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Effective waste management can reduce emissions

The National Environmental Management Laws Amendment Act, 2022 (NEMLAA 4) came into effect as of 30 June 2023 – and it’s another positive shift for our approach to environmental protection.

As per the outline from government, this Act aims to prevent pollution and ecological degradation and ensure sustainable development by providing for air quality measures, norms and standards, management and control by all spheres of government. Now that this Act has been enacted, it should not only help strengthen South Africa’s environmental enforcement but deter non-compliance with environmental laws.

While some might say that South Africa is now making good headway in our fight against climate change, we must still consider that we are in a juxtaposition between fighting climate change and fighting economic turmoil. Which one comes first, or can they coexist?

While the government has already indicated its intention to gain access to higher levels of climate financing with a goal of achieving $8-billion per year by 2030, we know that, considering the current economic environment, this may not be as easy. So, what is the immediate solution or potential opportunity?

…we have a conundrum where many people across business, communities and government are under-informed about the potential of well-managed, compliant and innovative waste-management solutions.

It’s important to note that the waste sector offers a crucial and often overlooked opportunity, not just towards reducing carbon emissions through effective waste management but in meeting the country’s Sustainable Development Goals (SDGs).

However, we have a conundrum where many people across business, communities and government are under-informed about the potential of well-managed, compliant and innovative waste-management solutions.

The reality is that with a population of 61-million people which is growing by around 1% a year, and with each person generating around 2kgs of waste per day, we are heading towards a waste disaster that will impact our climate action and our goals significantly. We need solutions.

Solving problems and creating jobs

We are already seeing some movement in the waste and energy sectors through programmes such as the Just Energy Transition (JET), which aims to explore alternative sustainable options to key challenges and where waste can, and is, forming a critical pillar.

But we need to understand that waste, if well managed, can also be a very powerful tool in job creation and social equality. In fact, the global waste-to-energy market is expected to grow from $28.4-billion in 2017 to almost $43-billion in 2024. As far back as 2019, global employment opportunities in renewable energy was given as 11.5-million people gaining access.

The International Renewable Energy Agency (IREA) has also proclaimed the opportunities that exist, stating that renewables have the potential to employ more than 40-million people by 2050.

While this new legislation is very welcome in our fight to protect our environment, the good news is that climate action and economic preservation can coexist and should be seen as complementary. In fact, waste and effective waste management presents a large economic opportunity not only to establish new industries and revenue streams but to meet legislative requirements and to achieve our climate-action agendas. It’s a win for everyone.

Biography

Kate Stubbs is the current Group Marketing Director for the Interwaste Group which forms part of Séché Environment, a leading international environmental solutions business. She has held various executive positions in marketing, sales, strategy and communications over the last 20 years, predominantly working for supply chain, logistics and waste management companies serving a broad range of industries.

Her experience has enabled her to work with diverse local and international teams and she thrives in complex, intellectually stimulating environments. Some of her successes have been in creating and building new brands, achieving growth strategies and assisting with the integration of many acquisitions.

She is passionate about developing sustainable solutions for businesses that are not only economically viable, but which are socially conscious and protect our environment for future. 

https://www.interwaste.co.za/

The 2024 edition of South African Business now available

Welcome to the 2024 edition of the South African Business journal. First published in 2011, the publication has established itself as the premier business and investment guide to South Africa.

A special feature in this journal focusses on the relationship between tertiary education, training and the jobs market. The youth unemployment rate is referenced in a discussion of the various measures that are being taken in the public and private sectors to help prepare young people for work, or to encourage them to start businesses. The role of the country’s Sector Education and Training Authorities (SETAs) is highlighted.

Regular pages cover all the main economic sectors of the South African economy. This includes tracking the rapidly evolving renewable energy landscape and reporting on the progress of exploration and discoveries of oil and gas off the coast and on land. Landmarks such as BMW’s 50-year celebration of making cars in South Africa are noted and a snapshot of each of the country’s provinces is provided.

Browse the eBook now:

A unique guide to business and investment in South Africa

South African Business is distributed internationally on outgoing and incoming trade missions, through trade and investment agencies; to foreign offices in South Africa’s main trading partners around the world; at top national and international events; through the offices of foreign representatives in South Africa; as well as nationally and regionally via chambers of commerce, tourism offices, airport lounges, provincial government departments, municipalities and companies.

South African Business is complemented by nine regional publications covering the business and investment environment in each of South Africa’s provinces and The Journal of African Business, now published quarterly. These unique titles are supported by a monthly business e-newsletter.

To advertise, please contact us.

Pioneering the future: Advanced Nuclear Technologies unveiled at the Africa Energy Indaba

Koeberg Nuclear Power Station, Cape Town, South Africa.

The upcoming Africa Energy Indaba is set to be a ground-breaking event as it shines a spotlight on cutting-edge Advanced Nuclear Technologies and their potential to shape the continent’s energy landscape.

