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Firestone FD833 and FS833 tyres now made for South African road conditions

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Firestone FD833 and FS833 tyres now made for South African road conditions

 

Bridgestone Southern Africa has announced that its Firestone FD833 and FS833 truck and bus radial tyres that were previously imported are now fully manufactured at its manufacturing facility in Brits, Northwest. 

 

The move is in line with Bridgestone’s strategy of “localising” some of its products in line with South African conditions, says Dries Venter, Technical Manager, Bridgestone Southern Africa. “We began importing these tyres from Europe two years ago. After trials, we identified and made design improvements that would make the tyres better suited for South African road conditions. Our European R&D labs supported with creating a compound that provides higher resistance to cuts and chips,” he says.

 

Venter says that the Firestone FD833 and FS833 tyres have several advantages over cheaper second and third-tier competitors. The tougher material means that the tyres last longer, even on our bad roads, which means that they need to be replaced less frequently. Their tread design also provides excellent traction and are self-cleaning for consistent performance. Another major plus is that the sturdy construction means that the tyre can be retreaded at least twice—in fact, the Firestone FD833 and FS833 tyres come with a casing confidence pledge guaranteeing this. 

 

“Local manufacturing is a big plus because it helps protect local jobs and contributes to increasing the country’s gross domestic product—especially as these tyres are also exported to other markets in the region,” says Venter. “From a sustainability point of view, the longer life of the tyre plus its retreadibility are major pluses because they reduce the amount of waste going into landfill. At the same time, Bridgestone is pursuing a strategy making its tyres more recyclable – and fuel efficient. The lighter tyres also contribute to reducing the impact on the environment.”

Ensuring Black Friday doesn’t accidentally put your business in the ‘red’

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Ensuring Black Friday doesn’t accidentally put your business in the ‘red’

 

Opinion piece: by Tennille Bell, General Manager: Sales at Programmed Process Outsourcing (PPO)

  

Black Friday has become a global shopping phenomenon, characterised by an annual spending spree by shoppers on the fourth Friday of November, with some retailers extending to Cyber Monday, and others even running month-long special deals. While physical brick-and-mortar and eCommerce stores are considered ‘front-end’ for shoppers, there’s a frenzy of back-end activities that need to take place in order to meet the surge in consumer demand accurately, timeously and efficiently. 

 

For South African businesses to truly take advantage of the shopping frenzy and make a success of the event, they need to ensure that their entire supply chain is geared to handle the seasonal spike. Business Process Outsourcing (BPO) can be the answer. A BPO model is accessible to businesses large and small. It is a cost-effective and scalable means of guaranteeing the necessary behind-the-scenes service and productivity to ensure an experience that meets customer expectations while increasing loyalty and keeping businesses in the black. 

 

From the US to SA – Taking place the day after Thanksgiving in the USA, Black Friday was conceptualised to give businesses the chance to move “out of the red” and “into the black” – to turn a profit. Many other countries followed America’s example, launching their own Black Friday sales. According to a GeoPoll survey, 76% of South Africans reported participating in Black Friday shopping in 2019, which jumped from 64% the year before. 2019 also saw a number of SA retailers promoting not just Black Friday, but a week or even a full month of “Black November” specials.

 

In 2020, the pandemic interrupted every aspect of life as we knew it, and Black Friday spending was, accordingly, very lowkey. However, in 2021, Black Friday sales showed promising signs of recovery. Despite a lockdown still being in effect, there was a 120% increase in spend on electronics, with banking giant FNB reporting that its cardholders spent a whopping R2.5 billion on the day, and payment gateway PayFast reporting a 34% increase in transactions.

 

South African reality – Practically speaking, Black Friday is the start of the year-end festive buying, as many consumers start shopping for holiday gifts in November. As much as businesses want to jump on the Black Friday/Cyber Monday bandwagon, a fine balancing act needs to be achieved. While it might be great to sell out in November, it’s important for businesses to have stock that can carry them through the Christmas rush and Back to School periods. No use selling out at discounted prices in November and not being able to turn a profit for the rest of the year. 

