Opportunity Issue 102

www.opportunityonline.co.za AUG/SEPT/OCT 2022 • ISSUE 102
Women are
powering
ahead in oil
and gas
Petroleum Agency South Africa
CEO Dr Phindile Masangane.
Women leading the way
• Clicks Group
• Sebongi Construction
• Moses Kotane Institute
• North West Parks Board
• SA Civil Aviation Authority

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Contents
ISSUE 102 | AUG / SEPT / OCT 2022
04
06
10
16
26
34
42
50
60
64
72
76
WOMEN IN BUSINESS
The fragile diamonds in our crown
NEWS & SNIPPETS
What has been and what is to come
WOMEN ARE POWERING AHEAD IN OIL AND GAS
Petroleum Agency South Africa is one of several organisations promoting the advancement of
women in the oil and gas sector.
AN AFRICAN ENERGY MIX, ON AFRICA’S TERMS
The continent must balance sustainability with developmental challenges, according to Dr Omar Farouk
Ibrahim, Secretary General of the African Petroleum Producers’ Organisation
WHY WOMEN-LED BUSINESSES WILL PLAY A CRUCIAL ROLE IN SOUTH AFRICA’S
ECONOMIC RECOVERY
Gugu Mjadu, Executive General Manager for Business Partners Limited, sees a link between
encouraging female entrepreneurship and economic growth
BUILDING A BRIGHT FUTURE
A female-owned construction company is moving into new sectors and building a strong reputation
GLOBAL AIR TRAFFIC IS ON A RECOVERY PATH
ICAO’s latest analysis of global air traffic reveals clear signs of a strong recovery in air traffic
POST-COVID CHALLENGES FACING THE TRANSPORT AND FREIGHT INDUSTRIES
Logistics firms must adjust to more frequent and more intense disruptions, warns Elesh Bisla,
CEO of GENRIC Marine Underwriting Managers
ENERGY ACCESS ACROSS AFRICA IS IMPERATIVE
South Africa’s Minister of Mineral Resources and Energy, Gwede Mantashe, welcomed
delegates to the Investing in African Mining Indaba with reference to the continent’s
abundance in the minerals that the world’s future economy needs
C40 CITIES LAUNCHES RESEARCH ON GREEN JOBS IN SOUTH AFRICA
Data shows how South African cities can play a vital role in delivering green jobs and an
equitable and sustainable recovery from the pandemic
PROTECTING THE WORLD’S FORESTS
Transformation of the forestry sector is one of the WWF’s key priorities
74 LOSSES TO WEATHER AND CATASTROPHES ROSE GLOBALLY IN 2021
The Aon 2021 Weather, Climate and Catastrophe Insight Report shows only 38% of natural-peril
losses were covered by insurance
www.opportunityonline.co.za AUG/SEPT/OCT 2022 • ISSUE 102
Women are
powering
ahead in oil
and gas
Petroleum Agency South Africa
CEO Dr Phindile Masangane.
72
26
34
50
Women leading the way
• Clicks
• Sebongi Construction
• Moses Kotane Institute
• SA Civil Aviation Association
• North West Parks and Tourism Board
ABOUT THE COVER:
Dr Phindile Masangane is the dynamic CEO of Petroleum Agency South Africa, the country's
upstream oil and gas regulatory authority. Main graphic and bead graphic: Shutterstock.

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FOREWORD
Women in
business
detoi Photography
The fragile diamonds in our crown.
organisation is populated by a team which is majority women. Our
board is also well represented by women. It is visibly so that SACCI
is a flagship in the transformation arena of organised business.
It would nevertheless seem as if our society remains stuck in
paternalistic structures where the head of the family is a man.
And this psychologically suggests that our society requires
subservience to the head of the family.
Violence and the imposing of the physical will of men cannot
any longer be acceptable as we need to treat our women with
respect. These are the mothers who gave birth to us all. There is a
reason why we refer to our planet as “mother earth”.
On the theme of women in business, we have a growing
number of astute business people who are women. Some of
our largest corporates and state-owned enterprises are in the
competent hands of women CEOs. Things are changing and
Covid has perhaps fast-tracked many of the things that were
moving slowly pre-2020.
We meet daily with business colleagues who run this or
that operation, whether in the banking industry, industrial
Alan Mukoki, SACCI CEO
_________________
Women have played a key role
in the transformation struggle to
open the dawn of democracy.
________________
Turning the page to August, we are in Women's
Month and a little-known fact deserves better
recognition, that 60% of our population comprises
women. Something we need to celebrate.
But in saying so, we carry a burden of abuse, murders and
rapes daily in our press. A sad indictment of our society.
Nevertheless, we need to look at where we are. SACCI as an
development zones, corporate South Africa or percolating down
to the SMME sector. We see the impact of our women in business,
the unsung heroes of our country and our economy.
Women have played a key role in the transformation struggle
to open the dawn of democracy. Women were often in the front
line of the community defiance against the apartheid system.
4 | www.opportunityonline.co.za

I think I like the Magreng Chrome mine best, shiny silver, but up to you. Any mining pic as backdrop for the lady in black.
ABOUT SACCI
The South African Chamber of Commerce and Industry and its almost
50 constituent chambers is a lifeline for business people.
The Minister of Forestry, Fisheries and the Environment, Barbara
Creecy, is a national leader in conservation – and tree-planting.
Quarterly journal for business and industry in South Africa
The voice of business
SACCI's vision is to be the voice and preeminent business chamber
organisation by offering superior value to its stakeholders. SACCI lobbies
for and represents the collective interests, domestic and foreign, of South
African businesses. Our mission is to effectively protect and promote the
interests of business.
www.opportunityonline.co.za
• Anti-corruption unpacked
• The new way of work:
2021 remuneration trends
• Going smart: smart rewards
for the City of Tshwane
• How trade rules affect access
to Covid-19 vaccines
Building wealth
from the ground up
Katlego Kenoshi, CEO of
Regoapele Capital
APR/MAY/JUNE 2021 • ISSUE 97
Called to action
Dr Leila Fourie,
JSE Group CEO
www.opportunityonline.co.za OCT/NOV/DEC 2021 • ISSUE 99
Enterprise Supplier
Development unpacked
Special Economic Zones
How South Africa's SEZs are shaping
their own value propositions
Planning for the
next catastrophe
Disaster Recovery during
Covid-19 and beyond
Gas can help South
Africa reach net zero
Petroleum Agency South Africa
CEO Dr Phindile Masangane outlines a
transition strategy to a clean energy future
THE FOURTH INDUSTRIAL
REVOLUTION AND
ECONOMIC REVIVAL
4IR and South Africa’s readiness
Lobbying and advocacy
We represent business interests by influencing policy and legislative
development and regulation. We engage government and legislatures or
regulators in respect of certain of the regulations or pieces of legislation
that we think would not be conducive for our business members or
the economy in general or job creation. We are consulted in a lot of the
policy that government looks at.
Covers of this magazine have featured the CEO of
Regoapele Capital, Katlego Kenoshi (left), and Dr Phindile
Masangane, CEO of Petroleum Agency South Africa.
Is the field level?
Turning to our current day, did the hierarchy of females
who have made it in business compete on a fair playing
field? Are they earning similar salaries to their male
counterparts?
These are societal questions we need to grapple
with. Increasingly we hear calls for "the best person
for the job". This must be the case if we are serious
about lifting our economy up to a more positive
flightpath and to do this, we must ensure that this is
done without fear or favour. Skills that are required
are not gender based and we need to acknowledge
that women need to be given equal opportunities.
Otherwise, we are simply entrenching another form
of apartheid – gender apartheid.
South Africa is at least recognising in its public debate
that gender equity needs to become a societal norm.
Although we are not there yet, South Africa is far ahead
of many countries where even education is not a universal
right for women. This is the sad truth in the 21st century.
The future potential for women is thus fragile unless
we as a society continue the journey to make things
right for all of our people.
Membership
SACCI remains the most broadly based representative national
business body, not only in South Africa, but in Southern Africa,
focusing primarily on national and international issues. As the “Voice of
Business” SACCI assists its members by preparing and submitting policy
positions on business-related issues to government: International
Trade, Taxation, Economic Affairs, Labour and Company Wellness,
Education and Training, Information Technology, SADC, NEPAD, Small
Business, Transport and Regulatory Affairs. SACCI also interacts with
many other agencies on business issues. During the year, SACCI holds
various informative seminars and presentations using top government
and noteworthy speakers.
SACCI’s seven pillars
• Inclusive Economic Growth and Employment Creation
• Constructive Public and Private Stakeholder Engagement
• Entrepreneurship
• Infrastructure: “The 4 lines to Heaven”
• Continental Development in Africa and the AfCFTA
• Revenue Generation
• Membership Rewards and Benefits
Contact SACCI
Adress: 33 Fricker Road, Illovo, Sandton
Tel: 011 446 3800 | Email: info@sacci.org.za | Website: https://sacci.org.za
Twitter: https://twitter.com/sacciza | Facebook: https://www.facebook.com/SACCIza/

From the Era of
Impunity to the Age
of Accountability
A
former president has made appearances in court and was sentenced to a 15-month
jail term for contempt of court. The Secretary General of the African National
Congress had to step aside from his duties to answer charges in a court of law. Two
brothers accused of brazenly stealing state assets have been arrested in Dubai and
face extradition to face charges in South Africa.
These are extraordinary steps, the like of which are not often seen anywhere in the world. South
Africa can be proud that its legal system is starting to get on the front foot after years of having
to fend off predators.
The Constitutional Court found former President Zuma guilty of contempt of court for
refusing to appear before a judicial commission, led by Deputy Chief Justice Zondo, which was
investigating graft across a wide range of state enterprises during his presidency. Zondo has
subsequently been appointed Chief Justice.
Significant as these developments are, another highly-significant event occurred when an
auditor turned up in court in recent months. Agro-producer Tongaat Hulett laid criminal charges
against its directors in 2019, accusing them of “undesirable accounting practices” relating to land
sale agreements.
In circumstances like this, the standard practice is for the auditing firm that either missed the
malfeasance or colluded in the chicanery, holds up its collective hand in shock, fires a few people
and moves on, trusting to time and some “reputational damage” public relations to smooth the
waters before taking on the next big company audit.
Not so this time. The accused auditor was in the dock with the accused directors.
Another important new development on the road to responsibility originated with the JSE.
Two directors of a company that was plagued by problems relating to its results announcements,
received five-year bans from being an officer of a listed company or from serving as
a director.
Perhaps the Era of Impunity is over and we have a new dawn – the Age of Accountability.
Growing economies
In this issue of Opportunity, two important African energy leaders weigh in on how critical it
is to get energy to the continent’s citizens. Dr Omar Farouk Ibrahim, Secretary General of the
African Petroleum Producers’ Organisation, argues that Africa should be allowed to exploit its
oil and gas in pursuit of that goal, while South Africa’s Minister of Mineral Resources and Energy,
Gwede Mantashe, makes a similar point. He notes that there is an upside for Africa in the world’s
demand for minerals needed for the energy transition with many of those minerals found in
abundance in Africa.
Gugu Mjadu, Executive General Manager for Business Partners Limited, sees a link between
encouraging female entrepreneurship and economic growth, a point which is emphasised in the
story highlighting the successful journey of a Northern Cape entrepreneur from quantity surveyor
to construction-company founder and owner.
Recent surveys suggest that global air traffic is making a comeback, but Elesh Bisla, CEO of
GENRIC Marine Underwriting Managers, warns that the logistics sector needs to adjust to more
frequent and more intense disruptions.
Finally, a survey by C40 Cities shows how South African cities can play a vital role in delivering
green jobs and generally making the transition to a greener economy a win-win for everyone.
John Young, Editor
www.opportunityonline.co.za
Editor: John Young
Publishing director: Chris Whales
Managing director: Clive During
Online editor: Christoff Scholtz
Designer: Tyra Martin
Production: Yonella Ngaba
Ad sales:
Shiko Diala
Vanessa Wallace
Venesia Fowler
Gabriel Venter
Tennyson Naidoo
Tahlia Wyngaard
Mandlenkosi Dlamini
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Administration & accounts:
Charlene Steynberg
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Distribution and circulation manager:
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No portion of this book may be reproduced without written consent of
the copyright owner. The opinions expressed are not necessarily those of
Opportunity, nor the publisher, none of whom accept liability of any nature
arising out of, or in connection with, the contents of this book. The publishers
would like to express thanks to those who support this publication by their
submission of articles and with their advertising. All rights reserved.

Enabling transformation
of the economy
The Assurance Verification Agency does important work in promoting South
Africa’s B-BBEE strategy, enabling black people to own companies and hold
management positions.
• Client satisfaction
• Reduce unemployment
• Empower black youth
VERIFICATION
Busie Yekwayo, Managing Director
Biography
Being forced to take two “gap” years while
studying because of a shortage of funds did not
hold Busie Yekwayo back. Instead, she used the
experience as inspiration when her parents gave
her the opportunity to study again. She now
advises and assists young people to avoid what
she went through. Busie holds an Accountant
designation (Professional Accountant),
Economic Empowerment Professional, MBA
and is a member of the Institute of Internal
Auditors South Africa. She is also a director of the
accounting firm, Emiyoli Consultants.
Broad-Based Black Economic Empowerment
legislation has enormous potential to lift
many thousands of South Africans to a
new level of economic prosperity. The
Assurance Verification Agency will do everything
it can to assist people and companies to participate
positively in this arena, boosting ownership of
assets, generating jobs and creating long-term
inter-generational wealth.
Key values
Integrity. Trustworthiness. Transparency.
Accountability. Customer-first.
Mission
• Stimulate revenue growth
Services
AVA facilitates transformation by assessing, verifying and validating the B-BBEE contributions
that are made by entities in supporting the B-BBEE strategy.
Among the services that AVA offers are:
• Issuing of B-BBEE certificates to audited EMEs, QSEs and large entities upon completion of
the verification process which assesses compliance on black ownership of the company,
management control, skills development, enterprise and supplier development and socioeconomic
development.
• Verifying enterprise and supplier development contributions, complex ownership structures,
including JSE-listed companies, and issuing B-BBEE reports.
• Issuing of Joint Ventures B-BBEE certificates.
• Training of individuals and companies.
Staff
More than 80% of AVA employees are young black women with Accounting, Auditing, Law,
Human Resources and Administration qualifications, the key expertise required in the B-BBBEE
field. Staff are trained and encouraged to start their own businesses.
SANAS compliance
AVA is compliant with SANAS R4703 and adheres to Department of Trade, Industry and
Competition standards. AVA is allowed to issue B-BBEE certificates and reports to small, medium
and large entities, public entities and state-owned entities.
Growing the economy
AVA plays a key role in terms of the national B-BBEE strategy, which has enabled black people
to own managed companies and hold management positions in big companies. This has also
enabled skill transfers, access to procurement, enterprise development and socio-economic
development.
Company history
Company founder Busie Yekwayo was on a path to become an accountant but became intrigued
by the possibilities the B-BEEE sector offered to uplift black people economically. As she recalls,
“I wanted to assist in reducing youth unemployment by employing more youth and teaching
them skills so they could own their own companies.”
The competitive market when the firm started out in 2011 proved challenging, but support
came from family, friends and associates and slowly the company grew and achieved brand
recognition.
Today, some of AVA’s clients are JSE-listed companies.
Busie outlines the qualities that have served her well in building AVA as a business: “I was willing
to make mistakes and learn from them. The most vital thing is to have you main objective and
your own 'why' for doing something.”
Contact Information
Email: Info@assuranceva.co.za | Tel: 031 942 6604 | Cell: 071 493 9423 | Website: https://assuranceva.co.za

News & snippets
Industry insights from the past quarter
HERBAL TONIC IS PRIDE AND JOY
Trillion Cart Investments has several divisions which cover many parts of the economy. The group’s Imvelo
Pharmaceutical subsidiary produces a novel herbal tonic, AGRICO Umhlonyana. This product has taken up a
position as one of the best respiratory tonics and has proven to be a go-to herbal tonic for the company’s client
base both locally and internationally. AGRICO Umhlonyane is the pride and joy of the Trillion Cart Investments
company. The product is unique in that it combines a traditional medicinal herb with science. AGRICO is a brand
name for health and wellness products that are produced by Imvelo Pharmaceutical company. Among the other
companies in that sector which fall under Trillion Cart Investments is Imvelo Hygiene, a company that offers
fumigation services to various industries, and Rock Detergents, which makes a range of cleaning products.
Solar sector shines on Sebongi Construction
Solar power has come to the Northern Cape in a big way and now its benefits are being felt by smaller contractors
and engineering firms. Sanna Sebone started her construction firm in 2018, doing work in conventional sectors
such as housing, roads and earthworks. Sebongi Construction has subsequently expanded, like the renewable
energy sector itself, and is involved in the mining sector and has entered into a partnership on a solar tower
project. Mastering more than one task at a time is something Sanna specialises in: while she was studying for
a Master’s degree in Business Administration, her business was in the start-up phase. Not content with those
two tasks, she enrolled in a nine-month training programme with Zimele, Anglo American’s small business
incubator, to upgrade her financial management skills. With a huge increase in turnover and a staff complement
now over 150, Sebongi Construction is clearly powering forward.
C
M
Y
CM
MY
CY
CMY
K
Singo Consulting – consulting and conserving
Singo Consulting not only does Environmental Impact Assessments (EIAs), but it is also a
company that walks the walk when it comes to conservation. When Wetlands Day and National
Water Week came around in 2022, Singo Consulting staff were to be seen working on cleaning
up a wetlands area in Tasbet Park, eMalahleni. The company also provided food for the other
volunteers who turned up to assist with the clearing and cleaning project. There was a chance
to do some teaching about the importance of the conservation of natural areas during the
day, which was also supported by the eMalahleni Local Municipality and the Department of
Agriculture, Rural Development, Land and Environmental Affairs. Singo Consulting works in the
field of environmental consulting and is frequently hired to undertake EIAs, which can include
the compiling of an Environmental Management Programme report and the management of
the Public Participation Process.
JUL/AUG/SEPT 2022 • ISSUE 102

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PUBLISHER’S NOTE
Women are
powering ahead
in oil and gas
Petroleum Agency South Africa is among
several organisations promoting the
advancement of women in the oil and
gas sector. There’s some way to go
to achieve balance in the workplace,
but dynamic and successful women
are making a major impact.
In May 2022, East London harbour was the site of an
important event in the story of women in the South
African oil and gas sector. Wasaa, an independent
petrochemical logistics and trading company
owned by black women, completed the purchase and
handover of the East London liquid fuel import terminal
from BP Southern Africa.
Subsidiary company Wasaa Terminals will invest
in increasing the terminal’s capacity and investigate
other short-term projects. Company founder and Chief
Executive, Nokwanele Qonde, believes that access to
infrastructure for a company such as hers could assist
other black-owned companies in the sector.
Wasaa has also signed an agreement to upgrade
and run the liquified petroleum gas (LPG) facilities
of Petromoc, Mozambique’s state-owned company.
BPSA CEO Taelo Mojapelo stressed that the East
London deal was infrastructure-based, and as such
would give extra impetus to empowerment efforts
within the energy sector.
10 | www.opportunityonline.co.za

WOMEN IN ENERGY
Women in energy observing a landmark. At the celebration of the purchase of the
terminal in East London, left to right: BPSA CEO Taelo Mojapelo, Wasaa CE Nokwanele
Qonde, Dr Nobuhle Nkabane (Deputy Minister of Mineral Resources and Energy),
Sindisiwe Chikunga (Deputy Minister of Transport) and Weziwe Tikana-Gxothiwe (MEC
for Roads, Transport and Safety).
Nokwanele Qonde and Taelo Mojapelo, the two women business
leaders at the heart of this significant transaction, represent what
women can achieve in the oil and gas sector: Qonde, with years of
experience in the energy sector (and in IT) before she went on her
own, and Mojapelo, a seasoned corporate supply-chain specialist
who quickly rose to the top at BPSA. Between them, they have three
Bachelor’s degrees (they share the University of KwaZulu-Natal as their
first alma mater), a Master’s degree, several diplomas and two MBAs.
Women in energy
In contrast to the positive picture painted by the Waasa-BPSA transaction
and the personalities involved, more than one report has portrayed the
position of women in the oil and gas sectors in a more gloomy light.
A 2020 report by McKinsey stated that just 15% of the global oil
and gas workforce was made up of women. In power and utilities, the
figure was 17% and in renewable energy, 32%. Gender diversity tended
to diminish as seniority increased. Women were very poorly
represented in technical roles.
The South African Department of Mineral Resources
and Energy (DMRE) found that women comprise 20%
of the personnel in South Africa’s oil and gas industry
and only 17% in middle-management and seniorleadership
positions. (Women Empowerment and
Gender Equality Strategy for the Energy Sector for 2021
to 2025, DMRE). However, both the DMRE and
other important agencies within the sector are
working to change this.
Petroleum Agency South Africa
Another woman in an important position in the
South African energy sector is Dr Phindile Masangane,
who was appointed as the CEO of the South African
upstream oil and gas regulatory authority, Petroleum
Agency South Africa (PASA), in 2020. Her academic credentials are
impressive. Dr Masangane has a BSc (Mathematics and Chemistry) from
the University of Swaziland, a PhD in Chemistry from Imperial College,
London, and an MBA from the University of the Witwatersrand.
Before taking on the PASA role, Dr Masangane was an
executive at the South African state-owned energy company,
CEF (SOC) Ltd, which is the holding company of PASA.
Dr Masangane was responsible for clean, renewable and
alternative energy projects. In partnership with private companies,
she led the development of energy projects including the deal
structuring, project economic modelling and financing on behalf
of the CEF Group of Companies. Her responsibilities also included
supporting the national government in developing energy policy
and regulations for diversifying the country’s energy mix.
In 2019, Dr Masangane was Head of Strategy for the CEF Group
of Companies where she led the development of the group’s
long-term strategic plan, Vision 2040+, as well as the group’s
gas strategy.
From 2010 to 2013, Dr Masangane was a partner and director at
KPMG, responsible for the Energy Advisory Division. She successfully
led the capital raising of $2-billion for hydro and coal power plants
expansion programmes of the Zimbabwean power utility, ZESA/
ZPC. Since becoming PASA CEO, Dr Masangane has enthusiastically
championed the cause of women in the sector and been an ardent
proponent of the agency’s mission. The release of a report on Africa’s
energy by the IEA saw Dr Masangane doing a comprehensive round
of television and radio interviews, welcoming the report’s findings
on the role that exploration and gas finds, in particular, can have on
the Africa’s energy future.
PASA programmes
While PASA’s overall statistics are good, the agency is working to
increase the percentage of senior and middle management positions
held by women.
The agency’s employment equity policy is holistic and is
designed to maximise the potential of PASA’s workforce. It aims
to go beyond compliance to harness the power of true diversity
and inclusion.
PASA supports the Upstream Training Trust which provides
bursaries, supports career awareness programmes, funds
research projects and develops skills for the sector.
Exploration and production companies in the industry
contribute to the trust but Dr Masangane has expressed
disappointment at the number of women applying
for support. In 2022, just 40% of the applications for
support were from women. PASA’s intern programme
is a successful launching pad for careers in the
industry for talented young people, and several
young women are showing great promise.
Dr Masangane

