Focus December 2014

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BER

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On TranspOrT and LOgisTicsfocusontransport.co.za

Hitting the waves with Volvo

Get out there - by bus!

- full speed ahead

Celebrating south afriCa’s transport Captains!

scania’ssTeve wager

Don’t get stopped by changing legislation!

www.focusontransport.co.za

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h |FOCUS| December 2014

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December 2014 |FOCUS| 1

cOnTenTs

18

36

52

Follow us facebook.com/focus_mag twitter @FOCUSmagSA

2014m e d i a g l o b a lC H A R M O N T

On TranspOrT and LOgisTics

Our cover star for the annual FOCUS Captains of Industry feature is Scania’s Steve Wager. Turn to page 10 to read about how he’s pushed the company to a top-three spot.

COvER

Published monthly by Charmont GlobalUnit 17, Northcliff Office Park, 203 Beyers Naude Drive,

Northcliff, 2195. P O Box 957, Fontainebleau, 2032, South AfricaTel: 011 782 1070 Fax: 011 782 1073 /0360

EDITORCharleen Clarke

Cell: 083 601 0568email: [email protected]

ASSISTAnT EDITORGavin Myers

Cell: 072 877 1605 email: [email protected]

SUB-EDITORJeanette Lamont


JOURnALISTSJaco de Klerk


Claire RenckenCell: 082 559 8417

email: [email protected]

InDUSTRY CORRESPOnDEnTFrank Beeton

Tel: 011 483 1421Cell: 082 602 1004


TECHnICAL CORRESPOnDEnTVic Oliver


PUBLISHERTina Monteiro


ADvERTISInG SALESMargaret PhillipsonCell: 083 263 0451


Megan du ToitCell: 060 503 3092


CIRCULATIOn MAnAGERBev Rogers


DESIGn AnD LAYOUTNelio da Silva


PRInTInGCamera Press

© Copyright. No articles or photographs may be reproduced, in whole or in part, without specific written permission from

the editor.

2 Steering Column

4 Wheel Nut

6 Letters

48 Short Hauls

49 Subscription form

50 Naamsa figures

54 Global bus

56 Hopping off

REGULARS

8 LOOMInG LAW LOWDOWn

The Department of Transport has published an amendment to the National Road Traffic

Regulations, which could cause a rocky start to 2015 for some transport operators. The

adjustments do have their merits, however.

24 InSPIRATIOn LIvES On

While spending more than four decades in any industry, one is bound to cross paths with

people who make an impact on your own life.

36 SPIRIT OF ADvEnTURE

Icebergs, searing heat, dead-calm waters and tropical storms are just some of the

challenges contestants in the 38 739 nautical-mile Volvo Ocean Race have to tackle. We

traded our trucking caps for life jackets to follow the action.

42 SOARInG SAFETY OR SKYROCKETInG RISKS?

FOCUS takes a look at aviation safety and how it compares with other transport modes.

52 BUSSInG AROUnD TOWn

South Africa is becoming more affordable for the international tourist wanting to tour

our country. We speak to a couple of bus and coach operators that are positioning

themselves to take advantage of this trend.

DECEMBER

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2 |FOCUS| December 2014

Charleen Clarke

i’m probably wrong to have a favourite

issue. It is, after all, like having a favourite

child. Each and every issue of FOCUS is

special in its own way, but I do this job

because of the people who I get to meet. Yes, I

love the vehicles that we drive, but let’s face it …

there are lots of good vehicles on the market; it

is the people who set them apart …

When it comes to meeting people, this year

has been my very best ever. I have met and

interviewed the presidents of virtually every

single major commercial vehicle manufacturer,

in part thanks to our appointment to the

International Truck of the Year jury.

Most recently, it was my turn to meet Bruno

Blin, president of Renault Trucks. I interviewed

him first at the IAA (if you missed our fabulous

television programme on the show, called

FOCUS ON IAA, check it out on YouTube).

That was because Blin had just accepted the

coveted Truck of the Year Award.