 

Underprepared and overwhelmed – Many South African businesses that choose to participate in the Black Friday/Cyber Monday period underestimate the massive shift in buying behaviour that takes place. It requires a massive increase in productivity and performance, which entails additional resources to cope with the extra load. All of which is a massive ask for the management team of any business, who then has to ready an additional staffing complement and train them up to the required standard. Needing more hands-on deck then puts additional strain on other aspects of the business – from HR to finance. Every department or business function of the organisation is impacted.

 

Think carefully and be realistic – The decision to partake in Black Friday/Cyber Monday is not one that should be taken lightly. Businesses need to ask themselves “What’s the worst that can happen?” and then take those scenarios seriously. The worst that can happen is that staff cannot cope with meeting the additional demand. From there, it’s all a ripple effect. If customers experience any delay in their orders, there is the risk of reputational harm. An increase in pressure and stress for staff leads to an increase in absenteeism, which further negatively affects operations.  

 

It’s also important for businesses to be realistic in what they can expect from their own staff, and what is achievable given their own infrastructure. For example, in a warehouse with only 20 confirmation tables – the physical space where orders go to be checked before they’re sent out to customers, it is only physically possible to confirm 20 orders at any given time, which can lead to a backlog in tasks, which then affects the remainder of the productivity chain and then compounds as tomorrow’s problem. 

 

Outsourcing for success – This is where a BPO partner can make the difference between a business being in the black or plummeting into the red. Wherever the business requires additional resources, a BPO provider has access to a wide pool of fully trained workers across the entire value chain, that can step in and augment any given business process in the commerce space. These can be allocated and deployed into the business as needed, and because they’re paid on a per-unit basis, their productivity is guaranteed for the period that they are required. There is no productivity lost in training, nor is there any additional strain on any other business function, as the BPO provider handles payroll, human resources, industrial relations and all aspects of employment relating to the workers required to meet fluctuating customer demands. 

 

It’s not just about increasing headcount to handle the extra load. It’s about having properly trained resources available to boost productivity and meet customer demands. This contributes to a consistent customer experience that fosters brand credibility and customer loyalty. BPO assists in improving efficiencies and effectiveness through reducing and eliminating waste, decreasing operational costs and most importantly increasing profits. For this to happen, businesses must choose their partner carefully – only a compliant, results-driven BPO partner whose focus is on boosting productivity and streamlining operations can give retail and ecommerce businesses the flexibility and performance they need to come out tops this Black Friday.

Aeversa selects Ampcontrol for EV fleet charging in South Africa

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eversa selects Ampcontrol for EV fleet charging in South Africa

 

Ampcontrol is partnering with Aeversa, a charging-as-a-service (CaaS) company based in South Africa, to offer smart charging solutions for electric fleets. 

 

In the past years, Aeversa has developed EV charging services and has decided to expand its solution by offering customers intelligent charging software. This partnership makes it possible for Aeversa to tackle key challenges in the South African market, such as grid constraints and power outages, thanks to Ampcontrol’s smart charging management software. Ampcontrol and Aeversa are already successfully working together on a last-mile delivery project and are enthusiastic about the multiple projects already in the works.

 

“We are excited to work with one of the market’s most driven, forward-thinking CaaS companies. The challenges Aeversa is tackling in the South African market speak deeply into the technology behind our software, and we are eager to keep evolving our product for these extreme conditions,” says Joachim Lohse, CEO and founder of Ampcontrol. 

 

“The level of technology and thought in Aeversa’s solutions, in combination with our software, will streamline the development of electric vehicle projects in the country.”

“Ampcontrol’s software solutions provide the energy management tools that Aeversa use to give local fleet owners the confidence that a large-scale EV fleet transition is possible, despite the country’s constrained electrical grid,” says Reando Potgieter, Co-founder and COO of Aeversa. “The V2G and programable charging schedules allow vehicle fleets to play a large role in helping South Africa’s power grid to stabilize. Aeversa sees its business of helping South African fleets transition to EVs as a responsibility and a privilege. We are excited by this international partnership, as it is a perfect example of innovative technology that drives change.”

DX Launches New Parcel Depots

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DX, one of the UK’s most trusted courier services and provider of delivery solutions, has announced the official opening of the first of eight new parcel depots planned to launch during its current financial year ending 1 July 2023. The new depot’s goal is to  support the continuing expansion of the Group’s DX Express division, which manages the parcels operations.

