on the cards, together with promotion of commu-

36 | Africa Outlook issue 76

nity participation in tourism initiatives.

To date, a significant number of local tour guides have been trained and are showing remarkable progress in the tour operation business.

AfO: Why, in your opinion, should someone visit Lesotho?

MM: Lesotho is famous for its spectacular scenic beauty, branded by breathtaking mountain ranges, towering peaks, a rich variety of flora and fauna, crystal clear streams, surging waterfalls, diverse culture and a snow blanket seen high in the mountains across the country in winter.

Travellers should visit our beautiful kingdom in the sky because it has a myriad of activities for adventurers, cultural enthusiasts, sportspeople and academics. The mountains, landscape and high altitude lure bikers, 4X4 riders and hikers to explore them in search of adrenaline teasing challenges and adventure. In the southern part of the country, the Maluti Drakensburg Transfrontier Park forms part of the

itinerary for any visitor to Lesotho, offering majestic scenery and a wide variety of flora and fauna. The waters of Lesotho also allow for canoeing, boating and fishing among a hive of other activities.

Lesotho is also a hub for a variety of interesting handmade crafts which make rare and beautiful souvenirs, most of them inspired by Basotho culture and iconic natural attractions found across the country. Those who wish to explore routes on foot and experience the Basotho culture and the simple charms of our local traditional hospitality will also find what they are looking for. The traditional homecooked dishes coupled with cultural stories told by our local guides and native Basotho people will leave you in awe and stay with you forever.

AfO: What trends are transforming the tourism industry in Lesotho at present? How are you responding to these trends?

MM: The figures indicate that between 2014 and 2018 tourism receipts rose by 30 percent, while investment in accommodation alone has increased by 20 percent.

A remarkable positive trend is also transforming the industry in terms of domestic tourism awareness. For the third year, we are busy promoting domestic tourism and more spending at local attractions. This has been made possible by implementation of the

Having A Lush Oasis In The Heart Of The City

Escape to the mountain kingdom. Avani Maseru Hotel is conveniently located in downtown Maseru, providing the perfect base for business meetings, weddings or unwinding by the pool.

Explore cliffs and crags. Go fishing and eat your fresh catch. Soak up fun and adventure and get sunbaked by the pool. Stay and play in the heart of Lesotho’s capital city. At Avani Maseru Hotel, each day is effortless. Take a short drive or walk to the malls, or the city’s business, sports and entertainment districts. The hotel is located just a five-minute drive away from the Maseru border post and a 30-minute drive from Moshoeshoe I International Airport.

• Located in central Maseru, with short driving or walking distance to various shopping centres • 10-minute walk to Maseru Golf Course • 5-minute drive to Maseru border gate • 30-minute drive to Moshoeshoe I International Airport with airport shuttle service available

LESOTHO

national tourism campaign dubbed “visit your country first”, which seeks to encourage Basotho to travel more around Lesotho.

We are also currently involved in crafting and revision of the tourism policy in support of the private sector in their different tourism related business operations.

AfO: How do you see Lesotho developing as a business travel hub over the next year to two years?

MM: The advent of mega international events such as the famous LETOFE, Maletsunyane Braai Festival and others which attract visitors from the majority of Southern African neighbouring countries is a true reflection of the fact that Lesotho is making significant strides in becoming a travel business hub.

Together with new investments in accommodation facilities, shopping and business facilities across the country, we believe Lesotho will begin to enjoy the benefits of these developments in the next couple of years and beyond.

We probably need to copy and learn from the best practices of other countries such as Rwanda in promoting the MICE sector as a niche market for tourism promotion in Lesotho.

In recent years, we have also seen the birth of an all business expo which occurs at one of the districts in Lesotho, and we are noting a remarkable growth and believe that through this initiative, the business fraternity will realise much needed success in the coming years.

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is also worth noting – it will open doors for tourism growth and investment in the area.

AfO: Are you optimistic about the future of the tourism industry in Lesotho?

AfO: Are there any plans or projects in the pipeline that you wish to highlight?

MM: The main aim is to continue creating awareness about Lesotho’s tourism product offering locally and internationally through our brand identity, as well as to promote it as an investment hub. As mentioned earlier, we are currently working on the tourism policy, which aims to iron out all bottlenecks.

With the new airport refurbishment/ upgrade project in the pipeline, we are also looking forward to increased business opportunities, since business and other travellers will be able to connect directly to Lesotho without having to pass through OR Tambo in South Africa. The new developments at the Lesotho Highlands Water Project further offers massive opportunities for tourism and other business investments.

We are also excited about the Semonkong Visitor Comfort Facility, which is nearly complete. Through this facility we aim to make Semonkong a hub for community led tourism with the possibility for the growth of other sectors such as agriculture. Current road construction projects such as the building of a road from one of the southern towns, Qacha’s Nek and our flagship National Park, Sehlabathebe,

MM: In partnership with our hospitality sector, the QUALStar Grading Program is growing steadily – we are aiming to offer quality services that resonate with those offered in the international space. We will continue to promote our brand and encourage travellers to hear our stories and what Lesotho offers for tourists.

With the fourth industrial revolution in place, we have sought to embrace technology and innovation in our marketing strategies, evident from the tourism mobile app Lesotho Guider, whose main purpose is to make tourism information services and other related information easily accessible to travellers.

Lesotho has a great story to tell as a destination and we are looking forward to welcoming more visitors whom we believe, based on their experiences in our beautiful kingdom, will amplify our message to the world – so yes, we are very optimistic about the tourism industry in Lesotho.

LESOTHO TOURISM DEVELOPMENT CORPORATION www.visitlesotho.travel/ltdc

A Hotel That’s Close To The City But Feels A World Away

Escape to the ‘Kingdom in the Sky’. Avani Lesotho Hotel & Casino is in Maseru City Centre, allowing customers a short drive or walk to the bustling malls and other shopping centers. The Maseru Border gate is only a 5-minute drive and only 30 minutes to Moshoeshoe I International Airport.

Pony-trek on African highlands, canoe off lush riverbanks or discover folkways on a tribal tour.

Soak up fun in the sun and adventure or unwind by the pool. Let Avani Lesotho Hotel & Casino be your breakaway and make Maseru’s countryside your playground.

• Situated on a hillside overlooking Maseru, the capital of Lesotho, and faraway mountains • An elegant building constructed from sandstone • Located in central Maseru, within short driving or walking distance to various shopping centres • 5-minute drive to Maseru border gate or 30-minute drive to Moshoeshoe I International Airport with airport shuttle service available

LESOTHO

In Focus

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Maseru, Lesotho - the capital city and country’s central business and government district

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MASERU IS THE capital of and largest urban settlement in Lesotho.

Situated on the Caledon River, it lies very close to the South African border near Free State province and was established by the chief of the Sotho nation, Moshoeshoe, in 1869, initially serving as an administrative station for British colonialists.

Evidence of this rule can be seen in a few buildings still standing around the centre of the city, most notably the Cathedral of Our Lady of Victories of the Roman Catholic Archdiocese of Maseru, and the Anglican St. John’s Church.

Following a period of political instability in 1998, the city underwent

an expansive rebuilding programme which has resulted in location which is an ideal place from which to base a trip and set off into Lesotho’s surrounding wilderness.

Despite the country not having a rail network, Maseru is linked to South Africa’s rail system thanks to a short line running to Marseilles on the Bloemfontein-KwaZulu-Natal main line. This is an important transit route for farmers looking to export their produce, as well as workers.

The city is well served by hotels, shops and restaurants, and is the main economic centre of the country. The commerce in Maseru is centred on two neighbouring central business districts, which have developed around Kingsway and serve as major employment centres.

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Maseru

BLUE MOUNTAIN INN – BEREA (TEYATEYANENG) Famous for our wood fired pizzas and situated in the town of Teyateyaneng. Blue Mountain Inn offers the perfect accommodation facilities for the avid traveler and commuting business person. Set in enchanting gardens, it is one of Lesotho’s oldest hotels, established in colonial times. Only 40 km away from Maseru, the facility also offers remarkable conferencing and bedroom options. The lush gardens offer an ideal setting for weddings and private functions. It is also closely situated to various tourism destinations such as Metolong Dam, Kome Caves, Malimong Caves, Mokhothu Caves and many authentic Basotho wool and mohair tapestry producers.

• 98 en-suite bedrooms • 7 conferencing Halls • Fitness Club, Swimming pool • Restaurant and 3 Bars • Property fully secured with armed guards and CCTV • Free Wi-Fi +266 22500 362 info@bmilesotho.com www.bmilesotho.com

MOUNTAIN VIEW HOTEL – LERIBE (HLOTSE) Nestling peacefully in the spectacularly scenic highlands of Leribe, Mountain View Hotel is a haven of hospitality. Only 100 km from Maseru, the capital city of Lesotho, our hotel offers all the comforts and conveniences you desire. Attractions in close proximity includes; Katse Dam, Subeng Dinosaur Foot Prints, AfriSki Mountain Resort, Liphofung Cave Heritage Site, Ts’ehlanyane National Park and The Majestic Mafika Lits’iu Pass.

We offer; • 92 en-suite bedrooms (combination of luxury and standard suites) • 4 Conferencing Halls • 4 Self Catering Chalets, Swimming pool • Restaurant, Private and Public Bar • Property fully secured with armed guards and CCTV • Free Wi-Fi +266 22400 559 info@mvhlesotho.com www.mvhlesotho.com

HOTEL MOUNT MALUTI – MOHALE’S HOEK Exquisitely lush surroundings are the home of this beautiful hotel, set at the foot of the Maluti Mountains in the town of Mohale’s Hoek. Boasting a sparkling Swimming pool and Gymnasium, one also has the benefit of football fields and a basketball court in close proximity. The hotel is also universally accessible.

We are conveniently located close to various tourist attractions such as Masitise Cave House and Quthing Dinosaur Foot-Prints. It is also an ideal location for conferencing away from the busyness of Maseru.

• 88 elegantly en-suite bedrooms • 3 conferencing halls • Restaurant, Private and Public Bar • Property fully secured with armed guards and CCTV • Free Wi-Fi +266 22785 224 info@hmmlesotho.com www.hmmlesotho.com

LESOTHO

Outlook Recommends “Beautiful, culturally rich, affordable and easily accessible from Durban and Johannesburg, mountainous Lesotho is a vastly underrated travel destination” – Lonely Planet

ACCOM MO DAT IO N

Avani Lesotho Hotel & Casino

Sani Mountain Lodge

Nestled on the border with South Africa and sat at 2,874 metres above sea level, the Sani Mountain Lodge is only reachable by 4x4 through the mountain pass and offers its own private paradise once you have arrived.

It also houses what it claims to be the highest pub in Africa.

Hotel Mount Maluti

The Avani Lesotho is situated on a hill just outside of Lesotho’s capital city, Maseru. An ideal base from which to explore the city and the surrounding countryside, the hotel houses 158 rooms and suites and is within walking distance of various shopping districts. It is also conveniently within reach of Moshoeshoe I International Airport and offers a shuttle service.

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Sat at the foot of the Maluti Mountains, Hotel Mount Maluti can cater to solo travellers, family travellers and groups with ease.

The hotel has 88 bedrooms and three fully equipped conference halls.

BUSINESS TRAVEL GUIDE

Bokong Nature Reserve

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Mountain View Hotel

Sehlabathebe National Park

No. 7 Restaurant

Based in the town of Leribe Hloste and just 22 kilometres from the border, the Mountain View Hotel is perfectly placed for visits to a number of landmark attractions, including Katse Dam, the Majestic Mafika Lisiu Pass, Afriski Mountain Resort, Liphofung Cave Heritage site and Ts’ehlanyane National Park.

Rendevouz Ts’ehlanyane National Park

Primi Piatti

Blue Mountain Inn Bokong Nature Reserve

The Regal Restaurant This is one of the oldest hotels in Lesotho, dating back to the colonial era. Located around 40 kilometres outside of Maseru, its 98 rooms are supplemented by five conference halls and a boardroom, making it an ideal place to host business meetings.

Africa Outlook issue 76 | 43

LESOTHO

PHOTO BY STEPHEN MARTIN - MASERU AIRPORT, CC BY 2.0

Moshoeshoe I International Airport

L E S O T H O

Sani Mountain Lodge claims title as highest pub in Africa

MOSHOESHOE I INTERNATIONAL Airport is the main air transit hub in Lesotho, sat 21 kilometres south of Maseru, and can be reached on a daily basis from Johannesburg. However, the best way to get into the country is to fly into South Africa and hire a car.

Once in Lesotho, it is economical and convenient to continue renting a vehicle if you have driven in from South Africa.

Cars can also be hired from Maseru and the airport, but those looking to use public transport will find them44 | Africa Outlook issue 76

selves on one of the many buses or shared taxis that operate around the country. Minibus taxis serve the major towns and some more remote spots.

Road transport is the only way around Lesotho as there are no domestic air routes or train network.

Although possible, it is not advised to cycle great distances because of the country’s mountainous terrain.

Driving should also be taken with caution, not least because many of the nation’s roads are in the process of being upgraded, while weather

conditions can make navigating the mountains dangerous in the winter period.

“Taxis and buses are easy to recognise, the former marked with yellow paint on the middle of the body taxi and names of destinations on the front windows of buses,” says Maqutu. “For your own convenience, it is advisable to book or hire a local tour operator to take you around and explore the country on a tailor made tour that fits your wallet.”

PHOTO BBY KARTE: NORDNORDWEST, LIZENZ: CREATIVE COMMONS BY-SA-3.0 DE, CC BY-SA 3.0 DE

Transport Links

BUSINESS TRAVEL GUIDE

Landmark Attractions MALETSUNYANE FALLS “This stunning 200-metre-plus waterfall is the site of the longest single-drop commercial abseil in the world (for which it actually holds a Guinness World Record). Book the abseil at the activity centre at Semonkong Lodge, and realise that you’ll actually need to train the day before on a shorter drop, just to get the hang of it” – Lonely Planet

SEHLABATHEBE NATIONAL PARK “Established in 1970, Sehlabathebe is an undisturbed area of its own beauty with clear rivers running through it. This park is the national designated nature reserve in Lesotho and comprises 6,500 hectares at an average elevation of 2,400 metres above sea level. The park is ideal for hiking and bird-watching, and contains unusual rock formations and alpine flora” – Mpaiphele Maqutu

KATSE DAM “The dam is one of less than 30 double curvature concrete arch dams in the world, one of the world’s 10 largest concrete arch dams in terms of its volume, and the highest dam in Africa. The dam has, since its construction in 1991, attracted thousands of people who come to see this engineering creation” – Mpaiphele Maqutu

QACHA’S NEK SNAKE PARK “This site is unique in Lesotho, not only because it is the country’s only snake park, but because you can also get your car washed while you visit the anacondas, endemic puff adders and spitting cobras” – Lonely Planet

Africa Outlook issue 76 | 45

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

46 | Africa Outlook issue 76

BUSINESS TRAVEL GUIDE

Nelson Mandela Bay Metropolitan Municipality O ften jostling with Morocco, South Africa is one of continent’s two epicentres of international tourism.

Having consistently drawn more than 10 million people to its shores each year since 2016, numerous South African cities have continued to up the ante with their tourism offerings. But arguably none compare to the diverse, business-meets-pleasure scene of Nelson Mandela Bay. Fittingly named after the country’s most famed figurehead and housing Port Elizabeth, SA’s fifth largest city, the municipality markets itself as an

Home to sun-kissed sand, Port Elizabeth and exotic aquatic and onshore wildlife, Nelson Mandela Bay is the best place to experience city, bush and beach in one trip Writer: Jonathan Dyble Project Manager: Jordan Levey

unrivalled, relaxing retreat, combining the best of urban and beach scenery for business travellers and tourists alike.

Take it from Ereni Louw, Coordinator of IT, E-Marketing and Research for

Nelson Mandela Bay Tourism and a longterm resident, who describes the region as the ideal destination to encounter a wide and diverse variety of experiences.

“During the summer periods we have some of the best and cleanest beaches in the world,” he states.

“Further, wildlife experiences are available all year round and the variety of wildlife species, both marine and terrestrial, are in my opinion unrivalled to anywhere else in the world. There are more than enough family, adventure and entertainment activities to ensure that one can never get bored of being here.”

Africa Outlook issue 76 | 47

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NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

The Business End

50 | Africa Outlook issue 76

Port Elizabeth, and the Port of Ngqura.

Owed to this standing as a major shipping nucleus, it has in turn become a crucial auto manufacturing hub, with the likes of General Motors, Volkswagen and Ford all prospering here.

Couple these key assets with its capabilities to host world-renowned conferences and corporate events of all kinds, and it’s no surprise that Nelson Mandela Bay has firmly established itself as an economic and social highlight of the Eastern Cape.

FACTS & FIGURES

Nelson Mandela Bay Metropolitan Municipality

Languages:

English, Afrikaans and isiXhosa Area: 1,959 km2 Population (2016): 1.26 million GDP (2016): $8.14 billion Currency: South African rand Time zone: South Africa Standard Time Dialling code: +27 Internet TLD: .za Climate: Oceanic

MAP BY HTONL

THESE EXTENSIVE OFFERINGS and vast swathes of attractions in mind, it may come as no surprise that tourism has been the municipality’s primary economic driver since its inception back in 2001. Yet in recent times the industry has equally garnered a new wave of growth.

According to the most recently available statistics from Nelson Mandela Bay Tourism, for example, the region drew well over 300,000 foreign visitors in 2017, up from the 253,800 recorded in 2016.

Ultimately, it’s easy to see why, owed to a 40-kilometre coastline that boasts of sun-kissed golden beaches, warm water and even warmer weather. However, tourism isn’t the only driver of its thriving local economy.

The metro area has a similarly buoyant industrial sector, propelled by its 1.1 million-strong population and two of the country’s key ports – the Port of

BUSINESS TRAVEL GUIDE

In Focus

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KNOWN AS THE 10-minute airport, Port Elizabeth International Airport is situated within five minutes’ drive from both the city’s central business district and beach front, and less than 10 minutes’ drive from most of its most pre-eminent neighbourhoods.

It currently handles more than 1.2 million passengers, 60,000 scheduled flights and 800 tonnes of associated cargo per annum, these numbers having spiked since 2010 following the municipalities key involvement in the 2010 FIFA World Cup. ,

This, coupled with a general increase in tourism, led to facility expansions being made at the airport. Resultantly, its terminals can now handle up to two million passengers every year, housing a dedicated international arrivals and departures terminal to complement its upgraded amenities for domestic traffic. certainly have you planning your next trip back before you have even left.

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NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

TASKED WITH PROMOTING the metropolitan area of Port Elizabeth, Uitenhage, Despatch and Colchester, the organisation has been making some major strides of late.

Here, Louw takes the time to answer our questions, showcasing exciting current and future developments taking place across this esteemed area.

Nelson Mandela Bay Tourism While the municipality’s natural charisma and urban aura allow it to successfully market itself to an extent, Nelson Mandela Bay Tourism (formerly known as PE Publicity Association) has equally been helping to shine a line on the region in recent years

52 | Africa Outlook issue 76

Africa Outlook (AfO): Since inception, how has Nelson Mandela Bay Tourism developed and progressed in terms of its key objectives and the messages it tries to get across?

Ereni Louw (EL): With the focus now on the metropolitan area, the authority to use Nelson Mandela’s name gave us more unique selling points and thus the messaging and vision of this organisation has changed a bit.

Where we previously only focussed on marketing the golden beaches of Port Elizabeth, we now could boast of the ‘Big 7’ wildlife experience (African elephant, lion, leopard, buffalo, rhino, southern right whale and the great white shark) with the southern gate of the Addo Elephant National Park now occupied within the municipal area.

This is just 40 kilometres from the city centre, airport and main tourist beaches. And as such, we have become known as the best place to experience city, bush and beach in one trip.

BUSINESS TRAVEL GUIDE

AfO: How would you say Nelson Mandela Bay has developed in recent years as a business travel hub and what are the key reasons behind its growing appeal?

EL: Having all these leisure experiences so close to the city gives us a competitive advantage in that one can have a conference and quickly pop out to the beach for some fresh air. Group excursions pre, post and during conferences are easy and accessible, owed to the wide variety of things to do available within a 40-kilometre radius.

The airport is right in the middle of the city, making it easy and quick to access from anywhere in the metro within 15 minutes. It is also just five minutes away from where most of our conferencing venues are situated.

Nelson Mandela Bay is more than capable of hosting corporate events and private functions in a number of exciting venues in and around the Bay. Conferences are supported by state-ofthe-art technical support who are ready and able to meet the needs of every conference. Video conferencing, well equipped venues and teambuilding getaways are all wrapped up in an effective, stable and scenic environment.

The average such facility caters for between 70 and 300 delegates, but bigger and smaller venues are also available. The largest venue caters for up to 1,400 delegates, for example.

Equally, most are situated around the Bay area, but if you are looking for exclusivity and comfort, private game reserves, seaside resorts and luxury hotels also offer world-class confer-

encing venues and unique private function rooms.

The growth in this sector has recently created demand for a business convention bureau which the city is busy establishing, while future pipeline projects include a possible international convention centre on the beachfront at Kings Beach.

AfO: Are there any specific attractions, landmarks or places to eat and drink that you would recommend?

EL: I would recommend a visit to Route 67, an art route celebrating the life of Nelson Mandela that includes some of the city’s other historical treasures. An ocean or game safari is always a must, with various tour companies offering trips to experience both. In terms of places to eat, there are three hotspots – the Richmond Hill and Stanley Street area, Walmer and the beachfront area of Summerstrand.

AfO: What trends are transforming the tourism industry in Nelson Mandela Bay at present?

EL: References to the fourth industrial revolution have been going around the municipality lately, but in reality the innovation associated with this has been here for a while. Our focus has shifted towards digital marketing with a focus on social media and using user-generated content. Uber and Airbnb are performing well, the latter forcing the city to look at how to partner with these disruptive services in order to ensure bylaws are adhered to without placing additional restrictions that would detrimentally affect tourism in the destination.

uses. Location and design are also key to ensure that it is attractive, and we hope that if it does come to fruition then it can become an icon for the region.

What’s more, the city is currently working on attracting more events, including business events, and has made provisions for a new unit within the Economic Development, Tourism and Agriculture department that will focus on attracting these and their associated attendees to come here.

AfO: Are you optimistic about the future of the tourism industry in Nelson Mandela Bay? Are there any plans or projects in the pipeline?

EL: Yes, I am always optimistic.

Through city-wide public-private partnerships, things will continue to progress. It is time for everyone to start working together and we have started to see that happen. Nelson Mandela Bay has been doing good, but there is so much untapped potential.

In terms of projects, we’ve identified the Port Elizabeth Harbour Waterfront Development, Bayworld, and the Statue of Light Project as key new developments. We hope that these projects will attract quite a few new job opportunities and become key to the economic growth of the metro area.

AfO: How do you see Nelson Mandela Bay developing as a business travel hub over the next year to two years?

EL: As already mentioned, there are plans for an international conference centre. However, for this to work, it will have to be unique to Nelson Mandela Bay and offer a multitude of different

Nelson Mandela Bay Tourism www.nmbt.co.za Tel: Tel: +27 (0) 41 582 2575 info@nmbt.co.za

Africa Outlook issue 76 | 53

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

Outlook Recommends “A globally competitive city that works together with the people!” – nelsonmandelabay.gov

E N TE RTAINMENT

St. George’s Park Stadium

IMAGE BY NGRUND - PANORAMIO, CC BY 2.0

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Nelson Mandela Bay Stadium

Nelson Mandela Bay Stadium is a world class sports, entertainment and MICE venue.

Initially built to help host the historic 2010 FIFA World Cup in South Africa, the five-tier, 46,000-seater facility based in Port Elizabeth is now the home of soccer club Chippa United FC, and rugby union clubs EP Kings and Southern Kings.

Alongside this, the Eastern Cape’s first state-of-the-art stadium is also suited to hosting concerts and business meetings, the latter owed to an abundance of contemporary spaces housed within the arena.

This in mind, the Nelson Mandela Bay Stadium is an inspiring, iconic landmark that’s not to be missed by business travellers and tourists alike.

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Baywest Mall

BUSINESS TRAVEL GUIDE

N ATU RE

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HOSP I TAL I TY

South African Foundation for the Conservation of Coastal Birds

Muse Restaurant

Treetops Guesthouse

Cape Recife Nature Reserve

Blue Waters Café

Manor 38

Kragga Kamma Game Park

Charlies Pizza & Pasta Summerstrand

Carslogie House

Africa Outlook issue 76 | 55

NELSON MANDELA BAY METROPOLITAN MUNICIPALITY

Transport Links WHILE THE CENTRAL location of the Port Elizabeth International Airport is a key highlight of Nelson Mandela Bay’s efficient, effective transport system, it is not the region’s only success story to speak of in the way of transport offerings.

It’s harbours equally act as a key link to the rest of South Africa and indeed the world, while a number of modern highways provide easy access for travellers from as far and wide as

56 | Africa Outlook issue 76

Durban and Cape Town to reach the municipality.

Upon arrival, you’ll find an abundance of taxi, hotel transport and car hire options, while shuttle services act as a key service in getting to and from the airport and around the city. Municipal buses also operate throughout the region on a frequent, timetabled basis.

For the more adventurous, scenic helicopter tours are also available to those who want to get a bird’s

eye view of the Bay, from affordable five-minute flips to half an hour charters.

“As a city, we have many transport options available,” Louw states. “The use of a car, own or rented, is probably the best option. But the city is known as a 15-minute city for a reason – it is very easy to get around.”

BUSINESS TRAVEL GUIDE

Landmark Attractions DONKIN RESERVE

NELSON MANDELA BAY STADIUM “The Nelson Mandela Bay Stadium, situated in Port Elizabeth, offers you a range of unique venue hire options to host your next event.

Whether you are entertaining clients for a business meeting, delegates for a conference, customers for a product launch or friends for a private function, the function venues within the Nelson Mandela Bay Stadium can be scaled and set up to suit your needs” – Inspirock

IMAGE BY NGRUND - PANORAMIO, CC BY 2.0

“The Donkin Reserve introduces visitors to the early history of Port Elizabeth by way of a small park, stone pyramid, and lighthouse overlooking the South African coastline. Built as a touching memorial to Elizabeth Donkin – wife of 19th-century Cape Colony Governor Rufane Donkin – the hilltop memorial commemorates the woman for whom the city is named” – Viator

ROUTE 67

SACRAMENTO CANNON

“Route 67 in the city’s historical hub is an art and heritage trail spotlighting 67 artworks created by Eastern Cape artists — one for every year Mandela devoted to public life. The trail weaves together the city’s British heritage and African history and tells the story of the lead-up to the 1994 elections” – Planetware

“Sometimes called the ‘miracle cannon’ because of the mint condition in which it was found, the cannon salvaged from the wreck of the Sacramento, a Portuguese man o’ war that ran aground just outside Port Elizabeth in June 1647 on her maiden voyage, rests at the top of the cliffs at Schoenmakerskop just above where she was wrecked” – SA-Venues

Africa Outlook issue 76 | 57

LIMPOPO

LIMPOPO From Polokwane, SA’s northernmost economic and social epicentre, Limpopo’s diverse culture, captivating history and endless natural beauty is ready to be explored Writer: Jonathan Dyble | Project Manager: Jordan Levey

58 | Africa Outlook issue 76

BUSINESS TRAVEL GUIDE

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impopo is often perceived to be the no-man’s land of South Africa. Wild and raw, it is for this reason, however, that the region is so captivating, showcasing some of the continent’s most stunning flora and fauna.

With a landmass larger than that of Portugal, Austria or Serbia, South Africa’s northernmost province is characterised by a historical culture, expansive plains and

endless national parks which entangle rushing rivers and rocky outcrops.

Seven of South Africa’s 11 official languages are spoken here, owed to the area’s vast number of ethnic groupings. Yet despite this, the region merely accounts for roughly 10 percent of the national population, instead inhabited by an array of exotic wildlife, from rhinos to antelope to elephants.

Ecotourism takes centre stage, evidenced by the Waterberg region,

home to hectares upon hectares of beautiful, unspoilt scenery.

Meanwhile, shifting from the rural to the urban, you’re most likely to find yourself in Polokwane. The provincial capital, it is South Africa’s largest hub north of Gauteng, and was one of the major host cities of the historic 2010 FIFA World Cup. Whether you’re looking for business, culture, nature or indeed sport, Limpopo has something for everyone.

Blyde River Canyon Nature Reserve, Limpopo

Africa Outlook issue 76 | 59

LIMPOPO

The Business End

Avocado grove, Limpopo

ASIDE FROM ITS recent role in the world’s most famous international sporting event, Polokwane is also known for sterling accommodation, agreeable weather and a bustling centre.

Bordered by Botswana to the west, Zimbabwe to the north and Mozambique to the east, the entire province is favourably situated for trade with access to key strategic locations such as the Maputo Port. In addition, the capital lies on the N1 highway that connects South Africa to the rest of the continent via Zimbabwe to the north.

In terms of industrial prowess, Limpopo is home to 41 percent of South Africa’s platinum group metals,

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90 percent of the country’s red granite resources and roughly 50 percent of national coal reserves, alongside substantial antimony assets.

As such, it may come as no surprise that 400 prospecting and mining licenses have been granted across the region, the sector accounting for 27 percent of provincial GDP. Mining aside, Limpopo also harbours fruitful manufacturing and agricultural industries that contribute to its overall economic success. The latter of the two benefits from an abundance of naturally growing tropical fruit such as avocados, mangos and litchis in the east and vast quantities of livestock farms in the northern and western regions.

FACTS & FIGURES

Languages: English, Northern Sotho, Tsonga, Venda Area: 125,754 km² Population (2016): 5.8 million GDP (2013): $18.47 billion Currency: South African rand Time zone: South African Standard Time Dialling code: +27 Internet TLD: .sa Climate: subtropical

BUSINESS TRAVEL GUIDE

In Focus Polokwane THE PROVINCIAL CAPITAL of Limpopo, Polokwane is a modern city located just three hours from Johannesburg and two hours from Kruger National Park, acting as the country’s northernmost economic and social hub.

Wandering its famously broad streets, strewn with jacaranda and coral trees and parks on either side, will reveal a breadth of hidden treas-

ures, be it indigenous markets, major shopping centres or an assortment of cultural attractions.

The latter of is one of the city’s key selling points. With traditional paintings from Venda, Tsonga and Pedi artists showcased in the Polokwane Art Museum and the Sculpture Art Park home to the works of the indigenous African groups and Boers, it’s easy to take a tour of the city’s and indeed province’s captivating history.

The Hugh Exton Photographic Museum is particularly worth visiting,

home to a collection of 22,000 images including photographs of the first five years of the city on celluloid.

Much like art and culture, sport is another of the city’s popular attractions, and The Peter Mokaba Stadium, named after South Africa’s former deputy minister in Nelson Mandela’s government, is the epicentre for this.

Able to accommodate a capacity of 45,000 people with ease, the facility has seen a multitude of proclaimed football and rugby matches both locally and internationally.

Kruger National Park Africa Outlook issue 76 | 61

LIMPOPO

Mapungubwe National Park LOCATED NEXT TO the Kolope River, Mapungubwe National Park is one of Limpopo Province’s major attractions.

It lies south of the confluence of the Limpopo and Shashe rivers, approximately 15 kilometres northeast of the Venetia Diamond mine and bordering the Mapesu Private Game Reserve to

62 | Africa Outlook issue 76

the south.

Mapungubwe was established in 1995 and covers an area of 28,000 hectares, the site protecting the historical landmark known as Mapungubwe Hill. The Mapungubwe Hill was the site of a community dating back to the Iron Age. Evidence has shown that it was a prosperous community, and archaeol-

ogists have also uncovered the famous golden rhino figurine from the site.

Entry to the park costs foreign visitors R218 per day (R109 per child), with plenty of accommodation options available also.

For more information, visit the official website at: www.sanparks.org/ parks/mapungubwe

BUSINESS TRAVEL GUIDE

Africa Outlook issue 76 | 63

LIMPOPO

Outlook Recommends “Limpopo, which occupies South Africa’s northern reaches, is a huge and diverse province characterised by traditional cultures, an interesting historical story, vast open spaces and terrific wildlife watching” – Lonely Planet

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African Roots Guest House

Kings Castle

Machauka Lodge Restaurant

64 | Africa Outlook issue 76

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LIMPOPO

Outlook Recommends RESTAURANTS CONTINUED

E N T E RTA I N M ENT

NATI ONAL PARKS

Meropa Casino and Entertainment World

Saskia Restaurant

Operated by Sun International, Meropa Casino and Entertainment World is described as a Morrocanstyle fiesta of fun. It is located in Polokwane and serves as a one-stop shop entertainment destination, also housing a three-star hotel, bird and reptile park, spa treatment centre and multiple dining venues. The casino itself has more than 400 slot machines and 17 gaming tables.

Marakele National Park Mapungubwe National Park Balue Nature Reserve CULTURAL ATTRACTI ONS

Nguni Grill

Bakone Malapa Northern Sotho Open-Air Museum Adega Restaurant Polokwane 66 | Africa Outlook issue 76

Peter Mokaba Stadium

Hugh Exton Photographic Museum

Predator Paintball

Polokwane Art Museum

BUSINESS TRAVEL GUIDE

Mapungubwe National Park

Africa Outlook issue 76 | 67

LIMPOPO

Transport Links

FOR INTERNATIONAL TRAVELLERS, the easiest way to reach Limpopo is via the OR Tambo International Airport in Johannesburg, located 330 kilometres to the southwest.

