transport world africa april/may 2012
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HOT SEAT
Intraregional supply chain soluti ons from producer to consumer
ENDORSED BY
ISSN 1684-7946 Apr/May 2012 Vol. 10 No. 2 / R35.00 incl. VAT
CP Minnaar & Seun's Cobie Kemp "Time and money, the key ingredients of a successful transport operation" P14
TruckersÊ ForumConstructive engagement
TransnetÊs“Back to rail”
strategy
Toyota HiluxÊs Antarctic
extreme adventure
EQSTRA'sJOHNNIE MARAIS
"Fleet management, the route to profi t"
Intraregional supply chain solutions from producer to consumer
INSIDE
COVER STORY“It makes good business sense to
outsource the management of your fleet to reduce costs and increase profits,”
says EQSTRA’s Johnnie Marais P4
consumer
ORYense to ur fleet ofits,”
s P444
06
31 39
33
FESARTATruckers’ Forum report back 6
HOT SEATSupply chain logistics 14
OIL & GASThe energy challenge 16
COMMERCIAL VEHICLESExtreme adventure 17The new generation Quon 18Built for commercial success 21
HAZARDOUS MATERIALS High-energy fuel to Botswana 23
TRANSPORT ENGINEERINGSA’s transport infrastructure projects 24Rebuilding Angola 25Bridge demolition 27
BEEHave your BEE cake and eat it 28Flex your fleet 30
FREIGHT RAILTransnet’s ‘back to rail’ strategy 31Swaziland rail development gets go-ahead 36
AIR FREIGHTFlying across Africa 39
HEALTH & SAFETYHIV/Aids project 41Flatbed trailer safety 43
REGULARSEditorial comment 2News desk 12The Tail End 44
2116
1TWA | Apr May 2012
Publisher Elizabeth Shorten
Editor Tony Stone • tony@3smedia.co.za
Creative chief executive Frédérick Danton
Senior designer Hayley Moore Mendelow
Contributors Aurecon, Barney Curtis, BP Plc, Cargo
Carriers, Crossroads, IATA, John Batwell, Sibusiso
Ndebele, Transnet, UD Trucks
Senior Sub-editor Claire Nozaic
Sub-editor Patience Gumbo
Production manager Antois-Leigh Botma
Production coordinator Jacqueline Modise
Distribution Asha Pursotham
Financial manager Andrew Lobban
Administrator Tonya Hebenton
Subscription sales Nomsa Masina
Printers United Litho JHB • t +27 (0)11 402 0571
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Hanlie Fintelman • h.fintelman@lantic.net
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Annual subscription: R270 (incl VAT)
ISSN 1684-7946 © Copyright. All rights reserved.
Editorial advisory board
• Barney Curtis, executive officer of FESARTA
• Garry Marshall, CEO, SA Express Parcel
Association
• Bill Cameron, director, Transport Research
Consultancy
• Graham Ross, retired road engineer
• Dr Andrew Shaw, principal transport analyst for
Development Bank of South Africa
• Captain Colin Jordaan, CEO and commissioner of
the Civil Aviation Authority
• Prof. Leon Raath, board member, Chartered
Institute of Logistics and Transport, South Africa
• Barlow Manilal, CEO, Automotive Industry
Development Centre and National President of
The Chartered Institute of Logistics & Transport
(CILTSA)
• Anthony Cole, COD, Concorde Maritime Academy.
All articles herein TWA are copyright-protected and may
not be reproduced either in whole or in part without
the prior written permission of the publisher. The views
of contributors do not necessarily reflect those of the
publishers.
According to the geeks, innovation is the creation of better or more
effective products, processes, services, technologies or ideas that are
accepted by markets, governments and society. They are quite right,
and it’s something we need to be constantly looking at.
So, in this edition we look at a number of examples of innovations in road, rail, sea
and air transport. But we face an uncertain future when it comes to fuel, humanity’s
primary energy source. The energy challenge will perhaps be one of the biggest
hurdles we will need to overcome if our children are to survive and prosper.
In the hot seat we look at a practical example of a transporter making a difference
in the supply chains in which they operate.
With technology’s relentless advance, ever-seeking competitive advantage, lower
costs and greater functionality, we see how innovation meets an extreme challenge
and the emergence of two greatly improved commercial trucks.
Rebuilding a war-torn country, demolishing an old, dysfunctional bridge and
mapping South Africa’s future infrastructure developments are all part of the trans-
port engineering challenge.
Even so, innova-
tion is not just lim-
ited to products,
processes, services
and technologies
but people too.
Transforming the
workplace to ensure
that we redress the
inequalities of our
past is essential –
both economically
and socially.
And speaking
of transformation,
Transnet has under-
gone a substantial
reorganisation and
performance improvement with the focus squarely on customer service and
winning back what road has taken away from them, and rightly so. Too much of
something is never good. While road transport filled the gap when rail was not per-
forming is commendable, the negative impact on our road infrastructure has been
significant. It therefore makes sense to go back to a rail and road mix of similar
function to that of our eurozone counterparts.
Looking back to understand our future, the surprise – although it should not
be – is the success and growth of Africa’s air transport. As the continent opens
up to intraregional trade, more opportunities will begin to materialise for the air
freight industry.
As per usual, the Tail End is a little controversial. It is meant to be. We need to
think a little about the issues raised because it is important. To quote the minister
of transport: “One life lost is one life too many.” We may have the ‘Think Pedestrian’
campaign for drivers, but we also need pedestrians to ‘Think cars, trucks
and buses’.
And last but not least, the e-toll furore continues.
Innovationunlocking the future
EDITOR’S WORD
Billions to be made at
the expense of motorists
who are already
paying a heavy fuel
levy for road development
and maintenance
2 TWA | Apr May 2012
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SUN CITY
34TH A
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L CONFERENCE & E
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2012 Sponsors:
4 TWA | Apr May 2012
COVER STORY
When your core business is something other than running and managing a fl eet of vehicles it makes good business sense to outsource and use a fl eet management specialist.
of a Full Maintenance Lease (FML) whereby the risk of
disposal and maintenance is transferred to EFM, or an
Operating Lease (OPL) where the risk of disposal is trans-
ferred to EFM.
• Once the vehicles have been procured and funded, EFM
provides customers with a fines management solution
that assists in fines administration and redirecting them
to the perpetrator on behalf of the customer. EFM is fully
AARTO compliant.
Depending on the solution, EFM will maintain the vehicles
(FML), eliminating the risk from their customers. If the FML
solution was not selected then EFM can assist in reduc-
ing the customer’s maintenance costs by referring Eqstra
approved suppliers from their supplier chain. EFM has a
dedicated maintenance department as well as a mainte-
nance call centre to ensure costs are effectively controlled
during the maintenance period.
Fuel is a difficult commodity to manage and therefore
EFM also offers fuel management solutions whereby it
manages its customer’s fuel, oil and toll transactions and
provides them with exception reporting. This assists cus-
tomers in controlling their fuel costs, simplifies the process
as trucks and vehicles can fill at any station and eliminates
cash in hand. Customers will have access to their Fleet
Management BI tool, which is used for the management
of exceptions with a functionality to set up automated
specific reports.
In order to further reduce costs and manage the custom-
er’s fleet, EFM has its own GPS tracking solution, which is
one of its kind in South Africa. The GPS tracking solution
uses biometrics to identify the driver so that the customer
knows who was driving the vehicle and when, should
there be an accident or an infringement. The GPS track-
ing solution also provides a virtual fuel gauge, assists in
identifying fuel theft with immediate alerts and advises on
fuel consumption per driver on pool vehicles. It also boasts
a guaranteed 17% fuel saving. The GPS tracking solution
does 85% of the work for customers. It will manage fuel
usage and utilise the ‘govern per speed zone’ facility,
ensuring guaranteed savings on fuel, fines, maintenance
and accident-related costs.
EFM has a dedicated accident management front-
end to provide a wide range of insurance solutions to
various markets within its diverse customer base. From
Profit through fleet management
EQSTRA
Eqstra Fleet Management (EFM) provides a full
range of fleet management services under-
pinned by two core products: Full Maintenance
Lease and Operating Lease. Originally known
as Imperial Fleet Services, the company has operated in
South Africa for over 27 years. With an owned and man-
aged fleet in excess of 40 000 vehicles and an asset base
of over R1.8 billion, EFM delivers a wide range of solutions
to a diverse customer base. It provides a complete solu-
tion to clients via operating rentals, which include mainte-
nance, parts, insurance, and fleet related services. EFM’s
main focus is to add value to all its offerings by providing
customers with a level of service excellence which sets it
apart in the industry.
EFM follows a turnkey process
to ensure that the best solution is
provided to the customer.
This process, depending on the
solution selected, follows the fol-
lowing steps:
• Prospective customers have
access to the EFM New Business
Consultants who can conduct a
thorough fleet analysis at no cost
to the customer. The consultant
will then present the findings to
the customer as well as solu-
tions to demonstrate a solid ROI
(return on investment).
• Once the solution has been
proposed and purchased by the
customer EFM begins the pro-
cess of procuring the vehicles.
They leverage off their supplier
chain to get the most competitive
prices on the market. EFM also
works hand-in-hand with Eqstra
Flexi Manufacturing, which can
manufacture the bodies of trucks
as per the customer’s specifica-
tions to ensure utmost quality.
• EFM will then fund the cus-
tomer’s requirements based on
their solution. This may take form
“We provide comprehensive fl eet management solutions that achieve effi ciencies and cost savings” Johnnie Marais, national
commercial manager, Eqstra
Fleet Management
comprehensive motor insurance, through to aggregate
fund management, Eqstra Risk Solutions is able to cus-
tomise a solution to fit customer’s unique needs and
provide a fleet management approach to risk not found
elsewhere in the market.
As a leading fleet solutions provider to the South African
market, Eqstra has developed a number of retail solutions
driven mainly by its requirements to effectively remarket its
leasing assets at end of contract. As with all its other fleet
offerings, Eqstra can allow its customers access to this
unique solution for the remarketing of their own assets,
increasing returns and leveraging existing platforms.
With transport and fleet, each section of the solution
must add value to the customers. EFM will tailor a solution
that is specific to customer’s requirements.
Technical support and 24-hour roadside assistance
is among the solutions that EFM offers, together with a
driver management system that comes complete with
driver training, driver risk assessments as well as driver
risk scorecards.
EFM will design a solution that is specific to a customer’s
requirements, whether it is remarketing vehicles, procure-
ment, operations or a rental solution. It strives to deliver
the best tailor-made solutions to all customers and under-
stand that all its customers’ requirements differ.
BBBEEEFM has recently achieved a level 2 BBBEE status and are
just waiting for its certification. It has three shareholding
empowerment partners as well as a black empowerment
company, Amasondo.
BEE is both a business and moral imperative, and is
vital to addressing the inequalities of South Africa’s past.
The company intends to improve its rating through its
continuous employment equity plan, its focus on effec-
tive supply chain management and a group review of its
BEE shareholding.
CSR InitiativesEFM monitors its carbon footprint and is taking concrete
steps to reduce its impact on the environment. Some
examples of these steps include:
• planting 12 000 trees in disadvantaged areas, under the
auspices of Food and Trees for Africa
• investing in the Umdoni Gel Stoves project, which
replaces dangerous paraffin stoves with clean-burning
biofuel stoves. The project has distributed 4 000 biofuel
stoves and bioethanol gel fuel to rural and peri-urban
households. This not only saves the households money,
which would have been spent on paraffin, but is a much
safer alternative as it greatly reduces the risk of fires and
repertory illness
• installation of solar geysers in economically disadvan-
taged communities
• Best Lift Club, which was launched in conjunction with
the Department of Transport in October 2011 and aims
to reduce the number of vehicles on our roads as well as
reducing carbon emissions.
EFM is fully ISO 9001 accredited
and compliant.
For more information on
Eqstra Fleet Management
and its offerings, visit
www.efm.co.za or
www.thebestfleet.co.za
or call
0861 EQSTRA (377872)
5TWA | Apr May 2012
R12/ℓThe recent and shocking
increase in the fuel price is but one of many to come. This means well-managed and maintained fl eets become a critical success factor in the supply chain
The recincre
isc
COVER STORY
TWA offers advertisers an ideal platform to ensure maximum exposure of their brand. Companies are afforded the opportunity of publishing a two-page cover story and a cover picture to promote their products to an appropriate audience. Please call Hanlie Fintelman on +27(0)12 463 2564 or e-mail her at h.fintelman@lantic.net to secure your booking.
6 TWA | Apr May 2012
TRUCKERS FORUM
Truckers speak with one voice
Without a doubt, the Trucker’s Forum 2012, a first-of-its-kind workshop Without a doubt, the Trucker’s Forum 2012, a first-of-its-kind workshop held to tackle problem issues along East and Southern Africa’s transport held to tackle problem issues along East and Southern Africa’s transport corridors and to find solutions, was a great success. But it’s not over yet!corridors and to find solutions, was a great success. But it’s not over yet!
6
workable and reasonable solutions to problematic interre-
gional transport issues.
Barney Curtis, CEO of the Federation of East and Southern
African Road Transport Associations (FESARTA), took pains
to point out that the Trucker’s Forum, which is to be an
annual event, is an interregional forum
comprising East and Southern Africa.
He welcomed the attending representa-
tives of South Africa’s Department of
Transport, as the host nation, as well
as the Common Market of Eastern
and Southern Africa (COMESA),
the East African Community (EAC),
the Southern African Development
Community (SADC), TradeMark East
Africa (TMEA) and TradeMark Southern
The forum was not a conference, where delegates
listen to presentations and then go home hav-
ing not achieved much. Instead, the Trucker’s
Forum was a practical workshop devised to initiate
active delegate participation with the objective of identifying
“The truckers forum, is to be an annual inter-regional event” Barney Curtis,
CEO of FESARTA
7TWA | Apr May 2012
TRUCKERS FORUM
7
Africa (TMSA), the implementing agents for the Sub-Saharan
Africa Transport Programme, the Southern African Trade
Hub, USAID Southern Africa and its East African counterpart,
Compete. In 2013 the forum will be held in Nairobi, Kenya.
Curtis stressed that the outcomes document of the forum
will be presented, as an official document, to the COMESA/
EAC/SADC Tripartite alliance as an input to its Trade and
Transport Facilitation Programme. FESARTA will then liaise
closely with the tripartite alliance to track the implementa-
tion thereof. Of course, implementation must take place at
national level in each country – it cannot be done region-
ally. To this end, the National Road Transport Associations
(NRTAs) of each country will work closely with FESARTA to
follow through on implementation.
As Curtis pointed out: “This is the first Trucker’s Forum and
just the start of a process to improve the flow of goods along
our road transport corridors, which is crucial to seamless,
efficient interregional trade, the economic upliftment of East
and Southern Africa, and the eradication of poverty.”
“It is not just an event,” he said.
Crucial to AfricaCyril Laubscher, Director of Business Development at Imperial
Logistics, which was the headline sponsor, said that Africa’s
opportunities must not be underestimated. However, Africa
needs to become internationally competitive. Focus must
be placed on infrastructure investments, particularly in ports,
roads and rail services.
What is also critical is the development of integrated
regional communities – and the integrated, implementa-
ble plans to make this a reality. Interregional trade and
cross-border corridor development requires the com-
bined commitment of all the East and Southern African
governments and their working
together to achieve these goals,
which will reduce the cost of logis-
tics, ensure the efficient movement
of goods and create a balanced,
bi-directional flow of goods to and
from Africa.