WOMEN IN ENERGY
Gender strategy
In August 2021, the Department of Mineral Resources and Energy
launched the Women Empowerment and Gender Equality (WEGE)
Strategy, which is aimed at ensuring that women become active
participants in the energy sector.
The strategy has a five-year implementation plan with specific
deliverables. One of the first things to be rolled out in terms
of the strategy was the Gender Ministerial Council which will
give regular report backs on progress made in terms of the plan.
Members of the council are drawn from a wide cross-section of
society, including owners of private companies, agency officials,
industry associations, academics, civil society organisations,
women in energy associations and civil servants.
Speaking at the launch of the WEGE Strategy, DMRE Minister
Gwede Mantashe highlighted the need to harness the unused
potential of women as an important economic and social driver
for more inclusive and sustainable development. He noted that
in South Africa, the number of women represented in the energy
sector is still very much in the minority, despite evidence that
shows that companies with more than 33% woman leadership
tend to have a net profit margin over 10 times greater than
those without.
Minister Mantashe argued that securing the role of women
in the energy sector is not only an economic necessity but also
a constitutionally-protected right. To support this position, the
Department has taken steps to create an enabling environment
for all South African women to participate in and benefit
economically from the energy sector.
The Women Empowerment and Gender Equality Strategy will
be supported by following four strategic pillars:
• Enabling environment: for translating government commitment
to gender equality into reality
• Equality of opportunities: within the DMRE, SOEs, the energy sector
and broader society
• Gender mainstreaming: gender considerations to be integrated
into policies, programmes and projects
• Barrier-free workplaces: promote new attitudes, values, behaviours
and a culture of respect for all human beings in the sector
Women at the DMRE
The DMRE itself has several women in important positions. These include:
Dr Nobuhle Nkabane, Deputy Minister
Dr Nkabane has been Deputy Minister since 6 August 2021. She has a
Bachelor of Administration Honours degree in Public Administration,
a Master of Administration in Public Administration and a Doctorate
of Administration from the University of KwaZulu-Natal. She has also
studied compliance management, executive development and has
a post-graduate diploma in labour law.
Ditsietsi Morabe, Acting Chief Financial Officer
Ditsietsi Morabe provides financial administrative support to the
Department.
Ntokozo Ngcwabe, Deputy Director-General
Ntokozo Ngcwabe is responsible for Policy, Global Relations and
Investment Promotion and has 22 years of experience in the minerals
and energy sector. Her responsibilities include promoting investments
into the entire value chain in both mining and energy and building and
growing partnerships in the two industries.
Adv Mmadikeledi Malebe, Deputy Director-General
Mmadikeldi Malebe is responsible for regulating the minerals
and mining sector to promote economic growth, employment,
transformation and sustainable development, as well as administration
of prospecting rights, mining rights, mining permits and compliance
with the MPRDA, including environmental management.
Patricia Gamede, Deputy Director-General
Patricia Gamede is in charge of Corporate Services, whose brief is to
enable the department to deliver on its mandate by providing strategic
support management services and administrative support.
Elizabeth Marabwa, Chief Director
Elizabeth Marabwa works as Chief Director: Programme and Projects
Management Office. She has experience in the international energy
arena, and has worked with the IEA, UN, CEM, SADC and other
governments in Africa.
DMRE DDG: Ntokozo Ngcwabe

WOMEN IN ENERGY
South African women in oil and gas
Although the overall number of women in senior positions in the
energy sector is small, there are dynamic and successful women
making a major impact in the industry. Among them are the women
who were invited speakers at a “Women in Energy” DMRE webinar
entitled “Empowering women to take part in the energy sector
during Covid-19”.
Two of the participants, Elizabeth Marabwa of the DMRE and Dr
Phindile Masangane, PASA CEO, have already been profiled. The other
women presenters were:
Zakithi Zama is General Manager of iMbokodo Exploration and
Production (Pty) Ltd. She has over 25 years’ experience in public
and government affairs, with more than 15 years' involvement in
various leadership roles in extractive industries. In her previous
roles, she managed complex stakeholder issues and successfully
created and promoted coexistence strategies, critical for sustainable
development. Her previous roles include Community Affairs
Manager at PetroSA; Public and Government Affairs Manager of
ExxonMobil Exploration and Production South Africa; Stakeholder
Relations Manager at the Minerals Council South Africa and Regional
Corporate Affairs Manager for Tronox South Africa. Zakithi holds a
Master of Business Leadership (MBL) from the Graduate School of
Business Leadership and a Bachelor of Commerce (Honours) from
the University of South Africa.
Nosizwe Nokwe-Macamo has had success in leading strategy
and directing substantial operations and projects. Nosizwe is the
Founding Owner of Raise Africa Investments, a business which
focuses on investment in niche manufacturing companies. She also
provides strategic advisory services to companies in the oil and gas
industry. As one of the first African female petrochemical engineers
in South Africa, she has more than two decades of experience and
has served both as a non-executive director and as an executive
director on the boards of major companies. Nosizwe is an alumnus
of Moscow State University of Oil and Gas Russia (MSc Petrochemical
Engineering), Baku Oil and Gas Academy Azerbaijan (Diploma Oil and
Gas Refining), INSEAD (International Management Certificate), GIBS
(Global Executive Development Programme) and Wits (Certificate in
Finance and Accounting).
Lungelwa Tyali is co-founder and CEO of Solar Turtle SA (above)
and has a background in marketing and communication. For six years
she was a Vice President at Ericsson Telecom and was responsible for
expanding Ericsson into the Sub-Saharan market. She has worked for
Airports Company South Africa and Gold Reef City. With the assistance
of the Department of Science and Technology, she is engaged in
project that will see the informal sector using the latest technology in
such a way that street vendors will be able to charge all their devices
and cashless transactions will be enhanced.
Kiren Maharaj (above) has almost 20 years’ experience at strategic,
operational and management levels. As an executive at Eskom, she
was involved in several major projects and for six years directed the
safe and effective production of electricity from over 14 000MW of
coal-fired power generation. She served as a Divisional Executive
of Eskom Holdings SOC Limited and serves as an executive and
non-executive for several South African companies. This includes
a role as a lead independent director of one of South Africa’s
largest independent power producers. Kiren has founded start-up
ventures that further empowerment and transformation in both
the management consulting and energy sectors. She is currently
the Managing Director of GIBB Power (Pty) Ltd. Since 2016 she has
served as a member of the SANEA Executive Committee Board and
was elected Chairman in 2019.
www.opportunityonline.co.za | 13

WOMEN IN ENERGY
IEA report charts the path to a sustainable
future for Africa
The International Energy Agency (IEA) has produced a report, Africa
Energy Outlook 2022, which outlines the state of the energy sector on
the continent and makes some far-reaching recommendations about
the best way forward for the citizens of Africa.
The Outlook presents a “Sustainable Africa Scenario” (SAS)
in which Africa is able to provide power to its people while at
the same time honouring pledges made with regard to climate
change imperatives.
The report does not suggest that it will be easy; far from it, it calls
it “a formidable undertaking”. But it contains practical guidelines on
how Africa might achieve those dual goals.
What follows is a selection from the “Key findings” that
accompanied the Outlook:
Africa is already facing more severe climate change than most
other parts of the world, despite bearing the least responsibility for
the problem. With nearly one-fifth of the world’s population today,
Africa accounts for less than 3% of the world’s energy-related carbon
dioxide (CO2) emissions to date and has the lowest emissions per
capita of any region.
Affordable energy for all Africans is the immediate and
absolute priority
Universal access to affordable electricity, achieved by 2030 in the SAS,
requires bringing connections to 90-million people a year, triple the
rate of recent years. At present, 600-million people, or 43% of the total
population, lack access to electricity, most of them in Sub-Saharan Africa.
Countries such as Ghana, Kenya and Rwanda are on track for full access by
2030, offering success stories other countries can follow. The SAS detailed
analysis shows that extending national grids is the least costly and most
prudent option for almost 45% of those gaining access to 2030.
Achieving universal access to clean cooking fuels and
technologies by 2030 requires shifting 130-million people away
from dirty cooking fuels each year. Today, 970-million Africans
lack access to clean cooking. Liquefied petroleum gas (LPG) is
the leading solution in urban areas, but recent price spikes are
making it unaffordable for 30-million people across Africa, pushing
many to revert to traditional use of biomass. The improvement
rates needed for universal clean cooking access by 2030 are
unprecedented, but the benefits are huge: reducing premature
deaths by over 500 000 a year by 2030, drastically cutting time
spent gathering fuel and cooking, and allowing millions of women
to pursue education, employment and civic involvement.
The goal of universal access to modern energy calls for the
investment of $25-billion per year. This is around 1% of global energy
investment today, and similar to the cost of building just one large
liquefied natural gas (LNG) terminal.
Africa Energy
Outlook 2022
same share of modern energy use as
today, with electricity generation from
renewables out-competing it in most
cases. More than 5 000-billion cubic
metres (bcm) of natural gas resources
have been discovered to date in Africa
which have not yet been approved
for development.
These resources could provide
an additional 90-bcm of gas a year
by 2030, which may well be vital
for the fertiliser, steel and cement
industries and water desalination.
Cumulative CO2 emissions from
the use of these gas resources over the next 30 years
would be around 10-gigatons. If these emissions were added to
Africa’s cumulative total today, they would bring its share of global
emissions to a mere 3.5%.
Production of oil and gas remains important to African economic
and social development, but the focus shifts to meeting domestic
demand. Global efforts to accelerate the clean energy transition
in the SAS risks dwindling export revenues for Africa’s oil and gas.
Between now and 2030, Africa’s domestic demand for both
oil and gas accounts for around two-thirds of the continent’s
production. This puts greater emphasis on developing wellfunctioning
infrastructure within Africa, such as storage and
distribution infrastructure, to meet domestic demand for transport
fuels and LPG. In parallel, African countries focus on strengthening
energy efficiency policies, and expanding renewables and other
clean energy technologies.
World Energy Outlook Special Report
Gas and oil production focuses on meeting Africa’s own demand
this decade
Africa’s industrialisation relies in part on expanding natural gas use.
Natural gas demand in Africa increases in the SAS, but it maintains the
14 | www.opportunityonline.co.za

WOMEN IN ENERGY
Women in African energy
The IEA’s Africa Energy Outlook 2022 has a section on women and
energy. This is an extract:
Despite high rates of female participation in some Sub‐
Saharan African countries, women are more likely than men to
work in the informal sector, where jobs are often less stable and
pay lower wages, due to their more limited access to education,
household and childcare responsibilities, and worries about
safety when commuting to work. Women attempting to enter
the workforce, including the energy sector, face numerous
barriers such as gender stereotypes and bias, and lack of training,
mentorship and networking. In Ghana, for example, the number
of women graduating with science, technology, engineering
and mathematics (STEM) degrees is increasing, but not female
employment in the electricity sector. As a result, women with STEM
degrees and technical training certificates often end up working
in unrelated fields, underutilising their skills.
Overcoming obstacles to female employment in Africa’s energy
sector would bring multiple benefits. All countries could raise their
GDP considerably by increasing gender equality in employment.
Studies show that companies with greater gender diversity in senior
management positions perform better. Increasing women’s access
to careers through internships and mentoring, as well as human
resource policy reform in public utilities and private companies,
would increase female economic empowerment, as well as improve
energy sector performance.
Several initiatives aim to increase female empowerment
through energy access programmes in Africa, including the
Clean Energy Ministerial, ENERGIA, ECOWAS Policy for Gender
Mainstreaming in Energy, the Global Alliance for Clean Cookstoves,
Power Africa’s Women in Rwandan Energy, and SEforAll and Enel
Foundation’s Open Africa Power programme. These initiatives
provide networking, training in technical skills and apprenticeship
opportunities to encourage women to build careers in the energy
sector. In addition, a growing number of companies are recruiting,
training and supporting female entrepreneurs and workers in the
clean energy sector. Jaza Energy, a Tanzanian company, trains and
hires all‐female local teams to operate a distributed network of
solar-powered battery charging stations. Around 40% of the sales
agents employed by WID Energy in Zambia, which distributes
solar home systems, are women. These companies also achieve
a larger reach by having female sales agents and staff, who are
often better at convincing households and communities to adopt
clean energy solutions and teaching how to operate and maintain
solar home systems.
Improved energy access and the use of clean energy
also supports gender parity in other ways. At a household
level, clean cooking reduces health risks related to indoor air
pollution, particularly for women and children. Spending less
time collecting firewood – a task that mostly falls to women
– frees up time for other activities, including employment
outside the home. Household lighting enables chores and
homework to be done in the evening. Access to phones and
other communication devices helps to increase access to
information as well as to reduce the acceptability of domestic
violence. Street lighting is also important for making walking or
commuting safer for women, who are often less likely than men
to have access to a private vehicle. Improved transportation
options can help to improve daily commutes and shorten the
time it takes to receive emergency healthcare.
Credit: Shutterstock

AFRICA OIL WEEK
An African energy mix, on Africa’s terms
The continent must balance sustainability with developmental
challenges, according to Dr Omar Farouk Ibrahim, Secretary General
of the African Petroleum Producers’ Organisation (APPO).
Credit: Unsplash
As Africa’s energy sector prepares for the forthcoming
Africa Oil Week, Dr Omar Farouk Ibrahim, Secretary
General of the African Petroleum Producers’
Organisation (APPO), says the continent must balance
the pursuit of sustainability with its huge energy needs
and its significant development challenges. Most importantly, Africa
should pursue sustainable energy on its own terms.
African nations are striving to meet their Paris Climate Agreement
commitments and move the region towards renewable energy.
But Africa should do this on its own terms, charting a transition
course that prioritises uplifting the living conditions of its hundreds
of millions of people currently living in abject energy poverty,
especially in the rural areas – with no access to electricity nor any
form of modern energy for cooking and heating homes.
Dr Ibrahim was speaking in the build-up to Africa Oil Week
(AOW) to be held in Cape Town from 3-7 October.
Dr Ibrahim will be the opening speaker at Africa Oil Week, where
he says it will be critical for Africa to advocate for its right to use its
own natural resources for the foreseeable future.
“There is a growing consensus across the continent that
we cannot make much progress in our quest to eradicate or
effectively alleviate poverty without access to affordable and
reliable energy sources. Renewable energy, at least for the
foreseeable future, is neither affordable nor reliable. Until
renewable energies become affordable and reliable, it is safer
for Africa to rely on fossil fuels to change the living conditions
of its people just like today’s developed countries did for over 150
years, until they weaned their countries off energy-dependent
economic activities,” said Dr Ibrahim. “Gone are the years when
Africa’s priorities are determined outside the African continent.’’
Many of Africa’s energy resources remain untapped – both in terms
of renewables and fossil fuels. Dr Ibrahim said it was Africa’s right to
unlock these vast reserves for the benefit of its people, as well as for
the world at large.
Mid-century is the deadline that most of the developed countries
have set themselves for becoming carbon neutral.
However, as an emerging region, Africa does not have the luxury of
leaving its energy assets “stranded”, particularly when around half-abillion
Africans still live below the poverty line of $1.90 per person per day.
“Africa is only responsible for around 3.8% of global greenhousegas
emissions,” said Dr Ibrahim. “We are moving towards renewables,
but it would be something of an injustice for Africa to be compelled
to abandon our natural resources because the developed world has
spent more than a century polluting the planet.”
He said African producers should be allowed to responsibly develop
their energy assets for economic development and job creation in
their own economies.
“The conversation needn’t be polarised,” said Dr Ibrahim. “We agree
that every nation must determine its own optimal energy mix in the
run-up to 2050. Africa’s producers are not ignorant of global climate
pressures, but we all believe that the upstream can be developed
for the good of Africa without compromising the environment. The
16 | www.opportunityonline.co.za

AFRICA OIL WEEK
technology exists. And even if it does not exist, all that is required is
the commitment to develop it. But those with the technology have
no interest to make fossil fuels environmentally friendly.”
Dr Ibrahim said APPO was working to create a policy environment
that supports producers by attracting responsible upstream
investment. “It should be a win-win solution,” he said.
APPO was established in 1987 as a platform for cooperation
and the harmonisation of efforts, collaboration, and the sharing of
knowledge and expertise among African oil-producing countries.
“We are all working towards carbon neutrality,” said Dr Ibrahim.
“But until then, we need an affordable and reliable energy supply.
Renewables are not yet supplying the full energy demands of any
nation on earth; hydrocarbons will need to meet those needs.
“Who will meet those needs for the African people?” asked Dr
Ibrahim. “Why should it not be any of the APPO member countries?
Why should we call a halt to promising offshore exploration off
Namibia, Mozambique or any parts of Africa when hydrocarbons
are still required to drive Africa’s development?” Dr Ibrahim
emphasised that Africa was a region of enormous opportunities,
Hydrocarbons are needed to meet Africa’s urgent energy needs, according to APPO.
Credit: APPO
which must be exploited for the good of Africans and for the
world at large.
“We are really excited about Africa’s energy future,” he said. “We
stand united as an industry, ready to embrace the opportunities
that it brings.”
Dr Omar Farouk Ibrahim
ABOUT AFRICA OIL WEEK
Africa Oil Week (AOW) will take place from 3-7 October 2022 in Cape Town, under the patronage of the Department of Mineral
Resources and Energy, with the theme “Sustainable Growth in a Low Carbon World”. AOW will advocate the importance of
developing hydrocarbons in Africa and the sustainable development of oil and gas. AOW is the global platform for deals and
transactions across the African upstream. The event brings together governments, national and international oil companies,
independents, investors, the G&G community and service providers, offering unrivalled opportunities for investment and
deal-making to help shape the future of Africa.
www.opportunityonline.co.za | 17

ENERGY
Power plans for
Special Economic Zone
A new solar plant is at heart of energy provision for a range of industries.
sustainable and long-term growth, not only during the construction
phase, but for a long time after.
Initial plans for a US$5-billion coal-power station have been shelved.
In its place, a Memorandum of Understanding (MOA) for a 1 000MW solar
power plant was signed in December 2021 with a Chinese investor.
The Eskom base-load will combine with solar power to become the
mixed energy source to support the South Site.
Pre-feasibility study: concluded
EIA project application: to commence after confirmation of the site selection.
Credit: APPA
The Musina-Makhado Special Economic Zone (MMSEZ)
is an initiative of the Limpopo Provincial Government
with the MMSEZ SOC as the implementing agent.
The MMSEZ SOC, a subsidiary of the Limpopo Economic
Development Agency (LEDA), has appointed a private
operator for the Energy and Metallurgical Complex (EMSEZ).
Energy generation is vital for economic growth and the MMSEZ
provides an opportunity not only to provide power to fuel industry
and manufacturing, but to bring electricity to communities that
have previously been neglected. The MMSEZ is focussed on creating
Attracting associated industries
Attracting industries in the metal sector will forge a link to the metallurgy
complex planned to be developed on the southern SEZ Site.
The light manufacturing of metal products, when exported, will
increase trade. There is an ongoing market locally and in Africa for roof
sheeting, window frames, stainless-steel products, other metal alloys like
axels, piston rods and many more products.
The electronics industry will manufacture mobile devices, televisions
and circuit boards. Industries within the electronics sector include
telecommunications, networking, electronic components, industrial
electronics and consumer electronics.
The food and beverage industry beneficiates agricultural produce
abundant in the region. This increases localisation, value-add and enhances
agro-processing.
The wood and paper industry creates finished products for construction
and domestic use such as fencing, flooring, furniture, musical instruments,
sports equipment and many other products.
The packaging, logistics and warehousing industries link to the export
of products from South Africa.

