DEVAC Hydrogen-H Indaba, taking place at NH Sandton (F.K.A Hilton Sandton) in Johannesburg, South Africa, from 18-19 September 2024, is the leading platform for hydrogen project developments and investment opportunities where industry experts from government institutions, key private sector companies and international investors are brought together to engage on solutions to unlock Africa’s outstanding green hydrogen potential.
This exclusive event constantly promotes great collaboration between governments, the private sector, and key stakeholders from the African hydrogen value chain to ensure the continent can lead in the development of green hydrogen for energy transition.
The Armaments Corporation of South Africa SOC Limited (Armscor) is an acquisition agency for the South African Department of Defence (DOD) and other organs of state and entities. Armscor’s mandate is to provide the armed forces with state-of-the-art defence matériel, delivering innovative defence solutions efficiently and effectively.
The organisation manages the strategic capabilities of the DOD, producing research and vanguard technological solutions required to provide safety and security for South Africa, its citizens and the continent.
Armscor’s core businesses
Acquisition
One of Armscor’s core businesses is acquisition. Its key functions include requirements analysis, technology development, design and development of products and product systems and the industrialisation and manufacturing of mature products and product systems that fully meet user requirements. It also entails procurement of existing and qualified products, as well as the acquisition of product-system support for user systems during the operational lifetime of the systems.
Credit: Armscor
Research and development
Armscor, through its Research and Development, is able to conduct defence research and scientific research, test and evaluation services, technology management, analysis and industrialisation and intellectual property management services. The organisation has the capability to perform independent, centralised coordination and fulfil a management role for technology acquisition and technology commercialisation.
Naval dockyard
The dockyard provides repair and maintenance services to the SA Navy on various product systems from tugs to small craft, frigates and submarines. Maintenance and repair services cover both planned and ad-hoc projects. It is one of South Africa’s strategic national capabilities, where the country’s naval defence maintenance, repair and overall capabilities are housed.
Large numbers of South Africans use public taps as a source of water.
South Africa’s taps are at risk of running dry as its water-supply infrastructure comes under mounting pressure. As millions go without reliable in-home water connections and water supply infrastructure buckles under the pressure of population growth, urbanisation and industrialisation, the 2023 World Water Day theme of “accelerating change” was especially relevant for South Africans and the Gap Infrastructure Corporation (GIC).
The lack of access to clean water in many rural areas is becoming increasingly critical as water scarcity grows, leading to overcrowding at communal water taps and increased reliance on dirty or contaminated groundwater sources.
According to the last General Household Survey by Statistics South Africa, an alarming 12.2% of households used a public tap as a source of water; 1.9% used a neighbour’s tap; 1.8% used flowing, stream or river water; 1.7% made use of a water-tanker; 1.6% used a water vendor; and 1.5% used a rain-water tank, among other alternative sources.
Adding to the country’s water scarcity woes is below-average rainfall. South Africa’s annual precipitation is almost half that of the global average at just 497mm per year. “Given the high demands on South Africa’s water resources, it is crucial that we prioritise the development of sustainable and easily accessible water infrastructure such as boreholes or rainwater harvesting systems, and invest in upgrading existing water supply systems,” says Roelof van den Berg, CEO of GIC.
Water infrastructure is under pressure.
Community education on water conservation and efficient water use is also vital. Through teaching households water-wise habits, community education can help reduce the burden on shared water sources and ensure that more people have access to safe and clean water in their homes.
“World Water Day called for increased efforts to promote water conservation, efficient water use and sustainable water management practices. It also emphasises the importance of innovative solutions and technologies to ensure that water resources are used more sustainably.
“Finally, the topic of ‘accelerating change’ was particularly relevant for GIC as a trusted construction partner in the drive to roll out reliable water infrastructure for the benefit of all South Africans.”
In the ongoing quest to improve infrastructure development nationally, public-private partnerships have emerged as an invaluable tool. These successfully bring together the expertise and resources of both private construction companies and government to deliver enhanced services.
The four big benefits that companies can bring to the process are diverse:
Enhanced infrastructure roll-outs
Public-private partnerships are an effective way of increasing capacity, ensuring that more projects are undertaken simultaneously at a high-quality standard. By utilising these partnerships in the development of water infrastructure, South Africans can enjoy the benefits of new water-treatment plants and upgraded water-supply systems, while stimulating job creation, small business growth and increased investment in new technology and innovations for world-class water and sanitation systems.
