Opportunity Issue 105

www.opportunityonline.co.za APRIL/MAY/JUNE 2023 • ISSUE 105
Closing the fashion loop
Sustainable Production
Africa Summit 2022 was
a great success
How small business can benefit
from renewable energy
A report charts the way to a
brighter future through renewables
for small and medium businesses
The circular epoch has begun
Waste turned into school
shoes and fertiliser show
where opportunity lies
A new way of delivering water
RAND WATER CE SIPHO MOSAI REFLECTS ON
THE OPTIONS FACING SOUTH AFRICA

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Banks find new growth in
next generation networks
Kevin Odudoh, Executive Head of BFSI Sector at Vodacom Business,
outlines what to expect when migrating from MPLS to SD-WAN.
If you are a large bank with multiple points of presence across
the country, continent or even globally, you need to be able
to leverage the best technologies available to remain agile,
competitive and future fit.
In addition, an increasing number of employees are choosing
to work remotely, and more BFSI (Banking, Financial Services and
Insurance) customers are opting for digital channels, putting pressure
on BFSI organisations to move their internal and customer-facing
applications to the cloud. This increases the demand on networks to
deliver reliable and secure services from anywhere, using any available
transport medium, whether it’s dedicated leased lines, open Internet
or GSM-based access services like 4G and 5G.
However, many BFSI organisations are still running pure Multiprotocol
Label Switching (MPLS) technology to connect their branches, offices
and data centres, which is also proving too costly.
The solution
One of the ways to modernise your network is by leveraging a Software
Defined Wide Area Network (SD-WAN).
According to Gartner, “Vodafone identified as a Leader in the 2022
Gartner Magic Quadrant for Network Services, Global”:
• By 2025, 65% of enterprises will have implemented SD-WANs,
compared with approximately 45% in 2021.
• By 2025, 40% of all enterprise locations will use Internet access as
their only WAN transport, compared with less than 20% in 2021.
Kevin Odudoh, Executive Head of BFSI Sector at Vodacom Business,
has an MBA in Global Business, Entrepreneurship and Innovation
from IE Business School, Madrid, and a BSc Degree in Mathematics
and Statistics from the University of Nairobi. Prior to joining
Vodacom Business, he worked in national, regional and global
sales leadership roles, most recently as Global Account Manager,
responsible for the global business relationship between Vodafone
Business and the largest financial-services clients in Africa and the
Middle East.
Migrating to a SD-WAN, a next generation network, which is the
backbone for many of today's most important technologies, can help
BFSI organisations to use the Cloud more effectively, manage businesscritical
traffic more efficiently across a network and enhance cybersecurity
all the way from the end users and clients to the cloud.
“Choosing the right SD-WAN technology is critical when transitioning
from a pure MPLS network. Factors to consider include your cloud
strategy, business applications, geographic presence, employee
profiles and customer experience,” says Kevin. “Data and Security are
also key considerations, because how you collect and leverage data,
and which security processes and tools you have or are willing to invest
in, will influence the SD-WAN technology you choose,” he adds.

SD-WAN TECHNOLOGY
_________________
Migrating from MPLS to SD-WAN is
becoming a no-brainer
________________
Deployment and transition
Any transformation project has inherent risks. “Scope, cost and
time are constraints that need to be carefully understood and
managed to ensure quality delivery. Usually, a controlled pilot
can help to identify risks and mitigation plans, and even assist
in choosing between technology alternatives before a scaled
roll-out,” says Kevin. “From experience, however, this is the easier
part. Often, the hard part is ensuring seamless contracting and
transition between service providers. This is especially true
if there are several supplier contracts across the networking
stack, including routers, switches, firewall and access links across
multiple territories. To ensure speed to value with minimal
scope creep, choosing the right provider with experience in
delivering large-scale network-transformation projects is key,”
explains Kevin.
Juggling a multitude of regional contracts is common in
multinational banks with global operations, where each country
invariably has its own budgetary constraints, challenges and
demands. The one commonality is that a multinational's head
office often desires to source a service (like SD-WAN) from a single
supplier and be able to provide the same user experience across all
its branches. “For highly dispersed multinational banks, SD-WAN is
ideal, affording a single view across the entirety of their network,”
adds Kevin.
The benefits
By opting for one service provider, customers benefit from volume
pricing. Furthermore – and crucial for banks with a large physical
footprint – they can have the reassurance that comes from working
with a Tier 1 operator. Vodacom was the first service provider in
Africa to achieve the prestigious MEF 3.0 SD-WAN certification,
which confirms that its services comply with the highest industry
standards for performance, assurance and agility.
Legacy networks “work” so to speak but are not optimised
for future-ready businesses. One of the best features of an SD-
WAN deployment is the fact that it uses any existing broadband
infrastructure and does not require the ripping and replacement
of legacy systems.
The rationale for migrating to next-generation networks is as
clear as it is compelling – SD-WAN networks are a significantly
better fit strategically for Cloud services, IoT, digital twins and unified
communications. It is particularly relevant for well-established
global banks who were traditionally bound to an expensive legacy
access infrastructure for their wide area networks. In contrast, nextgeneration
SD-WAN networks open them up to utilising low-cost
Internet connectivity.
Disruption to business continuity need not be a concern. Banks
can have a hybrid setup, maintaining some of their legacy MPLS
wide-area networks, while moving branches individually to SD-WAN.
Depending on their transformation roadmap, banks could adopt a
phase-in phase-out approach, running a hybrid network with legacy
MPLS VPN in some branches and SD-WAN in others, and then migrate
those branches that are still on the legacy networks over time.
Futureproofed for the digital era
Beyond modernising their infrastructure and availing themselves
of the cutting-edge technology, the underlying reason behind
migrating from legacy networks to a Software Defined Network is
that it affords BFSI organisations greater agility and the ability to open
up new revenue streams.
In recent years, banks have been pressured to diversify their
offerings to remain competitive in response to mobile players
like Apple and Google moving into banking and fintechs such as
Chime capturing market share. However, for a bank to expand into
other verticals without jeopardising its core business requires a
greater degree of agility, which is ultimately what next-generation
networks offer.
For banks, time is of the essence. In 2021, the EY NextWave Global
Consumer Banking Survey urged incumbent banks around the
world to “act with urgency to protect their advantages, which are
under direct attack by these new providers.“ It added that banks
must also “build new business models capable of satisfying today’s
consumer needs and evolve and scale to meet future needs and
market developments.“
This is exactly what Vodacom Business can enable for banks
today. By migrating to SD-WAN, banks are future-proofed and
ideally positioned to take advantage of a nimble network. They can
use big data, along with machine learning and artificial intelligence,
to refine their processes and better cater to their customers' needs
and thus remain relevant.
www.opportunityonline.co.za | 3

Contents
ISSUE 105 | APRIL / MAY / JUNE 2023
08
10
12
13
14
16
18
20
MAINSTREAMING SUSTAINABILITY
The Editor’s Notes reflect on this issue’s theme – how sustainability is everyone’s business and
every sector of business, industry and society is working on how best to achieve it.
DYNAMIC RUSTENBURG ENTREPRENEUR IS CREATING OPPORTUNITIES FOR
OTHER WOMEN
Sina Makgatlha is driving change in multiple business sectors while expanding the North West’s
first female business chamber, the Chamber of Commerce for Women in Business, one of SACCI’s
newest members.
DIRECTORS ASSOCIATION
SACCI member profile.
CHARTERED INSTITUTE FOR BUSINESS ACCOUNTANTS (CIBA)
SACCI member profile.
A NEW WATER DELIVERY MODEL IS NEEDED
Rand Water CE Sipho Mosai explains that adding more water to the system will not be enough
to future-proof it, new methods and ways of thinking are required.
UTILITY FINANCES
Rand Water is growing and investing in infrastructure but its financial viability is threatened by
cumulative municipal debt of R5.8-billion.
WHAT MUNICIPALITIES CAN DO TO PROMOTE EFFICIENT WATER DELIVERY
Municipalities can play a big role in reducing water loss, which will create manageable waterdemand
volumes and allow purification systems to deliver more efficiently. Rand Water has
also identified the major supply interruption factors hampering effective water purification and
primary pumping.
CLOSING THE FASHION LOOP
Caroline Nelson, Country Manager, CEO, H&M Southern Africa, reflects on the successes of the
Sustainable Production Africa Summit 2022.
10
14
20
18

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Contents
ISSUE 105 | APRIL / MAY / JUNE 2023
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38
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48
54
56
58
THE DAWN OF A NEW ERA FOR BUSINESS
Bridget Wijnberg and Catherine Wijnberg of entrepreneurial support programme
provider Fetola describe the beginnings of the circular epoch.
OPERATIONALISING THE MINING OF TOMORROW
The 2023 Investing in African Mining Indaba had a distinctly future-oriented focus.
One of the event’s associate sponsors, dss + , presented its sustainable operations vision.
PRESIDENT RAMAPHOSA REASSURES INVESTORS THAT MINING CHALLENGES
ARE BEING ADDRESSED
The Webber Wentzel Mining Team summarises the points raised by President
Cyril Ramaphosa in his address to the Investing in African Mining Indaba 2023
and comments on key aspects of the speech.
HOW SMALL BUSINESS CAN BENEFIT FROM RENEWABLE ENERGY
Pieter Bensch, Executive Vice President for Sage Africa & Middle East, reports on the way
to a brighter future through renewables for small and medium businesses.
TRANSNET DIGITISES FREIGHT SERVICES
Huawei's all-optical backbone network for railways has been introduced in South Africa.
BUSINESS TRAVEL INDUSTRY TRENDS UNPACKED
Marc Wachsberger, CEO of The Capital Hotels and Apartments, explains how travellers and
companies can continue to get value for money in the new environment.
SOUTH AFRICA'S TOP FIVE MOST EMPLOYABLE SKILLS
Melissa van Aswegen of the Skills Development Corporation highlights the skills most in
demand in the country.
THE OUTLOOK FOR SMALL AND MEDIUM BUSINESSES
For SMEs, says David Morobe, Executive General Manager for Impact Investing at
Business Partners Limited, current global and local economic trends demand adaptability
as a key to success.
38
40
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44

The picturesque Table Mountain and the
golden beaches of Fishhoek await at the
33rd International Rail Safety Council
T
he Railway Safety Regulator (RSR) will be
hosting the international rail community for the
International Rail Safety Council (IRSC) from
01 - 06 October 2023 in Cape Town, South Africa.
The IRSC is a forum that brings together railway safety
professionals from all over the world to exchange
information and provide experiences and lessons to
improve railway safety.
The world-class Century City Conference Centre
will be the venue for the duration of the conference,
while several operators from across the Western Cape
province have partnered with the Regulator to showcase
their operations, technologies and maintenance
regimes during the technical tours.
With close to 350 local and international delegates
expected to attend, the IRSC makes a crucial contribution
to the continued development of international safety
and performance.
Both private and public sector organisations are
invited to partner with the RSR through sponsorship
opportunities in exchange for lucrative marketing and
profiling prospects. By sponsoring the conference, your
organisation will have co-branding opportunities and
access to a complete electronic database of delegates
after the event. Exhibitors, sponsors and delegates
will also get the chance to network with like-minded,
influential people from the rail sector, while getting
insights into trends from around the world. Set your
company apart from the rest by acquiring unique
knowledge from a diverse pool of individuals while
showcasing your business with potential clientele and
valuable partners. For enquiries and detailed information
on exhibitions, sponsorships and registrations, contact
secretariat@irsc2023.com
Visit the IRSC website at www.irsc2023.com to
register.

Mainstreaming
sustainability
Eskom’s inability to provide the power that South Africa needs to function optimally has
made energy everyone’s business.
Various business organisations and individual business leaders are making their opinions
known and various interventions and support mechanisms are being implemented
in an effort to find solutions to an expensive and economically damaging problem. A
Resource Mobilisation Fund has been started to support the initiatives of the National Energy Crisis
Committee and President Cyril Ramaphosa has appointed a new minister, a Minister of Electricity.
He chose for this position the man who had been head of the Investment and Infrastructure Office in
the Presidency, Kgosientso Ramokgopa, a respected civil servant with a reputation for dealing in facts.
While Eskom grapples to fix its systems and repair ageing infrastructure, the country is also seized with
the necessity to make a transition from fossil fuels to renewable energy. The debate is no longer about
whether this needs to happen, rather about how and how long it will take.
Sustainability is a now a mainstream issue and every sector of business, industry and society is
working on how best to achieve it.
In this issue
In Opportunity 105, Rand Water lays out its programmes and future plans for providing water. One
utility can obviously not be responsible for the kinds of massive changes that have to be undertaken
to transform South Africa’s water sector. Rand Water CEO Sipho Mosai makes clear that a total rethink
is needed in how the country extracts, stores and uses water so that water provision can indeed
be done sustainably.
The fashion industry encompasses many subsectors, and all of them have important roles to play
in making more sustainable the making, selling, distribution and disposal of clothing. Interviewee
Caroline Nelson, Country Manager, CEO, H&M Southern Africa, reports that her company’s
Sustainable Production: Africa Summit 2022 was a success but makes the point that for it to be
truly successful, there has to be follow-through. H&M’s land-regeneration project among sheep
farmers in the Eastern Cape is also mentioned.
Bridget Wijnberg and Catherine Wijnberg of entrepreneurial support programme provider Fetola
write about how the time has come to act, there have been enough COPs. Fetola is supporting
businesses who want to be part of the circular economy through its Circular Economy Accelerator.
They report on profitable recycling opportunities in plastic bags (school shoes), sewage (fertiliser)
and car oil.
The 2023 Investing in African Mining had several contributions related to sustainability. One of
them was from consulting group dss+, and its report on its vision for its sustainable operations in
the mining sector makes for interesting reading. As does the commentary by the Webber Wentzel
mining team on the address made by President Ramaphosa to the conference. Most of his comments
are welcomed by the authors, but the report card also has “room for improvement” in several
areas, including the mining licence regime and the approval process for renewable energy projects.
Renewable energy is the subject of an article by Pieter Bensch, Executive Vice President for Sage
Africa & Middle East. He points out that there are terrific opportunities for small and medium businesses
in the switch to renewables and suggests ways of tackling challenges in that regard. For
logistics operators, the introduction of Huawei’s all-optical backbone network for railways in South
Africa should be good news.
Two tourism articles are featured. One article deals with business travel trends in South Africa
(Marc Wachsberger, CEO of The Capital Hotels and Apartments) while the high costs associated with
global travel is behind the partnership with Mastercard that is reported on in an article authored by
Travelstart. Both suggest that it is possible to get more bang for your buck if you plan ahead and
take advantage of deals that are offered.
John Young, Editor
8 | www.opportunityonline.co.za
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This product is not intented to dignose, cure or prevent any disease.
Clinical documentation availible on request.
This product has not been evaluated by the SAHPRA.
Untitled-3 1
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2018/01/26 1:53 PM