MMSEZ
SPECIAL FEATURE
A world of game-changing opportunities
A world of game-changing opportunities
y
What is Musina-Makhado Special Economic Zone (MMSEZ)?
MUSINA-MAKHADO SEZ CLUSTERS
What is the Musina-Makhado Special Economic Economic Zone?
Zone?
MUSINA-MAKHADO SEZ CLUSTERS
The Musina-Makhado SEZ is a flagship initiative of the Limpopo
• Metallurgy (Minerals Beneficiation)
The Musina-Makhado MMSEZ is a flagship SEZ is initiative a flagship of initiative the Limpopo
of the
• Metallurgy (mineral beneficiation)
Provincial Government implemented through the Musina-Makhado • Energy Generation
Limpopo Provincial Provincial Government Government implemented implemented through through the through MMSEZ the
• Energy generation
the SOC,
SEZ Musina-Makhado
SOC partnership
in partnership
SEZ with SOC
with SEZ a Chinese MMSEZ
a Chinese
partnership Operator, SOC
Operator, in with partnership Shenzhen a
Shenzhen
Chinese
Hoi
• Manufacturing
• Manufacturing
Operator, with Hoi
Mor
Mor
Resources a Chinese Resources Shenzhen
Holding Operator, Holding Hoi
Company
Mor Shenzhen Company Resources
Ltd. The Hoi Ltd. Holding
MMSEZ Mor Resources Company
as an economic
• Agro-processing
• Agro-Processing
Ltd. Holding development The MMSEZ Company tool is as aims an Ltd. economic to The promote MMSEZ tool development national that as aims an economic tool economic
promote aims growth to
• Logistics • Logistics
promote development national and exports economic national by tool using economic growth aims support to and promote growth measures exports and national in by exports order using economic to by support attract using targeted
support growth measures foreign and measures in domestic order exports to in attract by order investments, using to targeted attract support research foreign targeted measures and foreign development
domestic
in order and
MMSEZ INVESTMENT WHAT ARE THE INCENTIVES FOR
domestic to investments, (R&D) attract and investments, targeted technology research foreign and transfer. research development.
and and domestic development.
investments,
research and development.
Where is the MMSEZ located?
Investment The Musina-Makhado opportunities SEZ is located Investment in the vicinity of the Beit
•
• • • Preferential INVESTING corporate IN THE tax
MMSEZ?
Building • Preferential allowance corporate and tax tax relief
Employment • Building tax allowance incentive
and tax relief
Customs-controlled • Employment tax area incentive
tax relief
inside Bridge the Border zones:
zone: Post which is one opportunities of the busiest ports outside of entry in • SA
• and Industrial an undisputable infrastructure gateway to the zones:
zone: South African Development • • Community Corporate offices (SADC) countries. The • MMSEZ Real estate has the potential to • • become Logistics an services inland intermodal terminal, • Retail facilitated and hotels by its anchor • • along Petroleum the North-South supply Corridor, • and Schools directly and connecting airport to the • Rental • Customs-controlled space discounts
area tax relief
Readily • Rental available space infrastructure
discounts
Sufficient • Readily land available for greenfield infrastructure projects
Access • Sufficient to agricultural land for and greenfield mineral projects resources
Easy access • Access to to the agricultural up-north & mineral (SADC) resources market
• country’s Industrial major chemicals ports through both • Health N1 road and the Johannesburg- • Accessible • Easy logistics access to support the up-north for the movement (SADC) market
of goods
Musina railway line, for the trans-shipment • Entertainment
of sea cargo and
• Accessible logistics support for the
• Musina Dam
manufactured goods to inland destinations and the SADC markets. movement of goods
POTENTIAL INVESTMENT OPPORTUNITIES IN AND OUTSIDE THE MMSEZ
ENERGY &
METALLURGY
Power Plant
Iron and
Steel Plant
Stainless Steel Plant
Ferromanganese Plant
Ferrochrome Plant
Chrome Plant
Lime Plant
AGRO-PROCESSING
Food Processing Facility
Fresh Produce Handling
Canning Facility
Cotton Beneficiation
Timber Processing
LOGISTICS
Logistics Services
Warehousing
Distribution
Container Yard
Vehicle Distribution
Cold Storage
Bonded Warehouses
INFRASTRUCTURE
Construction Services
Engineering Services
Re al Estate
Development
Retail Property
Hospitality Facilities
Bu ilding Materials
Manufacturing
and Supply
MANUFACTURING
Light Industries
Basic Assembly
Automotive Manufacturing
Electromechanical Operations
OE Manufacturing
Component Manufacturing
Fertilisers
Agro-chemicals
Petro-chemicals
ICT Solutions
Furniture Manufacturing
Packaging Services
CONTACTS
MS TSHAMAANO MAKUYA
MR RICHARD ZITHA
Contact MUSINA-MAKHADO details SEZ SOC
Ms Tshamaano Stakeholder Makuya,
Mr Richard Zitha, Project Executive
Executive
Relations Manager
Project Executive
Musina-Makhado Makhado SEZ SOC
Stakeholder Relations Manager
Cell: Investment +27 071 391 Promotion 391 8188
Address: 29 93 Market Biccard Street,
Street,
Cell: +27 067 Tel: 411 +27(0) 411 9192
15 295 5120
Email: Cell: +27 R.Zitha@mmsez.co.za
Tel: 71 +27(0) 391 8188
15 295 5120
Polokwane, Limpopo Polokwane,
Email: T.Makuya@mmsez.co.za
Cell: +27 (0)67 411 9192
Email: R.Zitha@mmsez.co.za
Cell: +27 (0)71 391 8188
Province, Limpopo RSA Province (RSA)
Tshamaano.Makuya@lieda.co.za
19 LIMPOPO Richard.Zitha@lieda.co.za
BUSINESS 2020/21

A Smart City for a bright future
A Smart City programme is envisaged for northern Limpopo Province, catalysed by
the development of the multi-sector Musina-Makhado Special Economic Zone.
Marc-Olivier Jodoin on Unsplash
A
new Smart City is taking shape in Limpopo Province. It
is catalysed by the economic stimulus of the Musina-
Makhado Special Economic Zone SOC. The new Smart
City will integrate the towns of Musina and Makhado
to become the pre-eminent trade and industrial centre
of Southern Africa.
The new Smart City will reignite the rich civilisational heritage
of the Great Mapungubwe, Thulamela and Zimbabwe Kingdoms
which at their height in 1000AD
produced artifacts in gold and traded
globally as far as Arabia, India and
China. This region will once again rise
and become a modernised industrial
and global trade hub, building on
its heritage and embracing the
technology revolution.
The geographic location of
the Smart City in the northern part of South Africa bordering
Zimbabwe and connecting into the rest of Africa gives it a critical
comparative advantage, together with the natural endowments
within the surrounds of Musina and Makhado which include
high-value agricultural land, mineral resources and functional
spatial relationships. If harnessed fully these will help to create a
competitive regional economy for South Africa and the continent.
_________________
A leading innovative,
sustainable and inclusive
high-tech Africa gateway city
________________
The advantage of the MMSEZ is that it is part of a national economic
programme, located within the National Transformation Corridor that
links Gauteng with its dynamic economy to the Beitbridge Border Post,
one of the busiest ports in Africa.
The goal of the Smart City is transformational. People’s needs and
aspirations are at the centre of planning. The foundations are proper
sanitation and waste management, 24-hour electricity and water
supply, efficient mobility and public transport with a network of wellconnected
roads and access to reliable
and high-speed telecommunications.
The circular and green economy based
on reuse, recycle, share, low/zero-carbon
footprint meets with the concept of the
Smart City. The MMSEZ, working together
with all three spheres of government
and stakeholders, aims to develop the
designated MMSEZ as a catalytic driver for
a Smart City which is envisioned to be:
A leading innovative, sustainable and inclusive high-tech Africa
gateway city, driven by residents and visionary investment within
a prosperous rural-urban integrated region and operating as a
highly connected – freight/warehousing/ logistics/transport/retail/
manufacturing – industrial hub supporting the SEZ within a superefficient
Gauteng-Limpopo-Zimbabwe economic corridor.
20 | www.opportunityonline.co.za

SPECIAL ECONOMIC ZONE
Building the future together
Message from Dr Mofasi Lekota, MMSEZ Board Chairperson
As a long-term developmental approach, this will result in
a transformed, competitive and spatially integrated regional
economy and this will lead to the upliftment and well-being
of people living in Vhembe, its neighbouring districts and the
Province of Limpopo at large.
The development of the Smart City starts with the Northern
SEZ Site of the MMSEZ as a smart precinct, together with the
upgrading of the Beitbridge border post and the town of Musina
The Northern Site of the MMSEZ in Antonvilla will be the first
smart precinct in the smart city that will improve the economy
and create jobs.
• A green industrial estate where one can live, work, play.
• Investments into light manufacturing, retail, trade, freight and logistics warehousing, and
agro-processing will be sought.
• Innovation and incubation of new businesses to work on latest technology in electronics
and other industries will be promoted.
• The buildings and management of the precinct will use solar energy and conversion of
waste to energy to ensure sustainability.
16
Antonvilla
The core triangle of Beitbridge, Musina CBD and Antonvilla (Northern SEZ) will catalyse a region
This core triangle will catalyse a region of
of smartness smartness and and development development with upgrades with upgrades to roads and connectivity that will create the
to roads and connectivity that will make the
Musina-Makhado corridor.
Musina-Makhado corridor
MMSEZ SMART PRECINCT
to become an integrated core of the new Smart City. This core
triangle will catalyse a region of smartness and development with
upgrades to roads and connectivity that will make the Musina-
Makhado corridor the fastest-developing area in Limpopo, South
Africa and Southern Africa.
THE MODEL
The Smart City Model will be implemented incrementally:
• First step: integrate the Northern Site of the MMSEZ, the
Beitbridge border and the Musina town to form the Smart City.
• Second step: upgrade the N1 between Makhado and Beitbridge
as part of the Smart City Corridor.
• Third step: promote strategic developments along the N1
Musina-Makhado Smart City corridor.
• Fourth step: renew and regenerate the towns of Musina and
Makhado.
• Fifth step: implement the corridors, ensuring connectivity to
villages and promote agriculture and tourism, activating the
Smart Region.
• Parallel steps: development of roads for connectivity; work
on telecommunication coverage; training of communities to
MMSEZ SMART CITY
MMSEZ SMART CITY
use technology in partnership with the institutions of higher
learning and through schools; building awareness on zero waste
and low-carbon living. The work on the metallurgy complex at
the Southern SEZ site will also be undertaken in parallel.
A vibrant partnership with the University of Venda in co-creating
the Smart City was launched on 16 September 2021, when the model
was unveiled. The next step will be to develop the supply of skills
needed for a Smart City and the ongoing operation of the SEZ.
6
The Board of Directors of Musina-Makhado Special Economic Zone (MMSEZ)
recognises and appreciates the immensity of the challenges and attractive
opportunities that come with the MMSEZ. We understand the mutual and
interdependent relationship between a successful SEZ and our envisaged
Smart City. We also acknowledge that the long-term nature of this project
and its intergenerational characteristics require long-range planning
and short-term execution. It requires human and capital resources that
are committed in the long term and resilient enough to withstand the
turbulences inherent in these types of projects.
A vision of the emergence of a Smart City in the land between Musina
and Makhado energises the directors and staff of the MMSEZ company to
perform to the best of their abilities from day to day and from year to year. It
is this vision that shines a light on our path to build a platform from which
the next generation will derive optimal economic benefits. We continue the
relentless pursuit of this vision, while keeping our promise to do all we can to
maintain an environment that our children and their children will happily
inherit from us. What will emerge between these two northern-most towns
of Limpopo province is a Smart City that will offer endless opportunities for all
our people. It is a Smart City that will offer business, job, skill development and
entertainment opportunities for the people of the Vhembe region, Limpopo
Province and the nation. This will be a Smart City we will all be proud of.
Contact Details:
Mr Livhuwani Muligwe: MMSEZ Smart City Model Project Manager
Tel: +27 66 174 0798 | 93 Biccard Street, Polokwane, Limpopo Province, RSA
Key:
The Northern Site of the MMSEZ in Antonvilla will be the first smart precinct in the
Smart City that will improve the economy and create jobs. A green industrial estate
where one can live, work, play. Investments into light manufacturing, retail, trade,
freight and logistics, warehousing and agro-processing will be sought. Innovation
and incubation of new businesses to work on latest technology in electronics and
other industries will be promoted. The buildings and management of the precinct
will use solar energy and conversion of waste to energy to ensure sustainability.
1 Beitbridge border
2 Musina CBD
3 Antonvilla
(Northern SEZ)
www.opportunityonline.co.za | 21

TRILLION CART INVESTMENTS
Building and sharing wealth
The distributor model applied by Trillion Cart Investments allowed
businesses to thrive under the harshest lockdown, an achievement
that founder and Group Chairman, Dr Radebe, is proud of.
Trillion Cart Investments is a conglomerate in the
making that houses several holding companies.
How did your business journey begin?
My involvement in business stems from my
natural desire to contribute to the economy. Furthermore, I
inherited the entrepreneurial spirit from my forefathers, who
were also formidable businessmen.
What was the first business which Trillion Cart Investments
grew?
Trillion Cart Investments Pty (Ltd) was founded in 2009, with
its first company being the Siyangakhona Burial Scheme,
which catered to previously-stigmatised individuals who
did not meet the requirements of other burial schemes.
I discovered a significant market gap while establishing
Siyangakhona Burial. As a result, Trillion Cart has established
subsidiary companies to bridge that market gap and meet
the needs of consumers.
What is the mission of Trillion Cart Investments?
The mission of Trillion Cart is to continuously diversify its entities
to become a leading multinational conglomerate, while offering
quality services and products. We strongly believe in black
excellence.
How do you choose which businesses to invest in?
Any businessperson must understand the markets and
be completely convinced of why they want to invest
in a specific business. I am a firm believer that business
is about more than just making money; it is also about
meeting the needs of customers. With that understanding,
selecting a business to invest in becomes simple.
Dr Radebe
How is the company structured?
The investments made by Trillion Cart Investments are
designed to facilitate communication and workflow. We
have a corporate, hierarchical structure, with divisions
meticulously organised to ensure that productivity is of
the highest quality and that our customers' needs are met.
Our divisions are as follows:
22 | www.opportunityonline.co.za

Founder and Group Chairman
Dr Radebe, the founder and Group Chairman of Trillion Cart Investments, has a degree in philosophy and community
development, as well as a qualification in property development. Trillion Cart Investments was founded solely on the vision
of Dr Radebe, whose commendable business acumen has resulted in the conglomerate's rapid growth. His leadership style
has established him as a business force to be reckoned with. Dr Radebe has been able to shape Trillion Cart Investments into
a company that seeks to build and share wealth with its stakeholders.
• Sales and retail division
• Moto motor dealership; Ubuhle Bencwadi; Dijong Internet Café
• Manufacturing and wholesale
• Ubuntu Luxury Goods which houses Ubuntu fragrances, Ubuntu
Cosmetics and Ubuntu Clothing
• Imvelo Pharmaceutical Products: AGRICO; Rock Detergents; Imvelo
Hygiene
• Warehouse
• Packaging and distribution
• Agriculture; Tandjiesberg farming and livestock; Game farming
• Media and production: Abazi Production; Abazi Record Label;
Isambulo sama-Africa Publications; Pigeon/Duiwe News
• Corporate services
• Isambulo Telecommunications (ICOM); Amahlubi Security; Siyangakhona
burial scheme; Black Rhino Gym; ALX Burial Home
• Golden Lofts Property Investment (Dubai Properties)
Which sectors do you invest in?
I am a staunch believer in performance and quality. If I recognise a gap
in the market, I want to fill it. Consequently, my investment options are
not limited.
What are the standout features of Imvelo Pharmaceutical?
Our pharmaceuticals are exceptional in every way. However, our Imvelo
Pharmaceutical subsidiary, which houses our novel herbal tonic, Agrico
Umhlonyana, which has positioned itself as one of the best respiratory
tonics, has proven to be a go-to herbal tonic for our client base both
locally and internationally. AGRICO Umhlonyane is the pride and joy of
our Trillion Cart Investments company. Our product is unique in that it
combines a traditional medicinal herb with science.
Please give us examples of some other companies in which you
have invested.
• Samuel Lofts (Pigeon Breeding and Racing): Sports and recreation
• TC Construction: Construction
• Ubuhle bencwadi (book shop): Wholesale and retail industry
• Sabia Thai Massage and Beauty Spa: Hospital and tourism sector
• African Centre of Excellence (ACE) and Isambulo Business
Forum.
What are the challenges faced by entrepreneurs in South
Africa?
About 90% of registered businesses are small, medium and
micro enterprises SMMEs, which account for nearly half of South
Africa's GDP and roughly one-fifth of employment. However, a
lack of financial support, limited access to professional support
systems, economic insecurity and little to no government
support forces entrepreneurs to rely primarily on themselves
and make their own plans, making it difficult to effectively
diversify SMMEs.
How has the existence of Trillion Cart Investment contributed
to society and the economy as a whole?
Trillion Cart Investments has created, in my opinion, one of the
best distributor models designed to ensure that our distributors
profit handsomely from the products they sell. Profit margins differ
depending on the product. The margins on some of our products
are extremely close, with a nearly 50/50 split.
Our distributors were able to put food on the table, pay their
bills and reinvest back into their businesses during the level 5
lockdown. As a result, Trillion Cart's contribution has been
extremely beneficial. We have contributed to the reduction of
unemployment in South Africa and, by extension, Africa through
our distributor model.
Most importantly, my life values revolve around sharing and
empowering others, thus Trillion Cart is founded on the motto of
building and sharing wealth.
This is reinforced by my life philosophy, which states that the
pursuit of excellence at any cost is integrated into everything I do,
resulting in my ability to identify a gap and a need.
If this is not empowerment, then what is?
Trillion Cart Investment was founded on the motto of "Building and Sharing wealth " and has proved yet again to have empowered
communities, women, youth and aspiring business people. On 31st July 2022, Trillion Cart booked stalls at an external event for
two of its top distributors, allowing them the privilege of selling their products to people who attended the event. As proof of
the effectiveness of the distribution model, distributors achieved turnovers of up to R20 000 per day. Economic restoration and
empowerment in action! Trillion Cart Investments is achieving its mission and vision of empowerment.
www.opportunityonline.co.za | 23

ADD EXPO
Armscor –
Gateway
to defence
solutions
Expo host aims to build
relationships.
The Armaments Corporation of South Africa SOC
Limited (Armscor) is proud to be one of the partners
to host the Africa Aerospace and Defence (AAD) Expo,
a biennial premier exhibition of air, sea and land
technologies globally.
The AAD provides an environment conducive to business
opportunities and the creation of strategic linkages on matters
related to international defence and aerospace factors. Armscor will
not only use this platform to showcase its capabilities to the world and
strengthen its positioning, but also foster and enhance relationships
with key stakeholders in the defence industry.
Armscor, the acquisition agency for the South African Department
of Defence, provides the South African National Defence Force
(SANDF) with state-of-the-art defence matériel required to provide
safety and security for South Africa, its citizens and the continent.
Armscor focuses on providing defence turnkey solutions,
undergirded by a strong research and development capability focused
on producing relevant, sustainable and technologically-advanced
products to meet evolving industry needs. Its technologies have
evolved from the defence sector to serve both the commercial and
domestic sectors.
Armscor’s Core Business
• Acquisition
• Research and development
• Naval dockyard
Armscor is geared towards taking the defence industry to the next
level by building new sustainable pathways to unlock Africa’s defence
growth potential.
For more information contact:
Address: Corporate Communication Division, Private Bag X337, Pretoria 0001, Republic of South Africa
Tel: +27 (0) 12 428 1911 | Email: info@armscor.co.za | Website: www.armscor.co.za

Why women-led businesses
will play a crucial role in South
Africa’s economic recovery
Gugu Mjadu, Executive General Manager for Business Partners Limited, sees a link between
encouraging female entrepreneurship and economic growth.
The outbreak of Covid-19 disproportionately affected
women, leading to what is now being referred to by some as
a “shecession”. This finding, supported by the South African
Women Entrepreneurs Job Creators Survey (conducted by
the network Lionesses of Africa), has put the spotlight on
women-led businesses and their set of unique challenges.
Despite what appear to be grim prospects, women entrepreneurs
have an optimistic outlook on the future and expect to increase their
revenue, create more jobs and recover from the effects of many
tumultuous months.
Gugu Mjadu, Executive General Manager for Business Partners
Limited, believes that both the public and private sector still
have much work to do to encourage female entrepreneurship in
the country. “Doing so will go a long way towards alleviating the
country’s current unemployment crisis.”
The Job Creators Survey found that 76% of female respondents
expected to increase their revenues, with the vast majority expecting
to recover from the effects of the pandemic within two years. As
South Africa shows improvement in terms of the growth in women’s
entrepreneurial activity, according to the latest Mastercard Index
of Women Entrepreneurs (MIWE) findings, progress, albeit slow, is
being made towards promoting change and gender equality in this
male-dominated arena.
“Empowering women to succeed in business is an objective
that we take very seriously and encourage other institutions to
do the same. Over the last five years, between 33% and 42% of
business finance approved annually by Business Partners Limited
has gone to female-owned businesses. We set targets for our
investment teams which they are measured against on an annual
basis and strive to improve on each year. Not only have we found
that women make effective leaders and consistent employers,
but financial trends have shown that women entrepreneurs are
reliable as a group when it comes to maintaining good credit with
lenders,” explains Mjadu.
26 | www.opportunityonline.co.za

WOMEN IN BUSINESS
According to the MIWE report,
South Africa has also seen an increase
in support for small and medium-sized
enterprises (SMEs), which includes the
availability of finance, training and
development programmes aimed at
and designed for women. In addition,
research shows that Sub-Saharan
Africa has the world’s highest rate
of women entrepreneurs. “This is an
encouraging and welcomed trend
that will put women at the forefront
of a working solution towards better
employment prospects for South
Africa,” comments Mjadu.
The effects of the Covid-19 pandemic
on women were exacerbated by
the fact that women-led businesses
were found to generate less business
than their men-led counterparts.
Furthermore, it can be said that while
many Sub-Saharan African women
have the desire to be self-employed
and build their own businesses, their
entrepreneurial efforts may be rooted
in basic necessity. Characteristically,
women are the primary caregivers
of children and the elderly, as well as
maintainers of the household. The
Credit: Christina Morilo on Pexels work-from-home scenario further
exacerbated the pressure on many
women. Therefore, starting and
growing a business that is flexible and allows women to earn an income
to support their families, while attending to their responsibilities, is an
ideal solution.
“The urgency with which South Africa as a collective must
support women-led ventures is rooted in a deep-seated need to
challenge existing gender roles, empower women and advocate
for gender equality. It just makes economic sense to support female
business owners as women account for 51.2% of South Africa’s
population; the cost of ignoring this untapped potential is too dire
to contemplate for our country and its struggling economy.”
Mjadu explains, “There is a bigger picture that we’re trying to
promote, beyond the support of female entrepreneurship as a
_________________
Women business owners
are prospective employers
for themselves, their family
and their communities
________________
solution to the unemployment crisis in South Africa. We advocate
for this position because once we see the growth of womenowned
business, we will see a societal shift towards respecting
women in leadership positions and understanding that their
unique experiences and resources are invaluable to the business
world. Research shows us that children model their mothers, so
this will also influence more young people (both boys and girls) to
consider entrepreneurship, thus increasing the potential for future
entrepreneurial activity in South Africa. Gender equality is as much
of a social imperative as it is a business one, and we encourage
South African institutions, particularly business financiers, to
consider this viewpoint.”
The spotlight regularly falls on women in the month of August
and female entrepreneurship occupies a considerable amount of
space in public discourse and for good reason. “Women business
owners are prospective employers for themselves, their family and
their communities. We’ve seen a number of reports substantiating
the claim that women intend to
hire to meet increased demand
and to bring essential skills into
their business. The years of
the pandemic and associated
lockdowns were challenging for
women in business. However,
we believe that South Africa
will prove to be a burgeoning
birthplace of potential for
aspiring female entrepreneurs
and the leaders of our future,
but only if we provide them
with the necessary support and
opportunities,” says Mjadu.
Gugu Mjadu, Business Partners
ABOUT BUSINESS PARTNERS LTD
Business Partners Limited (Business Partners Ltd) is a specialist risk finance company for formal small and medium owner-managed businesses in South Africa and
selected African countries. The company actively supports entrepreneurial growth by providing financing from R500 000 to R50-million, specialist sectoral knowledge,
business premises and added-value services for viable small and medium businesses. Since establishment in 1981, Business Partners Ltd has provided business finance
worth over R21.5-billion in over 72 000 transactions facilitating over 671 000 jobs. Business Partners Ltd was named the 2019 Gold winner in the SME Bank of the
Year – Africa category at the Global SME Finance Awards.
Visit www.businesspartners.co.za for more information.