Located on Paycocke Road in Basildon, Essex, the site will primarily serve the Southend and Chelmsford areas, complementing the DX Express depot in Harlow, and be exclusively dedicated to secure, next-day delivery of parcels and documents for both B2B and B2C customers.

“The new depot in Basildon is the first of eight new DX Express sites planned for this financial year. They will help to support the continuing growth of our parcels service, with the new site reinforcing our presence in Essex. An important element in growing our parcels operation has been our model of providing a high-quality, more localised and personal service, and we look forward to further expansion, which the Group is supporting with significant new investment,” commented Martin Illidge, Managing Director of DX Express.

Due to the fact that the company’s parcels service has shown a double digit growth over the last financial year, DX Express believes the service has huge potential for the future. By creating a locally-based, more personal service that has at its core all customers, the company has also brought to the marketplace an attractive differentiator.

Currently in the second year of a £20 – £25 million group wide investment programme, DX is focusing most of its attention, both internally and financially, on DX Express and DX Freight, where there is also heavy new investment coming. As well as expanding and upgrading its delivery network, it is investing in new vehicles, including electric vans, equipment and new technology.

Reynolds Cuts Carbon Emissions with Hultsteins

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Reynolds, the national food service provider, has announced the purchase of five Mercedes-Benz Actros tractor units fitted with Hultsteins Ecogen 2 refrigeration systems. The firm now operates a fleet of 220 vehicles, comprising 30 vans and 190 HGVs, along with 21 trailers, all of which are refrigerated.

“I was familiar with Hultsteins and I liked the other products, such as the Slimline hydraulic refrigeration system. When I was looking at bodybuilding spec for new vehicles, I spoke to them again and had a look at the Ecogen units,” said Steve White, Reynolds’ Head of National Fleet.

So far Reynolds has put great efforts into reducing its carbon emissions and becoming more sustainable. The company has invested in electric vehicles and a zero-carbon farm and now, with the purchase of the Ecogen 2 systems, it will be cutting the emissions of its transport refrigeration units (TRUs) and slashing diesel costs.

One of the biggest advantages of the Ecogen 2 system is that it can be retrofitted to any tractor unit with an engine power take-off, converting existing diesel TRUs to run on electricity. It generates 400 volts and connects to the fridge motor via a five-pin plug. As well as adapting TRUs to emissions-free power, the Ecogen system represents a highly cost-effective method for operators to adopt cleaner refrigeration systems, because there is no requirement to replace existing trailers or TRUs.

“We’ve got 17 frontline trunking HGVs, so we decided that, on renewal, we would fit the Ecogen system to five Mercedes-Benz Actros tractor units, which are on contract hire from NRG Riverside. Obviously, there was the removal of the red diesel subsidy on 1 April this year, so that was a big incentive for us from a fuel-saving perspective, but we also have a series of sustainability projects and a plan to reduce our overall carbon footprint, so I felt it was a good product to trial,” added Steve.

Steve estimated that each Ecogen 2 unit that entered service with Reynold would save at least £5,000 per year in diesel costs and more than 1,900kg of CO2 per annum. “The gameplan is to convert the entire HGV fleet to Ecogen 2 units because, from an emissions point of view, it’s the way forward – and we can reduce our fuel bill. If you look at the payback, it’ll take about two to three years to cover the cost of the units, and there are additional benefits, such as shouting about the fact that we’re a sustainable company adopting clean, technologically advanced equipment,” he concluded.

Beyond the distribution centre is the last mile centre

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The global retail industry is undergoing a revolution. The retail supply chains of today, traditionally consisting of large distribution centres (DCs) will have had to shift to accommodate a reimagined customer with much greater expectations.

Long before the Covid pandemic began, DCs were being built in major South African cities to deliver products to retail stores where customers shopped. This often meant big box warehousing with well over 100 000 square metres to provide warehouse space for retailers such as Shoprite, Woolworths, Foschini and Dischem where they could stock sufficient inventory to meet surging customer demand. In a world of increased online shopping and disrupted supply chains and delivery times, many DCs are filled to the brim and some are running out of space. The question of whether this is a cyclical trend or a structural trend is perplexing warehouse owners.

