Asides

In May 211, 52 representatives from 25 African countries gathered in Algeria to adopt the statute of the Conference of Constitutional Jurisdictions of Africa (CCJA).

‘The achievement of this ambitious project constitutes a deep wish of our different jurisdictions and the African legal community to federate in a common whole,’ said the CCJA’s first President, Robert Dossou, who is also President of the Constitutional Court of Benin. ‘This whole will remain attentive to the experiences accumulated by the constitutional jurisdictions within regional or linguistic groups and open to the evolutions of democracy, rule of law and human rights in the world.

The Conference of Constitutional Jurisdictions of Africa participates at World Conference on Constitutional Justice events

‘The necessity to create this continental space is the result of a double assessment that our jurisdictions have certainly accumulated particular and various experiences. But they have not yet, following the example of the existing spaces all over the world, established regional or linguistic belongings, a collective space of co-operation and exchange set on shared values and objectives.

‘So the creation of this conference comes to federate our energies and strengthen the commitment of our continent to universal values and principles of the rule of law, of democracy and human rights, clearly expressed in the Constitutive Act of the African Union and reasserted in the African Charter of Democracy, Elections and Governance. The co-ordination of our positions and our joint efforts to make the voice of Africa heard, as a united continent, strong with its unity and rich with its diversity, and allow it to contribute in the field of constitutional justice, constitutes an objective which is naturally common to us,’ said Dossou.

The CCJA is an independent institution that consists of constitutional judiciaries in Africa that work together so that the judiciary in each member state deepens and supports democracy by upholding constitutionalism and the rule of law.

Currently, 35 African constitutional entities are members of the CCJA, which has its headquarters in Algeria

Currently, 35 African entities are full members of the CCJA, which has its headquarters in Algiers. In terms of its founding statute, the CCJA aims to bring together, in a common African framework, African jurisdictions responsible for ensuring compliance with the constitution; advance constitutional justice in Africa through dialogue and consultation; promote solidarity as well as mutual aid among its members; encourage the sharing of experiences and information in constitutional jurisprudence; establish links with the legal community, in particular academia; develop relations of exchange and co-operation between the conference and similar organisations throughout the world; and offer the contribution of Africa at the international level in the area of constitutional justice.

The need to form the CCJA was driven by Algeria, and adopted by the AU at the 15th session of the Conference of Heads of State and Government, held from 25 to 27 July 2010 in Kampala, Uganda. A Congress of the CCJA is held every two years and in April this year, the 4th Congress was held at the Cape Town International Convention Centre, with the theme Strengthening the Independence of the Judiciary and Respect for the Rule of Law. It was hosted by the South African judiciary, led by the country’s Chief Justice, Mogoeng Mogoeng, who was expected to be elected President of the CCJA for a term. There are also five Vice-Presidents.

‘There is a dire need to promote constitutional justice on the continent, and South Africa will continue advocating for independent judiciaries and observance of the rule of law on the continent,’ says Mogoeng.

The CCJA enjoys a close relationship with the AU and in April 2015 signed an MOU with the organisation ‘that will establish a partnership with the aim of increasing the effectiveness of both parties in their efforts to promote democracy, good governance, human and peoples’ rights, constitutionalism, fair and free elections, and the rule of law in Africa’.

In a press release the AU said in terms of the MOU, the two organisations will co-operate closely and ‘undertake joint actions and activities to implement the African Charter on Human and Peoples’ Rights, the 2002 African Union Declaration on the Principles Governing Democratic Elections in Africa, the African Charter on Democracy, Elections and Governance and other relevant instruments’.

Ties will be strengthened in terms of several objectives, including granting the CCJA observer status to the AU; regular consultations policies and procedures; joint training programmes and workshops; and the implementation of mutual projects. All the work of the CCJA is tailored towards strengthening major frameworks of the rule of law and stressing the work of the continent’s judiciary in protecting human rights.

As former chairperson of the Commission of the AU Jean Ping said at the first Congress of the CCJA: ‘We must emphasise the important role of constitutional courts in defence of citizens’ rights in that they are the last defence against their violation.’

Justice can only be served when citizens are exposed to and experience good practices. In this vein, South African courts have taken the lead on the continent for entrenching socio-economic rights that bridge the gap between policy and practice.

The connection between the rule of law and access to justice is intrinsically linked to inclusive development. The enhancement of judicial systems ultimately serves to protect human rights, and while no constitutional or legal act can completely eliminate poverty, crime or unemployment, for example, what they do together is provide the frameworks for functional systems necessary to ensure the expansion of sound and effective political, civil, social, cultural and economic rights.

South Africa, not unlike many of its continental counterparts, has been working for more than two decades to enhance its judiciary – one that previously included legacies of disadvantages and incapacities. However, the country now has a Constitution and Bill of Rights that Chief Justice Mogoeng Mogoeng says ‘any African country desirous of strengthening its democratic orders would find aspects of it worthy of incorporation in its own constitution’.

No matter how great, however, a constitution requires the support of a strong and expansive judiciary, and in South Africa’s case, this is played out in the Constitutional Court, Supreme Court of Appeal, the divisions of the High Court and Specialist Courts, such as the Labour and Labour Appeal Courts, Competition Appeal Court, Electoral Court and Magistrates’ Courts.

The divisions of the High Court of South Africa are vital components of an extensive judicial system in the country

This is in addition to any other court established in terms of an act of Parliament, such as Traditional Courts, Community Courts, Small Claims Courts and Equality Courts.

Judges (other than the Chief Justice and their Deputy, the President and Deputy of the Supreme Court of Appeal – who are appointed by the president of the country) are nominated by any person or legal body following a call for nominations by the Judicial Service Commission, which is chaired by the Chief Justice.

According to Mogoeng, the shortlist is reached after a public interview process with successful candidates recommended to the head of state for appointment in superior courts. ‘Unless there is a requirement for specialisation in a particular field, the only requirement is that candidates for judicial appointment must be adequately qualified, fit and proper persons, except in the case of the Labour Court, which requires nominees to have knowledge of labour law,’ he says.

It is the judges that heed and apply the government’s directive to follow global best practices, which in turn has resulted in improved operational systems in the higher courts.