Expert planning and design
Through proper planning and design, infrastructure development companies help to ensure that projects are initiated and managed in environmentally sustainable and cost-effective ways. Drawing on deep infrastructure development expertise and experience, companies such as GIC further work to ensure that projects meet the needs of specific communities. This includes developing comprehensive water and sanitation plans, identifying appropriate technologies and conducting feasibility studies and environmental impact assessments.
Professional project management for maximum returns
The private sector can supply government with the required expertise as well as the qualified and experienced staff needed to ensure the success of large-scale projects. Infrastructure development companies can manage construction contractors and sub-contractors, liaise with numerous suppliers and control operations to ensure that projects are completed on time and within budget.
Private companies can assist in launching and managing important learning and awareness programmes with communities, sharing responsibility with public entities for education and upliftment. For example, companies involved in water infrastructure development may roll out programmes teaching community members about water conservation and efficient water use and provide technical training and upskilling to local workers in the construction, operation and maintenance of water and sanitation infrastructure.
Many of our country’s water issues, current and future, can be resolved in large part by upgrading the country’s ailing water system and constructing new infrastructure in previously under-served areas. Public-private partnerships are the most suitable, sustainable and beneficial way to ensure that quality infrastructure is developed sooner rather than later.
We are excited to announce that the Biennial WISA 2024 Conference will be hosted again in the city of Durban from 12 – 14 June 2024 at the Durban ICC.
To maintain the momentum of the 2022 conference, this event will continue with the nautical theme and aims to engage professionals and thought leaders to collaborate on providing valuable insight and innovative solutions that will guide the progress towards achieving the Sustainable Development Goals (SDGs). We require accelerated change to reach the 2030 targets by “Turning the tide”.
Water is key to the economy including maintaining public health, jobs as well as poverty eradication (inequality). It forms the basis of many industries and the social well-being of all people.
The 2024 Conference will bring together academics, professionals and industry leaders in the water, sanitation, health, hygiene, mining, agriculture and manufacturing as well as the public sector in terms of policy makers, law makers and servicing authorities to collaborate on driving solutions for the broader challenges within the sector and build resilience against climate change through innovation and technology.
The new CEO of the Gautrain Management Agency believes that failures to deliver must have consequences. As he sets out to create “railtroplises” around Gautrain stations, Tshepo Kgobe is convinced that the public-partnership model where a “knowledgeable public party” ensures that high standards are maintained is the best model for mass public transit.
What is your mandate?
The mandate of the Gautrain as it stands now in the GMA Act is for us to implement the project, then manage the project and its assets and to ensure that we secure the finances of the entity itself. We need to ensure that we create financial sustainability over the long term and create jobs. Socio-economic development is a big part of what we do. To integrate with other transport modes the process allows the MEC to require us to assist on any projects that are public transport and rail related.
Somebody might ask, ”Why are you building a taxi rank?” and I will tell them it is a mandate from the MEC, it’s public-transport related. We are assisting PRASA in some of their operations and in resuscitating their operations here in Gauteng and in other parts of South Africa, and that comes from that mandate. When we get asked to assist other entities, we do exactly that.
To whom do you report?
The MEC is the shareholder. We need to demystify this thing: the Gautrain as an entity and its assets are actually owned by the Gauteng Provincial Government. They are owned by GPG and they own those assets through the Department of Roads and Transport. The Gautrain Management Agency is the custodian of the assets on behalf of the Gauteng Provincial Government and the Department of Roads and Transport.
So there are no private shareholders?
No, none of the assets are privately owned. It is operated by a private entity, an operation where we contracted somebody privately to operate it but the assets are fully owned and paid off. Gautrain is a R45-billion asset that is owned by the Gauteng Provincial Government.
Sandton Station
Please tell us more about what you are doing related to integrated transport.
The most interesting one is a partnership we have with the taxi industry. The taxi industry is contracted to provide last-mile services. Our distribution and feeder services in stations like Marlboro station in Alexandra and the surrounding areas are provided by them. In Centurion and other stations, they are provided by the Tshwane taxi industry. We contract the one part of the transport industry that nobody wants to touch, and it’s one of our most successful partnerships.
We have integrated with the minibus taxi associations to provide scheduled services for the Gautrain. People always ask us whether taxi drivers do not fight with us over our taking their routes. They don’t, because we contract the taxi association that owns the route to operate on that route.
We’ve been running this for 13 years and it runs like clockwork because we do our due diligence. We check through the registration system in the Department, we check with the cities, we get concurrence from both the provincial departments and authorities in various cities that that particular route is owned by this particular taxi industry. The lines are very clear.
How are passenger numbers post-Covid, are you recovering?