SACCI
Dynamic Rustenburg entrepreneur is
creating opportunities for other women
Sina Makgatlha is driving change in multiple business sectors while expanding
the North West’s first female business chamber, the Chamber of Commerce for
Women in Business, one of SACCI’s newest members.
• Leading the compilation processes of key strategic mandatory
documentation for local government such as OPEX and CAPEX.
• The skills of being a team player, time management and people
management.
• New and innovative methods of running businesses in the current
economic climate and sourcing funding.
What made you think of starting your own company?
I grew up under the shadow of my father, Joseph Makgatlha, who is
now 87. From as early as the 1960s he had already built his own shop,
a mechanical business he ran from home. He was a brick manufacturer
and a commercial farmer of sunflowers. Through these business
ventures he created many jobs in our village. He remained one of the
largest producers of sunflower until about 1995 when he had started
to mentor emerging farmers, even in neighbouring countries.
The freedom to be independent and to contribute towards the
challenges that we face as a country. That’s what motivates me.
Sina Makgatlha, founder and CEO of Kgotlaetsile Holdings (Pty) Ltd
Where did you grow up?
I was born and bred in a little rural village just outside Rustenburg
called Mabeskraal. Mabeskraal is predominantly renowned for its rich
history. It is currently known for its large deposits of chrome and it has
good agricultural potential.
Where did you start working?
I started to work at Invest North West in 2004 and ultimately went on
to work for the Rustenburg Local Municipality, Water and Sanitation
Unit within the Technical and Infrastructure Services in 2007.
From 2008 I started my business journey through the co-ownership
of a restaurant in the Rustenburg CBD town with my sister. I went on
to enter the construction sector through a company called Kamano
Trading which did a lot of work with Anglo Platinum Mines (Bleskop
Shaft) through to 2013.
What skills did you learn in that time?
• Financial management through the application of various
measures, including council’s cost-containment measures.
Where did you spot a gap for your startup businesses?
A noticeable and long-standing gap has been created by many
services still being imported into our country. This relates to the
manufacturing of engineering equipment, core mining services,
management-consulting services and software development
and technology. What is not imported, a small fraction of goods
and services, is then very often made in South Africa by large
monopoly companies.
Therefore I developed a keen interest in core mining and miningsupport
services. These included hauling, vamping and drilling.
Were there people who helped or inspired you at the time?
Indeed, I would absolutely not have been able to do it alone. When I
started Kgotlaetsile Holdings Group of Companies in late 2019 I was
advised on each and every step by a well-established businessman.
He assisted by providing professionals to register and set up the
company and gave me continuous advice and guidance. He remains
one of the most successful and astute businessmen in Rustenburg. He
also demonstrated a passion for helping to develop, build and mentor
aspiring entrepreneurs. He remains an inspiration to me to break all
frontiers and surpass all barriers. He remains my source of inspiration.
10 | www.opportunityonline.co.za

industry-related documentation. CCWB meets with its members on
a regular basis for workshops, luncheons, golf days, gala dinners and
training seminars.
The CCWB is a registered NPC, POPIA-registered and SACCI-affiliated,
among other affiliations. We have partnered with government, the
private sector and financial institutions such as Standard Bank. All
CCWB policies are in place and have been adopted.
CCWB recently signed a Memorandum of Understanding with
Impala Rustenburg Operations and is engaging with other entities.
After Covid-19, CCWB hosted its first event in partnership with
Standard Bank and followed that with hosting the two-day visit of the
Consul General of India. We also hosted a Professionals-Only Summit
with 100 practising attorneys, accountants, medical practitioners and
engineers in July 2022. And many more.
Tell us about the early stages of your first business.
I started small with small contracts. Some of them were totally unrelated
to the core objectives of the business. However, they assisted with the
building up the capital needed to grow and develop the business.
Please give examples of the work you do for clients in the mining sector.
• Mining services: crushing and screening, drilling and tunnelling,
materials and handling, ventilation, underground marking and painting
• Construction services: construction, refurbishments, upgrading,
extensions, maintenance of mining infrastructure and buildings
• Logistics and plant hire equipment: earthmoving, demolishers, TLB,
excavators, tipper truck.
Your KH group has a lot of variety: did it start with many companies
or did you start with just one thing and then it grew?
I started small in 2019. After establishing Kgotlaetsile Holdings (Pty)
Ltd I went on to register the mining, civil, IT and telecommunications
subsidiaries. This was because of the interlinking nature of the business.
Due to accreditation and professional affiliation requirements, it was
necessary to dismantle the companies into sector-specific units.
Is the chamber work rewarding?
It is indeed rewarding as we have recorded a significant increase
in the number of women-owned businesses. A good deal of
development is being done to ensure work-readiness and, most
importantly, to ensure that the fiscal set-aside for women-owned
businesses of all colours in procurement budgets is achieved.
More women are venturing into engineering, mining, agriculture,
manufacturing and technology. Our members are happy and have
enjoyed and appreciated the benefits that the chamber has brought
into their lives.
What are important issues for you that lie ahead?
Government is working on inclusive procurement but more work
needs to be done to support small business and take down barriers
which are preventing them from competing in various sectors, both
in the public and private sectors. The best way to do this – at the
same time as growing the economy and creating jobs – is through
partnerships with established companies and investors.
Why did you want to start a business chamber?
It has proven to be very difficult for a typical woman to be afforded an
opportunity to do business with the mines due to gender barriers. It
became clear that most women in business were experiencing similar
problems so in 2020 I mobilised like-minded women to join me in this
cause. I approached five women from different business sectors who
agreed to establish the Chamber of Commerce for Women in Business
(CCWB) and drive the vision to create generational wealth for those
who will come after us.
What does the chamber offer members?
We currently have 618 registered women in business across all
economic sectors. These members gain access to fruitful and powerful
networking sessions, SMME training and assistance with mandatory
The CEO of Impala Rustenburg Operations, Mark Munroe,
with Sina at the signing of the MoU.

SACCI MEMBER PROFILE
The boardroom experts
Directors Association is an independent professional
body that develops, equips and places directors
on various boards across the country.
Chairperson Munya Divera
As a professional body,
our mandate is to
continuously develop
our members in all
things corporate
governance while concurrently
creating opportunities for our
members through networking,
professional development, lobbying
and board placement.
Vision
Directors Association’s vision is
to chart a new identity for the
boardroom that encompasses
diversity, inclusion, competence
and ethical conduct.
Membership
Directors Association is a member-driven organisation. All our
members are active board members who sit and serve on corporate
boards, NGO and SMME boards, university councils, state and
municipal company boards, trusts, body corporates and all other
types of organisational boards.
Membership Criteria
Any person who is a member of a board/council or any other
governing structure may apply for membership to Directors
Association. Any person that desires to be a member must be trained
in corporate governance to qualify for membership.
Professional Director Development
A key objective of Directors Association is to develop competent and
ethical directors. To achieve this objective, the association has seven
Professional Development Programmes. Each programme is open to
qualifying candidates.
The seven Professional Development Programmes:
• Professional Director, PD (SA): Foundational Governance Programme
• Qualified Director, QD (SA): Stock Market Company Director Programme
• Certified Chair, CC (SA): Expert Chair Programme
• Certified Executive Director, CED (SA): Executive Director Programme
• Certified Company Secretary, CCS: Company Secretarial Programme
• Professional Public Servant, PPS: Public Servant Programme
• Certified International Director, CID: International Director Programme
A discount of 50% for any of the Professional Development Programmes
shall be given to anyone who has the code: Directors@Association2023.
Diversity
Diversity in the boardroom is a key objective of Directors Association and
through a campaign called The BoardRoom Initiative, Directors Association
advocates for board diversity. Board diversity does not only speak to race
and gender but diversity of skill and expertise. It is for this reason that
Directors Association has created a database of board-ready candidates
who are competent enough to serve on boards.
Madam Chair
Increasing the representation of women on boards. There is a general lack
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Directors Association provides a variety of other governance services:
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• Board management software
Contact details
Directors Association
Physical address: The Forum, 2 Maude Street, Sandton Central
Tel: +27 10 541 0693 | + 27 63 642 8244
Email: info@directorsassociation.co.za
Website: www.directorsassociation.co.za

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www.saiba.org.za
www.opportunityonline.co.za | 13

WATER DELIVERY
The model for delivering
water and sanitation
must entirely be revised
Rand Water CE Sipho Mosai explains that adding more water to the system will
not be enough to future-proof it, new methods and ways of thinking are required.
in several suburbs for weeks, with high-lying areas worst
hit because of rolling blackouts that affect the pumping
of water, major infrastructural backlogs and increased
demand because of hot temperatures. Notably, water
service is mostly dependent on infrastructure availability
and a perfect equilibrium between water demand and
the system’s capacity to meet both average and peak
demands.
There is an urgent need to put water higher on the
country’s agenda. Various water problems are escalating
at a rapid rate. The country is water scarce because of its
arid to semi-arid climate and below-average annual rainfall
of 465mm compared with the global annual average of
860mm. It is ranked the 40th-driest country in the world.
Secondly, the management of water consumption has
been poor. South Africa is a water-scarce country, yet the
average domestic water use is estimated at 237 litres per
person per day, 64 litres higher than the international
benchmark of 173 litres per person per day.
Rand Water Chief Executive, Sipho Mosai
Water has become one of the foremost modern-day challenges
in this early part of the third millennium. This is because the
era of free drinking water in unlimited quantity is over. During
recent decades, a combination of human demographics and
human activity has in many global regions transformed water
from an abundant element to a scarce resource.
The water shortages that have affected thousands of people in Gauteng
are a “perfect storm” that is developing into a hurricane. Taps have run dry
System constraints
In the entire value chain, there is so much that the system
or infrastructure can provide. Future water requirements
by municipalities, industry and other water consumers will
affect the current and future demand for water. Statistics
South Africa’s growth estimates further bolster this figure.
In turn, the future needs to dictate the requirements for
infrastructure upgrades and refurbishments upstream and
midstream of the value.
The bulk water infrastructure midstream within the
value chain is designed for average water consumption
and peak water demands of about 35 000 megalitres
a week. What does this mean? If water demand is of
typical consumption (4 400 megalitres in 2021/22), then
the system can provide water with relative ease. Hence,
in most instances, every household receives water
without exception. If peak water usage exceeds Rand
Water’s purifying output, municipal water is drawn from
14 | www.opportunityonline.co.za

WATER DELIVERY
Sedimentation tanks at Zuikerbosch Purification Plant
reservoirs. The reservoirs at municipal level dry out quickly as a
result of excessive use. Because Rand Water continues to pump at
optimum capacity, water will continue to be delivered to low-lying
areas regardless. The irregular water supply in the high-lying areas
is aggravated by intermittent power outages and loadshedding.
Pumping and reservoir filling are impossible without a steady
supply of electricity. In the event that there is no electricity to
operate pumps and water usage rises to the point that reservoirs
are depleted, high-lying areas will be left without water.
The final segment of value chain (downstream) lies under the
purview of municipalities known as water services authority.
Municipalities draw water from Rand Water’s reservoirs and
distribute it to individual residences and various other customers
through a system of their own pipes and reservoirs.
Non-revenue water, notably physical water losses because of
ageing infrastructure, is the greatest impediment that characterises
the value chain, particularly in the downstream. Municipal physical
water losses range between 20% and 30% (1 000 to 1 500 million
litres of water a day when Rand Water is pumping at maximum
capacity). In a water-scarce nation that imports the majority of its
raw water, this quantity of water is enormous. With the purpose of
addressing the distribution of water, local governments should make
significant investments. Sadly, the sector does not spend enough
on water conservation and demand-management methods to turn
the situation around as quickly as possible. The expansion of cities
and towns necessitates substantial future investments to not only
reduce water loss but also free up additional water to meet the
water needs of future urban growth.
Consumer behaviour
As water consumers, we must conserve water and change our
behaviour to reflect our situation. We should resist the temptation to
fill swimming pools and irrigate our lawns with potable water during
periods of extreme heat. During times of high levels of loadshedding
and heat waves, avoiding these will considerably improve water
supply for all. Secondly, local municipalities must prioritise nonrevenue
water. This will also aid in reducing wastage by paying for
water that is not used. To maintain water-supply sustainability and
reliability, infrastructure upgrades and refurbishments must receive
sufficient funding.
By the end of 2023, Rand Water will have added 600-million litres
of water per day to the system. In the next five years, Rand Water
will invest R30-billion to expand its network of pipes and reservoirs.
As part of this plan, Rand Water inaugurated a 210-million-litre
storage reservoir in February.
Lastly, the water and sanitation delivery model must entirely be
revised in order to provide long-term and sustainable water services.
Revenue generated from paying customers of water and sanitation
must be ring-fenced for infrastructure operations, maintenance,
renovation and augmentation. I believe that the current structural
arrangement should be revised and be replaced by new utilities
that will operate the full value chain from abstraction to reticulation.
Governance and funding mechanism can be developed to ensure
that these utilities are successful and sustainable.
The projects were initiated in July 2022, with the total estimated budget of R1,4 billion, and the estimated comple
Responding to Climate Change
Climate change and extreme weather conditions present a challenge to the sustainability of water supply and w
As a supplier of bulk water to millions of South Africans, Rand Water is threatened by these environmental cond
Water regards climate change as one of the greatest threats to its ability to provide sustainable, uninterrupted
potable water at an affordable cost to its customers. In that light, Rand Water has committed to mitigating its
to the emission of greenhouse gases by reducing its carbon footprint and ensuring the effective execution o
change strategy. The organisation will adapt to measures of the impact of climate change by implementing p
that explore new and alternative methods to ensure business continuity in the event of raw water scarcity.
continues to replace trees or plants removed on sites be it from the installation and maintenance of infrastruct
or alien invasive
Inlet
plant
pipe
removal
to flocculators
with indigenous
at Zuikerbosch
plants.

UTILITY FINANCES
Non-payment for water services
is reaching a crisis point
Rand Water is growing and investing in infrastructure but its financial
viability is threatened by cumulative municipal debt of R5.8-billion.
The Rand Water Board is a significant institution in the water
sector and the country’s economy. It is a strategic institution
that is investing and building formidable infrastructure for
water provision to Africa’s largest regional economy.
The entity played a significant historical role in helping
to make Johannesburg and Gauteng the formidable economic hub
that it has become, supplying the early gold mining companies with
the water and sound infrastructure they needed to thrive in their time.
The entity has grown and has adjusted from one decade to another,
the result of strong leadership and capable management supported
by technical professionals that has been nurtured and harnessed over
many years. It is also important to note that domestic and commercial
water users have always been in a position to help sustain the running
of this great South African entity.
As a result, Rand Water in recent years has been contributing
greatly to finding and sharing water and infrastructure solutions on
the African continent, as an equal partner and strategic contributor
to the knowledge economy.
The organisation’s performance indicates that it is currently
on solid ground. Over the last three years, Rand Water Board
revenue has been growing modestly. The entity also continues
to invest in infrastructure expansion and in supplying drinkable
water quality to its customers.
A challenging environment
There are challenges in the business environment. These
challenges include:
• non-payment by users resulting in a huge debt book
• failure of municipalities in Gauteng to pay for water delivery
• slow payments
• the country’s economic slowdown due to global economic
conditions
• inability of customers to pay for water services to municipalities.
Some of the economic impact outlined above is as a result of
job losses due to the economic impact of Covid-19.
16 | www.opportunityonline.co.za

UTILITY FINANCES
I N T E G R A T E D
Despite these issues, Rand Water has shown resilience
in its performance, posting excellent results. The criticaloperational
ratios demonstrate REPORT that the organisation is doing
ANNUAL
well. Revenue is growing year-on-year. In FY2022/23, the entity
performed above set targets, income grew by R17-million,
2022
which represented 51% growth.
Net income was up by R576-million compared to the previous
financial year. Irregular expenditure was reduced from R110-million
to R3.35-million. The Rand Water Board received an unqualified
audit opinion for the year, commendable for an organisation of
this kind. Maintaining a clean audit and good credit rating is good
for fundraising and in the bond market.
On project implementation, the Rand Water Board has
performed well. Having set itself a target of achieving 95%
project completion by the end of the financial year, the target
was exceeded with 115.8%.
Upward trend
This upward trend in achievement is also seen with other targets
such as employment creation and the black empowerment
programme of the organisation. The repair and maintenance of
assets has also been attended to – the target was 95%, the entity
achieved 115%. This is critical as an assurance to the investors and
the citizens of the province and South Africa that the water board
does look after its assets and the longevity of the investment and
assurance of supply is guaranteed. It is important to remember
that the policy of national government is to keep this economy
at 99% assurance of water supply. Rand Water is one of the strong
water-sector entities that is giving this government and Africa’s
biggest economic hub that benefit and a strategic guarantee.
Also, the entity has assured the citizens that there will be no Day
Zero in Gauteng province.
Additionally, Rand Water is in a position to continuously
invest in the building of infrastructure. According to its latest
annual report, Rand Water has promised to invest R25-billion.
This is good news for any investor who wants to build a
business in Gauteng.
Threats to the good story
The Rand Water Board has a good story to tell, but this may be
threatened, not as a result of how the entity operates or drives its
business but due to the externalities and operational environment
beyond the water board’s control.
For instance, economic forces that are currently at play can
present risks. All water boards have municipalities as their main
customers. Fully 80% of Rand Water’s revenue comes from
Gauteng municipalities as they are all supplied by the body. These
municipalities currently owe the water board R5.8-billion.
This has an adverse impact on the finances of the entity. This
could have assisted in alleviating the debt burden on projects.
Measures must be put in place to collect outstanding debt.
If this is achieved, Rand Water can improve and expand its water
infrastructure. If this is not diligently managed, it may pose a huge
risk to the body’s liquidity and cause the entity to fail in managing
to service its loans. This could cause a mismatch of assets and
liabilities resulting in a bad credit rating.
The global pandemic had a huge negative economic impact
and Rand water Board was not spared. The closure of companies,
production reduction and retrenchments caused cash flows to stall
and this had a ripple impact on downstream clients.
In Gauteng, the inability of big municipalities to pay the board on
time was noted and this phenomenon has continued despite the
reopening of the economy following the end of the pandemic. For
instance, Ekurhuleni paying in 59 days with consumption growth of 3%
year-on-year. Tshwane payment in 56 days, its consumption growing by
58%. The City of Johannesburg Municipality must be commended for
honouring their invoices on time. Johannesburg must find R61-billion
to refurbish its collapsing infrastructure to manage its water losses
from old infrastructure. Emfuleni payment days is now at 237, down
from 3 365 days and consumption is growing by 14% year on year. The
overdue amount to Rand Water is R676-million and arrangements have
been put in place to settle this debt.
Infrastructure expenditure continues
Despite these challenges, the Rand Water Board is still able to
spend R3-billion per annum to maintain infrastructure and meet its
obligations. It is anticipated that in the next five years the water board
is likely spend multiple billions on infrastructure investment. This is
commendable in that the infrastructure rollout is keeping pace with
the province’s demands due to rapid population growth, economic
development and other major activities.
Rand Water’s strategy aims to ensure that it stays on this path to
match the demand of its market. However, the time has come to
start to proactively find approaches that protect it from elements
that are detrimental to its operations. Gauteng and the country
need this entity to keep working continuously to maintain its
infrastructure and delivery of water to its consumers.
The water board aims to have a positive impact on the business
environment in which it operates. It must continue to strengthen
its work with the municipalities, including joint activities which will
encourage a payment culture for water and other services.
Rand Water is a catalyst for economic growth. It must succeed.
www.opportunityonline.co.za | 17