At the time, I asked him if he would be

travelling to South Africa for Renault’s much-

anticipated local launch (he confirmed that he

would). Blin reminded me of our conversation

when I met him again at the local launch. “You

see, I am like a Renault truck; reliable,” he said

with a big smile.

The new range of Renault trucks (the new

C-range that is intended for light construction

and long-haul purposes, as well as the K-range,

which is aimed at more heavy construction and

mining applications; you read all about them in

last month’s FOCUS) is vitally important to the

company, because it wants those trucks to

propel its market share upwards.

“This is a big year in the history of Renault

Trucks in southern Africa. With the launch of

the new range, we are very optimistic about

our prospective performance in the market

and, in the process, we are reaffirming our

commitment to the region,” Christian Coolsaet,

newly appointed managing director of Renault

Trucks Southern Africa, told FOCUS. “In South

Africa alone, we are aiming to steadily increase

our market share within the next 36 months –

from two to five percent.”

Blin is mindful of the fact that this is a tough

ask – especially given Renault’s turbulent past

in this country. “We know that we have a lot

to do,” he confided to FOCUS in an exclusive

interview.

He certainly has the right tools for the job.

“The Volvo Group has invested over US$ 2,5

billion (R27,6 billion) over the last eight years,

for the total renewal of the Renault Trucks

range. We have an objective to continue to use

our cutting-edge technology and world-leading

position to further develop our product offering

in the future,” said Blin. “The overall ambition,

with the development and introduction of this

new range of products, is to consolidate our

market share in southern Europe, expand

in eastern Europe, as well as increase our

footprint in Middle East and Africa.”

Value for money forms an important

component of the new trucks. “Within the

group, leading-edge new technology appears

for the first time in Volvo trucks. Once the

costs have been amortised, these features

move into Renault trucks. This means that we

have a superb range of vehicles, but we don’t

have to foot the bill for all the development

costs,” he explained.

It is, therefore, clear that Renault

is preparing to offer the market a terrific

combination of leading-edge technology plus

value for money. Blin says this will go hand in

hand with sensational customer service.

Coolsaet concurs: “Fleet owners have big

expectations, in terms of proximity to the

network with regard to service and availability

of parts, but also for meaningful and durable

relationships with experts from Renault

Trucks. As transport operators expand their

operations throughout the region, we know our

Renault Trucks dealers are there to capture

this market demand and support customers

every step of the way.”

Blin and Coolsaet are certainly saying

all the right things. And, judging by the

presence of “the top man” at the local

launch, they’re very determined to make

strides in this ultra-competitive market. It

seems as though Renault is keen to start a

rrrrrrrrevolution! |FOCUS

Welcome to my favourite issue

of FOcUs for the year. This is

when we focus on the people in

our industry. After all, it’s not just

the bakkies, trucks, buses and

coaches that keep the wheels

turning …

a rrrrrrrrevolution!sTarTing

STEERInGCOLUMn

Bruno Blin, president of Renault Trucks, travelled to South Africa for the launch.


STEERInGCOLUMn

www.man-topused.co.za


WHEELnUT

I found this interesting for a few reasons:

the main one being that I am passionate

about motor vehicles – specifically my

motor vehicles, which have caused me

much suffering …

I could (and maybe should) write a book

about my motoring exploits, but allow me to

share the short sob-story about my recent

“fleet” of dinky toys. Exactly two years ago,

my daily runaround – a Peugeot 206 GTi

180; the fun-to-drive, “special” one – broke

down for the fourth and last time. It was for

the last time, because, at the time, I didn’t

have the money to fix it … again.

And so it earned the dubious title of

“a lovely garden ornament” – only taken

out every now and then to visit the odd

mechanic in the hope that they could solve

this malady.

As I needed a vehicle, shortly thereafter

I bought a terrific Honda Prelude from a

fastidious colleague. Although it was lovely

to drive and in really good overall condition

for its age, the Prelude suffered from the

odd bout of “old car syndrome”. But that’s

what I loved about it – it kept me on my

toes; kept me interested; kept me busy

under the bonnet …

In amongst all this, my brother had been

driving my other oldie; an E30 BMW 316i.