The Nuclear Forum scheduled for 7 March 2024, will bring together global leaders, industry experts, and policymakers to delve into the latest developments in nuclear power, emphasising its potential for sustainable and reliable energy solutions.

Key Highlights

Next-Generation Reactors:

Explore the forefront of nuclear technology with discussions on the latest reactors on offer from the world’s leading nuclear vendors.  Discussions will assess the safety features, efficiency, and potential applications of these innovative reactor designs.

Small Modular Reactors (SMRs):

Delve into the world of Small Modular Reactors, examining their adaptability and suitability for diverse energy needs, especially in remote and off-grid locations.  Showcase how SMRs could play a transformative role in Africa’s energy infrastructure.

Sustainability and Economic Growth:

The Nuclear Forum will showcase nuclear energy’s contribution to sustainability goals, emphasising its role in reducing carbon emissions.  Further discussions will explore how the development of nuclear power can stimulate economic growth, create jobs, and foster technology transfer in African nations.

International Collaboration:

The Nuclear Forum will furthermore, emphasise the significance of international collaboration and partnerships in fostering knowledge exchange and supporting the implementation of nuclear energy programmes in Africa.  Opportunities for collaboration with renowned organisations and nations with advanced nuclear capabilities will be explored.

Public Awareness and Engagement:

Addressing the importance of public awareness and education, aiming to build trust and understanding of nuclear energy among communities, is a key aspect to the Nuclear Forum.

Join us at the Nuclear Forum as we usher in a new era of sustainable, safe, and reliable energy through the exploration of Advanced Nuclear Technologies. Together, we pave the way for a brighter and cleaner future for the African continent.

Find out more: https://energyindaba.co.za/

Koeberg Nuclear Power Station, Cape Town.

Final mosaic masterpiece unveiled in Bellville’s De Lange Street

Mercia Kleinsmith and Monique Muller at the unveiling of the last mosaic masterpiece in De Lange Street, Bellville.

The Greater Tygerberg Partnership (GTP) is pleased to announce the completion of the final instalment of their groundbreaking mosaic installation project in De Lange Street, Bellville. Councillor Mercia Kleinsmith recently laid the final tile, marking the conclusion of this transformative initiative.

With a total of 35 captivating mosaic tiles, including 13 unveiled in May 2023 during phase 1, and the recent addition of 22 in September 2023 for phase 2, De Lange Street is now a canvas of unity, pride, and vibrant heritage. The heart of these artworks lies in celebrating the incredible diversity that defines Bellville, drawing inspiration from the rich tapestry of nationalities that call this important economic node home.

Monique Muller, the project manager at GTP, emphasises the deeper significance of the mosaic installation, stating, “This mosaic is more than adding a splash of colour and vibrancy to our beautiful city. It is a celebration of the rich cultural fabric that makes Bellville so special. Through these intricate designs, we aim to convey the shared experiences, histories, and journeys of individuals from diverse backgrounds who have chosen to live, work and do business here.”

To enhance the visual impact of the mosaic tiles, unique designs celebrating the diversity of Bellville are featured in De Lange Street. A painted frame surrounds each tile, displaying details about the mosaic, and a painted line, the selected colour, connects these frames along the sidewalk. Additionally, large planters at existing tree bases have been painted to illustrate the national flags of different nationalities in Bellville, further contributing to the overall beautification of the walkway.

Commenting on the project, Mercia Kleinsmith, Chairperson of sub council says; “It is an honour and a privilege to have been part of the final stage of the beautification project of the sidewalk in De Lange Street. The City, together with the GTP, has been tasked by the mayor to beautify the city’s biggest central business district and it has been a welcoming site to see how the project has progressed. Thank you to the GTP for the work that has been done and may the wonderful collaboration between the City and the GTP continue to strive with abundant success”.

Safe2Park, a valued partner in this final phase, has covered half the cost of the paint, demonstrating the collaborative efforts of local businesses to transform Bellville into a cleaner, safer, and more attractive haven for residents and small businesses.

Reflecting on the completion of the second phase, Muller invites everyone to “follow the blue art line, connecting these masterpieces and foster a sense of belonging for all. Bellville’s transformation continues, one mosaic at a time.”

The GTP’s mosaic installation project stems from an extensive public participation process held in November 2022, actively engaging with a wide range of Bellville residents to determine the most impactful theme for the mosaic in various locations. The indigenous nature of flowers emerged as the top choice, representing the community’s colourful heritage, and receiving the highest number of votes.

As the mosaic installation project nears completion, the GTP remains committed to the ongoing transformation of Bellville, creating a dynamic and inclusive environment that celebrates the community’s diversity and fosters unity.

For more information on this and other Bellville art projects, visit www.gtp.org.za or email info@gtp.org.za.

Building an innovative and employable workforce in South Africa

CHIETA CEO Yershen Pillay

Where did you do your tertiary studies?