WATER DELIVERY
What municipalities can do to promote
efficient water delivery
If municipalities can reduce water loss, water-demand volumes will return to levels where
Rand Water’s purification systems can deliver. Rand Water also identifies here the major
supply interruption factors hampering effective water purification and primary pumping.
demand above the treatment capacity of Rand Water treatment then
problems arise.
National water consumption per capita per day is 233 litres-per-personper-day
against an international standard of 173 litres. Some municipalities
have water losses up to 40%. This is against the figure of just 6.5% for Rand
Water. Reduction in water losses will reduce the water demand volume
which, in turn, will result in the reduction in per capita consumption.
Inlet pipe to flocculators at Zuikerbosch Purification Plant
Rand Water has been part of the economic success story of the greater
Johannesburg area almost from the time that gold was discovered.
Unlike many cities which are located near water, it was gold that
caused the city to be built. The first residents and the industries which
developed in support of the gold-mining industry were a long way
from water.
The nearest water source is the Vaal River and several dams have
been constructed along that water course to supply the large urban
and peri-urban population that has grown up around Johannesburg.
Rand Water has supplied those people – and farmers and other smallscale
water users – reliably for a long time.
The dams along the Integrated Vaal River System (IVRS) to
supplement the Vaal Dam are the Woodstock and Sterkfontein Dams
in KwaZulu-Natal and the Free State provinces, the Grootdraai Dam
in Mpumalanga and the Katse and Mohale Dams in the Kingdom
of Lesotho.
Droughts are frequent feature of the South African climate, some
lasting more than four years. South Africa is the 30th-driest country in
the world. Climate change has added to the challenges faced by water
authorities and so consumers must not be lulled into a false sense of
security when dams are full.
High consumption creates supply bottlenecks
Municipalities can play a role in helping to reduce demand for water,
thus reducing the pressure on water supply.
The Annual Average Daily Demand (AADD) of 4 600Ml/d, is within
the Rand Water treatment capacity of 5 000Ml/d. The AADD is derived
from municipal estimates of annual demand. If consumption increases
Interruption factors
The major supply interruption factors for effective water purification and
primary pumping are as follows:
Absence of alternative power supply: Zuikerbosch is supplied by
Eskom and is protected by an agreement not to be load-shed other than to
save the grid. There are negotiations with Emfuleni for a similar agreement.
Project execution postponements: Rand Water has streamlined
compliance and procurement procedures that have delayed execution
of capital projects, maintenance, procurement of spares and emergencies
such as plant breakdowns.
Old Infrastructure/Plant Capacity: Maximo is used for planned
maintenance, repairs and refurbishments. Capex projects are executed on
a five-year business plan cycle. A 600Ml/d plant will be commissioned early
in 2024 to increase the capacity of the Zuikerbosch plant.
Treating for safety
Treatment of raw water must be done to the highest standards for safety
reasons. Rand Water has two Water Treatment Plants (WTP) that are situated
in Emfuleni Local Municipality (ELM). The plants are the Zuikerbosch Water
Treatment Plant and the Vereeniging Water Treatment Plant (VWTP).
Raw water is abstracted from the upper part of the Vaal River and
pumped to the VWTP for purification. Raw water is also abstracted from
the Vaal Dam and transferred to the ZWTP for purification purposes.
The same process of purification is followed at the two plants.
The raw water is transferred to the ZWTP through a canal. It is then
processed through the screens to catch any visible dirt such as leaves,
tree branches or any other undesirable objects that have the potential
to obstruct the process.
Turbidity is the measure of dirt contamination in water. When water is
received from the Vaal Dam, it can have a turbidity of 60 Nephelometric
Turbidity Unit (NTU), a low figure, or 160 NTU, a very high figure. The higher
turbidity requires the use of more chemicals to ensure that the water is
purified to meet the SANS 241 Standards. Rand Water purifies water to
below 0.5 NTU against the South African National Standards (SANS) of 1
NTU. SANS is the South African Standard for measuring acceptable water
18 | www.opportunityonline.co.za

quality for consumption. The 0.5 NTU is a stricter standard used by the
World Health Organization (WHO). The treatment process consists of seven
stages, namely: coagulation, flocculation, sedimentation, carbonation,
filtration, chlorination and pumping.
Coagulation is the mixing of water with crushed lime to produce liquid
lime. This is done to destroy bacteria and/or algae to stabilise water. The
flocculator mixes water and milk of lime at high energy so that solids form
clusters or flocs. In this process the particles attract each other to form
visible flocs floating on top of the water. The flocculator has a spiral shape
so that it can circulate water first at high energy, gradually slowing down
as the spiral flocculator widens in diameter and the flocs formulated sink
to the floor when entering the sedimentation tank.
Sludge is formed when the sedimentation tank draws the flocs down
to settle at the bottom of the tank. The clean water still on top of the
tank drains through the launders into the flume so that it flows to the
carbonation bay. The bridges on the sedimentation tank drain the sludge
from the bottom of the sedimentation tank which is eventually pumped
to the drying beds in the Panfontein sludge plant. The clean water is then
gravitated through carbonation bays to the Filter House.
At the carbonation bay, carbon dioxide (CO2) is added to water from
the sedimentation tank to reduce pH to 8.6 for safe drinking water. The
next stage from is the filtration process. At the Filter House water is passed
through fine sand in a slow process that can take two hours. The process
of filtration is designed to capture small living organisms. The filter house
is kept dark to prevent the growth of algae. At this stage the turbidity is
at 0.5 NTU or below.
The Chlorine House hosts the next stage. The chlorine cylinders
containing liquid chlorine and gas chlorine at the top of the cylinder are
used for disinfection. This stage is designed to kill germs that may be
invisible and may have escaped the purification process.
Pumping of potable water in the Engine Rooms signals the final
process. Water is pumped to an elevation of 380m to reach Rand Water’s
four booster stations. These are the Eikenhof, Zwartkopjes, Palmiet and
Mapleton Pumping Stations.
The Filter House at Zuikerbosch
Water quality is measured by monitoring water quality determinants.
Over and above the online monitoring system, two-hourly samples are
taken 24 hours a day to monitor the accuracy of the online instruments
calibration. Each Rand Water site has its own site laboratories and is in
charge of the online monitoring system. The sites monitor mainly four
elements, that is: Turbidly, Chlorine, Calcium Carbonate Precipitation
Potential (CCPP) and pH.
A laboratory within the Scientific Services Division, which is independent
from Operations, monitors various water quality determinants to cross
check data from Operations and monitor water quality at the tap.
This demanding purification processes is conducted to make sure
that Rand Water supplies its customers with drinking water of worldclass
quality.
Conclusion
Rand Water does not receive any subsidy from national government.
Funding is derived purely by the water it sells. The client base is primarily
municipalities and it is at that level that water losses can be reduced.
Through sensible measures, cooperation and awareness, a situation can
be reached where reasonable water tariffs are charged across the board.
This will create satisfied customers and consumers and contribute to water
security for South Africa.
ABOUT RAND WATER
Africa’s biggest bulk water utility meets and exceeds exacting standards. Rand Water provides bulk potable water to more than 11-million people in the South African provinces of
Gauteng, Mpumalanga, the Free State and North West – an area that stretches over 18 000km2. Rand Water customers include metropolitan municipalities, local municipalities, mines
and large industries. Rand Water has a global reputation for providing water of high quality that ranks among the best in the world and consistently meets and exceeded national
standards and international guidelines on water quality. The strategic objectives of Rand Water include achieving growth, operational integrity and a culture of high-performance.
Rand Water uses best-fit technology and positively engages with its stakeholder base to maintain financial health and sustainability.
Rand Water contacts:
Head Office
Physical address: 522 Impala Road, Glenvista 2058
Postal address: PO Box 1127, Johannesburg 2000, South Africa
Tel: +27 11 682 0911 | Customer Service Centre: 0860 10 10 60
Email: customerservice@randwater.co.za | Website: www.randwater.co.za
I N T E G R A T E D
ANNUAL REPORT
www.opportunityonline.co.za | 19

SUSTAINABLE FASHION
Closing the
fashion loop
Caroline Nelson, Country Manager, CEO, H&M Southern Africa
20 | www.opportunityonline.co.za

SUSTAINABLE FASHION
Caroline Nelson, Country Manager, CEO, H&M Southern Africa, reflects on the successes
of the Sustainable Production Africa Summit 2022. She is enthused about how well
the participants, which included retailers, farmers, designers, recyclers and charities,
have taken up the challenge to take South African fashion into a new, sustainable era.
Before you hosted the Sustainable Production Africa Summit
2022, were other people and organisations looking into this issue?
There are people working towards having more sustainable materials
in their clothing so it’s not that it didn’t exist. However, at the same
time, the rebuilding of the textile industry was not necessarily on
the trajectory to be sustainable. It was more to rebuild the industry.
We were asking, in order for us to have a global advantage, why not
build the future of production as opposed to trying to rebuild the
past method of production? That wasn’t in the conversations I was
having; that wasn’t necessarily in the thought processes.
Are initiatives joined up or coordinated?
Each local retailer is doing some really good things around sustainable
production, but maybe not as part of a bigger-picture strategy. That
is what we found, at least when we started.
So this is a case of trying to build back better?
Yes, exactly.
Is this something that H&M is doing globally?
The nice thing is that H&M has been on this sustainability journey
for over 20 years now. This is a long process and as a company we’ve
made some fantastic strides.
We’ve also made mistakes along the way. Sustainability is one of
those journeys where you are never quite there. You have to keep
evolving through it. The journey has included everything from
the sort of material we use to how we work with the teams in our
production facilities, to how we support communities. So that whole
spectrum of sustainability is really important to us as a company.
That’s where we saw where we could support locally, to help to
educate the industry here. So that we can build the best version
of it in South Africa.
Do you have manufacturing facilities in South Africa?
We don’t currently but we do source a lot of wool from South Africa.
South Africa is our biggest wool-sourcing market globally. We are
working with raw materials from here, but we don’t currently have
any manufacturing facilities.
And mohair?
We did then we didn’t, and now we are sourcing it again from South
Africa. There’s been a bit of a journey.
Are you referring to the fact that South Africa’s mohair industry now
subscribes to the Responsible Mohair Standard which has restored
trust in the buying public?
Exactly. And that was a response to feedback, which I think is
really good.
What are the major requirements for collaboration to work across
various sectors?
The whole point of our conference was to bring the industry together.
We had the full spectrum there. It was from farmer to fashion. It was
a really great thing for us to be able to make happen. And what’s
so interesting in the retail landscape in South Africa is people are
competitive. Just like any other industry, people compete against
each other.
However, the one area that everyone’s willing to collaborate on is
around sustainability and doing things right. We have all figured out
that we’re in an industry that has a lot of work to be done. Everyone’s
willing to come to the table and talk about these things.
For us at H&M, we are almost like a neutral party because when
we speak to local retailers, they know that we’re the best in our field
at this. They are very willing to listen and learn, but also work together
in order for us to move forward.
What’s needed in order to do that is someone has to ignite and
start the conversation, drive it and pull people together. And then for
us to continue to do that. It’s not just a conference where we share
information, but we actually do something with it. For H&M it’s being
able to give.
The education and help to support local retailers through
this has been amazing. People are really willing to learn because
they want to make the changes and they want South Africa to be
successful at this.
They are willing to collaborate, which is amazing. That journey has
to continue and it needs to be pushed. One of the best things about
the conference is that since we’ve had it, local retailers are knocking
on the door to say yes, let’s work together. Let’s do this together. Let’s
share information. Please continue to share with us. How are we going
to do things better for the future? Let’s have a coffee and talk about
changing the world. It’s been really refreshing. There are very few
industries where we can bring people together like that and have
them being excited about working collaboratively.
We started a journey that we’re very excited to have been part of and
we want to continue to help.
www.opportunityonline.co.za | 21

SUSTAINABLE FASHION
That attitude is presumably partly based on having a neardeath
experience as an industry a few years ago and realising
that maybe sustainability also entails efficiencies across the
value chain?
I agree 100%. Efficiencies are vital. It might change people’s mindset,
too. We struggle with our unemployment rates in South Africa. To
build an industry that can help to support in a broader way, like
lowering the levels of unemployment, to be able to build an industry
around that and educate people over the next few years is fantastic.
But doing it in the right way is even better and that’s I think to your
point, about the kind of motivation that people have right now.
Do you have a sense of where South Africa is now as a sustainable
clothing producer? Are we at 20% or 80%?
I won’t give you a percentage, but it’s quite low. However, when you
look at the work that Woolworths and The Foschini Group (TFG) are
doing right now… they are your biggest market players in South
Africa and they have a plan. This is part of their ambition. This isn’t
smoke and mirrors. That percentage will rise quite high. And should
everyone follow through on the commitments they’re making – and
quite quickly – then it could be very exciting.
Do you intend engaging with government?
We do have discussions regularly with the government to share our
point of view. We did invite the Department of Trade, Industry and
Competition (dtic) to the conference.
The dtic has been producing masterplans for promoting local
industries, has it not?
The masterplan was one of the things that helped to propel us to
getting to this point. As a fashion company there, there are pillars
for us to achieve.
It’s fashion and quality at the best price in a sustainable way.
That’s what we work towards. When I first started looking into
the masterplan and knowing that local retailers are mandated to
produce at least 25%, it was very interesting.
You can do price really well here, but then maybe it doesn’t
come with the quality or you can do quality really well but it doesn’t
come with the price. Or you can do fashion really well. But then
it’s very expensive. The one thing that just wasn’t available in the
existing production model was doing it in a sustainable way. In
order for to meet all of those pillars, the industry has to change
and grow and be better.
The masterplan is a great catalyst to build the industry, but it
needs to be built on the fashion industry of the future and not
how it was in the ’90s. Let’s build South Africa to be the best and
not have to come back in 10 years and do what we’re trying to do
everywhere else in the world.
Why is data important?
Everything in the world is working with data right now. It helps to
establish baselines, benchmarks, measurements. If we’re moving
forward and wanting to reduce your carbon footprint as much as
22 | www.opportunityonline.co.za

Bringing the land to life again
H&M is working with BKB on a land project in the Eastern Cape. H&M
Group and BKB Ltd are partnering to implement the Biodiversity
Restoration and Regenerative Land Management project. BKB Ltd
is a leading supplier of RWS wool (Responsible Wool Standard). H&M
Group sources the vast majority of its wool for its products from
RWS-certified farms in South Africa. The joint project aims to not
only build on the existing standards for sourcing wool responsibly,
but to reach higher social and animal welfare standards.
More than 80 farmers are involved in the project, which looks to
protect and encourage biodiversity on the land and to help farmers
regenerate the land in a sustainable way.
Oggie Pringle from Bedford says about the partnership: “Such
partnerships between brands and farmers are important because
they recognise the crucial role that farmers play in shaping the future
of our planet and together, we can make a meaningful impact on
the environment and set practical goals to combat climate change.”
H&M is also working with the WWF on the Regenerative Wool
project in the Drakensberg region of the Eastern Cape.
The Biodiversity Restoration and Regenerative Land Management project is a
joint undertaking in the Eastern Cape between H&M and wool-producer BKB.
Credit: Mark Sampson
possible, you need to be able to measure that along the way. Data
also helps us realise how much we need to produce so that you’re
not overproducing and then having garments in the world that could
potentially end up in landfill. The more accurate your production data
is, the smaller footprint it will have.
Data can also help us reward customers for good behaviour.
It helps us use the right materials and fabrics for the future. We
definitely need the data in order to be sustainable.
Please tell us about your partnerships with various South
African firms.
We have a very cool programme with “Clothes to Good”, a textile recycling
and disability empowerment organisation. In our stores we gather any
old clothes, garments, shoes, blankets, it doesn’t matter. Bring them in.
We educate women who have children with disabilities in our
more underprivileged communities on how to be businesswomen.
When you have children with disabilities, it can be very difficult
to leave your house. It’s hard to generate income. Anything that’s
in really good shape and can be resold, these women can then
buy from us and then they start their own business. We teach
about financial literacy, salesmanship and all of the elements you
would need to run a business. And then they resell within their
communities. Then anything that’s not sold we turn it into toys
for children with disabilities.
I got to spend a day making toys myself and it was one of the
most inspirational things ever. The teams making the toys also
Jesse Naidoo and Tammy
Greyling, the Clothes to
Good team.