It was the most reliable car I had owned –

until one day, this June, when it dropped a

valve through one of its pistons.

My mechanic wanted to buy if from

me and fix it up for his son; so, with a

heavy heart, I said good-bye and set aside

the money from the sale to finally fix the

Peugeot.

A while later, that car was booked

in with yet another, highly recommended

mechanic when, later that very day, my

brother crashed the Prelude. With my eyes

welling up (literally) the decision was taken

to write off the old girl.

The Peugeot is now fixed and ready to be

traded in (yes, with a heavy heart). So the

end of this year will bring about some car

shopping. I’m looking forward to embracing

a new passion for some sort of special car

with, hopefully, a little less suffering …

Truckers? Well, they’re not generally

emotional about their vehicles. Sure, you

get the odd operator who will keep the first

vehicle he bought for the sake of nostalgia,

and others who choose to run older fleets

of vehicles. Generally, though, a truck that

fails a serious operator in any aspect of the

job will be replaced with a different one that

promises to be up to the task.

The professional trucking community is,

however, big on passion! So, while operators

may, too, fall victim to bouts of automotive

suffering every now and then, it’s the tough

competitiveness of the market; (very) poor

public perception of the professionalism and

safety of the industry, its vehicles and drivers;

and the rising costs of doing business that

are really cause for concern.

But, the passion will live on; the truckers

will keep on trucking, and, hopefully, I can

start filling my garage again. Wishing

you a safe, prosperous, passionate

2015. |FOCUS

Trucking: ask anyone in the

game and they will tell you, in

no uncertain terms, that it’s not

an emotional business. Yet, one

can argue that, to make it in

the trucking business, you need

to have a passion for it …

pain, pleasure and

passiOn

Gavin Myers

While a mechanically problematic truck might spell imminent replacement, it’s often a more emotional decision with private vehicles.

Trucks exist to make money, to

keep the shelves stocked and

the economy running. When you

buy a truck, you need to make

the best logical, rational, and even scientific

decision for your business.

When listening to the radio on my

way to work, on the day I was to pen this

column, I heard an interesting discussion

on the etymology of the word “passion”.

Wikipedia says that, in the modern English

sense, the word means an intense emotion,

compelling enthusiasm or desire, yet

it derives from the Latin word patere,

meaning “to suffer” …

Therefore, it could be argued, said the

chap on the radio, that when we have a

passion for something, we will inevitably go

through some sort of strife in our pursuit

of the personal rewards that that passion

brings us; it is a motivator.

??????????????


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www.freightliner.co.za/truck-services/warranty/

ITCHInG TO GO TO IAA

Your report on the 2014 IAA

commercial vehicles show

in the November edition of

FOCUS was great. I wish

it had been a bit longer

though (no, 14 pages wasn’t

enough!), so that you could’ve

included more pictures!

Happily I was also able to

watch your FOCUS on IAA

television show. Well done on

a great production. That sort

of media content is great to

show everybody what trucks

are really about!

I hope to be able to attend

the next show in two years’

time and enjoy it for myself.

Maybe I’ll even be able to

bring back something I see

there for use in my

own operation.

Keep up the good

reporting work!

Chris Murray

Thanks for your words

of encouragement,

Chris! We’re glad you enjoyed

the show and liked the report!

Unfortunately, space is always

a problem both on TV and in

the magazine, but we will do

our best to bring you even

more next time! - Ed.


lettersFOCUS

SETTInG THE RECORD STRAIGHT

Referring to the article: “The red flag rises” (featured in FOCUS

September), a misunderstanding somehow slipped in. Allow me to

summarise my thoughts:

The Chinese truck market is becoming

more sophisticated with each passing day.

At the fast rate that most Chinese trucks

are evolving – in terms of performance,

operating economy, durability and reliability

– they will remain the choice of Chinese

operators over the more expensive global

brands.

It isn’t that Chinese operators wouldn’t

enjoy running a “global-brand” truck, but

rather that the high price isn’t justifiable to them when the more

affordable Chinese brands have risen to such high levels today.