A recent announcement by the online retail giant, Amazon, that it has too many sheds after doubling its warehouse space during the pandemic has prompted a challenging new reality, hand wringing and sharp reaction from investors. When Amazon informed the market that it intends to reduce its footprint of leased industrial space by as much as 3 million square metres, the share prices of many logistics warehouse owners tanked.  For many real estate investors, the question is whether Amazon is the only user with excess warehouse needs in the current environment?

Another trend that distribution centre owners need to deal with is an environment where a higher prevalence of e-commerce shopping, higher customer expectations regarding delivery speed, and the delivery of goods to end-user consumers are forming part of complex logistics challenges far beyond what central DCs are currently set up to deliver on their own.

Retailers are increasingly thinking outside the (big) box to reimagine supply chains that can serve customers directly and rapidly. This means new models for retail-fulfilment operations that include using space within shops and smaller last-mile delivery depots in the neighbourhood. In the US  real estate logistics suppliers are changing their logistics strategies to follow end-user online consumer demand. suit. For example, logistics real estate giant Prologis’s offer to acquire a portfolio of more than 1 700 last-mile logistics warehouses held by Blackstone’s Mileway for $23.1 billion is a shift in strategy to own the full logistics real estate ecosystem.

Logistics in a South African context

In South Africa, where e-commerce has also boomed since the Covid-19 lockdown period, many retailers have used their existing retail locations to build operations that serve omnichannel customers better. But using current retail space as mini-DCs comes with the high cost of retail rental space and far higher operating costs than warehousing. This is often the only option because this space allows retailers to remain closer to customers demanding decreased delivery time at a lower price.

Although there is a wide spectrum of operating models that retailers can choose from to build fulfilment capability in-store, for example, repurposing the back-of-house or dedicating space to house a packing and shipping room with lean operations, the challenge for retailers using their stores as mini DCs is that they need to keep a lot more products in-store to fulfil the customer’s need for immediate delivery. This means retailers must be able to analyse market data to improve forecasts for stock keeping units (SKUs) with strong omnichannel demand, be able to determine the optimal cadence for replenishing products to mitigate the need to redirect inventory at the end of a life cycle and build rules to route customer orders to optimal store nodes.

Other challenges include hiring more staff for in-store fulfilment with specific fulfilment-focused profiles or automation experience and major adjustments to the store’s operating hours based on a revised fulfilment model. Fulfilment from the sales floor occurs during business hours and has the added benefit of having more associates present to interact with customers during busy periods. An expanded mini-DC operation may require extended operating hours (for example, 16 to 24 hours) depending on the volume of orders being filled.

The rise of last-mile fulfilment

For retailers that cannot meet the requirements to set up an in-store fulfilment operation, there is a pressing need to move beyond the four walls of retail stores and find solutions that allow them to continue operating in today’s retail landscape. This is where last-mile real estate comes into play.

Last-mile delivery real estate has become increasingly important since the pandemic’s start due to the explosion in e-commerce resulting in the exponential growth of business-to-consumer (B2C) deliveries.

Although pandemic booms have slowed down across the economy, including sectors such as food delivery and fintech, corporate scepticism around the need for more large DCs is growing and major retailers are considering whether they overestimated how quickly their first-mile warehouse needs will increase. This is a bad combination for big-box warehouse shares. Prologis shares have been down about 37% since late April, and they fell another 8% recently.

According to the Wall Street Journal, Ikea, the Swedish furniture giant is doubling down on its fulfilment capabilities by investing over $3 billion to revamp the company. This overhaul will include transitioning up to 40% of its existing big-box suburban locations into smaller last-mile distribution centres for online orders. By redistributing how their space is utilised, the company hopes to optimize their real estate portfolio and bolster their delivery capabilities instead of increasing the footprint of existing stores.

The last mile of the delivery chain is proving to be the most valuable one for industrial properties. Facilities that can accommodate the ever-evolving demand of retailers for much quicker deliveries are proving to be the downfall of the big-box warehouse and opening new doors of opportunity for reimagined last-mile logistics solutions.

 

Celebrating Truckers Together: #ThankYouTrucker Competition Returns

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As a result of overwhelming demand and the huge successes of the inaugural competition in 2021, #ThankYouTrucker is back! Following the hotly contested inaugural competition, IVECO SA, in partnership with the Road Freight Association (RFA), have announced details of the 2022 search for the best trucker in South Africa.