SUSTAINABLE FASHION
_________________
So that whole spectrum of
sustainability is really important
to us as a company.
________________
have disabilities themselves so this process creates employment.
Whatever’s left after toys have been made is recycled and goes to
the automotive industry or mattress industry for reuse and repurpose.
It’s a full closing the loop project and it’s a very exciting one.
And what about designers?
What we’re trying to do is uplift local business and fashion-industry
designers or print artists to give them a platform to build their brand.
With local company Neimil, we had them design a home collection
for us. It was all made here locally and it was all made by hand. We
sold it in some select stores and then we also helped with their
branding. It was in our windows and we did a media campaign and
gave Keneilwe Mothoa and Lubabalo Mxalisa a platform to grow as
a small, locally-owned business, which is our goal.
As part of your enterprise development programme?
Exactly. Every year we pick a couple of collaborations and we help
to grow people.
Scenes from
Sustainable Production:
Africa Summit 2022
Would you regard the Summit as a success?
It was. It will be a real success if people take action on what we
discussed. If there is follow-through. It was a great day and we met
lots of great people. Good information was shared and we helped to
educate people.
We hit the agenda on every single thing that we wanted to do.
Now we have to do something about it and the actions that come
out of it will be the measure of success.
And I am very excited that we’ve had so many people who
attended reach out and commit to making some sort of change.
We have to follow up with it and continue and repeat and get
back in the room together and do some things with it. That will be
the true measure. But in terms of how it was received, it was very
well received by the retail and beyond industry and we’re really
proud of it.
What are H&M’s ambitions in South Africa and Southern Africa?
We want to be in a lot more places and we have a lot of work to do.
We have a lot of growth on the agenda. We see a ton of potential both
in Southern Africa and in South Africa.
We have massive ambitions for growth and we’re going to
diversify our portfolio within South Africa and in the region over
the next couple of years. We love doing business here. We are going
to continue to do it and do more of it.
24 | www.opportunityonline.co.za

Access Bank South Africa
wins major award
Capital Finance International (CFI) has named Access Bank South
Africa for the Best Business Banking Solutions in South Africa for 2022.
BUSINESS BANKING SOLUTIONS
In January 2023, the London head office of respected financial
print and online journal Capital Finance International (CFI)
released the results of its awards for 2022.
Access Bank South Africa was named for the Best Business
Banking Solutions in South Africa.
Access Bank SA CEO Mrs Sugendhree Reddy said she is delighted
with the news, noting CFI’s standing as a well-regarded print
journal and online resource in the business, economics and
finance sectors.
“This recognition of our dedication, determination and
commitment to ensuring that our customers receive impeccable
service and products tailored to meet their needs shows the
progress we continue to make towards becoming the world’s
most respected African Bank,” she said.
Access Bank SA joined the Access Bank Group in mid-2021, following
a rebranding and conversion to include retail and corporate banking
together with the business banking division.
“Access Bank South Africa forms part of a financial services conglomerate
with a well-established international presence, including subsidiaries in
15 African countries including the UK and the UAE, with representative
offices in China, India and Lebanon,” Reddy notes. A Paris office will
open in May 2023. A commitment to providing good value and excellent
service in delivering personal, corporate, business and alliance banking
solutions has made Access Bank SA a stand-out financial services
operation in a highly competitive market.
Says Reddy: “We are excited by the award from CFI and will use it
as motivation to continue to raise our standards in every area that
we provide services, from everyday banking such as transactional
accounts, deposits, to secured and unsecured loans, trade finance
(import and export solutions) as well as Forex. We serve retail, business
and corporate customers.
“We pursue a relationship-centred banking model that focusses on
people rather than products. Business clients benefit from a dedicated
relationship manager who make on-premises visits to ensure the bank
has a full understanding of a company’s needs.
“Customer satisfaction is a primary pillar of Access Bank SA, and our
reputation for dependability and solutions has become key to the
customer-centric model of the business.”
It is clear that there will be no resting on laurels for Access Bank South
Africa. “This is an exceptional way to start our new year,” says Reddy, “and
will provide a springboard for our teams to continue to match and exceed
customer expectations, while focusing on solutions-driven services that
make Access Bank a financial banking operation quickly becoming a
first-choice among South Africans.”
ABOUT ACCESS BANK
Access Bank Plc. is a leading full-service commercial Bank operating through a network of more than 600 branches and service outlets, spanning three continents, 18 countries and more
than 49-million customers. The Bank employs 28 000 people in its operations in Nigeria and has subsidiaries in East, West and Sub-Saharan Africa and the United Kingdom (with a branch
in Dubai, UAE) and representative offices in China, Lebanon and India.
Listed on the Nigerian Exchange Limited since 1998, it is currently admitted on the National Association of Securities Dealers (NASD). Access Bank is a diversified financial institution which
combines a strong retail-customer franchise and digital platform with deep corporate banking expertise and proven risk management and capital management capabilities. The bank serves
its various markets through four business segments: Retail, Business, Commercial and Corporate. Access Bank has over 900 000 shareholders (including several Nigerian and international
institutional investors) and has enjoyed what is arguably Africa’s most successful banking growth trajectory in the last twelve years. Following its merger with Diamond Bank in March 2019,
Access Bank became one of Africa’s largest retail banks by retail customer base. As part of its continued growth strategy, Access Bank is focused on mainstreaming sustainable business
practices into its operations. The Bank strives to deliver sustainable economic growth that is profitable, environmentally responsible and socially relevant, helping customers to access more
and achieve their dreams.

Committed to growing the South
African and African economy
Access Bank CEO Sugendhree Reddy reflects on the significant
achievements made in a short time by this award-winning bank.
Congratulations on the award, Best Business Banking Solutions in
South Africa for 2022. Given that Access Bank’s rebranding and SA
launch was in 2021, you must be very proud of the achievement?
It was certainly a proud moment for the team and me. To achieve a
prestigious award in such a short period confirms that we are doing things
right and the market is ready for change in the banking environment.
Do you see Access Bank as building on the various brands which
preceded its South African launch?
Access Bank is different to the past banks. Bank of Athens was a niche
business bank which predominately serviced the Greek community.
Grobank was an agricultural bank and Access Bank is a full-service
retail and wholesale bank servicing all communities. The products and
services are different to the previous two banks, and we are a stronger
bank with a parent who is committed to growing the African economy.
A merger with Diamond Bank in 2019 meant that Access Bank is
now one of Africa’s largest retail banks. What is the scale of the
bank’s operations and what does that enable the bank to do for
customers that a smaller operation would not be able to do?
On the continent we have over 600 branches and serve over 50-million
customers. We have a total staff count of over 20 000 people.
What are your short-term and medium-term goals for Access Bank
in South Africa?
The short-term goal is to win the hearts and minds of banking
consumers, to be known as the most respected African bank who solves
customer problems by co-creating solutions with customers. We want
to aggressively grow our customer base in all areas of the bank.
The medium-term goal is to be the Top Tier 2 bank in South Africa
by profitability, assets and service.
Access Bank CEO, Sugendhree Reddy
Which segments of the bank have been experiencing the best
growth?
We are proud of the significant inroads we made in the Corporate
Banking segment which we launched early in 2022. We already
bank a few listed entities. We are also pleased with our Business and
26 | www.opportunityonline.co.za

BUSINESS BANKING
Commercial Banking segment; we continue to build and grow
this segment.
Our differentiation is that we solve for customer problems, we
don’t just push products.
Is this a reflection of trends in the South African economy?
We are experiencing growth in all sectors. Although the South
African economy is currently strained, there are still opportunities for
the smart entrepreneurs, for example, we see growth in the energy
sector but similarly we also see the agricultural sector showing
strong growth.
Please tell us about Access Bank’s plans for a banking platform
for the SMME sector.
We support the SMME sector through our Womenpreneur Pitch-
A-Ton, an annual competition we run to showcase women in
business. We offer the top 10 women a R50 000 voucher to be used
towards any educational course. In addition, the top three winners
also receive cash prizes. We also support these businesses on our
social media platform.
We are also working with development finance partners (DFIs) to
create a fund to support SMMEs.
Does Access Bank have particular products aimed at women?
We don’t have specific products aimed at women but through
Womenpreneur Pitch-A-Ton we support women in business
by showcasing the brilliant women entrepreneurs we have
in our country.
What inspired you to get involved in the financial sector?
I have a finance background and at an early stage in my career I
was exposed to commodity trading, hedging, securitisation, etc,
and I found banking to be the most interesting sector to be in as
we see our actions change the course of someone’s life or business.
My finance background helped me to be successful in the financial
services sector.
Your career has been very varied within the financial sector:
do you see your stints in the public sector and various roles in
companies as preparing you for your new role at Access Bank?
I am most grateful to all my previous employers. Every position I
previously held groomed me for my role at Access Bank. I was always
ambitious and I deliberately made career choices to get me to
eventually become a custodian of a bank.
What were the key things you learnt at GIBS and Harvard?
Harvard and GIBS made me appreciate the power of diversity. When
we were given a problem to solve it was amazing to see how people
from different backgrounds (doctors, engineers, lawyers, etc) brought
different views to solve the same problem.
These universities also open a network across the world. I have
friends who live in 86 different countries and I can call upon them at
any time to give me unbiased opinions on problems I am trying to
solve. Harvard and GIBS exposed me to so many different environments,
companies and world leaders. Getting to learn from these outstanding
leaders was priceless.
Have you had particularly influential mentors along the way?
I had many mentors along my career journey and mentorship is critical
to get objective feedback. My standout mentor was Ursula Wingfield
at BMW Financial Services. She was an excellent leader and achieved
so much as a woman. She took me under her wing and gave me
many opportunities to quickly climb the corporate ladder, including
seconding me to work at BMW Financial Services Australia. She taught
me that all a person needs is confidence and clarity of thought and you
can achieve your dreams.
www.opportunityonline.co.za | 27

Coca-Cola Beverages South Africa is
assisting water-stressed communities
Since its inception, the Coke Ville project has distributed over 200-million litres of water.
In response to a looming Day Zero in parts of the Eastern Cape
province, Coca-Cola Beverages South Africa commenced
an ambitious project to work with the Nelson Mandela Bay
Municipality and other key stakeholders, including Gift of
the Givers, to assist vulnerable and distressed communities.
Coca-Cola Beverages South Africa (CCBSA) aims to be part of
the solution to achieve positive change in the world and to build
a more sustainable future for our planet. Since the company’s
community water project was launched nationally in 2020, more
than 200-million litres of water have been supplied in four provinces.
In response to the dire situation in the Nelson Mandela Bay
Metro, where dam levels reached a critically low level with the
very real prospect of taps running dry, CCBSA worked with the
Nelson Mandela Bay Municipality and other key stakeholders
to ensure vulnerable and distressed communities continued to
have access to water.
CCBSA realised that it could not undertake this challenge alone
and set out as part of a strategic private-public partnership to
work with local communities, the NMB Municipality, as well as
signing a Memorandum of Understanding with the Gift of the
Givers Foundation.
Nozicelo Ngcobo, Director of Public Affairs, Communication
and Sustainability at CCBSA, said: “Water is important capital
for the Coca-Cola company, as it is the main ingredient in our
beverages. We need to ensure that everyone has access to clean
running water, especially vulnerable communities hard hit by
the water crisis.
“This is particularly so for the vulnerable girl child and women,
as the primary drawers of water in rural areas. However, we can
do that only if we all understand that water is a finite resource,”
added Ngcobo. The beverages bottling company’s trucks were
leveraged to support the Gift of the Givers with the distribution
of water to struggling communities in the NMB area. The first water
delivery through this initiative was done on 23 June 2022.
The company further donated 20 x 5 000-litre JoJo tanks which
were placed at identified water collection points around the city. This
was to support the rapid roll-out of collection point sites as outlined
in the Municipality’s emergency response plan. In addition, 500 water
wheelers were distributed to communities to aid with water collection
and storage. CCBSA further deployed three off-grid, solar-powered
groundwater harvesting and treatment systems called Coke Villes in
the region. The sites have a combined total of nine systems with a
minimum annual potential of replenishing 90-million litres per annum
at no cost to the beneficiaries. The Coke Ville sites became operational
in August 2022 and are located in the worst-affected areas in NMB
such as Walmer, which at the time was facing serious water shortages.
National programme
Since inception in 2020, the Coke Ville project has distributed over
200-million litres of water in Limpopo, Gauteng, the Eastern Cape and
KwaZulu-Natal. A total of 12 new systems are currently under construction
targeting mainly the Gqeberha area.
To ensure security of water supply, the NMB Municipality concluded
an emergency water supply continuity plan to ensure water supply
to critical installations such as healthcare facilities, schools and police
stations. Commercial and industrial users like CCBSA that receive water
through the Western Water Supply System are also covered by this plan.
This allows businesses to continue focusing on operations and
preserving jobs and livelihoods.
In support of this municipal initiative, CCBSA implemented a six-point
plan that is directed towards securing alternative water supply sources
to support the business continuity, support our local employees, as
well as minimising our societal impact.
Ngcobo said: “How we respond to the water situation in
our country, and how we preserve and manage our use of
water resources to ensure the adequate and sustainable
provision of clean, safe water to communities, will go a
long way towards ensuring water security not only for
us, but for future generations as well.”
CCBSA continues to work alongside the
Municipality and all relevant stakeholders
to avoid Day Zero, while at the same time
implementing its societal intervention
plan to support vulnerable communities
during this period.
We believe that by working together
we will be able to overcome this crisis and
create a more sustainable future for all.
Nozicelo Ngcobo, Director of Public Affairs, Communication and Sustainability at CCBSA

Beverages
South Africa
Since inception, over
400 million
In 2022 alone,
just under
1 billion
In 2022 alone,
over
25 000
Three
in 5 provinces

MOHAIR SUSTAINABILITY
Protecting the land
for generations to come
SAMIL CEO Michael Brosnahan explains that sustainability is much
more than a project for mohair farmers and producers.
What are the main planks of SAMIL’s sustainability policy?
Our core values are honesty and integrity which translate into
looking after our small piece of the world and everything and
everybody in it. To this end, everything we do is questioned as
to whether it will have a detrimental effect on our environment
or our people, whether it be how we farm our goats on the land
or how we process the material in our factories. We only use
chemicals that have been certified by OEKO-TEX or an equivalent
certification proving that they cause no harm to humans or
animals. We have created a work environment on our farms and
in our factories and offices where all employees are viewed as
assets and are treated as such.
How can more jobs be created in the mohair industry?
More jobs in the mohair industry can really only be created by
creating awareness of this wonderful fibre around the world. The
price of mohair limits its general use so the main end uses are
high-fashion items with exclusive big-name brands.
Are your farmers working on projects to protect the land?
Our farmers are not working on “projects” to protect the land – this
is a constant part of everyday life on the farms. The farmer needs
to protect his livelihood, not just for himself but for his children
and his children’s children. Many of our Angora farmers have been
farming goats on the land for more than 100 years, some into the
second and third generation.
What is the Responsible Mohair Standard? Has its introduction
had the desired effect?
The Responsible Mohair Standard or RMS is an international
voluntary standard that addresses animal welfare on goat farms as
well as managing the “chain of custody” of mohair from the certified
farms through to the final products purchased by the consumer.
The key values of RMS are:
• protecting animal welfare
• regenerative agriculture
• social responsibility
• traceability
Its introduction has definitely had the desired effect – mohair is
once again globally desired which helps to protect the more than
30 000 people employed in the industry in South Africa
Do you see growth prospects for mohair globally?
There are no doubt growth prospects for mohair globally as it is such
a versatile fibre. We have to strike a balance, though, between the
price that the farmer needs to ensure his mohair clip is an economic
product to farm and the price that the consumer is prepared to pay
for mohair products in the marketplace.
30 | www.opportunityonline.co.za

yarns@samil.co.za | sales@samil.co.za | www.samil.co.za

CIRCULAR ECONOMY SOLUTIONS
We are at the
dawn of a new
era for business
Bridget Wijnberg and Catherine
Wijnberg of entrepreneurial support
programme provider Fetola describe
the beginnings of the circular epoch.
Fetola’s Circular Economy Accelerator
is keeping track of companies’
progress toward circularity, and
achieving remarkable results.
Cleaning 600 000 kilolitres of used car oil can save 500-billion litres of water.
Credit: Jimmy Nilsson Masth on Unsplash
Early adopters might appear as today’s
revolutionaries, but the onboarding of circular
business models will rapidly become an economic
imperative and a societal obligation.
Given the number of extreme weather events
in 2022, few can dispute the reality that climate change
is here. The KwaZulu-Natal floods of April 2022 were a
devastating example of that, initiating a state of disaster
with over 450 lives lost and an estimated cost of R25-billion.
Globally, the price tag of climate-related disasters in 2022
alone was R500-billion. While the cost of material damage
is easy to quantify, how does one assess the cost in human
misery and irreparable damage to future generations?
As United Nations Secretary-General António Guterres
announced with his opening statement at the Cop27 UN
climate summit: “We are in the fight of our lives, and we
are losing… We are on a highway to climate hell with our
foot on the accelerator.”
Yet despite these loud warning signs, we clearly have
an action deficit problem.
It’s COP number 27 and global leaders have gathered 27
times to discuss this same issue. Tipping points are being
passed again and again, country pledges are being tabled
and ignored. If the realities of 2022 – with widespread floods
also occurring in Pakistan and Nigeria, 16 000 deaths from
heatwaves in Europe and food insecurity from drought
in the Horn of Africa are our warning signs, we no longer
32 | www.opportunityonline.co.za