With each passing year, truck consumers in the fast-maturing

Chinese market are willing to pay incrementally more. The truck

industry is responsive to that with higher levels of refinement and

content year after year.

FAW, for example, today offers 340 kW (460 hp) prime

movers, with overhead camshaft engines, mated to FAW 12-speed

AMT transmissions – specs unheard of just five years ago.

The pace and depth of heavy truck development in China, over

the last 14 years, is absolutely amazing. Being able to witness

the changes here, first-hand, has certainly made this the most

rewarding period of my career.

Robert Doub

Sales Marketing and After-Sales Support Development

FAW Group Corp.

THAnKS!Hello Charleen, my most extremely favourite editor extraordinaire and jolly

good person.

This is just a humble thank you for the article you wrote in August about

the Wieloc. It really is most appreciated and I have already had a couple of

enquiries, one was from Les Hall!

Dave Mills

Sub-Saharan Tyre Services

Download a trial version at:www.htm.co.za

Transport Planning SoftwareTake the guesswork out of transport

www.htm.co.za


TRUCK TEST2015

it all began when the late Fritz Hellberg

approached FOCUS editor Charleen

Clarke at the at the Road Freight

Association (RFA) Conference, in

Gaborone, during 2011, after apparently

having chatted about the idea to Voith’s Peter

Wraight and the RFA’s Gavin Kelly.

The first test – of extra-heavy commercial

vehicles – took place in 2012. “We took 18

extra-heavies from Johannesburg to Durban

and then back again,” relates Clarke. “The

purpose of the exercise was to establish real-

world operating conditions.”

Truck Test 2013 did the same; it

scrutinised 4x2 freight carriers with a

legal carrying capacity of seven or more

tonnes.

Then came 2014: This Truck Test focused

on the medium commercial vehicle segment,

and the efficiencies kept on coming … “For

the first time it was a requirement for all

participating vehicles to assemble a week

before the start, in order to check conformity

to the rules,” says FOCUS assistant editor

Gavin Myers.

An important addition to the rules was the

mandatory fitting of a clear sight tube to the

vehicles’ fuel tanks. “This allowed the precise

amount of fuel to be added, when topping up

the vehicles and noting fuel pump readings,

thereby further enhancing the accuracy of

the results,” Myers points out.

This year’s event went smoothly.

The participants didn’t encounter any

problems while they made their way from

Hartbeespoort to Belfast, along the N4, and

back again (once laden and, on another day,

unladen).

As with Truck Test 2013, this edition

also utilised Gerotek’s Concrete Ride and

Handling Track, outside Pretoria, to simulate

the stop-start, inner-city routes these vehicles

so often undertake.

With 2015 nearly on our doorstep, the

upcoming Truck Test promises to be the best

one yet, as we shine the spotlight on extra-

heavies once more (in a more stringent and

controlled manner).

Once again the sponsors will be joining

us. Engen will provide the fuel, Hellberg

Transport Management will predict and

verify the vehicles’ performance and Ctrack

will keep an eye on everyone once more.

Trans African Concession (Trac), which

is responsible for the 570 km of road

between Solomon Mahlangu off-ramp

in Tshwane and the Port of Maputo in

Mozambique, is also joining in, sponsoring

the toll fees. “Our interest in the project is

to create awareness of overloading among

industry and heavy vehicle operators,” says

Thomas Potgieter, manager of load control

operations at Trac.

“Overloaded heavy vehicles damage our

road networks, posing not only a safety threat,

but also reducing the lifespan of our roads.

Since Truck Test 2015 is taking place on our

road, we see this as an ideal opportunity to

make the industry aware of this issue.”

AfriSam has also come on board. The test

will kick off from its Roodepoort plant and it

will supply the loads. As for the load-carrying

equipment, GRW and Afrit will provide the

units.

Rory Schulz, acting MD for UD Trucks

Southern Africa, shares his thoughts on the

event: “We think this is a great event. It gives

us the chance to come together as an industry

and simulate real world challenges, not only as

an individual original equipment manufacturer

but against all industry players.”

He says that UD Trucks is excited about

the upcoming event. “The results reflect what

customers can expect in their day-to-day

operations.”