From here, national operator Airlink offers five daily flights to the Polokwane International Airport – a transit hub located five kilometres north of the city that handles approximately 5,000 aircraft and 38,000 passengers

68 | Africa Outlook issue 76

each year.

From Polokwane, getting around presents itself as a relatively easy prospect. Within the city itself, walking, taxi, rental car and public transport are all viable, accessible options, the former being preferred in many cases when exploring the centre.

Equally, if you’re looking to experience some of the province’s abundant nature-centric attractions, there are

numerous tour operators offering a multitude of different experiences.

Tembele Tours, Nhlamulo Destinations, Q&M Tours and Magoebaskloof Tourism, for example, provide a variety of trips and activities, from mountain biking and canyoning to horse-back riding and good, old fashioned guided tours.

BUSINESS TRAVEL GUIDE

Landmark Attractions

IMAGE BY BRIEUC SAFFRÉ - MOKABA STADIUM, CC BY 2.0

DEBENGENI FALLS

PETER MOKABA STADIUM “The stadium design was inspired by the baobab tree. At each corner you see a cylindrical steel structure that resembles the baobab’s muscular trunk. They hold the sweeping, aerodynamic roof that is designed to flex in the high winds that frequently occur during summer rainfall in Polokwane” – City of Polokwane

“In the verdant beauty of the Magoebaskloof, which is in the splendour of the northern part of the Drakensberg Mountain Range, is Debengeni Falls. This waterfall is an idyllic example of the untouched, untainted appeal of Limpopo Province. The Ramadipha River tumbles 80 metres into the massive bowl of water at its base, demonstrating the unharnessed power of nature” – SA-Venues

BLYDE RIVER CANYON

ECHO CAVES

“Situated near the dense forests of the Magoebaskloof, the roaring Debengeni Falls is a magical spot for picnicking or swimming in the crystal pool. Named for the deeply carved pool, Debengi means place of the big pot” – Safari Now

“Nestled in the northern area of the famous Drakensberg Mountains, near Ohrigstad in the Mpumalanga region of South Africa, the Echo Caves are surrounded by breath-taking landscapes and spectacular hills. Declared a Historical Monument, the Echo Caves have proved to be a vital part of the history of the area, as several artefacts and items have been found within the caves. They are now known to be some of the oldest limestone caves in the world” – SouthAfrica.com

Africa Outlook issue 76 | 69

Tell us your story and we’ll tell the world.

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With content compiled by our experienced editorial team, complemented by an in-house design and production team ensuring delivery to the highest standards, we look to promote the latest in engaging news, industry trends and success stories from the length and breadth of Africa.

We reach an audience of 185,000 people across the continent, bridging the full range of industrial sectors: agriculture, construction, energy & utilities, finance, food & drink, healthcare, manufacturing, mining & resources, oil & gas, retail, shipping & logistics, technology and travel & tourism.

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Issue 76

PRIDE MILLING

PROFIT WITH A PURPOSE

For SAP Africa, the sky’s the limit when it comes to social upliftment, technological innovation and enterprise transformation

Maximising maize across consumer and commercial markets

TECHNOLOGY

Marketi ng Oppo rtunity

Ensuring Profit Benefits People and Purpose In the eyes of SAP Africa and its Managing Director Cathy Smith, the sky is the limit when it comes to social upliftment, technological innovation and enterprise transformation on the continent Writer: Jonathan Dyble | Project Manager: Vivek Valmiki

DEVMARK PROPERTY GROUP

Identifying and fulfilling the needs of South Africa’s building market

Why am I so optimistic about technology in Africa? The answer is simple – look at how far we have come and look at how fast we are moving forward.

“By 2050, it is estimated that Africa will boast a $29 trillion economy. It will have the largest youth labour market in the world that, if empowered with the right education and skills development initiatives, could become the engine that propels the future global economy.

“The continent is also modernising at an unmatched rate. Its tremendous mobile device adoption and immense

2 | Africa Outlook issue 76

innovation capabilities prove this fact.

“While other countries wonder about delivering packages with quadcopters, we are already pioneering intelligent drone systems sophisticated enough to track poachers. Meanwhile, an African student just developed a new rocket fuel – in his mother’s rural kitchen!”

For Cathy Smith, technology has always had a firm grip on the key to unlocking Africa’s true potential.

Having immersed herself in the industry for over 30 years, including a 23-year stint at IBM, she has led an enviable career, moving to Cisco in

A STALWART OF SOCIAL AND TECHNOLOGICAL TRANSFORMATION ON THE CONTINENT

Africa Outlook issue 76 | 3

Expert Eye: Ged Nooy, MD of Nielsen Nigeria, explains how Nigeria is spearheading urbanisation on the continent

www.africaoutlookmag.com/get-involved

SAP AFRICA

Ensuring Profit Benefits People and Purpose In the eyes of SAP Africa and its Managing Director Cathy Smith, the sky is the limit when it comes to social upliftment, technological innovation and enterprise transformation on the continent Writer: Jonathan Dyble | Project Manager: Vivek Valmiki

Why am I so optimistic about technology in Africa? The answer is simple – look at how far we have come and look at how fast we are moving forward.

“By 2050, it is estimated that Africa will boast a $29 trillion economy. It will have the largest youth labour market in the world that, if empowered with the right education and skills development initiatives, could become the engine that propels the future global economy.

“The continent is also modernising at an unmatched rate. Its tremendous mobile device adoption and immense

72 | Africa Outlook issue 76

innovation capabilities prove this fact.

“While other countries wonder about delivering packages with quadcopters, we are already pioneering intelligent drone systems sophisticated enough to track poachers. Meanwhile, an African student just developed a new rocket fuel – in his mother’s rural kitchen!”

For Cathy Smith, technology has always had a firm grip on the key to unlocking Africa’s true potential.

Having immersed herself in the industry for over 30 years, including a 23-year stint at IBM, she has led an enviable career, moving to Cisco in

TECHNOLOGY

Africa Outlook issue 76 | 73

SAP AFRICA 2015 to head up the company’s goto-market sales and digital transformation strategies for Sub-Saharan Africa. When the opportunity arose to join SAP Africa last year, however, she grasped it with both hands.

“Working for a global organisation committed to empowering women in leadership and dedicated to furthering Africa’s employment equity and transformation agenda through the realisation of the United Nations Sustainable Development Goals is truly a pleasure,” Smith states, now standing as the Africa division’s first female managing director.

“I think what sets SAP apart is its deep sense of purpose. Our vision is to help the world run better and improve people’s lives. For me, Africa is the perfect place to make an impact.”

EMPOWERMENT THROUGH EDUCATION This culture and mission of driving positive change readily dictates the firm’s behaviour, the company able to excel in both helping its customers to digitally transform while ensuring that nobody is left behind.

Such is reflected by SAP’s emphasis on supporting progressive education and training amongst Africa’s ever-expanding youth.

“For years SAP has been engaged in Africa’s workforce readiness, youth employment and entrepreneurship,” Smith affirms. “Our endeavours in aiding young people to gain basic coding skills show youngsters that they have self-efficacy and are not shaped by technology, but rather can use technology to shape their future.”

COMPANY OVERVIEW

A GLOBAL POWERHOUSE SAP is the world’s largest enterprise cloud company, serving over 195 million cloud users. The firm caters to in excess of 437,000 customers in more than 180 countries, including 92 percent of the Forbes Global 2000.

Its customers distribute 78 percent of the world’s food and 82 percent of the world’s medical devices, while more than 77 percent of all business transactions globally touch an SAP software system.

It’s footprint initially reached Africa in 1982, the firm having expanded exponentially across the continent ever since, establishing multiple hubs in South Africa, Kenya, Nigeria and Angola.

SPPrac Integrated Project Portfolio Management (iPPM®) is a suite of best practice PPM process, organisational change management and technical enhancements based on SAP Project Portfolio Management framework. iPPM provides customers with an award-winning structured approach to understanding and adopting PPM within their environment using industry specific road maps and key technical enhancements. iPPM will not only help diagnose and understand the challenges within your environment.

It will also define a clear road map, underpinned by SAP PPM technology and our enhancements, to improve your organisation’s performance. iPPM ® was developed by Specialised Project Practice (SPPrac) who provide niche consulting and expertise in the project, programme and portfolio management arena. We are specialists in our field and provide our clients with best practice frameworks, toolsets and processes to enable the execution of their strategy through project and portfolio management.

SPPrac are a recognised SAP PPM Special Expertise Partner who facilitate strategy enablement, bottom-line growth and efficiency through project, programme and portfolio management methods and have won a number of awards for this.

SPPrac comprises a team of experienced professionals who for years have been leading experts in their fields. This allows us to serve our customers by focusing on the business processes, tools and techniques relating to project, programme and portfolio management (PPM). We specifically help customers identify the key challenges they would like to address within their business by applying project portfolio management and determine the likely benefits they would achieve by the adoption of a PPM framework to suit the needs of their business.

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74 | Africa Outlook issue 76

How many active projects are you managing?

How many of them are aligned to strategy?

How many projects are on time?

How many are at risk of failing?

How many projects will make budget?

With the ever-increasing scarcity of resources, both capital and human, and the mounting pressure on business to continually improve delivery, companies have begun to turn to project portfolio management (PPM) to ensure the optimum allocation of resources to projects to maximise returns.

Integrated Project Portfolio Management (iPPM®) is a suite of best practice PPM process, organisational change management and technical enhancements based on SAP Project Portfolio Management framework. iPPM® provides customers with an awardwinning* structured approach to understanding and adopting PPM within their environment using industry specific road maps and key technical enhancements. iPPM® will not only help diagnose and understand the challenges within your environment it will define a clear road map, underpinned by SAP PPM technology and our enhancements, to improve your organisations performance. * SAP Quality Awards, Business Transformation Category (2016) – City of Cape Town Silver – EMEA and Gold – Africa

iPPM® was developed by Specialised Project Practice (SPPrac) who provide niche consulting and expertise in the Project, Programme and Portfolio Management arena. We are specialists in our field and provide our clients with best practice frameworks, toolsets and processes to enable the execution of their strategy through project and portfolio management.

SPPrac | www.spprac.com | info@spprac.com | +27 21 839 5519 1st Floor, Transnet Building, 1 Adderley Street, Cape Town, 8000

SAP AFRICA

The company’s launch of Africa Code week, together with 130 key public, private and non-profit partners, provides the best evidence of this.

Having only been up and running for four years, the initiative has already introduced digital skills to 4.1 million young Africans across 37 countries.

This is not all, however, SAP also operating its Skills for Africa programme – an umbrella which encapsulates the Young Professional Program, Duel Study Program and Go Digital Program, each of these enabling talent, providing job placements and creating SMEs to support graduates looking to establish their own companies.

“Likewise, SAP Skills for Africa forms part of our global commitment to education and entrepreneurship,” Smith explains, pointing to a recent agree-

ment signed with the German Federal Ministry for Economic Cooperation and Development (BMZ).

“Here we announced plans to create 450 jobs for highly qualified personnel in the IT sector across Algeria, Angola, Côte d’Ivoire, Egypt, Ethiopia, Ghana, Kenya, Morocco, Nigeria and Tunisia.

“These countries have great potential for job growth in the digital sector, but they lack trained specialists who can support companies and institutions as they introduce and operate software products. We’re hopeful that these plans will seek to address the bottleneck.”

DRIVEN TO MAKE A DIFFERENCE SAP Africa’s corporate social responsibility efforts are not just limited to education and upskilling, however, the firm taking a similarly proactive stance in helping to solve other real-world issues.

“We strive to run a successful and profitable business, but we place enormous importance on people and purpose,” Smith states, eluding to SAP’s Social Sabbaticals as one such example.

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Our end-to-end solutions enable digital transformation strategies incorporating emerging technologies such as big data, data science, APIs and robotic process automation which solidifies Cornastone’s position at the forefront of industry innovation.

Africa Code Week 2016

76 | Africa Outlook issue 76

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TECHNOLOGY

When economies slowdown and cost becomes a focus. It is critical to extract as much value as possible from the warehouse operation. Accurate stock figures, real-time resource planning, warehouse process conformance and process efficiency are the critical elements required to reduce operational costs.

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We believe a smart city contains fun, surprisingly delightful places where people want to live, work and be healthy.

5. Maximizing Revenue & Enhancing Collections

Key benefits include:

2. Improving Service Delivery for Citizens through Continuous Engagement

1. Removing Blurred Lines Between City Strategy and Municipality Operations

6. Establishing Institutional Efficiency

3. Increasing Asset Visibility and Performance 4. Driving Financial Sustainability

7. Enhancing Procurement Lifecycle using Supply Chain Best Practices

8. Driving Efficient Governance and Compliance

If you share our vision of building Africa’s next smart city, visit cornastone.co.za/sap to find out more.

Africa Outlook issue 76 | 77

SAP AFRICA A portfolio of pro-bono volunteering programmes, these entail the enterprise’s brightest and best employees from around the world coming together, creating highly diverse teams which are then connected with resource-constrained social enterprises and non-profits.

“By taking these steps, we’re able to

provide skills and expertise in solving concrete business problems,” Smith continues. “It also gives our people exposure to cross-cultural exchanges and a diversity of thought, offering the opportunity to bring back vital cross-company knowledge and experience that can again be applied in the service of our higher purpose.”

LEADERSHIP FOCUS

WHY, IN YOUR EYES, IS UPHOLDING LOCAL EDUCATION SO IMPORTANT? Cathy Smith, Managing Director, SAP Africa: “A massive investment in education and skills transfer is essential if Africa is to compete in the global marketplace. This too requires long term international cooperation.

“Nelson Mandela once said “education is the most powerful weapon which you can use to change the world”. And while these words may have been spoken over 20 years ago, they still echo through today’s complex digital world.

“We are talking about an increasingly connected society that faces a paradox, where too many young people remain disconnected, unable to access the quality education they both need and rightfully expect. As for the pace at which technology is shifting the face of everything we thought we knew, we’re now required to innovate not just in what we teach, but also in the way we teach it, reaching out to those who wouldn’t have otherwise accessed it.

“The fourth industrial revolution is forcing a complete rethink of how we approach education, with a strong focus on lifelong skills development. Most of tomorrow’s jobs don’t exist today, and the only way for youth to be ready for these jobs is to speak digital languages fluently. This is not science-fiction. This is basic, inescapable microeconomics.”

78 | Africa Outlook issue 76

Cathy Smith has a one-on-one with Sophia

Each of these different social avenues combined tie into the firm’s overriding One Billion Lives initiative – a social entrepreneurship programme with the audacious goal of supporting a billion people around the world.

Yet CSR is not the be all and end all of SAP Africa’s social impact. It’s thriving operations are equally bringing new life to industries and communities alike across the continent, driven by a growth plan centred around accelerating sector expansion and supporting enterprise development alongside its grassroots efforts.

“As a business, we are deeply committed to Africa and investing in the continent’s impressive double-digit growth rate momentum,” Smith explains.

“The importance of removing business complexity in enabling company presidents, CEOs and managing directors to access the information which guides immediate decision making and fuels customer growth really mustn’t be understated.”

TECHNOLOGY

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PROVEN WITH PROJECTS SAP’s unrivalled business applications and analytics software have become crucial in achieving this progressive mandate.

Renowned as a market leader in digital ecommerce and the world’s largest enterprise cloud company with over 195 million cloud users, the firm helps businesses afflicted by business intelligence barriers such as fragmentation, latency and backwards looking cultures to change the way they both think and operate.

“We’re helping to facilitate what we call the intelligent enterprise,” Smith explains. “By combining existing concepts like ERP and CRM with newly feasible and viable technologies such as big data, machine learning and data intelligence in one coherent platform, businesses are able to access game-changing insights like never before.

“At SAP we believe that the intelligent enterprise represents the second

wave of digitalisation. It has been a big success and has proven to be a fundamental part of our business strategy for 2019/2020 and beyond, locally here in Africa and internationally.”

Many of the projects featured at the most recent rendition of the SAP Quality Awards, an annual platform used to pay homage to some of the best and brightest digital transformation leaders, embody this strategy.

“There are many case studies I would like to highlight,” states Smith, “but one that springs to mind is our recent work with the Royal Swaziland Sugar Cooperation (RSSC) in the early stages of 2019.”

Founded in 1952, the organisation had been driven by an endless amount of traditional business processes, harvesting 3.6 million tonnes of cane per season across its 22,000 hectares.

Yet by working with SAP, it is now leveraging a newly formed digital core to power its entire operations portfolio.

“They had a sweet tooth for IoT,”

Service E: info@consnet.co.za

W: www.consnet.co.za

Smith jests, “recognising its potential to support their efficiency-boosting implementation efforts and integrate exponential technologies. For me, it’s been particularly rewarding knowing that RSSC will now be able to compete in more advanced markets globally thanks to our solutions.”

As our conversation continues, the Managing Director also points to SAP’s assistance in helping the City of Cape Town to provide access to clean water to more than four million residents. Using its Work Manager platform, the firm provides real-time information that is then analysed, improving proactive decision making in the region’s utilities networks.

Africa Outlook issue 76 | 79

SAP AFRICA

From left: Prof Irwin Brown, De Wet Naude, Kwena Mabotja, Gwamaka Mwalemba, Assoc Prof Lisa Seymour, Prof Ulrike Rivett, Assoc Prof Tessa Minter and Nicolas Maweni

Smith continues: “We announced this when Cape Town was suffering from water restrictions back in 2018 and it was extremely well received across South Africa. Seeing how our technology, along with many crises plans and support arms, helped to address what was a massive environmental challenge has been fantastic.”

AFRICA’S CENTURY SAP can’t and indeed doesn’t take all the credit for such touching stories, however, Smith quick to highlight the firm’s collaborative ecosystem as an integral asset.

Consisting of over 500 partners, including 240 channel partners that 80 | Africa Outlook issue 76

resell SAP’s solutions across the continent, it has proven itself critical to both the success of the firm and in turn its customers, forming the third part of the company’s three-pronged strategy.

“We’re committed to the three Cs – Culture, Customers and our Channel,” states Smith. “The latter is all about igniting our partners, ensuring they have the necessary skills to support our customers during their digital transformation journeys.”

This trio of pillars will remain pivotal moving forward, with SAP Africa set to continue upholding enviable standards in social upliftment, enterprise transformation and industry collaboration.

“There’s a lot going on at SAP right

now,” Smith states emphatically. “The World Economic Forum Africa was hot on our agenda during the first week of September when we launched the Startup Guide to Cape Town and Johannesburg.

“Meanwhile, we recently joined the Global Goals House movement to help support STEAM (science, technology, engineering, arts and mathematics) development, and have partnered with the Social Enterprise World Forum as its global technology partner in the last 12 months.”

And while the firm’s seemingly never-ending, escalating developments are cause for positivity, it is the continental backdrop against which

TECHNOLOGY

A delegation of local community members and public and private sector leaders attended the opening of a new youth skills development facility at the Siyafunda Community Technolo

UCT and SAP joined forces to build digitally educated next generation talent through the SAP Next-Gen Lab

“The continent is rising to meet – and even exceed – those expectations.

Yes, it has not been a smooth ride, but the winds of change are blowing in the right direction. This will be Africa’s century!” they are taking place that incites real optimism from Smith.

She concludes, echoing her opening statements: “The sky is the limit for Africa. From the acceleration of smartphone penetration and growth of cloud computing to the increasing roles of IoT, AI and blockchain, Africa’s culture of innovation leapfrogging

will continue to be its secret weapon, and one that is aptly supported by the rising tide of SMEs. “I believe that Africa will emerge as a third centre of global power; a bridge that connects the East and the West.

The world needs Africa. It needs its resources, its people, its skills and its insights.

SAP AFRICA Tel: +27 (0) 11 235 6000 www.sap.com/africa

Africa Outlook issue 76 | 81

DEVMARK PROPERTY GROUP

82 | Africa Outlook issue 76

CONSTRUCTION

Property with

Purpose Devmark Property Group continues to enjoy an upward trajectory of work thanks to its track record of project delivery and ability to read the market Writer: Tom Wadlow | Project Manager: Eddie Clinton

S

tarting your own business is never straightforward.

Around the world it is estimated that 50 million new companies are launched every year, and approximately nine in 10 of these enterprises fail within 12 months.

Running out of cash, uncontrollable market forces, or simply an ill-conceived idea – there are many reasons why so many startups do not make it into their second year of trading.

For Hein Ehlers, setting up Devmark Property Group in 1989 represented a shift away from a stable and successful career in retail.

Involved with one of South Africa’s leading retail organisations at the time, he identified a gap in the market and never looked back, much of his subsequent success grounded in paying meticulous attention to detail when it comes to researching new opportunities.

“I developed quite an affinity for the property side of the retail business, which ultimately inspired me to get into the property industry itself,” Ehlers recalls.

“When we started the business in 1989 my objective was to develop retail projects, and so my first five

HEIN EHLERS, DIRECTOR B.SOC.SC, BUS.ADMIN. HON MBA Hein Ehlers founded Devmark Group in 1989 and has remained as its Chief Executive Officer throughout the company’s illustrious 30-year history.

Recent personal awards include being named as Business Innovator of the year (2019) and Top CEO of the Year by the International Association of Top Professionals (2018).

developments were convenience shopping centres before we moved into residential.

“We also established our own construction company approximately 10 years ago and this entity’s growth has come predominantly from the group’s residential developments. Prior to 1994, we followed a strategy of being positive about the situation in South Africa and acquired land on good terms because many players were hesitant about investing in the country at the time. This signalled the shift towards residential projects for us.”

Today, Devmark operates through four subsidiaries out of its head office in Bellville, Cape Town: Residential, Commercial, Property Management and the construction division referred to by Ehlers, who pins the group’s longevity on its ability to predetermine the market and execute projects with quality at every step.

For instance, within the residential sector, Devmark has identified a need to plug a sizable gap in the provision of retirement homes.

“If you look at the retirement market, for example, South Africa has about 960,000 baby boomers in Africa Outlook issue 76 | 83

DEVMARK PROPERTY GROUP

Van Zyl Kruger As attorneys for various Devmark developments, VZK Attorneys are extremely proud of our more than twenty-year association with the Ehlers family.

Our individual journeys have been truly symbiotic and particularly meaningful, as we continuously pushed the envelope of achievement through innovative and progressive outcomes, resulting in both being acknowledged as leaders in our respective fields within “specialist housing”.

Devmark’s quest to unabatedly pursue novel solutions to unique challenges is truly inspiring and we are eager to strengthen this cherished association!

www.vrk.co.za

the white population who are, without a doubt, the wealthiest group of people in the country,” Ehlers explains.

“They are going to be retiring in the next 15 years and if 20 percent of them land up in a retirement village then we have a shortage of 200,000 units that need to be built.

“We’ve also played a sizable role in changing the perceptions of this market. People’s perceptions of old age homes/retirement villages were very negative, but we’ve helped to cultivate the concept of active retirement in attractive, desirable facilities.

Another example of predetermining the market comes in the form of affordable housing.

“We got involved in this segment about four years ago when there was a stated shortage of two million units,” Ehlers continues. “All the builders in South Africa collectively cannot meet this demand, and this fits in with is our strategy – our focus is on where the demand is.”

84 | Africa Outlook issue 76

MULTIPURPOSE In recent times, Devmark has been capitalising on a growing demand for mixed-use developments.

Ehlers cites two landmark examples which are both set to break ground in 2020, the first located in Tyger Valley, near the company’s premises in Cape Town.

Named The Galleria, the site will comprise 12,000 square metres of retail space, 60-70,000 square metres of commercial space, more than 500 residential units, two hotels and sport, entertainment and medical offerings.

It has already attracted both national and regional head offices, hotel brands, as well as an international events company.

“This is a parcel of land that belongs to the City of Cape Town, and we secured the tender from a pool of 17 developers,” Ehlers states.

“There is also a velodrome on the site which was built as part of an Olympic bid in the early 2000s, a

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Prodigious has partnered the Devmark Property Group on numerous building projects previously, and is now proud to be selected by Devmark Property Group as a key professional on the R7b flagship development, The Galleria.

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CONSTRUCTION

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Africa Outlook issue 76 | 85

DEVMARK PROPERTY GROUP very underutilised facility which will be transformed into a 18,000-seater multipurpose arena. This will act as a base for concerts in Cape Town and enable organisations to host expos and events.”

Work on the project is due to begin in May 2020, Ehlers predicting a construction period of eight to 10 years.

The second mixed-use development that was secured by Devmark also lies in the Cape Town vicinity, situated 65 kilometres outside of the Metro in Malmesbury and a different offering altogether when compared to The Galleria.

Ehlers adds: “This is a 35,000-square-metre development comprising a motor showroom,

“WE SAY TO OUR PARTNERS THAT WE ARE PREPARED TO WALK AND TO GROW LONG TERM RELATIONSHIPS WITH YOU FOR A NUMBER OF YEARS – WE DON’T WANT TO BE CHOPPING AND CHANGING REGULARLY, AND MANY OF OUR SUPPLIERS HAVE BEEN WITH US FOR A LONG TIME”

IN FOCUS

DEVMARK CONSTRUCTION Q: Why did you decide to set up your own construction division?

Hein Ehlers: “Over the years we have completed a great many projects, but developers have found their margins being eroded.

“A key turning point for us, and something I am particularly proud of, was the decision we took around a decade ago to build our own construction company focused on residential development. We have built a very profitable and successful enterprise which, given the well-documented state of the South African building industry, is on a remarkably steep growth curve.”

hospital, some retail space, offices, a fuel station and two drive-through takeaway outlets. This is also commencing in May 2020 once we have obtained the necessary environmental approval.

“While different to The Galleria, this is an equally exciting project for us – the town currently has a population of 63,000 people and is growing, and it currently has a very fragmented retail setup. There is also only one public hospital in the area, so this is an important scheme in several ways.”

That Devmark is entrusted to lead projects as diverse as this is testament to the reputation and track record accumulated since beginning business in 1989.

Indeed, the company still works on the type of retail projects which gave Ehlers his first pipeline of work three decades ago. For example, in Q1 2019 it handed over a shopping centre based in a Cape Town township that was turned around in the space of 14-15 months, a development which has been received extremely positively and trading well since it opened.

This is one of a great number of schemes successfully completed by Devmark down the years, Ehlers quick to praise the role of the company’s partners and suppliers who share in its success.

“The philosophy I have been trying to implement, and what I believe has been successfully adopted, centres around building long-term relationships,” he says. “We say to our partners that we are prepared to walk and to grow long term relationships with you for a number of years – we don’t want to be chopping and changing regularly, and many of our suppliers have been with us for a long time.

THE NEXT CHAPTER Looking ahead, Ehlers identifies internal skills development as a vital component in ensuring Devmark can continue to execute projects successfully.

86 | Africa Outlook issue 76

CONSTRUCTION

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Africa Outlook issue 76 | 87

DEVMARK PROPERTY GROUP

The Founder and CEO admits that finding the required skilled employees is challenging, but also reveals how the company plans to overcome this hurdle by rolling out its own training programmes in 2020. This will involve lectures, tailored courses and practical work, a particular emphasis being placed on the role of foremen.

88 | Africa Outlook issue 76

“We are talking technical knowledge and management skills here, and I believe that some of these skills have been drained out the country as the construction sector has contracted,” Ehlers says.

“Another factor is that when the industry was expanding, the energy invested in formally developing skills for

the long term was not what it should have been, something which we are addressing with our own programmes.

This is a big focus for us.”

And Devmark’s employees are set to become even busier.

Ehlers concludes by shedding some further light on the firm’s pipeline of work, the next year shaping up to be a

CONSTRUCTION

fruitful one in his eyes.

“We have concluded a deal with a health group in South Africa to roll out a series of hospitals, which is a change in direction for us and something I am excited about – Devmark will actually own several of these properties.

“Our affordable housing business has grown in leaps and bounds, and

we are currently busy with an exciting project consisting of 1,136 residential units which also includes around 500 social housing units. We are currently in the final stages of planning a 2,500 unit affordable housing development, as well as three new retirement villages.

“It is safe to say we are expecting a busy 2020.”

DEVMARK PROPERTY GROUP Tel: +27 (0)21 948 3502 info@devmark.co.za www.devmark.co.za

Africa Outlook issue 76 | 89

AMA ARCHITECTS

The Urban

Rejuvenator By adopting a human-centric design ethos, AMA Architects continues to be front and centre of landmark developments across city districts in South Africa Writer: Tom Wadlow | Project Manager: Eddie Clinton

90 | Africa Outlook issue 76

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Africa Outlook issue 76 | 91

AMA ARCHITECTS

M

uch like the economy, urban areas go through cycles of prosperity and decay, peaks and troughs.

Take Johannesburg’s Central Business District (CBD). Still the densest area of skyscrapers in Africa, it thrived during the economically prosperous period of the 1960s and 1970s, signified by the completion of the Carlton Centre, the continent’s then tallest building.

However, with the failing apartheid politics and through until the late 1990s, the CBD became a no-go zone and virtual ghost town, a shadow of its

former glory and dogged by crime and neglect. Residential and commercial occupation plummeted, with people and businesses opting for more secure houses and offices in the northern suburbs of the city.

Fast-forward to today and the situation is gradually improving once more, the government of Gauteng and many large banks establishing themselves in the area. Gentrification efforts, including the mass rollout of CCTV and development of historical buildings, are helping to reduce crime and encourage people back to the CBD.

BACKGROUND

ABOUT AMA ARCHITECTS Based in Sandton, South Africa, AMA Architects is a prominent design group of architects and interior designers that has emerged into a multidisciplinary practice since setting up in 1993.

Clients include listed property groups, financial institutions, prominent private developers and individuals with vision.

The firm has a formidable track record in the design and delivery of specialised head office buildings, residential apartment developments, commercial refurbishments, office parks, retail projects, motor showrooms, luxury homes, office relocations and industrial distribution warehousing facilities.

The group has completed many notable works of architecture of the highest standards and practices architectural design with an enthusiasm and strong commitment to the timeless values of architecture.

Adrian Maserow, Gerald Pereira and Marco Fanucchi, together with Antonio Damons, are the company’s Directors, and Peter Brown and Kevin Huang serving as AMA Architects Associates.

Kempak Kempak Tiling has established itself as a leading, reputable tiling contractor and installer of granite tops.

Based just outside of Sandton, the company operates mainly within the Gauteng region and prides itself on three core elements to its offering: value for money, excellent tiling quality, and unrivalled project management skills.

Another important aspect of Kempak Tiling is that clients deal directly with the company’s owners, meaning that accountability is absolute and that no stone is left unturned.

This has been the case in a recent project with AMA Architects in Centurion, involving the construction of a new head office for Exxaro. Kempak was contracted by WBHO (Wilson Bayley Homes) to complete the tiling and plastering for the development, which was completed in March 2019 and spans 18,000 square metres. The project involved 11,500 square metres of tiling, and 30,000 square metres plastering.

Whether its mosaic, slate, porcelain, sandstone, marble, travertine or LVT (luxury vinyl tiles), Kempak is able to deliver your tiling needs. From tile sourcing and choices to design layout, procurement and installation, Kempak will deliver on time and within budget.

Train stations, offices, hotels, apartments, automotive showrooms and golf estates are just some of the successfully completed projects that make up the company’s portfolio. To find out more, visit www.kempak.co.za

www.kempak.co.za

92 | Africa Outlook issue 76

AMA ARCHITECTS

PORTFOLIO SNAPSHOT

MASINGITA TOWERS Masingita Towers: Covering 10,300 square metres, Masingita Towers is a luxury residential accommodation development situated in the heart of Sandton. The development comprises 180 apartments, situated just 600 metres from the Benmore Gardens shopping centre. Masingita Towers is at the epicentre of lifestyle and urban energy. These cosmopolitan apartments are positioned on the most exclusively sought-after road in the heart of Sandton. Unrivalled in aesthetic appeal, Masingita Towers features awe-inspiring views of one of Africa’s most vibrant cities coupled with modern sophistication and remarkable quality. Indulge in a worldclass lifestyle created for the discerning few – superior two bedroom en suite apartments and prestigious penthouses, with an exclusive bouquet of services and facilities to ensure effortless daily life such as a trendy restaurant, private lounge, executive conference facilities and wi-fi, a business centre, a fitness centre, outdoor sparkling pool, laundry and housekeeping, and 24-hour security.

Indeed, for Adrian Maserow and AMA Architects, the key to revitalising an urban environment can lie in an individual building as a catalyst for transformation.

It is what the Sandton-based practice specialises in as Maserow, the Managing Director, explains: “AMA is a leading and broadly skilled mixed-use architectural and interior design specialist firm that benchmarks its skills and achievements to an international architectural conversation concerning placemaking and the humanisation of our urban fabric.”

94 | Africa Outlook issue 76

“WE BELIEVE THAT A WELL-EXECUTED MAURITIAN AND REGIONAL STRATEGY WILL REWARD SHAREHOLDERS WITH ATTRACTIVE RETURNS AND A STRONG GROWTH STORY”

In Johannesburg’s CBD, that individual building as a catalyst for change is the Absa Towers Main building.