The South African Department
of Transport (DOT) acknowledged
that an efficient cross-border road
freight transportation system is
crucial to interregional trade. To
this end, the DOT committed to
provide adequate infrastructure to
ensure such a system. This was
one of the main points to come
out of the Minister of Transport
Sibusiso Ndebele’s keynote
address that was delivered on his
behalf at Truckers’ Forum 2012
by Sinethemba Mngqibisa, chief
director of the DOT. Speaking at the forum on Wednesday,
14 March 2012, Mngqibisa stated that: “In the European
Union, interregional trade accounts for almost 80% of their
overall trade and most of this trade is truck borne. In Africa,
interregional trade accounts for a
mere 12%. So, for us to unlock the
economic value of interregional
trade we need to ask ourselves
what is preventing Africa from
trading with itself?”
Making it happenLolette van Niekerk of TMSA
and Silas Kanamugire of TMEA
explained that TMSA and TMEA
are not-for-profit organisations that
seek to support East and Southern
Africa’s integration, thereby unlock-
ing its economic potential through:
• a reduction in transport time and
related costs along the key corri-
dors in East and Southern Africa
• supporting EAC and SADC insti-
tutions to develop a comprehensive
framework for regional integration
• supporting partner states to substantially increase the
implementation of a comprehensive framework for region-
al integration
• engaging private sector and civil society to positively influ-
ence regional integration policies and practices for growth
in trade.
As Van Niekerk pointed out, a one-day increase in inland
transit times reduces exports by 7% on average. And for
“Africa needs to become internationally competitive” Cyril Laubscher, director of Business Development,
Imperial Logistics
“A one-day increase in inland transit times reduces exports by 7% on average” Lolette van Niekerk, TMSA
“Non-tariff barriers do not stop trade but do make it diffi cult for traders” Vonesai Hove, TMSA
8 TWA | Apr May 2012
landlocked countries, a 1% increase in export time delays
reduces exports by 1%. At the moment, it takes an aver-
age of 15 days to travel by road from
Kolwezi in the Democratic Republic of
the Congo (DRC) to the Port of Durban
in South Africa. Of this time, seven
days (47%) is spent getting through
three border posts.
At most this should be hours, not
days. Kanamugire, on the other hand,
highlighted the critical need to reduce
East Africa’s costs of importing and
exporting a shipping container, which at
the moment is three times more expen-
sive than South Africa.
On the dotted lineNon-tariff barriers (NTBs)
do not stop trade but do
make it difficult for traders.
NTBs raise costs to a point
of inefficiency so that trade,
in many instances, is simply
not worthwhile. In a trading
environment where NTBs
prevail, economic develop-
ment is stifled. This is one
of Africa’s major problems.
Angola Malawi
Burundi Mauritius
Botswana Mozambique
Comoros Namibia
Djibouti Rwanda
DRC Seychelles
Egypt South Africa
Eritria Sudan
Ethiopia Swaziland
Lesotho Tanzania
Libya Uganda
Kenya Zambia
Madagascar Zimbabwe
TABLE 1 Tripartite member states
Vonesai Hove of TMSA, which is responsible for the
non-tariff barrier (NTB) monitoring system, reminded the
forum that the Heads of State Decision in Kampala 2008,
to establish a Tripartite Free Trade Agreement, included all
the member states of COMESA, EAC and SADC, which are
the three Regional Economic Communities (RECs) bound
by the agreement.
This was ratified by an MOU framework signed by the REC
CEOs in January 2011. According to this agreement and
MOU framework, the tripartite alliance agreed to eliminate
non-tariff barriers and refrain from introducing new ones by
invoking REC treaty/protocol provisions for eliminating non-
tariff barriers to trade.
Working the problemsOver the four months prior to the Trucker’s Forum, a work-
ing committee, through a process between FESARTA and
its member NRTAs, identified a number of key problems
and possible solutions. These were then sent to each del-
egate to assist them in their preparation for the Trucker’s
Forum workshops.
A document listing NTBs directly affecting the road trans-
port industry was compiled from the NTB monitoring system
and given to delegates. Curtis stressed that what was dis-
cussed and agreed in the forum workshops would be vitally
important to the East and Southern Africa region and the
transport industry. Greg Faasen facilitated the proceedings,
which produced the following outputs:
THE ORGANISERS (left) 3S Media’s CEO and publisher, Elizabeth Shorten (left), and business manager, Rachel Gitari
THE FACILITATOR (below) Greg Faasen
WORKSHOP RESOLUTIONS
General
• Use the media to force politicians to act. The issues have been on the table for many years. If they don’t implement facilitation measures, publicise that their ineffi ciencies are increasing the costs to the person in the street.
• All changes must be undertaken in a standardised manner and implemented on a through-corridor basis.• Border operations should not be managed from central governments. Governments must provide the policies
and documentation. The border management committee to manage operations.• Tripartite must ensure that there is enforcement, not just recommendations.
How can we achieve border post management by a single body? For both sides of a two-stop border?
• Customs should act as the lead agency in a single-border management organisation. The organisation should include transporters, clearing agents, drivers and government authorities.
• Use the Maputo Corridor Logistics Initiative (MCLI) as a good example of customs/private sector liaison.• Have a region-wide integrated ICT system with electronic submission and acquittal of documents.• Have a single window for the submission of documents and not have to submit to several authorities at one
border post.• Use standardised documentation and operating procedures throughout the region.• Ensure that trained and experienced staff members are in positions of authority.
How can the customs authorities and the private sector meet regularly in each country to sort out problem issues?
• Have a national stakeholder committee, which feeds a corridor committee.
How can we achieve risk management inspections and not every consignment be inspected?
• Have a corridor-based risk management system on importers/exporters, types of product, transporters and clearing agents.
• Have pre-sealing, pre-inspection and pre-clearing before departure.• All goods to be barcoded and this to link with the Bills of Entry.• Have a database of clearing agents, transporters and drivers.• Electronically track goods using the cost-effective passive RFID system• Fast-track dangerous goods, high-value items and fresh produce.
What is the best process towards upgrading infrastructure at borders?
• The simplifi cation and harmonisation of documentation and procedures should be dictating infrastructure require-ments at borders.
• Ensure there is adequate electronic infrastructure.• Relocate non-core activities to suitable locations away from the borders.• Study best practices throughout the region and overseas.• Channel a percentage of the fees collected at the borders into infrastructure.• Outsource non-core activities at border posts to the private sector, e.g. infrastructure maintenance.
What other interventions will help facilitate border transit?
• Put the border staff onto performance-based contracts.
SESSION 1 Border procedures, documentation, smuggling and infrastructure
SUBJECT MATTER EXPERTS
John Mathenge, regional executive offi cer: Federation of East African Freight Forwarders Associations
Dave Watts, chairman: South African Association of Freight Forwarders KwaZulu-Natal
Eddie Kalua, managing director: freight forwarding company, Malawi
TRUCKERS FORUM
9TWA | Apr May 2012
WORKSHOP RESOLUTIONSWhat is the best process to ensure that only the right standard and quality of weighbridge is used for enforcement?
• Weigh-in-motion (WIM) equipment used to fi lter offenders.• Weighed on multi-deck split-scale equipment that is properly verifi ed and calibrated. • Standardise and harmonise, as appropriate, the operation, equipment, training and management of weighbridges along all cor-
ridors. Audit the weighbridges.• Establish regional vehicle overload control association (REVOCA).• Standardise load limits and tolerances between EAC and SADC/COMESA.
How do we ensure that weighbridges are placed at the right places along the corridors?
• Look at the whole corridor from port to furthest point, based on traffi c fl ows, and involve all states along corridor at regional level.• Each country should have overload control strategy informed by a regional overload strategy. There is a World Bank (SSATP) guide-
line for overload control.
How can we achieve the weighbridge certifi cate at point of origin be acceptable along the whole route?
• Interlink weighbridges electronically along the corridor.• Develop a sealing system for break bulk cargo.• Mutual recognition of weighbridge certifi cates along a corridor.
How can we accelerate the process towards countries accepting regionally recommended load limits?
• Run a pilot on improved overloading control along a corridor.• Transport associations should lobby government to implement recommended load limits.• Tripartite needs to coordinate implementation corridor by corridor.
SESSION 2 Load limits and overloading control
SUBJECT MATTER EXPERTS
(From left)
Butch Shone, director at Kasembo Transport – Zambia
Hans Poppe, representative: Tanzania Truck Owners Association
Mike Pinard, director: Infra Africa – Botswana
WORKSHOP RESOLUTIONSWhat fees/levies/charges are acceptable?
• After consultation with all stakeholders, only the acceptable fees to be gazetted and published, including on websites/other media. • A three-month notice period for the introduction and change of fees.• Road user charges should be channelled to a road fund dedicated to road maintenance.• Duplication of charges should not be allowed.• Registration with NRTAs of cross-border operators for quality control and to do away with permits.• Discriminatory charges based on domicilium are not acceptable.• Consolidate charges in one payment.• Road user charges should be harmonised across the region.
How can we ensure that there is transparency and reasonableness in the setting of the fees/levies and charges?
• Display all border charges and levies on a large billboard at every border.• Printed onto exit and release documents as proof of payment.
What are the best methods to reduce corruption?
• Insist on a receipt for all payments.• Ability to report incidents without reprisals.• Severe penalties for transgressors.• Implement a harmonised third-party insurance system. • Don’t have charges paid for in cash by drivers. Have prepaid vouchers for charges. • Report corruption – a call centre that you can call while at the border post.• Use of cameras at border posts and weighbridges.
SESSION 3 Excessive and arbitrary charges, levies and taxes
SUBJECT MATTER EXPERTS
(From left)Mike Scott, chairman: FESARTA
Lambert Tshisueka, director: Hermis Transport (DRC)
Mageline Mabua, transit specialist: USAID Southern Africa Trade Hub
TRUCKERS FORUM
10 TWA | Apr May 2012
WORKSHOP RESOLUTIONSWhat are considered to be the most important interventions to improve road safety?
Drivers • Motivate drivers to change behaviour through appreciation and
recognition. Have an incentive system based on safety.• Have an industry-driven register of drivers, showing standard of
driver fi tness, alcohol/drug abuse and when training took place.
• Regulation on driver hours. For example, limit to 12 hours of driving per day, half hour rest after 5 hours, 10 minutes after two hours. Give them time to rest at home, for overall wellbeing.
• Have a harmonized regional drivers licence.• Create a professional drivers association lead by FESARTA to
give them a voice and improved recognition. Be represented at the Truckers’ Forum. Encourage professional recruitment.
Driver Training• Have minimum harmonised and accredited regional driver
training standards. Including focus on better nutrition and less fatigue.
• Increase training facilities for drivers, including the encourage-ment of fl eet owner in-house facilities.
• Fleet owners and associations should be involved.• Fleet owners to take responsibility and subscribe to road
safety.• Fleet owners should monitor drivers and have traffi c marshals.• Associations to have codes of conduct for members, with peer
review. These to include road safety issues.• Associations, including FESARTA, ASANRA and fl eet owners,
should infl uence to ensure road safety implementation. FESARTA should spearhead through tripartite.
• Encourage reduction in overloading and better load securing.
Vehicles• Have harmonised regional standards for vehicle design and
roadworthy fi tness.• Have restriction of importation of vehicles over fi ve years old.• If vehicle is not roadworthy, vehicle must be parked and fi xed
before allowed back on the road.• Have cameras inside cabs to monitor driver safety and well-
ness.• Motivate fl eet owners to accept a high standard of
vehicle roadworthiness.• Infrastructure.• Physical state of roads and environment.• Improve truck stops and upgrade Wellness Centres to truck
stops.
Enforcement• Extend the South African Administration and Adjudication of
Road Traffi c Offences (AARTO) into the whole region.• Transgressions should attract large penalties with the potential
loss of driving licence.• Audit road traffi c departments. • Have effective and visible policing. • Get rid of police corruption. • Have statistics of accidents of heavy vehicles in region with
analysis of cause.
Others• Reduce border delays and so reduce driver fatigue.• Develop national and regional road safety policies.• Share case studies of the benefi ts of investment in road safety.
SESSION 4
Unacceptably poor levels of road safety
SUBJECT MATTER EXPERTS
(From left)Paul Matthew, director: North Star Alliance – Africa
Jane Njeru, CEO: Kenya Transport Association
Mapolao Mokoena, transport Planning Offi cer – SADC
WORKSHOP RESOLUTIONSHow will self-regulation improve the working relationship between authorities and transporters, and what are the steps to introduce it?
BENEFITS OF SELF-REGULATIONSelf-regulation will:• Change the culture of compliance within the industry as it
comes from the industry.• Enhance dialogue and create trust between transporters
and authorities.• Remove some of the burden of governments to enforce.• Remove reasons for corrupt practices.
Requirements• Must have the buy-in of transporters and authorities, through-
out the region, through awareness of the benefi ts.• Must have regionally accepted minimum standards.• Standards must be enforced through an auditing process.• Must include labour unions through the bargaining councils. • Must be put into law that self-regulation is accepted.• All stakeholders must be trained in the development
and implementation.• Must have penalties (review of accreditation) and benefi ts
(less enforcement by authorities).• Must be accommodated in the national (or regional) Road
Traffi c Acts.• Must accommodate smaller transporters.
Way forward• TradeMarks to facilitate workshops to develop regional guidelines.• Take work already done and implement it as a pilot along
a corridor.• Identify areas of confl ict with the regulations.• Develop relevant industry capacity in order to self-regulate.• National Road Transport Associations (NRTAs) to form
steering committees.
SESSION 5
Low level of adherence to regulations and poor relationship with authorities
SUBJECT MATTER EXPERTS
(From left)Paul Nordengen, principal researcher: CSIR
Gavin Kelly, principal transport planning offi cer, RFA
Adrian van Tonder, fl eet management: Barloworld Logistics
TRUCKERS FORUM
AT TRANSPORT WORLD AFRICA, IN SUPPORT OFinfrastructural and, as a result, economic development, we have put our weight behind the promotion of intraregional trade as a key driver behind Southern and East Africa’s common objectives: to create jobs and eradicate poverty. As a publication we are committed to supporting and promoting the road, rail, sea and air transport industries, which are integral to these objectives, and sharing knowledge of supply chain solutions, from producer to consumer, that will provide a unique insight into the means of reaching the 260 million people in the SADC/COMESA/EAC regions.
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NEWS DESK
CHINESE INVESTMENT
R600 million Coega development
VOITH SCHNEIDER
‘Ship of the Year 2012’Full speed ahead with VSP
THE OFFICIAL sod-turning of the new state-
of-the-art FAW truck and passenger car plant
took place recently at the Coega Industrial
Development Zone outside Nelson Mandela
Bay in the Eastern Cape Province.
The total investment, which is being fi nanced
by FAW China, a Fortune 500 company, and
the China-Africa Development Fund (CADFund),
will be approximately R600 million with R200
million going towards the construction of the
plant. “The rest of the money will provide the
working capital to staff, market and operation
of a factory, which is on a par with anything
in the world,” says MD of FAW South Africa,
Richard Leiter.
Coega marketing manager, Ayanda Vilakazi,
says FAW’s decision to invest in Eastern Cape
was prompted by Coega’s location, the proxim-
ity of the Port of Ngqura, the logistical solutions
offered and the support mechanisms offered
by Coega.
“FAW’s decision to build the plant in South
Africa is signifi cant as it is to date one of the
most important investments by a Chinese
entity in South Africa. The arrival of FAW in this
region adds yet another blue-chip automobile
company to the province, the others being Volk-
swagen, General Motors, Ford and Mercedes
Benz,” says Vilakazi.