I did my undergraduate degree in Politics and Economics at the University of Cape Town. That was followed by a Postgraduate Diploma in Business Administration at the Gordon Institute of Business Science (GIBS), University of Pretoria.

I then graduated with a Master of Business Administration (MBA) qualification from GIBS in 2021. I am currently studying towards my PhD in Digital Transformation at the University of Johannesburg (UJ).

At the time, did it feel that your studies were helpful in terms of developing your broader understanding of the world and pursuing a career?

Absolutely. Studying across various institutions helped to broaden my worldview and develop a wide range of skills and interests. I gradually developed into a generalist with specialist skills in leadership and administration.

To be successful requires knowledge, skills and experience together with the right attitude and character. By continuing to learn and acquire new qualifications, I made education fashionable which assisted my career growth tremendously.

Should universities and TVET colleges be trying to strike a balance between education (in the broader sense) and training (for the workplace) or should there be a greater focus about what is offered at each type of institution?

There needs to be more of a focus on a skills-based curriculum. The result will be more employable graduates who have a penchant for solving problems and generating new ideas, innovation will flourish and the country will grow. Universities and TVET colleges are producing graduates who lack innovation skills, entrepreneurial thinking and core skills such as empathy, courage and communication.

What did you learn in the course of your diploma and Master’s at GIBS?

My MBA journey at GIBS was more about the robust classroom discussions and the discussion-based learning than the tools and case studies offered. It was a journey of self-exploration and self-awareness.

I learnt more about who I am as a human being and what I am capable of. I became more aware of my virtues, vices and “x-factor” skills.

I learnt to be a knowledge seeker. In doing so, I realised my innate skills of curiosity, strategic communication and people development, all of which have served me well in my leadership roles as the Executive Chairperson of the NYDA, MD of a logistics firm, and now CEO of an education and training authority.

How has your experience in the private sector shaped you?

My experience in corporate South Africa was enabling more than debilitating. It was a totally different role to where I am now at CHIETA. I used to be in transport as an MD and not dealing much with SETAs. However, my next role was still in transport and logistics as a board member and director of Airports Company South Africa (ACSA). The jump from transport and logistics to education and training has been a seamless one.

Many of your positions have been in positions affecting youth. Is this a passion of yours?

I have always been passionate about people and service. Working in the public sector was a perfect fit. After my days as a student leader at UCT, I took up youth development for nine years, first as the Executive Chairperson of the National Youth Development Agency and then serving as the President of the Pan African Youth Union. Making a difference through public service is what I’ve always enjoyed.

Our youth are our future. This is why I am so passionate about ensuring that youth are adequately skilled, trained and empowered for success.

I have always been an advocate of youth development. I am acutely aware of the role that youth play in society. Our youth are our future. This is why I am so passionate about ensuring that youth are adequately skilled, trained and empowered for success.

A SAFCOL board member has commented on your ICT competence: have you specialised in ICT? How important is ICT in driving progress within an organisation?

Yes, absolutely! Over time, I have acquired essential skills in ICT and cybersecurity strategy. I am currently studying towards my PhD in digital transformation with a focus on people and technologies as this is a passion of mine. We live in an era of artificial intelligence (AI) and hyper digitalisation. The impact of technology on our daily lives is inevitable.

We cannot afford to ignore the impact of technology. For this reason, I continue to play a role in the digital transformation of organisations. At ACSA, I am the Chairperson of the ICT committee where we are leading the digital transformation strategy of South Africa’s airports. At SAFCOL, we have introduced a number of automated and mechanised technologies for the digital transformation of forestry. At CHIETA, we are executing a digital transformation strategy to be a fully digitised SETA that offers digitised skills development and training services by 2025.

CHIETA’s digital transformation strategy aims to be offering digitised skills development and training services by 2025.

What do you find rewarding about serving on boards?

I have seized every opportunity as a learning opportunity to grow and develop in leadership and governance. Serving on boards in education, aviation and forestry has allowed me to develop a range of different perspectives and drive cross-sector collaboration which is a key factor of innovation.

I have had the privilege of acquiring a vast range of experience and innovation skills such as observational, discovery and networking skills. I now have an innovator’s DNA! Importantly, I have developed a relational intelligence (RQ) that has assisted me greatly in my current position as CEO of CHIETA.

How did CHIETA achieve a clean audit?

CHIETA received a clean audit outcome for the first time in five years. The key factor of success was our people. We have a great team of people at CHIETA. We are a people-centric organisation that focuses on high-impact, qualitative results.

We adopted a zero-tolerance approach to non-compliance and a “people first, everything else second” philosophy. We actively seek to empower, recognise and reward our people. In return, our people delivered the results, in this case, a first clean audit outcome after five years. This clean audit outcome signifies a SETA that works!

What are your broader goals for CHIETA?