“The building at 30 storeys high remains an iconic city landmark, however, its redevelopment represents a powerful manifestation of ongoing efforts to claw back the Johannesburg central business district from the socially and economically debilitating effects of neglect, grime and crime,” Maserow continues.

This mixed-used building enables Absa (a prominent South African bank) to simultaneously occupy less space, facilitated by its offices’ PORTFOLIO SNAPSHOT

ATHOLL TOWERS Situated alongside the Park Inn Hotel, just off Katherine Street in Sandton. The first phase was built for Volkswagen and is three storeys high, whilst the second phase is seven storeys.

The transition from a lower building in front to a higher one behind creates an interesting build-up of scale. The buildings are sculpturally designed, with framed wraparound elements and cantilevered terraces.

Completed in April 2015, it consists of 10,211 squares metres of offices and 480 parking bays, with five basement levels. The Atholl Towers office development in Johannesburg, South Africa, was awarded a 5-Star Green Star SA Rating by the Green Building Council of South Africa (GBCSA)

CONSTRUCTION

flexible workplace planning, while also fulfilling its vision of contributing to the community and providing impetus for the rejuvenation of this part of the CBD, including 20 floors of low-cost economic residential accommodation in Johannesburg.

This translates into 520 apartments atop of 10 floors of office space, a retail ground floor with coffee shop, restaurant and recreational areas, childcare facilities, a public square with planted park-like enclaves and integrated public transport facilities. The ground floor will house the Absa Art Gallery, while a sky deck occupies amenities on the 15th floor.

Thanks to its human-centred design approach, AMA will be leading the creation of an urban space that will help underprivileged residents and small businesses to thrive in the city, the scheme also heavily advocating pedestrianisation of the inner city.

Its target rent level for the development is R3,000 ($205) a month, while the development process will see local businesses and suppliers favoured in

PORTFOLIO SNAPSHOT

CLIENTELE Clientele Life Call Centre in Morningside, Sandton, is a 7,500-square-metre head office and call centre building completed in 2014.

its construction and employment.

The development also has sustainability in mind. Maserow explains: “Denser urban living residences nearer to work opportunities is highlighted as an essential strategy to ensure limiting carbon emissions. The adaptive reuse of an existing but outdated structure is reinforcing sustainability by reducing the need for new building construction.”

UBUNTU – I AM BECAUSE WE ARE Of course, not all requirements can be met by revamping existing structures.

In Centurion, the recently completed headquarters building designed for the mining firm Exxaro, The ConneXXion, represents a landmark project for AMA Architects and all associated with this remarkable project.

Africa Outlook issue 76 | 95

AMA ARCHITECTS

PORTFOLIO SNAPSHOT

HQ BEDFORDVIEW Completed in 2016, HQ Bedfordview is an office complex in the Bedfordview suburb of Johannesburg. The project covers some 9,200 square metres, with clients able to move into flexible workspaces as small as 140 square metres and as large as 8,000 square metres, and almost any size in between. Set to become a landmark building, HQ Bedfordview is conveniently located directly across the road from both Bedford Centre and Bedford Square, and will set a new standard of Premium Grade office space in the area. Roof terraces that capitalise on breathtaking views, individual three-storey blocks designed with flexible floor plates.

HQ Bedfordview is designed with three individual blocks, a park like environment, featuring state-of-the-art facilities.

96 | Africa Outlook issue 76

“Encouraged by the philosophy of ‘ubuntu: I am because we are’, the African philosophy of inclusivity embraces true diversity as it transitions its working community from old to new, and becomes the generator of a recognisable humanistic architecture in this head office,” Maserow says.

“Its curvaceous form, and a seamless boundary experience with pedestrian links to the Gautrain station and the Centurion Mall, together with neighbouring shops, is the context of the Exxaro head office location.

“In Africa, we respond well to nature, its pristine light, lush plants and fresh air, and to the natural textures of warm woods and soulful organic materials that shape the tactile nature of this architecture. Through generous fluid spaces, the presence of the Centurion sky formed in its abstracted cloudlike-patterns is reflected in the curves of the glazed ‘canvas’.”

Covering 18,000 square metres of activated office space, The Connexx-

CONSTRUCTION ion has a five-star Green Star rating and will attain a first-time WELLNESS rating in South Africa.

Among the many features of this ultramodern working space is an incredible atrium with attractive central stairways to cut down on lift usage, an ETFE roof to allow for natural light into the heart of the building and several water and energy saving features such as specially adapted taps, energy-efficient lighting and photovoltaic panels plus electric vehicle charging points.

The ConneXXion is just one of many successfully completed and sizable developments designed by AMA Architects in recent times across many parts of South Africa. Masingita Towers, The Clientele Head Office, the Atholl Towers, Sandton Skye Apartments and Cosmo Mall are examples

PORTFOLIO SNAPSHOT

COSMO MALL “Adjacent to Cosmo City on Malibongwe Drive, we designed the Mall to serve the local community,” Maserow says. “The design is simple and clean, with a beautiful interior space. We’ve introduced brightly coloured glass with patterning, like stained glass, which has really energised the space. It has become a real expression of colour and is fun and joyful. This is the kind of spirit we want to bring to these places. People often replicate the same old formula for retail projects, and what for? You can design a mall in such a way that you retain all the financial advantages and still do something exciting that gives people joy and inspiration.”

Titanus Slew Rings industrial premises is Located in Tunney, Gauteng, and this project required a completely unique industrial architectural solution.

The design of the industrial building aimed to provide as much natural light as possible for this high precision manufacturing process, and the roof is the largest multi-module barrel vault on the Highveld.

PORTFOLIO SNAPSHOT

SANDTON SKYE This is a residential project with a difference in that it functions in a hotel-like fashion. Residents have access to a range of public amenities including restaurant, a bar, a gymnasium, a health spa, a crèche and kiddies’ centre, a business centre and pool. Once again, rather than operating as a single building, Sandton Skye will consist of three towers linked by gardens and outdoor terraces.

The spaces and visual links between them make the complex visually interesting and the spaces are vibrant and inviting.

of prominent projects which are valued additions to the architecture of Johannesburg.

A reliable and knowledgeable supplier network is recognised by Maserow as central to the company’s longstanding reputation, and this together with the ability to stay abreast of key technological trends in construction help to drive AMA’s passion for visionary designs.

And it is on a forward-thinking note that he delivers his closing remarks.

Having established itself locally as a dynamic architectural firm able to execute excellence across a spectrum of building and development types, expansion into new territories could be on the horizon.

Looking ahead to the future, Maserow concludes: “We continuously seek

new paths to grow our footprint as a leading architectural firm – both locally and hopefully abroad.

“Each project we complete has an impact that positively resonates with the people who use and live in our environments. Our highly driven ambitions are always challenged with new project scope and functions and, because we focus on people, our vision consistently drives a fresh and hugely appealing brand of architecture.”

AMA ARCHITECTS Tel: +2711 8077505 adrian@amagroup.co.za www.amagroup.co.za

Africa Outlook issue 76 | 97

BERMAN BROTHERS GROUP

CAPETOWN’S

DUTIFUL DEVELOPER I had trained as a lawyer and was well set to pursue a career in law when my brother, Saul, invited me to go into a partnership with him to form Berman Brothers Group. Saul had started the company in 1989.

“He had just been awarded the contract for Cape Town Airport’s new domestic arrivals terminal and there 98 | Africa Outlook issue 76

Brothers Paul and Saul Berman have been revitalising the city where they grew up via a string of landmark building developments since going into business together in 1994 Writer: Tom Wadlow | Project Manager: Josh Mann

was a clear opportunity for us to build from there and to chart our own destiny. We had always had a strong bond as brothers, and this was just the challenge we needed to create something special together.”

For Paul Berman, 1994 and dawn of post-Apartheid South Africa opened up a world of opportunity in his home city of Cape Town.

CONSTRUCTION

Drawing on an intimate understanding of their community, the duo have played an influential role in rejuvenating the Sea Point suburb where they grew up, delivering a portfolio of luxury property developments which have helped to elevate property values across the area.

Indeed, the Bermans’ bold un-

Paul and Saul Berman

dertakings reflect their wider confidence in South Africa and its property development sector, an industry which has been through an undeniably tough period recently.

For Paul Berman, who is CEO of Berman Brothers Group, there is plenty of cause to be upbeat. “If you look beyond the daily headlines, there are clear signs that the Africa Outlook issue 76 | 99

BERMAN BROTHERS GROUP country is moving in the right direction,” he says. “The leadership of key institutions, from the prosecuting authority to boards of state-owned enterprises, has been reinforced with competent and trustworthy people, for example.

“Commissions of inquiry are getting to the bottom of corruption scandals and prosecutions will follow. These are the right steps towards rebuilding trust and the rule of law, which are essential to the success of the economy.

In terms of his own enterprise, Berman points to an extraordinary location as central to its success to date and future prospects. Stunning scenic

splendour and a relaxed, aspirational lifestyle with a host of world-class dining, outdoor and shopping experiences available on its doorstep, Cape Town is rightly considered a jewel in South Africa’s crown.

“We remain exceptionally positive about the property market in this area in which we focus and are most prominent,” Berman adds. “We have always believed that quality property in the right area and position will attract buyers of discernment.

“Our strategy is to leverage this solid base and position ourselves to develop a bigger national footprint and

BACKGROUND

BROADENING HORIZONS Central to the expansion of Berman Brothers Group across a wider national footprint is the recent acquisition of an 85 percent stake in Dogon Group Properties. Renowned for marketing high-end properties in both Cape Town and Gauteng, Dogon was behind the most expensive property sale in the whole of South Africa, a R290 million ($19.62 million) home in Bantry Bay, Cape Town.

This acquisition adds to the 150-plus team at Berman Brothers Group, whose expertise predominantly span residential and commercial construction.

Among its portfolio are several high-end homes, office blocks, apartment complexes, commercial centres and mixeduse developments, the company is seeking to build on its solid reputation in Cape Town and expand its presence in other South African markets.

The Estate

100 | Africa Outlook issue 76

further opportunities for growth.”

TRACK RECORD Growing such a national footprint has been and will continue to be made possible by a formidable track record built up in Cape Town.

Among its recently handed over projects include The Kings, a sleek and commanding building located on the main road of Sea Point that houses a unique property café for new acquisition Dogon Group, the first of its kind in the city.

Marble flooring, state-of-the-art technology setups, and even an

CONSTRUCTION

Established in 1992, Safe n Secure continues to be run and owned by the original founder.

Teams of dedicated technicians install state of the art security systems, designed to meet your personal needs.

Our alarm, CCTV and access control systems are seamlessly integrated for simplicity and elegant functionality. Our maintenance crew ensures your system is maintained to perform optimally.

Safe n Secure is very proud to contribute security solutions to developments by the Berman Brothers Group. mark@safensecure.co.za

in-house barrister are some of the features that will contribute to making this a one-of-a-kind property showroom, while the building also contains 44 elegant apartments in the upper floors.

Another landmark development is The Estate, a multi-level private complex made up of two apartment blocks on the slopes of Signal Hill, set at the foot of Table Mountain and overlooking the Atlantic Ocean. Phase one is complete, with phase two of the scheme coming to a conclusion.

Fitted with 24-hour security and concierge services, The Estate is the first of its kind to come complete with its own backup electricity and water supply in case of outages, able to self-provision for around two weeks if required. A particular highlight is the infinity pool and bar area available to residents of the 42 two- or three-bed apartments.

For Berman, this project is fitting of the company’s motto.

“Berman Brothers is a cutting-edge development company which has created, and strongly maintains, a hard-earned reputation for reliability, financial jurisprudence, ethics and creativity,” he explains.

“When we launched the firm, we used an extremely bold slogan: ‘Berman Brothers is building – on time as usual!’. It meant making big promises, and then beating all expectations.

This is what we believe makes Berman Brothers unique. This is who we are, and this is what we represent.”

It is not just new developments which are etched with the Berman Brothers hallmark, however.

The CEO continues: “Our ethos is based on providing hubs of excellence to communities and to making a difference in the areas we develop. We aim to create a positive impact with every project we complete.

“By transforming aged and floundering properties into developed and functional spaces, we generate value

+27 21 486 1820

www.safensecure.co.za

for all parties involved, from property investors, buyers and stakeholders, to tenants and residents of the surrounding areas.”

POWERED BY PEOPLE This flow of positivity generated by Berman Brothers developments also trickles down into the organisation and its own employees, assets who are described as the lifeblood of the business.

Encouraged to further their skills through numerous training projects and sharing knowledge with trainees and interns, it is a tremendous source of pride for both Berman brothers that many of the company’s staff have been with them since day one.

Paul Berman reflects: “I have learnt that every employee is a potential or actual leader and needs to be treated as such. This has taught me how to lead, inspire and motivate my work colleagues as valued peers, rather than how to lead employees who are remunerated to follow instructions.

Africa Outlook issue 76 | 101

BERMAN BROTHERS GROUP

102 | Africa Outlook issue 76

CONSTRUCTION

“Never stop dreaming, never stop creating, because what we’ve built here, which is spectacular, was a dream. We make mistakes - what do we do? We improve on the next one. Never stop compromising, never stop thinking that you’ve achieved. You can always improve and you can always do better, you can always build better, you can always learn from other people. And the most important thing is that no one works for us, people work with us. We have partners who have become friends. Everybody that we do business with is a friend of the Berman Brothers family” – Saul Berman “We have an entrepreneurial culture that encourages each person to think like a business owner – it’s how we incubate fresh thinking to remain at the forefront of our industry.”

This cultural nurturing can also be applied to the relationships Berman Brothers has with its suppliers, seen as the foundation to the company’s longevity.

“Trust is the most important ingredient in any partnership and it’s about consistency and fairness but, most importantly, staying true to the relationship in good times and bad,” Berman continues.

“Having based our business in Sea Point, where we were raised, we have many exceptional business partners who have supported us over the years, and we continue to draw on the combined strength of this network to keep growing. It makes all the difference knowing that we can rely on our part-

ners when we need them.”

The acquisition of Dogon Group represents the latest such relationship which will power Berman Brothers into another successful quarter century of existence.

Having built up a hard-earned reputation across its beloved Cape Town, the time has come to stretch the company’s boundaries and look ahead to a bigger, bolder future, one that continues to deliver what the CEO describes as exceptional and reliable returns on investment.

Given this nationwide ambition, the conversation ends with a bold appraisal of the building industry across South Africa.

Berman concludes: “We believe the fundamentals in South Africa are very positive. South Africans have a global reputation for hard work, innovation and determination in the face of adversity. There’s every reason to believe we

will overcome the current turbulence and the economy will rebound.

“I am well aware that we need to manage our social challenges and to grow our economic resilience. But this is where South Africa has a great track record – we do not wait for others to tell us how to fix things. We are the solution. We are a nation at one, committed to work, to build, to change and to progress.

“For us at Berman Brothers, this involves building for the future in pursuit of excellence. We strive to disrupt the status quo and set a new standard for greatness.”

BERMAN BROTHERS GROUP Tel: +27 21 439 9030 reception@bermanbros.co.za www.bermanbros.co.za

Africa Outlook issue 76 | 103

ATTERBURY PROPERTY

25 YEARS AND COUNTING 2019 marks the 25th anniversary of Atterbury Property, the South African developer having established a reputation built on partnerships across the entire lifespans of projects Writer: Tom Wadlow | Project Manager: Eddie Clinton

104 | Africa Outlook issue 76

CONSTRUCTION

D

espite facing well-documented challenges, South Africa’s construction industry still added R430.2 billion ($29.41 billion) to the country’s economy in 2018.

And despite the latest figures from Statistics South Africa revealing a sizable number of job losses in Q1 of 2019 (142,000), the sector does continue to employ eight percent of the nation’s workforce and generates around four percent of GDP. 1994 and the end of Apartheid marked a critical turning point for South Africa politically, socially and economically, the country opening itself up to the world following a tumultuous period which produced high unemployment, poverty and diminished inward investment.

For companies like Atterbury Prop-

erty, the democratisation process created stable ground on which to build.

“At Atterbury our goal has always been to create working, shopping and entertainment spaces for everyone to live to their full potential,” the company outlines on its website. “For us and our associates, development and construction are enablers for people to experience all that life has to offer.”

The company was founded in Pretoria by Louis van der Watt and Francois van Niekerk, its initial focus being on the development of retail and commercial premises, two strands which are still very active to this day across many parts of South Africa.

Beyond the nation’s borders, Atterbury works with like-minded partners in Europe, Namibia and Mauritius to unlock property investment value with its development and asset management skill.

Africa Outlook issue 76 | 105

ATTERBURY PROPERTY

PROJECT OVERVIEW

BARLOW PARK In Sandton, Atterbury is developing another mixeduse site named Barlow Park, where Barloworld has based its operations since 1978.

Here are the key numbers: • 8 – years it will take to roll out • 10,000 square metres – amount of retail and gym space being developed • 10,000 square metres – amount of auto dealership space • 55,000 square meters – amount of residential space • 55,000 square metres – amount of office space • R2.7 billion ($180 million) – value of project

106 | Africa Outlook issue 76

PROJECT PRIDE However, it is in its home country where the firm has made the most impact.

Among its recently acquired projects is the King Air Industria development set on a plot of land near Cape Town International Airport.

Once finished, it will provide 280,000 square metres of rentable industrial space ideally located to public transport and major roadways (N2 and N1). The work is set to be conducted over five phases and will contain two access points into the precinct.

Another ongoing development is the Castle Gate Retail Centre, sat southeast of Pretoria on former farmland.

“Surrounded by a medium density residential area, the master plan will bring all the necessary user requirements of modern life to entertain, work and sleep in a sustainable environment,” Atterbury states on the project webpage.

“The retail centre looks to embrace a new concept for open retail that consist of the integration of separated individual boxes through organic shapes and lines that create a dynamic experience for the visitor.”

Spread across 48 hectares of land, Castle Gate’s mixed-use remit will include office buildings, a gym, retail outlets and fast food restaurants.

In the healthcare space, Atterbury recently handed over a successfully completed hospital project in Stellenbosch for its client Mediclinic.

The company began the development in May 2017 and delivered the first phase of the new 16,000-square-metre facility in March this year – the hospital began operating from its new home from June 1.

Bidvest prestige Bidvest Prestige celebrates a significant milestone this year its 50th anniversary of providing bespoke world-class contract cleaning solutions to businesses in South Africa and abroad.

The company who operates in the health, hospitality, mining, commercial, food hygiene, retail, industrial, autocare and education sectors, says the secret to its success lies in investing in its hardworking employees and its ability to remain innovative whilst operating in the highly competitive contract cleaning industry.

We look forward to seeing what the next 50 years will bring for this dynamic and pioneering company.

www.bidvestprestige.co.za

Factory Cat Factory Cat Equipment South Africa is a division of the USA-based, world-leading Factory Cat Brand.

Factory Cat supplies industrial floor scrubbers and sweepers to the industrial and commercial sectors. The unit’s USA parent is the manufacturer of the equipment and ensures class leading, robust, reliable and practical machinery.

The company sells equipment to retailers, individuals, suppliers as well as other cleaning companies across South Africa. Factory Cat also offers daily rentals, short- and long-term rentals, as well as rent-to-own options.

For Founder Brent Frazer, there are two key reasons for choosing Factory Cat – quality of equipment and closeness of customer relations.

www.factorycat.co.za

CONSTRUCTION

SWEEPERS

WALK BEHIND SCRUBBER

SWEEPERS

ND SCRUBBERS RSWEEPERS DE ON SCRUBBERS RWALK DE ONBEH SCRUBBERS RIDE-ON SCRUBBERS RIDE-ON SCRUBBERS RIDE-ON SCRUBBERS RIDE-ON SCRUBBERS SWEEPERS WALK BEH ND SCRUBBERS WALK BEH ND SCRUBBERS

The Factorycat walk-behind scrubbers bring renowned toughness into the walk-behind auto scru compact length allows the battery scrubbers to maneuver into congested areas and their unique The Factorycat sweepers were built specifically with industrial The Factory cleaning cat sweepers needs in mind. were built They specifically are built for: with dirt, industrial dust, cleaning needs in mind. They are built for: deck dirt, dust, scrub well protected. The large clean water and recovery tanks tip back for easy scheduled Factorycat scrubbers working long afte

THERE S ALWAYS A RED ONE UST FOR YOU

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Adjustable steering columns are standard, asThe ispotentially the front, steel apron protects the operator’s discarded. environments.

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An American Made front drive system allows U-Turns within the machine’s length, and machine.

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An service.

American Made front wheel drive system allows for U-Turns within the machine’s length, andsystem allows for U-Turns within the machine’s length, and unmatched maneuverability.most Stainless fasteners filter simplify maneuverability.

Stainless fasteners and filter screens simplify service. efficient to and usefilter on screens the market. efficient to and useunmatched on screens the market. unmatched maneuverability.most Stainless fasteners simplify service. maneuverability. Stainless fasteners and filter unmatched screens simplify service.

R DE ON SCRUBBERS

SWEEPERS

WALK BEHSWEEPERS ND SCRUBBERS Pilot-HD

Pilot-HD Disk Scrub Path: Cylindrical Path: Dimensions (L×W×H): Solution / Recovery Tank: Run Time: Theoretical Coverage: Disk Scrub Path:

GTR-ST / GTR-HD Pilot-HD XR 29'' & 33''

64'' × 37.8'' × 57''48'' × 24'' 69'' × 40'' × 56'' 64'' × 34'' × 56'' × 55''

(66 × 76.2 × 86.4 cm)

22 Gal / 23 Gal

(83.3 / 87.1 liters)

Up to 4.0 Hours* Up to 26,745 sqft/hr

(2,484.7 sqm/hr)

UpTime: to 4.5 Hours* Run Up to 44,118 sqft/hr Theoretical Coverage: (4,099.0 sqm/hr)

(76.2 & 86.4 cm)

WALK BEH ND SCRUBBERS

Up to 5.0 Hours* Up to 4.0Up Hours* to 5.0 Hours* Up to 4.5 Hours*

UpTime: to 5.0 Hours* Run

Up to 26,745 Up to 46,643 sqft/hr Up tosqft/hr 46,643 sqft/hr Up to 44,118 sqft/hr

Up to 46,643 sqft/hr Theoretical Coverage: (4,333.3 sqm/hr)

(4,333.3 sqm/hr)

(2,484.7 sqm/hr) (4,333.3 sqm/hr)

Pilot-HD

GTX-ST / GTX-HD

GTR-ST / GTR-HD

XR

26'', 28'', 30'' & 34''

30'' & 34''

34'', 40'' & 45''

25''

25'', 29'' & 33''

29'' & 33''

34'', 40'' & 46''

(66 & 71.1 cm) (63.5 cm)

Dimensions (L×W×H):

(66 × 76.2 × 86.4 cm)

Solution / Recovery Tank:

48'' × 24'' × 55'' 22 Gal / 23 Gal

(66, 71.1, 76.2 & 86.4 cm) (63.5, 73.7 & 83.8 cm)

64'' × 34'' × 56''

(162.6 × 86.4 × 142.2 cm)

33 Gal / 36 Gal

(76.2 & 86.4 cm) (73.7 & 83.8 cm)

64'' × 37.8'' × 57''

(157.5 × 96 × 144.8 cm)

46 Gal / 49 Gal

(4,099.0 sqm/hr)

(175.3 × 91.4 × 142.2 cm)

65 Gal / 78 Gal

(124.9 / 136.3 liters)

(174.1 / 185.5 liters)

(246.1 / 295.3 liters)

Up to 4.0 Hours*

Up to 4.5 Hours*

Up to 5.0 Hours*

Drain Saver Basket Up to 5.0 Hours*

(2,484.7 sqm/hr)

Up to 44,118 sqft/hr

Up to 46,643 sqft/hr (4,333.3 sqm/hr)

Up to 30,000 sqft/hr Coverage: Theoretical (2,787.1 sqm/hr)

WALK BEH ND SCRUBBE

Pilot-HD GTR-ST / GTR-HD XR

GTX-ST / GTX-HD

26'' & 28'' 34'',cm) 40'' & 45'' (66 & 71.1

Up to 30,000 sqft/hr

46''

(86.4 cm)

32'' x 10''

Hopper Capacity:

2 cubic feet

4 cubic feet

(66 x 25 cm) (56.6 liters)

Up to 4 Hours

26'' & 28''

(43.2 , 51 & 66 cm)

(66 & 71.1 cm)

25'' & 29''

25''

69'' × N 40''/ A × 56''

Theoretical Coverage: Up to 60,000 sqft/hr

(63.5 cm)

(175.3 × 91.4 × 142.2 cm)

65 Gal42'' / 78×Gal 21'' × 39'' 295.3 liters) cm) (246.1 /(106.7 × 53.3 × 99.1 cm) Up to 10 5.0 Gal Hours* / 10 Gal (37.6 / 37.6 liters) / 37.6 liters) Up to 46,643 sqft/hr Up to (37.6 46,643 sqft/hr 46 Gal×/ 49 Gal× 35'' 18''

(63.5 & 73.7 cm)

45'' × 21'' × 39''

38''

52'' × 22'' × 40''

(174.1 liters) (88.9/ 185.5 × 45.7 × 96.5

(114.3 × 53.3 × 99.1 cm)

(132.1 × 55.9 × 101.6 cm

Up 5.0 Hours* 10toGal / 10 Gal

13 Gal / 15 Gal

21 Gal / 23 Gal

Up to 3.5 Hours*

Up to 2.5 Hours*

Up to 3.5 Hours*

Up to 15,748 sqft/hr

Up to 27,027 sqft/hr

Up to 27,027 sqft/h

(4,333.3 sqm/hr)

Up to 2.5 Hours*

(49.2 / 56.8 liters)

(4,333.3 sqm/hr)

Up to 15,748 sqft/hr (1,436 sqm/hr)

(1,436 sqm/hr)

(79.5 / 87 liters)

(2,510.9 sqm/hr)

(2,510.9 sqm/hr)

WALK BEHIND SCRUBBE SWEEPERS

(113.3 liters)

(162.6 × 94 × 139.7 cm)

Dual Cup Holders

Drain Saver Basket

Operator Benefit

Protect Your Drains

Protect Your Drains

Up to 60,000 sqft/hr

(5,574.2 sqm/hr) Vacuum Screen

WALK BEH ND SCRUBBERS Operator Ease for Draining

Mini-HD

17'', 20'', & 26''

(43.2 & 51 cm) 34'', 40'' & 46'' (86.4, 101.6 & 116.8 cm)

N /× A 64'' 37.8'' × 57''

(157.5 × 96 × 144.8 cm)

The Factorycat ride-on scrubber line offers customers an ideal and affordable solution to their floor cleaning needs. The three platforms include a powerful 36-volt system and heavy duty, steel construction for the most severe environments. Adjustable steering columns are standard, as is the front, steel apron which protects the operator’s feet from collision. An American Made front wheel drive system allows for U-Turns within the machine’s length, and unmatched maneuverability. Stainless fasteners and filter screens simplify service.

Drain Saver Up Basket to 7 Hours

Vacuum Motor Protection

Operator Ease

Tip Back Tanks

Tip Back Tanks

Operator Ease for Draining

Micro-HD

(86.4, 101.6 & 114.3 cm)

(43.2 & 51 cm) 29'' & 33'' (73.7 & 83.8 cm)

(5,574.2 sqm/hr)

64'' × 37'' × 55''

(147.3 × 78.7 × 96.5 cm)

Protect Your Drains Dual Cup Holders Operator Benefit

Vacuum Screen Up to 30,000 sqft/hr (2,787.1 sqm/hr) Indicator Dash Lights

Vacuum Motor Protection

Tip Back Tanks

Up to 7 Hours

(81.3 x 25 cm)

58'' × 31'' × 38''

Drain Saver Basket

Theoretical Coverage:

Vacuum Motor Protection

XR

MicroMini 34'', 40'' & 45'' 17'' & 20''

17'' & 20''

(76.2 & 86.4 cm)

RIDE-ON SCRUBBERS R DE ON SCRUBBERS

(2,787.1 sqm/hr)

(116.8 cm)

26'' x 10''

Run Time:

Protect Your Drains

Vacuum Screen

Up to 4 Hours

Up to 60,000 sqft/hr (5,574.2 sqm/hr)

TR

SWEEPERS RIDE-ON SCRUBBERS

Up to 46,643 sqft/hr (4,333.3 sqm/hr)

Up to 7 Hours

34

34''

GTR-ST / GTR-HD

MicroMag 30'' & 34''

R DE ON SCRUBBERS

Main Broom:

Dimensions (L×W×H):

(83.3 / 87.1 liters)

Theoretical Coverage:

(4,099.0 sqm/hr)

Run Time: Up to 4 Hours

Up to 46,643 sqft/hr (4,333.3 sqm/hr)

R DE ON SCRUBBERS SWEEPERS

(86.4, 101.6 & 116.8 cm)

69'' × 40'' × 56''

Up to 5.0 Hours*

R DE ON SCRUBBERS

Sweep Path:

(86.4, 101.6 & 114.3 cm)

Run Time:

Up to 26,745 sqft/hr

SWEEPERS

GTR-ST / GTR-HD XR Pilot-HD 34'', 40'' & 45'' GTX-ST / GTX-HD

30'' & 34''

R DE ON SCRUBBERS

(73.7 & 83.8 cm)

26'' & 28''

Cylindrical Path:

GTX-ST / GTX-HD 26'', 28'', 30'' & 34''

26'' & 28'' 34'', 40'' & 45'' (66 & 71.1 cm)

Cylindrical 34'', 40'' & 45'' Path: 26'', 28'', 30'' &metal 34'' 26'' & 28''

30'' & 34''

25'', 29'' & 33'' Cylindrical (63.5, 73.7 & Path: 83.8 cm)

64'' × 34'' × 56'' Dimensions (162.6 × 86.4 ×(L×W×H): 142.2 cm)

(63.5 cm)

WALK BEH ND SCRUBBERS

Pilot-HD

XR

26'', 28'', 30'' & 34'' 26'' & 28'' (66, 71.1, 76.2 & 86.4 cm) (76.2 & 86.4 cm) 26'' & 28'' (86.4, 101.6 & 114.3 cm) Disk Scrub Disk Scrub Path: 26'', 28'', 30'' &Path: 34'' 30'' & 34'' (66, 71.1, 76.2 & 86.4 cm) Disk Scrub Path:TR (66 GTR-ST & 71.1 cm) (66, 71.1, 76.2 & 86.4 cm) (76.2 & 86.4 cm) 114.3 cm) GTX-ST / GTX-HD / GTR-HD XR Disk Scrub Path: 34(86.4, 101.6 & cleaning (66 &dirt, 71.134 cm) (76.2 & 86.4TR cm) (86.4, 101.6 & 114.3 cm) The Factory cat sweepers were built specifically with industrial needs in dust, 25'',mind.

29'' & 33''They are 29''built & 33'' for: 34'', 40'' & 46''(66, 71.1, 76.2 & 86.4 cm) 25'' 25'', 29'' & 33'' 25'' 25'', 29'' & 33'' Cylindrical 29'' &Path: 33'' 34'', 40'' & 46'' 25'' (63.5 cm) (63.5, 73.7 & 83.8 cm) (73.7 & 83.8 cm) 25'' (86.4, 101.6 & 116.8 cm)29'' & 33''Path: 25'', 29'' & 33'' 34'', 40'' & 46'' Cylindrical (63.5 cm) (63.5, 73.7 & 83.8 cm) shavings, foundry (63.5, sand, bolts, paper, whatever there are and use oversized (63.5 cm)& 34'' 73.7 34'', & 83.8 cm) (73.7 & wood, 83.8 cm) & 116.8is. cm) These sweepers 30'' 40'' & 45'' 46'' all-steel 34''(86.4, 101.6 Cylindrical Path: (63.5 cm)34''69'' × 40'' × 56'' (63.5, 73.7 & 83.8 cm) (73.7 & 83.846'' cm) (86.4, 101.6 & 116.8 cm) Sweep Sweep 64'' × 34'' × 56'' 64'' × 37.8'' × 57'' 48'' × 24''Path: × 55'' (66 & 71.1 (86.4, cm) 101.6 & 114.3 cm) (66, 71.1, 76.2 & 86.4 cm) (76.2 & Path: 86.4 cm) & 114.3 cm) Path: 64'' × 34'' × 56'' 55'' (86.4 cm) (86.4 cm)× 91.4 × 142.2 cm) (116.8 cm) 48'' × 24'' ×Cylindrical Dimensions (L×W×H): 64''The × 34''(86.4, × 56''101.6 64'' × 37.8'' 69''cm) × 40''mechanism ×(66 56'' 48'' × 24'' × 55'' × 76.2 × 86.4 cm) and will (162.6potentially × 86.4 × (116.8 142.2 cm) (157.5 × 96life × 144.8 components throughout. filter is cleaned by× 57'' an on-board last the ofcm)the 64'' × 34'' × 56''(L×W×H): 64'' × 37.8'' × 57'' (66 × 76.2 69'' ××86.4 40''cm) × 56'' 48'' × 24'' ×(175.3 55'' Dimensions Dimensions (L×W×H): (162.6 × 86.4 × 142.2 cm) (66 × 76.2 × 86.4 cm) (162.6 × 86.4 × 142.2 cm) (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) Dimensions (L×W×H): (66 × 76.2 × 86.4 (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) 34'', 40'' & 46'' 25'', 29'' & 33''machine.