The plant will be built on 400 000 m2 of land
and is expected to eventually produce 5 000
trucks and 30 000 pas-
senger vehicles annually.
Initially the trucks as-
sembly facility will create
500 to 800 jobs, and
about the same number
will be created when the
passenger vehicle divi-
sion gets under way.
Leiter says the Coega
facility will be the future
springboard for doing
business in the rest of
Africa in terms of the distribution of FAW trucks
and passenger vehicles. “The spin-off effect
from the plant will be enormous as we invest
monies to build our market share both in South
Africa and in Africa in general.”
Eugene van der Berg, FAW national sales and
marketing manager, says: “We will also use this
cash strength to help us continue expanding
our own fi nancing operation, which will be of
huge benefi t to our customers.”
He says FAW is currently in the process of
fi ne-tuning its medium model range to cater
for specifi c micro markets in the MCV sector.
“We have done a lot of research into this
sector, and price and payload appear to be
the most important features for customers.
Our relevant range of vehicles is, therefore, in
the process of being adapted to specifi cally
enhance these features.”
Meanwhile FAW reports that 2012 started
with a bang. “We are experiencing a record
number of inquiries and sales, and we are opti-
mistic that this will continue and even improve
through 2013 and beyond,” concludes Van
der Berg.
RAILWAY
‘Train brain’ is appointed
FOR MANY YEARS, South
Africa’s railway
industry has been
characterised by
sporadic capital
growth spurts fol-
lowed by relatively
long periods of
stagnation. “This trend is hopefully set
to change following President Jacob
Zuma’s presidential address on 9 Febru-
ary 2012 when he voiced government’s
commitment to upgrading the country’s
infrastructure with specifi c reference to
a number of key focus areas in the rail
domain,” says Johann Rauch, recently
appointed general manager for the rail
sector at consulting engineering com-
pany, GIBB.
12
Johann Rauch
Eastern Cape premier, Noxolo Kiviet (centre back); FAW chairman, Jin Yi (3rd from right seated) and FAW South Africa MD, Richard Leiter (extreme right), signing the agreement for the new FAW Coega facility
THE OFFSHORE supply vessel North Sea Giant was given the Offshore Support Journal
‘Ship of the Year 2012’ award. The vessel
of Norwegian operator North Sea Shipping
AS received this prestigious prize during the
Offshore Support Vessel Conference in London.
North Sea Giant is one of the largest and most
powerful offshore oil and gas industry supply
vessels equipped with Voith Schneider Propel-
lers (VSP) as the main propulsion system,
which maintains the ship in a static position
facilitating the safe transfer of cargo.
TWA | Apr May 2012
13TWA | Apr May 2012
NEWS DESK
TRENTYRE
New man behind the wheelNIGEL SOWERBY, the man behind the
wheel of national tyre and related services
retailer, Trentyre, has his sights set on a
major comeback for the group and plans to
drive it there through fundamental stand-
ards of excellence, “executed properly and
throughout each and every outlet across
the country”.
Sowerby, who joined Trentyre as Operations
and Commercial Director in January this
year, headed Goodyear UK’s truck tyre and
retail operations from 2006 until his new ap-
pointment. Before that he worked his way up
from counter-hand to director of American-
based Dana Corporation, which specialises
in automotive components and retail, so his
experience and knowledge of the automotive
services sector runs very deep.
LAND ROVER
Journey of Discovery
GOODYEAR AND DuPont Industrial
Biosciences are working together to de-
velop BioIsoprene™, a revolutionary bio-
based alternative for petroleum-derived
isoprene. BioIsoprene™ can be used for
the production of synthetic
rubber – which in turn
is an alternative for
natural rubber –and
other elastomers.
The development
of BioIsoprene™
will help reduce
the tyre and rub-
ber industry’s
dependence
on oil-derived
products.
Currently, the
two companies
have demon-
strated proof
of the technol-
ogy through the
GOODYEAR
Bio-based tyres edge closer to reality
production of a prototype tyre made with
BioIsoprene™ monomer.
“Finding a replacement for oil-derived
materials is the right thing to do from
a business standpoint, but it’s also the
right thing to do for the
environment,” says
Jean-Claude Kihn ,
chief technical
offi cer for the
Goodyear Tyre
& Rubber Com-
pany. “Since
synthetic rub-
ber is a critical
component to
our products
and many
others, we are
very excited to
be working on
this renewable
alternative with
DuPont.”
THE ONE MILLIONTH Land Rover
Discovery has been made at Jaguar Land
Rover’s Solihull Manufacturing Plant near
Birmingham in the UK.
To celebrate this milestone and demon-
strate the Discovery’s class-defi ning versa-
tility and all-round capability, this vehicle
will now start a
‘Journey of
Discovery’
from its birthplace in Birmingham to Beijing in
China – one of Land Rover’s fastest growing
markets. The 50-day, 12 875 km adventure
will be undertaken by three Land Rover Dis-
covery vehicles travelling through more than
a dozen countries acr oss Europe and Central
Asia, culminating at the Beijing Motor Show
on 23 April.
The expedition also presents Land Rover
with the opportunity to launch its most ambi-
tious fundraising project yet as it aims to
raise £1 million (about R11.88 million) for
the company’s Global Humanitarian Partner,
the International Federa-
tion of Red Cross and
Red Crescent Socie-
ties. The money will
be used to support
a much needed
water sanitation
project in Uganda.
HOT SEAT
CP MINNAAR & SEUN
Not just a cog in the wheel
because it lost control due to poor logistics, but because
of a failure in leadership, including succession planning
and development, moral decay and authoritarianism.
Understanding SCMBut what is supply chain management? It is all the inter-
linked resources (people and equip-
ment) and activities needed to man-
age supply and demand, sourcing
of raw materials, manufacturing
processes, distribution process-
es and delivery of goods (on
time and at an agreed price) to
delighted customers.
All goods within the supply chain
have to be delivered to factories,
distributors and customers. The
choice of the transport mode (road,
Learning from our successes and failures, and
those of others, is crucial to building a sus-
tainable future. The practice of supply chain
management (SCM) was originally developed
by the Roman legions of old. They used a flexible system
consisting of supplies, storage depots and magazines
stocked with supplies and arms as well as superb
road systems, mobile repair shops, service
corporations of engineers and armourers,
and extensive coordination and planning.
This resulted in an efficient, fast,
and formidable army that won
many battles and conquered
much of Europe and Asia,
and held it for hundreds of
years. Unfortunately for the
Romans their vast empire
eventually declined, not
14 TWA | Apr May 2012
If transporters can understand the importance of their role in the supply chain, they will deliver a superior service, and in the process build a sustainable business. CP Minnaar & Seun is one such company.
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p p pp ychain, they will deliver a superior service, and in the process build a sustainable business. CP Minnaar & Seun is one such company.
HOT SEAT
rail, sea or air) affects other areas of the supply chain
management, such as warehousing, production, packag-
ing, planning, location (of suppliers, manufacturing and
customers), inventory control and information manage-
ment. Factors such as transit time, reliability, accessibil-
ity, security, impact on inventory, product degradation or
obsolescence and/or traceability are important, as are
other factors.
Once the carrier is selected, computer models should be
used to optimise routing – to minimise time and cost. As
such, the overall effectiveness of the transport function is a
significant means of reducing costs, improving profitability
and business sustainability.
Where the transport function is outsourced to a transport
company, this company must understand its role in the
supply chain and the significance of its contribution to the
sustainability of its customer as well as itself.
PhilosophyIt is within this context that CP Minnaar sees itself – as a
speciality transporter committed to providing reliable, time-
bound road freight transport services in southern Africa,
including Zimbabwe, Zambia, Mozambique, Swaziland,
Lesotho and Botswana. Based in Letsitele in Tzaneen, with
a fleet of modern, well-maintained Mercedes Benz trucks
equipped with flat deck and taut liner trailers in super link
configurations with capacities of up to 35 t, CP Minnaar is
perfectly suited to moving break-bulk and container cargo
anytime, anywhere.
The company’s philosophy, driven by its core values, is
that every customer is important and deserves the highest
quality of service.
The company regards its customers as its greatest
asset and recognises that its future depends
on the success of its customers. To this
end, it nurtures a proactive, friendly envi-
ronment based on honesty, integrity
and trust, and provides expert knowl-
edge and practical solutions when
and where required. In a nutshell,
this equates to excellence on
the move.
Human resourcesDrivers are well-trained and fully
qualified as heavy-duty truck driv-
ers and have no less than 10
years experience on the job. They
understand the importance of
their individual roles in the cus-
tomer’s supply chain based on a
purposeful understanding of cus-
tomer needs and expectations, and
meeting or exceeding those needs.
Drivers are not just drivers but asset
managers entrusted with assets
worth, at times, millions of rands.
Supported by a 200-strong multi-
skilled team, the company provides
a coordinated transport service built
on a reputation of an innovative, reli-
able and cost-effective transporter.
Staff members take ownership of
their responsibilities and are com-
mitted employees and members of
a professional team.
T he management is proud of its
staff because of their, loyalty and
commitment – having been with the
company for many years – and pro-
viding a first-rate service with mini-
mum oversight.
The directors of the company are
CP Minnaar, HS Minnaar and JA
Kemp, who is also the managing
director.
Health and safetyAs the demands on a driver are sig-
nificant, their well-being and safety
is paramount. The company focuses
on its drivers to ensure that they are
well cared for and have full access to
medical services and advice.
Vehicle maintenanceCP Minnaar’s vehicles and trailers are
maintained internally by an accred-
ited Mercedes Benz workshop with
qualified Mercedes Benz mechanics
on site. Some work is contracted out
to external service providers depend-
ing on the nature of maintenance
required, issues of warranty and work
load. But mostly all work is carried
out by well-trained and dedicated
workshop staff who have an average of 15 years of fleet
maintenance and servicing experience.
Under the leadership of a diligent workshop manager,
the company’s workshop foreman, mechanics, store man
and tyre fitters carry out pre-determined maintenance
plans according to Moriginal equipment manufacturers’
servicing guidelines. Over and above this, a preventive
maintenance approach is followed at all times to minimise
service disruptions.
Insurance coverAs a standard, the company carries
‘Goods in Transit’ insurance cover to
the value of R850 000 per load, with
an optional cover increase as per
value of cargo to be delivered.
CORE VALUES• excellence in all aspects of business
• honesty and Integrity
• a reputation as leaders in transport
and freight industry
• detailed attention to consistency
and reliability
• a reputation of service from customers
• innovation and safety.
OUR FLEETTRACTORS (HORSES)
• 35 x Mercedes Benz Actros V8
• 5 x Freightliner 530HP
• 7 x 8 tonner rigid Mercedes Benz
• TRAILERS
• 20 x Superlink tautliner
• 25 x Superlink fl at deck
• 5 x Tri-axle fl at deck
• 4 x 8 tonners with 5 t trailers
15TWA | Apr May 2012
“Our drivers understand the importance of their individual roles in the customer’s supply chain” Cobie Kemp,
MD, CP Minnaar & Seun
CONTACT DETAILS
t +27 (0)15 386 8400 or contact
Cobie Kemp on +27 (0)82 370 1332
or cobie.kemp@minnaar.co.za
The company s philos
that every customer is
quality of service.
The company r
asset and
on the
end, it
ronm
an
e
t
p
t
m
D
m
Energy demand is linked to popula-
tion and economic growth. The
world’s population is projected to
increase by 1.4 billion over the next
20 years, while its real income is likely to grow
by 100% over the same period. This combina-
tion of factors is expected to increase world
primary energy consumption by as much as
40% over the next 20 years with non-OECD
(Organisation for Economic Co-operation and
Development) energy consumption as much as 70% higher
by 2030. Energy and climate policies, efficiency gains and
a long-term structural shift in fast-growing
economies away from industry towards
less energy-intensive activities may act to
restrain consumption and result in lower
growth, but the overall trend is likely to be
one of strong growth in energy demand.
While energy is available to meet grow-
ing demand, action is required to limit the
volumes of carbon dioxide (CO2) and other
greenhouse gases being emitted through
energy use. Plus, there is air quality and
other local concerns associated with the
combustion of hydrocarbons.
Energy security represents a challenge in
its own right. More than half of the world’s
With energy demand projected to keep rising, the global energy challenge is set to become increasingly complex. By BP p.l.c.
The energy challenge
FUTURE UNCERTAINnatural gas is in just three countries and more than 80% of
global oil reserves are in 10 countries, most of which are
located well away from the hubs of energy consumption.
MEETING THE CHALLENGE
Energy efficiency Saving energy through greater efficiency addresses sev-
eral issues at once. It helps with affordability, because less
energy is needed; it helps with security, because it reduces
dependence on imports; and it helps with sustainability,
because it reduces emissions. In transport especially, we
believe that efficient combustion engines and power train
technologies, including hybridisation, combined with use of
biofuels, could offer the quickest and most effective path-
way to a secure, lower-carbon future, at least in the short
to mid term.
A diverse mix It is believed the global energy challenge can only be met
through a diverse mix of fuels and technologies. A broad
mix can help to provide enhanced national and global
energy security while supporting the transition to a lower-
carbon economy. This is why BP’s portfolio includes oil
sands, shale gas, deep water production and alternative
energies such as biofuels and wind.
Oil and gasOil and gas are still expected to play a significant part in
meeting this demand and we project they will represent
53% of total energy consumption in 2030 (compared to 57%
in 2010). Even under the International Energy
Agency’s most challenging climate policy sce-
nario that might with difficulty still be achievable
(the 450 ppm scenario), oil and gas still make
up 49% of the energy mix in 2030. Moreover, we
believe the political, technological, logistical,
infrastructure and cost challenges presented
by the 450 ppm scenario make it increas-
ingly unlikely to occur, meaning that demand
for fossil fuels would remain at a higher level for
longer. We think it likely that fossil fuels will still
account for 80% of the world’s energy in 2030.
Gas in particular is likely to play an increasingly strategic
role. It is a lower-carbon fuel that is increasingly secure and
affordable. Used in place of coal for power, it could reduce
CO2 emissions by half. We also believe that oil will remain
the dominant source for transport fuels, accounting for as
much as 87% of demand in 2030.
Over time the available hydrocarbon resources will
become increasingly difficult to reach, extract and manage,
requiring BP and others in the industry to move into more
technically challenging areas. Greater energy intensity
could be required to extract these resources, operating
costs and greenhouse gas emissions from operations are
likely to increase. On the other hand, advances in technol-
ogy will lead to more efficient ways to transform base hydro-
carbons, including natural gas and coal, into usable forms
of energy, petrochemicals and lubricants.
ABOVE BP’s Andrew oilrig in the North Sea
BELOW BP CEO Bob Dudley
OIL & GAS
40%i ncrease in world primary energy consumption projected over the next 20 years
Phot
o G
aura
v Sh
arm
a
16 TWA | Apr May 2012
17TWA | Apr May 2012
TOYOTA HILUX
Leading up to the race the
South Africans trained in
Iceland and the glaciers of
the French Alps to prepare
them for their challenge.
Their endeavours, as well
as those of the other com-
petitors in the South Pole
Race 2011/Centenary Race 2012, will be documented in a
TV documentary series by the acclaimed South African TV
production company, Urban Brew, called Cold Sweat. The
programme will be aired on SABC3 in April this year.