CIRCULAR ECONOMY SOLUTIONS
have the privilege of time to wait for these global platforms to reach
meaningful mutual agreements on reducing greenhouse gas (GHG)
emissions for a low-carbon future. The baton urgently needs to be
taken into the hands of the wider grassroots community.
South African warming
South Africa is recorded as the 30th-driest country in the world, and
it is warming at twice the global average. Climate change is creating
huge disruption and uncertainty to the water cycle, which means
that we cannot continue with the same disregard for water resources
through over-extraction and pollution. Water stress will displace up
to 700-million people in Africa by 2030, and with South Africa the
most populated nation south of the equator, how will the inevitable
migration trends impact the country?
Water is required at all stages of food production with agriculture
accounting for 70% of the water used throughout the world as
well as a major contributor to greenhouse gas emissions caused
by human activities. Alongside this, food productivity is being
significantly impacted by climate change and has already decreased
by 21%.
Available solutions
The stage is set for radical transformation. We have shifted from
a need to simply try to mitigate the problem by reducing our
GHG emissions to a need for us also to develop ways to survive
the effects of it, through climate adaptation. This is now both
an economic and a social imperative. Fortunately, there are
solutions at hand and the prospects of transitioning to a new,
circular economy that designs out waste is a real opportunity.
It is one that also addresses the other critical societal factors
in the South African landscape, namely unemployment and
poverty, both of which cannot be ignored. A telling study on
the personal economic situation of individuals reported that
87% describe their situation as stretched.
Yet, despite this backdrop we are an extremely wasteful
society, and roughly 122-million tons of waste are produced by
South Africans each year. Of this, an estimated 10% is recycled or
recovered for other uses, with 90% being thrown away. This waste is
an important part of the value chain yet there remains the mentality
that waste is both worthless and inevitable. However, by changing
this to a narrative where waste has value, it opens the potential
to build a virtuous cycle of use and reuse. The circularity model
achieves this by rethinking existing models which create waste to
incorporate concepts such as rental, repair and life extension which
make clear business and environmental sense.
Collaboration across the value chain is also a key component in
future solutions and the Southern Basadi Multipurpose Co-operative
led by Delores Mackenzie is one such company which has created
a partnership with Netcare Adcock Ingrams to take used IV bags,
an item previously considered worthless, and turn them into
durable, waterproof and incredibly cost-effective school shoes.
Southern Basadi Multipurpose Co-operative makes school shoes out of IV drip bags. Credit: Fetola
Once outgrown these again can be re-crumbed and re-made
into new shoes in an endless circle, meaning that the reclaimed
plastic never has to end up in landfill.
While farming is a huge contributor to the climate change
challenge there are immediate solutions that can be adopted.
Synthetic nitrogen-based fertilisers, which are a major source of
GHG emissions (their use having increased 800% in the last six
decades), can be replaced by climate-friendly organic fertilisers
that replenish the land, capture carbon in the soil and limit
methane emissions.
One collaborative effort between municipalities who were
battling with a toxic mountain of sewage sludge and a creative
agripreneur who saw value in this waste is doing just that. This
innovative circular business, Agriman, currently processes a small
portion of the 700 000 tons of sewage sludge that goes to SA
landfills each year. The company aims to expand and significantly
scale the benefits of regenerative agriculture, reducing waste to
landfill and increasing employment where it is needed most.
Similarly, Dilex, which initially received short shrift from oil
refineries concerned that its model would affect their profit, is
now a business cleaning 600 000 kilolitres of used car oil, that
saves 500-billion litres of water annually from contamination.
This South African company has successfully shifted a typically
cradle-to-grave (take, make, waste) business model into a cradleto-cradle
model where the oil is as an eternal resource and
considerate of future generations. The cleaned oil is cheaper than
crude and can be repurposed again and again, resulting in both
cost savings and a lower environmental impact.
The time has long passed for simply accepting wasteful,
polluting business models. Circularity can be incorporated either
by tweaking elements of the production chain, or full immersion
into a low-carbon, high-sustainability, circular model, often
resulting in improved profitability alongside environmental and
www.opportunityonline.co.za | 33

One of the companyies on Fetola’s Circular Economy Accelerator is expert at using sewage sludge in agricultural settings. Credit: GreenCape
social benefit. The circular economy is also an ideal entry point
for startups in informal settlements. The mindset of repair and
reuse is already entrenched in many of these communities, the
basic starting point for circular transformation.
from governments, a step-change from investors and awareness and
action from business. By supporting each other in this journey we can
build a sustainable future that works.
Circular Economy Accelerator
Circular business models have been proven to be profitable,
people-friendly and environmentally beneficial. They are accessible
in many forms to all, from the smallest SME to corporations and
government. Agriman, Dilex and Southern Basadi are businesses
on Fetola’s Circular Economy Accelerator, which measured an
average 23% increase in revenue growth after just six months on
the programme for participants, many of whom began with no
circularity at all, demonstrating that often all that is needed is a
little guidance and support.
In the race against time, we need to ask ourselves not if, but how
do we unlock change fast enough? For this our response to the
rapidly accelerating and very real effects of climate change needs
to be decisive, immediate and at three levels – supportive policies
Catherine Wijnberg
Bridget Wijnberg
About Fetola
Fetola is a leading provider of scalable, world-class entrepreneurial support programmes that deliver lasting social, environmental and economic impact. Its goal is to grow the economy,
create inclusive wealth and generate jobs by helping people build businesses that last. This is achieved by providing proven business strategy, systems and support, while unlocking
the personal leadership power of entrepreneurs who are inspired to leave a lasting legacy. Fetola means “change” in Sesotho and the Fetola team are inspired by UN Global Goal 17
to generate change at a global scale and foster partnerships that are a force for good.
For more information, visit fetola.co.za
34 | www.opportunityonline.co.za

FOOTWEAR
Bata South Africa taking
strides towards expansion
Leading footwear producer, Bata South Africa, is stepping forward with its sights set on expanding
its local business and increasing exports across the African market in the next five years.
Bata South Africa Country Manager, Michael Wyatt
Bata is a household name globally with a reputation for
affordable, reliable footwear. It currently produces over
five-million shoes a year at its manufacturing facility in
Loskop, Estcourt, in KwaZulu-Natal, mainly comprising
Toughees school shoes, Bata Industrials safety footwear,
Safari for the outdoor adventurer and the Tomy Takkies line.
Country Manager, Michael Wyatt, says the focus is now on
vigorous expansion and distribution of some of Bata’s global
labels to existing local manufacturing.
“We’re well underway in executing the first steps of our 2023
to 2027 strategy and are introducing new collections of select
international sneaker, comfort and outdoor categories to the local
market,” he says.
These include top-selling global children’s footwear range
Bubblegummers, North Star sneakers, Power athletic footwear, the
outdoor-inspired Weinbrenner range, and the comfort-focused Comfit
line. Harnessing the power of partnerships will be a key focus as Bata SA
plugs into this global Bata strategy for growth. New retail negotiations
are at an advanced stage.
“Having closed our own branded retail stores in South Africa several
years ago, we currently retail through major chains including Ackermans,
PEP, Jet, Edgars, Mr Price and Shoe City, as well as select wholesale
36 | www.opportunityonline.co.za

FOOTWEAR
distributors and e-commerce platforms Zando, Superbalist and
Takealot. The focus now is on adding shelf space within South Africa’s
leading retail chains,” says Wyatt.
“As a global retailer, we can provide African customers with
products, brands and insights from around the world that serve
as unique selling points and opportunities for mutual growth.
Our intention is not to simply sell our brand wholesale, but rather
to establish long-term partnerships with retailers and offer them
exclusive, distinctive products,” he adds.
Bata is also investing in its back-end systems, logistics,
marketing and human capital, launching a new enterprise
resource planning system, an African warehouse management
system and a direct-to-consumer e-commerce platform in
support of its expansion model.
Increasing African footprint
With 21 manufacturing sites worldwide, the Bata Group sells 150-million
pairs of shoes each year, has a retail network of over 5 300 stores
across more than 70 countries, and employs 32 000 people globally.
Its African production facilities are located in South Africa, Kenya,
Zimbabwe and Zambia, with commercial activities (both wholesale
and retail) in Botswana, Malawi and Uganda.
Indications are that 2023 will be a bumper year for Bata SA
exports. The company exports shoes to sister Bata companies in
Africa and to non-Bata wholesalers in countries where Bata does
not have a presence.
A partnership with the South African Footwear and Leather Export
Council (SAFLEC) has boosted export capacity, with Bata providing
technical and design guidance across a network of 15 local factories
now producing fashion footwear for Bata’s African stores.
“For the year to date, we’ve grown total African exports by over
50% from 2022, including Congo, Brazzaville, Eswatini, Lesotho,
Mauritius, Mozambique, Namibia, Nigeria and Tanzania, while also
pursuing opportunities in other African markets,” says Wyatt.
“Our domestic sourcing programme has effectively transitioned
the traditional procurement of fashion and family shoes from
Eastern suppliers to South African manufacturers, with other local
manufacturers now contributing around 30% of our overall exports
to Africa,” he explains.
Community focused
Bata’s South African manufacturing facility employs roughly 500
people, mostly women from the surrounding community, and is a
mainstay of local manufacturing and distribution.
A number of community initiatives are underway across South Africa
through the global Bata Children’s Programme which alleviates the burden
on disadvantaged children through four key focus areas – Education,
Health and Safety, Living in a Sustainable World and Mentoring and Skills.
“Even as we’re preparing for an exciting period of long-term growth, a
sense of community will always be at the heart of what we do as Bata.
We’ve been in South Africa for over 75 years since 1947 and want to see
this country and continent prosper,” concludes Wyatt.
Bata’s African production facilities are located in South Africa, Kenya, Zimbabwe and Zambia, with commercial
activities (both wholesale and retail) in Botswana, Malawi and Uganda.
www.opportunityonline.co.za | 37

SUSTAINABLE MINING
Operationalising the
mining of tomorrow
The 2023 Investing in African Mining Indaba had a distinctly future-oriented focus.
One of the event’s associate sponsors, dss + , presented its sustainable operations
vision, which aims to go beyond net zero to achieve long-term resilience.
New technologies are part of the solution to mining more sustainably. Credit: Anglo American
As South Africa progresses towards its 2050 net-zero
emissions targets, it needs to transition from a fossilfuel-based
energy system to one that is renewable and
ultimately more sustainable.
The latter is totally dependent on mining: copper is
believed to be the most important metal for electrification and is
necessary to all net-zero plans; nickel, lithium, cobalt and graphite
are also critical to meet demand for applications such as energystorage
batteries and electric vehicles.
As downstream companies seek adequate, affordable, secure and
ethical supplies of critical minerals, the only path forward for mining
companies is to pivot their operations toward more sustainable
forms of mining.
However, driving substantial change at scale requires engaging
multiple stakeholders to bring together perspectives and resources
that create lasting operational solutions.
Addressing these operational challenges and building the
required organisational capabilities is paramount to the success of
the industry in the coming years.
Drawing from a wealth of experience in operational excellence,
sustainability and operational risk management from around the
globe, operational management consultancy dss + is well-positioned
to assist local mining companies in taking advantage of the situation
and building the required organisational capabilities.
"We can work with mines to move beyond their net-zero roadmaps,
using our extensive experience in operational transformation to
realise their ESG targets and implement the necessary changes for
future resilience,” says Global Mining and Metals Director at dss + ,
Johan Coetzee.
“We aim to help clients in the mining sector to build the
organisational capabilities required to embed sustainability mindsets,
behaviours and processes that establish fully operationalised
sustainability projects. This also facilitates enhanced production and
responsible asset stewardship in the process."
The group’s involvement in the Mining Indaba added significant
value with some high-impact sessions delivered by seasoned
veterans of the industry. On the Indaba’s main stage, Coetzee
discussed paths to resilience in mining operations, and how mines
can lay the foundations to manage complex large-scale volatility
challenges today and in the future.
Helder Santos, Director of Mining and Metals for the Europe, Middle
East and Africa region, stands among Africa’s industry pioneers
working to build the organisational capabilities for sustainable mines
of the future.
Having conducted several successful transformation programmes
in the region, Santos provided in-depth industry insights around
operational excellence and operational-risk management that
facilitate paths to the new mining of the future, including energy
transition and social impact.
However, discussions about
the future of mining and the
management of key operational risks
cannot be had without conversations
around safety, and in particular
the management of processes to
ensure asset integrity and impact on
communities.
To this end, Jaco Pieterse,
Principal Consultant and Process
Safety Management expert at dss + ,
moderated a panel about tailings,
safety, asset management and
community impact.
In Sub-Saharan Africa, dss + is
helping to build baseline resilience for
its mining and metals industry clients,
as well as organisations in related or
downstream sectors, like oil and gas,
chemicals and manufacturing.
Johan Coetzee, dss+ Global Mining
and Metals Director
About dss +
The industries and sectors that power our world are changing. At this crucial time in history, they should find ways not just to succeed, but to empower and protect the people, ecosystems
and economies they touch. It’s not an easy task. But we work with our clients to do just that – and much more. We help our clients to save lives and create a sustainable future.
More information at https://www.consultdss.com/about/about-us/

SUSTAINABLE MINING
Minerals Council Compact
A mandatory code of conduct binds mining companies to ethical
practices, including a commitment to consideration of sustainable
development when making decisions.
Credit: Thungela Resources
The Membership Compact is a mandatory code of ethical
business conduct to which members of the Minerals
Council South Africa subscribe. The overriding vision
and mission of the Minerals Council is to reposition
the South African mining sector as South Africa’s
pre-eminent industrial sector and to double real investment in
mining by 2030. This is an industry strategy that will be owned
by all Minerals Council members with the overriding objective
of building a trust-based social pact with key stakeholders,
creating an overwhelmingly positive investment and operating
environment for the sector that makes the global investment
community and mining industry recognise that South Africa has
emerged into an investment destination of choice for the mining
sector. The benefits of achieving this vision are incalculable and
will be a game-changer for the country and its ability to achieve
the National Development Plan objectives, to which members of
the Minerals Council subscribe.
A COMPACT OBJECTIVE
The primary objective of the members of the Minerals Council
is to ensure that the mining industry is able to realise its latent
growth potential and so contribute meaningfully to the national
objectives for sustainable development, transformation and
the growth of the South African economy. This can best be
achieved through:
• Building trustworthy relationships with key stakeholders
• Transforming the mining industry
• Partnering with communities surrounding existing and future
mining operations and those in labour-sending areas
GUIDING PRINCIPLES
The guiding principles serve as a framework to enable Minerals Council
members to achieve the objectives of the Compact. Minerals Council
members undertake to integrate the guiding principles into their
management systems to ensure consistent application across all operations.
The following 10 guiding principles demonstrate the commitment of
members to manage their operations in a responsible manner. Members
commit, in all aspects of their businesses and operations, to:
• Implement and maintain ethical business practices and sound
systems of corporate governance
• Strive to achieve zero harm in respect of mine health and safety by
complying with the Mine Health and Safety Milestones
• Integrate sustainable development considerations within the
corporate decision-making process
• Respect fundamental human rights and respect cultures, customs
and values in dealing with employees and others who are affected
by their activities
• Implement risk-management strategies based on valid data and
sound science
• Continuous improvement of their environmental performance
• Contribute to conservation of biodiversity and integrated
approaches to land use planning
• Facilitate and encourage responsible product design, use, reuse,
recycling and disposal of their products
• Contribute to the social, economic and institutional development of
the communities in which they operate and in labour-sending areas
• Implement effective and transparent engagement, communication
and independently verified reporting arrangements with
their stakeholders.
Minerals Council website: www.mineralscouncil.org.za
www.opportunityonline.co.za | 39