29'' &oil 33''to change, 34'',to40'' & 46'' 25'' 33 Gal / 36our Gal / 49 Gal 65xcm) Gal 22 Gal / 23 32''sweepers x 10'' 46 Gal the 32'' x 10''22 Gal 26''65xGal 10'' 26''and 10''/ 78 Gal(162.6 × 86.4 × 142.2 cm) No spill, tanks toGal exchange, or/ 78valves toGalgrind making easiest 33 Gal / 36 Gal / 23 Gal Main Broom: Main Broom: Solution / Gal Recovery Tank: 33 Galfuel / 36 Gal 101.6 46 / 49 Gal / 87.1 22(73.7 Gal /&23 Galcm) (63.5 cm) (86.4, 101.6 & 116.8 cm) (63.5, 73.7 & 83.8 cm) 83.8 (86.4, & 116.8 cm) (83.3 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) / 295.3 liters) 33Solution Gal / 36 /Gal 46 Gal / 49 Galx 25 cm) Gal / 78 Gal 22 Gal /(66 23 (246.1 Dimensions (L×W×H): Recovery Tank: (66(246.1 x 25 /cm) (81.3 x 25 cm) xGal 25 cm) (81.3 Solution / Recovery Tank: (83.3 /65 87.1 liters) (124.9 / 136.3 liters) (83.3 / 87.1 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) 295.3 liters) Solution / Recovery Tank: (83.3 / 87.1 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) (246.1 / 295.3 liters) most efficient to use on the market.

64'' × 37.8'' × 57'' 69'' × 40'' 56'' Up to 4.0 Hours* Up to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Run × Time: 4 cubic feet 4 cubic feet 2 cubic feet 2 cubic feet Up to 4.0 Hours* Up to 4.5 Hours* Up to 4.0 Hours* Up to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Run Time: Hopper Capacity: Hopper Capacity: Run Time: (157.5 × 96 × 144.8 cm) (66 × 76.2 (175.3 × 86.4 × cm) (157.5 × 96 × 144.8 cm) 91.4 × 142.2 (162.6 cm) × 86.4 × 142.2 cm) (175.3 × 91.4 × 142.2 cm) Up to 4.0 Hours* Up to 4.5 Hours* Up to 5.0(113.3 Hours*liters) Up to 5.0 Hours* / Recovery Tank: Time: (56.6 liters) Up to 26,745 sqft/hr Run Up Solution to 44,118(113.3 sqft/hrliters) Up to 46,643 sqft/hr (56.6 Upliters) to 46,643 sqft/hr Up to 44,118 sqft/hr Up to 26,745 sqft/hr Theoretical Up to 44,118 sqft/hr Up toCoverage: 46,643 sqft/hr Up to 46,643 sqft/hr Up46 to 26,745 sqft/hr (2,484.7 (4,099.0 sqm/hr) sqm/hr) Up 33 Gal / 36 Gal 46 Gal / 49 Gal 22 Gal / 65 / 78 Gal Coverage: 33 Gal / 36 Gal Gal / 49 Gal (4,099.0 65 Gal / 78 Gal 23 Gal GalTheoretical to 44,118 sqft/hr Upsqm/hr) to 46,643 sqft/hr (4,099.0 sqm/hr) Up to 26,745 Theoretical Coverage:Up to 46,643 64'' × 37'' (4,333.3 × 55''sqm/hr) (2,484.7 64'' sqft/hr × 37''(2,484.7 × 55'' 58''(4,333.3 × 31'' × 38'' sqm/hr) (L×W×H): 58''(4,333.3 ×sqft/hr 31'' × 38'' (2,484.7 sqm/hr) sqm/hr) (4,333.3 sqm/hr) sqm/hr) Theoretical Coverage: Solution / Recovery Tank:(174.1 / 185.5 liters) (83.3 / 87.1(246.1 Dimensions Dimensions sqm/hr) (4,099.0 sqm/hr) (4,333.3 sqm/hr) (4,333.3 sqm/hr) (124.9 / 136.3 liters) liters) / 295.3 liters) (124.9 / 136.3 liters) (174.1 / 185.5 (L×W×H): liters) (246.1 / 295.3 liters) (147.3 × 78.7 × 96.5 cm) (162.6 × 94 × 139.7 cm) (147.3 × 78.7 × 96.5 cm) (162.6 × 94 × 139.7 cm) Run Time:

GTX-ST / GTX-HD

26'',Scrub 28'', 30'' & 34'' Disk Path: (66, 71.1, 76.2 & 86.4 cm)

48'' × 24'' × 55''

(66 & 71.1 cm)

GTR-ST / GTR-HD

26'', 28'', 30'' & 34''Disk Scrub 30'' &Path: 34''

25''

26'' & 28''

GTX-ST / GTX-HD

Vacuum Screen

Indicator Dash Lights

Vacuum Motor Protection

Operator Ease

Heavy Duty Front Apron

Tip Back Tanks

Operator Ease for Draining

The Factorycat walk-behind scrubbers bring renowned toughness into the walk-behind aut compact length allows the battery scrubbers to maneuver into congested areas and their un The Factorycat sweepers were built specifically Dual withCup industrial cleaning needs in mind. They are built for: dirt Holders large clean water and recovery tanks tip back for easy sch Dual Cup Holders scrub deck well protected. The Operator Benefit metal shavings, foundry sand, bolts, paper, wood, whatever there is. These sweepers are all-steel and use ov Operator Benefit Our thick steel frames and heavy duty components keep Factorycat scrubbers working lon components throughout. The filter is cleaned by an on-board mechanism and will potentially last the life of the discarded.

Pilot-HD GTX-STto / GTX-HD GTR-ST / GTR-HDto grind XR machine.

No oil to change, fuel to spill, tanks exchange, or valves making our sweepers the easies Indicator Dash Lights Indicator Dash Lights 26'', 28'', 30''Operator & 34'' Ease 30'' & 34'' 34'', 40'' & 45'' 26'' &market.

28'' to use on the (66 & 71.1 cm) (66, 71.1, 76.2 & 86.4 cm) (76.2 & 86.4 cm) (86.4, 101.6 & 114.3 cm)

WALK BEH ND SCRUBBERS Operator Ease Disk Scrub Path: most efficient

RIDE-ON SCRUBBERS 25'', 29'' & 33''

25''

Cylindrical Path:

(63.5 cm)

29'' & 33''

(63.5, 73.7 & 83.8 cm)

34'', 40'' & 46''

(73.7 & 83.8 cm)

(86.4, 101.6 & 116.8 cm)

Operator Ease for Draining Heavy Duty Front Apron Heavy Duty Front Apron solution to their Operator Foot Protection The Factorycat ride-on scrubber line offers customers anOperator idealFoot and affordable floor cleaning Heavy Duty Front Apron Foot Protection 64'' × 34'' × Operator 56'' 64'' × 37.8'' × 57'' 69'' × 40'' × 56'' 48'' × 24'' × 55'' Protection Operator Foot Protection Dimensions (L×W×H): Front(66Fill System needs. The three platforms include a powerful system and heavy duty, steel construction for the most severe × 76.2 × 86.4 cm) (162.6 × 86.4 × 142.2 cm) (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) Vacuum 36-volt Protection Vacuum Protection & Muffler System Operator Ergonomics for Easy Vacuum the Protection environments. Adjustable steering columns are standard, as is the front, steel apron which protects operator’s & Muffler System 33 Gal / 36affordable Gal 46 Gal / 49 Gal floor cleaning 65 Gal / 78 Gal 22 Galcustomers / 23 GalFill an ideal TheSolution Factory/ c at ride-on scrubber line offers and solution to their & Muffler System Recovery Tank: (83.3 / 87.1 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) (246.1 / 295.3 liters) Onboard Charger feet from collision. An American Made front wheel drive system for U-Turns within the machine’s length, and Onboard Onboardallows Charger needs. TheOnboard three platforms include a powerful 36-volt system and heavy duty,Charger steel construction for the most severe Charger Optional for CE or CEC certifications Self Propelled Stainless fasteners Oversized BatteryOptional for CE or CEC certifications Service Cabinet Oversized Battery for CE simplify or CEC certifications unmatched maneuverability. filterOptional screens service. Self Propelled Serviceand Cabinet Up to 4.0 Hours* Up to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* for CE or CEC certifications Run Time:Optional environments.

Adjustable Single Point Service Location Operator Ease Operator Ease Extends Run time steering columns are standard, as is the front, steel apron which protects the operator’s Service Cabinet Extends Run time Single Point Service Location Mallows icroMsqft/hr agU-Turns Micro Mini Up length, Msqft/hr icro-HD feet from collision. An American Made Up front wheelsqft/hr drive system for thesqft/hr machine’s Single Point Service Location Up to 44,118 Up within to 46,643 to 46,643and to 26,745 Theoretical Coverage: sqm/hr)and filter screens (4,099.0 sqm/hr) (4,333.3 sqm/hr) (4,333.3 sqm/hr) Steel Frame unmatched maneuverability.

Stainless (2,484.7 fasteners service.

17'' & 20'' 17'', 20'', 17'' simplify & 20'' Steel Frame Pilotto -HD GTR-ST / GTR-HD 34 TR & 26'' Isolated Frame The Factorycat ride-on scrubber line offers customers an ideal and affordable solution their floor cleaningGTX-ST / GTX-HD Flip-up Bumper Steel Disk Screen Scrub Path: HD Frame for Long LifeXR Steel Frame Vacuum Flip-up Bumper HD cm) Frame for Long Life Flip-up Bumper (43.2 & 51 (43.2 & 51 cm) (43.2 , 51 & 66 cm) Steel Bumper for Protection HD Frame for Long Life Extends Vacuum Motor Life Flip-up Bumper HD Frame for Long Life needs. The three platforms include a powerful 36-volt system and heavy duty, steel for the most severe Bumper for Protection Steel Bumper for Protection 26'', 28'', 30'' & 34'' 30'' & 34'' 34'', 40''Steel & 45'' 26''construction & 28'' 46'' 34'' Steel Bumper for Protection Disk Scrub Path: SweepCharger Path: Handlebar Stainless Handlebar Charger Onboard 25'' (116.8 cm) environments. AdjustableStainless steering columns are standard, as is the front, steel apron protects the operator’s (66 &which 71.1 cm) (66, 71.1, 76.2 & 86.4 cm) Onboard (76.2 & 86.4 cm) (86.4, 101.6 & 114.3 cm) (86.4 cm) Cylindrical Path: N/A N/A Fully Adjustable Fully Adjustable Permits Remote Charging Permits Remote Charging (63.5 cm) HD Tires Non-Marking Rollers feet from collision. An American Made front wheel drive system allows for U-Turns25'' within the machine’s length, and HD Tires Non-Marking Rollers 25'', 29'' & 33'' 29'' & 33'' Machine HD Tires Rollers 32'' x 10'' 26'' x 10'' Tire Promotes Long Life Non-Marking Protection 34'', 40'' & 46'' HD Tires Non-Marking Rollers unmatched maneuverability. Stainless fasteners Path: and filterSolid screens simplify service.

Solid Tire Promotes Long Life Machine Protection Cylindrical Main Broom: Solid Tire Promotes Long Life Machine Protection 42'' × 21'' × 39'' 45'' ×(81.3 21'' x×2539'' 35'' × 18'' × 38'' (63.5 cm) (63.5, 73.7 & 83.8 cm) (73.7 & 83.8 cm) (86.4, 101.6 & 116.8 cm) The Factorycat ride-on scrubber line offers customers an ideal andDimensions affordable solution to their floor cleaning Solid Tire Promotes Machine Protection (66 x 25 cm) cm) Pilot-HD GTX-ST / GTX-HD GTR-ST / GTR-HD XR Long Life (L×W×H): × 45.7severe × 96.5 cm) (106.7 × 53.3 × 99.1 cm) (114.3 × 53.3 × 99.1 cm) needs. The three platforms duty,lb steel construction for (88.9 the most 26'', 28'',48'' 30'' × & 34'' 30'' & 34'' 34'',×40'' 26'' & 28'' 64'' × 34'' 56''& 45'' 64'' × 37.8'' × 57'' 69'' × 40'' × 56'' include a powerful 36-volt system and heavy500 24'' × 55'' Actuator 4 cubic feet 2 cubic feet Disk Scrub Path: Dimensions (L×W×H): Hopper (66 & 71.1 cm) (66, 71.1, 76.2 &×86.4 cm) (76.2 & 86.4 cm) (162.6 × 86.4 (86.4,×101.6 & 114.3 cm) environments.

Adjustable steering columns are standard, as Capacity: is the front,Powerful steel apron which protects 10 theGal operator’s (66 76.2 × 86.4 cm) 142.2 cm) (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) 10 Gal / 10 Gal 13 Gal / 15liters) Gal / 10 Gal Performance (56.6 liters) (113.3 10'' Diameter Main Broom 10'' Diameter Main Broom34'', 40'' & 46'' Baghouse Filter Baghouse Filter Solution /-HD Recovery Tank: PU-Turns ilot GTX-ST / GTX-HD XR 25'', 29'' & 33'' 29'' & 33'' 25'' An American Made front wheel drive system allows within the machine’s andGTR-ST / GTR-HD (37.6length, / 37.6 liters) (37.6 / 37.6 liters) (49.2 / 56.8 liters) Maintenance Life feet from collision.

High Capacity & Long Life for Cylindrical Reduces Path: 33 Gal / (86.4, 36 Gal 46 Gal&/ Long 49 Gal 65 Gal / 78 Gal Gal (63.5 cm) (63.5, 73.722 & 83.8 cm)/ 23 Gal (73.7Reduces & 83.8 cm) Maintenance 101.6 & 116.8High cm) Capacity 26'', 28'', 30'' & 34'' 30''×&31'' 34'' × 38'' 34'', 40'' & 45'' 26''service. & 28'' 64'' × 37'' × 55'' 58'' unmatched maneuverability. Stainless fasteners andDimensions filter screens(L×W×H): simplify Disk Scrub Path: Solution / Recovery Tank:

Vacuum Protection

RIDE-ON SCRUBBERS

Marine

Easy Main

& Muffler System

PAS SCRUBBERSU URE R DE ON SCRUBBERS RIDE-ON

Service Cabinet

Single Point Service Location

Mini-HD

26'' & 28'' S Drain

WALK BEH ND SCRUBBER WALK BEH ND SCRUBBERS WALK BEH ND SCRUBBERS SWEEPERS

SWEEPERS

BEH RIDE-ON ND SCRUBBERS R DEWALK ONRIDE-ON SCRUBBERS DE ON SCRUBBERS R DE ONRSCRUBBERS SCRUBBERS SCRUBBERS (83.3 / 87.1 liters)64'' × 37.8'' × 57'' (124.9 / 136.3 64'' × 34'' × 56'' 69'' liters) × 40'' × 56''

(174.1 / 185.5 liters)

(246.1 / 295.3 liters)

(66 & 71.1 cm)

(66, 71.1, 76.2 & 86.4 cm)

(76.2 × & 86.4 (147.3 78.7cm) × 96.5 cm)

48'' × 24'' × 55''

WALK BEHIND WALK BEH ND SCRUBBERS WALK BEH ND SCRUBBERS RSWEEPERS DE ON SCRUBBERS RIDE-ONSWEEPERS SCRUBBERS RIDE-ON SCRUBBERS RIDE-ON SCRUBBERS R DE ON SCRUBBERS RIDE-ON SCRUBBERS SWEEPERS

Pilot-HD 26'' & 28''

(66 & 71.1 cm)

25''

Cylindrical Path:

(63.5 cm)

Dimensions (L×W×H):

(66 × 76.2 × 86.4 cm)

Solution / Recovery Tank:

Pilot -HD (83.3 / 87.1 liters)

48'' × 24'' × 55'' 22 Gal / 23 Gal

Disk Scrub Path: Run Time:

Up26'' to & 4.028'' Hours* (66 & 71.1 cm)

Cylindrical Path: Theoretical Coverage:

(63.5 sqm/hr) cm) (2,484.7

Up25'' to 26,745 sqft/hr 48'' × 24'' × 55''

Dimensions (L×W×H):

(66 × 76.2 × 86.4 cm)

Solution / Recovery Tank:

(83.3 / 87.1 liters)

22 Gal / 23 Gal

GTX-ST / GTX-HD 26'', 28'', 30'' & 34''

(66, 71.1, 76.2 & 86.4 cm)

25'', 29'' & 33''

(63.5, 73.7 & 83.8 cm)

64'' × 34'' × 56''

GTR-ST / GTR-HD 30'' & 34''

(76.2 & 86.4 cm)

29'' & 33''

(73.7 & 83.8 cm)

64'' × 37.8'' × 57''

XR

25'' & 29''

(63.5 & 73.7 cm

52'' × 22'' ×

(132.1 × 55.9 ×

Stainles

21 Gal / 23 G Keeps Foa

(79.5 / 87 liters)

(162.6 × 94 × 139.7 cm)

Run Time: Up to 2.5 Hours* Up to 3.5 Hours* Up to 2.5 Hours* Up to 3.5 Ho Dimensions × 76.2 × 86.4 cm) × 86.4 × 142.2 cm) (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) built for: dirt, dust, 25'', 29'' & 33'' 29'' & 33'' 34'', 40'' & 46'' 25'' The Factory cat (L×W×H): sweepers were built(66specifically with(162.6 industrial cleaning needs in mind.

They are Cylindrical Path: (63.5 cm) (63.5, 73.7 & 83.8 cm) cm) (86.4, 101.6 & 116.8 cm) to 4.0 Hours* Up to 4.5 Up to 5.0 Hours* Run sand, Time: bolts,22paper, Run Time: Up(73.7 to &483.8 Hours to 7 Hours 33 Gal /Up 36 Gal 46 These Gal / 49 Gal 65Hours* Gal / 78all-steel Gal Gal / 23 Gal metal shavings, foundry there is.(174.1 sweepers are and use oversized Up to 5.0 Hours* Up to 15,748 sqft/hr Up to 15,748 sqft/hr Up toUp 27,027 sqft/hr Up to 27,027 Solution / Recovery PTank: ilot-HD GTX-ST / wood, GTX-HD whatever GTR-ST / GTR-HD (83.3 / 87.1 liters) (124.9 / 136.3 liters) / 185.5 liters) 64'' × 34'' × 56'' 64'' × 37.8'' × 57'' 69'' × 40'' × 56'' 48''Vacuum × 24''Coverage: × 55'' Box Ton Capacity Tire 1/2 XR Ton Capacity Tire(246.1 / 295.3 liters) 900 LB. Battery Capacity Caster 900 LB. CapacityTheoretical Caster(66 Self Propelled Oversized Polysqm/h Ba (1,436 sqm/hr) (1,436 sqm/hr) (2,510.9 Dimensions (L×W×H): × 76.2 × 86.4 cm) (162.6 × 86.4 × 142.2 cm) × 96 × 144.8 cm) sqm/hr) (175.3 × 91.4 × 142.2(2,510.9 cm) components1/2Improved throughout.

The filter isUp26'', cleaned on-board mechanism and will potentially last the life ofanthe Up to 26,745 sqft/hr Up toscrubber 44,118 sqft/hr Uptime to 46,643 sqft/hr Up to 46,643 sqft/hr 28'',Hours* 30'' &by 34'' an Up 30'' 34'' 34'', 40'' & 45'' 26'' & Ease 28'' Up(157.5 to 30,000 sqft/hr Up to 60,000 sqft/hr Keeps Liq Manoeuvrability Improved Manoeuvrability Improved Manoeuvrability Improved Manoeuvrability Protects Vacuum Motor Operator Extends Run The Factory cat ride-on line customers ideal and affordable solution to to 4.0 to &4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Theoretical Coverage: Theoretical Run Time: Foffers actoryc at ride-on scrubber line offers customers antheir idealfloor andcleaning affordable solution to theirCoverage: floor cleaning (66 & 71.1 cm) (66, 71.1, 76.2 & 86.4 cm) (76.2 & 86.4 cm) sqm/hr) (86.4, 101.6 & 114.3 cm) (2,484.7 (4,099.0 sqm/hr) (4,333.3 sqm/hr) (4,333.3 sqm/hr) 33 Gal / 36 Gal 46 Galsqm/hr) / 49 Gal 65 Gal / 78 Gal 22 Gal / 23 Gal (2,787.1 (5,574.2 sqm/hr) machine.

No oil to change, fuel to spill, tanks to exchange, or valves to grind making ourThe sweepers theplatforms easiest and Solution / Recovery needs. 34'', The three platforms include a powerful 36-volt system and heavy duty, steel construction for the most (83.3most / 87.1 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) (246.1 / 295.3 liters) needs.

The three include a powerful 36-volt system and heavy duty,severe steelTank: construction for the severe 29'' & 33'' & 33'' sqft/hr 40'' & 46'' 25'' Up29'' to 44,118 Up to 46,643 sqft/hr Up to 46,643 sqft/hr Up25'', to 26,745 sqft/hr Cylindricalmost Path: efficient steering columns areAdjustable standard, as is the front, steelare apron which as protects the operator’s Theoretical (63.5 cm) (63.5, sqm/hr) 73.7 & 83.8 cm) (73.7 &sqm/hr) 83.8 cm) environments.

(86.4, sqm/hr) 101.6Adjustable & 116.8 cm) toCoverage: use on the market. (2,484.7 (4,099.0 (4,333.3 (4,333.3 sqm/hr) environments. steering columns standard, is the front, steel apron which protects the Up operator’s to 4.0 Hours* Up to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Run Time: feet from69'' collision.

An Americanfeet Made front wheel drive system allows U-Turns the machine’s length, and GTX-ST P ilot-HD /machine’s GTX-HD length, GTR-ST / GTR-HD XR 64'' × 34'' × 56'' 64'' × 37.8'' × 57'' × 40'' × 56'' 48'' × 24'' × 55'' from collision.

An American Madefor front wheelwithin drive system allows for U-Turns the F and Drain Saverwithin Basket Dual Cup Holders The actory c at walk-behind scrubbers bring renowned toughness into the walk-behind auto scru Dimensions (L×W×H): Self (66 × 76.2Belts × 86.4 cm) (162.6 × 86.4 × 142.2 cm) (157.5 × 96 × 144.8 unmatched cm) (175.3 maneuverability. × 91.4 × 142.2 cm) Adjusting Main Self Adjusting Main Belts Stainless Large/Powerful Side Broom Large/Powerful Side Broom Stainless Handlebar Onboard Charger Up to 44,118 sqft/hr Up to 46,643 sqft/hr Up to 46,643 sqft/hr Up to 26,745 sqft/hr fasteners and filter screens simplify service.

26'', 28'', 30'' & 34'' 30'' & 34'' 34'', 40'' & 45'' 26'' & 28'' Protect Your Drains Operator Benefit unmatched maneuverability.

Stainless fasteners and filter screens simplify service.

Disk Scrub Path: Theoretical Coverage: (2,484.7 sqm/hr) sqm/hr) sqm/hr) Reduces Time Reduces Down Time Increases Productivity Increases(66, Productivity Fully Adjustable Permits Remote Charging (66 & 71.1 cm) 71.1, 76.2 & 86.4 cm) (76.2 & 86.4 cm) the (4,099.0 (86.4, 101.6 & 114.3 cm) (4,333.3 HD Scrub Motors 33 Gal / 36 Gal 46 Gal / 49 Gal 65 Gal / 78 Gal 22Down Gal / 23 Gal compact length allows battery scrubbers tosqm/hr) maneuver (4,333.3 into congested areas and their unique Grey W Solution / Recovery Tank: (83.3 / 87.1 liters) (124.9 / 136.3 liters) (174.1 / The 185.5 liters) (246.1 liters) Performance Long Life 29''for: & 33''dirt, 29'' &&33'' 34'', 40'' & 46'' The Factorycat sweepers were built specifically with industrial Factory cleaning c at/ 295.3 sweepers needs in mind. were built They specifically are built for: with dirt, industrial dust, Path: cleaning needs in 25'' mind. They are 25'', built dust, Eliminates scrub deck well protected.

The clean water and recovery tanks tip back for easy scheduled Cylindrical Vacuum Screen (63.5 cm) (63.5, 73.7 & 83.8 cm) cm) (86.4,large 101.6 & 116.8 cm) The Factorycat ride-on scrubber line offers customers an ideal and affordable The Factory solution cat toride-on their floor scrubber cleaning line offers customers an ideal and affordable solution to their floor cleaning The Factorycat ride-on scrubber lineMotor offers customers an ideal(73.7 and& 83.8 affordable solution to their floor cleaning Up to 4.0sand, Hours* bolts, Up to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Indicator Dash Lights metala powerful shavings, foundry wood, whatever metal there shavings, is.

These foundry sweepers sand, bolts, are all-steel paper, wood, whatever oversized there is. and These sweepers are all-steel and use oversized Vacuum Protection Run Time: include The Factory cat ride-on scrubber lineuse offers customers ansevere ideal affordable solution to their floor cleaning needs. The three platforms 36-volt system and heavy needs. duty,paper, steel Theconstruction three platforms for the include most asevere powerful 36-volt system and heavy duty, steel and construction for the most 64''Our × 36-volt 34'' thick × 56''system 64'' ×heavy 37.8'' ×duty, 57'' steel 69'' × 40'' × 56'' 48'' × 24'' × 55'' steeland frames and heavy duty components keepOperator Factory Ease cat scrubbers working long afte needs. three platforms include a powerful construction for the most severe Dimensions (L×W×H): (66potentially × 76.2 × 86.4 cm) last ×life 86.4 ×of 142.2 cm) (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) needs. three platforms include a an powerful 36-volt system andThe heavy duty, construction for (162.6 the most severe components filterenvironments. is to cleaned byprotects anUpon-board components mechanism throughout. and will The filter is cleaned last the by life of the on-board mechanism and willsteel the the Up 44,118which sqft/hr tosteering 46,643 sqft/hr Up to 46,643 sqft/hr Up toas 26,745 sqft/hr environments. Adjustable steering columns arethroughout. standard, is The the front, steel apron Adjustable the operator’s columns are standard, asThe ispotentially the front, steel apron which protects the operator’s 10'' Diameter Main(2,484.7 Broom Baghouse Filter discarded. environments.

Adjustable steering columns are standard, as is the front, steel apron which protects the operator’s Theoretical Coverage: sqm/hr) (4,099.0 sqm/hr) (4,333.3 sqm/hr) (4,333.3 sqm/hr) 33 / 36 Gal 46 Gal / 49 Gal 65 Gal / 78 Gal 22 Gal which / 23 GalTip environments.

Adjustable steering areand standard, asTank: is the front, steel apron protects theGal operator’s Back Tanks feet from collision. An American Made frontNo wheel system allows U-Turns fromtanks collision. within the machine’s American length, Made and front drive system allows U-Turns within the length, and machine. oildrive to change, fuel for tofeet spill, to An exchange, machine. or valves Nowheel oil to to grind change, making fuel our tofor sweepers spill, tanks tocolumns exchange, easiest valves to collision. grind making our sweepers the and Reduces Maintenance High Capacity & the Long Lifemachine’s Solution /or Recovery feet from An(83.3 American Made wheel drive allows U-Turns within the liters) machine’s length, and / 87.1 liters) (124.9 / 136.3easiest liters) system (174.1 / 185.5for liters) (246.1 / 295.3 Operator Easefront for Draining feet from collision.

An service.

American Made front wheel drive system allows for U-Turns within the machine’s length, and unmatched maneuverability. Stainless fastenersto and filteron screens simplify unmatched service. maneuverability.most Stainless fasteners filter simplify Heavy Duty Front Apron maneuverability.

Stainless fasteners and filter screens simplify service. most efficient use the market. efficient to and useunmatched on screens the market.

Operator Foot Protection maneuverability. and filterunmatched screens service.

Up Up to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Pilot-HD Stainless fasteners GTX-ST GTX-HD GTR-STsimplify / GTR-HD XRto 4.0 Hours* Run /Time: Disk Scrub Path:

Disk Scrub Path:

(86.4, 101.6 & 114.3 cm)

(66 &Eliminates 71.1 cm)

SWEEPERS

34

34'', 40'' & 45''

34''

Sweep 1/2Path: Ton Capacity Tire

(86.4, 101.6 & 114.3 cm)

(86.4 cm)

Improved Manoeuvrability

34'', 40'' & 46''

26'' x 10''

Main Broom:

(86.4, 101.6 & 116.8 cm)

69'' × 40'' × 56''

SCRUBBER

(66 x 25 cm)

Pilot-HDCapacity: GTX-ST / GTX-HD Hopper SelfDrain Adjusting Main26'', Belts 28'', 30'' & 34'' 26'' & 28'' Saver Basket

TR

Disk Scrub Path:

Pilot-HD

26'', 28'', 30'' & 34''

26'' & 28''

30'' & 34''

26''cm) & 28'' (76.2 & 86.4 cm) 46'' Disk(66Scrub & 71.1 cm) (66, 71.1, 76.2 & 86.4 Path: Theoretical (66 &Coverage: 71.1 cm) 900 LB. Capacity Caster (116.8 cm) 25'', 29'' & 33'' 29'' & 33'' 25'' Improved (63.5 cm)

Cylindrical Path:

25'' Manoeuvrability (63.5, 73.7 & 83.8 cm)

Path: 32'' Cylindrical x 10''

48'' × 24'' × 55'' (81.3 x 25(66 cm) × 76.2 ×(L×W×H): 86.4 cm) Dimensions

Dimensions (L×W×H):

(63.5 cm)

(73.7 & 83.8 cm)

GTX-ST / GTX-HD GTR-ST / GTR-HD Protection 34'', 40'' &Vacuum 45'' Up to 26,745 sqft/hr

XR

Up to 44,118 sqft/hr 34'', 40'' &Up 45''to 46,643 sqft/hr

26'', 28'', 30'' & 101.6 34'' & 114.3 30'' 34'' System && Muffler (86.4, cm) (2,484.7 sqm/hr) (66, 71.1, 76.2 & 86.4sqm/hr) cm) (76.2 & 86.4 (4,099.0 cm) 34'', 40'' & 46''

25'', 29'' & (86.4, 33'' 101.6 & 116.8 29'' cm)& 33'' (63.5, 73.7 & 83.8 cm) (73.7 & 83.8 cm) Service Cabinet

(4,333.3 sqm/hr) (86.4, 101.6 & 114.3 cm)

Up to 46,643 sqft/hr (4,333.3 sqm/hr)

Onboard Charger

34'', 40'' & 46''

Optional for CE or CEC certifications

(86.4, 101.6 & 116.8 cm)

64'' × 34'' × 56''48'' × 24'' ×64'' × 56'' Single Point Location 64'' × 34'' ×69'' 56''× 40'' 64''Service × 37.8'' × 57'' 55''× 37.8'' × 57''

(162.6 × 86.4 × 142.2 cm) (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) (66 × 76.2 × 86.4 cm) (162.6 × 86.4 × 142.2 cm) (157.5 × 96 × 144.8 cm)

cubic22feet 33 Gal XR / 36 Gal22 Gal / 2346 Gal / 49 Gal33 Gal / 3665 Gal / 78 Gal46 Gal / 49 Gal Gal GTR-ST / 23 Gal / GTR-HD GTR-ST / GTR-HD 2 cubic XR feet Solution Pilot-HD/ Recovery Tank: GTX-ST4/ GTX-HD Gal Gal Flip-up Bumper Pilot -HDliters) (83.3 / /87.1 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) (246.1 / 295.3 liters) (56.6 liters) (113.3 liters) Solution Recovery Tank: Large/Powerful Side Broom / 87.1 liters) (124.9 / 136.3 liters) / GTR-HD (174.1 for / 185.5 Pilot -HD GTX-ST / GTX-HD GTR-ST XR Steel Bumper Protection 34'', 40'' & 45''26'' & 28'' 26'', 30'' & 34'' 30'' & 34'' 34'', 40''(83.3 & 45'' Dual28'', Cup Holders 26'' & 28'' Increases Productivity

69'' × 40'' × 56''

(175.3 × 91.4 × 142.2 cm)