It is the duty of South Africa’s Constitutional Court to ensure that the Bill of Rights is upheld

One of these addresses the length of procedures – something that South Africa had been criticised for in the past.

Mogoeng says that over the last several years judges have been empowered to take control of the process of ripening cases for hearing, the result of which is that there is no room for a case to be set down for hearing unless all preparations necessary to obviate delays have been made.

‘This system has been a resounding success elsewhere on the continent, and it is yielding admirable fruits in South Africa. Not only has case finalisation improved significantly, but the waiting period for the enrolment of cases has also been reduced.

‘We now have a system that does not allow a case to be enrolled for hearing without certification of trial readiness by the Head of Court.

‘In support, we are introducing innovations that include electronic filing and record-keeping, as well as including norms and standards with specific timelines for cases to be finalised,’ he says.

The establishment of the National Efficiency Enhancement Committee (NEEC) further brings together all stakeholders in the judicial system to deal with existing bottlenecks and identify solutions, which Mogoeng says has cascaded down to the Provincial and Regional Efficiency Enhancement Committees, both of which report to the NEEC.

In addressing other judicial hiccups, a Heads of Superior Courts meeting is held annually. In the most recent meeting, one of the focus areas was on the accountability, monitoring and reporting by the judiciary. Mogoeng says that a strategic document is also being prepared that will outline court performance targets and how to report on those.

Bloemfontein in South Africa’s Free State province serves as the nation’s judicial capital and is the seat of the Supreme Court of Appeal

‘We have been taking stock of how our courts perform, identified problematic areas related to reserved judgments and case backlogs, and committed to adopt the best and excellent pockets of practice experienced in divisions of the High Court,’ he says.

‘Finalising our strategic plan will greatly enhance the efficiency and effectiveness of the courts by fulfilling a role that complements norms and standards. Further, the plan will facilitate greater openness, transparency and accountability, given it will be shared publicly – providing knowledge of how individual judges and magistrates carry out their duties.’

A matter of concern for the Heads of Superior Courts is the persistent problem of overcrowding in prisons. ‘This issue is exacerbated by awaiting trial inmates whose matters were enrolled prematurely and at a time when investigations where not completed,’ says Mogoeng. ‘Suspects also tend to be arrested and detained in circumstances that can be avoided.

‘Our consensus is that we have to encourage our law-enforcement agencies to desist from such practices and embrace more fully the concept of presuming innocence until proven guilty.’

The latter point can certainly be applied to the number of fraudulent Road Accident Fund cases and medical malpractice suits that make their way into courts, resulting in wrongful arrest and detention. Of this, Mogoeng says his colleagues determined that there is a need to be more vigilant than ever in scrutinising settlement amounts and filtering out fraudulent court orders.

‘Almost all these issues are included in the draft strategic plan, which will be finalised as soon as we have taken into account the views of judges in the various courts.’

Repositioning a judiciary as independent and ensuring the rule of law is respected is no easy task, nor is it a speedy one.

It goes without saying that it requires an ongoing expansion of fair and just judicial powers, a holistic approach to the rule of law, and the embrace by all in recognising that judicial operatives are agents of positive change.


Private Bag X 1, Constitution Hill, Braamfontein, 2017
Tel: +27 (0)11 359 7400
[email protected]
www.judiciary.org.za

In addition to being a leading supplier of high-voltage electrical equipment, ContiPower also provides quality engineering, consultancy and management services.

Established in 2006, the company continues to build on its strong reputation in the power and energy sectors, rivalling local and international industry players. Its management and staff work relentlessly to maintain its status as a preferred supplier to key stakeholders across various industries while growing the company’s market share and customer base.

The company is currently developing innovative projects within the fields of co-generation and renewable energy.

ContiPower was founded by highly skilled and influential black professionals and is now a Level 2 BBBEE contributor. What’s more, its product offerings are designed, manufactured and tested in accordance with high international standards. The company prides itself in meeting tight delivery schedules, providing price-competitive products and offering professional responsive engineering consultancy/project management services.

ContiPower transformers are built precisely to customer spec – on time, on budget and according to the strictest standards

POWER TRANSFORMERS
The company’s power transformers are designed using the latest technologies and manufactured under the strictest focus on product quality to ensure superiority. The research and development support it receives from their technology partners means their power transformers meet international standards and are fabricated to meet even the most stringent customer specifications.

From design to transportation and commissioning, ContiPower guarantees product quality and support during and beyond any warranty periods. The range includes single- and three-phase transformers, auto-transformers, generator step-up transformers and dual-voltage transformers.

Distribution transformers
ContiPower’s distribution transformers fall under the cast resin dry type range. They are specifically designed to be durable and suitable for a wide range of weather conditions as well as adverse conditions.

The transformers are rugged and able to withstand jolts in excess of 3G, making them suitable for heavy industry and ideal for application on large mobile equipment.

BUSHINGS AND BUSBARS
Travesca
Travesca is a range of dry insulation resin-impregnated paper. The insulation is directly on the conductor or tube and consists of wrapped paper dried under a vacuum and impregnated with epoxy resin. Conductive grading layers are embedded during the wrapping in the insulation and this guarantees the highest operational and human safety.

Duresca
With more than 45 years experience, Moser-Glaser invented resin-impregnated paper technology – a process designed to insulate electrical conductors for bushings and busbars in middle- and high-voltage applications. This technology was patented and protected under the name Duresca and applied in the manufacturing of these bushings.

GasLink
GasLink is an SF6 gas-insulated busbar system for medium- and high-voltage applications, as well as for totally enclosed medium-voltage equipment. It has modular construction elements that allow individual solutions for any compact medium-voltage equipment, and consists of aluminium/copper conductors interconnected by type-tested high-current plugs.

Universal angle-type cast-aluminium housings allow changes of direction and branch-offs in all three dimensions, and GasLink has excellent sealing, guaranteed by special SF6-proof o-rings inserted in specially designed grooves. This guarantees a maximum leakage of no more than 0.5% per year.