We’re recovering but it took a while. With the work-from-home culture, it took a while for the numbers to recover. In the last week of February, we breached 60% and went onto 64% of our previous numbers. But the freeway is full. A lot of companies have instructed their employees to return to work on a full-time basis. We are seeing the effects of it but we want it to translate fully back to about 50 000 passenger trips per day and then we will be satisfied. Not happy, but satisfied.
What does that represent in percentage terms?
That will be about 94% of pre-Covid numbers and then at 55 000 to 57 000 we will be back to 100% of pre-Covid numbers.
Do you know the total numbers?
A total of 175-million passengers have been carried on the Gautrain since its inception.
What is the percentage of the airport traffic of your general traffic?
Pre-Covid, the airport service carried about 10% of our ridership and the General Passenger Service carried 90% of our services all throughout the day. We have three services running over the line: the Airport Passenger Service runs from the airport directly into Sandton. Then the service that runs on the same line from Rhodesfield into Sandton and finally the North/South GPS service from Hatfield in Pretoria all the way to Park in the Johannesburg CBD.
Passengers can transfer from one service to the other in whatever direction they’re travelling.
How far advanced are the plans to expand the network?
The Premier in his recent State of the Province address announced that all three planned new routes will be expanded to all corners of the province. We have a short-term plan, which is the Soweto line that takes off from Sandton and then goes out to Randburg and on to Cosmo Junction, through Little Falls, through the Roodepoort ridge into Roodepoort and all the way to Jabulani. That becomes the Phase 1 line.
Are the finances in place?
Part of the process is for us to be able to look at the structuring of the finances and the important part is that we will have to relook at the finances. We want to ensure that the government’s contribution to the building of the extension is reduced as compared to last time. We’re looking at the division of revenue at allocation coming down to being at most 30% to 33% and then we would have private investors being 33% and then land value and station optioning and property development making up the other 33%.
We are intentionally developing properties or transit-related developments in and around our stations. You have the aerotropolis which is a city around an airport; we are setting out to develop a “railtropolis”.
Gautrain Marlboro Station
Property prices have gone up around Gautrain stations, not so?
Yes definitely. In the last economic impact study, we showed that for properties within a 5 km radius, property prices grew at market plus 5% greater than any other sector. Even in the 10 km radius, property prices still grew decently above the market growth.
Are you buying new rolling stock?
We are acquiring more rolling stock but we are acquiring it not as a standalone project but we are doing it as part of the re-concessioning of the system itself.
Please unpack the concessioning system.
A concession agreement allows the private operator to operate the assets on our behalf and for that we pay them some part and then they get part of that money from their revenue earnings. The question we have had to ask now that the Gautrain has been built is, are we going to operate the systems ourselves?
We have the assets and we have had success in having the separation of duties. You have an asset owner who gives an asset out for operations and levies penalties on the person if they do not operate the system properly. Then you have an operator who earns a fee for operating the system itself. We thought this is the best method possible of being able to get the best practice out of operating railway lines. On most days we operate at 100% availability and 100% punctuality, which is unheard of in South African terms.
The concession has a fixed term?
It has a 15-year term. The old concession had the construction and the development period included, so it was a 19-and-a-half-year term with four-and-a-half years for the development part. We are going into another 15-year concession at the end of March 2024. We have put the bid out into the market.
You were involved in the engineering details of the foundation of the Gautrain. What were the biggest challenges that you and your teams faced back then?
There were multiple challenges that we faced. In today’s context of looking at the extensions we are planning, it seems that sentiment towards public transport hasn’t changed in 20 years. When you say you are going to build a railway line, everybody says, “No, not in my backyard.” And then there are those who have experienced the Gautrain and you are getting a sentiment that says, “Why is it not coming into my backyard?” We are caught between the NIMBYS and the WIMBYS, as they now call the people who are asking, “Why not in my backyard?” As CEO, how do I work with this to satisfy everybody?
The biggest challenge originally was the line location. Where my office is right now is not where the Midrand line was supposed to run. It was supposed to be on the western side of the freeway because that’s where the residential areas are but because there was such great fear of what kind of a system we were going to bring, that was the biggest challenge.
It is the mental shift of being able to get people to understand that we are bringing a world-class system. A lot of businesses would now rather have their back wall being the Gautrain because they know that secures their businesses.
Anyone who has travelled on the Gautrain can’t but be impressed. What are the key pillars to the Gautrain’s success?
The fundamentals of a good transport system is that it must be functional. The availability of the system, the punctuality of the system, the punctuality of supporting systems such as the buses and the minibuses, the escalators and all of that, that basic product has to be functional before you add fancy technologies. The basic product – which is a train ride – must be safe and it must be reliable. A lot of things fall into what we call hygienic factors.