“Trucking is the backbone of domestic supply chains and without trucks, our economy stops,” says Martin Liebenberg, Managing Director of IVECO SA.  “Despite the war in Ukraine, the ongoing Covid-19 pandemic, unrest, natural and national disasters, massive fuel price hikes and sporadic supply chain disruptions, our truck drivers continue to deliver what we need every day and go the extra mile. Through the #ThankYouTrucker campaign, IVECO SA and the RFA want to honour and celebrate the great work and efforts of our nation’s most exceptional drivers.”

How to Enter

#ThankYouTrucker is looking for the most extraordinary freight driver: a remarkable individual who goes above and beyond the call of duty. This driver is helpful, trustworthy, dependable, caring and passionate about his/her career in trucking.

Fleet owners and managers can nominate any number of drivers they believe meet the criteria. Entries open on 11 June and close on 3 September 2022.

R50 000 will be awarded to the winning driver. The driver in second place will win R10 000, with the third placed driver receiving R5 000.

The Transport Industry’s Choice

“#ThankYouTrucker is a unique opportunity for the industry to thank truck drivers for their commitment, professionalism, tireless efforts and dedication to a tough job. We look forward to receiving nominations for this year’s competition,” says Gavin Kelly, Chief Executive of The Road Freight Association.

Evri Upgrades Its Safe Place Photos Concept

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Evri, the UK’s biggest dedicated parcel delivery company, which was previously known as Hermes UK, has announced it is trialling an extension of its safe place delivery photo concept that will include courier collections as well. With the aim to further improve its communications with those consumer customers using the service to send or return parcels, these photos will then be available to the customer alongside their tracking information.

“We are always looking at ways to improve our service and, if the trial is successful, sharing these photos with our customers will provide another layer of communication about the journey of their item. In addition, where there is a problem it will be easier to identify and resolve quickly,” commented on the trial initiative Joe Tarragano Chief Product Officer at Evri.

Involved in this trial are a sample of couriers nationwide that will be taking photos of parcels once they have been successfully collected from a ParcelShop and/or Locker location. Moreover, they will also action when an attempt has been unsuccessful in order to explain why and find a solution. There are various reasons to why an attempt could not be completed, such as access issues, problems with the size and/or suitability of the parcel, no response from the address, and problems finding the address. The initiative will also enable the courier to flag problems like road closures and any technical issues.

Evri began its journey in 1974 as Grattan Mail Order in Bradford, growing over the years and increasing its number of hubs and depots across the country. In 2009, the company launched its customer to customer business, offering a cheaper, easier, and faster way to send parcels. Since then, plenty of other services were added to its offering, including international delivery, Print In ParcelShop devices in its ParcelShops, safe place photos and renewable energy fuelled vehicles. Now, Evri is the biggest dedicated parcel delivery company in the UK, working alongside 80% of the UK’s top retail brands, such as Next, ASOS and John Lewis.

PwC quits as auditor of Lucky Star-owner Oceana amid ‘strained’ relationship

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PwC has resigned as external auditor of Oceana because of a “strained” relationship with the company, and a lack of transparent communication with the board, amid a tumultuous period at the troubled fisheries and logistics group.

At the last annual general meeting, shareholders holding 38% of Oceana’s shares voted against retaining PwC as the group’s auditors. Oceana was meant to consult with shareholders on the reappointment of PwC on Monday, but instead announced on the day that PwC had resigned.

“Shareholders are now advised that late afternoon, Friday (…) PwC resigned as auditors of the group with immediate effect in respect of the audit of the financial year ending September 2022.”

Oceana said PwC said this was “due to their assessment of significant doubt as to whether there was objective and transparent communication between the board and PwC given the strained relationship, which they assert constituted a significant impairment of their independence.”

Oceana was looking at alternatives to PwC, and discussions with another of the big four auditing firms were progressing.

Monday’s meeting will still go ahead in order to provide shareholders a chance to engage with Oceana’s audit committee.

Oceana owns canned fish brand Lucky Star and also has a presence in other global markets where it sells fishmeal, fish oil and fish. It also owns a logistics company specialising in cold storage and transport of products such as fish, fruit and vegetables, poultry and meat.