To be a fully digitised, innovation-driven SETA that is not just about skills development, but about sustainable livelihoods and improving the quality of life. We want to support the end-to-end value chain of sustainable livelihoods. This means supporting more startups and SMMEs, so we must achieve our target of 2 000 SMMEs supported by the chemical SETA, and more than 200 co-operatives.

We have a goal of establishing nine SMART Skills Centres in every province by 2025. We are measuring grand goals such as livelihoods and the impact created through supporting more chemical startups, SMMEs, retrenched workers, gender-based violence and other social programmes, new hydrogen skills projects, VR-based training and the use of AI in education and training. We want to impact 100 000 livelihoods by 2025.

We have a goal of establishing nine SMART Skills Centres in every province by 2025.

As an innovation leader in education, skills development and training we don’t want to train for the sake of training and contribute to employment. Our broader goal is to improve the quality of life by focusing on sustainable livelihoods. 

The Chemical Industries Education & Training Authority (CHIETA)

The Chemical Industries Education & Training Authority (CHIETA) is a statutory body that was established by The Skills Development Act 97 of 1998. Our purpose as a SETA is to facilitate skills development in the chemical industries sector and to ensure that skills needs are identified and addressed through a number of initiatives by the SETA and the sector.

Find out more: https://www.chieta.org.za/

Cape Winelands welcomes airport expansion

The picturesque Cape Winelands region is set to soar to new heights with an estimated R7-billion airport expansion programme, marking a significant milestone in the area’s development and accessibility.

Cape Winelands Airport, established in 1943, is an integral part of the Northern District of Durbanville. As one of the oldest airfields in the region, it has primarily served the General Aviation community. The airport’s strategic location makes it a vital asset for the region, poised to contribute significantly to the local economy and the aviation industry.

The belief is that the holiday starts when arriving at the airport and not at your destination. The development plans include vineyards as part of the landscaping aesthetics to portray the regions wine culture, ensuring that when one arrives at the terminal precinct of Cape Winelands Airport, one will be surrounded by vineyards with open spaces that includes a plaza, a hotel, conference centre, a wine tasting experience, an outdoor amphitheater for events up to 5000 people, an aviation museum and plenty of at-grade parking, all situated in a “park” like environment. In the controlled airside area of the airport, a portion of the land will include a botanical garden with a diverse collection of indigenous fynbos, both within the country and globally.

“We are thrilled to introduce this our airport expansion to the Cape Winelands region”, said Deon Cloete, Managing Director of Cape Winelands Airport. “This facility represents a commitment to providing world-class transportation options, promoting tourism, and stimulating economic growth in our beautiful region.”

The airport will offer a range of contemporary amenities and services designed to enhance the travel experience. These include efficient check-in counters with advanced technology for swift processing, spacious and comfortable waiting lounges with ergonomic seating, and a diverse selection of high-quality dining establishments and boutique shopping outlets, ensuring that passengers have access to a wide array of food and retail options to suit their preferences and needs.

Cape Winelands Airport will serve as a crucial gateway to the Cape Winelands region, offering a range of domestic and international flight options and opening up new routes. The airport will effectively process 2,000,000 international tourists and 3,000,000 domestic travelers per annum by 2050, taking the overall annual passenger traffic to the region from 10 million to 20 million passengers. Beyond job creation, the airport is expected to have a far-reaching impact on the regional economy. Increased tourism and business opportunities will contribute to the growth of local businesses and industries, especially around the logistics clusters.

“Airports world-wide are known to have a positive impact on the socio-economic conditions of the regions which they serve. This airport will be no different,” said Deon Cloete, Managing Director of Cape Winelands Airport.

The airport aims to be self-sufficient and off the grid for water and electricity as far as possible. Through a commitment to sustainability and innovation, it will harness renewable energy sources, such as solar and chicken manure biogas power, to power its facilities and operations. This shift towards self-sufficiency will not only reduce the carbon footprint but will also ensure a reliable and uninterrupted energy supply, even in adverse conditions. The airport will implement state-of-the-art water recycling systems, able to conserve and purify water for various airport needs. Additionally, its waste management practices will prioritise recycling and composting, further reducing its environmental impact.

Over the past three years, the team has diligently engaged in meticulous planning and extensive consultation with stakeholders from the broader aviation industry. This collaborative effort underscores the commitment to delivering world-class services and facilities to passengers, airlines, and partners. By meticulously crafting a strategic vision through years of dedicated work, Cape Winelands Airport aims to enhance the travel experience, boost operational efficiency, and remain at the forefront of innovation in the aviation sector.