Tiresca
Tiresca is a range of insulated busbar systems (up to 3.6 kV) that consist of vacuum-cast epoxy resin along the entire length of the bar. The insulation is covered by a corrugated polyamide protection tube, providing an effective barrier against moisture ingress and good protection against shocks. It is also UV radiation resistant.

Single bars are manufactured in lengths of up to 10m. For longer bus runs or in tight conditions (where only short pieces can be installed), the single busbars are joined together on site.

TRANSMISSION LINES AND ELECTRICAL CABLES
ContiPower has an EPC division that offers services in the design, manufacturing and construction of transmission lines. It is actively involved in electrification projects in Uganda and Mozambique. The company constructs transmission lines of up to 400 kV.

The firm is also entering the steel manufacturing and fabrication space. This will support the transmission line divisions and ensure high-quality fabrication through vertical integration.

RENEWABLE ENERGY
ContiPower’s involvement in the renewable energy space includes the development of waste-to-energy, co-generation and solar (thermal and photovoltaic) energy solutions.

To date, ContiPower has developed a pipeline of bankable projects, particularly solar energy projects, which include rooftop, ground-mounted (small and utility-scale) and hybrid PV systems across sub-Saharan Africa. Small-scale embedded generation (SSEG) is proving to be an optimum energy solution for the future of the sub-Saharan Africa electricity supply industry.

As such, ContiPower’s model of operation is built around energy advisory services and sustainable development. The company specialises in developing, designing, financing, constructing, commissioning, operating and maintaining solar technology solutions, co-generation solutions and waste-to-energy solutions. These solutions are targeted at power utilities and municipalities, commercial and industrial sectors, as well as the mining and agricultural industries.

PANEL MANUFACTURING
ContiPower supplies low-voltage switchgear and control panels, all manufactured in accordance with the requirements of the application sections of the SANS1973, SANS60439 and SANS61439 criteria.

ContiPower will also offer the complete field design, which includes:

  • Single line diagrams
  • Termination schedules
  • Cable schedules
  • CAD diagrams for the above.

MEDIUM-VOLTAGE APPARATUS AND SWITCHGEAR
ContiPower assembles and provides medium-voltage switchgear and apparatus within the scope of present technologies, specifications and best practices. These products include:

  • MV switchgear assemblies air (AIS) or SF6 (GIS) insulated (7.2–38 kV)
  • Ring main units (12–24 kV)
  • Vacuum, oil-immersed and combined circuit breakers, vacuum contactors (7.2–38 kV)
  • Disconnector switches, disconnectors and earthing devices (12–38 kV).

ENGINEERING SERVICES
ContiPower offers the following engineering services:

  • Engineering inspection
  • Technical staffing
  • Environmental management
  • Project management
  • Project quality management
  • EPC
  • Steel fabrication (transmission lines; mast and poles).

Ground Floor, Block B, MLC Building,
50 Sixth Road, Hyde Park, Johannesburg, South Africa
+27 (0)11 025 1340
[email protected]
[email protected]
www.contipower.co.za   

‘Every home, everywhere – with pride, passion and performance. Pride in our work and each other. Passion for creating unmatched customer loyalty towards our brands. And performance that excites and rewards global investors with superior returns.’

Whirlpool’s vision reinforces that ‘every home is our domain, and every customer and customer activity our opportunity’.

This vision fuels the passion it has for their customers, pushing it to provide innovative solutions to meet their needs in a unique way.

It brings this vision to life through the power of its unique global enterprise – complemented by its outstanding people – working together, everywhere.

MISSION
Passionately creating loyal customers for life
Whirlpool’s mission defines its focus and what it does differently to create value. It’s a company of people committed to creating loyal customers. From every job, across every contact, it strives to build unmatched customer loyalty, one customer at a time.

PURPOSE
Making the most of moments that matter
Time is one of the most valuable resources available, which is why Whirlpool designs in-home solutions that help make the most of every minute.

Life is worth remembering, so it does everything to make room for more quality time in your day.

From engineering sketches to manufacturing processes, Whirlpool always has the customer in mind. Its focus on their world helps it think big and do what has never been done before.

Why put so much effort into saving a few moments of time? Whirlpool believes it’s those moments that matter.

Whirlpool dishwashers make cleaning up quick and easy, leaving more quality time for the family

 

SOCIAL RESPONSIBILITY
Improving our communities through collective impact
Spreading a little joy to people within its communities matters. Whirlpool is committed to creating products that make life easier for people so they can spend time doing what really matters – being with family and friends. This commitment leads it to maintain strong connections to the communities where it does business. It believes great communities are the foundation of great business.

As a result, Whirlpool strives to work with other organisations to create a better community, creating a ‘collective’ impact – first by focusing on the social safety net to support the health and wellness needs of residents, and then helping to provide safe and affordable housing to best support youth and education development.

This approach allows it to prioritise partnerships where it can track results and leverage its funding for maximum impact.

These include United Way, Cook for the Cure, Habitat for Humanity, the Boys & Girls Clubs of America and Instituto Consulado da Mulher.

Every appliance is developed with a view to conserving the planet’s resources

ENVIRONMENTAL RESPONSIBILITY
Embracing its role
It accepts the responsibility to develop high-performance appliances that conserve the Earth’s resources and help homeowners do the same.

Whirlpool monitors the environmental effects of its business continually – not only by creating many new and innovative products that consume less water and energy, but also by improving manufacturing and distribution processes, and using materials that minimise the impact on the planet.

In 1970, when Whirlpool created the corporate office for environmental control, it cemented its commitment to environmental protection and natural-resource efficiency.

As the company has grown globally, it has taken advantage of efficiencies in other regions to design and build the most efficient products around the globe.

Every year, Whirlpool’s new appliances become more efficient than the appliances made a year ago, five years ago or 10 years ago. It has held to its high values even when some countries would allow performance levels below Whirlpool’s global standards. 

Export marketing: Zimbini Nkonjera
+27 (0)11 663 5407
Export sales: Rodney Dowling
+27 (0)11 663 5430
www.whirlpool.co.za

Africa is a continent well endowed with mineral resources. However, it is imperative that mining practices focus on sustainable applications, entrenching mining companies as responsible entities that aspire to minimise – at all costs – the environmental impacts of their operations.