Steel Frame

65GTX-ST Gal / 78 /Gal GTX-HD GTR-ST / GTR-HD XR HD Frame for Long Life (246.1 / 295.3 liters) MicroMag MicroMini Micro-HD Mini-HD 26'', 28'', 30'' & 34'' 30'' & 34'' 34'', 40'' & 45'' (66, 71.1, 76.2 & 86.4 (76.2Hours* & 86.4 cm) 26'' & (86.4, 101.6 & 114.3 cm)Up Disk Scrub Operator Benefit Up to Up to 4.5 Hours* to30'' 5.0&Path: Hours* to 5.0 Hours* 26'', 28'', 34''Up to 4.5 30'' Hours* &Up 34'' 34'',cm) 40'' & 45'' 28'' 64'' × cm) 37'' × 4.0 55'' 17''& 114.3 & 20'' 17'', 20'', & 26'' 26'' & 28'' 17'' & 20'' (66 to & 71.1 (66,to 71.1, & 86.4 cm) (76.2 & 86.4 cm) (86.4, 101.6 cm) Up to 4.0 Hours* Up 5.0 Hours* Up 5.076.2 Hours* Disk Scrub Path: Run Time: Disk Scrub Path: 34 TR (66 & 71.134 cm) 34'', 40'' & 46'' (66, 71.1, 76.2 & 86.4 cm) (76.2 & 86.4TR cm) (86.4, 101.6 & 114.3 cm) 34'',× 40'' 25'', 29'' & 33'' 29'' cm) & 33'' 25''cm) (147.3 78.7&×46'' 96.5 (162.6 × 94 × 139.7 M Fill System (43.2 & 51 cm) (43.2 & 51 cm) (43.2 , 51 & 66 cm) (66 & 71.1 cm) 25'', 29'' &Front 33'' 29'' & 33'' 34'', 40'' & 46'' 25'' HD Tires sqft/hr Up to&46,643 sqft/hr 29'' Up toDrain 46,643 sqft/hr sqft/hr Non-Marking (86.4, 101.6 & 116.8 (63.5 cm) cm) (63.5, 73.7 & 83.8 cm) Up to 26,745 (73.7 & 83.8 cm) 25'' Up to 44,118 (86.4, 101.6 & 116.8 cm) 25'', 29'' 33'' & 33'' 34'', 40'' & 46'' Saver Basket Cup HoldersRollers sqft/hr Up to 46,643 sqft/hr Up to 46,643 sqft/hr sqft/hr Cylindrical Path:Up to 44,118 E Theoretical Coverage: Operator for (73.7 Easy& Fill (63.5 cm) (63.5, 73.7 &Ergonomics 83.8 cm) 83.8 cm) (86.4, 101.6 & 116.8 cm) Dual (2,484.7 sqm/hr) sqm/hr) Up to 26,745 (4,333.3 sqm/hr) (4,333.3 sqm/hr) 26'', 28'',Hours* 30'' & 34'' 30'' 34'' 40''Hours* & 45'' 26'', 28'', 30'' & 34'' 30'' &Vacuum 34'' Screen 34'', 40'' & 45'' & 28'' Solid Tire Promotes Long Life Machine Protection 34'' Cylindrical Path:46'' Theoretical Coverage: (63.5(4,099.0 cm)34''69'' × 40'' (63.5, 73.7 & 83.8 cm) (4,099.0 (73.7 & 83.846'' cm) Protect 101.6 & 116.8 cm)(4,333.3 sqm/hr) Your (86.4, Drains Operator Benefit 25'' (2,484.7 sqm/hr) sqm/hr) (4,333.3 sqm/hr) Disk Path: Up to Scrub 4.5 Up(76.2 to & 5.0 Hours* 26'' Up34'', to 5.0 25'' & 29'' Sweep Sweep 64'' × 34'' ×(86.4, 56'' 101.6 &64'' × 37.8'' 69'' × 40'' × 56'' 64'' × 34''Up ×Dash 56'' 64'' × 37.8'' × 57'' × 56'' 48'' ×Time: 24'' 55''Motor 48'' × 24''Path: × 55'' Up(86.4 to 4 Hours to 7Lights Hours Indicator Vacuum (66, 71.1, 76.2 & 86.4 cm) & 86.4 cm) (66 & 71.1 (86.4, cm) Dimensions 101.6 & 114.3(L×W×H): cm) (66, 71.1, 76.2 & 86.4 cm) Run (76.2 &× Path: 86.4 cm)Protection 114.3 cm) × 57'' Path: N /× A 64'' × 34'' × 56'' 64'' 37.8'' × 57'' 69'' × N 40''/ A × 56'' 55'' (116.8 cm) (86.4 cm) (116.8 cm) 48'' × 24'' ×Cylindrical (66 × 76.2 × 86.4 cm) (162.6 × 86.4 × 142.2 cm)Dimensions (157.5 × 96(L×W×H): × 144.8 cm) (66 ×cm) 76.2 × 86.4 cm) (162.6 × 86.4 (157.5 × 96 × 144.8 cm)× 24'' (175.3 cm) × 91.4 × 142.2 cm) (63.5 cm) (63.5 & 73.7 cm) 64'' × 34'' × 56''(L×W×H): 64'' × 37.8'' × 57'' (66 × 76.2 69''××86.4 40''cm) × 56'' 48'' ×(175.3 55'' × 91.4 × 142.2 Operator Ease× 142.2 cm) Dimensions (162.6 × 86.4 × 142.2 cm) (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm) Self Oversized Battery Dimensions (L×W×H): × 86.4 (157.5 × 96 × 144.8 cm) (175.3 × 91.4 × 142.2 cm)Propelled 29'' & 33'' & 33'' sqft/hr25'' Up34'', 40'' & 46'' 29'' 33'' 34'', 40'' & 46 46'' Up25'', to 44,118 sqft/hr Up29'' to 46,643 to 46,643 sqft/hr25'', 29'' & 33'' 33 Gal / 36 Gal Gal / 49 Gal 65 / 78 Gal 33 Gal / 36 Gal / 49 Gal(66 × 76.226'' 65xcm) Gal 22 Gal / 23&Gal 22 Gal / 23 Gal 32'' x 10'' 46sqft/hr 32''Vacuum x 10''22Screen x 10'' 10''/ 78 Gal(162.6 × 86.4 × 142.2 cm) Up26'' toGal 30,000 sqft/hr UpGal to 60,000 Operator Extends Run time× 40'' 33 Gal Ease / 36 Gal 46 Gal×/ 49 Gal× 38'' 65 Gal42'' / 78×Gal Gal / 23 Gal Cylindrical 21'' × 39'' 45'' × 21'' × 39'' 52'' × 22'' 35'' 18'' Main Main Broom: / Recovery Solution / /Recovery Theoretical Coverage: (63.5,sqm/hr) 73.7 & Path: 83.8 cm) (73.7 sqm/hr) & 83.8 cm) (63.5 cm) (86.4,Solution 101.6 & 116.8 cm) (63.5,Tank: 73.7 & 83.8 cm) &Tip 83.8 cm)Tanks (86.4, 101.6 &(174.1 116.8 cm)liters) Tank:(2,787.1 (83.3 /(73.7 87.1 Broom: liters) (124.9 / 136.3 liters) 185.5 (246.1 / 295.3 (83.3 / 87.1 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) / 295.3 liters) (4,099.0 (4,333.3 (4,333.3 sqm/hr) Back 33 Gal / 36/ Gal 46 Gal / 49 Galx 25 / 78 Gal 22 Gal /(66 23 (246.1 Dimensions (L×W×H): Solution Recovery Tank: Indicator Dash Lights (66 x 25 cm)liters) (81.3 sqm/hr) x 25 cm) xGal 25 cm) (81.3 cm) Vacuum Motor Protection sqm/hr) (5,574.2 (83.3 / 65 87.1Gal liters) (124.9 / 136.3 liters) (174.1 liters) 295.3 liters) (88.9/ 185.5 × 45.7 × 96.5 cm) (246.1 /(106.7 × 53.3 × Operator 99.1 cm) (132.1 × 55.9 × 101.6 cm Solution / Recovery Tank: Operator Ease for Draining (83.3 / 87.1 liters) (124.9 / 136.3 liters) (174.1 / 185.5 liters) (246.1 / 295.3 liters) Ease (114.3 × 53.3 × 99.1 cm) Drain Saver Basket Dual Cup Holders Up Heavy Duty Front Apron 64'' × 34'' × 56'' 64'' × 37.8'' × 57''48'' × 24'' 69'' × 40'' × 56'' 64'' × 34'' × 56'' 64'' × 37.8'' × 57'' 69'' × 40'' × 56'' × 55'' Up to 4.0 Hours* Up to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Up to 4.0 Hours* to 4.5 Hours* Up to 5.0 Hours* Up to 5.0 Hours* Run Time: Run Time: 4 cubic feet 4 cubic feet 2 cubic feet 2 cubic feet Run Time: Up to 4.0 Hours* Up to 4.5 Hours* Up 5.0 Hours* 5.0 Gal Hours* Protect Your Drains Operator Capacity: Benefit Screen Isolated Operator Foot Protection Dimensions Hopper Hopper / 10 Gal 13 Gal / 15 Gal 21 Gal / 23 Gal D 10toGal / 10 Gal Up to 10 (162.6 × 86.4 ×(L×W×H): 142.2 cm) (157.5 × 96 × 144.8 cm) (66 × 76.2 (175.3 × 86.4 × cm) (157.5 ×Capacity: 96 × 144.8 cm) 91.4 × 142.2 (162.6 cm) × 86.4 × 142.2 cm) (175.3 × 91.4 × 142.2 cm) Up to 4.0 Hours* Up to 4.5 Hours* Up to 5.0(113.3 Hours* Up to Solution 5.0 Hours* /Vacuum Run Time: (56.6 Recovery Tipliters) Back Tanks ExtendsTank: Vacuum Motor Life E Up to 44,118 sqft/hr Up to 46,643 sqft/hr Up toliters) 46,643 sqft/hr Up to 44,118(113.3 sqft/hrliters) Up to 46,643 sqft/hr (56.6 Upliters) to 46,643 sqft/hr Up to 26,745 sqft/hr Up to 26,745 sqft/hr (37.6 / 37.6 liters) / 37.6 liters) (49.2 / 56.8 liters) (79.5 / 87 liters) Vacuum Protection Up to 44,118 sqft/hr Up to 46,643 sqft/hr Up to (37.6 46,643 sqft/hr 26,745 sqft/hr Operator EaseUp for to Draining Theoretical Theoretical Coverage: (2,484.7 sqm/hr) (4,099.0 sqm/hr) (4,333.3 sqm/hr) (4,333.3 sqm/hr) (2,484.7 sqm/hr) (4,099.0 sqm/hr) (4,333.3 sqm/hr) Up to 26,745 (4,333.3 sqm/hr) Up 33 Gal / 36 Gal 46 Gal / 49 Gal 22 Gal / 65 / 78 GalCoverage: 33 Gal / 36 Vacuum Gal 46 Gal / Gal 65 Gal / 78 Gal 23 Gal Gal to 44,118 sqft/hr sqft/hr Up to Stainless 46,643 sqft/hr sqft/hr Theoretical Coverage: Up to 46,643 Handlebar Onboard Charger &49 Muffler System Heavy Duty Front Apron 64'' × 37'' × 55'' 64'' × 37'' × 55'' 58'' × 31'' × 38'' 58'' × 31'' × 38'' (2,484.7 sqm/hr) (4,099.0 sqm/hr) (4,333.3 sqm/hr) (4,333.3 sqm/hr) Screen Theoretical Coverage: Solution / Recovery Tank:(174.1 / 185.5 liters) (83.3 / 87.1(246.1 Dimensions Dimensions (L×W×H): (2,484.7 sqm/hr) (4,099.0 sqm/hr) (4,333.3 sqm/hr) (4,333.3 sqm/hr) Operator Foot Protection (124.9 / 136.3 liters) liters) / 295.3 liters) (124.9 / 136.3 liters)Motor Protection (174.1 / 185.5 (L×W×H): liters) (246.1 / 295.3 liters) Fully Adjustable Permits Remote Charging Indicator (147.3 × 78.7 × 96.5 cm) Dash LightsOnboard Charger (162.6 × 94 × 139.7 cm) (147.3 × 78.7 × 96.5 cm) (162.6 × 94 × 139.7 cm) Vacuum Run Time: Up to 2.5 Hours* Up to 3.5 Hours* Up to 2.5 Hours* Up to 3.5 Hours*

(162.6 × 86.4 × 142.2 cm)

33 Gal / 36 Gal

GTX-ST / GTX-HD (124.9 / 136.3 liters)

(157.5 × 96 × 144.8 cm)

46 Gal / 49 Gal

(175.3 × 91.4 × 142.2 cm) 65 Gal Disk / 78Scrub Gal Path:

GTR-ST / GTR-HD Pilot-HD XR/ 295.3 liters) GTX-ST (174.1 / 185.5 liters) (246.1 Cylindrical Path:

Time76.2 & 86.4 cm) (66 & 71.1 cm) Reduces (66, 71.1, Protect YourDown Drains

& 34'' Disk30'' Scrub Path: (76.2 & 86.4 cm)

(63.5 cm)

29'' & 33'' Cylindrical Path: (73.7 & 83.8 cm)

(L×W×H): / GTX-HDDimensions XR 25'', 29'' & 33'' 25'' GTR-ST / GTR-HD

(63.5, 73.7 & 83.8 cm)

Service Cabinet UpTime: to 5.0 Hours* Run Tip Back Tanks Single Point Service Location

Run Time:

Up to 4.0 Hours*

UpTime: to 4.5 Hours* Run

Up to 5.0 Hours* Up to 4.0Up Hours* to 5.0 Hours* Up to 4.5 Hours*

Theoretical Coverage:

(2,484.7 sqm/hr)

Up to 26,745 sqft/hr

Up to 44,118 sqft/hr Theoretical Coverage: (4,099.0 sqm/hr)

(4,333.3 sqm/hr)

Operator Ease for Draining Up to 26,745 Up to 46,643 sqft/hr Up tosqft/hr 46,643 sqft/hr Up to 44,118 sqft/hr Up to 46,643 sqft/hr Theoretical Coverage: (2,484.7 sqm/hr) (4,333.3 sqm/hr) (4,099.0 sqm/hr) (4,333.3 sqm/hr) Flip-up Bumper

Vacuum Protection

Steel Bumper for Protection

101.6 × & 114.3 (66 cm) & 71.1 cm) 58''(86.4, × 31'' 38'' Run Time:

Operator Ease

Drain Saver Basket

Optional for CE or CEC certifications

Up to 5.0 Hours*

Run Time: Up to 4 Hours

Up to 46,643 sqft/hr

Heavy Front Apron Up to 30,000 sqft/hrDutyCoverage: Steel FrameUp to 60,000 sqft/hr Theoretical

(4,333.3 sqm/hr)

Up to 7 Hours

(2,787.1 sqm/hr)Operator Foot Protection

HD Frame for Long Life (5,574.2

Onboard Charger

Optional for CE or CEC certifications Machine Protection

Flip-up Bumper

HD Frame for Long Life

Steel Bumper for Protection

Vacuum Screen

Drain Saver Basket Dual Cup Holders

Protect Your Drains

Self Propelled

Operator Ease

Tip Back Tanks

Operator Ease for Draining

Vacuum Protection

Stainless Handlebar

Fully Adjustable

& Muffler System

Service Cabinet

Single Point Service Location

Self Propelled Operator Ease 10'' Diameter Main Broom Reduces Maintenance

Flip-up Bumper HD Tires

Stainless Handlebar Fully Adjustable 1/2 Ton Capacity Tire Improved Manoeuvrability

10'' Diameter Main Broom Reduces Maintenance Self Adjusting Main Belts Reduces Down Time

1/2 Ton Capacity Tire

Improved Manoeuvrability

Self Adjusting Main Belts

Reduces Down Time

Up to 15,748 sqft/hr

HD Tires Operator Benefit Solid Tire Promotes Long Life

Up to 27,027 sqft/hr

(1,436 sqm/hr)Onboard Charger (2,510.9 sqm/hr) Optional for CE or CEC certifications

Indicator Dash Lights

S

K

HD Frame for Long Life

Heavy Duty Front Apron

VacuumOperator BoxFoot Protection

DualManoeuvrability Cup Holders Improved Protects Vacuum Motor Operator Benefit

Non-Marking Rollers Machine Protection

900 LB. Capacity CastP

Improved Manoeuvrability K

Vacuum Motor Protection

Vacuum Screen

Single Point Service Location

Service Cabinet

Steel Bumper for Protection Operator Benefit

Operator Ease for Draining

Indicator Dash Lights Operator Ease

Optional for CE or CEC certifications

Indicator Dash Lights

Self Adjusting OperatorMain Ease Belts

Large/Powerful Side B

Reduces Down Time HD Scrub Motors Steel Frame Flip-up Bumper HD Frame Dual Cup Holders Performance & Long Life for Long Life Drain Saver Basket Heavy Duty Front Apron Dual Cup Holders Heavy Duty Front Apron Protect Your Drains Operator Foot Protection

Operator Benefit

Increases Productivity

G

E

Operator Foot Protection

Vacuum Protection Vacuum Protection HD Tires Non-Marking Rollers Oversized Battery & Muffler System & Muffler System Solid Tire Promotes Machine Protection Lights Indicator Dash LightsLong LifeVacuum Screen Vacuum Screen Extends Run time Vacuum Motor Protection Onboard Charger Indicator Dash Lights Operator Ease Vacuum Motor Protection Onboard Charger Optional for CE or CEC certifications Operator Ease Optional for CE or CEC certifications Service Cabinet Service Cabinet Tip Back Tanks Single Point Service Location Tip Back Tanks Single Point Service Location Operator Ease for Draining Tip Back Tanks Heavy Duty Front Apron Heavy Duty Front Apron Operator Ease for Draining Operator Ease for Draining Steel Frame Operator Foot Protection Onboard Charger Operator Foot Protection Heavy Duty FrontSteel Apron Frame Flip-up Bumper HD Frame for Long Life Operator Foot ProtectionHD Frame for Flip-up Bumper Permits Remote Charging Long Life Front Fill System Vacuum Protection Steel Bumper for Protection Vacuum Protection Steel Bumper for Protection & Muffler System Operator Ergonomics for Easy Fill Vacuum Protection & Muffler System & Muffler System Onboard Charger Onboard Charger HD Tires Non-Marking Rollers Optional for CE or CEC certifications Onboard Charger HD Tires Non-Marking Rollers Self Oversized BatteryOptional for CE or CEC certifications Service Cabinet Oversized Battery Service Cabinet Solid Tire Promotes LongPropelled Life Machine Protection Optional for CE or CEC Machine certifications Solid Tire Promotes Long Life Protection Single Point Service Location Operator Ease Extends Run time Service Cabinet Extends Run time Vacuum Screen

W

Factory Cat offers a ne o c ean ng equ pmen ha nc udes sweepers and scrubbers n bo h wa k beh nd and r de on mode s A our mode s are prac ca rugged mach nes We w be happy o ass s you w h ren a s soap and floor c ean ng n orma on Baghouse Filter

Single Point Service Location High

Steel Frame

Capacity & Long Life

Steel Frame

HD Frame for Long Life

Flip-up Bumper

HD Tires Non-Marking Rollers

Solid Tire Promotes Long Life Machine Protection

Steel Bumper for Protection Stainless Handlebar Onboard Charger Fully Adjustable Permits Remote Charging 900 LB. Capacity Caster Non-Marking Rollers

Improved HD Tires

Solid Tire Promotes Long Life

10'' Diameter Main Broom

Reduces Maintenance

1/2 Ton Capacity Tire

Improved Manoeuvrability

Self Adjusting Main Belts

Reduces Down Time

ManoeuvrabilityMachine Protection

Baghouse Filter

High Capacity & Side Long Life Large/Powerful Broom Increases Productivity

900 LB. Capacity Caster Improved Manoeuvrability

Large/Powerful Side Broom Increases Productivity

Marine

Easy Maint

Single Point Service Location

Steel Frame

Vacuum Screen Isolated

HD Frame for Long Life

Extends Vacuum Motor Life

Drain S

Steel Frame

HD Frame for Long Life

Eliminates

Onboard Charger

Permits Remote Charging

Non-Marking Rollers Machine Protection

Baghouse Filter

500 lb Actuator

Stainles

Powerful Performance

Keeps Foa

High Capacity & Long Life

900 LB. Capacity Caster Vacuum Box

Poly Ba

Improved Manoeuvrability Protects Vacuum Motor

Keeps Liqu

Large/Powerful Side Broom Increases Productivity

HD Scrub Motors

Grey W

Performance & Long Life

Eliminates

P ease ca us or a ree demonstrat on

There is always a red one just for you.

Up to 27,027 sqft/hr (2,510.9 sqm/hr)

Baghouse Filter

High Capacity & Long Life

Operator Ease

Steel Frame

1/2 Ton Capacity Tire

Indicator Dash Vacuum Motor Protection Operator Ease

Flip-up Bumper HD Frame for Long Life Steel Bumper for Protection

Steel Bumper for Protection

Solid Tire Promotes Long Life

& Muffler System

Tip Back Tanks Operator Ease for Draining Drain Saver Basket

Non-Marking Rollers MachineTip Protection Back Tanks

Protect Your Drains Operator Benefit

Protect Your Drains

Vacuum Screen

Vacuum Motor Protection

Vacuum Protection

Reduces Maintenance

Flip-up Bumper

Steel Bumper for Protection

Dual Cup Holders

Onboard Charger

Vacuum Motor Protection

HD Tires

Solid Tire Promotes Long Life

Drain Saver Basket

(5,574.2 sqm/hr) Single Point Service Location

Tip Back Tanks

Operator Ease for Draining

Protect Your Drains

Operator Benefit

Up to 15,748 sqft/hr Theoretical Coverage: (1,436 sqm/hr) 500 lb Actuator UpService to 60,000 sqft/hr Cabinet 10'' Diameter Main BroomPowerful Performance

Motor Protection (2,787.1Vacuum sqm/hr)

Drain Saver Basket

Protect Your Drains

Steel Frame

Dual Cup Holders

System Up to 7& Muffler Hours

Up to 30,000 sqft/hr Vacuum Screen

Non-Marking Rollers

Drain Saver Basket

Vacuum Protection

Protect Your Drains Up to 4 Hours

sqm/hr)

& Muffler System

HD Tires Service CabinetSolid Tire Promotes Long Life

Single Point Service Location

For trade enqu r es - Brent Frazer Te 011 432 5731 Ce 082 8811 724 Ema a e @ ac o yca co za www actorycat co za

A ca Ou ook ssue 76

07

ATTERBURY PROPERTY Atterbury Western Cape Development Manager Gerrit van den Berg said at the time: “We are ecstatic to have delivered a modern, sustainable healthcare facility that supports Mediclinic in bringing even more of the best available care to this community for years to come.

“Atterbury’s buildings are always carefully developed with the people who will use them in mind, and even more so in this case.”

108 | Africa Outlook issue 76

CONSTRUCTION The building is eco-friendly and houses 95 beds, a 24-hour emergency centre, five theatres, reception, gardens, coffee shop, and a pharmacy.

CARING FOR THE COMMUNITY As well as delivering a number of standout facilities for commercial and consumer use across South Africa, Atterbury equally contributes to society through its CSR organisation, Atterbury Trust.

Registered as a public benefit organisation, it awards bursaries for tertiary studies to underprivileged students.

The organisation states: “At Atterbury, success is not only measured by the growth of real estate and property, but also by the growth of South Africa’s most important resource – its people.

“A key part of our business philosophy is to plough back into the community by creating opportunities.

The Atterbury Trust was established in 1994 with the founding of Atterbury Property, with the main purpose of supporting the education of Afrikaans-speaking people in need.”

Since 1999, more than 600 students from across South Africa have received scholarship funding, with almost 400 of these having already completed their studies and contributing to the country’s economy across numerous professional fields of employment.

This is not the only mission of the trust, however. Promoting and expanding the nation’s arts and culture scene is another key objective, the organisation opening its own theatre in Pretoria in 2011 and serving as a vibrant hub for performing arts.

By continuing to deliver real estate projects on time and to high standards across South Africa (and beyond), Atterbury will no doubt be able to increase its positive impact on education and arts in its home country, the company serving a dual purpose as it heads into its second quarter century of operation.

NEW LEADERSHIP In March 2019, Armond Boshoff transitioned to CEO of the Southern African division of Atterbury having helped manage the group’s European business from the Netherlands as Deputy CEO. Former European CEO Louis van der Watt has become Group CEO. Commenting on these appointments, Boshoff said: “As Co-Founder of Atterbury, Louis is integral to our leadership and we will continue to benefit from his vision, vast property experience, dealmaking acumen and business development skills.

“We will continue to grow Atterbury from the strong foundations that it has established over the past 25 years by building on its legacy of property development that catalyses growth and improvement in the economy and society.”

Van der Watt added: “As Atterbury celebrates its 25th year, we are in a confident position for the future with a strong leadership structure that has been carefully designed to create continuity of management and corporate culture for the future.

“Atterbury is made up of the best minds in the business with a diverse team of talented people.

Our new leadership ensures that Atterbury will remain relevant, successful and sustainable for the next 25 years.”

Africa Outlook issue 76 | 109

PRIDE MILLING

110 | Africa Outlook issue 76

AGRICULTURE

Counting on

Consistency Pride Milling has emerged as a go-to, reliable supplier of milled maize products thanks to its bold investment in technology and continuous improvement Writer: Tom Wadlow | Project Manager: Lewis Bush

Africa Outlook issue 76 | 111

PRIDE MILLING

E

ach year on average between 2.5 and 2.75 million hectares, some two thirds of South African commercial farming land, is utilised for maize.

In the 2017/2018 season, approximately 12.9 million tonnes were produced, a far cry from the 328,000 tonnes farmed in 1904.

Converting maize into value-added products is therefore big business in South Africa, something that Centurion-based Pride Milling knows all too well under the leadership of CEO

Jorrie Jordaan, who acquired a controlling share in the company in 2001.

“We took our chance to create a brand and it has been going from strength to strength ever since, thanks to our focus on continuous improvement through innovation and investing in new processes and technology,” he explains.

“Today we are not the small company that we were in 2004 – we are one of the biggest maize millers in the country looking at a turnover of R2.8 billion once we complete our expansion work.”

A PROUD PORTFOLIO Pride Milling is a manufacturer, marketer and distributor of basic essential staple food and industrial products in South Africa.

Since the establishment of the company in 2001, it has enjoyed strong growth both locally and internationally through its core values of continued innovation, the pursuit of consistently supplying absolute product quality and a strong focus on exceptional service.

Its portfolio of products covers three major categories: MAIZE: White and yellow GMO and GMO-free products for industrial and consumer use. Brands include Pride Super Maize Meal, Pride Braaipap, Pride Samp, and Pride Maize Rice.

OTHER FOOD PRODUCTS: Includes fine and coarse sorghum meal, lentils, peanuts, popcorn, sugar beans, soup mix, split and whole peas, and kidney beans.

FEED PRODUCTS: Includes, among others, bird seed mixes, pet foods, laying pellets for poultry, and hominy chop.

Jordaan is a seasoned industry professional, much of his early career being spent working in a one-channel marketing system operated through government-owned boards, the industry moving to a free market setup in 1995.

Today the sector is, by Jordaan’s own admission, a competitive one with numerous small and large players.

However, he is quick to explain what he sees as Pride Milling’s point of difference.

“Pride Milling differentiates itself, I believe, because we see maize milling beyond simply making maize meal for consumers,” he says.

“Yes, there is the consumer market, but there is also industrial, export, and catering and contracts. We have opened up five or six different distribution channels with maize milling, and we are one of the only companies to really focus on the industrial segment.

In previous times these clients were mostly supplied by commercial millers.

However, maize products were seen more as a secondary product.

“The industrial market is a more complicated one – the brand counts for less than intellectual capital like sustainability and food safety and security. We supply big companies like AB InBev, Nestle and Unilever with products made specifically for them, and they have become loyal customers and stuck with us as we continue to innovate.”

Not only does the company pride itself on consistently supplying products that conform to their customers’ specifications, but it is committed to producing food that meet the requirements of international food safety standards. All of the company’s production units are FSSC22000 certified.

COUNTING ON CONSISTENCY Pride Milling’s clients are served by four processing plants which can currently produce 500,000 tonnes of maize and other food products per annum.

112 | Africa Outlook issue 76

AGRICULTURE

Africa Outlook issue 76 | 113

African Sugar Logistics (ASL) , a level one BBB-EE contributor, prides itself on delivering solutions crafted by some of the most talented staff within the logistics industry, specifically focused on the food industry. Since 2008, ASL has enabled supply chain success with door to door import, export & cross trade solutions through the in house services of Clearing & Freight Forwarding, Warehousing, Transport & Food Accredited Packaging Plants.

We are one of the fastest growing logistics companies in value supply chain management both in the local and global markets. Our success is through our strategy of wholly owned services. ASL remains in direct control of service levels through this investment.

Our operational excellence provides the foundation for the integrated logistics solutions that we offer to our customers.

The team of skilled professionals constantly monitor operational performance by maintaining a PDCA (Plan / Do / Check / Action) cycle for continuous improvements.

We focus on the development of highly advanced logistics technology and the training of personnel. By providing in-depth analyses of the transportation environment and of various other technical services, our mission is to add critical value to our logistics solutions.

ASL’s exponential growth is attributable to our innovative thinking, adaptability to change

African Sugar Logistics management, effective risk management processes, cutting edge technology supporting our business operations and our dedicated workforce.

ASL operates distribution centres in South Africa and Mozambique with operations in Durban, Maputo & Beira. ASL is proud to be associated with Pride Milling as a logistics service provider in the export of bagged Head Office : Suite 302, 81 Richefond Circle, Ridgeside, Umhlanga, 4320 Kwa-Zulu Natal, South Africa Tel : +27 31 5621125

maize products to world markets. The just in time, door to door service offered by ASL, has increased the ability of Pride Milling to be competitive and reliable with reduced lead times between order acceptance and shipping.

Remaining true to ASL’s mission to provide flexible, tailored, innovative and affordable logistics services that cater for our clients evolving needs.

Distribution Centre: 45 Richard Carte Road, Mobeni, Durban, 4001 Kwa-Zulu Natal, South Africa Tel : +27 31 4627305

PRIDE MILLING

DBC Packaging DBC Packaging (Pty) Ltd have been proud and exclusive suppliers and partners to the Pride Milling Group for more than 40 years.

It is a true partnership that has, over many years, developed into an extremely healthy business arrangement, which has been established on complete trust and loyalty, and which has enabled Pride Milling – with its dynamic approach to innovation and expansion – to continue to aggressively compete in both the national and international marketplace.

As well as being able to cater to a wide variety of customers across several African nations in terms of quantity, Jordaan also points to Pride Milling’s ability to provide these quantities consistently and in compliance with responsible sourcing as set out by SMETA’s four pillars of Labour, Health and Safety, Environment and Business Ethics.

This is made possible by a number of factors, chiefly state-of-the-art machinery, a reliable network of suppliers and a cohort of employees, who are rewarded based on the company’s continuous improvement processes.

“Anybody can make a product conforming to a customer’s requirements,” says the CEO. “But the real question is, can you make it consistently? This is what we focus on. From day one you can trust us to supply a consistent product.”

In terms of machinery and technology, Jordaan highlights a significant investment of R300 million over the past two years, going against the grain in that many large corporations in South Africa are holding back on spending before the economy rebounds.

Much of the R300 million has gone 116 | Africa Outlook issue 76

DBC Packaging – formerly Durban Bag Company – was established in 1937, supplying mainly hessian and calico industrial bags to the sugar and maize/ flour milling industries. During the mid1960’s, hessian and cotton fabric was slowly replaced by the newly developed plastics polymers, resulting in the advent of woven polypropylene and flexible polyethylene packaging products. Today, DBC Wovens (Polypropylene) are one of South Africa’s premier suppliers of BOPP laminated woven polypropylene bags, supplying the milling, sugar, fertiliser, animal feeds and chemical industries.

into equipment, a move which is bringing with it a number of benefits.

“This is enabling us to operate at scale, meaning we can compete with both smaller millers with low overheads and larger millers on price and consistent quality of product,” Jordaan explains.

“We can also more easily handle different types of maize that comes in. Further, by investing in packing and packaging technology, which can be extremely expensive, we are ensuring that the brand has consistent visual quality as well.”

A reliable flow of maize itself is also critical to Jordaan’s message about quantity and quality, the CEO emphasising the importance of fruitful relationships with local farmers to ensure continuous supply of raw material maize.

In addition, DBC Plastics (Polyethylene), since its establishment in 2004, has shown tremendous growth with its wide range of high-quality printed flexible film products, which includes bags and pouches, as well as form fill and seal sheeting. Over the past three years, DBC Plastics has won numerous printing awards at the annual national awards ceremony, which bears testimony to the state-of-the-art Italian printing machines in which we are invested, as well as the dedicated and experienced operators that we have to run them.

DBC prides itself not just on the quality of its purpose-made products, but on the quality of its service levels, due mainly to our very flexible approach to production planning and programming, which does mean an extremely swift response to any crises, as and when they may arise.

DBC is indeed very fortunate to have forged such a wonderful partnership with Pride Milling, which has grown stronger and stronger with each passing year, and which has been highly beneficial to both parties. Long may it last.

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PRIDE MILLING

Bühler Pride Milling Company [PMC] and Bühler have a long standing relationship built on trust and mutual respect and the upgrade of the Nigel plant is testament to that. Bühler was tasked with the challenging upgrade of the A and B mill at Pride Nigel.

The two mills are integrated together for the intake, cleaning and finished product sections and need to be upgraded with absolutely minimal downtime due to the strong demand for PMC’s large variety of quality products.

The installation will take place in stages requiring extensive coordination from Bühler and all stakeholders involved to retain Pride’s high demand for food safety and quality standards.

www.buhlergroup.com

The company works closely with agricultural trader ETG, which purchases maize from farmers predominantly in the east of the country (where the climate is most conducive) on its behalf. “We have unbelievable people working for us right through the supply chain,” Jordaan adds.

This also rings true inside Pride Milling’s own operations, the company’s team of staff among the most skilled in the industry thanks to a series of continuous improvement and development initiatives.

“We drive what we call CIPs – continuous improvement processes,” Jordaan says. “We can’t stagnate, and this is something we manage every single day.