“The airport leaves the city, the city follows the airport, and the airport becomes the city.” – John D Kasarda, The Airport City Phenomenon

Facts and Figures

  • Main Runway – 3500m can accommodate (Boeing A380).
  • Code 4F Runway with a category 9 fire cover and a category 3 ILS.
  • Secondary Runway – 700m, Code 1A, primarily focused on small planes in cross wind conditions.
  • Estimated to have 25% of the passenger market into Cape Town by 2050 and grow to 5m passengers.
  • Anticipated to introduce the first digital tower and control room in Africa.
  • Buildings to include hangarage for aircraft storage, facilities for light manufacturing and industrial purposes, logistics and warehousing services, food processing facilities, spaces for educational and commercial office purposes, retail spaces, venues for events and conferences, hotel, a bulk aviation fuel farm, and a public filling station.

What is a closer alternate airport and what does it mean for Cape Town:

By law, every airline must register an ‘alternate destination airport’ at which it will land in the event that it is unable to land at its intended destination airport due to an emergency, poor weather conditions or the like.

In Cape Town, an international airline will generally identify one of the main airports in Johannesburg as its ‘alternate destination airport’. This means that with every flight, it must carry sufficient fuel to fly to the ‘alternate destination airport’ in the event that it might need too. With the existence of CWA, a much closer ‘alternate destination airport’ exists. Alternate airports are part of the flight planning process and are specified in the flight plan, allowing the crew to make informed decisions in the event of diversions or emergencies.

The result of CWA as an alternate destination is:

  • Improved redundancy and less dependence on one airport
  • Reduction in fuel uplift – 110,000,000 kg enabling additional cargo opportunities
  • Annual reduction in fuel consumption (5% per flight) – 21,000,000 liters of fuel saved.
  • Annual reduction in CO2 emissions – 54,000,000 kg less CO2 into the environment.
  • Improved flight times for all tourists and residents in an emergency.
  • Reduced costs and enhanced viability will lead to reduced airfares and cargo rates.

Additional Cargo Capacity

It is estimated, using Customs and Excise reported facts, on kilograms imported directly into Cape Town by air that through having a closer destination alternate airport in Cape Town this will increase the additional cargo capacity into the area significantly. Additional supply will have consequential reductions in air cargo prices.

Estimated Initial Capital investment

  • R7-billion
For more information about the airport please visit our website at capewinelands.aero.

Unpacking government’s proposal of a two-pot retirement saving system

The Covid-19 pandemic and resulting lockdowns saw many South Africans accessing their retirement savings as a cash withdrawal on leaving their employer due to resignation, dismissal or retrenchment, rather than preserving their accumulated retirement savings (keeping one’s retirement savings invested) as a result of the financial strain on their household finances.

In South Africa, the savings rate remains low. Our total household savings averages just above 2% of GDP per annum, with the majority of this being allocated to contractual retirement fund savings.¹ Furthermore, 34% of the Old Mutual Savings and Investment Monitor 2021 survey respondents indicated that they do not have enough savings to last more than one month if they lose their income.² But even contributions to retirement funding are low and in the majority of cases this is the only source of saving.

This low level of savings is exacerbated by low levels of preservation when moving jobs before retirement. Data from the South African Revenue Service (SARS) indicates that over 700 000 individuals cashed out a “withdrawal lump sum” before retirement for each of the last three years, resulting in an annual average of R78-billion being taken out of the retirement system through withdrawals made before retirement.

Low savings coupled with low levels of preservation results in a significant portion of the South African population not being able to retire with adequate retirement funding. This is worsened in times of financial hardship, as seen with the Covid-19 pandemic, where individuals with little to no sources of other savings turn to their retirement savings as a source of emergency funding when moving between jobs.

There may be a need for a formal regulated system of pre-retirement withdrawals that is different to what currently exists – one that enables individuals to access a portion of their retirement savings before retirement if needed, but also ensures some prescribed level of preservation, affording one the ability to still retire comfortably without unduly eroding accumulated retirement savings before retirement.

Addressing the conflicting priorities of saving for an income in retirement (and enforcing preservation) but allowing (some) access to retirement savings during financial hardship in working ages has historically been extremely topical and even more so considering the impacts of the Covid-19 pandemic. National Treasury released a paper in December 2021 proposing a two-pot system for retirement savings, followed by discussions and debates which are currently ongoing between the National Economic Development and Labour Council (NEDLAC), key stakeholders, trade unions and regulators.

The proposed Retirement Reform would result in the restructuring of future retirement savings contributions – allowing for limited pre-retirement withdrawals from one’s retirement fund to help alleviate financial pressures, while addressing compulsory preservation.

National Treasury released a paper in December 2021 proposing a two-pot system for retirement savings, followed by discussions and debates which are currently ongoing between the National Economic Development and Labour Council (NEDLAC), key stakeholders, trade unions and regulators.

Overview of the proposed two-pot system

In short, National Treasury’s proposal involves a two-pot system. The first pot, known as the “Retirement Pot”, is made up of two-thirds of all future retirement fund contributions (ie contributions made after the implementation date of the two-pot system) plus investment returns earned on these contributions. This pot must be preserved (remain invested) until retirement and cannot be accessed before retirement.