It is in line with this principle that global energy management and automation specialist Schneider Electric has set a precedent, thanks to integrated solutions for sustainability in the context of African mining through the intense exploration of key projects that offer significant business opportunities.

This approach reaffirms Schneider Electric’s position in gaining a better understanding of the areas in which its mining customers operate, in terms of productivity and sustainability – the driving forces behind the well-being of companies in the sector.

Mining is a long-term, forward-looking industry with huge investments at stake, and this includes the welfare both of the people who work in those operations and those who live in the surrounding communities.

The company helps its mining clients in the areas most critical to their success, priming them for continued growth. They therefore rely on Schneider Electric to assist them in optimising their operations and improve their overall efficiency in a way that is compatible with their social responsibility, namely in a safe, environmentally friendly and sustainable manner that will endure for many years.

Schneider Electric solutions ensure industrial operations increase overall efficiency and improve asset utilisation.

In the past, water and energy were treated merely as consequences of the process, and the use – or misuse – thereof was rarely considered. The declining quality and growing scarcity of these resources, as well as internal and external pressures have forced mining firms to treat water and energy as critical variables – managing and reporting on them.

Schneider Electric continues to provide technology that drives sustainable operations, culminating in energy variables integrated within the process optimisation equation, resulting in a better balance between energy consumption, throughput and quality.

The optimisation of a company’s operations is crucial for its continued growth prospects

Furthermore, implementation of advanced reporting and visualisation tools improve corporate environmental performance and compliance, leading to better awareness and control of energy and water in terms of production.

‘The nature of mining affects its surrounding environment and people,’ says Wilhelm Swart, Schneider Electric vice-president of mining, minerals and metals (MMM) for Africa.

‘However, with the integration of sustainability, operations can benefit from cost reduction and dependence on external contractors for environmental data collection and analysis.’

Complete integration of Schneider Electric’s MMM solutions comprise safety and security aspects that protect valuable assets through the use of industry-leading video security, advanced lightning detection systems and integrated safety solutions, for processes as well as machinery. This is achieved through a process that ensures safety of redundant systems and architectures, and safeguarding machine safety through dedicated safety controllers and sophisticated systems.

This also includes technology such as its weather monitoring software platform, which monitors lightning strikes as they approach a mine, with automatic weather alerts based on customised advisory and warning criteria.

The expert consulting services and resource management on offer result in solutions that lead to savings throughout the entire energy management lifecycle, while also meeting sustainability targets. Schneider Electric’s consulting and planning services integrate energy-saving strategies, more efficient purchasing of energy and consumption optimisation – complemented by comprehensive energy solutions that assist in achieving the right balance of conventional and alternative energy sources.

The safe operation of machinery is fundamental to mine performance

With regard to operational efficiency, the total visibility of production processes and optimised operations from end to end is achieved through the seamless integration of control and electrical systems.

Schneider Electric’s electrical distribution systems ensure that power is safe, reliable, and available even under harsh conditions. Completing this is protection, control, and automation solutions for electrical networks that reduce outages, manage electrical network balance and optimise energy availability.

Intelligent Motor Protection and Control is a service that provides access to valuable real-time information in real time.

Another service on offer is Asset Performance Improvement. This extends the useful life of assets, decreases downtime, and improves overall equipment efficiency.

Schneider Electric’s experience and portfolio of solutions allows it to help manufacturers of all kinds to optimise the performance and efficiency of their physical assets and extend their useful life as much as possible.

It is widely accepted that an efficient enterprise is only as good as the people who run it. As such, maximising workforce efficiency requires having the correct systems and technology in place that will ensure employees are properly trained and prepared for any unforeseen circumstances, and that they have the tools and mechanisms needed to be as effective as possible. It is here that Schneider Electric’s Workforce Efficiency service is of great value.

Optimising a company’s value chain is arguably one of the most difficult tasks for mining firms because it involves co-ordinating so many complex, disparate systems and sub-systems that would traditionally operate in silos, or whose goals and KPIs are not aligned to those of the larger enterprise.

For this reason, Schneider Electric uses software and services that address the entire value chain, effectively integrating information throughout the enterprise.

Community development and access to energy entails obtaining social licences for mining operations that offer opportunities for advancement and development to local communities. These, in turn, benefit the region – from the initial development of a mine, throughout its operation and after it has been closed.

‘Through our integrated solutions on sustainable mining, we want to achieve holistic planning and optimisation outcomes, which are key in galvanising the optimisation of mining operations, from resourcing to the market,’ says Swart. He adds that this can be achieved through efficient data collection and interpretation, as well as proficient integration between plans.

In light of the execution and operation of sustainable mining projects, Schneider Electric continues to lead at the forefront of energy efficiency – from strategy to deployment and performance, ensuring efficiency throughout the entire energy management lifecycle.

1 River View Office Park Janadel Ave,
Halfway Gardens, Midrand, South Africa, 1685
www.schneider-electric.co.za/en
[email protected]

It’s tough to make predictions, especially about the future. That’s a quote attributed to Yogi Berra, a US baseball player. Or it may have been said by movie producer Samuel Goldwyn. Or Niels Bohr, a Danish physicist. No one can quite agree but no matter – as Africa heads into 2017, it’s a sentiment that rings all too true. The election of Donald Trump as US president and the Brexit vote in the UK proved many prediction pundits utterly wrong. Yet these are just two of the recent events that could have great consequences for the continent in the coming years.

It is an understatement to say 2016 was a year of economic turmoil for many African countries. For most nations, a big reliance over the past decade on raw materials in providing income has proven to be a double-edged sword. The commodities supercycle and China’s seemingly insatiable need for minerals created an economic optimism that the good times would be endless. However, as the price of oil and commodities dropped, so too did African government income. Nigeria, to cite one example, relies on oil for nearly 90% of revenue and export earnings.

A slowdown in China’s growth and the rebalancing of its economy haven’t helped resource-dependent suppliers either.

Although growth in sub-Saharan Africa has been stellar in recent years – much higher, in fact, than the rest of the world – most economies have not diversified enough to absorb economic shocks. And 2016 delivered a rather large series of surprises. This is the key lesson countries should take from the past 12 months.