When they are in the background rather than them being the issues we argue about, then you then can superimpose technology on it. A good ticketing system will enhance the customer experience because the customer has the ability to be able to manage their own access. They can reload their card on an app or on a website or even travel with their bank card. We recently upgraded the technology so that you don’t need to buy a ticket, you can just show up with your debit card or with your credit card and ride on the system. That ease of access is the next level.
Gautrain is known for the professionalism of operations and staff who seem to care about what they are doing. How do you get that right?
Under concessioning I raised the issue of the separation of duties. First and foremost, it is a fallacy that the private sector would do this on their own. You have the kind of system that we have now because there is a knowledgeable public party (an agency such as ours) that ensures that these things happen.
You need an agency that without fear or favour will lay penalties on anybody who does not live up to the contract. Then you need a contract that is enforceable. Our contract is enforceable and the penalties are big if the services do not operate. We don’t want a contract that is penalty prone but it must be service prone, it is pro-service more than anything else.
As I tell the team here, I am not in the business of penalties, I am in the business of providing services. The penalties have to incentivise service.
So there are consequences?
There are big consequences and expensive consequences.
How do you maintain that kind of excellence within your organisation?
I was told by an old mentor of mine, “Hire good people.” The rest of it takes care of itself. We hire the best.
For our general interviews the minimum is a two-hour interview. We only bring the best to come and work with us. We source from both public and private but we only take the best in the market and that has always been my mantra. I will always hire for skill and capability and the rest of the things like employment equity come after the skill; the skill has to be there first and then we can talk about the other transformational issues.
What are your short- and medium-term goals as CEO?
The short-term goal is for us to be able to move the business with great speed to becoming self-sustaining. The operations of the entity have to completely come off the fiscus. We have to make our own money, so commercialisation is a big part of what we have to move with. We’ve already started with drivers’ licence and testing centres where you can get your new licence, you can register your car and you can get all sorts of other government services. That is turning out to be big business. I am meeting with Treasury to confirm additional funding for us to roll out these centres all around the province.
We are an agency that is gearing itself to be of great use not only to transport people, but to the greater public. We are also looking at developing a lot of properties around our stations and bringing on additional services. We will be self-sustaining and from then onwards we will start clawing back the amount of subsidy that is paid by government to subsidise the commuter.
I want to ensure that any money we get from the state goes directly into subsidising the commuter and maintaining the asset, not working to sustain the agency.
And the expansion projects of the new lines form part of your plans?
We have already started the process. I have had a meeting with the project steering committee and it is all at full speed. We also are looking at putting the new contract in place, another key issue. We also have to close out the current concession.
The amazing thing is that in and around South Africa there isn’t anybody who has closed out a concession similar to ours. We are the first, so we are creating new knowledge and as we continue with that, we have to make sure that we manage the knowledge and we have it recorded so that it can be shared with other people when they do this later on.
You have worked overseas and you’ve worked in the private sector. How have those experiences informed your approach to being CEO?
When I left the private sector, I explained to people who questioned my decision that my idea is to build public companies that are similar to private companies out there. If I can do that, then I would have served my country well. That becomes important: how do you meld in the capability that comes from the private sector with the rigour of spending public money? We have done that well enough at GMA so that we had 11 clean audits and I have been involved in nine of those.
CEO of the Gautrain Management Agency, Tshepo Kgobe.
Biography – Tshepo Kgobe, CEO of the Gautrain Management Agency
Tshepo Kgobe is an engineer with more than two decades of experience in managing complex projects and operations with diverse technical requirements in infrastructure, energy and mining. A graduate of UKZN and Henley Business School (BSc, Civil Engineering, and diplomas and certificates in business management), Kgobe has also worked on strategy related to BBBEE, transformation and corporate social investment and marketing.
His experience in the private sector includes serving as an Executive Director on the board of Hatch Africa and a period in the UK with Corus Rail Consultancy. He also worked at Metrorail. Tshepo was responsible for the engineering and project management of the trackwork subsystem in the Gautrain Rapid Rail Link project.
He then held the position of Senior Executive responsible for all technical and project services in GMA and was until recently the Chief Operating Officer of the Gautrain Management Agency, responsible for the everyday running of the agency. He assumed the role of CEO in February 2024.
A groundbreaking ablution block initiative by The Greater Tygerberg Partnership (GTP) has emerged as a beacon of progress for thousands of users in the Bellville community since its inception in November 2022.
Situated strategically on the corner of Kruskal Avenue in the bustling heart of the Bellville CBD, this safe and convenient facility has improved access to hygienic amenities – sanitation being one of our highest needs for all. This facility services informal traders and their customers, marking a significant milestone in community development.