INTERVIEW
Committed to investing in and growing
the South African economy
Clicks Group wants to buy more than R4.5-billion from black women-owned
suppliers over the next three years, says Group CEO Bertina Engelbrecht.
What has surprised you about the task?
The confidence placed in me by our board and the support I have received from
our people, especially by the executive teams in our organisation.
Bertina Engelbrecht, CEO, Clicks Group
Bertina Engelbrecht was appointed CEO of
Clicks Group in January 2022. An admitted
attorney, she joined the group in 2006 as group
human resources director and was appointed an
executive director in 2008. Prior to joining Clicks
Group, she was general manager for Shell SA
Energy and regional human resources manager
for Shell Oil Products Africa. Prior to this she was
director of organisational effectiveness at Sea
Harvest, managed her own legal consultancy
practice and spent eight years with Transnet.
Has your varied educational and work experience
been a good preparation for the complexities of
leading a retail giant?
My role at Clicks has always been broader than
HR as I have always been a member of the fourperson
group executive team which is the highest
decision-making body in the group and which is also
responsible for strategy development and execution.
I am also fortunate that both of my predecessors
actively championed for the “people agenda” to be
integrated into the business and for HR to have a seat
at the decision-making table. This philosophy helped
to facilitate my progression to where I am currently.
You have presumably been the “first” in many of the roles you have filled on
your way to being the first to lead a JSE-listed retailer: what are some of the
key attributes that have helped you achieve these firsts, and how would you
describe your leadership style?
I regard myself as an inclusive leader who listens and engages with people. I trust
in people’s competence which helps to foster a collaborative and accountable
culture. I appreciate dialogue that introduces new perspectives and innovation.
And I’ve never been afraid of being challenged, in fact I encourage and value it.
In my opinion, a good leader advocates for inclusivity and does not alienate
those who may have different opinions. At times this may require holding off on
expressing your own views in order to hear the views of others.
There is a positive shift in the leadership space in terms of who assumes the
role of leader – increasingly it is people who have a track record of performance
and of building organisational capabilities. I hope to contribute to this ethos
and enable the development of other new leaders.
Ultimately, I’m determined to be my authentic self in this role, rather than trying
to emulate male characteristics which may be more reflective of male leaders.
Clicks Group has done a Women’s Empowerment Gender Gap Analysis
evaluation: were you pleased with the results?
I was very encouraged that we achieved a result well ahead of the norm beginnerimprover
category presenting in the achiever category (63%). The majority of our
workforce are women with representation across all levels of the business. The
evaluation has been a good opportunity to understand the areas we lead, as well
as to identifying the areas that we need to focus on. Overall, Clicks continues to
make good progress in terms of ensuring equity within the organisation through
good governance, policies and practices, as well as building a culture that enables
a diverse and inclusive culture. We plan to continue advancing our diversity and
inclusivity programme.
How is Clicks Group integrating transformation into its overall business?
Clicks has always embraced its heritage as a proudly South African business and has
long been committed to shaping an inclusive organisational culture. From being
a laggard in the empowerment space, we were the most empowered retailer by
2015, integrating transformation into our overall business. Our employee ownership
scheme is something I’m particularly proud of. In 2018, it vested fully, resulting in the
first 50% pay-out of R1.3-billion to employees and a final pay-out of R1.5-billion in
February 2019. I’m very proud of the fact that the Clicks Group has one of the most
successful employee share schemes to date.
28 | www.opportunityonline.co.za

INTERVIEW
We regard transformation as an ongoing
journey rather than an end destination. As
such, we’re heavily focused on preferential
procurement which supports local suppliers,
in particular black- and female-owned
enterprises. We’re currently investigating
how we can advocate for equity equivalence
programmes that benefit local suppliers.
In 2021 we launched a supplier development
programme as well as a user-friendly portal
on our website via which local entrepreneurs
can apply to become a supplier. We plan to
target over R4.5-billion sourced through black
women-owned suppliers over the next three
years. Currently, Clicks has between 40 and
50 local suppliers across different categories
representing close to 780 products.
How do you think the retail sector can speed up the
transformation journey?
The retail sector already plays a critical role in the development
of people with thousands of school leavers gaining accredited,
portable qualifications offered by most of the retailers via their
accredited learning academies. Retailers also invest substantially in
the education sector by providing bursaries to students in registered
tertiary institutions. And the role of our sector in transforming the
demographics of our labour market is impressive.
Beyond this, retailers invest in the socio-economic development
of the communities in which we all operate and have also led the
way in the development of black- and female-owned suppliers and
enterprises with a number of retailers having structured supplier
development programmes that support the advancement of
SMMEs to fully fledged suppliers.
How important is localisation for the SA economy?
It’s critically important. As global supply chains continue to be
under pressure it has reiterated the need for businesses to source
locally. Sourcing locally is also an important part of building
healthier futures for South Africa’s small and medium-sized
enterprises and this will create stable jobs and a healthier economy
for our country.
As a proudly South African retail group, Clicks Group has
long had the philosophy that a prosperous local economy
is an advantage for everybody. Given South Africa’s huge
unemployment challenge, there is no question that sourcing
locally is a sustainable strategy to create both upstream and
downstream employment opportunities.
Clicks is very focused on its local sourcing strategy. This year
alone we have grown our local sourcing of Clicks Private Label
products by more than 24%, from Level 1 to Level 4 B-BBEE
businesses. These were all products that would previously have
been imported.
Where is Clicks Group targeting growth in the years ahead?
Our aim is to expand our footprint by opening between at least 25 to
30 new stores each year with an overall target of 900 stores situated
throughout South Africa by 2026. This rate is accelerated as increased
space opportunities become available.
One of the drivers of Clicks’ success, we believe, is predicated on
convenience. This is reflected in a growing footprint of stores to ensure
customers are easily able to access Clicks’ affordable range of health and
beauty products. Our aim ultimately is that the majority of households in
South Africa are situated within a 5km radius of a Clicks store, with each
store tailored to the needs of the community it serves.
As a group, Clicks is committed to investing in and growing the
South African economy. Each new store creates around 20 in-store
employment opportunities as well as five additional employment
opportunities for support staff, and of course countless more indirect
job opportunities.
What are your focus areas for the remainder of 2022 and going
into 2023?
Entrenching our position as the customers’ first choice in the health,
beauty and wellness sector is a priority. Not only is Clicks an iconic brand,
but it is the preferred choice for millions of consumers when it comes to
health and beauty retailing. Maintaining this position requires that we
strengthen our engagement with all stakeholders – including customers
– and highlight our achievements particularly around our localisation
strategy, empowerment and sustainability commitments.
I’m of the school of thought that believes that businesses have a
responsibility to deliver sound financial performance and to do so in
a way that positively impacts all our stakeholders. There is extensive
research available indicating that today's employees want to work for
organisations that are ethical and have values that resonate with their
own. Likewise, customers are attracted to companies that conduct
business ethically and sustainably.
www.opportunityonline.co.za | 29

FEMALE ENTREPRENEURSHIP
Supporting women-led businesses
that are growing the economy
Clicks Brand Executive Phathiswa Sefatsa underscores the
importance of entrepreneurs solving real problems.
Please describe your role as Brand Executive for Clicks?
As South Africa’s leading health, beauty and wellness retailer, Clicks has
a very strong heritage and is a well-loved brand. My primary role is to
maintain and enhance this position by developing brand marketing
strategies that create a seamless experience throughout the customer
journey across multiple channels, whether shopping at our brick-andmortar
stores or online.
How have the previous roles that you’ve held prepared you for
your position at Clicks?
I’ve been very fortunate to work for brands that I absolutely love, both
locally and internationally. I learnt the importance of brand building
whilst at Coca-Cola. Often brands tend to cut marketing spend when
times are tough, but with Coca-Cola, they continue to increase their
investment in the brand, as they understand the importance of building
brand equity and the positive impact it has on the bottom line.
Please comment on the two Clicks suppliers that we are
highlighting elsewhere.
Entrepreneurship 101 talks about meeting a customer need by
providing a solution to a problem. What I love about these ladies
is that they have solved problems that were very personal for them
and created products that spoke to them directly. In addition to
this, the mere fact that they are female makes this even more
amazing for me. I can’t believe that in 2022 we are still talking about
males and females in business, but this is still a prevailing issue in South
Africa. I think it’s about time that people realise that as females we can
start businesses, grow brands and make a real difference. For Clicks to
show our commitment to these women who are growing our economy,
is extremely impactful.
Have you found the environment at Clicks supportive of you as a
female business person?
Two of my three bosses are female. I don’t think a lot of people can say that,
especially at a senior level. Research shows that female-led companies fare
better when it comes to staff turnaround and happiness within a business.
I think that it’s time that we recognise that there’s a different way to run
corporations and have them still be profitable.
What do you feel could be done in South Africa to better support:
• Women in business?
• Women in the retail sector?
I read about a female CEO who was very conscious of the masculine
environment that she worked in. She would bring a lipstick into every
meeting and keep it next to her, as a constant reminder that she was not
only showing up for herself, but for all the women who were not in the
room. I found that really powerful. There’s still more to be done – retail
is still very male driven and dominated. However, I’ve been pleasantly
surprised by Clicks because there have been very few rooms where I’ve
been the only woman present.

MADE IN SOUTH AFRICA
Kids’ shoes made with love
Oratile Kids founder Tsepiso Monamodi is looking forward to
stocking more Clicks stores.
said, “I can’t sell you this machine if you can’t sew
because it’s an industrial machine. If you break
the needle or any part of it, you’ll be paying me
R2 000 every two months!”
So I would go to her shop every Friday
afternoon before I picked up my kids and learned
to sew. I taught myself how to make the shoes.
I watched videos until I got to the point where I
could make the shoes the way I wanted them to
look. I think it took me about six months.
How did Clicks hear about you?
The ladies from Clicks sent me a direct
message on social media saying they loved
what I’m doing, and wanted to schedule a
meeting. I thought, no man, these people
are lying! I ignored it, but then I got an email
from them.
Why did you decide to manufacture kids' shoes?
My aunt and I were looking for shoes for my little one. She kept
insisting that there were these soft shoes that were sold when I was
young. We looked everywhere but we couldn’t find the shoes she
wanted. When I looked for them online, I found that they did exist,
but they were very expensive. The more I researched them, the
more I fell in love with the concept -- the comfort, the softness and
even how they helped little ones’ feet develop. That’s what led me
to think that I could offer them, but maybe they could have more of
an African feel and be a bit more unique.
What did you learn in the early days of being an entrepreneur?
I started selling at markets. I remember a lady came to me and said,
“Where do you think you’re going to get money from if you’re selling
shoes at this price? You’ll never make a million.” After that, I cried. But
those lessons, those insights, are things I would never have learned if
I hadn’t put myself out there. It makes your business stronger. That has
been my anchor. Insights from my parents have been my foundation.
You can buy research but getting advice from the horse’s mouth is
way more valuable than anything else.
What does “Oratile” mean?
Oratile means love. We wanted to express that these shoes are made with
love for the little ones.
What sort of support has Clicks given you?
Clicks has really held my hand through this. Remember, I knew nothing about
retail. They’ve helped me with things like barcoding. When you’re a home
business, these things don’t matter. In terms of quality, they’ve helped me to
be consistent in terms of the products that we’re delivering.
What are you planning next?
I’ve started engaging with Clicks about an enterprise development plan,
where they are going to help us to get factory space and more machinery
and also to increase the number of Clicks stores that we are in. I look forward
to creating jobs for our communities.
Did you have any background in manufacturing that prepared
you for making shoes?
I asked my husband to buy me a sewing machine. I was quite lucky
because the lady who sold me the machine – I will never forget her,
her name was Margaret – asked me if I could sew, and I said no. She
www.opportunityonline.co.za | 31

MADE IN SOUTH AFRICA
Turning trauma into products
that solve problems
It is time for women to take control, says Ethnogenics founder Gail Mabalane, “to know
better so we can do better”. Armed with lessons in entrepreneurship from her mother,
Gail tackled obstacles head-on to establish a successful hair-care business.
How did you come to be a hair entrepreneur?
Three years ago, I experienced the trauma of hair loss. I knew the moment it
happened that it was something that I needed to be open about. I was overwhelmed
by the outpouring of love and support, but what took me totally by surprise was
the flood of women crying out for help, answers and support. What seemed to be
a personal, individual experience turned out to be a widespread struggle. I suddenly
realised that this was bigger than me and I wanted to be part of the solution. I then
embarked on this incredible journey of trying to find answers and solutions, not only
for myself, but for all the women who were struggling, scared and hiding behind
"back-up plans".
Following my own hair-loss journey, I became very passionate about finding
answers and being part of the solution. It is astonishing how many people struggle
with hair loss and they simply don't know where to start. So they suffer in silence. I felt
the desperate need to get involved.
Ethnogenics founder, Gail Mabalane
What are the distinguishing characteristics of your
product?
Ethnogenics is more than just a range of products. This
brand was birthed from a personal experience with
hair loss, so there is much more to it.
How many lines do you have in the range?
We currently have six products in the range. A
cream shampoo, restoring conditioner, conditioning
co-wash, hydrating moisturiser, stimulating scalp
cream and our hair-growth vitamin supplement. All
these products contain shea butter, biotin and much
more to help stimulate the regrowth of hair, but also
to nourish and protect.
With Ethnogenics coming from the trauma that
accompanied my hair loss it was important for me
to create a platform where women (and men) can
start having an open and honest dialogue about "the
hair struggle". We wish to, through a combination of
high-quality, vitamin-enriched products, coupled
with knowledge, education and good hair practices,
influence our consumers and women to start making
smarter hair-care choices. With knowledge comes the
power to make better choices and we want to be part
of that movement.
Please describe your business journey.
Creating Ethnogenics has been a three-year journey. A journey that has taught me a lot
about myself. Business is not for the faint of heart. Failed attempts in the R&D process
and in securing funds are just some of the obstacles I have encountered. It has made me
stronger and made me realise that whenever you build something outside of yourself,
something that is designed not to benefit only yourself, things work out in the end. This
does not mean that the struggles end, but they are certainly worth it.
Do you have any entrepreneur heroes or people who inspired you?
My mother is definitely someone who planted the seed at a very young age. She taught
me that if you don't like something, you always have some ability to change or influence
it. I remember my siblings and I complaining that there were not any good ice blocks
around growing up (we used to call them “bombies” in Kimberley) so she encouraged
us to start making and selling our own. We added a touch to it and our milk ice blocks
always sold out! I also sold sweets in high school.
My mother had to stop working early due to illness. To supplement her income, she
started sewing and selling curtains. Perfectionist that she was, the tough business took
its toll on her. We were all involved in measuring, ironing, folding, delivering, consulting
and whatever was needed so I saw a lot. I saw her fail and get up so many times. I saw
her fight to get paid. Fight to make ends meet. But through the fear, despondency and
pressure, she never gave up. I underestimated what that developed in me, until I got
older. It taught me to fight against the odds. If you just stay in the fight long enough
you will see it through.
What benefits will consumers of your products feel?
Apart from feeling like they are part of a community of women who get to openly
talk and ask questions about our hair, Ethnogenics delivers a wide range of lab-tested,
innovative ethnic hair formulations.
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MADE IN SOUTH AFRICA
Our products are infused with biotin, shea
butter, argan oil, extra-virgin avocado oil, protein,
eucalyptus and many other natural ingredients, so
they are developed to restore, moisturise, strengthen,
condition and and stimulate the regrowth of hair. I
wanted to formulate a product that would support
women in their hair regrowth process. The products
are not limited to only those who have experienced
hair loss but are also great for those who just want
to maintain a healthy scalp and hair.
How green is your product?
Our products are paraben-free, sulphate-free, vegan,
cruelty-free and locally-sourced. There is certainly
room for more growth in this department and we
are actively searching to making it happen.
How did you come to be selling in Clicks stores?
I had knocked on several doors before trying to get
into retail with a product I had launched about seven
years ago. This time around, I happened to be lucky
enough to land a meeting with one of the buyers
for Clicks. I truly believe that when a business is tied
to purpose, everything else falls into perfect place.
I’m grateful that Clicks bought into my purpose
and my genuine desire to empower women with
knowledge. Sadly, a lot of the hair loss that many
of women are experiencing is self-inflicted through
bad hair-care practices. I know better now, and it is
my duty to spread the word.
I could not have thought of a better retailer to get
this product and story to women than Clicks. Clicks
represents the consumer we wish speak to, so I am
beyond grateful to be walking this journey with a
retailer that has been a part of my hair journey for so
many years.
Do you intend to expand your product line?
Absolutely. I’m excited about new products that are
already in R&D. We are continually learning new ways
to support our consumers and introduce products
that speak to their needs. Watch this space.
What is your vision for the future?
My greatest vision would be to empower women – my generation
and the next – with the knowledge and tools on how to preserve
Ethnogenics products are infused with several natural ingredients such as biotin,
shea butter, argan oil and extra-virgin avocado oil
and care for our hair. For too long, black women especially have
outsourced our hair care to someone else, be it a stylist or just
someone whom we believe knew better. The time has come for
us to take control, to know better so we can do better. I wish to
continue growing this platform where women have open and
honest conversations about our hair. I look forward to the day where
we don’t have to hide our painful experiences and struggles, but can
boldly come forward and seek help, because through that we are
equipped to pay it forward.
www.opportunityonline.co.za | 33

WOMEN IN BUSINESS
Building a bright future
Sebongi Construction has 179 employees.
A female-owned construction company is moving into new sectors
and building a strong reputation.
Barely 12 years ago, Sanna Sebone was a newly-qualified
quantity surveyor taking her first steps in the largely maledominated
world of construction. Today, her 100% femaleowned
construction company, Sebongi Construction, is rapidly
becoming a force to be reckoned with in the Northern Cape.
Sebone started the company in 2018 using her own funds, and
the business has grown to the point where it provides jobs for 179
people. She aims to grow this even further as she pursues her vision
of becoming a leading general building and civic works resource in
the province, winning what she calls high-value projects.
She won her first project in 2019 and has successfully completed
many projects in the mining industry, roads and earthworks sectors
since then. The company is currently partnering on a solar tower
project in the region.
But it hasn’t all been smooth sailing. Sebongi struggled to attract
new clients in a highly competitive industry and while Sebone’s
technical knowledge is strong, she admits she needed help with
her financial management skills. That’s where the support of
Anglo American’s enterprise development arm, Zimele, has been
invaluable in helping her take her business to the next level.
Zimele’s involvement has been a massive factor in her business’
development. “We received intensive training and support in
financial management, marketing, and growth strategies. They have
helped us improve our business management skills immeasurably,
and set a blueprint for future growth,” says Sebone.
The business experienced 187% growth in revenues during the
nine-month training programme at a time when she was also
juggling running a business and being a full-time Master’s student.
Zimele, which means "Stand on your own" in Nguni languages,
was established in 1989 to develop emerging black businesses,
empower entrepreneurs and support SMMEs with the right tools,
skills and networks to grow their businesses. Its model is constantly
34 | www.opportunityonline.co.za

WOMEN IN BUSINESS
Credit: Unsplash
Credit: Unsplash
developing and improving as the landscape of SMME development
in South Africa is complex, dynamic and very exciting, says Anglo
American’s Head of Zimele, Larisha Naidoo.
“We’re fiercely committed to stepping up the pace of change in
the SME sectors in which we operate. Sebongi’s success is a great
example of how entrepreneur development can drive sustainable
local procurement activity – and more importantly, create a
lasting impact through skills development, job creation, thriving
businesses and more prosperous communities,” says Naidoo.
Ultimately, says Sebone, Zimele’s intervention has opened
her eyes to new opportunities she would never have thought
possible. “With Zimele, I can grow the business into what I’ve
always dreamed of.”
Sanna Sebone, quantity surveyor and entrepreneur.
ABOUT ZIMELE
Zimele is about creating sustainability in business. It’s focused on building sustainable livelihoods in host communities and on strengthening relationships to create
synergies within Anglo American and with broader mining industry partners.
High levels of unemployment mean that providing funding is simply not enough any more, so a demand-led development programme was rolled out that mentors
entrepreneurs with a focus on youth and supplier and enterprise development. Based on the needs of smaller businesses Zimele supports businesses in general
business acumen, safety, innovation and technical capability. Access to funding is also provided as part of the service offering to enterprises from host communities.
www.opportunityonline.co.za | 35

WOMEN IN BUSINESS
Turning ideas
into designs
and buildings
Sanna Sebone, founder and Managing
Director of Sebongi Construction, says the best
part of her entrepreneurial journey has been
employing people and paying them fairly.
Please tell us about growing up and your schooling: what
influenced you to study quantity surveying after school?
As far as I can remember, I have always wanted to study
medicine and be a medical doctor. In matric I applied at
the University of Cape Town and MEDUNSA for medicine
and Wits for Mechanical Engineering. Although both
those universities accepted my application, I ended up
going to Wits because I had been promised a bursary that
would cover all necessary fees and give me a stipend. So,
I dropped my dream to become a doctor for the bursary
stipend. At the time it seemed like a lot of money but the
bursary promise did not materialise. This is after I was told
to proceed with registrations with my own money, with a
promise that I would be refunded after the paperwork was
finalised. During this time, I had come to know of various
courses I had never heard of, including Quantity Surveying.
I started applying to different institutions for the following
year. I failed Mechanical Engineering with flying colours.
I was accepted for Quantity Surveying by the University
of Johannesburg for the following year and went on to
complete a National Diploma in Building Science, followed
by a Bachelor of Technology in Quantity Surveying.
Sanna Sebone, Managing Director, Sebongi Construction
Was it tough being away from home?
It was not difficult being away from home because I had
been at boarding school for most of my schooling. Boarding
school taught me how to be independent and how to go long
periods without seeing my family.
36 | www.opportunityonline.co.za