Governments have to emphasise political and economic reforms in 2017. This is the only way to attract (and keep) foreign investment.

To ensure sustainable growth, Africans need to become consumers of goods and services; productivity has to rise; jobs must be created, especially for the youth; and infrastructure and education need to be prioritised. These are huge challenges, to be sure, but tackling them is a prerequisite for development.

Enhancing structural changes will help strengthen the economic foundations already in place. Africa has already shown that it has great potential. Turning that possibility into reality can become the future foretold.

Grindrod Limited is the holding company of a dynamic organisation listed on the Johannesburg Stock Exchange, with more than 100 years of experience in South Africa’s freight movement and related industries. Grindrod’s business is focused on moving cargo by road, rail, sea and air – and providing integrated logistical and specialised services.

As a global business represented in nearly 40 countries, it is uniquely positioned to service Africa trade flows.

In pursuing a strategy of becoming a fully integrated shipping and freight logistics service provider focused on moving dry-bulk, liquid bulk, containerised cargo and vehicles, the company invests in infrastructure along trading corridors, connecting commodities and customers.

Grindrod is committed to promoting regional economic growth by pioneering joint ventures and capital projects, developing infrastructure, port concessions and terminal capacity.

Grindrod has three main areas of operation, namely freight services, shipping and financial services.

FREIGHT SERVICES
Freight services’ operators provide road transportation, rail, port operations, terminal operations, intermodal solutions, warehousing, storage, stevedoring, ship agency services, travel agency services and all facets of tradiditional logistics.

Maputo port
Grindrod has a 24.7% stake in the Maputo Port Development Company (MPDC), which has a port concession up until 2033. MPDC holds the rights to finance, rehabilitate, construct, operate, manage, maintain, develop and optimise the entire concession area.

The recently completed channel dredge will allow vessels with a sailing draft of up to 14.2m on the tide (up to 80 000 tons), to enter the port.

Terminals
Grindrod terminals are strategically positioned across Southern Africa. This enables them to offer dry-bulk customers storage; cargo flow management; ship loading or dischargging; stevedoring; clearing and forwarding; stock management and daily reporting; and rail scheduling. The terminal in the Walvis Bay port is capable of handling various dry-bulk imports and exports. Of note is a joint venture in Richards Bay where, over time, a 20 million ton coal export terminal will be developed. Current throughput capacity is 3.5 million tons.

Grindrod’s Terminal de Carvão da Matola has an export throughput capacity of 7.5 million tons and there are plans for expansion that will see it able to handle 20 million tons of coal and magnetite.

The Maputo grain terminal provides a fully integrated support and distribution service for grains destined for consumption by the Mozambican industry. It acts as a base for the transit of grains within Mozambique, South Africa and Zimbabwe.

Grindrod has a 30.5% shareholding in OTGC, which has specialised liquid bulk terminal facilities in Durban and Cape Town as well a specialised trucking fleet that services customers in the molasses and vegetable oil industry. OTGC is also the holder of a concession in Ngqura port for the development of a bulk liquid fuel terminal. This project is under development and expected to be commissioned in 2019.

Maputo car terminal
Grindrod owns and operates this terminal, which is ideally situated for the import and export of vehicles delivering to – or manufactured in – Gauteng, South Africa. Annual throughput capacity is 115 000 vehicles.

Stevedores
Grindrod’s stevedoring operations are in Richards Bay and Walvis Bay, where services include the handling of bulk commodities and break-bulk commodities.

Rail
Grindrod’s rail division facilitates a seamless ‘pit to port’ rail logistics solution for freight customers in Africa. Improved efficiencies and exceptional reliability derive from its experience in managing rail operations, co-ordinating logistics, managing concessions and providing cost-efficient leasing solutions.

Carrier logistics
Grindrod Fuelogic, Fuelogic Namibia and Grindrod Petrologistics – subsidiaries of Grindrod – specialise in the road transportation of petroleum products and liquid petroleum gas across South Africa and its neighbouring countries. This includes secondary and primary road transportation to various oil majors in South Africa, Botswana and Namibia. The business has established long-term partnerships with customers such as Sasol, Chevron, Total, Totalgaz, Puma and Vivo.

Grindrod Logistics transports motor vehicles across Southern Africa, providing distribution and logistics services to a substantial number of local car manufacturers and importers. Using road carriers, rail, sea and self-drive options, 25 million km are covered each year, delivering to 120 dealerships.

Grindrod Intermodal offers complete containerised cargo solutions, including packing, unpacking, distribution and transportation of container cargo, including bulk mineral products across South Africa and Mozambique.

Integrated Logistics
Röhlig-Grindrod offers freight forwarding, customs brokerage and related logistics solutions. The company is represented across five continents through Röhlig & Co. This is further enhanced by the Grindrod network and facilities situated across sub-Saharan Africa.

Sturrock Grindrod Maritime
With 50 offices across nine countries in sub-Saharan Africa, as well as Australia and Singapore and a focus on emerging markets, this division offers services in both liner and non-liner ships agency, marine tech and offshore logistics.

Grindrod Travel
As one of South Africa’s oldest travel management companies, Grindrod Travel operates nationally, with branches in Durban, Richards Bay, Johannesburg and Cape Town.

The focus is on corporate travel management. However, it also caters for leisure and tourism.

SHIPPING
Based in Singapore, Grindrod Shipping trades globally under two key brands, namely Island View Shipping and Unicorn Shipping. It operates a container feeder service in the Southern Africa region.

Island View Shipping
Island View Shipping (IVS) owns, charters and operates a modern low-cost fleet of dry-bulk vessels (handysize, supramax and capsize bulk carriers).

IVS also offers a regular handysize/handymax parcel service to the north-west of the continent as well as to the UK, US, Mediterranean and Far East. IVS ships 15 million to 18 million tons per annum globally.

Unicorn Shipping
Unicorn Shipping is involved in the medium-range (40 000 dwt to 52 000 dwt) and intermediate (16 500 dwt) product tanker markets.