Thanks to the facility, both male and females now have access to clean, accessible ablution facilities for a nominal fee of R2.00 per use. Open daily during general trading hours, the block features disabled access and baby-changing facilities, catering to the diverse needs of its users.
Monique Muller, Project Manager at GTP, expresses her enthusiasm for the project, stating, “The success of the ablution block initiative underscores its potential to transform urban communities across South Africa. To date the project has provided over 56 000 users access to clean ablutions.”
“Its modular and scalable nature presents opportunities for replication in areas where informal traders lack access to hygienic facilities, ultimately enriching the lives of countless individuals and fostering economic growth. It also offers an ongoing opportunity for funders to make a substantial difference to micro-entrepreneurs in other cities across South Africa,” Muller adds.
Monique Muller, Project Manager at GTP and Alderman James Vos, Mayoral Committee Member for Economic Growth at City of Cape Town.
Raising the lid
Since its inception, the ablution block has served a staggering 56 358 users, affirming its indispensable role in addressing a critical need within the community.
The success of this initiative stems from a collaborative effort, uniting design students, designers, city officials, and key partners such as GrowthPoint, MES, Boudry Architects, Galojo Projects, Container World, Durbanville Engineer, Viking Deco, and KSL Engineers. Another shining example of the power and change that exists in community collaborations.
“We are also proud to share positive stories from the team cleaning and managing this facility daily. One of the employees managed to become financially independent and rehabilitated herself to gain approval for a permanent rented homestead of her very own,” Muller affirms.
As the GTP looks towards the future, continued support and collaboration from partners, stakeholders, and funders will be vital for extending this transformative model to more locations across the Western Cape and beyond. With sustained investment and dedication, the ablution block initiative stands poised to make an enduring impact on communities far and wide.
For more information or to read more about GTP projects in Bellville, visit www.gtp.org.za
The upcoming Tshwane Energy Summit on 19-20 June is set to ignite the Tshwane’s energy action plan to free the city from current energy challenges, due to loadshedding and failing electricity infrastructure.
Traditionally, South Africa has relied on local coal and imported crude oil as primary energy sources. Sadly this, coupled with Eskom’s flailing electricity infrastructure and lack of additional energy generating sources, is responsible for affecting the daily lives and livelihoods of residents all over the country.
In Tshwane itself, the loadshedding situation has had a more dire effect, for not only has the existing electricity infrastructure been significantly damaged, depleting maintenance budgets at a rapid rate, but criminal attacks on the existing infrastructure are also on the rise.
This has led to the city of Tshwane taking the lead to problem-solve its local energy crisis, hoping that, together with various stakeholders from the energy sector, these challenges can be solved by introducing renewable energy into the grid, thereby reducing the reliance on current energy supplies.
With the ambitious goal to gain 1000 MW of energy independence from Eskom by 2026, and commitments to source 10% of Tshwane’s electricity from renewable energy by 2030 and 80% by 2050, key energy players, along with companies, domestic and international organisations, are invited to discuss the strategies required to move to cleaner technologies and source electricity from Independent Power Producers.
“We believe a multi-stakeholder approach will be key to achieving an energy resilient future for Tshwane, one where collaboration, partnerships and conversations between local and international organisations take centre stage,” says Paseka Rakosa, Senior Manager: Marketing, Communications and Stakeholder Engagement at the Tshwane Economic Development Agency (TEDA).
Gathered industry leaders, policymakers and business stakeholders will enjoy a packed 2-day itinerary at the 2024 Tshwane Energy Summit, filled with sector-focused, solution-driven discussions, keynote addresses and plenary sessions, gaining invaluable insights on how to navigate the complexities faced in the energy sector.
“Policy reforms, along with developing infrastructure, like solar panels and electric vehicle charging stations, need to play a significant role in our efforts to become energy independent and transition to cleaner energy,” added Rakosa.
Showcasing cutting-edge technologies and energy-related products from energy companies, the summit will delve into what sustainable energy security could look like, promising thought-provoking public-private partnership discussions, engagements with academia, research institutions and investors.
Attendees are invited to help co-creating the roadmap to address these collective energy challenges, and drive the change so desperately needed to help stabilise Tshwane’s local energy economy.
By addressing immediate challenges around electricity infrastructure investment, maintenance and how best to ensure both energy independence and the transition to renewable energy, Tshwane will help position both the city and South Africa as a global player in the manufacturing space.
TEDA and the city of Tshwane believe these efforts will provide a necessary cushion for consumers and businesses in a tough economy and potentially lead to a drop in the prices of electricity.