The epic race, organised by Extreme World Races (EWR),
had 16 competitors from seven nations competing as seven
teams, racing on foot and with sleds to be the first to the
pole. The race kicked off on New Year’s Day, 75 km from the
frozen coastline at Novo base. The competitors covered 770
km, negotiated multiple crevasses, crossed snow bridges,
and climbed to 3 000 m on the high plateau in their quest to
reach the South Pole.
The other six teams, from Britain, Norway, Ireland, the
Netherlands and Germany, were also supported by Hilux
AT44 vehicles, of which no less than five (including two 6x6
Hilux AT44’s), were built in South Africa.
ABOVE The four-wheeler 4x4 Hilux vehicles ready to race
BELOW Loading the six-wheeler 4x4 Hilux vehicles
Adventurers Braam Malherbe (left) and Peter van Kets (right) took part in a unique and challenging race in the Antarctic, which demanded an equally unique vehicle.
Two South African adventurers, Braam Malherbe
and Peter van Kets, recently participated in the
Antarctica commemorative South Pole race to
celebrate the centenary of the epic race between
Roald Amundsen and Robert Falcon Scott to reach the South
Pole first, and to raise funds for Operation Smile South Africa.
On reaching the South Pole, Malherbe, a conservationist
and environmental activist, and Van Kets, the only African
to have rowed an ocean solo and unsupported, the two
intrepid adventurers struck 1 000 coins from the SA Mint on
an antique press at the South Pole. This was another world
first for South Africa, as no coins have ever been minted
in Antarctica.
The unique medallions feature Antarctica on the reverse
and promote the fight against climate change. They also pay
tribute to the history of scientific explorers and the adventur-
ers who crossed the ice-laden paths of this unforgiving con-
tinent to reach the South Pole 100 years ago.
During their journey, the two South Africans (Team Mission
Possible) were logistically supported by a Toyota Hilux built in
the Toyota South Africa Motors plant in Prospecton, Durban,
before being converted by the Icelandic company Arctic
Trucks (AT). The converted AT38 Hilux, now an AT44, was
donated to the South African Antarctic base, SANAE.
COMMERCIAL VEHICLES
18 TWA | Apr May 2012
New generation Quon UD TRUCKS
COMMERCIAL VEHICLES
Model line-upThe new UD Trucks Quon range of extra-heavy vehicles offers
a variety of manual and automatic transmission options that
will suit customers’ unique business requirements.
EngineAll the models in the range have been fitted with the GH13
series, which was developed by UD Trucks using Group
engine technology. The UD Trucks GH13 engine is a 13 ℓin-line 6-cylinder turbo-intercooled engine. This is a EURO3
engine that offers a more environmentally friendly option as it
decreases an operators’ carbon footprint.
According to Richards, the new engine is a more efficient
unit and as there is only one engine range in the series, fewer
parts are required for stockholding purposes, resulting in
more cost savings for customers. The engine series features
a newly developed unit injector that increases the maximum
fuel injection pressure to improve overall combustion effi-
ciency and also achieves low emission and weight reduction
efficiency that lead to improved fuel economy.
The Quon range also boasts a new Extra Engine Brake or
EEB, which offers 1 470 Nm of braking torque at 2 300 rpm
(redline is at 2 100 rpm). The EEB design specifically utilises
the exhaust and the compression strokes of the engine to
slow the vehicle down and offers safer control on descents
and slippery roads. This means operators will have a longer
brake life on their vehicles and reduce driver fatigue specifi-
cally on long-hauls. Both the 14-speed manual and ESCOT V
transmissions (with the exception of the GK17 410 AS TT) uti-
lises a Voith retarder, which has a braking torque of 3 250 Nm.
Engine oil is filtrated by a two-piece full-flow long filters and a
one-piece bypass long filter, which extends the service inter-
vals of the vehicles to 30 000 km for long-haul and 20 000 km
for medium-haul applications. The GH13 engine uses a
closed circuit ventilation system for crankcase ventilation
and not an external breather as with the previous generation
Quon’s GE13 engine. The heavy duty design turbocharger
has specifically been designed and
developed to be more durable.
Higher capacity air compressors
ensure quicker charge rates; 1-cyl-
inder 530 ℓ/min for the CW26 370
tipper and freight carrier models, and
2-cylinder 900 ℓ/min for all the other
models. Another innovative feature
is the remote activated draining of
the engine’s fuel filter water trap. The
driver will be alerted by the multi-func-
tion display on the vehicle’s dash that
the water trap needs to be emptied,
which the driver can subsequently
UD Trucks Southern Africa has launched UD Trucks Southern Africa has launched the new generation of its Quon extra-the new generation of its Quon extra-heavy commercial vehicle range (EHCV). heavy commercial vehicle range (EHCV).
The Quon range, consisting of 14 model derivatives
intended for South Africa, will be introduced to the
local market from March to August 2012.
The all new Quon trucks sold from March 2012
will also be accompanied by UD Trucks’ new Managed
Maintenance initiative – an industry first in South Africa.
Through Managed Maintenance, UD Trucks provides the
company’s complete management and overseeing of all
repairs and service costs on behalf of its customers.
Johan Richards, UD Trucks Southern Africa’s CEO, explains
that in 2011, the local EHCV segment grew by 35.41% year-
on-year to 11 503 units, with UD Trucks securing a 9.4%
market share. The company anticipates this section of the
market to reach a total of 12 932 units in 2012 – a forecasted
growth of 10.96%. UD Trucks has increased the number of
Quon variants to cover more sub-segments within the EHCV
market to meet market and customer demands.
closed circuit ve
and not an extern
Quon’s GE13 en
Model BenefitGW26 410 TT Increased D/T to 56 000kg
CW26 370 DT Increased GVM to 30 000kg
CW26 370 FC Increased D/T to 45 000kg
All 6x4 models Improved ‘V’ rating of 25 700 kg (was 25 500 kg)
All 4x2 models Improved ‘V’ rating of 16 700 kg (was 16 500 kg)
All models New legal 7 700 kg front axle rating (was 7 500 kg)
BELOW The driver’s cab with the well-appointed dashboard
BOTTOM The new generation Quon models
19TWA | Apr May 2012
COMMERCIAL VEHICLES
do by simply pressing a button conveniently mounted on
the dash.
TransmissionsOne of the strength of the new Quon range undoubtedly lies
with the transmission. A selection of manual and automatic
transmissions has been employed across the range to suit
various applications. There are three manual transmis-
sions: the MTS75D 7-speed, the MPR90A 9-speed and the
VTO2514B 14-speed. The automatic gearboxes were spe-
cifically developed to improve safety, overall economy and
to offer the operators easy driving capabilities. The ATO2612
group new automated manual transmission, offers 2-pedal
or clutch-less operation through the innovative 12-speed
ESCOT V gearshift mechanism. The ESCOT V transmission
technology offers both power and economy in a wide variety
of driving scenarios by increasing driving performance at low
speeds at time of start and reducing engine speeds in high
gear at cruising speeds. These automatic derivatives have
innovative features like ‘Easy Hill Start’, sequential shift, air-
shift navigation, as well as an energy management feature
that improves fuel economy in the top gear. Eco roll mode, for
instance, engages the neutral position in order not to travel
against engine compressions. All options are conveniently
shown on a multi-functional display inside the cabin from
which drivers can then select the appropriate mode.
The ESCOT V automated transmissions also feature pres-
surised lubrication via the oil pump, ultra smooth clutch and
launch control, auto-neutral engagement when the park
brake is applied or if a gear is selected while the ignition is
turned off. ESCOT has been specifically designed for lower
maintenance as well as greater fuel efficiency. Improved
overall economy is also achieved in the process, as the Quon
models with automatic transmissions are only scheduled for
their first oil change at 390 000 km, with oil change intervals
set at every 390 000 km thereafter.
Chassis & suspensionImprovements made on the chassis packaging include a
lighter catwalk and a lower 5th wheel height on all 6x4 truck-
tractors with mechanical suspension. A special off-road
chassis packaging has also been introduced on all models
with the exception of the CW26 490 freight carrier, to suit
off-road operating conditions. This includes uprated front
axle ratings, heavy-duty front suspension and stabiliser,
radiator protection, as well as a higher repositioned exhaust
silencer and fuel tanks. Air suspension is provided by four
bags with height adjustment on the GK models, so as a result
12R22.5 tyres are fitted on the rear axle. Two bags per axle
are fitted on the GK models without height adjustment. The
GK’s front tyres, as well as the balance of the model range
are all fitted with 315/80R22.5 tyres. Fuel tank capacities
range from 800-litres on the 6x4 truck-tractors, to 300 ℓ on
the CW26 370 tipper and freight carrier models, while all other
models feature 400 ℓ fuel tanks.
Cab/interiorNumerous enhancements have also been made to the Quon
range’s cab to increase the driver’s safety, comfort and
convenience. This includes the user-friendly and convenient
multi-functional display, intermittent wipers, as well as cruise
control and keyless entry on the flagship GW26 490 TT
model. A three-piece steel front bumper incorporating an air
dam is featured on all air-suspension models, to enhance
aerodynamics and stability by blocking the flow of turbulent
air under the chassis.
Mass RatingsWith the launch of the new generation Quon range, UD
Trucks Southern Africa has improved the mass ratings of its
extra-heavy vehicles.
ModelCode
ModelDescription
Transmission Gvm / Gcm Config. Application
4X2 Truck TractorE01 Gk17 370 - Tt Manual 9-speed 17 200/41 000 4X2 Tt 3-Axle semi trailer (local distr)E02 Gk17 410 - Tt As Hr Amt 17 200/45000 4X2 Tt 3-Axle semi trailer (long haul)
ConstructionE03 Cw26 370 - Dt Manual 7-speed 30 000/36 000 6X4 Dump 10.0 m³ Rigid tipperT28 Ud330wm Manual 7-speed 26 000/36 000 6X4 Mixer 6.0 m³ Cement mixer
Freight CarrierT27 Ud330wf Manual 7-speed 26 000/36 000 6X4 Fc Solo freight carrierE04 Cw26 -370 - Fc Manual 7-speed 26 000/45 000 6X4 Fc Solo or 2-axle drawbar E05 Cw26 490 - Fc Amt 26 000/65 000 6X4 Fc 3&4-axle drawbarE06 Cw26 490 - Fc Manual 14-speed 26 000/65 000 6X4 Fc 3&4-axle drawbar (severe off-road)
6X4 Truck TractorE08 Gw26 410 - Tt Amt 26 000/56 000 6X4 Tt 3-Axle semi trailer/Limited link applicationE09 Gw26 410 - Tt Hr Amt 26 000/56 000 6X4 Tt 3-Axle semi trailer/Limited link applicationE10 Gw26 490 - Tt Manual 14-speed 26 000/ 65 000 6X4 Tt Link application (severe off-road)E11 Gw26 490 - Tt Amt 26 000/65 000 6X4 Tt Link application – On/Off RoadE12 Gw26 490 - Tt Hr Manual 14-speed 26 000/65 000 6X4 Tt Link application – Long distanceE13 Gw26 490 - Tt Hr Amt 26 000/65 000 6X4 Tt Link application – Long distanceE14 Gw26 490 - Tt As Hr Amt 26 000/65 000 6X4 Tt Link application – Long distance
ABOVE The Quon’s hogher capacity air compressor
BELOW The intelligent ESCOT V transmission
TABLE 2 Model applications
VOLKSWAGEN
Designed with fi rst world characteristics, developed to operate in third world conditions.
Incorporating 21st century technology, the new
Volkswagen Constellation truck range is set to oper-
ate and succeed in the harshest conditions and is
now available in South Africa. Developed in Germany
and conditioned in Brazil, the Constellation trucks possess
a unique combination of supreme quality and refinement
coupled to class leading ruggedness. Volkswagen of
South Africa, in partnership with Volkswagen of Brazil Truck
and Bus, entered into the heavy commercial market with
ongoing testing and development taking place in South
Africa to adequately prepare the vehicles for the harsh
operating conditions in South Africa. Volkswagen’s new
range of rigid trucks and truck tractors are built to make
business and life as convenient as possible. Each model
can be adapted to suit unique business requirements.
The Constellation 13.180 and 15.180 Rigid Trucks are
tough, agile, and economical. Both trucks provide 132 kW
of power at 2 200 rpm and 600 Nm of torque. These
trucks offer excellent driver response, low fuel consumption
and simple maintenance. They both come with five-speed
manual transmission and are ideal for city, inter-city delivery,
distribution of general/specialised products and services.
The 13/15.180 trucks are available in an extended day cab
with easy access to specific items for daily inspections. The
Constellation 17.250 Rigid truck is equipped with advanced
technological features and is specified for medium- to long-
distance city and highway hauls. The truck provides 184 kW
of power at 2 500 rpm, 950 Nm of torque and a six-speed
manual transmission. The 17.250 is available in an extended
day cab or a sleeper cab with easy access to specific items
for daily inspections.
The Constellation 24.250 Rigid truck is aimed at medium-
and long-distance operations. With 184 kW of power at
2 500 rpm and a six-speed manual transmission this truck
comes with state-of-the-art safety, performance and comfort
features. The 24.250 is available in an extended day cab or
a sleeper cab with easy access to specific items for daily
inspections. The Constellation Titan Tractor 19.320’s smooth
power-train results in a vehicle capable of hauling containers
of up to 30 pallets and/or 35 t of combined total gross mass.
The Titan provides 235 kW of power at 2 000 rpm, 16-speed
manual transmissions with hydraulic servo-assisted shift-
ing mechanisms, covers all variations of distribution, and
medium- to long-haul highway and off-road cargo transport.
The 19.320 is available in an extended day cab or a sleeper
cab with easy access to specific items for daily inspections.
DriveabilityThe Constellation’s up-to-date electronic MWM-VW and
Cummins Diesel engines are the main reason for the excel-
lent performance which leads to low overall operational and
Built for commercial success
COMMERCIAL VEHICLES
21TWA | Apr May 2012
maintenance costs. The Robust Eaton and ZF transmis-
sions ensure smooth and efficient operation. With its latest
brake technology, braking reliability is guaranteed and the
Constellations are ideal for city and inter-city delivery and
distribution of general/specialised products and services.
The suspension is structured with springs, cushions and
hydraulic shock absorbers to smooth out even the bumpi-
est road, with additional comfort-cab suspension set-up on
certain models. The Constellation also features extremely
smooth braking, servo assisted gear-shifting (for selected
models) and class leading interior noise reduction.
The Constellation powertains comply with Euro III emissions
levels and can be updated in future to comply with upcom-
ing gas emission rules. The truck comes with an on-board
computer that displays (among other info) the date and time,
average or real-time fuel consumption, average speed, the
journey’s total time and the distance covered.
MaintenanceThe front grille design makes for easy operation of daily
checking and cleaning tasks, and has hinges that allow for
a person to grab hold and lean on them while cleaning the
windshield. Inspection items are also conveniently positioned
at the front of the engine, behind the grille to allow daily
inspections to be carried out without having to tilt the cab.
Easy to clean and repair plastic materials have been used
in the bumpers, fenders and mudguards. The Constellation
comes standard with a one-year/unlimited kilometre plus a
second year or 300 000 km on the drive train warranty. The
cab structure is guaranteed for a full six years against perfo-
ration/corrosion. A wide range of maintenance plans are also
available to suit the customer’s specific needs and these are
available from its Commercial Vehicle dealer network.
The impresssive new VW Constellation
t +27 11 485 8700 marketing@cargocarriers.co.zawww.cargocarriers.co.za
Innovative supply chain solutions
Safety. Service levels. Carbon footprint. Transformation. Profitability. You’re under increasing pressurefrom all directions. Outsourcing your transportation at the lowest cost/km might increase your margins,but you ought to be partnering with a logistics service provider who can deliver value beyond lower costs.Reliability, service and quality excellence. High levels of health, safety and empowerment. Low environmentalimpact... This is how we do transportation.