The second pot, known as the “Access Pot”, would enable access to accumulated retirement savings prior to retirement and make up of the remaining one-third of all future retirement fund contributions plus investment returns earned on these contributions. It is recommended that withdrawals from the Access Pot should be permitted (provisionally) once per year only, subject to a minimum amount of R2 000. If members access only a portion of their retirement savings in the Access Pot, the remaining amount from the previous year plus further accumulated amounts become accessible again in the following year and so on.

The cost of the withdrawal(s) will be covered by the member withdrawing. The amount withdrawn from the Access Pot will also be subject to tax at the relevant withdrawal tax rates.

Members will be required to undergo benefit counselling and/or obtain financial advice before a withdrawal is made. This aims to help ensure that individuals accessing their retirement savings early understand the long-term consequences these withdrawals may have on their future retirement goals.

Some considerations regarding the proposal

The proposal is highly complex and requires numerous changes to processes, reporting, systems, communication, legislation and training to members, employers, trustees and intermediaries.

Some of the issues still under consideration include:

  • It is recommended that withdrawals from the Access Pot should be permitted (provisionally) once per year only. The definition of a “year” (ie if a tax year or a rolling 12-month period from the commencement date of a member’s contributions) requires clarification to ensure consistent treatment for all funds and ease of administration.
  • Whether members should be able to immediately access 10% of their share of retirement fund savings, up to R25 000, at implementation of the legislation.

The retirement industry has indicated several concerns on the large sudden outflows from retirement funds should a large number of individuals decide to make use of the immediate access to their retirement savings all at once upon implementation date. The result may place significant pressure on capital markets, administrators, funds and SARS with respect to the payment of these withdrawal benefits.

The retirement industry has indicated several concerns on the large sudden outflows from retirement funds should a large number of individuals decide to make use of the immediate access to their retirement savings all at once upon implementation date.

Liberty Group’s view on the proposal

As Liberty, we are in support of the proposal by National Treasury in the view that if correctly structured and implemented, it may help improve retirement funding in the longer term and retirement outcomes for South Africans. However, it is both complex and a material change to the current retirement system, we therefore caution that the proposed timeline may extend beyond the targeted implementation date.

A balance needs to be achieved between ensuring that the size of the Retirement Pot is large enough to provide for a comfortable retirement and the achievement of long-term retirement goals and ensuring that the Access Pot is sufficiently sized to adequately allow for continued access prior to retirement.

We believe that the proposed two-pot system could achieve a constructive outcome by supporting those in our society who are suffering financial hardships, while simultaneously boosting long-term financial savings to benefit many.

¹ National Treasury, Encouraging South African households to save more for retirement. Reference to SARS data. 2021121401 Two-pot system retirement proposal and auto enrolment.pdf (treasury.gov.za)
² Old Mutual Savings and Investment Monitor 2021 survey.

Changing the sustainability course for the agri-processing sector

The agri-processing sector is among South Africa’s high-impact sectors with its value chains contributing 20.3% to the manufacturing gross domestic product (GDP) and 2.7% to the total GDP. While the sector has great growth potential and is a positive contributor to the economy, it is water and energy intensive. This impacts on its sustainability and global competitiveness.

The International Finance Corporation (IFC) and the National Cleaner Production Centre South Africa (NCPC-SA) have undertaken research which resulted in the “South African Dairy Processing Resource Efficiency Benchmarking Study”.

The study sought to assess the gaps in the dairy-processing industry with a focus on the cheese and yoghurt industries, while identifying practical energy and water measures that can be adopted to improve resource consumption and management.

The dairy-processing sub-sector was selected as a sample for the study for two reasons. Firstly, the NCPC-SA previously conducted assessments and gathered energy and water consumption data from participating dairy companies. Secondly, the study cements the collaborative work between the two organisations in improving efficiencies in the agri-processing sector including the development of the “Metering and Monitoring Guideline” aimed at transitioning the sector to better water and resource-efficiency practices.

The benchmark study specifically highlights the following potential savings for the dairy sector based on the results of onsite assessments conducted in line with international best practices:

  • A 70% reduction in potable water consumption, reducing overall water utilisation by approximately one litre or approximately six-million kilolitres per annum nationally, translating into monetary savings of R138-million to R200-million per annum.
  • A 25-50% reduction in electricity consumption and associated greenhouse gas (GHG) emissions translating into 200 000 to 400 000 megawatt per hour (MWh) per annum and a cost saving of R250-million to R500-million per annum.
  • A 30% reduction in fuel consumption and 50% reduction in GHG emissions for fossil fuels (assuming 50% uptake in fuel switching) which could potentially result in R180-million savings per annum.

Reducing carbon emissions

NCPC-SA Senior Project Manager Lindani Ncwane says, “We identified many resource-efficient and cleaner production opportunities that dairy companies can implement with little or no capital investment.

“It is remarkably easy for companies with smaller operations to improve their processes and start saving,” he adds.