MINING INDABA REVIEW
President Cyril Ramaphosa
reassures investors that
SA’s mining challenges
are being addressed
The Webber Wentzel Mining Team summarises the points raised by President Cyril Ramaphosa
in his address to the Investing in African Mining Indaba 2023 and comments on key aspects
of the speech. A recurring theme of the speech was that there are many important aspects
in which government can help to boost mining investment in South Africa.
Addressing Mining Indaba 2023, President Cyril Ramaphosa
expanded on the solutions to the challenges identified by
Minerals and Energy Minister Gwede Mantashe. The President’s
address covered more of the details that potential investors
expected to hear, and he made a firm commitment to “remove
all impediments and create an environment that will drive sustained growth
in mining”. The overall message was that the South African government has
made strides in arresting challenges faced in mining and that it desires to work
with the private sector to eradicate these challenges.
The President addressed energy constraints, the acceleration of economic
reforms, safety and security (which includes illegal mining and infrastructure)
and the slow pace of the government’s structural reform programme.
Secure supply of electricity
To realise South Africa and its mining sector’s growth
objectives, the President put the achievement of a
secure supply of electricity at the top of his list of four
actions. We believe he is correct to prioritise electricity
security in this manner because of the huge impact
the electricity crisis is having on the country and, in
particular, the mining sector.
The President referred to the National Action Plan to
improve performance of our existing power stations: to add
new generation capacity to the grid as quickly as possible
and to import 100MW more electricity capacity from
neighbouring countries than the current 300MW being
imported. He referred to the success of the renewable
energy IPP procurement programme and agreements for 25
new projects that will soon be proceeding to construction.
He referred to the removal of the licensing threshold,
enabling new generation by private-power producers,
and the rate at which the mining sector is generating its
own electricity. Minerals Council SA has said there are 89
embedded-power-generation projects, with a focus on
renewable energy solutions, contributing to South Africa’s
decarbonisation process.
We support these measures, especially the President’s
recognition of South Africa’s abundant renewable energy
resources but would recommend that the Presidency also
urgently apply its mind to unblocking grid constraints. In
the recently closed Round 6 of the REIPPPP, only 860MW of
a targeted 5 200MW of projects was awarded to preferred
bidders because of a shortage of grid capacity. Not a single
wind project was awarded preferred bidder status. We are
indeed seeing large volumes of private-power capacity
being worked on in the country, but more can be done
40 | www.opportunityonline.co.za

MINING INDABA REVIEW
to unblock constraints to bringing these projects on stream in the
shortest possible space of time, including a clear system for grid
capacity allocations and urgent grid capacity development.
Regulatory reform
The President said government was accelerating economic reforms
to improve the operating environment. This included reducing
timeframes for environmental authorisations, exempting energy
projects from some environmental authorisations and speeding
up the registration of new projects and grid-connection approvals.
He also said government would continue to work to reduce
backlogs in prospecting and mining applications, which has been a
problem for the mining industry over many years. Ramaphosa said
that over the past 18 months, the backlog had been cut by 42% and
he promised it would be eliminated in the “short to medium term”.
The president said the Department of Minerals and Energy (DMRE)
is in the process of buying an “off the shelf” cadastral system which
could be adapted to South Africa’s needs. This is an essential step to
ensuring a speedy and transparent system of granting licences.
On logistics, the President referred to the partnership between
Transnet and Mincosa and said opening up “key routes” to third-party
operators would bring much-needed investment for upgrading,
maintenance and rehabilitation.
Illegal mining
The President referred to the multi-disciplinary Economic
Infrastructure Task Teams established by the SAPS that were
operating in 20 hotspots and had already made a number of
arrests. Transnet has developed relationships with the industry
and private security to address cable theft and vandalism on the
freight rail network. Given increased safety and security threats
in abandoned and operational mine sites, more consideration
should be given to increasing security awareness, training,
capacity building and governance.
Attractiveness to investors
Ramaphosa highlighted that South Africa presents a particularly
attractive destination for investors looking for opportunities in the
green-energy transition and the African Continental Free Trade
Area (AfCFTA).
This is an important, positive message. South Africa’s laws are
considered some of the most progressive in the world, and already
ensure adequate consideration of E, S and G risks, impacts and
opportunities. Our Just Transition Framework was commended
at COP27 and is being used as a benchmark for other developing
countries to contextualise their own transition journeys. Our policy
landscape is progressing as international developments drive action.
ESG
Ramaphosa said the implementation of Social and Labour Plans
(SLPs) must be improved, as “mining must be at the forefront of
social development”. Basically, the President stated that if the
mine has water, the community should have water. If the mine
The authors argue that more can be done to unblock
constraints to the development of renewable energy.
Credit: Redstone CSP Project, Grinaker-LTA
has roads, the community should have roads. If the mine has a
hospital, the community should have a hospital.
There is certainly an obligation on mining companies to
implement their SLPs and there is already a mechanism to monitor
implementation in the SLP regulations. When implementation is
lacking, government has the means to identify and deal with the
defaulting parties. International frameworks and expectations similarly
require businesses to recognise and protect against adverse human
rights impacts in their operations and value chains.
However, it is the responsibility of the State to protect and promote
basic and fundamental human rights. The United Nations’ Guiding
Principles on Business and Human Rights expressly acknowledge the
State’s duty to protect human rights. These obligations are similarly
imposed on government under our Constitution, such as the duty
to provide access to sufficient food, water and healthcare services (in
section 27 of the Constitution).
While the social obligations of mines vis-à-vis their host
communities cannot be gainsaid, government cannot superimpose
its constitutional and international obligations onto the mining
sector. The interplay between these obligations, and when mining
companies can and should step in, must be carefully considered
and balanced.
Setting up a good cadastral system adapted to South Africa’s
needs is an essential step to ensuring a speedy and transparent
system of granting mining licences. Credit: Richards Bay Minerals

STEAM GENERATION
Blending imagination
and creativity for
six decades
Piping technology
Pipe supports
Plant erection services
Explosive welding
7912 Steinmuller - Engineering News Boilers Feature - Advert 210x275mm
Steinmüller Africa started in South Africa in 1962 working on the
power stations Grootvlei and Hendrina, before moving on to the other
baseload stations of Kriel, Duvha, Tutuka and Majuba as they were
constructed. More recently, Steinmüller Africa has been a subcontractor
to Hitachi for the fabrication of the Medupi and Kusile boilers, which
are supercritical boilers that operate at main steam conditions of 240
bar at 560°C, with reheat temperatures up to 570°C. Bolofo notes of
this specialised work, “This requires Level 1 high-pressure pipework,
which is an area of expertise for us.”
When various other power stations such as Camden, Grootvlei and
Komati were either mothballed or returned to service, Steinmuller Africa
was again called on to provide the expertise for these complex tasks.
Steam generation is also at the heart of Steinmüller Africa’s operations
in other sectors, such as pulp and paper, sugar milling and processing or
in the generation or reticulation of steam in petrochemical plants and
fuel refineries. From doing all the fabrication and following up with the
installation and commissioning of boilers, the company has progressed
to become a key service provider for ongoing plant maintenance.
Speaking of the company’s facilities in Pretoria North, Bolofo says,
“Our fabrication equipment there is world class.” This includes steam
headers and the Cojafex Induction Bending Machine for pipe spools,
both of which are unique to the African continent.
Some of the specifications of the Pretoria facility are:
• 50 000m² under-roof fabrication workshops, 50-ton lifting capacity
• some bays are 35m wide and 700m long
• pressure component production capacity of one-million hours per year
Steinmüller Africa Director, Moso Bolofo
Steinmüller Africa is a leading company in steam
generation which has been offering its expert services
in and beyond South Africa for six decades.
Moso Bolofo, Steinmüller Africa Director, is proud of
the company’s legacy which is built on high levels of
training and precision in execution and which aims to combine
first-class engineering with imagination and creativity.
Steinmüller Africa offers comprehensive expertise in welding
and environmental technology, manufacturing, maintenance,
lifetime extension plans and project management. In addition, the
company provides a wide range of cranes, lifting gear, welding
equipment and mobile offices for site establishment. All of these
services and areas of specialisation have evolved around the core
industrial focus, steam generation.
Piping Division excellence
Says Bofolo, “Steinmüller Africa’s Piping Division in Pretoria is a true onestop
shop for all induction bending requirements. It offers induction
bending of pipes 48-850mm in diameter and a maximum wall thickness
of 120mm with a maximum radius of 4 600mm.
“The team also provides shop fabrication after bending, which
entails heat treatment, pipe end preparation, spool fabrication, surface
preparation and packing. Advantages of the bending facilities are high
accuracy of shape, custom-made individual bends and less butt-welds
using complex bends. Based on the requirements and application of the
material, it might be crucial to heat-treat induction bends. Steinmüller
Africa has furnaces with accurate temperature up to 1 200⁰C. We also
specialise in electrical post-weld heat treatment, which is crucial to the
quality and integrity of welding on high-pressure parts and pipelines.
“Steinmüller Africa’s history proves the claim of being an end-to-end service
provider, that really does look at the whole lifecycle of a plant, from conceptual
design, manufacture and installation and, thereafter, to the maintenance and
all the way through the service life until de-commissioning.”
42 | www.opportunityonline.co.za

60 60
CELEBRATING
CELEBRATING
CELEBRATING
YEARS YEARS
YEARS
of Outstanding Customer Service
and of Outstanding Making Steam Customer Generation Service Work
and Making Steam Generation Work
We have come a long way,
We have come a long way,
6 decades and counting!
6 decades and counting!

SMALL BUSINESS AND RENEWABLES
How small business can benefit
from renewable energy
Pieter Bensch, Executive Vice President for Sage Africa & Middle East, details how
the new SME Climate Impact Report shows the way to a brighter future through
renewables for small and medium businesses.
South Africa’s shortfall of power generation capacity has
reached beyond crisis levels. The country experienced more
days and hours of loadshedding in 2022 than in any other
year, but there was also the longest stretch of unbroken
loadshedding across September and October. It’s clear there
will be no quick fixes for this long-standing challenge.
In crisis lies the opportunity for organisations of all sizes, including small
and medium businesses (SMBs). The public conversation often focuses
on the challenges and costs of loadshedding for smaller businesses and
how these can be mitigated. But a more empowering way to look at it is
as a chance for SMBs to champion and lead the shift to a cleaner, more
sustainable energy world.
The SME Climate Impact Report, commissioned by Sage and launched
in partnership with Oxford Economics and the International Chamber
of Commerce (ICC), shows that SMBs’ footprint totalled 29% of nonhousehold
emissions in South Africa when greenhouse gases generated
in their supply chains were considered.
As such, SMBs can play a key role in the transition to cleaner energy.
Let’s start with the enormous demand we see in the market for
renewables. From independent power producers (IPPs) building wind
and solar farms to feed into the grid to large companies self-provisioning
power to solar installations for SMBs and homes – there are plenty of
growth opportunities.
In 2020, electricity generated from renewables amounted to a mere
10.5% of the South African national total. One researcher forecasts that
South Africa’s renewable power capacity will increase at a compound
annual growth rate of 10.7% from 2021 to 2035 to reach an estimate of
40.6GW by 2035, which will constitute 48.3% of total installed capacity.
Solar offers small businesses the prospect of becoming
increasingly independent from the grid and reducing their
power bill over time. Domestic and small business solar
installations can be done to suit the customer’s needs. Credit:
Versofy Solar
Opening the floodgates
President Cyril Ramaphosa recently opened the floodgates for
renewables investment, announcing a broad package of reforms.
These include making it easier for large power users to self-provide
up to 100MW of embedded power generation, launching an Eskom
feed-in tariff for solar users to sell power to the grid, and acceleration
of IPP rollouts.
This creates enormous opportunities for entrepreneurs and SMBs
throughout the supply chain, from providing and installing systems to
manufacturing components and playing a role in power storage and
44 | www.opportunityonline.co.za

SMALL BUSINESS AND RENEWABLES
provision. The market is far from saturated, and skills are in short
supply, creating compelling entrepreneurial prospects in an industry
with a bright future.
The pace of innovation in renewables has been astonishing;
we could envisage SMBs playing a leading role in driving further
progress. One of the lessons we could take from the loadshedding
crisis is that avoiding another monopoly would be highly desirable.
Instead, we could foster a renewables ecosystem with competition
at every level – from installation to power provision.
In fact, driving entrepreneurship is essential for a just transition.
Government, labour and communities are justifiably concerned
about the loss of fossil fuel jobs and the poor getting left behind
in the renewable energy revolution. An inclusive renewables
industry would help address these challenges by potentially
creating 250 000 new jobs over the next 25 years and off-grid
power solutions for rural communities.
Harnessing renewables in small businesses
Of course, not every SMB will want to become directly involved in
the renewables industry, but every SMB uses electricity. Herein lies
an opportunity for SMBs to evaluate ways of harnessing alternative
energy to improve business resilience, sustainability and efficiency.
Rapid renewables innovation means a strong business case for
going solar.
For most businesses, barring those with heavy machinery or
commercial fridges, solar panels and battery backup are excellent
backup power sources. They’re cleaner, quiet and don’t depend
on expensive fuel. What’s more, solar offers small businesses the
prospect of becoming increasingly independent from the grid and
reducing their power bill over time.
Some municipalities, such as Cape Town, allow businesses to feed
power back to the grid for a rebate. Over time, solar installations will
pay for themselves, even if you don’t factor productivity through
loadshedding into the equation. Becoming more sustainable is also
a good reputational move that enhances an SMB’s standing with
customers and suppliers.
Tools such as Spherics, a carbon-accounting solution from
Sage, can help businesses easily understand and reduce their
environmental impact. Though not yet available in South Africa, it
will help SMBs manage their carbon footprint and the data shows
where the low-hanging fruit is for SMBs in making the transition.
_________________
It’s clear the future is
renewable. Energy reform is
an opportunity for businesses
to increase growth and
become more sustainable.
________________
The key to securing the energy future
Given that coal and nuclear plants are built on decade-plus
timespans, solar and wind are the best options to address South
Africa’s power shortfall rapidly. But the backstory is that we need
to gradually wean ourselves from fossil fuels to meet our climateemission
promise to the global community and play our part in
addressing climate change.
It’s clear the future is renewable. Energy reform is an opportunity
for businesses to increase growth and become more sustainable.
SMBs need to take their rightful place at the energy reform table,
so they don’t get left behind. Government and big business would
be wise to tap into the resourcefulness and innovation of the SMB
sector to help drive a faster and more successful transition.
About Sage
Sage exists to knock down barriers so everyone can thrive, starting with the millions of small and mid-sized businesses served by us, our partners and accountants. Customers
trust our finance, HR and payroll software to make work and money flow. By digitising business processes and relationships with customers, suppliers, employees, banks and
governments, our digital network connects SMBs, removing friction and delivering insights. Knocking down barriers also means we use our time, technology and experience to
tackle digital inequality, economic inequality and the climate crisis.
Website: www.sage.com/za
www.opportunityonline.co.za | 45