Call us. We go the extra mile.
Are you and your logistics partner on the same page?
T00
661
23TWA | Apr May 2012
JSE-listed logistics solutions provider, Cargo
Carriers, is now delivering high-energy fuel to
Basetho mine in Maun, Botswana, for Bulk
Mining Explosives (BME). This three-year con-
tract presents a great opportunity for Cargo Carriers to
expand in Botswana as the company predicts promising
growth in the next two years.
A division of the Omnia Group, BME is a leading sup-
plier of explosives for opencast mining and the quarrying
industry, and has previously worked with Cargo Carriers in
running product from Sasolburg to Namibia.
The high-energy fuel, which provides greater energy on
combustion than that of conventional fuels because of its
hydro-boron additive, sees Cargo Carriers overcoming
new obstacles. Much preparation was required in order for
this contract to get under way, from dealing with the techni-
cal aspect of delivery to the legislative differences between
South Africa and Botswana.
The two countries define high-energy fuel differently.
Transporting the fuel between the two countries requires
the vehicles to be fully compliant with both countries’ sets
of legislation.
The vehicles will be equipped with specifically designed
23 000 ℓ mild steel tankers that accommodate high-
energy fuel according to both sets of legislation. The
vehicles will also be fitted with a unique pumping system
(a requirement of the Botswana Explosives Act) in order to
lawfully offload the product at the mine.
In transporting the high-energy fuel to the Basetho
mine, Cargo Carriers will be making a round trip of over
2 300 km. When it comes to transporting hazardous
chemicals over such a great distance, safety becomes a
top priority. Cargo Carriers is well-known in the industry for
placing a great emphasis on safety, health, environment
and quality (SHEQ).
“We took the decision to raise our SHEQ standards over
10 years ago,” says Andre van Vuuren, marketing director
at Cargo Carriers. “It’s no exaggeration our ability to com-
pete in the fuel industry not only depends on the competi-
tive rates and high service levels, but also on operating at
the absolute highest levels of SHEQ we can achieve.”
Cargo Carriers constantly looks to expand its horizons,
especially in Southern Africa. This new contract with BME
is an ideal opportunity for the logistics company to estab-
lish a firm foothold in Botswana.
“Over the years we have established ourselves as
experts in cross-border supply chain solutions in sub-
Saharan Africa,” says Van Vuuren. “We are well prepared
to expand our customers operations across Southern
Africa, no matter what the obstacle.”
Acknowledgement: This article, edited by Tony Stone, was supplied
by Cargo Carriers
High-energy fuel to Botswana
CHEMICAL TRANSPORT
In Africa, transporting across the border has its challenges. But when transporting chemicals for a bulk mining explosives supply company, the challenges are even greater.
MOBILE HAZARD A specially designed tanker for the transport of high-energy fuel
HAZARDOUS MATERIALS
The Presidential Infrastructure Coordination
Commission (PICC) is to oversee the implementa-
tion of transport and logistics projects to the tune
of R262 billion over the next three years.
Public transportAs part of South Africa’s public transport strategy (PTS),
South Africa is moving towards a high-quality integrated
mass rapid transport network, which includes rail, taxi and
bus services. People need public transport that is safe, reli-
able and comfortable to travel to work, school or anywhere
else they need to go. The Department of Transport (DOT)
is achieving this through an integrated rapid public trans-
port network in cities. The taxi recapitalisation programme
together with trains and buses form part of the mass mover
concept of transporting people to various destinations of
choice. In 2011, 44 184 old taxi vehicles were scrapped, with
over R2.2 billion paid out as scrapping allowances.
Roads infrastructure projectsThrough the S’hamba Sonke Roads Programme launched
in April last year, government makes a clear commitment
for a targeted capital investment programme on the roads
infrastructure, particularly in the rural areas. During the
2011/2012 financial year, the S’hamba Sonke Programme
created 68 000 full-time employment opportunities through
the following projects shown in Table 1. Together with the
DOT and provinces, SANRAL will strengthen all related job-
creation programmes through the over-arching principles of
S’hamba Sonke.
Rail Network projectsA feasibility study which covered engineering, economic, legal
and financial analysis for the procurement, financing, operat-
ing and maintenance of new rolling stock was completed dur-
ing 2011. The study found that the project for the acquisition
of new rolling stock was economically viable. The acquisition
of the coaches will be divided into two 10-year batches, with
approximately 3 600 vehicles included in each batch. The cost
will be approximately R5.2 billion per annum (2011 rands), with
the first payments to be made during the 2014/15 financial
year. Furthermore, infrastructure interventions amounting to
R13.5 billion will be made on the existing networks to optimise
the technological benefits of the new coaches.
The establishment of local manufacturing industries will
result in substantial sustainable jobs over the 20-year pro-
curement period, and the redevelopment of rail engineer-
ing capacity and skills that have been lost over decades
of under-investment in the local rail engineering industry.
The feasibility study on rail projects estimates that, over the
20-year duration of the project, approximately 65 000 direct,
indirect and induced jobs will be created.
Movement of goods and economic integrationThe DOT is working on an efficient movement of goods and
economic integration through a Durban-Free State-Gauteng
logistics and industrial corridor. This project is intended
to connect the major economic centres of Gauteng and
Durban, and at the same time connect these centres with
improved export and capacity through the sea-ports.
The Port of Durban, the Durban-Gauteng Corridor, Logistics
Hubs and Terminals are project development components
aimed at speeding up the transportation of goods. The state
is also looking at the necessity of reducing port charges,
as part of reducing the costs of doing business as this was
raised sharply by the automotive sector in Port Elizabeth
and Uitenhage during the performance monitoring visit to
the sector last year. There is going to be expansion of rail
transport in Mpumalanga, connecting coalfields to power
stations. This will enhance a shift from road to rail in the
transportation of coal, which has caused a deterioration of
roads in Mpumalanga.
Acknowledgement: This article, edited by Tony Stone, was sup-
plied by the Department of Transport
Mapping the way forward
TRANSPORT INFRASTRUCTURE PROJECTS
An abridged version of the Minister of Transport Sibusiso Ndebele’s (pictured left) infrastructure development cluster briefi ng held in February.
TRANSPORT ENGINEERING
KwaZulu-Natal• Nongoma – Dabhazi – Hlambanyathi -– Hlabisa corridor at R270 million
• Eshowe – Ntumeni – Kranskop – Vryheid corridor at R2 billion
These anchor projects will support the tale of four cities, which is about connecting Ulundi,
Richards Bay, Pietermaritzburg and Durban.
Mpumalanga• maintenance of the R33 road between Stoffberg and Belfast (42 km) at a cost of
R24 million
• an upgrade 40 km road project from White River to Ntsikazi at a cost of R16 million.
Limpopo• household routine maintenance engaging 27 contractors for R237 million and attending
to 8 100 km
• fi xing access roads at a cost of R60 million
• pothole patching project on 220 km of roads at a cost of R174 million.
Gauteng• reseal on N14 from Krugersdorp to Klieveskraal at a cost of R55.8 million
• reseal of Ben Schoeman – Pretoria to the N1 for R10 million
• upgrade on P126 (M1) on 8.54 km for R11 million.
Northern Cape• household Road Maintenance – Bathloaros to Maphinik 26 km for R7 million
• road Maintenance: Victoria West Calvinia 387 km for R18 million
• re-seal of Douglas-Kimberley 18 km for R22 million.
Western Cape• Overberg regravelling at R43 million
• Malmisbury to Hopefi eld reseal for R51 million
• De Rust to N9 reseal for R54 million.
Eastern Cape• household Contractor programme approximately R200 million over three years
• emerging contractor and consultant development for R500 million over three years.
24 TWA | Apr May 2012
TABLE 1 creating job opportunities through the following projects
TRANSPORT ENGINEERING
Airports
Freight, logistics & infrastructure
Rural transport
Urban transport
Aurecon provides engineering, management and specialist technical services for government and private sector clients globally. The group has been involved in
We work collaboratively with our clients throughout the entire asset life cycle, from pre-feasibility and business case preparation through to the operation and maintenance phases.
to support excellence in the planning, design, construction, management and delivery of transportation systems, including roads and highways, rail, tunnels, bridges and structures, airports and ports.
For more information contact us at tel: +27 12 427 2000 or email: transport@aurecongroup.com
Expertise:
Rebuilding war-torn Angola
The new Cunene Bridge is currently the longest
bridge in Angola, and lies on the major arterial road
linking the main cities of Lubango and Ondjiva in
south-western Angola. It replaces a host of tempo-
rary structures used to span the Cunene River after the origi-
nal permanent structure was destroyed early in the Angolan
conflict. Aurecon provided the design and preparation of bid
documents, as well as site supervision, in joint venture, for
the new bridge.
The bridge is 900 m long, with additional approaches and
drainage structures spanning the Cunene River. Aurecon’s
BRIDGE BUILDING
expert project planning resulted in the successful delivery
of the bridge despite the project presenting a number of
logistical and natural challenges. These included the pres-
ence of landmines, floods, the width of the river, shortage of
skilled labour, difficulty acquiring building materials due to the
distance from commercial centres, lack of good aggregates,
long supply lead times, challenging importation procedures
and border delays. The new bridge stands proud in the
mighty Cunene River, both serving its commercial purpose
and functioning as a source of pride and achievement for
Angolan nationals in the region.
25TWA | Apr May 2012
The new and the old Cunene Bridge
24/7 Parts: +27 76 815 108524/7 Services/Workshop: +27 82 077 0793
www.hpeafrica.co.za
info@jetdemolition.co.zawww.jetdemolition.co.za
customerservice@hpeafrica.co.zaSharecall: 086 022 7309
Working together to achieve specialised results.
HPE Africa has a proud reputation in supplying world-leading earth moving equipment and uncompromised service to its partners.
the demolition of the Nellmapius Bridge spanning the N1 freeway to allow limited capacity for the expansion of the freeway.
successfully and ahead of schedule.
HPE Africa & Jet Demolition, together we can move the world.
Nellmapius bridge demolition
HPE AFRICA and
JET DEMOLITIONworking together
27TWA | Apr May 2012
As Africa opens up to intraregional trade and
socioeconomic development, infrastructure
becomes a key issue. Largely neglected for
some time, all major road, rail, harbour and
airport infrastructures will need to be upgraded and mod-
ernised so that Africa can compete on an equal footing with
the rest of the world. Efficiency and productivity is what it is
all about.
Some bridges were built in the 50s and designed for the
known and foreseeable transport technologies at that time,
and may not have been properly maintained, and they are
unable to bear the 56 t loads of today’s modern interlinks
and will need to be demolished and rebuilt. The challenge
though is to keep traffic flowing while this is being done.
South Africa, in upgrading its Gauteng freeway system,
needed to demolish three bridges, one of which was the
Nellmapius Bridge crossing the busy N1 near Pretoria.
Mechanical demolitionThe intricacy of the demolition process is determined by
the size and complexity of each project. For the times
when explosive demolition is not appropriate, mechanical
methods are applied. Small-scale demolition projects involv-
ing low-rise structures can be carried out using ordinary
methods, machinery and equipment. Larger structures and
complex projects require more extensive planning as well as
specialised procedures, equipment and machinery.
The Nellmapius Bridge demolitionLed by Joe Brinkmann Pr Eng, managing director of Jet
Demolition, the Nellmapius Bridge project was approached
with an enthusiastic, carefully planned and calculated deter-
mination to deliver the project within the tight time limitations
and without any problems.
As Brinkman explains: “The project was particularly chal-
lenging. The bridge had no on- and off-ramps for traffic to
be diverted to and, as a result, the task of demolishing more
than 2 000 t of concrete had to be undertaken within one
meter of flowing traffic. In order to reduce the risks involved
and ensure minimal disruptions to traffic, the demolition work
was undertaken late at night.”
As a precaution, chip screens were erected in order to
prevent debris from affecting traffic on the road. Brinkmann
adds that a thick layer of milled tarmac was placed on the
road to serve as an impact cushion, to ensure that the high-
way was not damaged by the broken concrete falling from
the bridge, more than six metres above the road surface. He
notes that the heavy-duty equipment used by Jet Demolition
on-site and supplied by High Power Equipment (HPE)
included two Hyundai HL770 wheel loaders, each with an
operating weight of 23 t; three R360LC-7 excavators, each
with an operating weight of 36 t; three R210LC-7 excavators,
with an operating weight of 22 t each, and two R500LC-7
excavators, each with an operating weight of 50 t.
The excavators were fitted with quick couplers, which ena-
bled specialised attachments such as hammers, buckets,
crushers, pulverisers and shears to be used for demoli-
tion purposes. “HPE Africa’s range of Hyundai equipment
has once again proven to be highly efficient and reliable,
which ensured that the Jet Demolition team was able to
complete the challenging project successfully and ahead
of schedule, within 11 hours over a two-night period,” he
explains. Brinkmann identifies overall teamwork as the driv-
ing force behind the success of all three of the required
bridge demolitions.
Part of the teamHPE Africa managing director Alan Grady points out that
the relationship between Jet Demolition and HPE Africa
goes back 17 years. As he explains: “Jet Demolition has
always supported HPE Africa with their purchases, as the
Hyundai equipment has been tried-and-tested in the harsh
environments that the company operates in. The working
relationship is a very strong one. Jet Demolition takes good
care of the equipment, and this ensures that the machinery
is trouble-free and reliable.”
COLLATERAL DAMAGE The unfortunate but necessary demolition of the Nellmapius Bridge near Pretoria
BRIDGE DEMOLITIONS
Making way for the newDemolishing a bridge needs careful planning and the right approach.
TRANSPORT ENGINEERING
Yes, you can have your BEE cake and eat it
COMPLIANCE
customers procurement recognition of 137.5% of their
total spend, enabling them to leapfrog their competitors in
terms of BEE ratings.
Crossroads’ supply chain engineers design, adapt and
evolve bundled sets of high-quality but cost-effective
solutions. The aim is to help clients leverage competitive
advantage and have a positive impact on the bottom line
and balance sheet.
Beyond BEESo what matters most when choosing a supply chain
partner once the empowerment issue is out of the way?
A modern-day logistics solutions provider must be able to
offer you visibility, flexibility, agility and speed. The Supply
Chain Intelligence report bears testimony to this growing
realisation.
Your partner must also have the innovative culture and
the balance sheet to continually follow your needs, driv-
ing the kind of efficiency and effectiveness in your supply
chain that makes you more competitive.
“Our solutions dramatically improve operating costs,”
says Crossroads CEO Gerhard van der Horst. “Write-offs
of obsolete stock and inventory holding costs can be
reduced. The overall cost of distribution can also be cut.
Downtime is minimised. The depreciation costs of supply
chain assets are eliminated and the capital associated
with these assets is recovered to be deployed elsewhere.”
Only a comprehensive audit – either performed internally
or tasked to professional supply chain engineers – can
truly determine where savings can be generated and effi-
ciencies increased, and capital recovered.
“And contrary to the fear that outsourced solutions come
with a loss of control, we find that our visibility systems
often place logistics managers in positions of greater
visibility,” says Ken Light, head of the newly established
Business development unit at Crossroads. “Our supply
chain experts become a virtual extension of our clients’
team, seeking to continually optimise the supply chain.”
While it’s clear that the fully optimised supply chain
is increasingly a factor of competitive advantage, the
business environment continues to change at pace.