“For instance, when it comes to innovation, we actively encourage all our staff to contribute and suggest ideas, no matter how stupid they may sound, and dedicated individuals in the company will actively explore the viability of these ideas. If the idea real118 | Africa Outlook issue 76

ises benefits for all stakeholders, then there are prizes on offer as well.”

In order to align expectations between senior management and staff, Pride Milling works through a series of key tasks and regular assessments as part of a wider emphasis on career development. Jordaan is proud of the fact that the company challenges and supports its employees to become professionals, and thus serving as a big enhancement on anybody’s CV.

“We also share knowledge,” he continues. “At any one time we have around 45 learners on our payroll, people who we invite from the community and train up over a year to two years before giving them a role in the company or, if we cannot offer a position, ensuring they are well equipped to find employment.”

BIGGER AND BETTER Having explained how Pride Milling ensures quality on a consistent basis, Jordaan points towards 2020 as a key period for the company in terms of ramping up production volumes.

By November 2020 it will have completed a major expansion project, a development which will see annual capacity increase to 700,000 tonnes and help generate about R2.8 billion in yearly revenue.

Investment from Thebe Investment Corporation, which acquired a 30 percent shareholding in March 2019, represents important backing from

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arena having ensured the plant’s machinery and life expectancy have been addressed in its recent investments.

A growing pool of Southern African consumers with disposable income represents an opportunity to produce and market such products, and this an extremely reputable and well-established partner. Pride Milling is also, according to Jordaan, the only large private B-BBEE Level 1 miller in the country, the area of black economic empowerment a particularly important focus for the CEO. Pride Milling also works closely with the World Food Programme to supply other African nations with maize products, its reach expanding into the likes Angola, Zimbabwe, Botswana, Madagascar and Eswatini, formerly Swaziland.

It is very much Jordaan’s ambition to export into more countries across Africa, the CEO outlining additional plans to grow into the breakfast cereals

developing socioeconomic backdrop leaves Jordaan buoyant when looking ahead to the future.

He concludes: “We would never have spent R300 million on our plant if we were not positive about the future, and there are a number of reasons for being so.

“Number one, South Africa has better infrastructure than any other African country, and although the economy is flat and only growing very slowly, I think it will turnaround in a big way. We have sound financial institutions and legal systems. Lessons have been learned and there are far more checks and balances in place now. There is no doubt in my mind that South Africa will be back on its feet and growing strongly again.

“Don’t wait to achieve what you want to achieve. Do it now so you are ready to capitalise when the upswing comes around.”

PRIDE MILLING Tel:+27 11 814 8383 www.pridemillingco.co.za info@pridemilling.co.za

Africa Outlook issue 76 | 119

WELLNESS WAREHOUSE

Healthy Happy

Meeting the growing demand for consumer-conscious products, Wellness Warehouse is taking exciting new strides across South Africa’s health retail sector Writer: Jonathan Dyble | Project Manager: Callam Waller

120 | Africa Outlook issue 76

HEALTHCARE

A

universal trend that has been gaining increasing traction year after year, health and wellness is now an internationalised industry worth $4.2 trillion.

Combining the accumulative global values of fitness, nutrition, preventative medicine and personal care products, amongst others, this sum equates to 5.3 percent of global economic output.

Yet, despite these already astronomical numbers, it seems that this is only just the beginning for an industry that is currently growing almost twice as fast as global GDP, according to non-profit Global Wellness Institute.

Mental wellness, consumer consciousness and environmental sustainability have become defining trends of 2018 and 2019, while many new shoots continue to sprout across

the sector year after year as people become more aware of the dos and don’ts associated with modern-day consumerism.

“It’s an industry that’s really caught the imagination,” states Simon Alston.

“People are recognising that their general wellbeing and overall health is very much linked to what they’re eating and the supplements they’re taking. This may sound like an obvious

Africa Outlook issue 76 | 121

WELLNESS WAREHOUSE statement today, but funnily enough it hasn’t always been this way. Consumers are waking up to the importance of preventative health, which tends to start with what you eat.”

Now the Chief Executive Officer of Wellness Warehouse, a South African retailer that has quickly risen to pre-eminence as a champion of the wellness sphere following its inception in 2007, Alston himself remains a relative newcomer to the trade.

In fact, he spent much of his career in the corporate finance and private equity space, both in London and South Africa. But the opportunity to get involved in what was quickly becoming a thriving and meaningful line of work was too good to turn down.

“It was in 2015 that I gained a real appreciation for the health and wellness space, when we invested in a health food and supplement manufacturer,” he reveals. “I quickly realised what was happening – the industry was moving firmly into the mainstream, with huge

room for growth. This also coincided with my growing personal interest in the space. Although I have always valued being physically active, starting a family changed my perspective on health in a fundamental way.”

A year later, Alston was introduced to Wellness Warehouse during a private equity investment into the business, coming on board as a shareholder representative and Non-Executive Director thereafter. And it was this role that allowed him to really gain an understanding of the company’s inner workings and true potential.

“The two years during which I worked with the team in that capacity really enabled me to appreciate what was being done at the business,” he affirms. “It’s a company characterised by huge amounts of passion, care and innovation.

“If you look at the products we’re encountering – from supplements to plant-based alternatives – everything’s happening at a very rapid pace.

HEALTH-DRIVEN Simon Alston, CEO, sums up the qualities of Wellness Warehouse which help it to stand out from the crowd: “We’re very serious about the fact that the products we sell and the services we offer help people to live life well. Health is at the core of what we do. Sometimes business can get carried away by trends and the servicing and supplying thereof, but not actually meet its original purpose.

“Take the plant-based diet, for example. A lot of conventional retailers and fast food chains are moving into this space, but often not with health at the centre of what they’re offering. It’s perceived to be healthy because there’s this aura around it, but often the steps that need to be taken to ensure a product is genuinely healthy, or better for the environment, are not there. We are big supporters of the movement towards more plantbased diets, but our emphasis is on healthy living.

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Phyto-Force Phyto-Force celebrates its 20th anniversary this year as a leading supplier of natural herbal products countrywide in South Africa.

We are proud to be have been associated with Wellness Warehouse since its inception back in 2007.

Wellness Warehouse encompasses natural and organic products thus making it the best place to showcase our range of 250 different herbal tinctures, blends, capsules and essential oils.

“I think our focus on authenticity – backed by our in-house experts who spend their days sourcing and researching products to ensure that they address genuine health needs – is what helps to set us apart. This will always be a differentiator for us. We’re not trend-driven, we’re healthdriven.” www.phyto-force.co.za

122 | Africa Outlook issue 76

HEALTHCARE

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Africa Outlook issue 76 | 123

WELLNESS WAREHOUSE As the recent Beyond Meat IPO in the US demonstrates, it’s not just the technology sector that is moving at speed and attracting investor interest.”

ENERGETIC ENGAGEMENT Indeed, Wellness Warehouse’s own rise personifies this tempo. In little over a decade, the retailer has successfully established a footprint spanning 28 (soon to be 31) stores across South Africa, offering a similarly expansive product offering.

From herbal and homoeopathic remedies to Ayurvedic and supplement solutions, Wellness Warehouse merchandises an array of complementary therapeutic and preventative health, food and fitness products, as well as natural body care products and eco-conscious home cleaning supplies – establishing an unrivalled portfolio in the South African market.

“I think the reason that the business model created by founders Sean and Carlos Gomes was so well received early on was because it was always values-driven, even if it was ahead of its time,” explains the CEO. “Sean is a medical doctor and Carlos an experienced retailer, and together they recognised that the concept of living life well requires a holistic and sustainable approach to wellness. In many ways, Wellness Warehouse operates at the intersection between personal health and planetary health.

“Preventative health and happy living will almost always be inextricably linked to awareness about the impact that our lives are having on the planet.

Having a purpose driven by these two elements was a core differentiator of the business back then, and is possibly even more so now.”

The subject of differentiators also leads Alston to quickly point to the company’s staff, a team that truly champions Wellness Warehouse’s goal of providing not just an unmatched retail service, but also advice and information to help their customers live life well.

124 | Africa Outlook issue 76

“It’s a major part of our value proposition,” he continues. “We have trained wellness consultants in store, for example – in some cases people with 10 to 15 years of experience in niche health subjects, and a range of different qualifications between them. They are our representatives who engage with customers every day.”

These specialists are supported by a number of retail assistants – individuals that the organisation also invests in heavily via its in-house Wellness Training Academy. Blended learning modules are offered with the aim of improving knowledge, ensuring new members of the team quickly become well versed in their fields of speciality and capable of ensuring an unsurpassed customer experience.

“The Wellness Training Academy has been a major focus of our investment strategy, particularly in the last 18 months,” states Alston.

“Our customers do their research and often, understandably, aren’t willing to compromise. They’re looking

.for clear health benefits and environmentally-friendly products, so efficacy has to be evinced – by the products themselves, but also by our team members.”

FILLING GREATER BOOTS Unlike other retail sectors, health and wellness is a high engagement segment, something that is widely understood by the SA-based enterprise.

Healthy Happenings is a prime example of how Wellness Warehouse is working to elevate consumer awareness around health and wellbeing. A series of in-store events held across the country, it offers advice and insight from experts from a range of relevant fields.

“We’ve seen a great uptake with these meetups,” Alston reveals, “and we’re very excited about the feedback we’re receiving. We love engaging with our customers and the industry – it’s very much a two-way, win-win relationship.”

The business is also driving its

FULLY STOCKED Wellness Warehouse’s portfolio comprises a vast array of different product categories. These include: HEALTH: A comprehensive offering of vitamin and supplement ranges, as well as herbal, Ayurvedic and Chinese herbs and homeopathic remedies.

SPECIALITY FOODS: Industry-leading wellness lifestyle choices, including free-from (gluten-, dairy-, wheat- and sugar-free), plant-based and organic, as well as a wide selection of healthy artisanal treats.

BEAUTY: Natural, organic and cruelty-free personal skin and body care ranges that include aromatherapy oils, bath and shower amenities, feminine care, hair care and make-up.

ECO HOME: A selection of sustainable and eco-friendly cleaning products, as well as environmentally friendly options like glass straws and reusable coffee cups.

CLEAN FITNESS: Protein, weight management and workout supplements and superfoods free from artificial ingredients and added sugars.

BABY: Natural and organic baby body care and nutrition products.

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Africa Outlook issue 76 | 125

WELLNESS WAREHOUSE

126 | Africa Outlook issue 76

HEALTHCARE

customer loyalty programme forward, trialling a store-within-a-store concept centred around a plant-based lifestyle, and expanding its ecommerce presence in a gradual yet coherent manner.

These initiatives are further helping it to stand out from the crowd in what is becoming an increasingly competitive retail environment.

“We’re not alone in navigating these seas,” Alston states. “We have fantastic relationships with a range of partners and suppliers, both locally and internationally, who are quick to react to global trends. We’ve spent the past 10 years working closely with them, guiding them as to what our customers are looking for. They also have a great understanding of what we’ll tolerate in terms of ingredients and practices, and uphold Wellness Warehouse’s own values.

“Our growth cycles have been very closely linked to many of these businesses, where they’ve supported us,

and we’ve supported them. As a retail business, logistics and supply chain is everything, so we recognise how crucial it is to invest in the right kinds of relationships. Our suppliers are critical to our success.”

Looking at the here and now, this success is propelling a growth phase for Wellness Warehouse.

Set to expand its presence into Durban for the first time in October 2019, the company is well on its way to consolidating a national footprint. Yet, much like the forecast trajectory of the industry itself, Alston is optimistic that this is just the beginning of a new, even more prosperous era for the business.

“We’ll reach the 30-store milestone by the year’s end, but in the longer term we see ourselves potentially doubling this,” he states. “In support of this, supply chain development and own-brand development will be two key focus areas for us moving forward.”

“These ambitions aren’t unrealistic either. We’re not naïve to the fact that it’s a tough retail environment for many brick-and-mortar retailers right now.

Without a doubt, retail is changing, but the way we rationalise it is by saying that businesses that are relevant will succeed. And, honestly, we believe that with the growth we’re seeing and the feedback we’re getting from our customers, what we’re offering is relevant.

“We’re proud to be working at a much higher level of customer engagement than others – there’s certainly a role in this industry for independent retailers like ourselves.”

Tel: +27 (0) 21 003 3552

www.wellnesswarehouse.com

Africa Outlook issue 76 | 127

FPT GROUP FPT Group continues to provide efficient landside and port logistical services at its hubs in Durban, Port Elizabeth and Cape Town, recent investments allowing it to handle more goods for more customers Writer: Tom Wadlow | Project Manager:Josh Mann

SA’s

Port of Call S

outh Africa is a busy importer and exporter of goods.

According to South Africa’s Revenue Service (SARS), the month of June 2019 saw more than R108 billion of exports and over R103 billion of imports pass in and out of the country, goods which came come from and travelled to many countries around the world.

China, for example, is the nation’s 128 | Africa Outlook issue 76

leading partner on both fronts, responsible for 11.3 percent of June exports and 17 percent of imports, while the likes of Germany and the United States are also vital trading partners, respectively ranking second and third in both categories.

A large proportion of this activity will at some stage involve passing through one of South Africa’s many busy ports.

Hives of activity, these important transit hubs are vital to the functioning of commercial activity in and out of the country, and for Paulo Franco, the nation’s shipping industry has reached an important juncture in its ongoing journey.

SUPPLY CHAIN

Africa Outlook issue 76 | 129

FPT GROUP

Port Stevedoring The link between ship and shore Port Stevedoring (PS) - commenced trading in Durban in 1994 and experienced significant growth in a short period, expanding operations to Cape Town and later to Saldanha, Port Elizabeth and Ngqura.

In 2017 PS became a wholly-owned subsidiary of FPT Investments (Pty) Ltd which owns a number of logistics companies throughout Southern Africa.

Stevedores are the key role players in the loading and discharging of cargo from ships. As all operational activities are time and rate based, the company’s expertise and focus plays a major role in the safe and efficient turnaround of ships handled.

www.portstevedoring.co.za

“The shipping industry has arrived at a major crossroads, with very low efficiencies being achieved in the majority of South African ports as a result of very low productivity and escalating costs,” he says. “The country needs to remain competitive, not only in cost, but also in efficiency to remain relevant.”

This said, Franco is a self-proclaimed optimist and believes in a bright future for the sector.

As Managing Director of FPT Group, owner and operator of three port terminals (Cape Town, Port Elizabeth and Durban), he is determined to continue making South Africa a conducive place to trade in and out of through the company’s well-established and efficient setups.

Franco is an Aeronautical Engineer by trade, but switched to shipping and joined FPT 23 years ago as a Technical Manager for its subsidiary in Mozambique.

130 | Africa Outlook issue 76

OPENING UP DURBAN, PORT ELIZABETH AND CAPE TOWN FPT Group itself was established in 2001 as a result of Outspan and Unifruco terminal port operations becoming independent, with an emphasis being placed on facilitating fruit exports.

Today it owns and manages operations at ports in Durban, Port Elizabeth and Cape Town, each with sizable quayside, landside and warehouse operations spread over tens of thousands of square metres and providing services for dry bulk, various break bulk commodities, as well as containers.

At Durban, the company handles 350,000 pallets of fruit and 750,000 tonnes of general cargo per year, with 40,000 pallets of fruit and 500,000 tonnes of break bulk cargo serviced through Cape Town, which also processes 1.5 million tonnes of bulk cargo annually.

In Port Elizabeth, FPT Group handles 10,000 fruit pallets, 300,000

SUPPLY CHAIN

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Africa Outlook issue 76 | 131

FPT GROUP

tonnes of break bulk cargo and 1.6 million tonnes of bulk cargo a year.

FPT also handles a substantial amount of general cargo and bulk cargo in the Port of Ngqura.

“FPT has an additional three warehouses located outside the port environment with a total area of approximately 17,000 square metres,” adds Franco. “We have a total of 87 permanent employees and make use of service providers that supply additional staff to the terminals which, depending on seasonality, can include up to 1,500 additional people.”

The statistics point to a busy operation which plays a key part in the supply chain of many companies spread across numerous industries.

Explaining how FPT has built up its reputation as a trust logistical partner, Franco says: “Our success is based on the fact that we can offer quick and efficient vessel turnaround times, and competitive storage and handling rates countrywide. FPT at its Durban 132 | Africa Outlook issue 76

and Cape Town terminals has exclusive use of its berths and therefore full control over its operations, from planning to execution phase.

“Our success is also attributed to our link to our group companies, which enables us to offer an end to end solution across the supply chain from terminal and storage to transport, clearing and forwarding services.

“These factors, together with our team of highly skilled, motivated and passionate employees, set us apart from our competition through constant commitment to providing excellent customer service and adding value in everything we do.”

FUTUREPROOFED Franco also points to a recent investment which is helping to gear the company up for a growth in business.

This has been split into three parts, the first two involving the creation of additional warehousing capacity at Port Elizabeth and Cape Town.

FPT GROUP

SERVICES

CARGO CURATOR FPT Group handles a huge variety of cargo through its three South African port hubs.

This includes: Dry bulk – mineral: Manganese ore, sinter, clinker, slag, etc Breakbulk perishables and nonperishables: Fruit, sugar and rice Containers: General purpose, reefer, special equipment and abnormal cargo Agricultural dry bulk: Soybean meal, sunflower pellets, wheat, maize, canola, oats and fertiliser Breakbulk general cargo: Cement, steel coils, billets, pipes and rail wagons Project Cargo: Heavy lifts, abnormal loads, etc

134 | Africa Outlook issue 76

“SINCE WE DEPEND ON A LARGE NUMBER OF SUPPLIER AND PARTNER COMPANIES FOR OUR OPERATIONS, WE NEED RELIABLE, PERFORMANCE DRIVEN SUPPLIERS THAT ARE PREPARED TO WORK AND GROW WITH US” In Durban, facilities have been enhanced in order to better accommodate current business and expand the company’s customer base and variety of products it can handle.

Such heightened activity also covers expansion geographically, the company looking to step up its cross-border activity in neighbouring countries such as Mozambique.

“We have existing facilities in Mozambique within our group, The Logistics Group (TLG),” says Franco.

“The plan is to expand our footprint

into Zimbabwe and further north, and we are currently looking at more cost effective and efficient ways to move a variety of commodities to and via these countries.”

People, be it those working for FPT Group’s reliable network of service providers or the company’s own employees, are going to be central to the success of these future ambitions.

Franco continues: “Since we depend on a large number of supplier and partner companies for our operations, we need reliable, performance driven

SUPPLY CHAIN

suppliers that are prepared to work and grow with us.

“In regard to our own people, motivating and upskilling staff is of crucial importance to me and to the group.

Staff are our most valuable asset – we continuously invest in training of our employees not only because we want to grow them as individuals, but also to be able to improve in our performance and become more efficient.”

Enhanced performance and efficiency have been a hallmark of FPT

Group’s recent development, Franco outlining that the firm has grown considerably over the past two to three years, with further investments into port facilities on the horizon for 2020.

Asked about his outlook for the sector more widely, he signs off in confident fashion.

“It is not going to be easy to turn around the shipping industry,” he says. “There is a need to privatise more sectors, invest in people, create good sustainable jobs and with that

motivate people for the mammoth effort required to transform the sector for the better. However, I am an eternal optimist.”

FPT GROUP Tel. Durban: 031 369 6800 Tel. Port Elizabeth: 041 501 5800 Tel. Cape Town: 021 401 8700 info@fpt.co.za www.fpt.co.za

Africa Outlook issue 76 | 135

INCHCAPE SHIPPING SERVICES

Global, Local, Transparent By adding a global, technology-enabled layer of transparency to shipping agency operations, Inchcape Shipping Services continues to gain the trust of clients to manage their vessels and cargo the world over Writer: Tom Wadlow | Project Manager: David Knott

136 | Africa Outlook issue 76

SUPPLY CHAIN

A

round 6,000 years ago Egyptians navigated 100-metre-long boats up and down the Nile.

Powered by oars and featuring sails, these wooden vessels carried enormous obelisks and were a serious feat of engineering for their time, so much so that very little evolution in boat mechanics occurred until the advent of steam propulsion.

The British East India Company took full advantage of this long-awaited breakthrough, initially using steamships to help manoeuvre large sailing ships into the narrow harbours of India before reducing travel time between Asia and Britain.

In 1856 the Company awarded a contract to carry mail between Calcutta and Rangoon to the Calcutta & Burmah Steam Navigation Company, which incorporated in London and became an agent for the new ship-

ping line. This was the work of William Mackinnon, who, together with Robert Mackenzie, formed a general merchanting partnership named Mackinnon Mackenzie & Company (MMC).

It is the formation of this company in Calcutta in 1847 that the Inchcape Group proudly traces its origins.

Exponentially growing its influence between Europe, Africa, the Middle East, Asia and even Australia, MMC became a crucial enabler of British sea trade, the Inchcape name taking over in the 1950s and continuing to serve as agents for a trAfricandous array of clients to this very day.

But, much like the steamship’s oarand sail-powered predecessor, the nature of shipping agency interactions remained relatively unevolved through this protracted period during and after colonial trade across the seas.

The formation of Inchcape Shipping

Services in 1993, however, marked an important turning point.

“We’ve been in the industry for over 170 years, and the issues around shipping have always been that what happens in faraway lands has always been a faraway thing,” explains Frank Olsen, the company’s present-day CEO. “There has not always been enough information, communication, control or transparency, and therefore a lack of trust, in what is occurring in places which are hundreds, if not thousands of miles away.”

Inchcape Shipping Services was therefore formed to integrate what was then a loose federation of ship agents into a robust, transparent international network with defined and common service standards worldwide.

“Today we are driving both operational and financial transparency to the process, using technology to

Africa Outlook issue 76 | 137

INCHCAPE SHIPPING SERVICES underpin the way we interact and manage relations with our customers,” Olsen continues.

“The idea is for the principal to feel in control and know exactly what is happening with their vessel during a port call.

LEADERSHIP FOCUS

FRANK OLSEN Frank Olsen began his tenure as Chief Executive Officer of Inchcape Shipping Services in July 2018, previously serving as COO of the group’s Marine Services division.

A major focus of his time in the Marine Services business was to enhance its use of technology and data, something which he has transitioned into his role of CEO. “My background in terms of getting to where I am today is quite a simple one,” Olsen recalls.

“I started my career as a seafarer and master mariner on ships which journeyed around the world, and in 2007 I moved onshore in the marine service industry but was still very engaged with vessels and their activities. A lot of training and experiences later, and I am here today as CEO of Inchcape Shipping Services.”

138 | Africa Outlook issue 76

“Historically, the criteria for selecting an agent has been localised knowledge of the port in question, and trust in this knowledge and subsequent track record. Trust is everything, and our mantra is that you can only establish genuine trust if you have transparency first – it is not enough anymore to simply say trust me.

“We will build that trust by providing the operational and financial transparency, enabled through new technology, across our unparalleled network.”

A GLOBAL-LOCAL DYNAMIC Inchcape Shipping Services thus delivers a service which combines the benefits of a local agent on the ground with a global layer of extra value powered in many different ways by technology and its unique global network.

The two facets are intrinsically linked (one cannot survive without the other) and this is shown by three core pillars which define the way Inchcape operates today – global, technology and people.

The first pillar centres around a huge global network, made up of 300 offices in 68 countries across 2,500 ports and built up over 172 years of history, a uniquely developed asset that is extrAfricaly difficult to replicate in what is still a very fragmented market.

Indeed, it is the largest owned proprietary network of any shipping agency.

“This is something we’re extrAfricaly proud of, but more important for us is changing the relationships of our customers from a collection of local relationships to a global partnership,” Olsen adds. “These are transacted at a local level in lots of different locations, but there is commonality, and that is the global layer of value that means the whole is greater than the sum of the individual local parts.”

Olsen is not suggesting that the individual parts, which include the company’s huge supplier network, are in any way understated in their significance to Inchcape’s operations.

Port Phillip Sea Pilots Port Phillip Sea Pilots (PPSP) has been providing an essential safety service to the state of Victoria since 1839. It is unique in its history, structure and importance to the State. We provide an on demand professional pilotage service to shipping for Melbourne, Geelong and Western Port, 24 hours a day, 365 days a year.

Port Phillip Sea Pilots takes pride in its safety record with over 6,000 movAfricants per year in nearly all weather conditions. Since Captain George Tobin founded the Association in 1839, Port Phillip Sea Pilots has continuously provided a safe and efficient pilotage service.

Since our first cruising pilot ship “Boomerang” took up station outside the Heads in 1853, PPSP has been at the forefront of the latest developments in pilot vessels. Our present fleet of modern ORC boats provide safe and efficient transfer of pilots in nearly all weathers.

Port Phillip Sea Pilots has worked closely with the Ports of Melbourne, Geelong and Westernport in the development and expansion of the ports, increasing the size and draft of ships able to visit to maximise cargo throughput. This has involved considerable investment in training and technologies (Dynamic Under Keel Clearance and High End PPUs) to ensure these large vessels safe and efficient access to the port.

Our highly trained pilots come from command positions at sea with a broad range of backgrounds enabling us to provide expert advice on any pilotage issues. We also provide technical advice and support on pilotage/marine issues to harbour masters, msv and agents.

We are proud of our 180 years of service, our traditional independence and professionalism in providing a service to shipping and to the state of Victoria that is first class.

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Port Phillip

Sea Pilots

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Reg. 49Q12894

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Reg. 95E128594

INCHCAPE SHIPPING SERVICES “The importance of our partners, of course, cannot be understated,” he says. “Fundamentally, our job is to coordinate suppliers on behalf of our principals, so we would be nothing without our huge supplier base.

“A key component of our value proposition to our principals is that we work with extrAfricaly professional and reputable partners, with whom we enjoy a long and stable relationship.

“A lot of time, effort and resource has gone into making sure we build up the best supplier network we can, and our strategic sourcing and procurAfricant team reports directly into me.

This team, managed centrally, has contacts in all of our countries and ensures that our supplier relations are built around value, not just cost.”

Through this network, Inchcape is able to provide a full suite of financial and physical services, from full port agency and husbandry services to crew logistics and bunker calls.

TECHNOLOGY = TRANSPARENCY The second pillar, technology, powers Inchcape Shipping Services’ raison d’etre – to integrate the individual parts into a transparent, global ecosystem.

“Technology is the enabler of the global advantage Inchcape provides,” Olsen says. “While I wouldn’t say we are a technology company, I do believe it has a massive role to play in enhancing the value shipping agents can provide to their principals.”

Data is the lifeblood of this. Now

140 | Africa Outlook issue 76

widely dubbed the new oil, it is once more the sum of the individual pieces which combine to make a greater, transparent whole for Inchcape’s principals.

And there are millions of data points which are collected and analysed to make this work. As an agent, the company manages 70,000 port calls a year which equates to more than 100,000 individual jobs.

This means Inchcape is able to collect and analyse mountains of valuable information, data which Olsen splits into three broad categories.

“The first is performance benchmarking data that we can provide customers,” he explains.

“For example, your oil tanker calls into a certain terminal at a certain time of day, but the process is not as efficient as a similar vessel calling at a different time or at a different terminal.

Why is that? We begin to ask these questions based on the data we have on ship types, terminal types and timings. Our operating system, Optic, enables this.”

Second, and equally significant, is the information gathered through a system called World of Ports.

Inchcape has operated this for a number of years as a static dataset covering berthing and terminal data for dry and wet berths around the world, a very useful tool for companies looking to charter ships into ports to make sure vessels are compatible with terminals and berths.

“What we’ve done now, in order to make the dataset more dynamic, is geofenced every single berth within that dataset, meaning we can now see when a ship that falls outside of the stated parameters makes a call,” Olsen adds.

“In these cases, the most likely scenario is that the data for that berth has not been updated since it has been upgraded or expanded by the port. This means we can continuously update the dataset, making it a unique offering that nobody else offers.”

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Blue Marine Transportation We are proud to have partnered with Inchcape Shipping Services, the worldwide leader in agency services since the 1980s, to meet the needs of our maritime industry with excellence.

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Frank Rulh, President (504)616-4433 William Crouchet, General Manger (504)236-4451 Dustin Rulh, Operations Manager (504)939-9170

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Africa Outlook issue 76 | 141

INCHCAPE SHIPPING SERVICES

Ships Waste Oil Collector Ships Waste Oil Collector is the largest and leading collector of ships waste at the ports of Rotterdam, Amsterdam and Antwerp in the field of liquid and hazardous waste from Annex I to Annex VI vessels.

Such data is also being linked to other data heralding from outside of the port, what Olsen classifies as market intelligence, the third category, and another way of adding dynamism to Inchcape’s vast pool of information.

The result is that principals are able to ask and find answers to questions that need answering in order to make well-informed judgAfricants.

“For instance, what ships are in the line up?” Olsen asks. “What are those ships carrying? How much cargo are they carrying? Where are they coming from? Who are the actors involved?

We’re not a data company, but we have unique access to public domain data which we can verify at course thanks to our network of ‘eyes and ears’ at the ports.

“Ultimately, we are enabling our customers to make better decisions more quickly.”

Central to Inchcape Shipping Services’ ability to use technology as vehicle for transparency is our application, Optic as mentioned earlier.

The company is in the early stages of rolling out the solution, the basis of it being a system that provides operational transparency at port level based on a vessel programme, an expected series of events that should happen to a ship as it makes a port call.

“As a customer, you can see what is happening and when something requires your attention, the system will inform you that an event has occurred outside of the parameters that you set,” says Olsen. “You are not waiting at the end of the phone to hear if everything is ok… or not.”

142 | Africa Outlook issue 76

Rather, our principals are able to monitor progress through a range of devices such as smartphones, laptops and tablets, via an app or integrated into an ERP system. Optic can also be applied to a single vessel or entire fleet sailing around the world, offering unrivalled visibility at virtually any scale.

Payments are another important elAfricant of shipping agency, and Inchcape is working on a digital payment platform to ensure all money exchanges are transparent, traceable and accountable.

This highlights the importance of global, consistent levels of corporate governance.

Be it the payments process or handling of principals’ data, Inchcape Shipping Services has developed a company-wide compliance programme which is widely recognised as pioneering in the industry.

Local agents who are part of the Inchcape network are well-versed in these standards, combining this with their local knowledge to represent the safest possible bet for clients, a key differentiator for the company over its competitors.

Compliance has historically been something of a taboo subject in the industry, but Inchcape is ensuring the dynamics of the conversation are changing.

Olsen adds: “There are lots of large enterprises still choosing smaller, local agents who perhaps do not have the level of global governance that Inchcape carries, simply because they don’t have the scale to justify the investment. We believe it has to be taken

For the collection of liquid hazardous waste, the company uses the most modern vessels and highly trained personnel.

It is the only collector in the ports of Rotterdam, Amsterdam and Antwerp, which features 3 C type barges.

The firm’s total collection capacity is 8,500 tonnes.

T+31 10 2957154 E info@shipswaste.nl www.shipswaste.nl

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Ships Waste Oil Collector: • Meet the requirements and needs of our stakeholders • Personal and work closely with our clients • Use modern equipment according to the prior art • Have the appropriate outlets For the collection of liquid waste, we use the most modern vessels and highly trained personnel. We are the only collector in the port of Rotterdam, Amsterdam and Antwerp, which features 3 C type barges. Therefore we are fully equipped for future legislation and regulations in our field. A selection of our collection fleet is shown below. Our total collection capacity is 8,500 tons. For further information do not hesitate to contact our office.

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Africa Outlook issue 76 | 143

INCHCAPE SHIPPING SERVICES

INCHCAPE SHIPPING SERVICES

VISION, VALUES AND MISSION VISION: A connected world in which our customers trade successfully and make better decisions in every port, everywhere.

VALUES: We connect the world and see the bigger picture. We rely on the strength of local agent knowledge and relationships. We adopt new thinking and push for positive change in our industry.

MISSION: To use technology and our global network to help our partners connect to a smoother, smarter, ocean.

more seriously and can offer both the advantages as a local operator with global governance.”

This naturally leads the conversation onto the topic of cybersecurity, another critical elAfricant to the governance piece. Inchcape Shipping Services relies on an advanced IT security setup and a rigorous training programme to ensure all employees operate within safe parameters.

Once more, the integrated nature of the company’s network delivers another point of difference.

“The biggest risk here is having multiple entry points into your system,” explains Olsen, “so if you have agents spread all over the world, you are giving access to your systems to people you may not have vetted. Our advantage is a single point of entry, and one which principals know and can trust.”

POWERED BY PEOPLE While technology has been proven to provide a digital differentiator, its value would be severely diminished without skilled employees to harness it.

Indeed, people make up the third 144 | Africa Outlook issue 76

Inchcape Shipping Services pillar, be they local agent partners on the ground or the company’s own staff spread around the world.

“We are an asset-light business, so having the best people is paramount to our success,” Olsen says. “Key to this is our in-house training programme, something we are very proud of. It is predominantly digitally based, providing extensive learning opportunities for all staff, be it mandatory programmes in compliance to more vocational and career-based modules.”

Named the Inchcape Marine Academy and in operation for around 10 years, it has been created by a combination of in-house experts and knowledge contributions from outside of the company. Currently the academy houses around 170 courses, with each employee on average undertaking one learning course per month.

Although described as asset-light

by Olsen, the advanced technology and skilled people combine to make a formidable resource for Inchcape, a setup which leaves the CEO optimistic as the company moves into the next chapter of its story.

“We are witnessing change in the industry,” he observes. “The global nature of what we have been discussing is becoming more prominent and is being valued more by different industries.