The implementation of resource-efficient and cleaner production (RECP) interventions not only improves the efficient use of resources, reduces waste and saves costs. RECP also plays a major role in the industry’s ability to reduce carbon emissions and environmental impact. A strong business case for industry to operate sustainably is evident. There is increasing pressure for local and global markets to source and supply sustainably produced goods to mitigate the impact of carbon emissions.

For instance, in South Africa, the KwaZulu-Natal province was struck by a natural disaster that can be directly linked to climate change: it impacted the province’s key economic drivers such as the damage that was incurred at the Toyota motor plant. There is also an increase in the global export markets’ demand for sustainably produced goods.

The South African Dairy Processing Resource Efficiency Benchmarking Study was conducted through the IFC’s Agri-Processing Resource Efficiency (APRE) programme, launched in 2019 to improve energy and water efficiency in the agri-business sector in South Africa, with support from the Swiss State Secretariat for Economic Affairs (SECO). The outcomes of the study, along with participant input from the workshop where the results were presented, will be used to produce another practical guide for the sector. It also promises to revolutionise the sustainability journey for companies who follow its recommendations.

Contact

For more information about the Agri-Processing Resource Efficiency interventions or to gain insight on how your company can benefit from the interventions at no cost, contact the NCPC-SA at ncpc@csir.co.za or visit https://www.industrialefficiency.co.za/

ITHUBA is changing lives one family at a time over the festive season

ITHUBA, South Africa’s esteemed National Lottery operator, is proud to showcase a continuation of its national housing initiative. A passionate proponent for the upliftment of communities at a grassroots level, ITHUBA is excited to be a catalyst for change yet again and to be spreading some much needed joy this December.

ITHUBA’s journey has been a fulfilling and exciting one to watch since the beginning of its tenure as the National Lottery operator in 2015. Having successfully reinvigorated the National Lottery, ITHUBA has continued to display tenacity and vision, going from strength to strength, solidifying its position as the premier operator in Africa. From humble beginnings to extraordinary success, the ITHUBA journey is a remarkable tale of innovation, excellence, and philanthropy.

ITHUBA. Changing lives one family at a time 

ITHUBA embarked on its first national housing project in 2022 and decided to grow on its success in 2023 by undertaking its biggest housing project to date. The ITHUBA team will be setting off on a multi-provincial roadshow ahead of the festive season on 5 December 2023, starting in Gauteng. The timing and scale of their gift is indicative of how much ITHUBA’s CEO, Charmaine Mabuza, values a solid home foundation and the effects it has.

The force of Ubuntu remains steadfast as part of the ITHUBA company values and is the driving force behind its CSI initiatives, with Mabuza always searching for new ways in which the company can localise their initiatives to have a measurable impact. Passionate about ensuring underprivileged South Africans have a home to call their own, Mabuza says, “The housing crisis is an issue that speaks to me deeply because of the way it disrupts communities and family life. This is why we decided at ITHUBA to build houses for those in need – to provide some stability. The fact they are receiving them just ahead of Christmas is perfect timing.”

ITHUBA has long played a hand in addressing the housing crisis, starting with an internal housing project for staff members before moving its focus toward larger housing projects. In December 2022, ITHUBA’s first national housing project provided festive cheer for several families who had lost their homes due to unforeseen tragedies and the flood disasters in KwaZulu-Natal.

This year, ITHUBA decided to continue changing lives, giving its beneficiaries a festive gift truly worthy of celebration. For the 2023 housing project, ITHUBA partnered up with Disabled People South Africa (DPSA) to provide homes for beneficiaries who are differently abled.

Mabuza says the process was well thought-out and carefully applied, “Through this process, we have been able to select a diverse group of differently abled beneficiaries, and others facing extreme challenges. By undertaking such a thorough process of examination, we have been able to ensure that houses are being allocated to those who families that need it the most.”

These beneficiaries will finally have access to facilities that make their lives unimaginably easier, such as Harold Ntsoto, a paraplegic who has been wheelchair-bound for the past 32 years. Due to Ntsoto’s situation, he needs easy access and his own bathroom, which is possible in his new home. His excitement is palpable, “I feel so fortunate to have been chosen by ITHUBA to receive a new home. I will forever be grateful to them for the gift of dignity.”

Starting its festive housing handout in Gauteng, ITHUBA will move across to the Free State, before concluding the giveaways for 2023 in the Eastern Cape – handing out Christmas cheer in abundance; the new homes speak more about paving the way forward for lasting change and peace. These homes will change not only the future of the family receiving the home now but the future families that will live in it over the years to come.

ITHUBA took special care to ensure that these homes cater to the beneficiaries’ unique needs, with Mabuza drawing on her experience as a mother. She emphatically believes that a solid home foundation provides the nurturing environment children need to thrive.