For more information about the summit and to register to attend or exhibit, please visit TEDA’s website: https://teda.org.za/tes2024/
“Gone are the back-office penny pinchers of old. Procurement professionals today are strategy shapers, value-generators, innovators and relationship builders involved in all aspects of the business, and who have a seat and voice at the executive table. The field of procurement has evolved from a transactional function focused primarily on cost savings to a driver of business strategy, innovation and sustainability. With supply chains facing ongoing challenges, and more businesses recognising the importance of risk management and ethical sourcing, the role of procurement professionals is going to become ever more critical,” Tagg states.
She asserts that in South Africa, the introduction of the Public Procurement Bill will further elevate and test the profession. “As Chief Justice Raymond Zondo said: ‘the sheer number of acts and regulations which addresses procurement issues makes it very difficult for conscientious officials to get a clear understanding of them’.
“This is a new era for procurement and the rise of our profession is only just beginning. Traditionally, procurement was seen as a back-office function, centred around purchasing goods and services at the lowest possible cost. That has changed, driven by factors like globalisation, technology, sustainability and risk management,” Tagg says.
“Today’s procurement professionals must navigate diverse markets, regulations and risks. They must have a deep understanding of global supply chain dynamics and strategic sourcing. The advent of digital tools and platforms has revolutionised procurement processes, enabling greater efficiency, transparency and data-driven decision-making. Technologies like artificial intelligence, blockchain and the Internet of Things (IoT) have further enhanced procurement’s ability to manage complex supply chains. Today’s procurement professionals must be more technology savvy than ever before.
“Rising awareness of environmental and social issues has pushed procurement to the forefront of corporate sustainability efforts. Ethical sourcing, supplier diversity and sustainable procurement practices are now integral to many organisations’ strategies.
The COVID-19 pandemic underscored the importance of robust risk management in procurement. Supply chain disruptions highlighted the need for agility, resilience and contingency planning, further elevating the strategic importance of procurement. To mitigate risks, procurement professionals today must be adept relationship builders, cultivating and maintaining mutually beneficial partnerships with suppliers.”
In South Africa, the new Public Procurement Bill, aimed at overhauling the country’s public procurement framework, presents new challenges and opportunities to the profession, Tagg says. “Education and skills development are crucial to ensure that procurement professionals can rise to the challenges and seize the opportunities,” she stresses.
Recognising this, Smart Procurement has enhanced and expanded its education, networking and knowledge sharing offerings for the profession. The organisation has been connecting and educating procurement and inbound supply chain professionals across Africa for more than 19 years. “Our aim is to ensure that Africa keeps pace with the latest global trends and best practices in procurement through our communications platforms, training and development initiatives.”
The 11th Annual Western Cape Procurement Conference takes place in George from 10 to 12 June 2024. “This year, we shift our attention to the pivotal role of procurement in shaping resilient communities and fostering sustainable infrastructure in the Western Cape and beyond. The conference will explore how procurement, through strategic practices and collaborative partnerships, can drive positive change and contribute to the growth of our local communities. We eagerly anticipate the convergence of public sector procurement professionals, local economic development experts and business stakeholders dedicated to advancing the economic landscape of the Western Cape,” says Tagg.
KwaZulu-Natal’s largest supply chain and procurement conference will return to Durban this year after a four-year hiatus. Hosted by eThekwini Municipality in partnership with Smart Procurement World, the fifth KwaZulu-Natal Smart Procurement World event will bring together stakeholders committed to enhancing the region’s infrastructure and manufacturing capabilities to drive sustainable growth and enable supply chain resilience. This important gathering takes place at Durban’s Inkosi Albert Luthuli International Convention Centre from 25 to 27 June 2024. It will be held under the theme “Strengthening Infrastructure and Manufacturing Supply Chains for Future Growth”.
The 18th Annual Smart Procurement World Indaba takes place in Johannesburg from 9 to 12 September 2024. This year, the annual Sustainability Summit Africa will run alongside it. The indaba is South Africa’s largest procurement and inbound supply chain event. “The DNA of Procurement” is this year’s theme. Tagg explains this: “Just as the DNA carries the genetic information that shapes living organisms, the DNA of procurement intricately weaves through every aspect of the supply chain, determining its structure, resilience and ultimate success.”
This is the fourth annual Sustainability Summit Africa. “The event’s growing success reflects the increasing importance of sustainable procurement practices, which are critical not just for achieving environmental goals, but also in ensuring the longevity of small businesses and the economic stability of organisations, communities and regions. Sustainable procurement impacts an organisation’s human rights, labour rights and good governance; its enterprise development initiatives; transformation and gender parity programmes; social and community priorities,” says Tagg.