Strategically partnering with a logistics expert enables
organisations to realise the full potential of supply chain
value on an ongoing basis. The BEE points are just the
cherry on the top. Anyone not getting their full allocation is
missing the boat, and may well be missing out on supply
chain advantage as well.
But simply checking scorecards doesn’t give you competitive advantage. But simply checking scorecards doesn’t give you competitive advantage.
Between 10% and 20% of many organisa-
tions’ total costs can be attributed to logistics
(inbound and outbound), 50% of which comes
down to transportation. If you’re intent on
improving your BEE procurement score, transportation is
one of the first places you need to look.
But when considering third-party service providers,
you can’t base
your evaluation
on procurement
points alone.
You need to
ask yourself
whether your
prospective partner can increase your service levels, lower
your costs and grow with your business. And the time to
compromise between value and transformation is well and
truly over.
Transporters who can’t deliver at Level 4 as BBBEE
Value-Adding suppliers shouldn’t even be up for consider-
ation. If one really looks there are some real gems around.
Crossroads, South Africa’s first logistics company to be
certified with Level 3 BBBEE Value-Adding supplier status,
has one of Southern Africa’s most impressive distribution
networks. This is a major component of the company’s
ability to offer flexible, cost-effective solutions, reducing
lead times and increasing responsiveness.
At the same time, Crossroads’ status guarantees its
FROM LEFT Dr Malesela Motlatla (chairman of Crossroads), Dr Anna Mokgokong (group executive chairperson) and Mr Joe Madungandaba (group CEO of Community Investment Holdings)
Improve your BEE procurement score by looking at your transport needs
BEE
28 TWA | Apr May 2012
Supply chain value eluding you?Problem solved.
Economic cycles are increasingly unpredictable. Demand cycles
are in a constant state of flux. The goal posts are continually shifting
as pressure intensifies on supply chains around the world. This rapidly
changing environment demands visibility and flexibility, agility and speed.
Our solutions can help you create competitive advantage. As a specialist
logistics services provider, Crossroads has the network, the experience
and the capabilities to reduce your lead times, increase your reactivity
and continually improve your supply chain.
For more info please call us on 0860 99 9940 or go to crossroads.co.za
T00
677
CROSSROADSAgile Minds Flexible Solutions
Transportation Management | Broking | Dedicated Contract Carriage | Short Haul | Less-than-Truckload Distribution | Courier / Express Parcel | Shared & Dedicated Warehousing
BEE
Flex your fleet SLICING THE CAKE
As the world enters a new period of economic instability, a fl exible As the world enters a new period of economic instability, a fl exible transport strategy will cut costs and increase fl eet productivity.transport strategy will cut costs and increase fl eet productivity.
dedicated fleets in precarious times. But with the volatile
downside comes periods of restocking and recovery, and
it is important in these times for clients to deliver every last
order – on time, every time.
Cargo Carriers has one of South Africa’s largest and most
reliable subcontractor fleet, trained to meet Cargo Carriers’
high standards. They ‘flex the fleet’, keeping the supply chain
running smoothly, giving clients low risk and high levels of
responsiveness.
The steel industry is a good example of the validity of a flex-
ible fleet used by Cargo Carriers. The subcontractors utilised
in the flexible fleet are a number of smaller, black-owned
logistics businesses, often comprising no more than one
man and his truck – but they are businessmen and drivers of
the highest order.
Setting subcontractor standardsAll subcontractors are rigorously inspected, trained and kitted
with the tools and expertise to match the high standards set
by Cargo Carriers. Vehicles are all given a 100-point check
and are fitted with a Cargo Carriers’ trailer that matches the
industry being serviced.
With all this in place, there are over 40 subcontractors in
reserve, trained and ready to take on the excess loads of
Cargo Carriers’ clients.
“Of course the subcontractors have other business,”
says Andre Jansen van Vuuren, marketing director at
Cargo Carriers. “But we try to ensure that we create stra-
tegic partnerships with the best ones, and look to give
them repeat business. The ability to scale a fleet up and
down is becoming a differentiator in a time where every
cent counts.”
He adds: “Our flexible fleet and experience are key to the
success of our partner-clients in the steel supply chain as
the industry undergoes restructuring and world supply cycles
challenge our integrity.”
Cargo Carriers, having capabilities in mining, sugar, pow-
ders, chemicals and other industries, will have the flexible
solution many businesses need.
Who would have thought that the United States
would have its credit rating downgraded?
Or that emerging markets would have the
upper-hand in the world economy? The world
faces what many economists say is a double-dip recession
as major economic powerhouses struggle to find their feet.
It would be unwise to assume South Africa, a promi-
nent member of BRICS (Brazil, Russia, India, China and
South Africa), will not be affected by the United States and
European Union’s current economic decline.
“In the long run, a weak currency will be bad for South
Africa,” said head of Treasury’s Strategic Research at
Nedbank Capital, Ian Cruikshanks (Mail & Guardian). “There
may be a short-term benefit on things such as exports, but
over time these will be eaten up by inflation.”
Businesses are
scrambling to turn
fixed costs into vari-
able costs, selling off
non-core assets in an
effort to ensure capital
is available and spent
on core activities. This is especially true in volatile markets.
In many industries transportation is a large portion of the
cost budget, more so as the price of fuel continues to rise.
But many people overlook the amount of capital utilised by
supply chain assets, and owning these assets in times of
high volatility increases risk substantially.
Businesses can no longer count on stable supply and
demand patterns anymore with a possible double-dip reces-
sion on the horizon. It is increasingly important for them to
have a transport solution that can adapt in size and location,
and that eliminates risk and wastage.
Cargo Carriers, one of South Africa’s larger logistics service
providers, has recognised the changing economic climate
and offers a more flexible solution.
When demand is at a moderate-to-low level, a core fleet,
which Cargo Carriers provides, handles transportation with
little-to-none of the waste or risk that comes with fully
Many people overlook the amount of capital used by supply chain assets
30 TWA | Apr May 2012
FREIGHT RAIL
31TWA | Apr May 2012
The wheels of government do turn, albeit slowly
in some instances. Nonetheless Africa’s leaders
attending the African Union Summit in Kampala
in 2010 observed that intra-Africa trade is being
hampered by, among other things, infrastructure backlogs
in various parts of the region, which raises the cost of
doing business and stifles economic growth, and does
nothing to eradicate poverty.
This, extended to the inadequacies and inefficiencies
of Africa’s road, rail and port systems, is a problem. The
African National Congress (ANC), South Africa’s govern-
ment of the day, stated in its March 2012 Policy discussion
document that almost half of South Africa’s rail network is
being neglected or has low levels of activity.
The government has planned to spend R19.5 billion a
year for the next four years to upgrade the rail network and
ports. In all, R300 billion will be spent on Transnet, of which
R200 billion will be spent on Transnet Freight Rail (TFR),
including engines and rolling stock.
Even so, there is so much that one can achieve with
spending of this magnitude, which has forced TFR to
take a pragmatic approach in planning its future strategy.
Added to the financial constraints
and infrastructural issues, the criti-
cal shortage of skills is a signifi-
cant challenge for the development
of identified transport corridors. It is
because of this that most govern-
ment construction teams are focused
on maintenance work rather than
the rehabilitation of existing and the
construction of new railway lines.
Where rehabilitation and construction
is happening, private companies are
used. And while South African com-
panies are active across the region,
the construction space in the railway
sector is dominated by the Chinese.
South Africa’s Minister of Transport,
Sibusiso Ndebele, opening the 2012
Freight Intra-Africa Conference,
which was held at CSIR International
Convention Centre in Pretoria at the
end of March, pointed out that in
Back to rail
RESTORING CONFIDENCE
With the realisation that transport infrastructure is a critical necessity for economic growth, sub-Saharan Africa is awakening from its post-colonialist and post-totalitarian past, to a new dawn. Pictures by Col. Andre Kritzinger
COO Mlamuli Buthelezi
Thoughtful and pragmatic with a balanced
decisiveness, Mlamuli Buthelezi, Transnet
Freight Rail (TFR’s) chief operations
offi cer, has the task of implementing
TFR’s new business strategy. A
mechanical engineer with a solid track
record, this performance-oriented team
leader is more than capable of achieving
the objectives set before him. Proactive
and focused on delivering a regular,
predictable freight rail service, he is
quite clear on what needs to be done
and is the driving force behind TFR’s
productivity improvements and service
delivery performance gains. There is little
doubt that TFR’s ‘back to rail’ strategy
will succeed with Buthelezi as the driving
force behind the company, which has an
important role in reviving the economy.
The older class 33-400 Engine
the European Union, intraregional
trade accounted for almost 80% of
their international trade, with most of
this trade truck-borne. But, in Africa,
intraregional trade accounts for a
mere 12%. Of this 95% is truck borne.
The consequent damage to road
infrastructure, on some roads, is sub-
stantial due to traffic loads being
above design capacity. In South
Africa, Ermelo is but one example
where coal deliveries to an Eskom
power station have caused exten-
sive damage to the town’s roads.
This means that getting cargo back
on rail is a critical necessity and a
national priority. And, for Africa to
unlock the economic value of intrare-
gional trade, it must elevate its vari-
ous transport modes’ infrastructure
and infrastructural efficiencies to equal those of compet-
ing international markets. Siyabonga Gama, TFR’s CEO
states that, as a business, the organisation must service
its customers differently by offering them a more reliable
and efficient service.
Predictability in rail freight is all important, especially
to the production efficiencies of its customers’ custom-
ers. To this end, TFR has been restructured, adopting a
market-driven business model. As
such, major corridors and specific
lines, as justified and requested by
large companies, will be developed.
Branch lines and other neglected
and/or abandoned lines will be pri-
vatised (as discussed in this publi-
cation’s Feb/Mar 2012 issue). As to
TFR’s previous organisational struc-
ture of three geographical centric
operating regions, each with a gen-
eral manager, these were problem-
atic in that different types of goods
crossed regional boundaries. This
caused communication and manage-
ment problems for customers and
their supply chains as there was no
single line of TFR management accountability. The solu-
tion to this problem was to create business units within
TFR that would focus on specific goods categories. And,
as was recently announced by Gama, TFR has now been
reorganised into seven business units. These are:
Coal Coal, South Africa’s ‘black gold’, is a vital export com-
modity, generating billions in foreign exchange earnings.
TFR’s coal business unit starts in Mpumalanga at 44 coal-
rich mines. The 580-km line descends from the Highveld
through rural KwaZulu-Natal and terminates at Richards
Bay. The double line is bi-directionally signalled and fully
electrified. Two 100-wagon trains are coupled to form one
200-wagon train at Ermelo, typically using CCL-type wag-
ons. These trains stretch 2.5 km and are loaded to 20 800
gross tonnes.
Planned extensions to the Lephalale coal fields will take
place as mines develop and come on stream.
Fuzile Magwa, based in Ogies, is the general manager
of this business unit.
Mineral mining and chrome South Africa is the world’s largest integrated ferrochrome
producing country. Up to 80% of the world’s known
chrome ore reserves are in Southern Africa. Chrome is
second to gold in terms of foreign exchange earnings and
the industry is supported by backward supply chain inte-
gration. This is achieved through joint ventures between
ferrochrome producers and stainless steel producers
abroad, which guarantee supply agreements.
TFR is committed to serving the ferroalloy industry, con-
veying primarily ferrochrome as well as chrome ore for
use mainly in the chemical industry for export. Bulk raw
materials, such as metallurgical-grade chrome ore, are
transported from the mines at the eastern and western
chrome ore belts to the strategically located ferroalloy
beneficiation plants at Rustenburg, Witbank, Middelburg,
Lydenburg and Steelpoort.
The processed product (ferrochrome) is railed from
beneficiation plants to stockpile facilities at the Port of
Richards Bay prior to export.
Nozipho Mdawe, based in Nelspruit, is the general man-
ager of this business unit.
FREIGHT RAIL
Transnet Freight Rail applauded
Mining giants Anglo American, BHP
Billiton and Kumba have expressed
satisfaction at the improved rail
transportation of products over the past
12 months by state operator, Transnet
Freight Rail (TFR). For example, during a
one-week period in March TFR delivered
2.2 million tonnes of ore to Saldanha,
the highest delivery yet. Three years ago,
TFR could not attain a million tonnes
in a week. Kumba Iron Ore has been
delighted with 39.1 million tonnes been
railed to port during 2011, an increase
of 7% over the year before. TFR recently
delivered to Richards Bay 1.65 million
tonnes of coal during a single week. This
translates to the potential movement of
80 or more million tonnes per annum.
TOP The CCL-8 Side B wagon used for transporting coal
BELOW The NAY-9 Side A Type 1 wagon used to transport ore
32 TWA | Apr May 2012
33TWA | Apr May 2012
Iron ore and manganese South Africa’s port operator, Transnet Port Terminals
(TPT), has confirmed, in conjunction with TFR, that it will
relocate the current export manganese facility from Port
Elizabeth to a new two-berth facility at the Port of Ngqura
(Coega) by 2015/16, which it says will also facilitate an
expansion of South Africa’s manganese export capacity.
The project is expected to increase manganese export
volumes from the current 5.5 million tonnes a year to
12 million tonnes by 2016/17 and forms part of Transnet’s
R300 billion investment programme for the coming seven
years, with R33 billion set aside for the expansion and
improvement of TPT’s bulk and container terminals. TFR
also announced that it would direct all future manganese
exports through the new R10-billion Port of Ngqura. Lloyd
Tobias, based in Cape Town, is the general manager of
this business unit.
Agriculture, bulk liquids and chemicals TFR is a major transporter of grain commodities in
Southern Africa, including domestic, imported and export-
ed grain commodities. Imports are channelled through
the ports of Durban, Port Elizabeth, East London and
Cape Town. Exports are channelled through Durban and
the East London’s grain elevators. About 80% of South
Africa’s grain transport is handled by rail, which are fixed
schedule trains, along fixed corridors.
In serving the chemical industry, TFR offers special-
ised logistical services and is a major player. Dedicated
chemical freight trains run on a regular schedule, with the
service determined by the cost-efficiency of the specific
freight logistics solution. For example, bulk liquid trains
run from Sasol in Secunda to the Port of Richards Bay
five times a week and from Secunda to the Port of Durban
twice a week. A butadiene gas train runs from the Port of
Richards Bay to Newcastle once a week.
A variety of wagons are used to transport chemical prod-
ucts, including open wagons, flat trucks and tankers that
are highly specialised to transport hazardous and non-
hazardous commodities.
Ulrico Davids, based in Sentrarand, is the general man-
ager of this business unit.
Container and automotive cargo In the container and automotive segment, primary cus-
tomers are the original equipment manufacturers (OEMs)
in the automotive industry, as well as the main vehicle
distribution/ferry companies. Completely Knocked Down
Parts are transported in containers and Completely Built
Up units are transported in specialised car wagons.
TFR’s logistics solutions are directed at eventually
managing the entire supply chain, taking ownership
of the vehicle from the production line to delivery at
the dealership.
The containerised freight market in South Africa is
divided into three categories:
• Import traffic: the management of containers that enter
through a South African port with a domestic or over
border destination.
• Export traffic: the management of containers leaving
South Africa through our ports.
FREIGHT RAIL
• Domestic traffic: the management of containers trans-
ported within and over our borders.