“Every person deserves to have a roof over their head and a place they can call home. This is a big challenge for South Africans but one I believe we can overcome if we work together. At ITHUBA, we want to show people we are committed to improving their lives. We want to live the saying, ‘umuntu ngumuntu ngabantu’ — a person is a person because of other people. This proverb is a core value of my organisation and to me personally. Our roadshow takes a few steps towards that vision of a better society. Every journey starts with just a few steps, and we plan to take several more until the people most in need can enjoy the sense and safety of a home,” says Mabuza.

ITHUBA encourages all South Africans to take stock at the end of 2023 and use the opportunity to pay it forward — no matter how big or small their contribution is. “It is inspiring to see the positive impact our initiatives have on the lives of the beneficiaries. My advice to fellow South Africans is to recognise the power each individual has to make a difference.”

About ITHUBA

ITHUBA Holdings Proprietary “(RF) is the official operator of the National Lottery in South Africa. Operating since 2015, ITHUBA has been living up to their mandate to revitalise the lottery by optimising the customer experience, transparent operations and positive social contributions. 

Turfloop Graduate School of Leadership: Serving the needs of government, business and civil society

Credit: Christina Morillo on Unsplash

The Turfloop Graduate School of Leadership (TGSL) at the University of Limpopo (UL) is strategically situated at the Edupark Campus, conveniently positioned in close proximity to the N1 highway to the north, providing convenient access to the campus.

The site of the facility provides wonderful vistas of the City of Polokwane, and the New Peter Mokaba Stadium are among the many amenities that can be viewed.

Established in 1996, TGSL has consistently demonstrated its commitment to excellence in management and education. Our foundational vision is to emerge as a premier provider of postgraduate qualifications in the fields of business management, development planning, and public administration and management.

To realise this objective, the School is dedicated to delivering high-quality programmes, conducting cutting-edge research and actively engaging with communities not only in South Africa but also within the Southern African Development Community (SADC) region and across the entire African continent.

Our vision is firmly anchored in a core mission centred on building capacity to empower societies, the public sector and the business community through the dissemination of business education, development and public administration skills.

The TGSL offers three distinct qualifications in the fields of management and administration:

  • Master of Business Administration (MBA)
  • Master of Public Administration and Management (MPAM)
  • Master of Development in Planning and Management (MDEV)

The TGSL takes pride in offering three Master’s programmes that have received full accreditation from the Council on Higher Education. Additionally, we are honoured to be affiliated with esteemed organisations such as the South African Business Schools Association (SABSA) and the Association of African Business Schools (AABS).

Our Master’s programmes are meticulously tailored to cater to middle and senior managers across various sectors, including the public service, civil society and corporate domains. These programmes are delivered using a hybrid methodology, combining face-to-face and online learning components. This blended approach promotes student accountability while affording them the flexibility to balance their academic pursuits with other commitments.

Moreover, face-to-face interactions create a dynamic learning environment, enabling students to engage meaningfully with their peers and experienced lecturers.

Professor Sipho Mokoena, Director: Turfloop Graduate School of Leadership

Staff excellence

At TGSL, we take pride in our accomplished academic staff, who possess both academic expertise and hands-on experience gained from diverse business and public sector backgrounds. This wealth of knowledge enriches our programmes and ensures that our students receive a well-rounded education.

We are pleased to note that our graduates consistently excel as managers and leaders across various industry sectors, showcasing their exceptional skills and leadership capabilities in real-world professional settings.

Furthermore, TGSL offers executive management programmes that are designed to address the specific needs of both corporate and public sector administration and management. These programmes serve as valuable resources for entrepreneurs and owner-managers of small, medium and micro enterprises (SMMEs), equipping them with the essential skills necessary for effectively overseeing the growth and development of their businesses.

In addition to our comprehensive postgraduate degree programmes, TGSL also offers a range of short learning programmes (SLPs):

  • Management Development Programme
  • Senior Management Programme
  • Executive Management Programme

When required to do so, the TGSL is able to develop customised training programmes to meet customers’ special and specific needs.

TGSL remains committed to making a meaningful contribution to the local society in which it is situated. The school actively facilitates dialogues that foster engagement between students, academics and the broader community with prominent figures in both industry and public discourse.

In recent times, TGSL has provided valuable opportunities for the community to interact with distinguished industry leaders, including:

  • Dr Nthabi Leoka, an accomplished economist
  • Mr Risenga Maluleke, the Statistician-General
  • Ms Tsakani Maluleke, the Auditor-General of South Africa
  • Mr Lesetja Kganyago, the Governor of the South African Reserve Bank

The TGSL Leadership Conversations play a pivotal role in shaping thought leadership and ensuring that our programmes remain aligned with current industry trends and insights. 

Contact Details: 

Turfloop Graduate School of Leadership
PO Box 756, Fauna Park 0787
Tel: +27 15 268 3735/4180 | Email: TGSL@ul.ac.za
Website: www.ul.ac.za

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