These tankers are owned, chartered and operated by Unicorn, which also offers ship management and crewing services for the group’s product tankers.

Unicorn Tankers
Unicorn Tankers focuses on the tanker market and provides shipping services for the transport of petroleum products along the Southern African coast, as well as East and West Africa.

Unicorn Bunkers
This division operates in the port of Durban under contract to oil majors BP and Engen, and in Cape Town under contract to Chevron.

Unicorn Bunkers services the shipping industry with three modern bunker tankers, each of which are capable of carrying approximately 4 250 tons of product (HFO/gas oil/diesel) separately segregated.

Training academy
Established in 1965, the company’s cadet officer training scheme is a prominent developer of young South African shipping talent.

The academy provides South African Maritime Authority-approved training courses to local and international customers.

Container shipping
Ocean Africa Container Lines operates a five-vessel network in Southern Africa, calling on Durban, East London, Cape Town, Port Elizabeth, Lüderitz, Walvis Bay, Cabinda, Namibe, Maputo and Beira. In addition, this business also provides a door-to-door service for clients based in South Africa.

Marine fuels and lubricants
The Cockett Group, established in 1979, is now jointly owned by Vitol and Grindrod. It has grown to become one of the world’s largest value-added traders and physical suppliers of marine fuels.

FINANCIAL SERVICES
Grindrod Bank
Regarded as a niche bank staffed by innovative thinkers, Grindrod Bank offers investment opportunities, commercial lending solutions, invoice discounting, property finance, bank card solutions and corporate finance services.

Grindrod Asset Management
(now trading as Bridge Fund Managers)
The business has two main operating divisions, namely wealth (private clients and stockbroking) and fund management.

www.grindrod.com

With the aim of providing better communications services for government and public institutions, reducing information exclusion in the country, and taking communications to the most remote areas of Angola, Infrasat began as a multi-sectoral project.

The project soon evolved into the first satellite business unit of Angola Telecom (inaugurated by the country’s President José Eduardo dos Santos in 2008) and is now an independent government-owned company responsible for managing all satellite service portfolios.

The company was faced with the challenge of making communications easily accessible to those in remote areas and partnering with mobile operators (with backhauling solutions) to expand its mobile service nationwide. It has, however, accomplished the initial aim of minimising information exclusion but the challenge of promoting improved and increased communication across the region – at lower cost – remains.

Infrasat is launching Angosat 1, the first Angolan satellite to enhance connectivity and promote economic and social development for the country. Being an exclusive reseller of Angosat 1, Infrasat is entering into a new and more innovative sphere, evolving from a regular ISP into an active government partner that promotes enhanced and affordable communication for businesses and individuals (from corporate solutions to rural telephony and digital TV infrastructure), while guaranteeing reliable and high-quality connections. This reinforces the firm’s role in the Angolan telecoms sector.

MISSION

  • To provide products and services to enable communication; shorten distances; minimise the digital divide; actively contribute to the socio-economic development of Angola; and create communications solutions for the international market in Africa.
  • To empower companies to use technology, and promote access to information and innovative products and services.
Infrasat
Infrasat executive director Diogo de Carvalho

VISION

  • To be recognised as a regional reference in satellite communication solutions.

VALUES
Accuracy and efficiency

  • Compliance with all internal management processes for optimal and effective use of the available resources, thus ensuring the continued quality of service.
  • Maintaining transparency in all relationships.

Quality

  • Striving for continuous improvement, focusing on recruiting and training staff to better serve clients.

Innovation

  • Keeping in line with technological developments in the sector; equipping staff to deal with changes in the market; and pioneering the implementation of innovative solutions to ensure greater efficiency in service delivery and cost rationalisation.

Responsibility 

  • Always acting with customer orientation and responsibility to ensure the safeguarding of the interests of clients, and focusing on the benefits and impact that actions bring to all stakeholders, from employees to society.

WHY INFRASAT
High performance
Infrasat has state-of-the-art technology and hubs, ensuring high-performance fees and the full satisfaction of our customers.

The company is also recognised for its high-quality service delivery and service level agreements, and was acknowledged as Backhauling Provider of the Year in 2014 at Satcom Africa.

Inclusive technology
Infrasat communicates expeditiously and with the best technology to reach the most remote corners of the country and ensure the inclusion of all Angolan people in the global village.

Infrasat has more than 650 VSat stations nationwide. In places with no electricity, stations are powered by solar panels – known as liga-liga. It makes rural telephony and internet access possible through scratch cards, which cost the public below US$1 for five minutes.

Reliability and safety
No matter where you are, Infrasat’s solutions provide access to the transmission and reception of data with safety and reliability.

CORPORATE, PUBLIC ADMINISTRATION AND OPERATORS SOLUTIONS
Large enterprises, public administration and telecoms operators need versatile and secure solutions. Infrasat provides data communication and voice services via satellite, oriented to the optimisation of existing processes in your company in order to reduce costs and assist with operational improvements.

Data transport solutions
Currently almost all distance communication is performed in digital mode. The advantages of this are many and diverse. Integration with IT systems is perhaps one of the reasons more easily understood because it corresponds to the reality of current times.

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Infrasat has become an active government partner, promoting enhanced and affordable communication

Satellite transmission allows remote areas, often not covered by communication infrastructure, to be covered by data transmission networks, voice and image. Inclusion allows for the effective economic and social development of the population.

The information transport via satellite services has applications in various sectors of the economy.

TrunkSat
This service offers data transmission at high speed with optimised transmission, ensuring better relation between costs and benefits. Designed for transmission of commercial or voice data, TrunkSat ensures availability and quality for the growth of any organisation.

TrunkSat Pro
TrunkSat Pro has been designed for critical applications that have stringent availability requirements and high transmission rates. The service provides you with the high performance essential for applications that require convergence of voice, video and data transmission solutions.

Data access solutions
Access to the internet via satellite can be a viable solution in the absence of a DSL connection, or via cable modem or when planning a performance service higher than dial-up access.

It is a solution that requires no phone line or cable network – just a satellite reflector for bi-directional communications. The advantages are immediate access, great coverage and absence of geographical barriers. In a multicasting environment, the satellite also presents advantages over optical fibre.