There are six major inland terminals and nineteen satellite
depots that are strategically located to link with the ports
in South Africa. Each terminal, with its satellites depots
handle containers, cars and bulk traffic. These are:
• Johannesburg’s City Deep (Eastcon, Kazcon)
• Belcon (Saldanha, Ashton, Dalcon)
• Deal Party (East London, George)
• Pretcon (Phalaborwa, Witbank, Pietersburg, Nelspruit,
Piet Retief)
• Bayhead (Newcastle)
• Bloemfontein (Kimberly, Maseru, De Aar, Kroonstad,
Kakamas, Bethlehem).
FROM TOP The XS-10 Side A wagon used to transport bulk chemicals
The ST-8 Side B Type 2 wagon used to transport timber
The SC-4 Side A Type 2 wagon used to transport cars
Themba Gwala, based in Durban, is the general manager
of this business unit.
Steel and cement TFR is a major transporter of inbound and outbound traffic
in steel, linking mines to the plants by a rail network that
ensures raw materials arrives on time and healthy stockpile
levels are maintained. A fleet of specialised wagons supports
the steel industry in transporting finished products safely and
to customer’s orders. Between 80 and 100 road freight truck
loads can be converted to one train load, reducing carbon
emissions significantly. As the green agenda translates into
law and is enforced, transporting by rail will be a key transport
cost reduction factor.
There are four major cement producers in South Africa,
producing in excess of 10 million tonnes per year. They com-
pete in other Southern African markets – Namibia, Swaziland,
Mozambique, Lesotho, Zimbabwe and Botswana, for exam-
ple. Production capacity in the industry is constantly being
upgraded to handle the demand for higher quality product.
Several types of wagons are employed in this industry. These
include open wagons for bulk raw materials, specialised
open wagons for palletised bagged cement, the DKJ series
and DZ series, a tanker fleet, the XB series, for bulk cement,
fly ash, slagment and lime and BAD and DJ series for
inbound raw materials. Ravi Nairis, based in Isando, is the
general manager of this business unit.
International business Through its railway operations TFR aims to become a sig-
nificant regional player in the provision of freight logistics
solutions to its customers on the African continent and
beyond. This business unit is responsible for all freight
rail activities outside South Africa. Nyameka Madikizela,
based in Johannesburg, is the executive manager of this
business unit.
In conclusionUnder the strategic guidance of Gama, the operational
implementation of the strategy by COO Mlamuli Buthelezi,
right down to the ordinary railway worker, and with the con-
fidence of the Minister of Transport, TFR’s key objective to
transform itself into an efficient, cost-effective transporter
of goods is well on track.
Note: For contact details, visit TFR’s web site at http://www.spoor-
net.co.za/Website/contact_us.html
Privatisation of branch linesTransnet Freight Rail (TFR) offers concession opportunities for private rail operators
on approximately 7 300 route kilometres of branch lines situated at locations across
South Africa. About 4 000 km of these branch lines are currently operational, while the
remainder are closed lines.
Some branch line opportunities include options for adjacent property leases. All branch
lines will remain in Transnet’s ownership and are feeder lines to the country’s core railway
network which is owned and operated by TFR. Interested parties are invited to register
their interest in operating any of these branch lines with Transnet. The Registration of
Interest (ROI) is non-binding and is not a pre-qualifying or competitive process. Each
application will be considered on merit.
Further information on branch lines, the concessioning process and the terms and conditions of ROIs may be requested from: branchlines@transnet.net
Komatipoort
Wonderfontein
Belfast Machadodorp
KaapmuidenBlackhill
Hoedspruit
Groenbult
Phalaborwa
Musina
Graskop
Steelpoort
Roossenekal
Carolina
Lephalale
Thabazimbi
Northam
Pendoring
Atlanta
Hotazel
Veertienstrome
Makwassie
Ottosdal
Vermaas
Pudimoe
Mafikeng
Lichtenburg
Coligny
Welverdiend
Rietvallei
Danskraal
Glencoe
Palmford
Hamelfontein
Trichard
Welgedag
Geluksplaas
Emp
Nkwaleni
Potchefstroom
Cape Town
De Aar
Bredasdorp
Riversdal Klipplaat
Voorbaai
Kraaifontein
Kalbaskraal
Beaconsfield
Belmont
Douglas
Noupoort
Springfontein
Cookhouse
Blaney
Port Shepstone
Kaserne
STQ
Zesfontein
Olifantsfontein
GermistonLanglaagte
Kaalfontein
Colesdam Aurum Withok
Bitterfontein
East London
Randfontein
Bultfontein
Maseru
Upingtonp
Bellville
Worcester
Kimberley
Klerksdorp
Bloemfontein
Kroonstad
Bethlehem
New Castle
Durban
Durban Harbour
Natalspruit
Isando
Springs
Krugersdorp
Pretoria
Capital Park
Rustenburg
Polokwane
NelspruitWitbank
Ermelo
Vryheid
Richards Bay
Salhanha
Pyramid South
Ogies
PMB
Port Elizabeth
Vereeniging
AREA ALLOCATION TO BUSINESS UNITSCoal Business
Agriculture and Bulk Liquids
Iron Ore and Manganese
Mineral Mining and Chrome
Steel and Cement
Containers and Automotive
CLOCKWISE FROM TOP
The DZ-8 Side A Type 2 wagon used to transport cement
MAP Areas allocated to BUs
The newer class 39-200 engine
34 TWA | Apr May 2012
FREIGHT RAIL
25 - 29 June 2012Johannesburg, South Africa
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Learn from leaders in the rail sector including:Mr. Malusi Gigaba, Minister, Ministry of Public Enterprises, South AfricaBrian Molefe, Group CEO, Transnet, South AfricaHon. Jeremy Cronin, Deputy Minister, Ministry of Transport, South AfricaTsietsi Mokhele, CEO, SAMSA, South Africa Hon Jeremy Cronin, Deputy Minister, Department of Transport South Africa Karl Socikwa, CEO, Transnet Port Terminals, South Africa
Scan the above QR pattern with the camera on your smartphone to register at the special offer price.
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Africa’s largest transport show
36 TWA | Apr May 2012
SWAZILAND RAIL
At the bottom of the Ngwenya Mountain, the
1 067 mm-gauge Swaziland Railway was built
back in the early 60s. The small Southern African
country was still a British protectorate. Initially
owned by a consortium including Anglo American, which
handed it over in phases to the government, the then 217 km
long railway’s construction contract was let in May 1962 to
RMR Contractors, comprising Roberts Construction, Murray
and Stewart, and Rand Earthworks. Plate-laying began in
March 1963 and on 5 November 1964, the new railway route
was officially opened by the Ngwenyama (or ‘lion of his peo-
ple’) King Sobhuza II and the British Ambassador to South
Africa (the Kingdom gained independence from the United
Kingdom in early September 1968). Swaziland Railway was
established for the sole purpose of transporting a single
commodity: iron ore, headed for Japan. The original contract
was for 12 Mt of ore over a 10-year period, which was later
increased to 20Mt to be delivered by 1975, and a further
7.3 Mt of lower-grade ore to be completed by 1978.
Swaziland Railway was concessioned to Mozambique
Railways – CFM – from its inception up to 1978. Following
the independence of Mozambique in 1974, an exchange
yard was built at Siweni, enabling Swaziland Railway to
take over all its operations and a batch of aged class 14R
steam locomotives was leased from the former South African
Railways to work train services during the transition. During
the same period, the Swaziland Railway was administered
by management teams seconded in turn from Rhodesia
(now Zimbabwe) Railways, Canadian National Railways and
South African Railways. The transition period was marked by
a decline in traffic and revenue due to problems experienced
by CFM and the port of Maputo, which prompted Swaziland
to look for alternative routes. Plans were then made to access
Durban and the South African hinterland and a new 90 km
line from Phuzumoya to Golela was built and commissioned
on 1 November 1978.
Linking north and southFollowing this development, it was decided to further connect
the Golela/Phuzumoya line to Komatipoort, therefore provid-
ing a North-South link through Swaziland. This Northern Line,
as it is commonly called, was commissioned on 14 February
1986 and enables traffic from northern territories – such as
South Africa, Zimbabwe, Zambia and Democratic Republic
of Congo – to flow to and from the large KwaZulu-Natal ports
of Richard’s Bay and Durban. During the early 90s, Swaziland
Railway, which did not normally carry passenger traffic, was a
major player in the repatriation of Mozambican refugees who
had sought asylum in Swaziland during their country’s civil
war. No passengers had previously been conveyed, other
than those riding the steam trains which, until recently, were
utilised for pleasure excursions and regional steam safaris for
an overseas enthusiasts’ market.
Swaziland Railway moves a wide diversity of traffic. This
has embraced Swaziland’s export commodities of sugar,
coal, canned fruit, wool pulp and timber, as well as imported
goods such as petroleum products and general goods. The
railway also operates a state-of-the-art dry port at Matsapha,
Rail developments get go-ahead John Batwell takes a closer look at these land transport developments.
Railway siding at Matsapha in Swaziland
FREIGHT RAIL
37TWA | Apr May 2012
which is a satellite port for Durban port. The 301 km continu-
ously welded network is on concrete sleepers. The network
extends east from Matsapha Industrial Site to Phuzumoya
where it connects with the northern rail link to access the
ports of Durban and Richards Bay. As mentioned, the
Mananga link to the north provides access to northern SADC
countries. Part of the original iron ore line as far as Ka Dake in
the north-west is now disused – some 70 km in all.
In 2012, Swaziland Railways is experiencing a new era
of development in terms of land transportation within the
region. As from late January this year, iron ore from the
recently reopened Ngwenya Mine was to be transported by
rail to reduce road damage. Indian mining firm, Salgaocar,
reopened the mine during 2011. Swaziland Railway CEO,
Gideon Mahlalela, said late last year that there would be
very minimal transfers made through the Mpaka road, a
development expected to ease the much-publicised negative
comments regarding road damages that might be caused by
the over 200 trucks that would transport iron ore to Mpaka
and then on to Maputo in Mozambique, respectively. At that
time Mahlalela said the Swaziland Railway management was
considering whether it would use Sidvokodvo or Matsapha
railway stations for this purpose.
This arrangement was made because it would have been
very expensive to create a new railway line to Ngwenya as
Swaziland Railway would have been unable to recoup the
costs in five to seven years. The iron-ore mine at Ngwenya,
near the Oshoek border gate with South Africa, ceased pro-
duction in 1979. As mentioned, originally the ore for export
was moved by rail to Mozambique’s coast and the bulk of
a 15-year period of transportation of the commodity was
undertaken from the railhead, Ka Dake, by miscellaneous
CFM steam locomotive classes.
The cost of progressAnother 2012 development right on the heels of ore going
by rail once again is a new R17 billion project embracing a
rail link between Lothair in Mpumalanga and Sidvokodvo,
announced during a first sod-turning ceremony in January.
Transnet Freight Rail is looking to use the link, due for com-
pletion in 2016, to move 15 Mt of traffic to Richards Bay and,
in so doing, free up the capacity on the coal corridor through
KwaZulu-Natal. Swaziland will pick up R5 billion of the cost.
Detailed engineering for the project, which has received
strong backing from the South African and Swaziland gov-
ernments, still has to be completed, and environmental
approvals obtained. In addition, land will have to be acquired,
while some resettlements are also possible. However, South
Africa’s Public Enterprises Minister, Malusi Gigaba, and
Public Works and Transport Minister, Ntuthuko Dlamini, have
made a public commitment to doing all in their power to
ensure that these issues are dealt with expeditiously. “We
are determined to drive this project hard to ensure its speedy
implementation as it will create jobs on both sides and, on
the South African side, it will further enable the unlocking of
the long-awaited Waterberg coal line,” Gigaba said. Transnet
Freight Rail (TFR) COO, Mlamuli Buthelezi, has indicated
that, besides the Lothair-Sidvokodvo link, which could involve
capital of around R7.3 billion, Transnet would also need
to upgrade and strengthen other networks in South Africa,
Swaziland and Mozambique. These associated projects
include the upgrade of the 108 km Davel-Lothair line at an
estimated cost of R2.2 billion, strengthening the 345 km
Sidvokodvo-Richards Bay line (R4.6 billion) and upgrading
the 154 km Phuzumoya-Maputo line, which could involve
capital of around R1.8 billion. Molefe stressed that the final
capital budget still had to be determined and would be
informed by the detailed engineering studies, which would
be undertaken during the course of 2012. Environmental
approvals, as well as any land
acquisitions, were expected to be
finalised between 2012 and 2014.
Both Transnet and Swazi Rail
would seek to dip into various
finance pools to fund the devel-
opment, including development
finance resources. However, it was
unlikely that the two governments
would contribute directly, with
Molefe indicating that it should
be self-funding, as the lines would
be cash positive from the start of
operations. Dr Gideon Mahlalela
indicated that the two state-owned
companies have already received
several approaches from commer-
cial banks keen to participate. He
attributed this to the fact that the
general freight demand already
exists, which means that there
would be immediate revenue
flows.
Coal producer, Exxaro, indicated
that it would support any develop-
ment that could improve the logistical chain in the region
and, therefore, welcomed the plan to build the new railway
line. Likewise, Xstrata Coal’s Gugulethu Maqetuka said while
the group was not aware of all the details of the proposed
project, it was supportive of initiatives by Transnet to expand
export rail capacity to Richards Bay in the next few years “to
match port capacities and beyond”.
Economically sustainable?However, independent transport economist, Andrew Marsay,
commented latterly in the media that he is less optimistic
about the economics of the project. He said he doubted
whether the general freight line would ever prove viable on a
stand-alone basis. He acknowledges that the project could
alleviate some immediate pressures on the coal corridor,
but added that it would not solve the efficiency problems
Coal wagons lined up near Ulundi in KwaZulu-Natal
Phot
o by
C B
aker
FREIGHT RAIL
The new link to Richards Bay through Swaziland will connect Davel-Lothair via Sidvoko
38 TWA | Apr May 2012
on the channel, which could be attributed mainly to the fact
that there were simply too many customers to enable the line
to operate at optimal levels. This was because the volumes
at loading points were simply too low to ensure high levels
of efficiency. “Overall, therefore, this will be a lot of money
spent to very little avail. The general freight line will be a very
inefficient investment and, secondly, the whole solution is
not addressing the principle cause of the lack of efficiency
on the line,” Marsay argued. He also added that it would be
vital to develop the project in tandem to a commitment to
building a high-capacity line to the Waterberg, as it might be
possible to ensure that the constraints associated with cur-
rent operations were not repeated when that came on line.
“If at all possible, it would be preferable to have a line that
bypasses Ermelo, because a high-capacity bulk line needs
the minimum possible stops. Therefore, they might even be
shooting themselves in the foot by assuming that you have
to have the Ermelo depot,” Marsay stated.
Nevertheless, the project is attractive from a political per-
spective, particularly given that it appears to be aligned to
the aspiration of building regional railway networks that move
beyond the traditional colonial rail patterns that generally
associated a mining area with a port. Gigaba argued that
the projects could make a significant contribution towards
the realisation of the much-vaunted ‘North-South Corridor’,
which would seek to link the regional economies of s outh-
ern Africa. President Jacob Zuma is at this time the African
Union’s so-called champion of the North-South infrastructure
development corridor.
Currently envisaged in the first phase is a single, non-
electrified line, with crossing loops spaced about 40 km
apart. Therefore, the new line, which could emerge as South
Africa’s first greenfield line in more than three decades, would
be operated by diesel locomotives. TFR is in the process of
building 143 class 43-type General Electric C30-ACi diesel-
electric locomotives, of which over 50 in the production line
will be deployed on the north-to-south route in Swaziland.
The new route from Mpumalanga has been selected mainly
owing to the fact that the terrain is less ‘hostile’ than other
options contemplated. However, there will still need to be a
number of tunnels and bridges developed along the line.