WOMEN IN BUSINESS
What aspect did you like best about your studies?
I like my in-service training the most. During the second semester
of the second year of study, we had to do experiential learning
as a prerequisite for proceeding to the third and final year of the
diploma programme. I did my experiential learning at a Quantity
Surveying and Project Management firm. I enjoyed site visits and
interacting with project stakeholders.
Have you always been entrepreneurial?
I have not always been entrepreneurial, but I realised earlier on that
I had leadership skills. I was made a prefect in my second year at a
new primary school, and then I held various leadership positions
through high school. I was the vice-president of the Learners’
Representative Council in my matric year and went on to tutor firstyear
students in my final year at the University of Johannesburg.
Has there been an entrepreneurial influence on your life?
I only realised later during my entrepreneurial years that my parents
may have indirectly influenced my decision to start on my own.
Although both my parents are educators by profession, they
always had a “side hustle”, selling stuff like paraffin and cow heels.
Even now as retired teachers, both my parents continue their side
hustles with my mom serving as a consultant for a funeral parlour.
To this day, my siblings and I still take part in the family businesses
whenever we are back home.
How did the idea of a construction company come to you?
There are two main streams that a Quantity Surveying student
can take in their career. You can either work for a consulting firm
or work for a construction company. I did not have any specific
route I wanted to take. I just wanted to be part of infrastructure
development projects. I wanted to see an idea turning into a design
then into a mega structure.
What has been the toughest part of running your own business?
Project funding. Projects require a lot of money upfront for
mobilisation and establishment. For SMMEs, it is very rare for a
client to give you an upfront payment to kickstart the project.
Financial institutions also have requirements such as security
before they can assist you financially.
Once you manage to start the project, you run into a whole
series of challenges such as community strikes, employee strikes,
etc. I have run into just about every challenge that women in
construction face.
What part of your business journey has been the steepest learning
curve for you?
Human resources! As an SMME, we do not have all of the functional
departments you would normally have in larger companies. At
some point in time, I was the HR Manager, Commercial Manager,
Procurement Manager, Office Admin, Driver, etc. I have run into
minor troubles with our labour force regarding UIF registrations
and disciplinary procedures. I have lost cases at the CCMA for minor
procedural mistakes. Cashflow issues have also negatively impacted
every aspect of the business.
What have you enjoyed most about being in business?
Employing people and paying them fairly have been the most
rewarding things about being in business. Having employees come
to you to thank you for the opportunity you have given them is
a feeling I cannot put into words. Another thing I have enjoyed
is teaching interns about the ins and out of the business and
equipping them with a skill that will elevate their careers. I work
very closely with all my employees. I have an open-door policy. I
make it a point to engage with employees regularly.
What are your goals for the business over the next few years?
Sebongi has just turned four years old. The immediate goal
is to have a permanent office with permanent employees
as we approach the five-year milestone. Afterwards, we
will continue to grow the business into a reputable 100%
female-owned company and diversify into other sectors of
the construction industry.
Contact details
Sebongi Construction (Pty) Ltd
Address: 47 Lemoendoring Street, Kathu 8446 | Email: mssebone@sebongi.co.za | Tel: +27 53 714 9126 | Cell: 072 860 6377
www.opportunityonline.co.za | 37

DIGITAL STRATEGY
Digital Centres are catalysts for
fast-tracking economic
development
Moses Kotane Institute CEO Dr Thandeka Ellenson
outlines the chief objectives of the research body which
is driving KwaZulu-Natal’s digital transformation.
Biography
Dr Thandeka Ellenson is a humanitarian
counsellor, business accountant, lead
innovator, a leader in various respects of life
and the CEO of the Moses Kotane Institute of
Research. She serves on various boards that
reflect her passions, including education,
research and development, innovation and
digital transformation. Specifically, she serves
as the board member of the MKGF which is a
foundation that educates society about how
gender-based violence affects the economy
and how to transform a person’s mentality out
of poverty.
She is an equal-treatment activist, an
emerging author and a humanitarian
who strongly believes in mental-capacity
development and continuous learning. She
believes that an educated mind has the
potential to make informed decisions.
Dr Ellenson holds a BCom Hons from the
University of KwaZulu-Natal, an MBA from the
Anglia Ruskin University (UK) and a DBA from
Columbia Southern University (USA).
38 | www.opportunityonline.co.za
Moses Kotane Institute CEO Dr Thandeka Ellenson.

DIGITAL STRATEGY
_________________
Women in ICT require support by
government, industry and academia.
________________
What is the mandate of the Moses Kotane Institute?
The mandate of the Moses Kotane Institute is to conduct research for
provincial government. We do this by developing practical researchbased
solutions on priority sectors that contribute to the needs of the
provincial economy.
To whom does the MKI report?
The MKI reports to the KwaZulu-Natal Department of Economic
Development, Tourism and Environmental Affairs.
Please outline the research function of the institute.
The research function responds to provincial needs, contributes to
economic growth and promotes evidence-based decision-making
in the public sector. This also serves as an information platform on
strategic sectors in relation to the latest research findings, trends
and policies through strategic fora, workshops, published findings
and reports.
How many staff does the MKI have, and what skills sets are
covered by the staff complement?
The entity has 40 staff members, layered as support, researchers,
management and executive. The entity also sources experts from
the academic and private sectors as and when the need arises to
supplement our resources.
What does the KZN Digital Transformation Strategy entail?
The KZN Digital Transformation Strategy seeks to leverage digital
technologies and innovation in transforming the KwaZulu-Natal
economy and society. Elements were identified as the most
immediate needs to be addressed by the province and were
therefore elevated to the status of strategic priorities in order of
preference for implementation. The priority focus areas for digitally
transforming KwaZulu-Natal province include connectivity, digital
skilling, information management and security, process automation,
systems integration, the digitisation of government and knowledge
management.
What are the key priorities in the short term?
Key priorities of the digital transformation strategy include
connectivity, digital skilling and automation. We are already halfway
there as a province in automation in government.
Please give details on Digital Centres.
Digital Centres are a catalyst in fast-tracking activity for economic
development in rural and township areas. They provide key services
to entrepreneurs and innovators to establish themselves and they
make ICT infrastructure for digital skills development available. The
objectives of the centres include providing access to information
and infrastructure, ICT training and enterprise development,
coordinating and supporting ideas about commercialisation,
enhancing support for innovators and entrepreneurs, promoting
innovation and technology activities and driving innovation at local
government level.
There are nine centres currently located in Umfolozi, Phongolo,
Mandeni, Umdoni, Kokstad, Estcourt, Okhahlamba, eThekwini and
Jozini. The last two are still being finalised.
Is the MKI involved in the creation of Smart Cities?
The creation of Smart Cities is the function of the local and district
municipalities. The MKI focuses on the research and innovation
promotion activities that allows those involved to operate effectively
and to have possible inputs in the creation of Smart Cities.
Is the MKI involved in the rollout of 500 hotspots around
the province?
The KwaZulu-Natal Department of Economic Development, Tourism
and Environmental Affairs (EDTEA) and the province are responsible for
connectivity. The MKI is involved in the research and innovation which
requires the connective sites. The MKI also assists in identifying the digital
skills required to push the agenda of digital transformation in societies.
Is there a broader rural strategy into which the hubs and these
other initiatives fall?
The National Development Plan highlights that government must
promote research, development and innovation. This filters into the
provincial Growth and Development Strategy. MKI then receives this
as a mandate and implements it accordingly.
How active is MKI in supporting SMMEs?
MKI has an enterprise development project that capacitates
entrepreneurs on various modules covering the business – right from
ideation to developing a business plan.
This is not an accredited programme, but it is a capacity-building
project to uplift the knowledge of the local entrepreneurs. We have
about 50 or more small businesses to capacitate each year.
Is there a particular focus on women and youth-run SMMEs?
The MKI is all-encompassing and creates knowledge and develops
capacity for all entities that require assistance, including women
and youth.
www.opportunityonline.co.za | 39

DIGITAL STRATEGY
What has been your experience as a woman in the ICT environment:
is it a supportive environment for women?
Women in ICT require support by government, industry and academia.
They require funding to support their businesses, they require training
and they require assistance in accessing the markets (buyers of their
services). There is still a long way to go. There are a small number of such
businesses and this could be the byproduct of what is taught in our
institutions in South Africa. There needs to be a change of curriculum.
Academic institutions need to realise that this is the information age.
The courses they offer require radical upgrades. This also goes to how
the two national departments of education, Basic and Higher (DHET),
are slow in transforming to cater for today’s information age. Women
need to be supported at a young age. This should not just be done
during Women’s Month: a structured reform agenda is required.
What is a Hackathon and what are the goals of such events?
A Hackathon is a local competition, run annually, that allows
innovators to showcase their talent and their ideas. These innovations
are further showcased to the private sector and to government for
them to employ this talent in the market and commercial space. The
competition is categorised in different sectors, for example health,
education, agriculture, etc. The winners of this competition either
continue to sell their products to government or private companies,
or they open their own businesses. The objective of the competition
is to show people in the province that these innovators exist and also
to allow the innovators to showcase their creative abilities.
Please give examples of success stories.
One group of youngsters created a Covid-data app, others have
developed websites and a tracer for the Department of Health. Among
the other interesting solutions are a mind-development mathematical
game for education of young children and a water-smart solution for
a municipality. We are currently assisting three of these innovators to
patent their solutions so that their IP is protected.
What does the future hold for education in ICT in KwaZulu-Natal
in terms of the coming 4IR?
Firstly, the MKI has progressed and is now in the space of 5IR. We
have communicated the migration of the province to the Fifth
Industrial Revolution. Although I am unable to talk on behalf of the
Department of Education, the MKI advocates for the fast-tracking of
curriculum change. This will be assisted by the province’s fast track
in connectivity and the digital skilling of educators.
Is the MKI creating the infrastructure/environment in which
young people and business people can take up the opportunities
that 4IR represents?
The MKI now operates in the space of 5IR and is supporting access to
digital infrastructure through the digital centres. We hope to have more
partners who may adopt a location or investors or companies who may
come forward to fund this Digital Centre initiative. The more Digital
Centres we have, the more opportunities there will be for advancing
digital access in the province.
40 | www.opportunityonline.co.za

LEADERSHIP
An astute disciple of
research, development and
knowledge economy
Sphelele Khomo (CA) is the Chairperson of the Board of the Moses Kotane Institute.
Chairperson of the MKI Board, Sphelele Khomo
Raised by a single mother, Sphelele Khomo
née Sangweni, under very strenuous
circumstances, was not deterred from
dreaming big, and big she dreamed.
With township education as her only
option, she focused on turning her dream into reality.
Having matriculated at Filidi High in Bhekuzulu township
in Vryheid, she found herself at Wits University, a feat
that at the time was not synonymous with those of
her ilk, namely shack dwellers. She enrolled for a BCom
degree and completed it with aplomb.
She went on to pursue and complete her BAcc
postgraduate degree.
A mother of three, one set of twins and one girl, Sphelele is forever grateful for
what the Tertiary Education Fund for South Africa offered her. TEFSA is the precursor
to the current system known as NSFAS.
She completed her postgraduate studies in 2000 and joined KPMG to serve her
articles. Having passed the Board Exams, Sphelele went back to Wits University to
lecture for two years. In the meanwhile, opportunities in the corporate world were
beginning to present themselves. She joined Rand Merchant Bank and later became
involved with Kagiso Trust Investment. Both of these engagements were located
in Gauteng.
In 2012 she joined the University of Zululand (UNIZUL) at Empangeni as a
Senior Lecturer. This was a critical time in the field of tertiary education as the
Council on Higher Education had just launched a “Curriculum Inquiry in South
African Education”.
With a team of dedicated colleagues, Sphelele worked hard for approval of
the university’s accounting courses by the South African Institute of Chartered
Accountants (SAICA), which was achieved in 2018. This feat was recognised both
by the African Woman Chartered Accountants (AWCA) and the Advancement of
Black Accountants of South Africa (ABASA), when they awarded her Trailblazer in
Academics in 2020 and the Best Academic in 2021.
A recent achievement was to lead the Moses Kotane Institute to a clean audit
in the most recent financial year.
Sphelele has a passion for implementing and assessing and she is committed
to developmental education and the knowledge economy.
She is concerned that African and Coloured children still struggle with their
Initial Test for Competence (ITC) and the Assessment of Professional Competency
(APC) prerequisites to practise as an accountant. While Sphelele notes that there
is much needs to be done, she is pleased that SAICA is tirelessly working to find
and implement solutions within the sector.
www.opportunityonline.co.za | 41

Incredibly, a new airline was launched in 2021. Eurowings Discover is the Lufthansa Group’s leisure airline that flies out of Frankfurt in Germany to tourist destinations
such as Mauritius, Zanzibar and the Kruger National Park.
Global air traffic
is on a recovery path
The ICAO’s latest analysis of global air traffic reveals clear signs of a strong
recovery in air traffic, characterised by increasing airline confidence and a
range of regional air connectivity and air travel facilitation improvements.
The International Civil Aviation Organization (ICAO)
has published figures which point to a number of
factors behind an uptick in air traffic volumes.
The number of air passengers carried from January
to April 2022 increased by 65% compared to the same
period in 2021, while aircraft flight departures increased by 30%.
Airline seat capacity grew by 32% during the same period, and
with continuing supportive conditions for increases in air travel
demand expected, the ICAO is projecting a stronger overall rate
of recovery this year compared to last.
In terms of regional highlights, North America and Latin
America/Caribbean domestic seat capacity has now recovered
to pre-pandemic levels, and the same has been true in other
large domestic markets such as India, Australia, Brazil and
Mexico. Intra-Europe seat capacity, meanwhile, is also on a very
positive trajectory.
By the end of 2022, total seat capacities within and between North
America, Europe, the Middle East, South-West Asia and the Latin
America/Caribbean region are all expected to recover to, or closely
approach, their pre-pandemic levels.
The pace of recovery in the Asia and Pacific and Africa regions continues
to be more challenging, with a recovery of full seat capacity expected in
Asia and Pacific by 2023-24, and in Africa by 2024-25.
“These recovery indicators are highly encouraging,” stressed ICAO
Secretary General Juan Carlos Salazar, “and most especially with
respect to the reopened travel and tourism markets and other positive
economic and sustainability benefits which inevitably result from
expanded international seat capacity and air connectivity.”
“There is still much to be done, however, and I look forward to the
point where we can announce the full recoveries of all world regions.”
The ICAO’s ongoing efforts to work with governments and industry to
reconnect the world is expected to get another boost in September 2022,
42 | www.opportunityonline.co.za

AVIATION
Future of Aviation Forum
On 9 May 2022, ICAO Council President Salvatore Sciacchitano delivered the opening keynote address at the Future of Aviation
Forum, which was hosted in Riyadh by the Government of the Kingdom of Saudi Arabia.
Held at a pivotal moment for the global aviation sector, Saudi Arabia designed the Future Aviation Forum to bring leaders from
across the aviation ecosystem to work together on resilience and modernisation and to act as a global platform to collectively
set an agenda for the future of the sector.
The President underscored in his introduction how the well-attended and high-level in-person event provided a "very positive
sign that more optimistic and profitable horizons now lie ahead for global aviation".
He proceeded to identify several key priorities for the sector, including the basic financial viability of both the industry and
regulators which oversee it, the increasingly urgent challenge to aggressively decrease and eliminate air transport emissions even
as the world and its economic recovery now fundamentally relies on restored traffic growth, and the resilience aviation needs to
achieve to mitigate future pandemic events.
The President's two-day mission to Saudi Arabia also comprised a series of bilateral ministerial meetings at which many of the
forum's topics were explored.
Tourists want to get back in the water after years of lockdown. The Wild Coast Sun has enough freshwater and
seawater for all tastes. Credit: Sun International
when the 41st ICAO Assembly will be held with inperson
attendance of the civil aviation delegates from
the UN agency’s 193 Member States.
“The ICAO has established ‘Innovation’ and
‘Resilience’ as the co-themes for this year’s
Assembly, and we expect some important
decisions from states on how to prioritise current
efforts to digitise a contactless travel experience
and to promote more of the latest innovations in
aircraft design and propulsion now taking place,”
Salazar underscored.
“It’s critical for economies everywhere that
collaboration among governments and industry
is reinforced, and that our global community
builds on the current momentum for a full return
to pre-pandemic flight levels, while parallel
environmental and digital transformation progress
continues to be made.”
About The ICAO
The ICAO is funded and directed by 193 national governments to support their diplomacy and cooperation in air transport. Its core
function is to maintain an administrative and expert bureaucracy (the ICAO Secretariat) and to research new air transport policy and
standardisation innovations as directed through the ICAO Assembly, or by the ICAO Council. Industry and civil society groups
also participate in the exploration and development of new standards at the ICAO.
www.opportunityonline.co.za | 43

Aviation regulator is flying high
on the back of eight clean audits
Credit: Ahmed Muntasir on Pexels
Poppy Khoza, the Director of Civil Aviation at the SACAA, outlines the challenges and the
exciting possibilities that lie ahead for the South African civil aviation sector.
How do you define the work of the SACAA?
The South African Civil Aviation Authority (SACAA) is one of the
agencies falling under the Department of Transport (DoT). It is a
Schedule 3A public entity. The primary mandate of the SACAA
is to promote and maintain a safe, secure and sustainable civil
aviation industry by regulating and overseeing the functioning
and development of the aviation industry in an efficient,
cost-effective and customer-friendly manner, according to
international standards.
This simply means the SACAA must ensure that aircraft are
flown safely, airports are secured against unlawful interferences
and the development of the aviation industry is promoted in an
environmentally responsible manner.
What are the main areas of the SACAA’s mandate?
To regulate and oversee the safety and security of civil aviation
operations in line with the Civil Aviation Act, 2009 (Act No. 13 of
2009) in South Africa by upholding global standards as set by the
International Civil Aviation Organization (ICAO). This is done with the
aim of ensuring the prevention and reduction of aircraft accidents
and security threats through our airlines and airports.
To administer security oversight in line with the National Aviation
Security Programme.
To promote and maintain a sustainable and environmentally
responsible civil aviation sector.
To promote the development of the civil aviation industry. Aviation
plays a critical role in providing connectivity, locally and globally, and by
contributing towards the socio-economic development of the country.
Which of these areas take up most of the time of the SACAA?
The oversight mandate of aviation safety and security takes place on a
continuous basis and largely justifies the establishment of this autonomous
entity. The focus of the SACAA is largely of commercial, scheduled
operations as well as oversight of aircraft maintenance organisations,
aviation training organisations as well as aerodrome and air traffic service
providers. The SACAA also deals with various complexities at times, such
as attempts to lower the accident rate in the General Aviation sector. This
is the sector with the highest accident rate, while the airline sector boasts
a zero fatal accident rate in more than 30 years.
In the past two years, the Regulator put a concerted effort into
inculcating an aviation security culture among members of the industry
that operate around the country’s airports as well as the users of services
in these surroundings. This campaign was championed under the Year
of the Security Culture campaign.
Does the SACAA cooperate with organisations or bodies in SADC
or Africa?
In pursuit of a comprehensive and inclusive global aviation system,
the agenda of the ICAO needs a balance of views and therefore, every
voice counts.
38 | www.opportunityonline.co.za

AVIATION
Poppy Khoza, SACAA Director of Civil Aviation
Regulations for Remotely Piloted Aircraft Systems (RPAS) were recently strengthened.
Credit: Gustaf von Zeipel on Unsplash
_________________
The SACAA is fully transformed,
with a racial profile of 89%
black employees and a gender
split that is currently at 51%
females and 49% males.
________________
Notably, Africa’s initiative to boost regional integration came
into effect in July 2019. The African Continental Free Trade Area
(AfCFTA) agreement, which is aimed at expanding regional trade
by 54% by cutting 90% of the tariffs from goods traded across the
continent to zero, has entered the implementation phase.
For aviation, the AfCFTA, as well as other continental initiatives
that include the Single African Air Transport Market, will be a game
changer in stimulating intra-Africa trade if fully implemented.
These complementary instruments are expected to
stimulate demand for air travel and trade. It will also unlock
the poor connectivity issues on the continent, resulting in the
upgrading of transport infrastructure as well as increasing the
diversification of economies that have traditionally relied on
abundant natural resources.
All of these depend on the pandemic recovery, as the vaccine
is being rolled out by countries in efforts to mitigate the effects of
the COVID-19 pandemic.
The SACAA participates in several platforms locally, regionally
and globally, making its mark in the global discourse on civil aviation
safety and security matters. This is achieved through participation
as panel members in various ICAO work groups or as speakers and
moderators in different technical events.
Furthermore, stakeholder engagement continues to form an
integral part of the SACAA’s regulatory mandate.
The role of international and regional institutions such as the
ICAO and the African Civil Aviation Commission (AFCAC) cannot be
underestimated, as every country has to contribute towards achieving
the primary goal of regional aviation integration. In this regard the
SACAA’s contribution to ICAO’s “No Country Left Behind” initiative
includes the organisation’s own Africa Skills Assistance programme,
which is encapsulated in the Regional Cooperation Strategy,
developed to ensure targeted delivery on such programmes. This
BIOGRAPHY
With more than 20 years’ experience in senior positions within the aviation industry,
Poppy Khoza is a trailblazer. She worked as a manager at South African Airways
before moving to the SACAA in 2003. She was appointed to her current position of
Director of Civil Aviation and CEO in 2013. She served for two consecutive years as
the Chairperson of the International Civil Aviation Organization’s Aviation Security
Panel and received the Best Chief Executive Officer Award at the 2018 Annual
Transport Awards. The SACAA has won the Best Performing Institution in Transport
Award on multiple occasions under her leadership.
Poppy Khoza, SACAA Director of Civil Aviation