Infrasat offers you three access solutions via satellite depending on your needs:

  • Netsat: Internet access with C or Ku band speeds, shared with 1:4 contentions.
  • Netsat Pro: Internet service via satellite for applications that need access to high performance, dedicated to containment 1:1 in C band.
  • Phonesat: Communication via the classic telephone network through numbers with the prefix 277 – independent from the traditional Angola Telecom landline.

Transportable solutions
The transmission and access to satellite data does not have to be restricted to a fixed point. In many business sectors, there is the need to maintain the data transmission. The mining industry, or civil construction industry, needs transmission solutions and versatile data reception, high mobility and to be available even in places hard to reach.

With this in mind, Infrasat developed transportable solutions for data communication via satellite, with a fleet of vehicles equipped to meet the most demanding needs of information exchange.

Automobile satellite transmission
Satellite transmission in C or Ku band in versatile autonomous cars is easy to set up and capable of responding to the most demanding needs of communication, regardless of the location where it is required.

NEW CHALLENGES
Infrasat wants to be recognised as a high-quality regional satellite service provider, ensuring reliable and cost-effective communications and better interconnections between Europe and Africa. The company is looking forward to expanding its services into border countries, specifically sub-Saharan states and all nations within the coverage of our satellite.

REMARKABLE PROJECTS 
ID card project
In partnership with the Ministry of Justice, it interconnects different stations nationwide and allows a person to have an ID card within hours.

Schools and universities internet access
The project roll-out provided internet and WiFi services to schools and universities in the country.

Rural telephony and internet access
More than 650 rural telephony stations with alternative energy in remote areas.

GSM backhauling
Expanding mobile coverage nationwide with the two local mobile operators.

Elections
Designing and implementing electoral processes, communications network for rural areas.

CORPORATE SOCIAL RESPONSIBILITY
Infrasat has sponsored various initiatives and contributed to programmes to provide the underprivileged with basic goods and access to arts and culture. The firm has also made donations to various hospitals in the country.

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Tel: +244 222 008 502/504
Fax: +244 222 213 005
 www.infrasat.net

The global Sustainable Development Goals (SDGs) cannot be achieved without affordable and universal access to ICTs and broadband connectivity. This was the finding of members of the Broadband Commission who met on the eve of the opening of the 71st session of the UN General Assembly in September.

Currently, more than half of the global population are not yet using the internet and large differences in terms of speedy service and quality exist. As at December 2015, only 20% of sub-Saharan Africans had access to the internet.

A recent report by the UN Broadband Commission for Sustainable Development states that globally, approximately 3.9 billion people are not using the Internet. The research estimates that China, India, Indonesia, Pakistan, Bangladesh and Nigeria account for 55% of all unconnected people.

These findings suggest that targeted efforts in just a few key markets could help significantly in redressing the gaping ‘digital divide’ between those who are online and those still offline.

Understanding the challenges and opportunities
To drive global ICT expansion, there is the need to set ambitious and achievable targets. The International Telecommunication Union’s (ITU) Connect 2020 agenda states that by 2020, in excess of 50% of individuals in the developing world will use the internet.

Considering that a huge part of the global population lives in this region, this poses an enormous challenge but also an opportunity. To meet the Connect 2020 requirements, we will need to provide internet to more than 700 million new subscribers between now and 2020. This is equivalent to connecting 500 000 new users to the internet each day via mobile broadband.

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With mobile broadband connectivity, currently underserved markets will have access to new online and mobile services such as e-health, e-education and e-government

The difficulty is that the average revenue per unit (ARPU) is rather low for many of these 700 million users. It can vary between US$1 and US$10 depending on region and country, and this sets new requirements on what a cost-efficient mobile broadband solution is. Nevertheless, role players in this industry must find the solutions to capture the opportunity to grow with 700 million new subscribers.

The challenge of providing mobile broadband to these new subscribers can be split into three tracks, with enabling solutions from Ericsson. Firstly, improving the mobile user experience for those in underserved areas. An example that illustrates the difference in consumer experience with and without mobile broadband is that the typical average web download is easily 20 times faster with 3G than with 2G. Hence, the most straightforward way to improve consumer experience is to upgrade GSM networks and let performance improve-ment enable and drive data usage and growth.

Secondly, ensuring sustainable coverage and subscriber growth with innovation for underserved users. Today, there are hundreds of thousands of GSM-only sites that need to be upgraded to 3G and 4G. Which sites shall an operator start with to connect the largest groups of subscribers that can benefit from 3G services? Ericsson has the methods and tools to find the sites that make the biggest difference to people and operators.

Thirdly, building mobile broadband coverage in a cost-efficient and profitable way. The mobile broadband solutions that are built on 3G and 4G need to be robust, simple to operate and cost efficient. Therefore, today we present new cost-efficient radios, cabinets and backhaul solutions specifically designed for developing markets such as sub-Saharan Africa.

Investing in solutions that make a difference
As governments met at the UN General Assembly to discuss progress on the SDGs, Ericsson announced a set of solutions to help bridge the digital divide and bring mobile broad-band coverage to the remaining 3 billion people who are underserved or without mobile broadband access.

The new suite of solutions – which includes software and hardware additions to the Ericsson radio system – provide the capabilities needed to reduce the total cost of ownership by up to 40% when rolling out Ericsson’s total site solution for mobile broadband. This makes investments in low-ARPU markets viable.

Complementing the deployment of the solutions are new unique mobile broadband tools that allow operators to identify the sites in a GSM/EDGE coverage area with the highest number of users who already own internet-ready devices. Operators can then determine where it makes more sense to convert those sites first to HSPA or 4G/LTE, so that the greatest number of people will enjoy the benefits of mobile broadband.

The new solutions address the significant divide in internet adoption between developed and developing countries: only four out of 10 people in developing countries are connected to the internet. These solutions are also energy efficient, taking into consideration a significant challenge in some developing markets.

As at 2015, GSM/EDGE still accounted for close to 70% of the total mobile subscriptions in sub-Saharan Africa. These energy-efficient suites of solutions will enable operators to seamlessly identify underserved communities in the region, making it faster to introduce or improve the mobile broadband experience of their subscribers.