Two of Transnet’s new diesel-electric engines
FREIGHT RAIL
39TWA | Apr May 2012
AIR FREIGHT
Recent studies by Oxford Economics have
quantified the significant economic impact
that aviation generates across some of
the major African markets. For example,
in South Africa it is estimated that aviation directly cre-
ated 56 000 jobs (0.4% of employment) and made a
value-added contribution to the GDP of R20.1 billion
(0.8% of economy GDP) in 2009.
In addition, regional economies derive substantial
benefits from the spending of tourists who travel by
air. Including this catalytic impact and the indirect and
induced impacts of aviation activity increases the impact
of aviation on GDP in South Africa to R74.3 billion (3.1%
of GDP).
Forecasts indicate that this impact is set to grow
rapidly over the next 20 years. Passenger numbers
in Africa are expected to expand from 67.7 million in
2010 to 150.3 million in 2030, with RPK growing at
an average annual rate of 5.1%. Meanwhile, cargo
volumes are projected to rise at a similar rate of 5.2%
per annum.
Such an expansion in activity should generate sig-
nificant economic returns. Oxford Economics forecasts
that aviation’s direct contribution to GDP in Africa
will increase by 5% per annum in real terms over the
next 20 years, helping to create an additional 66 000
jobs across the region by 2030. Moreover, when also
accounting for catalytic effects in terms of increased
tourism receipts, real GDP growth is projected at 7.3%
per annum with implied job creation of 879 000.
Ensuring that aviation’s growth potential is fulfilled
will require policymakers to overcome a number of
challenges. Infrastructure investment is not as press-
ing as elsewhere, although some of the region’s
larger airports do appear to be suffering from capacity
constraints. However, skills shortages are posing a
considerable short-term obstacle to growth with a lack
of adequately trained pilots and other technical staff
Flying across Africa
being a key area for attention.
The number of jobs created directly by the air transport
industry is estimated to have reached 257 000 in 2010.
This includes:
• 113 000 people (44% of the total) work for airlines or han-
dling agents
(as flight crew,
check-in staff,
ma in tenance
crew, reserva-
tions and head
office staff, for
example).
• 21 000 people
(8.5%) work
directly for air-
port operators
(such as air-
port manage-
ment, mainte-
nance, security and operations), while 104 000 (40%)
work on site at airports for government agencies such
as customs and security, or provides services in retail
outlets, restaurants, hotels, etc.
• 19 000 people (7.5%) are employed in the civil aero-
space sector (manufacture of aircraft systems, compo-
nents, airframes and engines).
In total – direct, indirect and induced impacts – air trans-
port supports 688 000 jobs and over $US21 billion (R160.7
billion) to African GDP.
In addition, there are nearly six million jobs supported
through the catalytic impacts of travel and tourism.
Worldwide, Africa represents 12% of the total jobs and
3% of the GDP generated by the air transport industry,
including the catalytic impacts.
Acknowledgement: Printed with kind permission from the
International Air Transport Association (IATA)
EMERGING MARKETS
Air transport supports 6.7 million jobs and generates $US67.8 billion (R518.8 billion) in GDP in Africa. In the 2010 to 2015 period, a 6.1% projected annual growth rate in international traffi c has been forecast.
Forecasts indicate that aviation in Africa is set to grow rapidly over the next 20 years
23 - 26 July 2012Johannesburg, South Africa
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41TWA | Apr May 2012
HEALTH & SAFETY
North Star Alliance, the main contractor, will run
29 sites, while the Walvis Bay Corridor Group
(WBCG) will run three sites, with North Star’s
assistance in running one of the three. The first
phase of the project requires the establishment of six mobile
clinics by the end of the first quarter of 2012. Then by the end
of the second quarter, seven more sites will be established.
This will be followed by another eight by the end of 2012.
The WBCG will establish two in Namibia and one in Zambia
by the end of the first quarter of 2012. Only three coun-
tries, Swaziland, Zambia and Namibia,
have signed memoranda of understanding
(MOUs) with SADC for the establishment of
the mobile clinics. There is an urgent need
for the outstanding MOUs to be signed,
since it will not be possible to establish and
manage the sites without them.
Progress to dateMaromi Health Research, based in KwaZulu-
Natal, was contracted to assess the 32
border sites. Seventeen sites were assessed
in Maromi’s first phase. These included
Beitbridge, two in Chirundu, Maseru,
Ladybrand, Machipanda, Forbes, Oshikango,
Wenela, Sesheke, Tlokweng, Zeerust, Maputsoe, Ficksburg,
Kazungula, Livingstone and Victoria Falls. The sites were
chosen for logistics reasons, that is, they were more easily
accessible from Durban than some of the sites in Tanzania,
DRC, Mozambique and others.
The purpose of the assessment was to gain an understand-
ing of the capabilities of existing health structures, identify hot
spots, assess road and transport infrastructure, assess the
accessibility to the communities to be serviced and to assess
what other services exist in the area. The findings are:
• mobile clinics were welcomed by the proposed clientele
• the mobile clinics could become fixtures in the future
• border sites did not have adequate health or ambulance
services
• condoms were not available
• there was a need for collaboration between authorities and
North Star
• the clinics should focus on primary health care rather
than Aids
• they were good for truck drivers because the drivers could
not access the local clinics
• they were also good for sex workers
SADC global fund HIV/Aids project
• the roads were generally good, but there could be prob-
lems during the rainy season.
At the time of this report, Maromi was assessing the remain-
ing 12 North Star sites.
Two pre-bid meetings had been held for potential bidders
supplying the mobile clinics.
At the Project Steering Committee meeting (FESARTA
being a member) on 24 January, it was agreed that the
specifications for the vehicles might not have been suitable
for some of the roads in the rainy season. From the assess-
ments, four sites required 4x4s, one
site could require a 4x4, eight sites had
no requirement for 4x4s and there was
no information for the remaining sites.
Further information on road conditions
was requested from Maromi. Three
bids for the supply of the mobile clin-
ics have been submitted and are being
adjudicated (at the time of this report).
The first eight clinics, North Star (6)
and WBCG (2), are to be delivered by
end of June.
FESARTA will assist Maromi with
information it may need on trans-
port matters in the different coun-
tries. FESARTA has requested NRTAs
(National Road Traffic Associations)
to be proactive in assisting with the
project, and Maromi in particular. As the road transport
industry throughout the region is to benefit, the assistance
of the NRTAs and their input is critical to the success of
the project.
FESARTA
The Global Fund for HIV/Aids is to establish 32 mobile clinics at border sites across the SADC region. These clinics will serve corridor traffi c and communities within a 50 km radius of each site. BY BARNEY CURTIS
The sites include• Angola Namakunde
• Botswana Kazungula and Tlokweng
• DRC Kasumbalesa and Lubumbashi
• Lesotho Maputsoe and Maseru
• Malawi Mchinji, Mwanza and
Izumbwe-Mphoi
• Mozambique Machipanda,
Namaacha and Zobue
• Namibia Oshikango and Wenela
• South Africa Ficksburg, Ladybrand,
Oshoek an d Zeerust
• Swaziland Ngwenya and Lomahasha
• Tanzania Mbeya NRTAs and Tunduma
• Zambia Chirundu, Mwami,
Livingstone, Nakonde and Sesheke
• Zimbabwe Beitbridge, Chirundu,
Forbes and Victoria Falls
BELOW LEFT A roadside wellness centre
BELOW Inside the ropadside wellness centre Photo by Alexander Stukenberg
Phot
o by
Ger
ard
Stee
houd
er
Flatbed trailers often carry heavy machinery
and equipment. To load these trailers, with
safety in mind, you should consider the fol-
lowing aspects:
• manufactured quality and standards
• overall load weight
• load weight distribution
• proper tongue/gooseneck weight
• securing the load properly.
To determine that you have loaded the trailer within its
rating, you must consider the distribution of weight, as
well as the total weight of the trailer and its contents.
The trailer axles carry most of the total weight of the
trailer and its contents – the gross vehicle mass. The
remainder of the total weight is carried by the tow
vehicle hitch. It is essential for safe towing that the
trailer tongue/gooseneck and tow vehicle hitch carry
the proper amount of loaded trailer weight, otherwise
the trailer can develop an undesirable sway at towing
speeds, or the rear of the towing
vehicle can be overloaded.
The load distribution must be such
that no component part of the trailer
is loaded beyond its rating. This
means that you must consider the
rating of the tires, wheels and axles.
For tandem- and triple-axle trailers,
you must make sure that the front-to-
rear load distribution does not result
in the overloading of any axle.
Towing stability also depends on
keeping the centre of gravity as low
as possible. Load heavy items on
the floor and over the axles. When
loading additional items, be sure to
maintain even side-to-side weight
Life and limb in the balance
distribution and proper tongue weight. The total weight
of the trailer and its contents must never exceed the
total weight rating of the trailer’s gross vehicle weight
rating (GVWR).
Couple the trailer to the tow vehicle before loading. This
is essential for the bumper pull trailer because the tongue
of a bumper pull trailer can rise during loading, before
the cargo is properly distributed. To measure the tongue/
gooseneck weight, you will have to uncouple the trailer
after it is loaded.
Load the cargo onto the trailer with approximately 60%
of the cargo in the front half of the
trailer. Secure the cargo to the trailer
using appropriate straps, chains and
tensioning devices. Since the trailer
‘ride’ can be bumpy and rough, you
must secure your cargo so that it
does not shift while the trailer is
being towed.
ABOVE LEFT A roadside wellness centre
Inside the ropadside wellness centre Photo by Alexander Stukenberg.tif
FLATBED TRAILER SAFETY
HEALTH & SAFETY
43TWA | Apr May 2012
Many unnecessary accidents are caused by improper trailer loading. At speed, these accidents unfortunately cause the death or injury of people who were simply in the wrong place at the wrong time.
The do’s and don’t’s of flatbed trailer loading• Do not exceed the trailer’s GVWR or the gross axle weight rating.
• Do not load a trailer so that the weight on any tire exceeds its rating.
• Unsecured ramps can create a driving hazard. Secure ramps in their storage or travel position before towing
trailer.
• Damaged or loose hold downs and/or ‘D’-rings can break, allowing cargo to become loose on the trailer. Loose
cargo can shift the centre of gravity and result in loss of control of the trailer. Inspect hold downs and/or ‘D’-rings
and test them for looseness before loading cargo. Do not use a damaged or loose hold down or ‘D’-ring to
secure cargo.
• Tie down all loads with proper sized fasteners, ropes, straps, etc.
• Do not load or unload your open trailer unless it is prevented from tipping and is on fi rm and level ground – a load
could suddenly move or topple, which could result in death or serious injury.
• Loading a pivoting-deck trailer before retracting the deck catch pin can crack the catch pin, which can cause loss
of cargo or loss of control of the trailer. Before loading the trailer, retract the deck catch pin. If the deck catch pin
becomes bent, do not straighten it. Replace the deck catch pin before towing the load. Before towing the trailer,
lock the pivoting-deck in the driving position and double-check that the catch engages the hole in the pivoting
deck. An unlocked pivoting deck can result in loss of cargo or loss of control of the trailer, which can result in
death or serious injury.
• Do not transport fl ammable, explosive, poisonous or other dangerous materials on your trailer. The exception is
fuel in the tank of vehicles or equipment that is being hauled.
Phot
o co
urte
sy o
f Sha
ked
Law
Firm
44 TWA | Apr May 2012
TAIL END
Jaywalkers and a money-hungry government institution stress out Gauteng motorists.
Tony Tony Stone Stone
ED’S OPINION
Africa Rail 2012 35
Aurecon 25
Aviation Outlook Africa 40
Beyond Payments IBC
Cargo Carriers 22
CP Minnaar & Seun 14 & 15
Crossroads 29
Digicore IFC
Eqstra Fleet Management OFC
FAW Vehicle Manufactures OBC
HPE Africa 26
Paramount Trailers 42
SAPICS 3
Southern Mapping 38
Transnet Freight Rail: A division of Transnet Limited
Volkswagen Commercial Vehicle 20
Index to advertisers
Battle lines drawnA leading daily newspaper recently reported that
SANRAL is to push through and enforce regulations
that would make it mandatory to buy an e-tag. If true,
these regulations would also give SANRAL and its appointed
employees the right to remove your driving licence and to
impound your car if you do not buy an e-tag. However in later
reports, SANRAL sought to clarify that it is not compulsory
for road users to buy an e-tag. “Registering with an e-tag is
optional,” it said in a statement.
The question is: was this just a rumour or a case of no
smoke without fire? If the latter, this would be hitting below
the belt, not to mention unconstitutional. And as it would
fall under the Criminal Procedures Act, it would criminalise
ordinary citizens inappropriately. This would be nothing less
than belligerent. And, given such a tone, I have no doubt that
the ‘peace officers’ tasked with enforcing these regulations, if
promulgated, would in all likelihood abuse their authority and,
no doubt, corruption would abound.
If this were the case, I would find it impossible to support
SANRAL in this matter – for a number of reasons. First, South
Africa is a constitutional democracy. Within this framework,
SANRAL and the Department of Transport’s actions would
be undemocratic given the widespread opposition to e-tolls.
Second, there are areas of poor workmanship along sections
of Gauteng’s so-called ‘new freeway’ system and the fact
that construction companies colluded on price, motorists
have much to gripe about. Finally, giving SANRAL’s e-toll
administrators carte blanche to one’s bank account is totally
unacceptable. We wait to see the outcome of their review of
their e-toll contract. All in all, such draconian behaviour would
give me the shivers. If there is an attempt to pass this into
legislation, people should vote intelligently, and with their feet,
in the next election.
Think pedestrianThe call to have drivers tried for murder and not
culpable homicide when guilty of killing other road
users – as a result of an accident caused through the
abuse of alcohol, drugs, speeding and/or reckless driving – is
welcomed. Nonetheless, caution is advised.
Some 14 000 people, of which 40% are pedestrians, lose
their lives on South African roads each year – at a cost to
the economy of a staggering R56 billion. The South African
Medical Research Council says that more than 60% of fatal
crashes are caused by alcohol abuse by either drivers and
pedestrians, or both. Interestingly, we have a rather challeng-
ing situation developing with pedestrians in urban areas.
In many areas of downtown Johannesburg, pedestrians
casually jaywalk, walk or play in the street and not on the
pavement. As it is understood, walking in the street is a
cultural ‘thing’. Firstly, in rural areas there are no pavements,
just roads. Secondly, in coming to the cities, many urbanites
fear attack from some dark corner, door or alley. And, lastly,
pedestrian crossings, it would seem, are just a silly
invention and are, as a consequence, ignored. So
the commentary goes. In some areas, children
have no playground and play soccer or skateboard
in the street, especially Fox Street in Jeppestown,
Johannesburg.
Many pedestrians are defiant in that they feel
they have right of way, regardless of the rules of
the road, and arrogantly challenge motor vehicles
– even trucks. This attitude is a problem. Despite
the Department of Transport’s joint initiative with
EQSTRA in launching the ‘Think Pedestrian’ cam-
paign, the government should do something to
educate people about the rules of the road and the
sensibilities thereof – perhaps a TV programme.
Also, in an accident situation, they should not jump
to conclusions or make assumptions when a pedestrian
is killed or injured but rather find out the facts in an
objective, unbiased manner. Otherwise an innocent person
may be judged guilty, with devastating repercussions.
4 800pedestrian are killed on our roads each year. That’s a staggering 40% of total road fatalities
ABOVE
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