AVIATION
strategy aims to proactively identify the needs of the civil aviation
authorities within the SADC region and assist them in terms of skills
transfer and their ICAO compliance projects.
The SACAA also cooperated with its regional counterparts during
the critical period of fighting the COVID-19 virus and in this regard the
SACAA provided training and shared best practices on how South
Africa prepared its industry to fight the virus. The SACAA assisted
countries in the SADC and East African regions with preparedness
plans for the COVID-19 pandemic outbreak.
Regional cooperation also takes place through international
stakeholder engagements, including being part of the global discourse
on Aviation Security, the role played by South Africa in the Year of
Security Culture campaign and technical cooperation agreements that
resulted in various specialised workshops and webinars.
What are the main challenges faced by the aviation industry in
the era of COVID-19?
Our oversight duties include physical inspections and face-toface
interaction with our clients for transactions such as licence
renewals and collections, to give one example. In addition to this,
the Regulator must ensure that aviation operations continue without
further exacerbating the spread of the pandemic and therefore the
Regulator took the lead by developing guidelines for safe operations
during COVID-19 which are based on a multi-layered approach as
guided by the World Health Organization (WHO) and the ICAO.
Operators had to translate these into their own specific Standard
Operating Procedures (SOPs). The role of the Regulator was to
conduct compliance visits from time to time to ensure adherence
to the SOPs.
To ensure business continuity for the industry, the Director of Civil
Aviation granted several exemptions following a risk assessment,
extending the validity of the different approvals issued by the
SACAA. This occurred largely a few months after COVID-19 struck
and it was phased out as soon as the industry found stability in
operating during the pandemic.
This strategy worked very well, as domestic operations resumed
merely three months after the President had announced the national
lockdown and international operations resumed just seven months
after the national lockdown.
As much as the Regulator and the industry responded positively
to the restart strategy, recovery was a long and tedious journey. The
Regulator and the industry needed to boost public confidence in the
aviation processes to have the confidence that it is safe to travel and that
the virus is managed closely, to boost passenger numbers. Passenger
movements dropped from approximately 1.7-milion/2-million per month
down to just over 6 000 passengers a month. Passenger numbers had
risen to 1.3-million by the end of March 2022.
Many airlines reduced the scope of their operations by
reducing their fleet and cutting staff numbers drastically and this
same phenomenon was also experienced in the maintenance
organisations, etc. This inadvertently affected safety, as some operator
responsibilities were not carried out as expected by the Regulator,
thereby impacting safety and security levels.
As the gaps in safety protocols were witnessed publicly, the
Regulator was expected to move in and arrest the situation by calling
for accountability from all SACAA approval holders in terms of their
approved safety management systems and quality assurance systems.
To ensure that maximum oversight takes place with with the
operators that cause the most concern and to ensure that the
Regulator’s resource planning responds to the most needy parts of
the industry, the SACAA is migrating to a Risk and Performance-Based
oversight model, which is an ideal systematic tool that will strengthen
aviation safety and security.
The SACAA intensified its automation project, which was three
years in the making, as the virus propelled companies to rely on
online tools to serve their clients. Things were not too different for
the SACAA, as licence applications were submitted online up to the
licence collection stage. SACAA inspections were augmented with
desktop and virtual inspections to ensure that safety standards were
not compromised.
Credit: Wayne Jackson on Pexels

Credit: Daniel Torobekov on Pexels
Even though we had never experienced a pandemic of this
magnitude, our country has had trained aviation and health practitioners
involved in aspects critical to outbreak management since 2007.
This training involves hosting ICAO and WHO conferences and
training workshops. The training workshops took place locally
and involved air ambulances, airlines, airports, air traffic navigation
services, academia and other segments of the aviation industry.
Significantly, the SACAA spearheaded activities to ensure effective
implementation of the Ministerial directions from the Minister of
Transport, Hon. Fikile Mbalula, to promote the efficient and effective
facilitation of passengers and cargo during the various COVID-19
lockdowns levels.
What are some of the proudest achievements of the SACAA over
the last few years?
The SACAA has achieved unqualified audit opinions since the
Regulator was established and has reported eight clean Auditor-
General audits in the past 10 years, which is an achievement that we
are proud of.
There is also the achievement of 100% in the implementation of
the organisation’s approved Annual Performance Plan targets, which
is the seventh such achievement in the past nine years. The SACAA
has adopted and continues to apply all the principles stipulated in
the King IV Report on Corporate Governance.
The organisation has become fully transformed, with a racial
profile of 89% black employees and a gender split that is currently at
51% females and 49% males. In terms of the technical skills the SACAA
employs 85.6% black employees and 35% of these are female. The
SACAA has also maintained its Level 2 Broad-Based Black Economic
Empowerment rating.
The SACAA started a digitisation and automation journey more
than three years ago and is now busy with the external interphase of
this project to ensure that our clients transact with the Regulator endto-end
online. The Regulator is therefore well on its way to becoming
a paperless entity.
In the last financial year, the Regulator introduced a personnel
card licence, which replaced the booklet-sized licences that were
previously carried by aviation personnel such as pilots, cabin crew,
aircraft engineers and air traffic controllers. These smart cards are
embedded with state-of-the-art security features, with updates
reflecting in real time wherever the personnel may be.
In terms of aviation safety, South Africa’s implementation of
critical elements on safety as assessed by the ICAO in terms of the
critical elements on safety in 2017/18 is currently at 87.39%, which is
well above the world average of 68%.
Cyber security is one of the leading risks in any industry and
the SACAA developed a Cyber Security Strategy for the industry to
ensure that the civil aviation industry remains safe and secure while
continuing to grow through its resilience to cyber security attacks.
Does the SACAA encourage staff to improve their qualifications?
According to global aviation standards, regulators must employ
highly qualified and trained inspectors who conduct oversight
with the broad spectrum of operators within aviation. As a result,
the SACAA allocates a substantial budget towards capacitating its
workforce. This is over and above the internal staff bursaries aimed
at supporting employees' efforts in upgrading their skills and
developing their talents.
Does the SACAA have bursary and intern programmes?
The SACAA has introduced a bursary programme that has to date
benefitted 70 candidates since 2014. These bursaries cover various
streams of study, with some examples including Aeronautical
Engineering, Maintenance Engineering and Piloting, to name just a few.
To ensure effectiveness, students are offered financial assistance
from start to finish on their choice of study. Many bursars have
qualified and where the organisation has available positions,
qualifying candidates are offered job opportunities.
On an annual basis the SACAA recruits about 24 interns in various
fields with the aim of building their work experience, thereby
increasing their chances of being economically active faster. Similarly
to the bursary candidates, when opportunities are available, the
SACAA also allows its interns to compete for job opportunities that
are available.
www.opportunityonline.co.za | 41

AVIATION
_________________
There is a great deal of talent
in our country that needs to be
nurtured to build a pipeline of
aviation specialists for the future.
________________
What advances have been made regarding the role of women
in the aviation industry?
The ResearchGate report on “Women in Aviation: A Workforce
Report 2021” by Rebecca Lutte, indicated that less than 20% of most
aviation occupations in the United States were held by women, with
the largest gender gaps being maintenance technicians, pilots and
in senior leadership positions.
Globally, air traffic management is generally dominated by men,
and research also shows that mechanics are overwhelmingly men,
while the majority of cabin crew are women. This is according to
the working paper “Women in Aviation” by David Seligson (quality
jobs, attraction and retention) by the Sectoral Policies Department,
International Labour Organization, Geneva, 2019.
As of 31 July 2021, the South African licence statistics revealed that
women are still lagging far behind men in the civil aviation space. There
were 2 384 male airline transport pilots of aeroplanes and 190 females.
This means that about 93% of airline pilots were male and 7% were
female. In terms of helicopters, 94% of airline helicopter pilots were
male and 6% were female.
In an initiative pitched by the SACAA, the organisation joined hands
with the ICAO to host the first-ever Global Aviation Gender Summit.
The initiative was supported by the South African government, through
the Department of Transport, and took place from 8 to 10 August 2018
in Cape Town. The event was also supported by the United Nations
Educational, Scientific and Cultural Organization (UNESCO) and United
Nations Women.
The Summit participants came together to advocate for gender
equality in the global aviation sector and to better understand the
gender divide in this highly specialised field of work.
It urged countries and the aviation industry to demonstrate strong,
determined leadership as well as commitment to gender equality in
aviation and to mobilising the global aviation community.
It also identified concrete actions that can be taken to accelerate
gender equality in aviation and partnership promotion among
stakeholders to implement these actions.
There has been progress since the Summit (which was attended by
more than 500 delegates from all over the world). The SACAA followed
up on the conclusions reached during the engagement by hosting
two national gender summits, with the first taking place in 2019, where
the Minister of Transport, Hon. Mbalula, and the then Deputy Minister,
Hon. Ms Dikeledi Magadzi, led captains of industry in signing a pledge
to support women advancement programmes in their respective
business areas.
What role is the SACAA playing?
For some years, the SACAA, together with aviation stakeholders, has
endeavoured to bring about meaningful change in the transformation
of the industry by demystifying aviation to learners. The emphasis has
especially been on remote rural areas, where previously disadvantaged
communities can benefit the most.
Sharing information about careers in aviation is vital in assisting
learners to make informed decisions about their future. This has
been done through initiatives such as the Career Awareness Day
and exhibitions that showcase aviation careers, often supported
with exciting activities such as air shows, to stimulate their interest.
Where the COVID-19 pandemic hindered such physical outreaches,
the medium of the radio was used extensively.
Safety guidelines for events such as the Aeroclub Airweek held in Middelburg are set by the SACAA.
Credit: www.pilotspost.com
Are there mentors for young people interested in aviation?
The SACAA launched a formal Women Mentorship Programme
dedicated to addressing the development of women within the
42 | www.opportunityonline.co.za

AVIATION
Credit: Shtefan Lounge on Unsplash
organisation. This falls within the broad mentorship programme,
under the Talent Management Framework led by the Human
Resources team.
The programme has created a platform where mentees are
paired with mentors and group mentorship sessions will also be
undertaken to ensure inclusion. The purpose of the programme
is to build a strong female talent pool of capable and ready
women in both technical and support functions within the
organisation.
Career advice, honest feedback and an expectation of
accountability will lead to greater career confidence in mentees.
Additionally, mentors will gain improved career satisfaction.
the efforts of those who provide funding to pilots up to the
Commercial Pilot Licences.
There is a great deal of talent in our country that needs
to be nurtured to build a pipeline of aviation specialists for
the future. It is very important for young pilots to have the
necessary flight hours required to develop their piloting skills
and stand the chance to obtain permanent employment.
The SACAA appeals to all operators to consider enabling
those cadets who have qualified to build their hours and to
gain experience.
How important are hours for young pilots trying to develop,
and who can help them get those hours?
Building flight hours is a very expensive exercise for all pilots and
for funders equally. Opportunities to build hours are therefore
very scarce and many pilots pursue instructor work to meet this
challenge. The challenge of the accessing funding for those
who are pursuing their pilot careers is an affordability nightmare.
The industry must come up with a strategy that will augment
SACAA contact details
Physical address: Ikhaya Lokundiza, Building 16, Treur Close,
Waterfall Park, Bekker Street, Midrand
Postal address: Private Bag X 73, Halfway House 1685
Tel: +27 11 454 1000
Email: mail@caa.co.za
Web: www.caa.co.za
www.opportunityonline.co.za | 43

Post-Covid challenges facing the
transport and freight industries
Credit: Tom Fisk on Pexels
Logistics firms must adjust to more frequent and more intense disruptions, warns Elesh Bisla,
CEO of GENRIC Marine Underwriting Managers.
Economic slowdown and slow recovery in the midst of
the pandemic are major challenges facing the transport
and logistics industry. Coupled with trade tensions
and political upheaval, these factors are exacerbating
the supply-chain risks facing the transportation and
logistics industry. One of the key lessons learned from the Covid-19
experience is the massive interdependence of the supply chain
and that disruptions are becoming more severe and occurring
with greater frequency.
In such an environment, the freight-forwarding sector is under
tremendous pressure in terms of costs and achieving operational
efficiencies, while also having to balance the risks faced in
safeguarding valuable and high-risk cargoes through marine
insurance solutions.
Elesh Bisla, CEO of GENRIC Marine Underwriting Managers, says
that while marine insurance products are conventional in nature,
each policy must be customised to meet the unique needs and risk
exposures of every client, every cargo and every operating environment
– from simple and straightforward, through to complex and highvalue.
Here, the roles of experienced marine insurance brokers and
underwriters are crucial.
“In an increasingly litigious environment, as well as escalating
crime and weather catastrophes, it is crucial that all role-players
in the supply chain fully understand the nature of freight
being transported, its value, including all duties and taxes, the
transportation risks whether by sea, air, rail or road, who is liable, and
what exactly is covered at every point of the supply chain journey.
The brokers, underwriters, adjusters, surveyors and claims handlers
play a crucial role in this supply chain, and their skills and experience
are increasingly in demand,” explains Elesh.
Escalating overhead costs and skimping on insurance
“Freight forwarding and cargo handling is a highly-competitive
industry and price plays a big role. With escalating costs from fuel
50 | www.opportunityonline.co.za

LOGISTICS
Elesh Bisla
_________________
Elesh Bisla, CEO of GENRIC Marine
Underwriting Managers, says that
the freight-forwarding sector is
under tremendous pressure
________________
to taxes, duties and security, there is always the temptation to
cut costs and corners, including on the insurance side – often
with disastrous consequences if and when things do go wrong.
We’re seeing an increasing trend of freight operators taking
the bare minimum of cover, exposing themselves to massive
liabilities both in terms of their balance sheet and reputation. In
some instances, freight forwarders are so eager to sign up new
business that they do not fully interrogate the real value, risks
and liability associated with the cargo they are taking on. This is
where the advice and guidance of a professional marine broker
is crucial in advising their clients of the inherent risks, and how
and why scoping their marine cover correctly is crucial to their
business sustainability,” says Elesh. Consider the implications of a
logistics company that only has R500 000 damaged goods cover,
but the cargo load being transported is worth R4-million. If that
vehicle is involved in an accident and the load is an outright
loss, the implications of a R3.5-million shortfall in cover could
put the forwarder out of business permanently and liable for
the damages.
Escalating crime and training
Escalating crime and syndicates pose another significant risk, with
high-risk cargoes such as electronics, cellphones, sim cards, alcohol
and cigarettes falling prey to hijackers and looters.
Freight handling and loading is another important risk that
requires training to ensure that drivers and transport operators know
how to load and offload cargo correctly, as well as the correct storage
and handling conditions of such goods – for example perishables
and flammable items. In such instances, it’s important to understand
whether your insurance coverage applies once cargo is offloaded and
ownership or possession is transferred to another party.
The consequences of skimping on insurance
“It’s crucial to fully interrogate the value and nature of the goods
being transported, and in turn ensure that your marine insurance
limits and conditions of cover are correctly scoped.
As the effects of the pandemic continue to be felt in terms of
a decline in trade volumes, it means that all service providers in
the supply chain are chasing a smaller pool of ships and cargo.
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LOGISTICS
_________________
It’s crucial to fully interrogate
the value and nature of the
goods being transported
________________
The temptation to cut costs and skimp on insurance in a bid
to secure business must be avoided at all costs and freight
operators need to apply proper risk management and
assessment protocols to reduce their exposures in uncertain
and challenging economic conditions. A catastrophic loss of
cargo that is not correctly insured could spell the end of the
business and a raft of crippling liabilities.
The necessity of experience
“It is here where the skills and sector knowledge of an
experienced marine insurance underwriter and professional
broker prove invaluable. Ultimately, it is the marine insurance
broker who will assess the risks faced by their client, prepare
the broking notes in accordance with the client’s needs,
ensure compliance with the sector rules and regulations,
negotiate, and place the risk with an insurer. It is crucial
that the underwriter receives the correct information in the
broking notes to correctly assess the risk and provide an
informed and correct scope of coverage, limits, conditions and
premiums necessary to ensure that in a worst-case scenario,
their client can get back up and trade as normal, safeguarding
their bottom line and reputation. Great professionalism and
expertise are required in this critically important business that
underpins the world trade and economy,” concludes Elesh.
Credit: No Revisions on Unsplash
ABOUT GENERIC MARINE UNDERWRITING MANAGERS
GENRIC Marine Underwriting Managers is an Authorised Juristic Representative of GENRIC Insurance Company Limited, an Authorised Financial Services Provider
and licensed non-life Insurer. GENRIC Marine has a team of experts who provide the necessary information to allow for informed decisions with regards to the
adequacy and type of policy that clients require. GENRIC's Marine Insurance Policies not only provides security and peace of mind, but also with exceptional
service and value for money.
52 | www.opportunityonline.co.za

How to buy an existing business
A guidebook has been published to help the prospective buyer.
Credit: Antoni Shkraba/Pexels
Buying a business can be challenging. Many aspects must
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Included in this guidebook are:
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• Buying a business versus buying a franchise
• Selecting the right business for you
• What to evaluate when buying a business
• How to be in a strong negotiating position when buying a business
• Pitfalls to avoid when buying a business
• Drafting the sales agreement
• Avoiding the common mistakes when buying the business
• How to get it right
With this information, you will be able to avoid the pitfalls and
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Address: Hillcrest Office Park, 2 Old Main Road, Hillcrest 3610, Dagmar Breiling
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LOGISTICS
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For customized shipping solutions, contact the Manager: Customer Care at customercare@namport.com.na or alternatively +264 64 208 2368

Providing intelligent transportation and
road-management systems solutions
InstaToll Africa is an experienced toll-road
operator with an expanding field of operations.
InstaToll Africa is a fully-integrated toll and motorway
infrastructure operator dating back to 1985. It is
Africa’s leading toll operator, project development and
maintenance organisation. The head office is in Sandton,
South Africa, which is supported by a regional office
in Zimbabwe. InstaToll has gained considerable experience
locally and internationally, in successfully managing longterm
toll road projects for various agencies. InstaToll currently
operates four national toll roads covering over 800 kilometres in
South Africa in partnership with SANRAL and 840 kilometres in
partnership with ZINARA in Zimbabwe and is now the leading
independent motorway operator in the region. Furthermore,
InstaToll provides advisory services to private concessionaires
in the design-build-operate-finance space in various countries
in Sub-Saharan Africa.
InstaToll Africa is under the leadership of Mr Mazwi Tunyiswa,
who previously held the position of Head of Metals, Transport
and Machinery at the Industrial Development Corporation (2011-
2015). Mr Tunyiswa is experienced in the development of energy
generation and distribution infrastructure and is passionate
about driving the development of Black Industrialists within
the sector. InstaToll Africa’s vision is to be the leading African
transport and infrastructure management systems company that
consistently pursues sustainable growth and enhances corporate
value. The company’s mission is to be a globally-competitive
provider of intelligent transportation and road management systems
solutions to our stakeholders based on innovative technologies and
platforms. With over 1 000 employees, the company strives to have
people practices that make InstaToll an employer of choice. InstaToll
believes in building a rewarding long-term career for its employees.
This is displayed through the success stories of employees who
were employed as toll collectors, and through their hard work were
promoted to software developers, HR administrators as well as Toll
Plaza Managers. Instatoll has a unique approach to partnerships
which has made it possible for the company to create a very large
footprint not only in Africa but in Asia, South America, Brazil, India
and Bangladesh.
InstaToll’s expertise extends from toll roads and toll bridges to
border posts and overload control stations. The company’s key
offerings include Toll and Transport Systems Design, Development,
Installation, Toll Collection, Banking Facilities Management and
Maintenance, Electrical, and Mechanical Maintenance Route
Services, including Route Patrol Services, Routine Road Maintenance
and Contractual Reporting. South African National Roads Agency
(SANRAL), Malawi RFA, the Zimbabwe National Road Agency
(ZINARA) and Immigration of Zimbabwe are some of the company’s
satisfied clients. InstaToll Africa’s distinctive capabilities lie in the
ability to develop, operate and maintain its very own toll system as
well as its clients’ systems.
Among the many successful projects are the Plumtree-Bulawayo
and Harare-Mutare Toll Roads, N2N Toll Roads, N3 Mariannhill,
Malawi supply and installation of toll systems. We currently manage
operations at toll plazas and facilitate collection for the following
plazas around South Africa N2 North which includes the following
toll plazas; oThongathi, King Shaka Airport, Mvoti, Mtunzini. N1 South
Plazas include the following plazas: Grasmere, Vaal, VerkeerdeVlei,
Brandfort Plaza, N3 Mariannhill Plaza and lastly N4 West Quagga
and Pelindaba Plazas. Through a division of InstaToll Africa called
InstaEnergy, the company has ventured into the renewable energy
market where the company will be making future headlines.
Relebohile Lethoba | Executive Support Administrator
InstaToll Africa (Pty) Ltd
Tel: +27 10 035 2276 | Dir +27 10 035 2276 | Mobile +27 66 1398 375
Address: 371 Rivonia Boulevard, Edenburg, Sandton, 2128, South Africa
Email: rlethoba@instatoll.co.za

Rail renaissance
on route
I
n an age where interoperability plays a
critical role in driving competitiveness in
the rail sector, the White Paper on the
National Rail Policy is about to invigorate South
Africa’s rail landscape, giving it an edge to
compete with the world’s most advanced rail
networks. It is without a doubt that the Railway
Safety Regulator (RSR) will play a key role in
providing the Department of Transport (DoT)
and the Economic Regulator with the necessary
support in the digital revolution journey that the
sector is embarking on.
“The Rail Policy is something we have
been waiting for, for a long time. For the RSR
specifically, it advocates for us to oversee the
registration and licensing of safety critical grades
in line with applicable regulatory frameworks.
Furthermore, the data collected from our National
Information Management System (NIMS) will
support Economic Regulator and enable them
to make decisions with a clear understanding
of the railway sector, “RSR CEO, Tshepo Kgare
asserted.
The White Paper on the National Rail Policy
is not only pivotal in the development of South
Africa’s economy, but it will also create an
efficient transport system that will parallel no
other on the continent. The invitation for the
private sector to invest in rail will liberate the
network while setting the rail sector on a path to
more inclusive economic growth.
As the Transport Minister, Fikile Mbalula,
elucidated, the White Paper will be a major
step towards rehabilitating South Africa’s
ailing rail network and represents a new era
and a decisive break with the past, which saw

The policy states that the RSR shall
be responsible for the following:
Developing a railway risk matrix
that balances the severity of
harm against the probability of
its occurrence
Aligning the risk levels with
best global railway practice
Ensuring its permit cost
methodology reflects a
measurable direct and indirect
cost of risk
the railways being used as an instrument to
segregate society.
To add to the Minister’s call for action
in restoring the rail infrastructure, Kgare,
emphasised, “Revitalisation of the rail
networks is a priority. There is total devastation
of the networks, there is nothing left to steal
anymore. It is imperative that we find ways of
halting the decline and restore the integrity of
rail”.
One of the key components of reforming
the network will be the introduction of long
distance, highspeed trains between Durban
and Johannesburg – “a profitable route that
will allow rail to compete with commercial
airlines” said Ngwako Makaepea, Acting
Director-General of the DoT.
Together with the DoT,
ensuring that infrastructure and
rolling stock technologies are
incorporated in revitalisation
interventions for Cape gauge
and standard gauge rail,
provide a quantifiable and
acceptable residual safety risk.
Overseeing the registration
and licensing of safety critical
grades in line with applicable
regulatory frameworks.