To find out more or get involved in these events as an exhibitor, delegate or media partner, contact info@smartprocurementworld.com or visit www.smartprocurementworld.com
Africa is home to one of the world’s fastest-growing populations, reaching a projected 2.5-billion people by 2050, driving the demand for diverse and innovative food and beverage products and culinary experiences for sustainable options. So, it’s not surprising that the food & beverage industry in Africa is currently valued at US$313-billion and said to triple in size by 2030.
Join industry leaders as they explore the hottest trends and groundbreaking innovations transforming the world of food and beverage retail at Africa’s Big 7, the premium retail-ready food and beverage event in Africa from 11-13 June 2024, at the Sandton Convention Centre.
“The future of food & beverage is all about conscious consumption, exploring the ‘what,’ ‘when,’ ‘who,’ and ‘how’ of our meals. Sustainability, regional sourcing, and innovative technologies take centre stage this year, with consumers demanding more traceability for the brands they support and products they buy,” remarks Margaret Peters, Event Manager: Food & Hospitality at dmg events, South Africa.
‘Eco-consciousness is key, with the demand growing for locally-sourced ingredients, regenerative agriculture growing and supporting your community.’
Join keynote speaker, Miles Kubheka, founder of Wakanda Food Accelerator, as he unpacks the transformation of Africa’s food system through innovation and partnerships. Insights include navigating the future of Africa’s food systems, understanding how innovation is reshaping food categories, transforming investment opportunities, and what technologies are working to solve supply chain challenges whilst keeping food affordable and accessible.
As sustainability continues to move forward, the landscape of the packaging sector is undergoing a profound transformation, driven by increasing emphasis on environmental transparency, innovation, and enhanced consumer engagement in the F&B industry. More informative labelling, detailed information about food origins, curbing food waste, and circular packaging is becoming the order of the day.
Get insights from the panel discussion with Jayne Mammatt from Deloitte, Libstar’s Wendy Van Zyl and Sanjeev Raghubir, from the Shoprite Group, as they explore what this means for your bottom line and how to prioritise climate solutions to accelerate your journey to net zero.
Another market gaining traction is the Kasi economy, the modern South African township, a dynamic economy of informal cash businesses which fulfil the daily needs of its residents, and includes spaza shops, street hawkers, barbers, taxis and taverns.
According to ‘The rise of the township economy’ report by Retail Brief Africa, the value of the township economy is estimated to be R900 billion and approximately R150 billion in cash is spent at the estimated 150 000 spaza shops every year, contributing as much as 5.2% to South Africa’s GDP.
The township retail trade discussion, led by Mongezi Mtati, Senior Brand Strategist at Rogerwilco, will shine the spotlight on today’s retail trade sector and investigate how you can tap into the thriving township economy value chain and what this means for food accessibility, price, and the value of e-commerce. Understand the route to market, pricing models, messaging, funding options, re-fulfilment strategies, and new product categories.
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The 2024 harvest season was a true test of the South African wine industry’s resilience. Despite facing diverse and demanding climatic events, from frost and heavy winter rainfall to floods and wind, the industry’s adaptability and nimbleness transformed this harvest into one of the most remarkable in recent memory. With optimal ripening tempo, small berries and moderate, dry conditions during harvest, the stage is set for wines of unparalleled excellence to supply the domestic and more than 120 global markets.
“Excellent winter conditions in most wine-grape growing regions raised high expectations for the harvest,” says Dr Etienne Terblanche, Vinpro Consultation Services Manager. “However, the most significant impact of the spring conditions was the prolonged wet soils, which directly affected root systems and access to necessary plant reserves. The summer trend was markedly warmer and drier than the previous year, adding another layer of complexity to the harvest. One of the standout aspects of this season was the exceptional sanitary condition of the grapes – a rarity in rainy harvest seasons and a testament to the industry’s resilience and adaptability.”
The 2024 grape harvest yielded 1 099 051 tonnes from 87 848 hectares, a 7% decrease from 2023, according to the latest harvest estimate by industry body SAWIS. This, combined with strong market demand, has led to the industry’s wine stock levels reaching equilibrium – a significant achievement compared to some of our competitors, who are still grappling with a wine surplus and having to resort to drastic measures such as uprooting vineyards. While the lower volumes imply considerable cost pressure to wine producers, it also serve the sector’s commitment to ensuring value growth across markets.
The 2024 wine harvest – including juice and concentrate for non-alcoholic purposes, wine for brandy, and wine for distilling – is estimated to amount to 857.1-million litres, at a recovery of 780 litres per tonne of grapes.