EXPLORATION FOR DEVELOPMENT
Helium and
natural gas
could be
game-changers
Projects that started as
licences approved by
Petroleum Agency South
Africa are starting to
produce results, results
that will boost the South
African economy.
Filling up at a petrol station might never be the same
again. As a result of exploration rights first being issued
by Petroleum Agency South Africa (PASA) 16 years ago,
South Africa now stands on the brink of a brand-new
market in liquid natural gas (LNG) and helium. Which could
have a transformative effect on the regional economy.
In 2007 exploration rights to the Virginia area were granted to
a company which later became Tetra4, a wholly-owned subsidiary
of Renergen. In 2012 a full onshore petroleum production right
was awarded and a full Environmental Impact Assessment was
completed in 2017.
In July 2022 a milestone called “natural gas to plant” was
achieved. This test allows for the system to be comprehensively
tested, with the inlet line from the gas-gathering system opened
to the process plant and then on to the natural gas filtration
and pre-compression system. In September 2022, commercial
operations of the company’s LNG plant began and in January 2023
the announcement was made that helium production had begun.
As custodian, Petroleum Agency SA ensures that companies
applying for gas rights are vetted to make sure they are financially
qualified and technically capable, as well having a good
environmental track record. Oil and gas exploration requires
enormous capital outlay and can represent a risk to workers,
communities and the environment. Applicants are therefore
required to prove their capabilities and safety record and must
carry insurance for environmental rehabilitation.
The Tetra4 Virginia Gas Project is the only holder of an onshore
petroleum production licence issued by the Department of
Mineral Resources and Energy (DMRE) through PASA. The
production right area covers 187 000 hectares around the towns
of Welkom, Virginia and Theunissen.
Whereas it took nine years to find the R1.2-billion needed to fund
the first phase of Virginia Project, investors are now looking very
keenly at its prospects. An amount of R3.6-billion has been invested
by Ivanhoe Mines to secure some offtake rights and the Central
Energy Fund has purchased a 10% stake in Tetra4 for R1-billion.
This is the sort of development and inward investment that is
promoted and encouraged by PASA.
Sproule, a resources accreditation agency, has given an updated
report on the helium and methane reserves in the Virginia gas field.
The results were even more positive than previous estimates, with
helium reserves up by 620% and methane reserves by 427%. Every
computer microchip in the world is produced in the presence of
helium and the world uses 85 tons of it every day.
Bulk Hauliers International Transport (BHIT) was among the first
logistics companies to sign an agreement to take LNG from Tetra4.
About 50 of BHIT’s trucks will receive the fuel, which should lead to
lower operating and maintenance costs.
With the transport sector contributing significantly to pollution,
the potential for transformation through these measures is
enormous. Renergen has signed an agreement with TotalEnergies
for distribution and sales. Renergen intends equipping filling stations
with LNG at strategic locations across South Africa to cater for the
logistics industry. The first two such stations will be Total stations
in Johannesburg and Durban that will be rebranded in green. One
station is planned for Harrismith on the busy N3 highway which links
these two cities.
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EXPLORATION FOR DEVELOPMENT
Contracts have been signed and trucks are being filled up. Trucking companies have
started signing up to use liquid natural gas to fuel their vehicles, citing savings and
cleaner burning engines. A vast field of natural gas in the northern Free State, regulated
by Petroleum Agency South Africa, means that this trend could grow. Credit: Renergen
Other manufacturing concerns such as SA Breweries and
Ardagh Glass Packaging have also signed up to take LNG. Bespoke
depots will be developed to cater to industrial clients such as the
glass company.
PASA’s actions with regard to gas are in support of the Liquefied
Natural Gas Independent Power Producer Procurement Programme
(LNG IPPPP), which is part of the broader programme of the DMRE
which encourages private investment in renewable energy, namely
the Renewable Energy Independent Power Producer Procurement
Programme (REIPPPP). The total allocated to gas-to-power in the
national power plan is 3 726MW, of which 3 000MW is for LNG.
Offshore progress
In support of PASA’s stated goal to move beyond exploration
to development and production, TotalEnergies has submitted
an application to Petroleum Agency South Africa to convert its
exploration right into a production right.
The TotalEnergies-led consortium, after making world-class
discoveries off South Africa’s southern coast off Mossel Bay in the
Outeniqua Basin, has now made the decision to proceed to the
next phase, which could have enormous implications for the local,
regional and national economy.
The exploratory drilling campaign employed 195 South
Africans with specialist skills but the potential spinoff is enormous
for the Western Cape and South Africa, if the find leads to drilling
and commercialisation.
PASA has noted the significance of international oil companies
committing to exploration off South Africa’s coast. More
exploration will guarantee that interest is maintained.
The next phase of the project, a gas-market development
period, is not the same as an immediate decision to start building
pipelines and decks, but it is a step along the way. The Luiperd
and Brulpadda discoveries were made in the Block 11B/12B areas.
The joint venture has decided to give up a northern portion of
its right, reducing the proposed area to be worked to 12 000km²,
whereas the exploration right extended to more than 18 000km².
TotalEnergies’ joint venture partners in Block 11B/12B include
QatarEnergy and Canadian Natural Resources.
If the process moves further along to the point where
TotalEnergies obtains all the environmental permits it needs and
starts to develop the resource, some estimates suggest that gas
could begin to flow by 2026.
PASA plays an important role in developing South Africa’s
gas market by attracting qualified and competent companies to
explore for gas, as in the case of TotalEnergies and its partners.
Another major focus is increasing the inclusion of historicallydisadvantaged
South Africans in the upstream industry. In
support of this goal, PASA focuses on educational projects that
promote Maths, Science and Technology, including exhibitions,
career presentations, three-year internships for South African
graduates and a contribution to University of Fort Hare for a
Geological Chair.
Onshore exploration rights have been granted by PASA in several parts of the
country. The agency is determined to see that the next phases, development and
production, are reached. Credit: Shutterstock
petroleumagencysa.com Petroleum Agency SA @sa_petroleum Petroleum Agency of South Africa @petroleumagency

RAIL FREIGHT
Transnet digitises freight services
Huawei’s all-optical backbone network for railways
has been introduced in South Africa.
network had reached the end of its lifecycle, unable to support Transnet’s
production and operations. On top of that, operating the obsolete SDH
network was not efficient and integration with newer technologies
was troublesome, slowing down the company’s digitalisation initiatives
and business expansion plan.
In response, Huawei deployed the all-optical backbone network
solution for railways, building an independent large-capacity wavelength
division multiplexing (WDM) transmission network that meets Transnet’s
business and production-security requirements.
Transnet, South Africa’s state-owned transportation
company that manages South Africa’s rails, ports and
pipelines, has developed a digital strategy to reposition
its freight transportation system and improve its
competitiveness.
Transnet, one of the country’s biggest state-owned enterprises,
is responsible for building, managing and operating South Africa’s
rail infrastructure. It plays a crucial role in the country’s sustainable
and stable economic development. As South Africa’s largest
freight logistics operator, Transnet has committed to building a
globally-competitive freight system.
The entity’s digital strategy is founded on the use of innovative
information and communications technologies to improve the
connectivity, capacity and bandwidth of South Africa’s rail,
port and pipeline networks. Transnet also aims to improve its
performance and capacity using real-time data. This means that
a modern and expanded network is key for Transnet.
Transnet has been working with Huawei to build an upgradable
and easy-to-maintain transmission backbone network featuring
high bandwidth and reliability. The network enables the realtime
and efficient transmission of a massive amount of business
data, supporting emerging services and solidifying Transnet’s
digital strategy.
All-optical backbone network solution
Transnet manages more than 30 000km of rails and its rail
infrastructure accounts for 80% of all rail infrastructure in Africa.
In addition, Transnet has 114 backbone nodes and numerous
optical cable lines across South Africa. This gives the company an
advantage when it comes to bandwidth operations.
However, the existing synchronous digital hierarchy (SDH)
network had many limitations. The SDH 2.5G/10G backbone
Credit: Huawei
Stability and scalability
The project used next-generation intelligent and simplified OptiX OSN
9800 series products. These intelligent, large-capacity MS-OTN products
integrate optical and packet functions, providing the transmission
capacity of 100G and beyond. They feature high reliability, low latency
and deterministic quality, and support end-to-end native hard pipe
(NHP) networks from the access layer to the transport layer. The system
can now centrally carry Transnet’s different businesses at multiple layers
and interfaces, ensuring independent and secure operations.
To enhance the stability and scalability of the operation network,
Transnet adopted Huawei’s dense WDM (DWDM) technology that
supports a single wavelength capacity of at least 100 Gbit/s. With
it, Transnet has upgraded its 100G network and provides customers
nationwide with larger capacity, faster speed and more redundant
bandwidth connections.
Huawei’s all-optical backbone network solution for railways delivers
the much-needed network capacity to support Transnet’s digital
transformation and cloudification. Transnet uses the upgraded network
to ensure reliable and high-bandwidth network connections for its
rail production business. At the same time, it offers other customers
bandwidth operation services, such as bandwidth leasing. This helps
Transnet diversify its revenue sources. Huawei’s all-optical backbone
network solution for railways responds to a wide range of common
challenges. These include insufficient optical fibre resources, large
bandwidth requirements, long transmission distance, complex service
types and high requirements on network capacity and security.
The solution assures efficient production and allows customers to
create value-added services. In addition, Transnet has optimised its
costs in terms of network upgrade, capacity expansion, deployment,
device operations and maintenance and service operations.
Huawei’s all-optical backbone network solution for railways features
high reliability, high security and low latency. It has helped Transnet
improve its transport capacity, support operations, improve operational
efficiency and ensure production business security. This helps Transnet
successfully deploy its digital strategy along with digitising South
Africa’s freight transportation services.
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RAIL OPERATIONS
Bombela Operating Company
Bombela Operating Company is the operator
and maintainer of the Gautrain System.
As an integrated multimodal transport operator we are
experts not only within the rail environment, but we
also operate buses, midibuses and stations efficiently,
with our key performance indicators rating over 90%
over the past 10 years.
Every day we innovate for more sustainable and smarter cities
by designing, operating and maintaining long-distance and shortdistance
transport networks that serve the wellbeing of our travellers.
We do this with passion and determination. We are a proudly South
African company, co-owned by local company SPG and International
Group, RATP Dev, which operates and maintains urban and intercity
transportation systems.
Our vision
To be the preferred operator and maintainer of the Gautrain
systems now and beyond with world-class customer satisfaction
and safety performance.
www.bombelaop.com
Our mission
Moving our customers daily by means of trains, buses and midibuses in a
safe and environmentally-responsible manner.
Consistently meeting and exceeding our contractual obligations.
Positively impacting communities around our operations.
Engagement
Bombela Operating Company continuously engages (through forums like
Africa Rail) on industry topics such as: improving networks, handling challenges
and requirements in a healthy and robust integrated multimodal system;
relying on data to offer a seamless passenger experience, actionable data for
railway operators.
Accolades
• Recognised by TopCo Media as one of the top empowered companies
for 2023 for transformational leadership in South Africa, as well as a top
gender-empowered company.
• Bombela Operating Company won the African Transport Operator of the
Year Award at Africa Rail 2017, an annual event bringing together the
major players in Africa's transportation sector.
High standards deliver success
Nthabiseng Kubheka is the CEO of Bombela Operating Company and Country Director at RATP Dev.
Nthabiseng Kubheka is a sought-after and well-respected Executive Leader with a proven track record of managing world-class energy projects,
business management and improving team performance. With well over 24 years in a variety of industry roles, Nthabiseng is experienced and
knowledgeable. She has a strong background in the energy sector and is currently at the helm of Africa's most efficient rapid-rail operator and
maintainer, Bombela Operating Company. Her niche is in leading multidisciplinary teams in the services and construction operations and she is
known to be a ground-breaker. Integrity, inclusion and diversity are at the centre of her leadership style. She has achieved success through her
high standards of corporate governance, being results driven, people development and high performance.
www.opportunityonline.co.za | 49

SMART MOBILITY
Smart Mobility solutions
A seamless integration of transport systems and operations.
The Council for Scientific and Industrial Research (CSIR) leader of the Transport Infrastructure
Management research group, Khangwelo Muronga, positions the role of his research team’s
findings to enable South Africa to migrate to swifter, more efficient Smart Mobility.
Smart transportation refers to a strategy that integrates
contemporary technologies into transportation
infrastructures. These tools for improving mobility include
cloud computing, wireless communication, locationbased
services, computer vision and others.
Depending on the subject of interest and the area of
operations, the term "smart mobility" might mean many
things. The supply of mobility of goods and people through
an intelligent transport system and mobility networks, including
the use of environmentally friendly gadgets, is a straightforward
concept in the context of transportation.
Smart mobility is the daily utilisation of numerous interconnected
technological components and transportation infrastructure. These
include the use of gasoline and electric vehicles as well as nonmotorised
mobility and transportation systems like car-sharing and
ride-sharing programmes and on-demand ride-sharing services. In
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SMART MOBILITY
a broad sense, additional forms of transportation such as bicycles, scooters,
autonomous cars and trains (rail transport) are included in the smart-mobility
transport ecosystem. This is augmented by dedicated lanes for specific modes
on the infrastructure design.
Transport infrastructure
Almost everyone uses roads and bridges on a regular basis, making them the
most significant transportation medium in emerging nations like South Africa.
In addition to being built for the benefit of those who use them, roads are
crucial for boosting economic development and raising people's standards of
living. Roads provide access for people to marketplaces, workplaces, hospitals,
clinics, educational facilities, sports venues and holiday destinations. The CSIR
has been providing smart-mobility solutions to assist with road infrastructure
management. Among these solutions are:
• The Struman bridge and structures solution
• The maintenance-reporting solution
System by Struman
The CSIR created the Struman system as a tool to help authorities analyse the
information gathered from structure inspections. A certified structure inspector
who visits the places of interest can conduct the inspections physically, or it can
be done by sending a drone to the locations to record video and take pictures
of the structure. The skilled inspector can utilise these subsequently to examine
the state of the constructions.
The method allows government agencies to cut expenditures on timeconsuming
and specialised services and also lets them know which structures
need care and which ones just need periodic upkeep.
Maintaining records
The Gauteng Department of Roads and Transport's road maintenance reporting
system was created at the request of the MEC for Roads, Transport and
Infrastructure, the Honourable Jacob Mamabolo. The CSIR created a solution
for reporting on normal road maintenance and construction that enables the
maintenance teams to provide real-time updates on their daily activity.
The solution was created with CMore, an input-reporting platform created
by the CSIR.
PotHoleFixGP
The CSIR also created the PotholeFixGP application, which can be downloaded
from the appropriate mobile app stores to supplement this solution. It was
designed to function on Apple and Android smartphones. The approach makes
it possible for the general public to report potholes on the road system. After
reviewing the complaints, the appropriate maintenance crews will fill in any
potholes that need filling.
The pothole app developed with the Gauteng
Provincial Government.
About the CSIR
The Council for Scientific and Industrial Research, commonly known as the CSIR, is a world-class African research and development organisation established
through an Act of Parliament in 1945. The CSIR undertakes directed, multidisciplinary research and technological innovation that contributes to the improved
quality of life of South Africans.
www.opportunityonline.co.za | 51

SHIPPING
Online platform offers seamless
transport solutions
What once was a tedious process has become a smooth communication process via
the Zipi platform, explains Land and Sea Shipping Sales Director, Dirushen Pillay.
to cargo being exported through emerging East African ports. These
solutions are working and, in some cases, even cheaper than South Africa.
Please explain how your Express delivery solutions can help a mine
to run efficiently. What do you routinely deliver?
We have a web and mobile-software solution called Zipi that allows
customers to put their firm’s cargo out into the transport market. All
fleet owners that have been approved on our platform will provide
their rates to the customer through the platform. All key features stay
within the software, so that we create a seamless communication tool for
customers and transporters. Some of these features are Pricing, Bookings,
Electronic Documentation and Tracking. We changed a tedious process
into a smoother online solution that will benefit companies globally for
all their transport needs within Sub-Saharan Africa.
Dirushen Pillay, Sales Director
How has your company responded to the challenges
presented by Covid-19 and the Russian invasion of Ukraine?
Through 2022, we saw a massive spike in prices in all modes of
transport which was the result of limited vessels and aeroplanes
being available, as well as fuel price increases. While the Russian/
Ukraine war has been going on, South African cargo continued
to ship to Far East as well as European countries. As a supplychain-management
company, we converted a lot of cargo from
container ships to chartered breakbulk ships to ensure customer
delivery. Urgent cargo was sent via airfreight.
How are you tackling unreliable energy supply in South
Africa, especially with regard to the functioning of rail
and ports?
Energy supply did not cause rail and port issues as much as other
issues such as strikes and the rise of deteriorating infrastructure
nationwide. We had to convert a lot of our rail volumes back onto
road. Road haul can’t compare to the benefits of rail, but South
Africa has a wide network of transporters and we have strategic
partnerships with many of them. They run great operations
which allows the market to shift very quickly when rail drops. This
unfortunately does have cost implications because rail, for all its
problems, is still cheaper.
Regarding ports, there have been many upsets in KwaZulu-Natal.
Many companies that are geographically close to Durban and
Richards Bay have no choice but to ride the wave. However, with
companies that are not located so near there is increasingly a shift
What materials do you have experience in handling from “pit to port”?
Our company has been handling various mining materials for over 15
years. We handle a range of products such as copper, chrome, coal, iron
ore and manganese. A lot of African mines are landlocked. Our value to
the market is that we tailor-make a cost-effective solution through our
professional network of partners. These routes run through the East,
South and West Coasts of Africa. Our solutions consist of road, rail, port
or warehouse handling up to Free on Board, and then we call in ships
to transport the product globally.
At the destination countries we have our agent offices that unpack
and deliver to the customers’ processing plants. Due to popular demand
our airfreight desk frequently exports mineral samples to customers.
Land and Sea Shipping offers the market a One Stop Shipping Solution.
What sort of weekly reports are you able to offer clients?
We have a dedicated operations team that tracks the handling and
movement of cargo every step of the way. These are a blend between
Inventory Reports at each warehouse or port and Status Reports for all
cargo moving on road, rail, air or sea. Such reports are highly effective as
customers are able to monitor cargo frequently and plan their operational,
financial and customer expectations. Our philosophy is that customers
may work with us digitally but they will always have a team member ready
to assist at their request. Customer service is a key focal point.
Is coping with abnormal loads often associated with the mining
industry part of your offering?
We have moved many abnormal loads. As an international shipping
agent, we have a diverse skillset that allows multiple-product
movement globally, no matter the size. In cases such as abnormal
loads, we plan routes and modes of transporter months before the
cargo is even booked.
52 | www.opportunityonline.co.za