“For example, oil and gas majors have for quite some time been interested in risk mitigation from a governance point of view – they have been the first ones to adopt this hub methodology that has been introduced by global agents in the past couple of decades. That same motivation is permeating other client bases in the shipping industry.

“We therefore believe the need for working with a global agent who can provide safety and security will increase. The transparency related to this on an operational level will also need to increase. However, the requirAfricant for a good quality local agent who you can contact is still crucial – for us it is about the global and local balance, something we believe we are achieving through technology.”

And it is this dynamic which Olsen believes will help the company to acquire a greater market share in years to come. Albeit a congested industry with a huge array of participating organisations, the potential to expand Inchcape’s business is sizable.

Concluding optimistically, Olsen says: “This is a highly fragmented market and we believe we can significantly increase our market share. To do this we need to increasingly differentiate our products and provide a transparency-based offering built around advanced technology, backing up an experienced and unique network of people at the ports.”

INCHCAPE SHIPPING SERVICES Tel: +44 2035 138500 www.iss-shipping.com

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Africa Outlook issue 76 | 145

DAR AUTOMOTIVE GROUP

THE PARTS PURVEYOR

146 | Africa Outlook issue 76

SUPPLY CHAIN

T

he automotive industry is big business in South Africa.

Contributing $38.1 billion to the country’s GDP in 2018, the sector accounts for 6.8 percent of national income and 14.3 percent of exports.

As the largest manufacturing sector in the South African economy, vehicle and component production accounted for nearly 30 percent of manufacturing output in 2018, and the growth trend is set to continue.

By offering a full suite of products and services which is underpinned by a commitment to quality, DAR Automotive has made a name for itself as a reliable partner for OEMs and service and repair companies in South Africa Writer: Tom Wadlow | Project Manager: Josh Mann

According to the latest figures from the National Association of Automobile Manufacturers of South Africa, the value of the automotive industry is set to increase to $39.2 billion in 2019 and $39.35 billion in 2020, when the amount of vehicles produced is set to pass 612,000.

It is one of the most mature and well-established sectors operating in the country, in no small part because of the extensive presence of parts and

Africa Outlook issue 76 | 147

DAR AUTOMOTIVE GROUP components suppliers which ensure manufacturing and repair operations run smoothly.

Take DAR Automotive, for example.

Established in 1997, the company services the automotive sector across South Africa through its network of 10 warehouses, another two being based in Botswana and Namibia. Its mission is a simple one – to supply quality components and competitive prices to the OEM, service and repair industries.

A Level 1 BBBEE firm, DAR is under the directorship of Deon Roy and Filum Ho and headquartered in Port Elizabeth.

Its modus operandi is all about quality, as stated emphatically on its website: “Quality, through the sourcing and procurement of world-class

automotive engineering and industrial components for all makes of vehicles.

“Quality of service, commitment and efficiency to the South African OEM, service and repair industries.

Quality underscored by the NRCS (SABS), the European Conformity (CE) and the American Department of Transportation.

“And finally, quality to you, our valued customer – through tough negotiations to keep our prices competitive and our warranties true.”

A FULL SUITE OF SOLUTIONS This emphasis on quality is backed up by a promise on time.

Its fleet solutions, operated via a professional call centre, sources and delivers competitively priced parts,

DAR AUTOMOTIVE GROUP

PARTS PORTFOLIO DAR Automotive is able to acquire and deliver a huge range of parts, covering/including: braking, filtration, clutch kit, shocks, suspension, service, lights, lenses, timing belts, electrical including injectors, AC compressors, turbos, alternators, starters, workshop efficiency tools, oils, lubrication, and cleaning.

In terms of automotive body parts, it can supply for all makes of vehicles: air filter housings, fenders, backing plates, fender liners, bonnets, grills, boot lids, headlamps, bumpers, interior and exterior mirrors, bumper mouldings, roofs, spoilers, tailgates, valences, window mechanisms and handles, wiper arms and linkages, water reservoirs, corner and side panels, sliding rails and doors.

148 | Africa Outlook issue 76

components and oils both locally and cross-border, promising a turnaround time for customers of between 24 and 48 hours.

DAR Automotive also supplies OEMs across South Africa. Thanks to the right to repair act, the company can now offer a comprehensive range of service, maintenance and repair parts – referencing OE part numbers – for all makes of vehicles.

It sources directly from Tier 1 suppliers around the world, cutting lead times and guaranteeing quality at a lower cost than traditional parts companies.

For example, in the area of oils and fluids, DAR works closely with multinational heavyweight Wolf Lubricants.

Producing leading car and heavy-duty oils, transmission, brakes, levelling and steering fluids, and greases and industry oils, Wolf can be trusted to stay ahead of the industry curve.

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OE expertise in the aftermarket.

As a leading OE provider of advanced propulsion solutions, we know about cars. We know how they work.

And how to fix them. We bring this same expertise to the aftermarket with a wide-range of OE quality solutions so that vehicles start – go – stop – just like the day they drove off the assembly line.

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South Africa’s automotive industry is set to be valued at $39.2 billion in 2019 and $39.35 billion in 2020, when the amount of vehicles produced is set to pass 612,000

In April 2019, it unveiled its new range of hybrid lubricants, a product range which will serve a fast-growing segment of the automotive industry.

Frost & Sullivan predict that by 2025, 15 million hybrid electric vehicles will be sold, accounting for 16.4 percent of the total passenger vehicle market.

As well as manufacturing and main-

tenance operations, DAR Automotive also suppliers the body repair industry.

It is backed by a multitude of leading insurance providers to provide a comprehensive range of auto spares and vehicle body parts, and can also offer its own refinishing service that it claims to be on par with the best in the world.

The company’s highly skilled engineers and craftsmen promise to restore damaged vehicles to their former glory, using the finest refinishing products such as fillers, hardeners, aerosols and primers.

Such a wide-ranging suite of services, all underpinned by a commitment to quality, look set to propel DAR Automotive into a future set against a positive industry backdrop that is going against the global grain.

In 2018, global vehicle production declined by 1.1 percent to reach 95.6 million vehicles, down from the 96.7 million units produced in 2017. In South Africa, the 612,000 vehicles forecast for 2020 represents a small but albeit positive step forwards on 2018, which saw just over 610,800 units made.

One of the country’s true bright industrial sparks, the automotive sector will provide ample opportunity for DAR to excel in future years.

Africa Outlook issue 76 | 149

TAYANNA MOZAMBIQUE

150 | Africa Outlook issue 76

MINING

BRIGHTER FUTURE Tayanna Mozambique, one of the country’s leading civil contracting and mining companies, is championing industry collaboration, upholding community development and capitalising on opportunity.

Matt Davis, Operations Director, explains how Writer: Jonathan Dyble | Project Manager: Donovan Smith

A

frica. Home to 30 percent of global mineral reserves, producing around 483 tonnes of gold and operating four of the five biggest diamond mines outside of Russia, it is a continent unrivalled in the way of natural wealth.

The sheer number of facts which support this claim are unrelenting.

Approximately two thirds of the world’s cobalt is produced in the DRC, while South Africa is home to an unsurpassed platinum resource base.

Yet, despite such mammoth deposits, the continent’s worldly riches have remained relatively untapped in the past – something that has only begun to change in recent times.

Take Mozambique, for example. Rec-

ognised as possessing the world’s largest coal resource base and similarly gargantuan gold mines, certain regions including the Niassa, Tete and Matt Davis Manica provinces have begun to attract substantial domestic and international investment of late.

Meanwhile, ilmenite and graphite are beginning to play a growing role in the national economy, upheld by mining companies such as Australia’s Syrah Resources.

The business behind the world-renowned Balama project which launched in northern Mozambique in early 2019, the firm produces 350,000 tonnes of graphite per annum from this site alone, equating to a 40 percent share in the global graphite market.

Africa Outlook issue 76 | 151

TAYANNA MOZAMBIQUE “Whether its graphite, rubies, coal or gold, the diverse landscape of opportunities that Mozambique has to offer makes working in this country extremely exciting,” states Tayanna Mozambique’s Operations Director Matt Davis, a business closely involved with Syrah Resources.

“It’s a nation that provides fantastic opportunities and a fantastic working dynamic.”

A MINE DEVELOPMENT MARVEL Tayanna itself provides even more evidence of this thriving national economy.

While the firm is not a direct mining owner operator itself, the enterprise has established itself as a contract mining and civil contracting specialists

with the ability to undertake a broad range of construction earthwork projects, from roadworks, pipelines, dams and open casting mining to development projects.

“We are a family operated company with a significant focus on offering small to medium scale greenfield and brownfield mines a turnkey service,” Davis reveals. “We provide our clients with a very hands-on, collaborative approach and take extreme pride in the services we supply to them.”

Reputed for its meticulous attention to detail, the company has executed numerous successful projects over the years, the Minas Moatize Mine standing as a prime example of its extensive capabilities. Here, Tayanna carried out contracting mining, establishing the

BRIEF HISTORY

TAYANNA MOZAMBIQUE The name Tayanna comes from an ancient Aztec civilisation in South America where it was referred to as a ray of sunshine – a word that resonates with western Mozambique’s climate and Tayanna Mozambique’s operations. Matt Davis, Operations Director, explains how the business came about: “My grandfather started Tayanna Mozambique’s sister company R. Davis & Company Private Limited in Zimbabwe in 1959. My father then took over the business and grew it into one of the leading civil contracting companies in Zimbabwe. My own personal interest in the industry came from my father and the passion he showed for it.

“R. Davis then ventured into Tete, Mozambique, leading to the launch of Tayanna as a civil related contracts business delivering water works, sewer works and open cast mining works. I studied in Brisbane, Australia and returned to join the family business, slowly moving up to become Operations Director of Tayanna, overseeing the group’s mining portfolio between Zimbabwe and Mozambique.”

Today, the group mines graphite, coal, gold, chrome and ruby resources with a current average material movement of over 10 million cubic metres per annum.

152 | Africa Outlook issue 76

sites initial box cut leading into steady state mining operations over two phases.

“Unfortunately, this particular project was put on care and maintenance owed to the depressed coal price at the time,” Davis adds. “But this is just one of many – we’ve also completed the new Zambezi River bridge link road in Tete and major access roads for one of Rio Tinto’s Benga flagship sites for their exploration drilling programmes.

The former of these entailed the construction of a 14-kilometre road that linked to the new Tete bridge spanning the Zambezi river, while the latter was a monumental undertaking that saw Tayanna deliver 200 kilometres of exploration drill access roads to ensure Rio Tinto’s Benga Mine exploration became more easily reachable – a mine with 1.9 billion tonnes in coal reserves.

Further, Davis also highlights the firm’s work with Syrah Resources.

“This is currently one of our flagship contracts,” he states.

“And for a number of reasons. Not only are we employed as the mining contractor, this collaboration has also allowed us to add the construction of a 14-kilometre raw water pipeline to our portfolio, as well as being contracted to the second phase of their tailings dam facility.”

CHAMPIONING COLLABORATION Client-focussed relationships are not the only success story of Tayanna Mozambique, however, Davis also pointing to the company’s suppliers and partners as pivotal players in the company’s continual rise to pre-eminence.

“Like any enterprise, the commercial side of our supply chain and cost-effectiveness is important,” he explains.

“But, costs aside, we always try to prioritise and promote local industry as much as possible.”

Indeed, the firm readily works with

MINING

Hydraulic cylinders - repair and manufacture Hydraulic pumps and valve groups - repairs Engineering shop and crane truck hire

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Africa Outlook issue 76 | 153

TAYANNA MOZAMBIQUE both local players and esteemed international partners where necessary, sourcing much of its equipment from the likes of Volvo, BELL, CAT and Liebherr to ensure that its own operations are globally competitive in terms of both cost and quality.

And regardless of origin, Tayanna ensures that it holds each and every one of its relationships in the highest regard.

“These partnerships have been crucial, particularly during the past five years,” Davis reveals.

“We operate on certain isolated sites which require dedicated suppliers who understand the dynamic that comes with these environments. Because of this, we maintain open lines of communication, and are lucky that we have established long-term bonds with key partners who offer us flexible commercial and technical solutions.”

Suppliers are not alone in upholding the firm’s ambitious goals, however.

Likewise, the firm’s staff play a fundamental role – one that is not lost on the company or its leadership team.

Davis explains: “Both retaining our best talent and facilitating the development of our people is paramount to the company ethos.

“We’re proud of the fact that our expatriate component is low and it’s due to the training, development and retention schemes we have implemented. We work and live in Mozambique, and so enhancing the skillsets of local people is the focus at Tayanna.”

To this end, the company operates its own dedicated training department that includes an in-house mining workshop and upskilling lectures which run in weekly workshops on site.

Meanwhile, upholding local communities externally is as much of a focus as promoting opportunities for employees internally. Davis continues, outlining this emphasis: “We’re currently working in conjunction with Syrah Resources, investing in the Balama district.

“Our goal is to have a balance of 80 154 | Africa Outlook issue 76

“WE WORK AND LIVE IN MOZAMBIQUE, AND SO ENHANCING THE SKILLSETS OF LOCAL PEOPLE IS THE FOCUS AT TAYANNA”

percent local operators and 20 percent national operators at the Balama mine site by 2021. Further, we look to provide opportunities to university students on an annual basis including apprenticeships across both engineering and mechanical fields.”

CONFIDENCE IN COUNTRY AND OPPORTUNITY Evaluating the Tayanna Mozambique ethos, it is clear that each of these coherent efforts are undertaken in

MINING

Tayanna now operates 210 primary pieces of equipment, its fleet growing by 25 percent in the space of two years

“We operate on certain isolated sites which require dedicated suppliers who understand the dynamic that comes with these environments”

order to ensure that the company and Mozambique alike will benefit from a fruitful, development-driven future moving forward.

And right now, it seems that this target is well on track.

Having grown its major equipment fleet by 25 percent in the past 24 months, Tayanna now operates 210 primary pieces of equipment across the entire group.

“In the last 12 months we’ve added a CAT385 excavator, three Volvo EC750 excavators, 12 Volvo 45-tonne mining trucks and a three D7 dozers, to name a few recent investments,” Davis states. “And there will be more to come soon, with the recapitalisation of some of our larger excavators and ADT fleet scheduled for Q4 2020.”

These fleet expansions have contributed greatly to the company’s optimistic course, now set to grow its civil portfolio in the concrete, sewer and water reticulations segments in order to further compliment its already expansive mining portfolio.

“We’ll have a new member of the Tayanna team joining us in Q4 2019 who will be dedicated to driving this area of the business,” Davis affirms, “and we’ll also be looking to enter into a new region, either Malawi or Tanzania, by the end of 2020.

“Am I positive about the direction of business in Mozambique alongside this? Most certainly. The country has numerous high-profile projects on the horizon, from gas and mining to agriculture and clean energy power generation.

“We are confident in the country, hence our investment into it for the long term.”

TAYANNA MOZAMBIQUE Tel: +258 84 301 8488 Info@tayanna.co.mz www.tayanna.co.mz

Africa Outlook issue 76 | 155

ELMACAST ENGINEERING

156 | Africa Outlook issue 76

MINING

Casting Light on SA Owed to quality-driven values and an innovative ethos, Elmacast Engineering is helping to forge a bright future for South Africa’s casting industry Writer: Jonathan Dyble | Project Manager: Donovan Smith

Africa Outlook issue 76 | 157

ELMACAST ENGINEERING

EXEL E & I Complete electrical, control and instrumentation engineering solutions for any application within the mining & industrial sectors.

Our mission is to continue to serve various industries including the local and international mining sector with quality electrical, control and instrumentation engineering with our experienced team to ensure a reliable, robust and efficient solution for our client.

We LISTEN to our clients.

ompetition is central to the success of any market or economy.

It’s become an inevitable aspect of business, owed to the imitations and expansions brought about by lucrative opportunities. And while competition undoubtedly creates more challenging business environments, it also provides the perfect conditions for proactive companies to successfully navigate them and thrive.

Encouraging enterprises to think outside the box and diversify their investments, the endless search for a competitive advantage is crucial in powering innovation, productivity improvements and growth across industries.

For Marius Vermeulen and Elmacast Engineering, competition in this sense is a somewhat doubled-edged sword.

“The South African foundry industry has faced many challenges in the past decade, with one of them being a rise in competition from international suppliers,” Vermeulen, the company’s Sales and Marketing Manager, explains. “And we’ve had to strengthen our operational performance in the face of this.

“There is certainly an exciting aspect of competition, powering the exploration of new ideas and innovative technologies. You have to remain in front of

C

158 | Africa Outlook issue 76

the curve, in this respect, to ensure your survival in the industry.”

FOCUSED ON QUALITY Specialising in the development of high precision chrome alloy castings, Elmacast serves various customers in a number of industries renowned for rapid progression and agility.

This in mind, the firm’s recognition of the importance of innovation has proven invaluable to the long-term success of the business, an ethos most recently emphasised by a new series of major investments beginning April 2018.

“Here, the foundry underwent several major upgrades and technological enhancements, where our major focus was on improving the production of high chrome grinding media for ball mills,” Vermeulen reveals. “As a result, we can now produce mill balls in sizes ranging from 30 to 90 millimetres, with chrome contents ranging from 10 percent to 30 percent.”

Having been completed in April of this year, the company’s capacity to produce chrome casted grinding media for ball mills rose to 2,500 tonnes a month.

This is not all, however, the expenditure also having led to the upgrade of two six-tonne induction furnaces, a crane overhaul, the installation of a new

www.exeleandi.co.za

shot blaster, a thermal sand reclamation plant and computer simulation technologies to model various casting procedures before execution.

“Further, we now offer a value-inuse model to our clients, assisting the optimisation of their grinding circuits to increase their production in a cost-effective manner,” Vermeulen adds, pointing to Elmacast’s overriding competitive advantage.

“Ultimately, our major focus always revolves around quality.”

UPHOLDING AMBITION Investments aside, this quality-driven philosophy is similarly showcased by the business’s meticulous supply chain management practices.

Vermeulen continues: “We have various strategic raw material contracts that ensure we receive the desired quality on a consistent basis. Meanwhile, we manage the full value chain of production on our premises, from the melting of raw materials through to

MINING

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Elmacast has increased its capacity to produce chrome casted grinding media for ball mills to 2,500 tonnes a month

Africa Outlook issue 76 | 159

ELMACAST ENGINEERING

heat treatment, metallurgical testing and final distribution and packaging.”

State-of-the-art technologies again are crucial here, helping to uphold Elmacast’s unparalleled standards while saving man hours and costs. Yet the firm’s suppliers, partners and employees all play an equally important role.

“We are closely located to major industrial areas around Gauteng, and our mining clients in the Mpumalanga province,” Vermeulen states. “This enables us to work with a fantastic network of suppliers – a network who 160 | Africa Outlook issue 76

support all our procurement needs.

“Similarly, we recognise the contributions of our workforce, and don’t take them for granted. As a BBBEE Level 2 accredited company, we pride ourselves on offering training programmes and apprenticeships to our employees and maintain a focus on employing locally before expanding our talent acquisition.”

Partners, employees and a progressive investment strategy combined, the company has unsurprisingly garnered fantastic stature amongst its

clients, serving the likes of Impala Platinum, Samancor, Eskom, Caterpillar, Multotec and David Brown Santalaso.

FORGING A BRIGHTER FUTURE Moving forward, it seems that this reputation will only continue to improve.

A business built upon years of vigorous fault finding, mitigation and improvement techniques, astute experience has come to define Elmacast’s operations. The company remains determined, ready to take further strides ahead of the curve, as demonstrated

MINING

by Vermeulen’s outlook for the future.

“Our main focus for the next 12 months will be to expand our current sales targets and achieve our maximum production capacities of 2,000 tonnes per month of grinding media and 500 tonnes per month of conventional castings,” he states.

“We’re hopeful that this will lead to further opportunities, both in terms of employment and expansion.”

Both targets are ambitious but realistic. Despite a level of pressure having come from international competition

in recent times, Vermeulen reiterates that a buoyant climate awaits the SA castings industry.

He concludes, citing this distinct optimism: “While the pressures of international competition continue to ramp up, government policies, as well as our own innovation, have offered a little respite. The local mining charter and local procurement policies, for example, are helping to support local businesses here.

“These initiatives have been around for many years, but it was only last year

that we started seeing more stringent enforcement. We’ve already increased our sales volumes as a result, and we believe that these policies will continue to be emphasised for years to come.”

ELMACAST ENGINEERING Tel: +27 (0) 11 818 3511 info@elmacast.co.za www.elmacast.co.za

Africa Outlook issue 76 | 161

BARCLAYS BANK TANZANIA

Typifying Tanzania’s Upward Trajectory A company that incites financial innovation and socioeconomic development, Barclays Bank Tanzania is gearing up for a new, exciting chapter in its already illustrious history Writer: Jonathan Dyble | Project Manager: Sam Love

T

he 1990s will go down as a crucial decade in Tanzanian history.

A 10-year period characterised by political, social and economic transformation, it witnessed the country’s first successful multi-party election in 1995 and the signing of the progressive East African Community Treaty in 1999 – a cooperative commercial and political agreement between Tanzania, Kenya and Uganda.

The Tanzanian banking sector also embarked on a major plan for financial liberalisation at this time, part of a country-wide effort to sustain positive economic growth.

Through the mobilisation of financial resources and bolstered competition this was achieved, facilitating greater freedoms amongst domestic banks and welcoming international players that helped to improve the availability of financial services and the quality of existing services.

162 | Africa Outlook issue 76

One such enterprise that has risen to the fore as a result is Barclays Bank Tanzania – a firm that has thrived since establishing a national footprint at the turn of the millennium.

Abdi Mohamed, CEO, believes Tanzania’s finance industry transformation is down to innovation and changing demographics

“The banking industry continues to undergo significant transformation in Tanzania and across the region, driven to a large extent by changing customer demographics, technological advancements and innovation,” explains Abdi Mohamed, the organisation’s Chief Executive Officer.

“It’s critical to the growth of the economy, playing a pivotal role in supporting the government’s growth agenda.”

A fully-fledged commercial bank serving the retail, business and corporate segments, Barclays has become a spearhead of the progressions that Mohamed refers to. Offering a full suite of deposit and lending products targeted to all key sectors of the economy, the business is well represented across the country with a network of 15 branches and an ATM network of 62.

“We’re proud of our relentless focus on customers, competitive products, digital channels and our talented and diverse workforce,” Mohamed adds.

FINANCE

Africa Outlook issue 76 | 163

BARCLAYS BANK TANZANIA

BACKGROUND

EMPLOYEE POWER Alongside Tanzania, Barclays Bank has a presence in 11 other African countries and an international representative office in London.

The company has almost 42,000 employees, 1,000 branches and 10,000 ATMs across the continent, making it one of Africa’s largest diversified financial services groups.

“We offer an integrated set of products and services across personal and business banking, corporate and investment banking, wealth and investment management and insurance,” states Mohamed.

“As an organisation, we believe in bringing possibility to life. We are here to fulfil the ambitions of our customers and communities, and we look forward to continuing to build strong partnerships in both private and public sectors to make this a reality.”

EMPLOYEE POWER The latter of these core focus areas has proven to be crucial to the success of Barclays Tanzania.

The company pays particular attention to its employment, training and talent retention strategies, evidenced by its emphasis on providing young people with opportunities.

“Young people bring special qualities that enhance diversity in the workplace,” explains Mohamed. “They’re often brave, passionate and ready to take on new challenges and inject new ideas – qualities which are critical in finding solutions to today’s problems.

“They tend to learn more quickly and have the ability to adapt to change. It is this knack for self-learn164 | Africa Outlook issue 76

ing and adaptability that we look to explore with the vision of developing great leaders of tomorrow.”

These attitudes bode well with its citizenship agenda that again seeks to develop local talent. The company ensures it provides an abundance of opportunities to its workforce, recognising the importance of keeping its skilled staff energised and happy.

To this end, the firm has developed a three-stage strategy of hiring, developing and holding onto its best workers.

“This people-centric plan includes a multitude of elements,” Mohamed explains.

“We pay for performance and provide long term incentives for select

organisational leaders over a threeyear period, owed to the belief that exceptional staff contribute significantly to our business outcomes. We also consistently benchmark our offerings against the rest of the market, uphold employee engagement to the highest of standards and promote diversity wherever possible.”

ADMIRABLE SOCIAL COMMITMENTS The mention of diversity leads the CEO to highlight the firm’s empowerment ethos, the company having developed tailored programmes that support up and coming female leaders and running training partnerships with external entities such as Duke University and the International Institute for Management Development.

This responsible, progressive, conscious approach to development does not only apply internally, however.

Equally, Barclays Tanzania is positioned as an active force for good, viewing citizenship as a fundamental part of its overall strategy.

“We’re all about bringing possibilities to life as we support initiatives that help upskill, empower people and play a part in changing, developing and solving communities’ challenges,” Mohamed explains.

These efforts fall under a series of distinct citizenship pillars, the first being enterprise development.

The CEO reveals: “We have empowered 810 youth living with and affected

by HIV/AIDS by upskilling and training them on entrepreneurship skills.

Further, more than 600 young people have benefitted from entrepreneurial skills projects via our incubation and acceleration initiatives.”

The company’s education efforts are similarly extensive, having sponsored 25 students for their undergraduate studies at the University of Dar es Salaam and Tanzania Institute of Accountancy.

“400 graduates have also been trained on work skills under our place-

FINANCE ment programmes, and we’ve helped to empower more than 5,000 young people through our ReadytoWork programme,” Mohamed adds.

In total, Barclays Tanzania has invested more than a billion Tanzanian shillings ($440,000) in social upliftment efforts over the past four years, be it on donations, education skills, natural disasters, enterprise development and/or financial skills.

Additionally, 95 percent of its staff have taken time to share their skills and support communities, particularly hospitals, orphans and other disadvantage children.

“We take these commitments very seriously, ensuring that we make a difference in people’s lives,” the Chief Executive reiterates.

A BRIGHTER FUTURE Corporate social responsibility aside, the company’s investments extend into a variety of other areas as it seeks to bolster not only surrounding communities but equally its own offerings.

Digitisation, for example, is a core part of the firm’s agenda across all business segments right now.

“With the future of banks being digital, we have to give our customers products and services that speak to that,” Mohamed reveals. “Within the next six months, you can expect to see a lot of exciting innovations become part of our portfolio.”

“YOUNG PEOPLE BRING SPECIAL QUALITIES THAT ENHANCE DIVERSITY IN THE WORK­PLACE...

THEY’RE OFTEN BRAVE, PASSIONATE AND READY TO TAKE ON NEW CHALLENGES AND INJECT NEW IDEAS”

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A major rebrand is also underway for Barclays Tanzania as it gears up to incorporate the name of its parent company, Absa Group Limited.

“This is very high on our list of priorities,” Mohamed affirms, stating that Absa’s warm, vibrant red colour palette will soon be appearing across its branches and ATMs during the remainder of 2019 and beyond.

“The process is subject to regulatory approvals and we thank our regulators for the ongoing support.

“It’s a deliberate move from Absa Group to rebrand all its operations to Absa, as was announced in July 2018.

Our legacy will serve us well for the future, and as we enter a new era, you can expect to see the energy and the vibrancy of the Absa brand taking us to new levels.”

This rebrand and digital drive combined, the CEO and Barclays Tanzania have every right to be optimistic for the future as the bank becomes ever-more focused on driving value

for an ever-widening customer base.

Mohamed concludes, once again highlighting the positive climate that is facilitating the firm’s continual transformation: “We’ve seen an increase in industry profitability over the last couple of years, and the overall outlook remains positive.

“GDP growth rates, inflation and foreign exchange rates all remain within the target range, and the economy is well diversified with a debt to GDP ratio that is within expectations.

“We’re certainly excited about the direction of both country and company as we prepare for an incredible journey of brand transformation.”

BARCLAYS BANK TANZANIA Tel: +255 22 2136970/1 feedback.tz@barclays.com www.barclays.co.tz

Africa Outlook issue 76 | 165

SIMBISA BRANDS KENYA

166 | Africa Outlook issue 76

RETAIL

Quintessential

QSR

Simbisa Brands’ Kenyan operation is an embodiment of the entire group, providing quality food retail for the benefit of customers, employees and shareholders alike Writer: Jonathan Dyble | Project Manager: Josh Hyland

Africa Outlook issue 76 | 167

SIMBISA BRANDS KENYA

Jacobs Joinery and Shopfitters Jacobs Joinery and Shopfitters specialises in the design, manufacture and installation of bespoke shopfitting for a wide range of clients and international brands.

With over 25 year’s industry experience, we have a highly successful track record of professional, world class service.

We are proud to have partnered with Simbisa Brands Kenya on no fewer than four brands and 24 food outlets in three countries. This includes Chicken Inn, Pizza Inn, Galitos and the Grill Shack.

We wish Simbisa Brands much success as they continue to expand.

We will continue to work with them on developing further into the African market.

T

here’s much in store for SubSaharan Africa’s retail scene.

A region characterised by quick development and unrivalled economic growth, the sub-continent’s consumer sector has witnessed surging investor interest in recent years, a trend that has dictated the economic diversification of many countries away from primary industries and towards the demands of a growing consumer class.

A SIMBISA BRANDS BREAKDOWN VISION: To create value

for customers, people and shareholders through its brands

MISSION: To empower people to always deliver best in class restaurant experiences to valued customers

NUMBER OF PEOPLE

EMPLOYED AT SIMBISA: 5,100

CUSTOMERS SERVED

ANNUALLY: 52.5 million 168 | Africa Outlook issue 76

Such a shift is owed to a number of factors.

According to the World Bank, for example, Africa is well on the way to becoming the home of nearly 226 million people between the ages of 15 and 24 years old by 2050, a demographic that is expected to drive consumerism for years to come.

Meanwhile, PricewaterhouseCoopers (PwC) predicts that the continent’s urban population will increase to 56 percent in 2050, up from the 35 percent recorded in 2010, simultaneously making it the most rapidly urbanising region in the world.

Against this backdrop, quick service retail (QSR) businesses are thriving, successfully capitalising on the abundant array of opportunities available.

Simbisa Brands Kenya Limited stands as one such enterprise.

“Simbisa means to strength and to empower,” the company states on its website.

“It is a Shona word... The name represents what the business and its people stand for; the endeavour to create and sustain a strong and empowered brand that is recognised across all regions.”

www.jacobsshopfitters.com

Intraspeed Arcpro (k) Ltd INTRASPEED ARCPRO (K) Ltd is a dynamic entrepreneurial logistics service provider with a vision to provide end to end world class Supply Chain Solutions. Intraspeed has its operations located at East African busiest airport, Jomo Kenyatta International Airport in Nairobi and largest sea port city, Mombasa.

At Intraspeed we provide Clearing & Forwarding services based on multimodal import and export logistics model in air, sea and road movements.

Intraspeed is your freight-focused Third Party Logistics partner of choice. We offer 3PL functions from transportation, warehousing, distribution and growth.

Beyond Logistics T +254206822950/1/2 E info@intraspeedarcpro.com www.intraspeedarcpro.com

RETAIL

Jacobs Joinery and Shopfitters specialises in the design, manufacture and installation of bespoke Shopfitting for a wide range of clients and international brands.

With over 25 years’ industry experience, we have a highly successful track record of professional, world class service. Offering quality workmanship, technical expertise, and a wealth of experience in Africa, Jacobs Joinery and Shopfitters has established itself as an industry leader.

We are proud to have partnered with Simbisa on no fewer than four brands and 24 food outlets in three countries.

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CONTACT US TODAY FOR YOUR BEAUTIFUL TURNKEY SOLUTION. JOHANNESBURG: +27 11 791 3671| PIETERMARITZBURG: +27 33 386 8244

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CONTRACT LOGISTICS

FREIGHT MANAGEMENT Africa Outlook issue 76 | 169

SIMBISA BRANDS KENYA

Two Rivers Two Rivers is probably the most visited destination in East Africa, having welcomed over 15 million visitors since its opening in 2017.

The mall is home to 139 stores, 18 eateries and the largest hypermarket in the region. It hosts a rich mix of global and local brands, indoor entertainment, outdoor arena, a theme park and the largest ferris wheel in the region; delivering an unparalleled shopping and entertainment experience.

Set the pace with us today as a tenant or shopper. Discover more on www.tworiversmall.com or customerservice@tworivers.co.ke.

www.tworiversmall.com

MAINTAINING QUALITY A group portfolio comprising a multitude of major food retail brands, including Pizza Inn, Chicken Inn, Galito’s, The Grill Shack, Bakers Inn, Kids Zone, Visa E Caffe and Creamy Inn, Simbisa’s pan-African footprint spans 459 QSR restaurants across nine countries at present.

Having been operational since 1987 and for more than a decade in Kenya, the company’s ever-growing portfolio has come to embody its overriding vision and mission: to create value for its customers, people and shareholders, and empower its employees to always deliver best in class restaurant experiences.

Chicken Inn, the firm’s oldest QSR brand, is one that provides the evidence, having established an unrivalled reputation in the market as a result of its warm, inviting culture specifically designed to appeal to all age groups.

“Chicken Inn is famous for its fried 170 | Africa Outlook issue 76

chicken,” the company adds. “We are renowned for serving tasty fried chicken pieces and a wide range of other menu items including hand-cut chips made fresh daily, chicken burgers, slow roasted rotisserie chicken, beef burgers, spicy wings, chicken bites and other meals.”