Early cultivars yielded significantly lighter crop sizes than expected across most regions. The later red cultivars generally produced improved yields. Winemakers are excited about the wine quality overall, especially full-bodied red wines with exceptional colour and tannin extraction levels. On the white cultivar spectrum, oenophiles can look forward to fresh wines with ample texture and mouthfeel.
“The 2023/2024 season may have presented its share of obstacles, but it has also showcased the resilience and determination of the South African wine industry,” says South Africa Wine CEO Rico Basson. “This industry stands resilient, with our wine stock now in equilibrium. Despite fluctuations in harvest yields and vineyard surface areas, we are primed and prepared to supply the world with exceptional quality and distinctive wines.”
South Africa is the world’s seventh largest wine producer, producing approximately 4% of the world’s wine. The wine industry contributes more than R56.5-billion to the country’s GDP and employs 270 364 people across the value chain, of which 85 962 work on farms and cellars.
“The outstanding quality of the wines from the 2024 harvest underscores South Africa’s unwavering commitment to spotlighting its world-class offerings,” says Siobhan Thompson, Wines of South Africa CEO. “This achievement not only strengthens our foothold in the global market but also enhances our continuous efforts to seize a larger value share of export markets.”
“The South African wine industry is undergoing a strategic repositioning, shifting our focus to value growth. Through reinvestment for growth and collaborative strategies, we are forging a path to strengthen our industry and propel us towards a future of quality, innovation, and sustainability,” says Basson.
Overview of the production areas
Breedekloof
Grape analyses of all cultivars were within optimal ranges. For the white cultivars, it was a qualitative harvest. Colour development in red wines is exceptional and improved overall compared to cooler vintages.
Cape South Coast
Grapes harvested in 2024 appeared very healthy due to low rainfall during harvesting. Juice recoveries were lower than usual, but the excellent quality counterbalance is significant.
Cape Town
White wines boast good flavour intensity, and red wines hold promise with good colour development. The favourable winter, sufficient and timeous rainfall, and dry summer conditions culminated in an excellent season for producers and winemakers.
Klein Karoo
The 2024 season will be remembered for exceptionally high rainfall alongside excellent wine quality. This highlights that the timing of rainfall during the season is essential – in this case, heavy rain at the right time positively affected grape quality and yields. The wine quality of both white and red cultivars appears excellent at this early stage, and red wines seem promising with intense colour extractions.
Northern Cape
This vintage’s wines display a riper, tropical profile compared to the previous season. Wine quality was better than expected, especially for the red cultivars, and fuller-style wines seem to be the trend this year.
Olifants River
The 2024 season will be remembered as the flood year due to exceptional impact and damage from flooding. A consequence was high downy mildew pressure but also innovative thinking, with producers using drones for the first time for more effective disease control. Despite the significant losses from the floods, yields aligned with the previous season’s figures. Winemakers are enthusiastic about wines of outstanding quality.
Paarl
The 2024 season will be remembered for its highly wet and cold winter and spring, during which flooding occurred and infrastructure was damaged. With the arrival of summer, the weather changed to very dry and windy conditions, which affected crop size. January was hot, which brought the harvest forward. Due to these weather conditions, the region experienced much variation between farms, cultivars, and yields.
Robertson
Unusual climate challenges characterised the 2024 season. High humidity in the first half of the growing season brought significant challenges. Weather conditions adversely affected early cultivars’ yields, leading to low production. Despite the limitation on tonnage, the grapes were healthy, and the wine quality is excellent.
Stellenbosch
The 2024 season will be remembered for significant rainfall at the start of the season but little to no rainfall from the end of September to mid-February. Coupled with warm summer temperatures, these conditions accelerated the ripening of early cultivars, which led to lighter yields for early cultivars and, in some instances, less available irrigation water. The dry conditions, however, produced grapes of excellent quality. Superb wines are anticipated for the 2024 vintage.
Swartland
The 2024 season will be remembered for a lighter yield than initially expected. Favourable winter conditions set the stage for a larger crop. However, wet conditions in spring during budding and very dry, windy and hotter summer weather affected the final crop size. The quality of the grapes, however, was excellent and outstanding red wines are expected.
Worcester
Winemakers agree that most grapes were pressed at optimal ripeness with optimal sugar levels and will produce full-bodied wines. White cultivars were well buffered against the heat wave at the beginning of February due to sufficient irrigation water availability. Colour development across the spectrum of red cultivars has improved. Over the past few years, many marginal red cultivar blocks have been uprooted and new vines planted. The positive effect on the Worcester region’s red wine output is now becoming evident.
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