BUSINESS TRAVEL
Business travel industry
trends unpacked
Marc Wachsberger, CEO of The Capital Hotels and Apartments, argues that
adapting to new trends will allow travellers and companies to continue to get
value for money.
The Capital Pearls in Umhlanga has seven meeting rooms.
South Africa has eased its final lockdown restrictions,
allowing virtual meetings to take place in person and
creating new opportunities for business travel to return to
pre-pandemic levels. While this news is a source of relief
for the travel industry, it could come at a cost for travellers.
According to a 2023 Global Business Travel Forecast report, the
cost of business travel, from hotels to airfares, will rise in the course
of the year. The report highlights the growing demand for face-toface
business interactions and other factors, such as geopolitical
uncertainties, inflationary pressures and labour shortages as the
contributing factors.
Hotels, like any other profit-making organisation, set their prices
and rates based on supply and demand. In other words, when the
need for rooms is high and the availability of rooms is low, room rates
will go up.
As much as these increased rates may act as a deterrent to eager
travellers, the industry requires their support now more than ever.
Few industries were hit as hard by the pandemic as the hospitality
industry, and the sector is still battling to maintain a stable bottom
line. More importantly, if the pandemic showed us anything, it was
that the hotel industry and being able to facilitate face-to-face
interactions are a critical part of helping businesses thrive.
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BUSINESS TRAVEL
_________________
The rising cost of air travel and accommodation will likely see
organisations and visitors having to pinch pennies by bundling visits
to multiple clients or holding several events over a single trip.
________________
While business travellers may occasionally have to pay higher
room rates at certain hotels during specific times of the year, there
are ways for travellers and corporate clients to get the most value for
their money when booking their next stay.
More value
Business travel will look very different in the coming years. The rising
cost of air travel and accommodation will likely see organisations and
visitors having to pinch pennies by bundling visits to multiple clients
or holding several events over a single trip.
One way to offset the extra outlay is by joining a loyalty
programme like The Capital’s La Famiglia. In the past, visitors could
opt into a fixed-price deal over a set contract period. These static
rates meant that clients would be protected from price fluctuations
when an influx of retail clients would push prices up. Now, by joining
La Famiglia, business and leisure travellers will get further discounts
on their static room rates and be able to take advantage of dynamic
room rates (rates that ebb and flow according to demand) should the
rooms they want be cheaper than the contracted amount.
These cost-saving measures and flexible and remote work
arrangements are driving the adoption of ’bleisure’ travel (a
portmanteau of business and leisure travel in which tourists do
both in a single trip) as the new modus operandi. As a result,
the global bleisure tourism market is estimated to reach nearly
$497.5-billion in 2023, with demand increasing to a total market
value of $2 967.1-billion in 2032.
Bleisure travel offers an alternative solution to the rising cost of
business travel because people can partially cover their trip’s travel
and accommodation costs by extending it into a quick getaway with
family and loved ones.
More options
In addition to adopting new trends, businesses can explore new
corporate travel policies to keep up with the shifting travel industry.
For example, companies can reduce employees’ travel costs by offering
staff a booking process that provides more flight and accommodation
options for better availability, preference and rate options.
Technology now allows companies to adopt a more dynamic
travel policy that can adjust the travel policy based on the available
options at the time of booking. This will give business travellers more
flexibility while complying with company policies.
Although the hotel industry was primarily driven by a demand
for leisure travel in 2021, this trend will shift to accommodate more
business travellers and offer specially developed packages for hybrid
and remote workers.
Hotels are amenity-rich by nature, offering workers access to ondemand
services, fitness centres, on-site cafés, fast Internet and more.
The industry is already seeing this shift, where hotels are becoming a
significant part of the hybrid working culture and a new acronym has
come into being, WFH (work from hotel).
Business travel is clawing its way back to normal after a challenging
couple of years. However, hotel rates will continue to rise to meet this
growing demand, and organisations and employees must adapt to this
new environment.
Marc Wachsberger, CEO, The Capital Hotels and Apartments
www.opportunityonline.co.za | 55

EMPLOYABLE SKILLS
South Africa's top five
most employable skills
Melissa Van Aswegen, Operations, ETQA Manager at the Skills Development
Corporation, highlights the skills most in demand in the country and notes that the
SDC offers businesses a chance to leverage these skills from their existing workforce.
One needs to be mindful of the impact of the lockdown, which has
caused both lulls and booms in the demand for particular skills. While
certain skills may feature well now, they may not be considered ”evergreen”
on a longer timeframe and vice versa.
THE MOST EMPLOYABLE SKILLS IN SOUTH AFRICA
Information Technology
South Africa is renowned for its sporadic adoption of innovative technology.
Even now, in the midst of the Fourth Industrial Revolution, we lag behind
the rest of the world in this area.
Employable skills (or the lack thereof) in this industry are no exception
– of all the skills in demand in 2022, IT-related specialisations rank the
highest. Applicants in this sector are spoiled for choice, with staffing
shortages prevalent across a broad range of IT specialisations, from
physical IT support to software development and even peripheral
functions such as specialised project management in the software
development sector.
Jobs in line with this area of specialty include:
• programme and software development
• IT infrastructure management
• IT analytics, design, and architecture
• web design
The Skills Development Corporation (SDC) has been
investigating the most in-demand jobs in South Africa.
Detailed research has produced an interesting set of
results that points the way to where potential jobseekers
should be looking to hone their skills. Wessel
Botha, Managing Director of SDC Wealth Management and
spokesperson for Skills Development Corporation comments, “The
research that we did helped a lot of young people get an idea of
where they should focus to forge strong career paths. One thing
that came up a lot though, was, which skills individuals should focus
on to make themselves more employable in the various sectors.”
Anyone with an interest in or showing proficiency in information
technology, computer science or broader IT-related functions, should
leverage their skills in this area. Careers in this sector are considered
more ”ever-green” than others mentioned on this list, given the ease
with which professionals can pivot to new demands and the projected
longevity of the industry itself.
Mathematics, Analytics and Engineering
These skills are, by far, the broadest ranging in terms of application in a
career sense. In the simplest terms, multiple industries are lacking critical
thinkers with an aptitude for ”seeing the world in shapes and numbers”.
This poses significant opportunity for individuals who possess these skills
as they are spoiled for choice when choosing a career. Jobs and industries
in line with these skills include, but are not limited to:
• actuarial science
• finance and insurance
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EMPLOYABLE SKILLS
If the idea of being stuck behind a desk is scary for some people,
then here is some good news. Skills related to careers in athletics
are among the top-identified skills which are lacking in South Africa.
You may think that a career in athletics or sport means exclusively
using your body to produce an income. However, this field, like many
mentioned above, offers career opportunities to individuals of all
kinds (including desk jobs). These are some of the jobs that these
set of skills can be applied to:
• personal training
• physiotherapy
• sports science
• coaching
Animation skills are highly sought after.
Credit: Sarath P Raj on Unsplash.
• engineering
• city planning and site surveying
• data science and analytics
• architecture
Much like those hoping to pursue a career in IT, individuals who
show an aptitude in this area should place focus on the trends
created by the 4IR to further bolster their earning potential and the
longevity of their careers.
Creative and Artistic
“Moving from the left side of the brain to the right, creatives are in
equally high demand as those mentioned above,” says Wessel.
Once again, skills in this area can be applied to a broad range
of industries, dependent on the individual’s preference or skill set.
Interestingly, a dire need has been identified for individuals in the
2D and 3D animation fields. Potential jobs and industries in line with
these skills include:
• creative director
• 2D and 3D animation
• copywriting
• interior design
If someone has an aptitude for the arts, whether in written
form, graphic form or across the artistic spectrum, those skills are
in high demand.
Athleticism and Sports
Sports, like many other industries, boasts a large number of
required skills, making it easy for individuals with a love for athletics
to identify the perfect career.
Management and Leadership
Management is not a skill many possess, which makes it one of
the most in-demand skills in South Africa today. Employers across
every industry are desperately trying to identify individuals with the
ability to lead their teams and businesses. These are just a handful
of the jobs in this area of specialty:
• sales management
• project management
• production management
• team leader
• operations management
• marketing management
• general management
It goes without saying that managers should possess a wide skill
set applicable to their industry, though the ability to lead teams puts
them in an advantageous position.
Business advantages
The SDC offers corporate packages so that businesses can leverage
these skills from their existing workforce.
If individuals, students or employees would like to develop skills
in some of these areas or expand their skill sets to make themselves
more employable in a specific area or sector, they are invited to
look at the SDC website where SETA-accredited short courses, all
designed to give learners a competitive edge in the workplace, can
be found.
About the Skills Development Corporation
The SDC is a specialist skills-development organisation that assists businesses in attaining or retaining their B-BBEE level requirements. The SDC helps clients interpret
and implement legislative codes through skills development and training solutions. The SDC is committed to the ethos of "We are the difference" by its consistent skills
development efforts that continue to enrich lives.
www.opportunityonline.co.za | 57

SMME TRENDS
The outlook for small
and medium businesses
For SMEs, says David Morobe, Executive General Manager for Impact Investing
at Business Partners Limited, current global and local economic trends demand
adaptability as a key to success.
As the world continues to recover from the pandemic, South
Africa’s economic outlook in 2023 remains lacklustre.
“For SMEs,” says David Morobe, Executive General
Manager for Impact Investing at Business Partners
Limited, “the best way to prepare for the year ahead is
to remain agile. Business owners need to be ready for plan A but keep
plan B (and C) in your pocket, so that viable alternatives remain close
at hand should you need them.”
In short, SMEs are urged to buckle up for a bumpy ride. And as
always, stay true to the reputation of the proudly South African brand
of entrepreneurship, which has proven to be decidedly resilient.
Caught between recovery and recession
“Experts remain conflicted about what this year will hold for South Africa,”
explains Morobe. “The topic of recession seems to feature in the minds
and conversations of economists, who predict that the knock-on effects of
the unstable geo-political climate, tensions in Europe and loadshedding
will sour South Africa’s chances of post-pandemic economic recovery.
Others are cautiously optimistic, pointing to the resilience of the local
mining and manufacturing sectors as indicators that South Africa will
continue its modest climb upwards.”
However, as experts agree, there are many moving parts – the
progress of energy self-generation, the state of freight-rail infrastructure,
decisions around the basic income grant and political developments
in the lead-up to next year’s elections and their subsequent impact on
the economy. These aspects of socioeconomic development remain
in limbo as the country waits for signs that positive change is indeed
on the horizon.
However, Morobe points to a few certainties that will continue
to make a positive impact on the SME sector in 2023 and for which
entrepreneurs can reasonably prepare.
These are the trends to keep an eye out for:
Businesses must adopt a strategic approach to pricing.
Credit: Eduardo Soares on Unsplash
Rising costs will necessitate a strategic approach to pricing
Where the cost of production is concerned, SMEs will face headwinds
from multiple directions. Rising interest rates will bump up the cost of
credit and inflation will see the cost of living continue to climb, placing
increased pressure on consumer budgets. Petrol hikes will also put more
strain on SMEs, having an impact on both personal and business operations.
58 | www.opportunityonline.co.za

SMME TRENDS
Social commerce will open doors for emerging small businesses
With social media platforms like Instagram and WhatsApp making
substantial investments into bolstering their e-commerce functionality,
social commerce will take centre stage in the year ahead, especially
for small businesses who may not have large marketing budgets.
“SMEs will need to have a dedicated person (or two) for live
interactions with customers via social channels or risk missing out
on crucial conversations, and the chance to optimise client service
and centricity. With the increasing integration of brick-and-mortar
retail and various forms of online retail, taking an omni-channel
approach to marketing and selling goods and services will be the
best way to enhance your SME’s success in the months ahead,”
concludes Morobe.
Social media and keeping up with technology are vital for SMEs.
Credit: Tim Douglas/Pexels
“For SMEs,” says Morobe, “the key to overcoming this hurdle
will lie in strategic pricing. With customers becoming more cashstrapped,
the price of goods and services has to strike the perfect
balance between remaining competitive in the market and
maintaining a healthy level of profitability. Now might be the ideal
time to enlist the help of a business strategist or pricing expert to
ensure that your product or service can withstand the prevailing
cost pressures.”
Tech-driven disruptors could usurp the place of traditional lenders
Banks and other traditional financial institutions will remain relatively
risk averse as we make our way through 2023, given the challenges
they face on the socioeconomic front. However, fintech disruptors,
independent lenders and non-bank-risk SME financiers will continue
to provide SMEs with viable funding alternatives throughout the year.
Notes Morobe, “Small business owners should explore their
options and weigh up the pros and cons of realities such as
higher interest rates, profit-sharing transactions, negotiations that
involve investors becoming part-owners and longer, more flexible
financing terms.
“The key is to brush up on your negotiation skills and invest time
and resources into drawing up a business plan that is compelling
and attractive to potential investors.”
David Morobe, Executive General Manager for Impact
Investing at Business Partners Limited
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 its establishment in 1981, Business Partners Ltd has provided business finance worth over R20-billion
in over 71 600 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.
www.opportunityonline.co.za | 59

FUNERAL SERVICES
Icebolethu Group
Entrepreneur Nomfundo Mcoyi, Founder and Group Chief Executive Officer of Icebolethu
Group, has created a thriving group of companies through hard work and perseverance.
Overcoming obstacles
When Nomfundo assessed the funeral industry, she saw a huge gap in
the market, especially with the service that most funeral homes offered
and also in terms of products. She took that opportunity and created
the best products that have grown the Icebolethu Group to what it is
today. It has never been a walk in the park for her but with God on her
side and a good team that understands her vision she has been able to
work successfully in the industry.
Foundation uplifts
The Icebolethu Foundation provides aid to communities within
KwaZulu-Natal and Gauteng with the aim of uplifting, empowering
and facilitating change through developing sustainable solutions
for the youth and the elderly. The foundation has “adopted” 50 girls
between the ages of 13 and 21 to mentor for five years. The programme
is called RHODA Girls which stands for Resilience, Honour, Outstanding,
Dedication and Authentic. The girls attend courses, camps and
mentorship programmes and are also assisted financially with school
and tertiary fees, transport and school stationery.
Nomfundo Mcoyi, Founder and Group Chief Executive Officer of Icebolethu Group.
While the core business of Icebolethu Group is
funeral services and burials, several companies
Nomfundo Mcoyi under the group’s umbrella cater to various
aspects of the market. PROFILE
These companies include Icebolethu
Funerals UK, Icebolethu Catering, Icebolethu Security, Icebolethu
Tombstones, Icebolethu Properties, Icebolethu Group Academy
and Icebolethu Memorials.
The Group also has more than 100 customer service branches,
two call centres, a fleet centre and administration offices in
KwaZulu-Natal and Gauteng.
Entrepreneurial journey
Having earned a National Diploma in Education, Nomfundo
worked as a teacher until 2009 when she decided to follow
her dream of becoming an entrepreneur. Throughout her
entrepreneurial journey, Nomfundo Mcoyi has won numerous
awards including the Lioness Award in 2018 by Women of African
and the Global Impact for Business Services and Community
Development by Global African Awards in 2021.
Hammarsdale in KwaZulu-Natal is where the business dream
began. Nomfundo was inspired by the need for a reputable
funeral-service provider, especially in black communities.
Nomfundo is a remarkable, passionate, hardworking leader who
is making her mark in business and communities while creating
jobs and, most importantly, fulfilling God's purpose.
A selection of awards
Global Impact in Business Services and Community Development, Global African Awards, 2021.
Standard Bank KZN Top Business Women, Standard Bank, 2021.
Business Leader of the Year 2019, Sebenza Women Awards, 2019.
Recognition Award, Women for Africa, 2018.
Wenze Kahle Ethekwini Municipality Park, Recreation and Culture Unit, 2018.
Medium Business Entrepreneur of the year, EOY Entrepreneur of the Year, 2017.
Entrepreneur of Change “Uphaphe Ligwalagwala”, 2017, Mzansi Business Forum, 2017.
Sanlam/Business Partners Medium-sized Business Entrepreneur of the Year, 2017.
Best Female Owned Business Award in South Africa, South Africa Premier Business Awards, 2016.
Funeral Business of the Year in the Financial Sector, South Africa Premier Practitioners
Association Year, 2016.
Mayor's Awards for Excellence Wealth and Job Creation, eThekwini Municipality, 2015.
Boards and affiliations
Nomfundo is the current KwaZulu-Natal Chairperson of the South Africa
Funeral Practitioners Association (SAFPA). She also sits on the Board of
the Services SETA and is a shareholder of Scribante Labour Consultants
and Blacksuits.
Contact details
Telephone: + 27 31 208 9102
Email: nomfundomcoyi@gmail.com and
nomfundo.mcoyi@icebolethu.co.za
Website: www.nomfundomcoyi.co.za
Website: www.icebolethugroup.co.za
60 | www.opportunityonline.co.za

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