Likewise, Creamy Inn has developed a similarly enviable niche, catering to those with a sweet tooth.

“Creamy Inn is renowned for its delicious, creamy ice cream that is available in a delectable selection of cones, cups, sundaes, milkshakes and waffles,” Simbisa reveals.

“The brand is loved by young and old alike and is the perfect reward while shopping as well as a destination for the whole family.”

Each brand harbours its own distinct niche, allowing the Simbisa group to readily capitalise on the different tastes, preferences and demands of a broad range of consumers in what is a fast-moving QSR environment.

RETAIL

The Packaging People

As one of the leading print and packaging companies in East Africa, Pressmaster Africa mainly specialises in printing on paper and paper board related packaging.

We offer the best value in all aspects of print and packaging, through our revolutionary, innovative ideas and investment in the latest technology in printing, die-cutting, die-making, and graphics.

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Our products & services:

Earthly & Wholesome.

Gaea Foods is, Because Simbisa Brands is!

Our story has been a story of Ubuntu. A tale of how a business came to the country and provided opportunities for growth of the local ecosystem through buying local and sourcing local. Since 1998, Gaea Foods has been in the potato space, providing solutions tailor made for the various quick service restaurants like Simbisa Brand’s Galitos, Chicken Inn and Bakers’ inn, as well as schools, institutions and local hotels. Our products are fresh cut potato strips for chips/French fries, as well as cubed potatoes, sliced potatoes and whole peeled potatoes.

enquiry@pressmaster.co.ke +254 780 232 302

• Cardboard & Corrugated Boxes • Printed boxes • Pizza and fish boxes • Boutique Bags • Cake Bases and Cases • Paper Cups & Plates • Tissue wrappers • Paper Cores • Die making and cutting • Lamination, foiling and embossing

Working closely with Simbisa Brands has seen Gaea Foods expand her capacity to meet the ever increasing demand for fresh cut,quality potatoes. This expansion has also seen us increase and formalise the relationship we have with farmers who supply the potatoes in addition to the potatoes that come from our farms.

Together, We go far.

Simbisa’s presence in Kenya has worked positively to grow the local potato value chain, while strengthening the ecosystem by providing opportunity for innovations within businesses, supporting livelihoods of local farmers and building strong local urban dining experience for the customers, who are always assured of fresh local potatoes from Simbisa counters!

We are happy to be associated with Simbisa Brands!

P.O. BOX 22517 00400 Nairobi, Kenya +254 716 654674 www.gaeafoods.com

Africa Outlook issue 76 | 171

SIMBISA BRANDS KENYA INTRODUCTION

THREE DECADES IN THE MAKING Simbisa Brands opened its inaugural Chicken Inn outlet in Harare, Zimbabwe, in 1987. Following this, the business continued to expand, both launching new brands and franchising existing brands to extend its footprint across Africa.

In 1998, the organisation’s parent company, Innscor, then listed on the Zimbabwean Stock Exchange (ZSE), leveraging Simbisa to spread its footprint as a diverse pan-African operation, opening QSR outlets in Zambia, Kenya and Ghana in the process.

Since then, the organisation has grown to operate franchise outlets across both the four aforementioned countries and DRC, Malawi, Namibia, Mauritius and Swaziland, largely based in built up urban areas such as central business districts, malls, and other populated areas.

In 2015, Simbisa was then unbundled and listed as a separate entity on the ZSE, with all of Innscor’s brands including Chicken Inn thereafter becoming owned and operated directly by Simbisa Brands.

Sheffield Africa Sheffield Africa has a great relationship with Simbisa Brands having supplied commercial kitchen, cold room and extraction systems to most of their over 120 quick service restaurants such as Pizza Inn, Chicken Inn, Bakers Inn, Creamy Inn, Galito’s, The Grill Shack, among others in Kenya as they continue expanding in the region.

Sheffield’s understanding of Simbisa Brand’s and quick service restaurants operational needs and requirements to enhance the full efficiency of their kitchen production is essential in the design and layout of any QSR. Having grown with the restaurant chain by treating each branch as a unique set up, QSRs are a Sheffield signature market with their great understanding and expertise in providing functional kitchen solutions for ever expanding chains to meet the demands of the growing trends of the eat out scene and culture.

These solutions range from active preparation and cooking kitchen equipment to refrigeration and cold room storage facilities, servery, dessert and beverage production.

Sheffield is now venturing into innovative solutions in the food retail industry to serve the QSR market in East Africa such as design build outlets and mobile and containerised facilities favoured by urbanisation, fast paced lifestyles and a rising ‘food on demand’ culture.

At the same time, however, each brand works concurrently to uphold Simbisa’s four key beliefs.

The first of these is focused on people, the firm aiming to connect and employ those who embody integrity and accountability. “People who can be relied upon, people with the resilience to face a highly competitive markets and who are passionate about the Simbisa brands vision,” the company affirms.

Coupling this, the firm also pays particular attention to performance by operating in an efficient and effective 172 | Africa Outlook issue 76

manner, owed to its overriding motivation of remaining a profitable business.

The third belief is then centred around adaptation, a value that the firm uses to incite learning and organic growth, while quality and service, driven by an emphasis on cutting-edge industry standards and innovation, is the fourth. Meanwhile, the company’s corporate social responsibility efforts round off these five core values.

FROM QSR TO CSR The latter of these has been deployed across Zimbabwe, Mauritius and

To showcase these industry leading ideas, Sheffield has invested in prefabricated samples of food service business concepts at its main office located off Old Mombasa Road in Syokimau. The concepts range from express outlets, prefabricated and modified containerised and mobile restaurants, food trucks, grill trailers, beer trailers, coffee mall kiosks, ice cream carts, pasta carts, containerised laundromats and many more.

Driven by the quality and customer satisfaction, these facilities can stand the test of time guaranteed by the aftersales service provided by Sheffield Africa.

www.sheffieldafrica.com

RETAIL

TURNKEY SOLUTION PROVIDER FOR COMMERCIAL KITCHEN, LAUNDRY & RETAIL FIT-OUTS Sheffield is your trusted partner from CONCEPT to DESIGN, FABRICATION, SUPPLY, INSTALLATION and AFTERSALES SERVICE across Africa.

QUALITY I INNOVATION I EXCELLENCE I CUSTOMER SATISFACTION SHEFFIELD STEEL SYSTEMS LIMITED Off Old Mombasa Road, Opposite Hilton Garden Inn, Before Standard Gauge Railway {SGR} Nairobi, Kenya.

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Namibia, with Kenya, Simbisa’s second largest market, also attracting large portions of social investment form the business.

Here, a multitude of initiatives have come to fruition, including a partnership with Abha Light Foundation between November 2017 and March 2018.

A non-profit, non-governmental organisation, Abha Light Foundation readily provides affordable healthcare services and free children’s clinics throughout Kenya, operating in an accessible and affordable manner.

During the collaboration, Simbisa worked directly with the organisation to empower communities, help vulnerable people overcome challenges and encourage self-reliance.

“Our aim is to make a positive change to the lives of the people,” Simbisa adds.

This is not all, however. Equally, the QSR specialist previously played an active role in supporting Mater Hospital’s annual Mater Heart Run, donating

500,000 Kenyan shillings ($4,800) which allowed the hospital to sell t-shirts to raise funds and awareness for the event that supports children with heart diseases.

Further, the company has visited both Alpha Children’s Home in Kahawa Sukari, Nairobi and Good Sheperd’s Children’s Home, feeding and entertaining the children on each of these excursions while donating items such as clothing, hygiene products and household products.

“Simbisa is duty-bound to establish a socially responsible approach that is environmentally conscious and committed to making a positive im-

pact on the community,” the company reiterates, having also sponsored the Kabeberi 7s Rugby Tournament.

CSR or otherwise, the future looks bright on all fronts for Simbisa moving forward.

The company recently announced a new partnership with food delivery service company Glovo, a move that will facilitate an increase in its consumer base by offering a new, improved delivery last mile option on its food and beverage brands.

This is just one way in which the company is hoping to capitalise on the expansive potential of the QSR market across Sub-Saharan Africa during the coming years, however, the company also planning to further broaden its horizons across the continent.

Simbisa states, outlining these ambitions: “Expansion into the region is critical to spread the risks over different markets and to achieve our goal of spreading our footprint into Africa as a diversified pan-African operation.”

Africa Outlook issue 76 | 173

CROWN PAINTS PLC

174 | Africa Outlook issue 76

MANUFACTURING

KENYA’S Prince of Paints Crown Paints PLC has been producing quality paint products for more than 60 years, establishing itself as the go-to supplier for the full spectrum of consumer and commercial customers Writer: Tom Wadlow | Project Manager: Callam Waller

Africa Outlook issue 76 | 175

CROWN PAINTS PLC

T

he demand for paints and coatings around the world is showing no signs of slowing down.

According to research firm Statista, 2017 saw the industry generate more than $160 billion in sales, this figure set to rise to almost $210 billion in 2022 and over $232 billion by 2027.

And it is easy to see why, given the wide range of use cases. From automotive paints and architectural coatings to solutions for industrial

MISSION, VISION AND CORE VALUES MISSION: Transforming lifestyles by providing world class coating solutions whilst caring for the environment and community.

VISION: To be the most preferred innovative and colourful brand.

CORE VALUES: Integrity, transparency, think big, ownership, innovation.

premises and the individual DIY enthusiast, the need for quality, durable and sustainable products in this chemicals subcategory is more important than ever.

In Kenya, national mainstay Crown Paints PLC is growing alongside the global industry curve.

According to its latest annual report, the year 2018 saw revenues increase by 13 percent to 8.3 billion Kenyan shillings (approximately $80 million).

Citing promising GDP growth in his Chairman’s Statement, Mhamud Charania explained how last year provided an optimistic backdrop from which the company was able to grow its activities.

“The business environment improved as political stability and business confidence returned, thus leading to a better output from the real estate and manufacturing sectors,” he wrote.

“The exchange rate during 2018 showed better stability than in 2017 which was of benefit to our company, taking into consideration that up to 65 percent of our raw materials are imported.”

Lorama Group For over 40 years, through our entrepreneurial spirit and focus on sustainability, Lorama Group has serviced the CASE market in over 90 countries with both manufactured and distributed raw materials.

Our unique polysaccharide and bio-based technology has propelled us to be a global leader in POS colourant technology for architectural decorative paints, while creating innovative sustainable solutions for water-based flexo ink, pH modifiers, rheology modifiers and coating additives.

Our highly trained technicians provide expertise and experience for formulations tailored to regional market conditions and performance needs. We provide support at every stage of the process from concept to after-sales support.

Lorama Group has five laboratories worldwide and a sixth opening to support the East African market in November. Lorama offers a global reach through worry-free freight forwarding and local sales support.

We congratulate Crown on being leaders in East Africa for sustainability, VOC reduction, and environmental and health responsibility. Lorama views Crown as a key partner in ensuring our products meet the growing demands for performance and value in the global market. We are proud to develop new innovative sustainable solutions for the continued growth of the East African market.

For details, email us at growth@lorama.com or visit www.lorama.com and www.colourfal.com

www.lorama.com

176 | Africa Outlook issue 76

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CROWN PAINTS PLC SIX DECADES OF SERVITUDE Although the Chairman admits 2018 was a mixed year, with its subsidiaries in Tanzania, Rwanda and Uganda facing challenging market conditions, the company still stands as Kenya’s number one paint manufacturer.

Established more than six decades ago, in 1958, Crown Paints has evolved into an organisation which produces around two million litres of paint every month and employs more than 1,000 members of dedicated staff across its home country and regional operations.

It is a provider of tailor made solutions to the construction and retail segments of the industry, offering innovative products alongside first-class aftersales support.

This is supplemented by partnerships with international brands which enable Crown to provide the most far-reaching paint range in the region, the company home to the largest dealer network in Kenya in both urban, semi-urban and rural areas.

Indeed, for CEO Rakesh Rao, a hallmark of recent company developments has been its ability to bring more products to a wider client base.

In his statement in the Crown Paints 2018 annual report, he said: “As part of our marketing strategy, we have enhanced our product availability to our customers in the country to achieve maximum impact, through enhancing our distribution by pushing the product to smaller traders.

“The opening of showrooms in various towns, for example, where our customers visit and see the various products we offer and various ways to decorate. Through our Team Kubwa initiative, we have been able to bring together painters where we offer them enhanced training on the use of our products.

178 | Africa Outlook issue 76

“In ensuring that we continue to remain relevant in the market, our product management team’s main aim is to launch and establish new products to the ever-changing markets.”

BUILT ON EXPERTISE The Team Kubwa initiative mentioned

by Rao is emblematic of the huge amount of expertise and industry knowledge contained within Crown Paints.

The company’s knowhow allows it to provide customers with valuable insights on project planning, interior design, colour scheming and product selection, this side-by-side process lasting all the way through to aftersales support services, making it a first choice for homeowners, painters, architects and professionals.

Technology is another point of difference, Crown’s human expertise backed up by the likes of computerised tinting machines, equipment which is able to dispense a range of more than 6,000 shades within a matter of minutes, providing unrivalled choice and convenience.

The firm claims to possess the largest number of such machines in the market, while its product range has been bolstered by a selection of fashion and textured paint finishes, targeted at customers “who want their homes, offices or commercial developments to be an extension of their personality as well as to reflect global design trends and colour palettes”.

Such a range includes the Italia Series and Ruff N’ Tuff products, the latter being for exterior textured finishes on buildings.

Crown Paints’ expertise also extends into the automotive sphere of the market through its Duco brand and supplier agreements with world-lead-

R&R Plastics Ltd R&R Plastics Ltd is a leading manufacturer of industrial plastic buckets and containers that supplies the paint, ink, adhesive, lubricant grease, chemical, laundry detergent and cooking fat markets within Kenya and East Africa.

We provide a wide range of high quality, bespoke and cost effective products for all packaging needs.

We are the largest supplier of plastic packaging to the paints industry in Kenya.

We have worked with Crown Paints PLC since 2005 and are proud to be associated with them as they celebrate 60 years of business.

T +254723822812 E info@rrplasticltd.co.ke

Rajchem Polymers Ltd Rajchem Polymers was established in 2007 and is a distributor of chemicals and industrial raw materials in Eastern Africa.

With its headquarters in Nairobi and distribution offices in Kampala, Uganda, it serves industries in a large number of countries in the region.

The firm specialises in the supply of full range of quality raw materials to clients in the paint and coating industry, solvents, flexible and rigid PU foam industry, and adhesives for flexible packaging, plastic raw materials and masterbatches, detergents and much more.

We are proud to be part of Crown Paints’ 60th anniversary and we wish them success for the future.

T +254731983900 E info@rajchem.com www.rajchem.com

MANUFACTURING

PAINT | INK | ADHESIVE | LUBRICANTS & GREASE | COOKING FAT & OILS | LAUNDRY DETERGENT

MANUFACTURERS OF PLASTIC BUCKETS & CONTAINERS

63 Lunga Lunga Road, Industrial Area, P.O Box 39988 - 00623, Nairobi, Kenya | T: +254 723 822 812 | e: info@rrplasticltd.co.ke

CONGRATULATIONS ON YOUR 60TH ANNIVERSARY

THE CHEMICAL MASTERS Indenters and stockist of Paint Additives and raw materials, Polyol ,TDI/MDI for flexible & rigid foam, PU Additives, Prepolymer MDI for rebond foam, Plastic raw Material, Masterbatches, Solvents, and performance chemicals, Adhesive for flexible packaging etc.

We have recently introduced Detergents raw materials too such as SLES,LABSA and Caustic Soda Flakes and Pearls.

KENYA East Gate Road, Off Mombasa Road Po Box: 18752-00500 Nairobi Kenya Email: info@rajchem.com Tel: +254731983900 A: +254780983910/12 S: +254796212759/60 W: www.rajchem.com UGANDA Nakasero Soap Works, Sabuni Mbuya Po Box: 22258 Kampala Uganda Email: ugandaoffice@rajchem.com Tel: +256751786687 Tel: +256757068241 Tel: +256702226572 Tel: +256750521010

Africa Outlook issue 76 | 179

CROWN PAINTS PLC

“AFTER 60 YEARS OF DOING BUSINESS IN THE REGION, CROWN RECOGNISES THE NEED TO CONTINUE CREATING LINKAGES WITHIN THE COMMUNITIES IN WHICH WE OPERATE IN AND BEYOND”

180 | Africa Outlook issue 76

MANUFACTURING

CROWN PAINTS KEY MILESTONES Throughout its six-decade history, Crown Paints has surpassed many milestones, including: 1958: Established as The Walpamur Company (East Africa) Limited.

1978: Company name changed to Crown Paints & Building Products (K) Ltd. 1992: Company listed on the Nairobi Stock Exchange 2006: Qualified for ISO 9001:2000 2008: Attained Superbrand status 2013: Showroom concept introduced (Rebranded to Crown Décor World in 2017) 2015: Crown Colour App launched 2017: First painter loyalty programme (Team Kubwa) launched within the app 2018: 60-year anniversary celebrated

ing providers such as Nexa Autocolour and Duxone. Other supply agreements include Hempel, the oil, gas and marine coatings specialist, and adhesive and construction chemicals company Pidilite.

Completing the product portfolio are Teflon and silicone ranges, and an extensive selection of wood paints and varnishes.

A RESPONSIBLE FUTURE As well as developing a full suite of paint solutions for its vast array of clients and customers, Crown Paints is also a community custodian, shown by corporate social responsibility programmes such as #DreamItCrownIt. “The campaign, purposed to position Crown Paints not only as a coronation of personal growth and development but as a colorful freer of our imagination, was achieved in three key phrases for public awareness, participation and engagement,” it states on its website.

It made use of an online game to allocate support to charitable projects, including the repainting of hospitals, funding student education and revamping police stations.

“After 60 years of doing business in the region, Crown recognises the need to continue creating linkages within the communities in which we operate in and beyond,” Rao commented in his CEO Statement. “The communities must prosper for us to continue doing business with them.”

This legacy of community enhancement is an important one, a reputation which will only serve to help Crown entrench itself further into Kenyan society as it grows in the coming years.

From a business perspective, Crown Paints’ future is best summarised by Charania, who wrote in his Chairman’s Statement: “We as a board will continue to remain focused on the principles and values that have held high our Crown brand and will continue to invest in our people and resources to

enable us to approach the year 2019 with greater hope.

“We also look forward to the government investing heavily in its infrastructure projects and easing of political uncertainties to propel greater growth.

“Our company is banking on the long-term business as we position our brand in the market to meet our customers changing needs. Our strategy for the region was well carried out by our dedicated team of management and staff with the support of our business partners.”

Echoing these sentiments, Rao concluded in his statement: “Finally, but most importantly, I want to extend my heartfelt gratitude to my fellow directors, shareholders, employees, customers and partners for their continued and inspiring support towards creating more value for all stakeholders to enhance economic growth of the company and the region.

“We will continue to count on your valued support.”

Africa Outlook issue 76 | 181

EVENTS

marketing@gbbventure.com

RED Summit West Africa October 28-29 | Lagos, Nigeria | www.redevelopmentsummit.com/west-africa2

Real estate takes centre stage in Lagos TH E REAL estate sector today is burgeoning at a pace where the iconic structures, innovation and the ever-changing market dynamics keep project owners and solution providers across the world on their toes.

Prospective buyers and suppliers are eager to understand what it takes for them to be at a place where they can make the most of real estate trends and build a strong network for collaborations.

The summit will host 80 handpicked solution providers from across the globe and 100 project holders from West Africa. After a meticulous and thorough selection process, the 182 | Africa Outlook issue 76

highlight of the RED Summit this year will focus on personalised face-to-face meetings, purposeful networking, and impactful knowledge sharing sessions and panel discussions.

RED Summit brings together professionals from a gamut of different players from the industry.

The event ensures one-to-one meetings take place with C-level executives or key-decision makers who are abreast with the finest trends in real estate development, providing latest market insight, helping you make decisions that increase your efficiency and success.

Our sole focus is to identify the

challenges faced by the project holders, while sourcing appropriate material suppliers, service providers, and other real estate project related solutions, and connect the local business owners to leading global market leaders who are handpicked based on decades of accumulated experience in the industry.

Attending the RED Summit West Africa is not only for maximising networking opportunities, but also adds some variety to your busy life. Meeting a whole set of new people, exploring unchartered territories and enjoying a drink with peers is a bonus at the event.

EVENTS

natalie.stone@valemediagroup.com

Southern Africa Power Summit October 29-31 | Cape Town, South Africa | www.ssapower.com

Addressing key energy challenges under one roof I N O CTOBER 2019, Cape Town, South Africa will play host to Southern Africa’s leading business to business power and energy event, which will bring together senior decision makers from the IPP, PPP and national power communities across the region.

The entire installed generation capacity of Africa’s 48 Sub-Saharan countries is just 68 GW, no more than Spain’s. Up to one quarter of that capacity is unavailable because of ageing plants and poor maintenance. In Sub-Saharan Africa, just one person in five has access to electricity. If current trends continue, fewer than 40 percent of Sub-Saharan African countries will reach universal access to electricity by 2050. Per capita consumption of electricity in Sub-Saharan Africa (excluding South Africa) averages only 124 kilowatt-hours a year and is falling.

184 | Africa Outlook issue 76

The rate of consumption is barely one percent of that in high income countries. If entirely allocated to household lighting, it would hardly be enough to power one light bulb per person for three hours a day.

The Southern Africa Power Summit will provide a platform to address these key challenges: Improving ageing power infrastructure, developing new power infrastructure, renewable power innovations, gas to power technologies, transmission and distribution solutions, more cost effective temporary power solutions and much more.

The summit is also quite different to a traditional conference or exhibition. There are no booths or exhibition halls. It focuses on delivering an extremely high quality, high-level gathering with some of the most senior executives in the power sector, in an

intimate five-star environment. All the themes and topics of the summit are end user driven and are put together by a content committee which consists of a delegation and government relations team.

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EVENTS

Africa Oil Week November 4-8 | Cape Town, South Africa | www.africa-oilweek.com

Bringing deal-making into sharp focus FO R MORE than a quarter of a century, Africa Oil Week has acted as a central hub for decision-makers in the African oil and gas sector, bringing together delegates from Marrakech and Maputo to Lagos and Lusaka in Cape Town each November.

Following consultation with two expert advisory boards, and countless interviews with the industry, the 2019 programme has been crafted to put deal-making front and centre of the agenda for the 1,800 attendees.

Among the features of the 2019 edition of the conference are a Ministerial and VIP Programme. This is expected to play host to 180 CEOs, VPs and senior government representatives, including Alan Winde, Premier of the Western Cape and Steven Winber, US Assistant Secretary for Fossil Energy.

Kael O’Sullivan, Head of Investor 186 | Africa Outlook issue 76

and VIP Relations, commented: “A key aim of ours for the 2019 Summit is to ensure that capital is connected to the right opportunities. The Ministerial and VIP Programme is key to these efforts and will bring together the top 180 decision-makers and influencers in the African upstream space for investment and deal-making. This core group, we believe, will play a major role in the future development of the sector and, by extension, the economic development of Africa.”

Another feature optimised for deal-making is the Prospect Forum.

After a successful launch last year, it returns to the conference in an extended format for 2019. The data revealed at the forum will help industry leaders make big investment decisions, based on world class geophysical findings.

Expect speakers from organisations

including: The Gambia, Côte d’Ivoire, PGS, Tullow Oil and Savannah Petroleum.

The unique mix of governments, financiers, operators, geo-service companies and more make Africa Oil Week a unique environment for networking and deal-making. This is an element of the conference that organisers are keen to maximise with a calendar of nine social functions, from waterfront drinks to gala dinners. You never know when you’ll bump into your next big opportunity.

COULD YOU BENEFIT FROM A SEAT AT THE TABLE? Register now at www.africa-oilweek.com

Your opportunity to network and make deals with the entire upstream value chain

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EVENTS

layren.hansen@agricouncil.org

African Agri Investment Indaba November 19-20 | Cape Town, South Africa | www.agri-indaba.com

Realising the growth potential in African agriculture TH E POTENTIA L for growth in African food and agriculture is well documented. However realising the continent’s full agricultural and food potential will require significant investment.

Sub-Saharan Africa will need eight times more fertiliser, six times more improved seed, at least $8 billion of investment in basic storage (not including cold-chain investments for horticulture or animal products), and as much as $65 billion in irrigation to fulfil the industry promise.

Further investment will be needed in basic infrastructure, such as roads, ports, and energy, plus improvements in policies and regional trade flows according to a recent Mckinsey report.

The African Agri Investment Ind188 | Africa Outlook issue 76

aba (AAII), to be held on November 19-20 in Cape Town, South Africa, is the global meeting place for agrifood investment in Africa. It will bring together over 700 key stakeholders – from governments, banks, financiers, investors, project owners, project developers, commercial farmers and the agro and food processing industry – to discuss trends that will likely influence food and agribusiness economics over the next decade in Africa.

Organised by the African Agri Council in partnership with African governments and government agencies, the Indaba delivers a unique mix of decision makers from across the agri value chain, making it the most effective place to conduct business in the sector.

Your gateway to investment opportunities across the entire agri-food value chain

700+

High level participants

70+

Industry expert speakers

38+

Countries represented

100+

Key investors

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Pre-scheduled meetings

19 - 20 NOVEMBER 2019 CTICC, Cape Town, South Africa

Book your space and make your mark on Africa’s growing agri-food sector: lauren.hansen@agricouncil.org

THE FINAL WORD

If you could offer one piece of advice for a young entrepreneur entering your industry, what would it be?

Matt Davis Operations Director, Tayanna Mozambique “You never stop learning.

The mining industry is smaller than you initially think so never burn a bridge. Buying equipment is the easy side of things, but finding good people is much harder. Civil contracting is a people industry – your team is key to running a good operation.”

Simon Alston CEO, Wellness Warehouse “In the health and wellness industry, people shouldn’t underestimate the fact that customers are often very well informed. People do their research, and they’re not prepared to compromise. So, if you’re going to launch a product, you need a very compelling offering. People are looking for products that have clear health benefits, so ethicacy has to be evident.

190 | Africa Outlook issue 76

Equally, the point about being mindful of a product’s standing in relation to both personal health and care for the planet is similarly crucial. If you can address both those desires, recognising that customers are well informed, then you can do well in this industry.”

Marius Vermeulen Sales and Marketing Manager, Elmacast Engineering “Don’t do it! No, all jokes aside, casting is a very difficult market to break into as a new supplier. The reason being is that each customer has very specific needs in terms of their requirements and if they have a supplier that can meet this already, they rarely ever move away from them. There are genuinely multiple things that can go wrong in a foundry and power supply is but only one of them. Successful foundries have built up years of fault finding and mitigation techniques

To round off each issue, we ask our contributing business leaders for their views on the same question

that cannot be taught in any books or courses, as each type of casting will have unique challenges to overcome.

Experience is the key factor here.”

Paul Berman Joint CEO, Berman Brothers Group “Develop your network, nurture your relationships and never let down a customer or a client who’s been referred to you.

Our strength is our intimate understanding of our community, where we grew up, and the strong partnerships that have helped us to deliver signature luxury developments which have helped rejuvenate the suburb and contributed to the growth in property values.”

Are you a CEO/Director with a company story to tell? Contact Africa Outlook now!

A stalwart of social and technological transformation on the continent...

SAP AFRICA

TECHNOLOGY

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36 72

Ensuring Profit Benefits People and Purpose SAP AFRICA

In the eyes of SAP Africa and its Managing Director Cathy Smith, the sky is the limit when it comes to social upliftment, technological innovation and enterprise transformation on the continent

A portfolio of pro-bono volunteering programmes, these entail the enterprise’s brightest and best employees from around the world coming together, creating highly diverse teams which are then connected with resource-constrained social enterprises and non-profits.

“By taking these steps, we’re able to

Writer: Jonathan Dyble | Project Manager: Vivek Valmiki

TECHNOLOGY provide skills and expertise in solving concrete business problems,” Smith continues. “It also gives our people exposure to cross-cultural exchanges and a diversity of thought, offering the opportunity to bring back vital cross-company knowledge and experience that can again be applied in the service of our higher purpose.”

Incorporated into SAP commerce Cloud.

LEADERSHIP FOCUS

WHY, IN YOUR EYES, IS UPHOLDING LOCAL EDUCATION SO IMPORTANT?

A STALWART OF SOCIAL AND TECHNOLOGICAL TRANSFORMATION ON THE CONTINENT

Why am I so optimistic about technology in Africa? The answer is simple – look at how far we have come and look at how fast we are moving forward.

“By 2050, it is estimated that Africa will boast a $29 trillion economy. It will have the largest youth labour market in the world that, if empowered with the right education and skills development initiatives, could become the engine that propels the future global economy.

“The continent is also modernising at an unmatched rate. Its tremendous mobile device adoption and immense

Cathy Smith, Managing Director, SAP Africa: “A massive investment in education and skills transfer is essential if Africa is to compete in the global marketplace. This too requires long term international cooperation.

innovation capabilities prove this fact.

“While other countries wonder about delivering packages with quadcopters, we are already pioneering intelligent drone systems sophisticated enough to track poachers. Meanwhile, an African student just developed a new rocket fuel – in his mother’s rural kitchen!”

For Cathy Smith, technology has always had a firm grip on the key to unlocking Africa’s true potential.

Having immersed herself in the industry for over 30 years, including a 23-year stint at IBM, she has led an enviable career, moving to Cisco in

“We are talking about an increasingly connected society that faces a paradox, where too many young people remain disconnected, unable to access the quality education they both need and rightfully expect. As for the pace at which technology is shifting the face of everything we thought we knew, we’re now required to innovate not just in what we teach, but also in the way we teach it, reaching out to those who wouldn’t have otherwise accessed it.

2 | Africa Outlook issue 76

Cathy Smith, Managing Director, Africa Division

CRM Solutions in the cloud

“Nelson Mandela once said “education is the most powerful weapon which you can use to change the world”. And while these words may have been spoken over 20 years ago, they still echo through today’s complex digital world.

“The fourth industrial revolution is forcing a complete rethink of how we approach education, with a strong focus on lifelong skills development. Most of tomorrow’s jobs don’t exist today, and the only way for youth to be ready for these jobs is to speak digital languages fluently. This is not science-fiction. This is basic, Africa microeconomics.”

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Each of these different social avenues combined tie into the firm’s overriding One Billion Lives initiative – a social entrepreneurship programme with the audacious goal of supporting a billion people around the world.

Yet CSR is not the be all and end all of SAP Africa’s social impact. It’s thriving operations are equally bringing new life to industries and communities alike across the continent, driven by a growth plan centred around accelerating sector expansion and supporting enterprise development alongside its grassroots efforts.

“As a business, we are deeply committed to Africa and investing in the continent’s impressive double-digit growth rate momentum,” Smith explains.

“The importance of removing business complexity in enabling company presidents, CEOs and managing directors to access the information which | 3 guides immediate decision making and fuels customer growth really mustn’t be understated.”

PROVEN WITH PROJECTS SAP’s unrivalled business applications and analytics software have become crucial in achieving this progressive mandate.

Renowned as a market leader in digital ecommerce and the world’s largest enterprise cloud company with over 195 million cloud users, the firm helps businesses afflicted by business intelligence barriers such as fragmentation, latency and backwards looking cultures to change the way they both think and operate.

“We’re helping to facilitate what we call the intelligent enterprise,” Smith explains. “By combining existing concepts like ERP and CRM with newly feasible and viable technologies such as big data, machine learning and data intelligence in one coherent platform, businesses are able to access game-changing insights like never before.

“At SAP we believe that the intelligent enterprise represents the second

wave of digitalisation. It has been a big success and has proven to be a fundamental part of our business strategy for 2019/2020 and beyond, locally here in Africa and internationally.”

Many of the projects featured at the most recent rendition of the SAP Quality Awards, an annual platform used to pay homage to some of the best and brightest digital transformation leaders, embody this strategy.

“There are many case studies I would like to highlight,” states Smith, “but one that springs to mind is our recent work with the Royal Swaziland Sugar Cooperation (RSSC) in the early stages of 2019.”

Founded in 1952, the organisation had been driven by an endless amount of traditional business processes, harvesting 3.6 million tonnes of cane per season across its 22,000 hectares.

Yet by working with SAP, it is now leveraging a newly formed digital core to power its entire operations portfolio.

“They had a sweet tooth for IoT,”

8 | Africa Outlook issue 76

Smith jests, “recognising its potential to support their efficiency-boosting implementation efforts and integrate exponential technologies. For me, it’s been particularly rewarding knowing that RSSC will now be able to compete in more advanced markets globally thanks to our solutions.”

As our conversation continues, the Managing Director also points to SAP’s assistance in helping the City of Cape Town to provide access to clean water to more than four million residents. Using its Work Manager platform, the firm provides real-time information that is then analysed, improving proactive decision making in the region’s utilities networks.

Africa Outlook issue 76 | 9

SAP Africa has told its story.

Now, why not tell yours? Our monthly magazine Africa Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting African businesses across all industries.

With a monthly coverage of over 185,000 readers, your company can take advantage of exposure in Africa Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business.

To share in this unrivalled opportunity, contact one of our project managers today!

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Issue 76

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For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit: www.outlookpublishing.com/creative-services

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