Comment on transport aspects addressed by the Minister of Finance during the Medium-Term Budget Policy Statement (MTBPS) 2022

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The Minister of Finance has noted that they will use “higher than anticipated revenues” – which were generated through taxes, levies and all other manner of government revenue generation – to rescue a number of State-Owned Enterprises (SOEs) that are failing, bleeding capital, or are just not doing what they need to be doing.

Whilst we welcome the move to give Transnet badly-needed funding to repair, re-design or re-build vital pieces of infrastructure and equipment (ports, railways and related equipment for efficient operations), there is concern that the “usual suspects” have once again received “bailouts”.

However – “the funding impasse” of the Gauteng Freeway Improvement Plan (GFIP) (commonly referred to as ‘e-tolls’) has had an interesting twist. The Gauteng Provincial Government has agreed to contribute 30% to settling SANRAL’s debt and interest obligations, while national government will cover the remaining 70 %.

Does that mean it’s paid off now? There is no debt? Zip? Nothing? No need for the e-toll system then?

Ahh – but wait! Evidently, “Gauteng will also cover the costs of maintaining the 201 kilometres and associated interchanges of the roads and any additional investment in road will be funded through either the existing electronic toll infrastructure or new toll plazas, or any other revenue source within their area of responsibility.”

There we have it: e-tolls are not going. In fact, there may even be more gantries – or higher vehicle licence fees (in Gauteng only), or some other smart/ingenious way to charge for the “costs of maintaining” – the reference to “any other revenue source within their area of responsibility” being the key statement here.

However, the reality is that those who have not paid and refuse to pay will not suddenly pay now for maintenance. How will government ensure that they pay now? They still owe and government hasn’t tried to collect the default. Why would it suddenly work now (with the possibility of “new toll plazas”)?

Scrap the system ! It’s being “paid off” now anyway. Any new developments get paid cash through the fuel levy system. Stop using the fuel levy for other things  saving other SOEs comes to mind.

Whilst we ponder this one – some good news! It seems like the Minister is beginning to listen to endless comments, lobbying and interaction from the road freight sector:

  • The Economic Regulation of Transport Bill was passed. This should establish an independent transport regulator which will pave the way for greater competition and enable regulated access to the network – as long as private businesses are not punished for being efficient and competitive.
  • We need to understand what the Regulator really means for private business. It’s all fine for ensuring decent pricing in monopoly systems (like public transport systems, Eskom, water supply, etc, landing or berthing facilities in our government operated facilities, ensuring that there are no huge/unrealistic increases in tariffs by any authority in the transport world). But it doesn’t work for private business where competition, innovation and efficiencies are at play.
  • No amount of argument or discussion must ever allow price-fixing/setting within the private (business) sphere.

Then there is better news:

  • Third-party access to the freight rail network is being seriously considered – and perhaps there will actually be movement now.
  • Private-sector partnerships for the Durban Pier 2 and Ngqura container terminals (which the Road Freight Association has been calling for – for at least the last 10 years), is also now on the cards.
  • Allocations to the SAPS to increase capacity to deal with crime.
  • Processes and structures in place to deal with white-collar crime and corruption.
  • Funding for critical infrastructure

However, there are some glaring omissions:

  • Government needs to ensure we can release ourselves from fossil fuel (in this case oil) dependency. Now is the time to support, fund, develop and grow alternative energy systems. Locally developed, manufactured and supported.
  • Use of our great coal resources to implement short to medium term energy solutions. There are very clean and green methods around the world that can be implemented. But our largest resource – sun/solar – needs to be developed and expanded as quickly as possible. This requires funding.
  • Water security – along with food security – will (like the solar development) create the millions of job/employment opportunities that our country needs.

There was a greater expectation (perhaps in the form of a very loud bang) to the end of e-tolls. It didn’t happen. Is there a lesson to be learned from this?

Infrastructure that is of common good to the whole country, the economy, the development of society and upliftment of South Africa, needs to be developed at a cost shared by all South Africans – at the cheapest, least expensive and least intrusive means possible.

There is much potential in this speech – yet there is much we as South Africans require from our leaders in terms of direction. In terms of development. In terms of growth.

By Gavin Kelly – CEO of the Road Freight Association