MINING
Energy access across
Africa is imperative
South Africa’s Minister of Mineral Resources and Energy, Gwede Mantashe welcomed
delegates to the Investing in African Mining Indaba on 9 May 2022 in Cape Town. Among
his key points was reference to the continent’s abundance in the minerals that the world’s
future economy needs.
The history of mining in Africa is rooted in the colonial and neocolonial
exploitation of the African continent. The impact of colonialism
on mining was such that infrastructure was established to reflect the
colonial mining and repatriation of mineral resources to develop the
economies of the colonial powers. Roads and railways were built from
the mines to the ports, with little to no consideration of Africa’s social
and economic development.
Today, millions of Africans have no access to energy. This represents
an electricity access rate for Sub-Saharan Africa of just over 48%, the
lowest in the world.
It is an honour and privilege to participate in this year’s Investing
in African Mining Indaba. This event has continued to grow in
stature and numbers over the years. This is testament that
Africa remains a key destination for mining investment.
We are pleased to host you in a physical format after a
period of virtual conferencing due to the outbreak of the Covid-19
global pandemic that disrupted the global economy and changed
the ways of doing business.
As a result of the effects of the Covid-19-induced economic
shocks, the current global economic environment remains
uncertain. We must build on the experiences learned from the
pandemic to reimagine our economic growth path and protect
our economies from future shocks.
This year's Mining Indaba happens against the backdrop of high
energy prices, which pose a significant inflationary risk to the poor
and emerging markets. Without any doubt, increased energy prices
continue to be of great concern for our governments and investors
alike. The African continent needs to build resilience against energy
supply shocks through the exploration and development of our
indigenous energy sources. It is, therefore, not surprising that we
convene this Indaba under the theme: “Evolution of African Mining:
Investing in the Energy Transition, ESG, and the Economies.”
Access to energy
Our considered view is that our focus should not only be on investing in
the energy transition but equally on investing in universal access to energy.
Universal access to energy and the Just Energy Transition will not only
enable the improvement of lives and livelihoods of African people, but
it will also boost economic activity and, by extension, mining activity.
Widespread energy access on the African continent is an imperative
of our time and requires our immediate and concerted effort.
Historically, investment decisions were based on whether there would
be sound financial returns within a reasonable timeframe, with little or no
regard to the impacts or potential impacts flowing from the investment
decision, including on the environment, social impact on communities
and the impact on governance structures, such as local and traditional
leaders. This investment landscape is now rapidly changing.
Aggressive net-zero targets and a renewed focus on sustainability
by the investment community and the developed world are driving
the development of ESG (Environmental, Social and Governance)
assets which are estimated to exceed $50-trillion by 2025, representing
more than a third of the projected $140.5-trillion in total global assets
under management.
This wave of capital provides several opportunities for Africa.
However, it is important to balance long-term sustainability objectives
with the short- to medium-term needs for access to energy, job creation,
poverty alleviation and eradication, economic growth and development.
This is all achievable through a holistic approach to the ESG framework.
Investment attractiveness
Africa has a role to play. As a continent, we continue to perform poorly
when compared to other mining jurisdictions; the Fraser Institute’s
Annual Survey of Mining Companies again highlighted this for the
year 2021.
60 | www.opportunityonline.co.za

MINING
_________________
Minerals of the future that Africa
has in abundance hold great
potential for the continent.
________________
The pilot of Anglo American’s hydrogen-powered ultra-class mine-haul truck
was launched in 2022. Credit: Anglo American
We have noted concerns raised by miners in the surveys and
we need to work hard to improve internal factors and influence
external factors that contribute to these concerning results. We
intend to use this platform to encourage open and honest dialogue
that will help position Africa as an attractive mining and energy
investment destination.
One of the most promising developments on the continent is the
African Continental Free Trade Area (AfCFTA) which has the potential
to create the biggest free trade area in the world, cutting red tape
and boosting trade throughout the continent. This will significantly
improve mining supply chains and reduce input costs.
Opportunities in Africa
The Just Transition to a low-carbon future will require “green metals”,
which Africa has in abundance in the form of resources such as
lithium, copper, cobalt, nickel and zinc. There is no doubt that the
transition will drive demand for these minerals.
The Democratic Republic of Congo (DRC) demonstrates this and,
together with Zambia, is among the largest producers of copper and
cobalt in the world. The DRC, for example, accounts for about 70%
of global cobalt output and half of the world's reserves.
In addition, global targets to reduce greenhouse gas emissions
entail transitioning away from pollution-emitting combustion
engines to greener alternatives that utilise electric or hydrogen fuel
cell technologies. The catalytic convertors that vehicle manufacturers
use to reduce or neutralise harmful pollutants from exhaust emissions
require platinum group metals (PGMs).
South Africa accounts for the largest percentage of the world’s
PGM reserves with Zimbabwe ranked third. This will ensure that both
countries play a crucial role in the world's emerging energy transition.
Minerals of the future that Africa has in abundance hold great
potential for the continent. These minerals can be used in the
development of the hydrogen economy. An exciting and significant
story for our future to tell at this Indaba is that, on Friday, 6 May 2022,
we unveiled a prototype of the largest world’s hydrogen-powered
mine haul truck – nuGen – at the Anglo American Mogalakwena
PGM mine in Limpopo.
This is one of the first projects of South Africa’s Hydrogen Valley,
an industrial cluster that brings various hydrogen applications
together to form an integrated hydrogen ecosystem. The launch of
the hydrogen-powered mine haul truck is indeed a source of pride
for the mining industry on the African continent.
Our resource endowment as a country and a continent must
be translated into a competitive advantage for value-added
manufacturing that can contribute to job creation, investment and
export growth.
Mineral beneficiation
Delegates at this Indaba must discuss how the continent can
beneficiate its natural resources for the benefit of the current and
future generations. Beneficiation will mean we are fully taking
ownership of the value chain of our minerals across the spheres of
upstream, midstream and downstream mining economic activities
instead of exporting these to other countries. It is therefore critical
that we address the issue of electricity pricing. We must ensure that
electricity is affordable to the end user for beneficiation to happen
on our continent.
His Excellency, President Cyril Ramaphosa will deliver a Presidential
address in which he will elaborate further on our work to ensure that
mining remains a sunrise industry.
Team South Africa will be hosting several events.. Our Council of
Geoscience (CGS) will launch its Data Management Portal hosted
at the SA Pavilion. The portal makes quality geoscience data and
information accessible and available to all stakeholders.
Allow me to further emphasise that we are open for business and
stand ready to work with the investment community.
Let me conclude by wishing you all a successful Indaba. I look
forward to the outcomes of your deliberations, as we together move
the mining industry forward.
www.opportunityonline.co.za | 61

ENGINEERING
M
ST
Steinmüller Africa’s specialised induction
bending solutions benefit industry
One of only two machines in Africa brings advantages
to partners across South Africa.
Steinmüller Africa, a specialist in the engineering and
fabrication of high-pressure components, offers exclusive
induction bending solutions to the South African market. Its
Cojafex PB 850 induction bending machine is one of only
two induction bending machines on the African continent, enabling
paper and pulp, power, petrochemical and mining plants to source
custom bends locally, as well as large radius, multiple or complex
bends – all with quick turnaround times.
Induction bending is the process whereby a straight pipe is
precision-bent by a specially-engineered machine. The front of the
pipe protrudes through an induction coil and is clamped into position.
The induction coil is heated to a specified temperature and then the
arm of the machine moves in a predetermined radius, pushing the
pipe through the coil. “This is programmed into the machine upfront
and is an automated process,” explains Lee Chapman, Divisional
Bellows
Manager – Piping, Steinmüller Africa. The automation and machine
control renders a precise and top-quality pipe bend. Headers
“Our Cojafex
machine is capable of bending pipes between 48.3OD and 850OD
with a wall thickness up to 100mm. It can create bends up to 180
degrees,” adds Chapman.
Induction bending is ideal “when standard size bends are not
available and custom or large radius bends are required,” states
Chapman. Since it can create complex (multiple) bends without
the need for welding, induction bending guarantees pipe-system
integrity and a reduced maintenance requirement, making it
especially well-suited to high pressure (HP) piping, steam piping
and industrial piping systems. This also means it delivers a relatively
low cost of ownership. In addition, if multiple bends are done at
once then there is a cost saving during the erection and ongoing
maintenance phases of a plant’s operation.
The benefit of partnering with Steinmüller is that it offers
complementary services in addition to induction bending.
“There is no need to move the component between different
suppliers as we are able to do all the necessary bending, welding
and heat treatment in-house,” says Chapman. Using its Schlager
gas furnace, Steinmüller conducts post bend heat treatment
(PBHT), which ensures the pipe’s mechanical properties are
restored following the bending process. In addition, Steinmüller
specialises in various welding processes, enabling custom
welding onto pipes.
A commitment to safety and quality, backed by international
expertise, has made Steinmüller Africa the fabricator of choice for
some of South Africa’s largest power, paper and petrochemical
companies. “Steinmüller has been carrying out induction bending
for over 10 years at its facility in Pretoria and has a number of
qualified bending procedures to both EN and ASME standards
for safety and quality. Our in-house quality management system
ensures that our products meet all the necessary international
standards,” adds Chapman.
Steinmüller Africa is a Bilfinger Power Africa company and is
a BBBEE Level 1 company. For almost six decades, Steinmüller
has provided comprehensive solutions for steam generating
plants, from design through to commissioning and afterservice
maintenance.
Engineering design services
Boiler pressure parts
Commissioning, field and testing services
Induction bending of HP/HT piping
Heat treatment (workshop and in situ)
HP Heaters
Piping technology
Pipe supports
Plant erection services
Explosive welding
Enquiries: Lee Chapman, Divisional Manager,
Piping, Steinmüller Africa
Tel: +27 11 806 3947
Email: lee.chapman@bilfinger.com
Website: www.steinmuller.bilfinger.com
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in
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have bee
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AKE
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einmüller Africa (Pty) Ltd. is one of the enterprises
Bilfinger Power Africa (Pty) Ltd., the South African
idiary of German based Bilfinger SE. For years, we
adding value to the power, mining, paper pulping
der industry through comprehensive valve supply,
valve maintenance and heat treatment solutions.
www.steinmuller.bilfinger.com
WE
MAKE
POWER
Steinmüller Africa (Pty) Ltd. Ltd. is is one of of the the enterprises in in Bilfinger Power Africa (Pty) Ltd., the the South
African subsidiary of of German based Bilfinger. Our Our presence in in the the local market, spanning 53 53 years,
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is is testimony to to our our unrivalled expertise in in the the steam generation industry. Services offered range
from the the design and manufacturing to to the the construction and maintenance of of boiler pressure parts.
At At our our South African based manufacturing facilities, we we also specialise in in fabrication of of highpressure
feedwater heaters, pressure vessels, pipe supports and compensators. On-site
maintenance crews provide support to to the the power generation and petrochemical sectors.
www.steinmuller.bilfinger.com
www.steinmuller.bilfinger.com
WORK
Engineering design services
Boiler pressure parts
Commissioning, field and and testing services
Bellows
Headers
Induction bending of of HP/HT piping
Heat treatment (workshop and and in in situ)
HP HP Heaters
Piping technology
Pipe supports
Plant erection services
Explosive welding
Visit our stand at at the
African Utility Week Expo

GREEN JOBS
C40 Cities launches research
on green jobs in South Africa
Data shows how South African cities can play a vital role in delivering green
jobs and an equitable and sustainable recovery from the pandemic.
Children in KwaZulu-Natal were given access to digital cameras to record what they understood by climate and training to develop their photographic skills. The 48
participants were encouraged to expand on their thoughts, which were then published in a Climate Change Booklet. Credit: C40 Knowledge Hub
Ambitious urban climate action could create and support
over 1.8-million green jobs in South Africa by 2030. The
jobs would be part of a green and just recovery from
Covid-19, according to the research from C40 Cities,
a global network of mayors taking urgent action to
confront the climate crisis.
Of those jobs, nearly 1.1-million would be across the buildings,
power and sustainable transport sectors, and almost 674 000 of
those jobs – accounting for approximately 58% of all jobs – can
be generated and supported locally within cities. According to
the report, investing in adaptation and nature-based solutions to
tackle extreme weather events such as floods and droughts can
produce an additional 705 000 sustainable jobs across the country.
Alongside the research, national polling commissioned by C40
found that two-thirds of South Africans strongly support using
national government funds to invest in green jobs in cities.
The report identified improving the energy efficiency of
existing and new homes, schools and workplaces as having the
most significant job-creation opportunity. This has the potential
to create more than 900 000 jobs, equivalent to 78% of the jobs
created from climate action in the buildings, energy and transport
sectors. These urban actions would lead to significant
emissions reduction that would surpass the South African
2030 climate target, making higher ambition to align with the
Paris Agreement possible for South Africa.
Improving lives
Most significantly, creating green jobs will have a ripple effect
across people's lives, from ensuring comfortable homes, to
cleaning up the air we all breathe and making cities more
resilient to future extreme weather events. The research
indicates the need to implement workforce development,
training and just transition policies to guarantee that new jobs
are truly inclusive and accessible to those who need them the
most, including women, youth and previously-disadvantaged
individuals, as this will not happen automatically. For example,
female representation in future jobs is estimated at 32%,
showing there is an opportunity to bolster equity as these
jobs are created.
“The transition to a green economy must be just, inclusive
and equitable,” says Dr Mpho Phalatse, Executive Mayor of
Johannesburg and C40 Vice Chair. “Cities are at the forefront
64 | www.opportunityonline.co.za

GREEN JOBS
Credit: Fermin Rodriguez Penelas on Unsplash
The C40 World Mayors Summit, the organisation’s triennial
climate action conference organised in partnership with
a C40 member city, is to be hosted by the City of Buenos
Aires from 19 to 21 October 2022. The 96 cities that make
up C40 constitute 20% of the global economy.
of the fight against poverty, inequality and unemployment. Cities
are also at the forefront of the climate emergency. We must tackle
these challenges together. Green jobs can help to alleviate poverty
while helping to build clean, healthy, sustainable and resilient
communities. We must ensure that green jobs go to those who
need them the most, marginalised communities, women and
the youth. Cities are already attracting investment and creating
thousands of green job opportunities. With the support of national
government and the private sector, we can go even further.”
The report also highlights that significant investment from
public and private sources is needed for cities to realise their
full potential in terms of job creation, emissions reduction and
building resilience, and that the gains from this investment will
far outweigh the cost. Investments of a similar magnitude would
be required under a business-as-usual recovery that wouldn’t
provide the same benefits across people’s lives (such as more
energy-efficient houses, cleaner air, better public-transport
systems and more resilient cities) or put the country on track
to meet climate targets. This means that it is not a matter of
additional investments, but more to ensure that investment
moves from carbon-intensive projects to low-carbon ones
supporting a green and just recovery for everyone.
"The research not only shows the potential for green job creation
in South Africa, but also symbolises the potential for other African
countries to harness the power of cities to unlock green jobs and
realise a just transition," notes Hastings Chikoko, Regional Director
for Africa at C40.
Time is of the essence. A delay of five years in the climate actions
outlined in the research will reduce the emissions reduction and
job creation potential by 2030 by one-third.
As Mayor Mxolisi Kaunda of Durban says, “This year,
the city of Durban will host a youth employment expo in
recognition of the urgent need to create jobs and invest in
skills development for young people. As mayor of this city,
I am committed to growing a sustainable, equitable and
inclusive economy.
“The concept of green jobs is not only about saving
the environment. This concept goes hand in hand in
supporting my city’s vision for social justice by benefiting
disadvantaged communities, women and the youth.
“These are the same communities prone to flooding and
in need of support to become more resilient. It is critical
therefore that green jobs are designed to offer secure
employment, safe working conditions and fair remuneration
with the end goal to support the local economy, improve
infrastructure and service delivery and enhance the quality
of life for all residents.”
About C40 Cities
C40 Cities is a global network of mayors taking urgent action
to confront the climate crisis and create a future where
everyone can thrive. Mayors of C40 cities are on the leading
edge of climate action and are deploying a science-based
and collaborative approach to help the world limit global
temperatures to 1.5°C and build healthy, equitable and
resilient communities.
C40 Cities has been in Africa since 2013 and is supporting
cities in Africa to implement transformative low-carbon
and climate-resilient actions. C40 has 13 city members in
Africa: Abidjan, Accra, Addis Ababa, Cape Town, Dakar, Dar
es Salaam, Durban, Ekurhuleni, Freetown, Johannesburg,
Lagos, Nairobi and Tshwane. C40 is providing the member
cities Africa the relevant technical support they need to
effectively Creating
address climate change. This is done through
a wide range of policy support, technical assistance and
local green
political engagement. C40 has established 17 thematic
networks jobs under in six South
areas of action. Through these
networks, African cities are able to share experiences and
best practice with other C40 cities globally.
1
www.opportunityonline.co.za | 63

GREEN RESEARCH
Creating local green
jobs in South Africa
C40 has summarised the key findings of its research project,
“Creating local green jobs in South Africa”.
This research provides evidence about the jobs that could be
created by the delivery of climate action plans compatible
with the ambition of the Paris Agreement. It builds on the
goals and principles of the C40 Mayors Agenda for a Green
and Just Recovery, and research into the global emissions
reduction, air quality and job creation benefits of a green and just
recovery presented in The Case for a Green and Just Recovery.
The report focussed on the United States, Italy and South Africa.
For South Africa, it finds that:
• Ambitious urban climate action taken by 2030 could create and
support over 1.1-million sustainable jobs in South Africa from mitigation
interventions, with around 670 000 of these jobs happening
locally within urban centres. Investing in adaptation and naturebased
solutions could create and support an additional 700 000
sustainable jobs across South Africa.
• The biggest job opportunity in the three countries analysed is
upgrading homes, schools and workplaces to make them more
energy-efficient, and to build efficient new buildings. This has the
potential to create over 900 000 jobs in South Africa.
• In South Africa, climate action in urban centres could reduce annual
national GHG emissions by 27% in 2030, which will surpass South
Africa’s 2030 National Determined Contribution target, helping to
raise the country’s ambition in line with the Paris Agreement.
• Workforce development and just transition policies must be implemented
to guarantee that new jobs are inclusive and accessible to
those who need them the most. In particular, there is a need and
an opportunity to boost access to green jobs for women, young
people and previously disadvantaged individuals, people of
colour and workers under 30 and over 50.
The creation of climate jobs will have a ripple effect across
people’s lives, from ensuring comfortable homes to cleaning up
the air and making cities more resilient to future extreme weather.
Cites need direct access to investment, from both public
and private sources. In South Africa, the capital investment
needed to deliver 1.5-compatible mitigation projects across
urban centres is estimated to be R570-billion per year for the
next five years. A delay in funding the inevitable action to
tackle the climate crisis would only see these investment
needs increase. A similarly significant investment would be
required under a carbon-intensive recovery but would not
produce the same benefits to people’s lives. This is why it is
critical to direct these investments towards climate actions
instead of business-as-usual projects.
Time is of the essence. If the climate actions outlined in the
research are delayed by just five years, both the emissions
reduction and the job-creation potential by 2030 are reduced by
a third. What do the public think? In a C40-commissioned poll
linked to this research, more than three-quarters of respondents
across the three countries supported using national funding or an
Infrastructure Bill to invest in climate action in cities. This support
increased if the investment creates jobs where they live, and
showed that people would be more willing to support their mayor
if the city was doing more on green jobs.
A unit at the University of Pretoria working on transdisciplinary skills transfer programmes, Future Africa, is partnering with Nepoworx, a skills development and training
institution accredited by the South African Photovoltaic Industry Association, to train 900 people over three years in green-economy skills.