This will create new opportunities in far flung areas in the region, providing access to new services such as mobile money, e-health, e-education and e-government, thereby transforming the way people play, learn and do business.

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In summary, with these solutions, operators can improve user experience by up to 20 times by upgrading the GSM networks and allowing the performance to drive data consumption.

Our solutions also provide the methods and tools to find the sweet spots and invest where it makes a difference to the largest groups of users, which enables an accelerated deployment pace due to faster return on investment.

Finally, these solutions reduce total cost of ownership by up to 40% when rolling out Ericsson’s total site solution for mobile broadband. These are substantial additions to the company’s mobile broad-band coverage product portfolio targeted at securing the next 700 million mobile broadband users by 2020.

The role of partnerships
A recent report by Ericsson and the Earth Institute at Columbia University on the impact of ICT on sustainable development calls on governments to harness technology, investment and new types of partnerships to meet the goals.

The study indicates that even though ICT has a direct impact on meeting the goals by 2030, three supporting aspects need to align before ICT can deliver transformational change at the pace and scale required: an enabling policy framework; strong public-private partnerships; and sufficient public and private investment.

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Improving the mobile user experience in underserved communities is one of Ericsson’s key focus areas

As per the ITU’s 2020 targets, Ericsson will continue to innovate and develop technology to move this agenda forward, as well engage relevant stakeholders to support the deployment of ICT, ensuring that the dividends are being enjoyed across the region.

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Johannesburg, South Africa office
148 Kelvin Drive,
Woodmead, Johannesburg
Tel: +27 (0)11 844 2000
Fax: +27 (0)11 844 2001
www.ericsson.com

Established in 1998 in Gaborone, Botswana, Letshego Holdings Limited has been listed on the Botswana Stock Exchange since 2002. Today, we are the largest indigenous company on the Botswana Stock Exchange with more than half of our shareholders being local investors.

With a proudly Botswanan heritage as well as a dedicated and committed team of people from across Africa, we have enjoyed consistent growth for almost two decades and expanded our footprint across the continent.

We are now established in Botswana, Kenya, Lesotho, Mozambique, Namibia, Nigeria, Rwanda, Swaziland, Tanzania and Uganda – with a growing financial inclusion agenda that is aligned to supporting local government initiatives. The provision of consumer finance to our customers – primarily government employees through the deduction at source model – remains our core business.

Letshego has grown from humble beginnings as a company employing less than 30 people in a small office in Gaborone to being Botswana’s largest indigenous group (by market capitalisation) listed on the Botswana Stock Exchange. Our inclusive finance strategy has steered our expansion beyond our borders.

As of 2015, and through a consistent focus on solving our customers’ needs in the simplest, most appropriate and accessible way, Letshego has grown to provide finance to 300 000 borrowers and offer savings capability to in excess of 100 000 depositors across the continent. This growth in size of operations has brought with it a diversity of talents, strengths, expertise and communities that make up our African heritage. We employ 2 300 employees representing 20 nationalities across 10 countries. As such, Letshego embraces our identity as a pan-African financial services provider.

The firm’s ambition is to become Africa’s leading inclusive finance group. Giving our customers access to loans that they can use for agribusiness, education, health, housing, and micro and small businesses signifies how we deliver inclusive finance and encourage productive use of our solutions. These solutions are offered through innovative access points or channels that give our customers access to our services anytime, anywhere.

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Letshego’s loans allow customers to give their children access to good education and a brighter future

Additionally, the ability to save for families, for education and for the future, as well as to pay and be paid safely and securely, is not available to many customers in the low- to middle-income earning segments of Africa. We have recognised the need to provide simple, appropriate and affordable solutions for our customers to allow them to pay bills and send and receive money. We continue to explore and develop innovative ways to make this possible across a broader footprint.

Innovation underpins our inclusive finance agenda, combined with a strong focus on customer experience. These themes – in combination with our commitment to improving lives – ensure that we are able to sustainably deliver strong growth, performance and returns for our shareholders.

Letshego launched its agency banking model in Mozambique, with the highlight being the LetsGo BlueBox model, which will allow an individual to open a basic transactional deposit account in remote areas via an agent’s smartphone or tablet. Also – in time – agents will provide additional services including deposit taking and withdrawals (cash-in/cash-out services).

The LetsGo BlueBox will also bring with it a number of features, including a bluetooth printer to provide customers with printed receipts/statements, a charging facility and torchlight, as well as financial education aids on the agent device and distribution to agent customers. In effect, the LetsGo BlueBox has the capability to take full-scope financial services to the customer. As such, this innovation aims to eliminate barriers for those in rural locations and help them join the financial ecosystem.

Letshego’s agency banking model is designed to strengthen the provision of inclusive financial services in rural areas and to those in various segments (formal, informal and micro and small entrepreneurs) that are either ignored or underserved by mainstream banks and other existing financial service providers. The LetsGo BlueBox incorporates eco-friendly practices in an affordable manner.

We celebrate 18 years of improving the lives of our customers, and in turn improving communities that we call home. Our customers have now gained access to participate financially and actively in the economy through our solutions.

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Letshego is committed to servicing rural and underserved communities, thereby making a positive impact on their lives

Letshego remains committed to helping the rural and underserved populations in every country we do business in, as our solutions impact on the members of our societies whose needs are, more often than not, overlooked.

This is especially so when it comes to gaining access to financing for education, health, housing and businesses – which in turn provide customers with dignity. Through-out our journey, we strive to significantly shift the narrative by improving lives through our services that are based on driving greater financial inclusion and therefore stimulating development.

We are humbled by and proud of our invaluable niche that has improved lives by servicing more than hundreds of thousands customers, which in turn has had a positive impact on their families and communities. Through our assistance to the underserved, we are grateful to have contributed towards Africa’s development.

To all our partners, customers, staff and other stakeholders we say: ‘Together, let’s improve life.’

Letshego_logo
Letshego Place, 22 Khama Crescent,
Gaborone, Botswana
Tel: +267 364 3000
Fax: +267 319 0418
Email: [email protected]
www.letshego.com