GREEN RESEARCH
JOHANNESBURG DEEP-DIVE
The report made some specific findings about Johannesburg.
Climate action can help simultaneously kickstart the economic
recovery from Covid-19, reduce carbon emissions and make
Johannesburg a more resilient city.
Over 340 000 jobs could be created from mitigation actions over
the next 10 years through investments in Johannesburg’s climate
action projects in the sectors of buildings, transport, energy and
waste. Through building new energy-efficient buildings, the city
could create and support over 140 000 jobs. Investing in rail in a
shift to sustainable mass transit could also support over 75 000 jobs
over the next 10 years.
Johannesburg could create and support an additional 75 000 jobs
from actions in adaptation and nature-based solutions.
About 43% of all these jobs will happen locally in the city and the rest
will be created and supported across the country. The potential access
to these jobs varies. As a whole, these interventions seem to support
a higher proportion of female employment (28%) than the current
aggregate workforce distribution, meaning that new jobs created
through the transition could improve gender equity. It also seems that
the transition will support higher-quality jobs.
If green investments are accompanied by inclusivity policies, Johannesburg
has the opportunity to address existing inequalities in the workforce
distribution, while creating good quality and sustainable local jobs.
Managing Director Sipho Makhasana receives the Job Creator Award
from President Cyril Ramaphosa and Minister of Human Settlements,
Water and Sanitation, Mmamoloko Kubayi, at the Black Industrialists and
Exporters Conference.
Khabokedi Waste Management is
committed to solutions that promote
the green economy and sustainable
development. We prioritise the
empowerment of our employees with the
knowledge and background skills to deliver
quality waste management solutions.
Services
• S Landfill E R V I site C E operations S and
management
• Transportation management
Landfill Site Operations
and operations
• Landfill & Management site rehabilitation
• On-site Transportation waste management
Management
• Landfill & Operations site construction
• Training
Landfill Site Rehabilitation
• Consulting
• Environmental On-site Waste Management
projects
• Implementation
Landfill Site Construction
• Facilities
Training
cleaning
• Chipping
Consulting
Environmental Project
Contact details
Address: 3 Chloor Street, Alrode, Alberton 1451
Tel: +27 Implementation
11 867 0701 /1959 / 7775 | Cell: 079 509 8929
Fax: 086 518 7844 | Email: siphom@khabokedi.co.za
Website: www.khabokedi.co.za
Facilities Cleaning
Chipping

activity book.indd 1 2021/08/25 21:01
WASTE MANAGEMENT
Taking the fight to litter
The Department of Forestry, Fisheries and the Environment
is implementing the National Waste Management Strategy.
Understanding Marine L itter
and its impacts
One of the 22 waste collection and landfill management trucks that is being handed to struggling municipalities. Minister Creecy handed over the truck to the
Merafong and Rand West Local Municipalities.
Through its waste-management fleet handover
campaign, the Department of Forestry, Fisheries and the
Environment (DFFE) has literally taken the fight against
litter to the road. The Department has used R42.4-
million of its own budget to provide 22 vehicles to 19
municipalities that are battling unsightly litter across the country.
The vehicles include skip-loader trucks, front-end loaders,
GOOD GREEN DEEDS
compactor trucks and other trucks required to transport waste
within the municipal area.
“Our municipalities are struggling to provide regular and
consistent waste-collection services. Once dumpsites develop,
these are not reularly cleared and a number of our landfills
do not meet regulatory compliance standards,” says Forestry,
Fisheries and the Environment Minister, Ms Barbara Creecy.
The National Waste Management Strategy was revised in
2020 and focuses on: improving household waste collection;
diverting waste from landfills; promoting a circular economy and
promoting community awareness of the effects of illegal dumping
on their own health and on the environment.
“To improve waste management in municipalities, the
Department is assisting in the development of their integrated
waste management plans and training in sustainable waste
management practices,” says Minister Creecy.
Among the greatest threats to the health of the environment
and people is waste pollution. “Throughout our country, we are
plagued by littering, illegal dumpsites and the scourge of plastic
waste that enters our river systems, our wetlands and ultimately
our oceans,” notes the Minister.
While the country has made significant strides in improving
waste management since 1994, almost a third of households still
do not have regular weekly household waste-removal services.
Households are sometimes forced to find their own solutions to

WASTE MANAGEMENT
waste management and these solutions are often damaging to
the health of communities and the well-being of the environment.
Minister Creecy stresses that everyone has a role to play: “To
achieve the goals of this strategy all of us must play our part.
National and provincial government must support municipalities
to develop locally-integrated waste-management strategies. We
must ensure our landfills comply with the regulatory environment
and waste does not leach into groundwater or into the soil. We
must invest in the yellow fleet and every year we must ensure
more and more homes have access to safe waste disposal.”
Government has set up the regulatory environment for
extended producer-responsibility schemes to promote
recycling in the packaging, electronics and lighting industries,
with recent regulations gazetted for new sectors such as used
oil and pesticides.
The regulations for organic-waste treatment and organic-waste
composting have also been published for implementation in
order to divert waste away from landfills and create new industries.
“Communities must begin to separate their waste at home
so that waste reclaimers can undertake their work in a dignified
manner. Households must teach family members not to litter and
must work with their neighbours to prevent illegal dumpsites.
All of us must participate in regular clean-up campaigns to
beautify our communities and protect our environment,”
observed Minister Creecy.
In addition, the Department has also cooperated with National
Treasury and the Department of Cooperative Governance
and Traditional Affairs (COGTA) to change the Municipal
Infrastructure Grant Policy so that municipalities can access the
grant to fund their yellow fleet.
“Government and the private sector must work with waste
reclaimers so that we build a dignified waste and reclaiming
industry that promotes waste diversion from landfills, promotes
the circular economy and gives a decent livelihood to the tens of
thousands of men and women who do the daily back-breaking
work of the recycling industry,” urged Minister Creecy.
Municipalities are struggling to provide regular and consistent waste collection services. Once dumpsites develop, they are not regularly cleared and a number of landfills
do not meet regulatory compliance standards.
Find us:
Department of Forestry,
Fisheries and the Environment
Watch us:
EnvironmentZA
Follow us:
@EnvironmentZA
Email:
callcentre@environment.gov.za
Call centre:
086 111 2468

CONSERVATION
Promoting inclusivity
in conservation
The CEO of the North West Parks Board, Thami Matshego, explains
how conservation can be aligned with economic growth and
community advancement.
Partnering with Stakeholders to Provide World Class WildLife Experience in a Malaria Free Environment
NORTH WEST PARKS BOARD
What is the mandate of the NWPB?
The North West Parks Board, which is categorised as a Schedule
3C State Owned Entity in terms of Public Finance Management
Act 1 of 1999, derives its mandate from the North West Parks
Board Act 3 of 2015. The Entity manages and controls 15 Protected
Areas (Parks) within the North West Province. Added to its
primary conservation mandate, the Entity has the responsibility
to ensure widened access to economic opportunities derived
from its parks to historically advantaged individuals, job creation
and also to ensure sound environmental management and
financial sustainability in its parks.
Thami Matshego, CEO, North West Parks Board
THAMI MATSHEGO
Thami Matshego started her career as a Veterinary Public Health Officer
in the then Agricultural Corporation of Bophuthatswana (AGRICOR).
She then moved to local government, serving in both local and district
municipalities between the North West and Gauteng Provinces. She is no
stranger to conservation management. Prior to her current appointment,
she worked at the Department of Economic Development, Environment,
Conservation and Tourism (DEDECT). In 2020, she marked 30 years as a
civil servant with 19 years in executive management. She is currently busy
with her PhD in Environmental Management with a special interest in
Climate Change Adaptation. She has previously served as a member of the
Mangosuthu University of Technology Council and as a board member of
the Randfontein Publicity Association and the Cradle of Humankind Local
Tourism Association.
What do you see as the most important priority at the
moment for the Board?
• Maintaining and increasing conservation estate in
the province: Top in our list of priorities is to increase
the conservation footprint in the province. To this effect,
we intend to increase land for conservation by 3 000ha
per annum. This is not an easy target. The National
Protected Areas Expansion Strategy (NPAES), in line with
the International Union for Conservation objectives, is also
saddled with the challenge of expanding its conservation
footprint. This includes, among other processes, the
purchase of land for inclusion in the parks and signing
conservation and management agreements with adjacent
property owners for their lands to be included in the
management areas.
• Building institutional capacity: This includes building
both management and technical capacity within the entity
in order to respond to emerging challenges faced by the
Board, improving financial viability and infrastructure
development. As part of building financial capacity, the
Board is currently exploring commercialisation of tourism
facilities and enterprises. This will be attained through
Public Private Partnerships in order to increase revenue
and by leveraging private capital and expertise in the
management of its assets.
• Transformation of the wildlife economy: Currently,
the wildlife economy is dominated by previouslyadvantaged
groups and there have been limitations to
participation by members of communities staying in
and around the protected areas. We have an approved
68 | www.opportunityonline.co.za

CONSERVATION
outsourced. As a result, the conservation staff is freed in order to focus on
the core responsibilities of conservation management. Concessionaires,
who are product owners in the two parks, contribute to revenue
generation for the Board. They also made a significant contribution in
the protection of our biological assets. They have also invested heavily
in tourism infrastructure in the park. They have also been able to create a
high number of sustainable jobs in the rural areas of our country where
job creation is needed the most.
game-donation policy, which aims to support emerging black
game farmers.
• Constituency building: As the Board, we intend to create a
symbiotic relationship between the Protected Areas and the
communities surrounding these areas.
We are intentional in contributing towards sustainable livelihoods
for communities of areas adjacent to parks while increasing
consciousness of conservation.
What progress has been made in terms of the idea of People
and Parks?
The North West Parks Board established the Provincial People and
Parks Steering Committee and we are working hand in hand with
members of the Communal Property Associations (CPAs) to drive the
People and Parks programme in the province. The Board also facilitated
the participation of communities in the National People and Parks
conference. Issues of mutual interests between both the CPAs and the
Management Authority are discussed in our regular Co-Management
Committee meetings.
Unfortunately, the land restitution processes are very complex
and benefits by local communities are slow and limited. For a long
time, the Board did not have the necessary capacity or experience to
handle the changing landownership patterns in its protected areas.
This has also slowed down the benefit process. Currently, the Board
is in an advanced stage in supporting CPAs in the development of
tourism businesses in Pilanesberg Nature Reserve and Borakalalo
Nature Reserve.
Has the Board used outsourcing for the management of
some facilities?
In both the Pilanesberg and Madikwe Nature Reserves, which are our
largest parks in the province, tourist facilities and hospitality have been
SANParks is working hard to try to grow the domestic tourism
market among markets that have previously not chosen game or
nature reserves: is NWPB doing anything similar?
The NWPB faces the same challenge as SANParks in this regard. Resultantly,
the Board, through Park Mahala Week, focusses primarily on local markets.
We usually target this week to hold vigorous education and awareness
drives in order to encourage locals to visit our parks. Together with our
stakeholders, we have a social-media programme that showcases our
tourism offerings. We also work very closely with the North West Tourism
Board and our mother department to market our local tourism.
Does NWPB have training programmes?
We have an approved bursary policy for employees of the Board. We
also have an internship programme which has attracted conservation
students and researchers from some of the most prestigious universities
in the country. We have also partnered with international research
institutions for the purpose of advancing research work in our rich
biodiversity sector of the province.
Please describe how you became involved with the NWPB.
My areas of strength are in management and administration within
environmental services. My years of experience in building environmental
capacity at local government has been my strong value proposition.
Were there particular obstacles you faced in this sector, as a woman?
The conservation sector in South Africa has been largely male
dominated, for instance hunting has been dominated by white males.
Over the years, there has been an acceptance of women in the sector,
even though not in an optimal pace. However, we are making progress.
Can more be done to encourage women to take up careers in
conservation?
The Board espouses the provincial government’s gender-mainstreaming
programmes. There is also an approved employment equity plan whose
aim is to ensure equal opportunities for women in both technical and
managerial positions in the workplace. We also support and participate
in various youth imbizos in order to raise awareness about career
opportunities in nature conservation and biodiversity management.
Contact details: North West Parks Board
Tel: +27 18 012 0100 | Fax: +27 18 397 1649 | Email: info@nwpb.org.za | Website: www.northwestparks.org.za
www.opportunityonline.co.za | 69

Protecting the
world’s forests
Transformation of the forestry sector is one of the WWF’s key priorities.
Geran de Klerk on Unsplash
Demand for land, food, energy and timber products is
putting ever-increasing pressure on forests and the
people that depend on them. Even with increased
recycling, reuse and efficiency, the amount of wood
taken from forests and plantations each year may need
to triple by 2050 if the current trend continues.
The resources and services forests provide are invaluable – and
undervalued. More than ever, innovative solutions and action are
needed to ensure that forests continue to provide critical ecosystem
services while meeting the growing demands of humanity.
Sustainability, a shared priority
Saving our forests must be a shared global priority. Although progress
has been made to implement global sustainability commitments,
action is still lagging behind.
WWF works around the globe with companies, governments,
investors, civil society associations, Indigenous People and local
communities to conserve forests, from advocating for protected
areas and responsible forest management and trade, to restoring
forests and halting deforestation and forest degradation. Through
engagement on the ground, innovation, sharing and advocacy, WWF
aims to drive sustainable production at a time when nature and the
services and resources it provides are under unrelenting pressures.
A better future for forests
Forests Forward advocates for a transformed forest sector that values
forests. Forests Forward aims to ensure that the world’s growing demand
for wood can be met through sustainable forest management, including
a new generation of well-managed plantations. But WWF also wants to
highlight, maintain and enhance the many other services that forests
provide. Working on the ground in forests of different types, Forests
Forward brings in science, policy, businesses and communities to identify,
support, scale and demonstrate sustainable solutions and drive change:
• demonstrating how well-managed forests benefit people and nature
• making the case for investment in improved forest management
and credible certification
• improving and increasing global trade connections for wood
products from well-managed forests
• connecting supply chains to landscapes and initiatives to strengthen
their sustainability
• supporting sustainable livelihoods for people living and working
in forest landscapes.
Partnerships play a key role in WWF's efforts to influence the
course of conservation. Among WWF´s partnership approaches
are engagements with businesses that have the greatest potential
to reduce the most pressing threats to the diversity of life on earth
and together find solutions to conservation challenges such as
deforestation, forest deterioration and degradation, food and water
scarcity and climate change.
As part of our goal to transform the global forest sector, WWF
engages with a number of companies. These include:
• IKEA, to promote responsible forest management, good governance
and transparency in timber product trade.
• The Mondi Group, to promote environmental stewardship in the
packaging and paper sector.
• HP Inc, to address the impacts on forests from printing with
HP printers. Together, WWF and HP are restoring, protecting
70 | www.opportunityonline.co.za

SUSTAINABILITY
and improving the management of nearly one-million acres
of forest landscapes.
The changes we want to see in the world can only come about
through the efforts of many actors. WWF engages with innovative
companies and organisations that are making sustainability a top
priority.
Pulp and paper
As one of the largest industrial sectors in the world, the pulp and
paper industry has a significant impact on forests globally.
Every year, around 405-million tons of paper and paperboard
are produced, which is roughly 13-15% of total wood consumption.
With demand for paper products increasing, global production
could double by 2050. Paper production has a significant footprint
on the environment. The sector is the fourth-largest industry when
it comes to energy consumption, and paper production requires a
significant amount of water, depending on the efficiency of the mill,
and uses more water than other industries such as steel and petrol.
Unsustainable paper production and consumption contributes
to deforestation and natural ecosystem degradation in some of
the world’s most ecologically important places such as Indonesia
and Greater Mekong and to a lesser extent Latin America. It can
also exacerbate social conflicts, as non-responsible practices are
still widespread in several countries.
The production of pulp, paper and packaging has undeniable
benefits which should not be ignored, such as economic
development, improvement in infrastructure and job generation.
But it must be sustainable and shift to a low-impact production and
consumption model that integrates responsible management of
plantations and other natural and semi-natural productive forests,
pulp and paper processing, conservation, restoration and leads
to improved livelihoods. Responsible pulp, paper and packaging
operations can bring many benefits to forests, local economies and
people, particularly in rural areas.
WWF aims to ensure that the sector is not driving deforestation
or biodiversity loss, that it protects and restores natural ecosystems,
invests in sustainable forest landscapes, contributes to local
economic and social development, and takes action that shifts
supply chains and markets towards sustainability.
Through its impact-focused programme Forests Forward, WWF
engages companies that are willing to source responsibly and
drive positive change for the environment and people. Together
with other NGOs, WWF is also closely monitoring the paper industry
to ensure that the sector is overall improving its performance.
THE FOREST CRISIS IN NUMBERS
1/2: forests are home to almost half the species on land
1-billion: people live in and around forests
10-million: hectares of forest is destroyed every year
40%: of the world’s forest destroyed by human impacts
Credit: WWF
Forests Forward
A better future for forests
WWF has a long history of engaging with forest owners, managers and timber
markets on responsible forest management, promoting a new generation of
sustainable timber plantations, restoring forest landscapes and supporting
forest-based interventions for wildlife, fresh water, climate and people. But
despite many successes achieved over the past years, global action is still
lagging behind.
Forests Forward is the evolution of the work that has been done
through the Global Forest & Trade Network (GFTN) and New Generation
Plantations Platform (NGP). At the heart of Forests Forward is a desire to
demonstrate the full value of forests, not just for the wood they supply but
for the many other benefits they provide.
Through Forests Forward, businesses, communities, governments,
financial institutions and civil society organisations with stakes in forests
and key landscapes are coming together to act for change.
ABOUT WWF
All around the world, people are waking up to the deepening crisis of nature loss. We’re experiencing a growing realisation that nature is our life-support system and
that no one will be spared from the impacts of its loss. At WWF, an independent conservation organisation active in nearly 100 countries, we are working to sustain
the natural world for the benefit of people and wildlife. We are part of a growing coalition calling on world leaders to set nature on the path to recovery by 2030
– a New Deal for Nature and People as comprehensive as the global climate deal. Working with many others – from individuals and communities to business and
government – WWF urgently seeks to protect and restore natural habitats, stop the mass extinction of wildlife and make the way we produce and consume sustainable.
Website: wwf.panda.org
www.opportunityonline.co.za | 71

A Thirst for Change
Mondi is saving water and managing freshwater ecosystems.
Mondi South Africa’s (MSA) freshwater journey
started 30 years ago, long before sustainability was
routinely a part of corporate culture. It’s a story of
commitment and collaboration and the enormous
influence partnerships can have when people come
together and put their ideas, resources and energy to good use.
WHAT WAS THE PROBLEM?
South Africa is a water-scarce country, the 30th driest in the world.
The mean annual rainfall is only half the global average.
Furthermore, pulp and paper mills and forestry plantations are
generally water intensive. Mills use large volumes of freshwater and
forestry plantations have thirsty alien trees.
It was obvious that the stewardship of wetlands and freshwater
ecosystems is of paramount importance to secure the limited water
resources we have, and to maximise the many significant social and
economic advantages that wetland conservation offers, such as
employment and social development opportunities.
HOW THE WWF-MONDI PARTNERSHIP BEGAN
Nearly 30 years ago, a group of stakeholders lead by WWF
South Africa – MSA Water Stewardship Manager David Lindley,
gathered in Johannesburg for a meeting that would bolster
South Africa’s wetland conservation efforts.
MSA was the first commercial forestry company to commit
to the wetland conservation journey and encouraged others
in the forestry sector to do the same. From here the forestry
industry and conservation agencies started working together
and the WWF-MSA Partnership was born.
WHAT ARE THE PARTNERSHIPS AIMS?
• Best-in-class water stewardship
• To address ecosystem degradation on our landholdings
• To work with partners including other land-use sectors
beyond MSA's fence line on freshwater ecosystem
management
• To reduce the water footprint of our mills
72 | www.opportunityonline.co.za

WATER STEWARDSHIP
WHAT DID WE DO?
Wetlands are one of the most important ecosystems for regulating
water supply and quality. WWF and WESSA and partners initiated
the wetland project in 1991. In 1997, MSA together with WWF, WESSA
and other stakeholders conceptualised wetland restoration in the
plantation forestry sector which catalysed the formal partnership
between MSA and WWF in 2001.
Together we began the restoration of the wetlands and riparian
zones using specialist techniques developed by forestry plantation
and environmental sector specialists.
By 2001 water risks due to climate change were becoming more
evident and MSA started to focus on reducing the water footprint
of its manufacturing operations. Converting the Merebank mill to
recycled water reduced freshwater consumption by 90%.
In 2014, the MSA Wetlands Project expanded beyond wetlands
to tackle water stewardship in priority catchments. Best practices
were shared with the agriculture and forestry sectors and other big
corporates. The project changed its name to the WWF-MSA Water
Stewardship Partnership.
In 2015, the Richards Bay mill trained its employees and
contractors and invested in new technology to reduce water use
by as much as 22%. It also partnered with neighbouring industry,
NGOs and communities to build a climate-resilient landscape in
what is known as the uMhlathuze Water Stewardship Partnership.
In 2017, the partnership team began catalysing regulatory
improvements for Water Source Areas and supporting the
development of international water stewardship tools, such as
the Alliance for Water Stewardship Certification and WWF’s Water
Risk Filter, which helps companies globally to focus their water
stewardship efforts.
WHAT HAS MONDI ACHIEVED?
Water risk-impact assessments have been completed at all MSA
operations in line with international frameworks and the method
MSA and WWF team 30-year partnership dinner celebration
for delineating wetlands has been co-developed and is now written into
government guidelines.
The integration of water stewardship requirements into national
certification schemes such as Forest Stewardship Council and Programme
for the Endorsement of Forest Certification has also been included.
The mills at Richards Bay and Merebank have reduced water
consumption by 19% over the last six years.
The nurseries in our forestry operations have reduced their water
consumption footprint (relative to number of plants produced) by 50%
over the last six years. MSA became one of South Africa’s first large
landowners to work on rehabilitating wetlands and continues to manage
over 15 000 hectares of wetlands.
MSA has earned a reputation as a company willing to put up its hand,
to engage, to find solutions, to move beyond legal compliance and to
be transparent.
Zoar Wetland, Iswepe, southern Mpumalanga, before and after wetland rehabilitation
An important story of foresight, determination, inspiration and the power of
strategic and meaningful partnerships. Morné du Plessis, CEO WWF-SA

CLIMATE CRISIS
Losses to weather and
catastrophes rise globally
The Aon 2021 Weather, Climate and Catastrophe Insight Report shows
only 38% of natural peril losses were covered by insurance.
Aon, a leading global professional services firm,
has published its 2021 Weather, Climate and
Catastrophe Insight Report, which evaluates the
increasing frequency and severity of disruptive
natural disasters and how their resulting economic
losses are protected globally. This data serves as the foundation
for insights that can help business leaders quantify and qualify
catastrophe-related risk and assess how their organisations can
increase resilience amid an increasingly volatile climate.
In 2021, $343-billion in global weather and catastrophe-related
economic losses were reported, up from $297-billion in 2020.
Of the total losses, most ($329-billion) resulted from weatherand
climate-related events, making last year the third-costliest year
on record after adjusting for inflation. While losses were up from
2020, the number of notable disaster events slightly decreased,
demonstrating the heightened costliness and severity of these
events. Of the 2021 losses, only 38% were covered by insurance.
Despite an increase in overall losses from 2020, the protection gap
of economic losses not covered by insurance decreased from 63%
to 62% in 2021.
"Clearly there is both a protection and innovation gap when
it comes to climate risk," said Eric Andersen, president of Aon. "As
catastrophic events increase in severity, the way that we assess and
ultimately prepare for these risks cannot solely depend on historical
data. We need to look to technology like artificial intelligence and
predictive models that are constantly learning and evolving to map
the volatility of a changing climate. With scalable solutions, we can
help organisations make better decisions that make them more
resilient as they continue to more frequently face interconnected
and increasingly volatile risks."
Other key findings from the report include:
• 401 notable disaster events were recorded in 2021, down from 416
in 2020
• 50 instances of billion-dollar economic loss events, the fourthhighest
year on record
• European floods in July were the costliest disaster on record for the
continent at $46-billion
Wildfires increased in prominence as conditions have become
more conducive for the rapid spreading of fires. Germany, Belgium,
Austria, Luxembourg and China recorded the costliest insurance
industry events on record. 2021 was the world's sixth-warmest year
on record with land and ocean temperatures at 0.84°C (1.51°F) above
the 20th-century average.
The hottest temperature ever reliably measured on Earth was
unofficially recorded in Death Valley, California, United States, on 9 July
2021 at 54.4°C (130.0°F).
South Africa experienced three notable disaster events in 2021:
Cyclone Eloise in January 2021 (above $90-million), floods ($75-million)
and wildfires in the Western Cape in April 2021 (above $100-million).
"Many global communities are exposed to increasingly volatile
weather conditions that are in part enhanced by the growing effects
of climate change. This includes record-setting episodes of extreme
temperatures, rainfall and flooding, droughts and wildfires, rapidly
intensifying tropical cyclones and late-season severe convective storms,"
said Steve Bowen, meteorologist and head of Catastrophe Insight at Aon.
The full report and a short video are available on Aon's
interactive microsite. Along with this report, readers can access
current and historical natural catastrophe data and event analysis at
catastropheinsight.aon.com.
About Aon
Aon plc (NYSE: AON) exists to shape decisions for the better – to protect and enrich the lives of people around the world. Our colleagues provide
our clients in over 120 countries with advice and solutions that give them the clarity and confidence to make better decisions to protect and
grow 56 | their www.opportunityonline.co.za
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