We’ve all learned a lot from the previous

three Truck Tests. Each one has built on

the knowledge gained and has reinforced

the significance of this event to players

throughout our industry. |FOCUS

We’ve reached the end of another jam-packed year and, while it seems as though Truck Test 2014 has

just finished, the 2015 event is a mere four months away. FOcUs reflects on this significant industry

initiative and all that it has achieved

We take the DRAG out of TruckingSB THE SCOTT BYERS NETWORK

three reasons why truCk test 2015

wiLL rOck

www.htm.co.za

www.engen.co.za

www.ctrack.com

www.mantruckandbus.co.za

www.barloworld-logistics.com

www.freightliner.co.za

www.iveco.com/southafrica/Pages/Home-Page.aspx

www.udtrucks.com/en-za/home

www.volvotrucks.com/trucks/south-africa-market/en-za/

www.tracn4.co.za

www.wabco.co.za

http://www.mercedes-benz.co.za/content/south_africa/mpc/mpc_south_africa_website/en/home_mpc/truck_home/home/trucks.html

www.renault.co.za

www.hino.co.za

www.afrisam.co.za

www.alcoa.com/south_africa/en/home.asp

www.aerotruck.co.za

www.scania.co.za

www.afrit.co.za

www.grw.co.za

http://www.babcockinternational.com/about-us/divisions/international/africa/

www.scott-byers.com

www.faw.co.za

??????????


LEGISLATIOnUPDATE

according to the online road-

safety information portal,

Arrive Alive, most of the

provisions that were covered

in the draft notice (which was published

on June 8, 2012), have been included

in the amendment. “Schedule 1 to the

Regulations contains all the forms that must

be used for purposes of the legislation,” it

points out. “Many forms have been added

or amended.”

Some of the biggest changes include the

provisions for requirements for consignors

and consignees, which are explained in the

newly inserted regulations – 330A to 330D

– that will be implemented on January 31,

2015. “The regulations stipulate that a

consignor must determine that a vehicle is

legally loaded (axles and total mass),” states

Arrive Alive.

The Department of Transport’s 22nd

Regulation Amendment (previously referred

to as the 21st Amendment) to the National

Road Traffic Regulations (NRTR) defines a

consignor and consignee as follows:

“A consignee, in relation to goods

transported, or to be transported by a vehicle,

means the person who is named, or otherwise

identified, as the intended consignee of more

than 500 000 kg of goods in a month, in the

goods declaration for the consignment, and

who actually receives such goods after they

are transported by road.”

It defines a consignor as a person who

is named, or otherwise identified, as the

consignor of goods in the goods declaration,

relating to the transportation of more than

500 000 kg of goods in a month by road,

or engages an operator of a vehicle (either

directly or indirectly, or through an agent or

other intermediary) to transport the goods

by road.

The definition adds that a consignor has

possession of, or control over, the goods

immediately before the goods are transported

by road, or loads a vehicle with the goods for

transport by road, at a place where goods

are stored in bulk or temporarily held. This

excludes a driver of the vehicle, or any person

responsible for the normal operation of the

vehicle during loading.

This year has almost run its course, but the surprises aren’t over

yet … the Department of Transport has published an amendment to

the National Road Traffic Regulations, in Government Gazette No.

38142, which could cause a rocky start to 2015 for some transport

operators. The adjustments do have their merits, however

looming law,

LOwdOwn


LEGISLATIOnUPDATE

Sharon Smith, chief executive officer of

Sasco Metrology Services, says that the

regulations regarding axle weighing is going

to have a huge impact on all consignors.

Here is the lowdown on what regulations

330A to 330D state … with the former

stipulating that the offering and accepting of

goods, on overloaded vehicles, is prohibited.

“A consignor or consignee, of goods, shall

not offer goods or accept goods if the

vehicle, in which they are transported, is

not loaded in terms of the provisions for

the loading and transportation of goods as

prescribed in this Act,” notes the NRTR.

It adds that a consignor must get

written confirmation about the payload,

and distribution of the load, on a vehicle

from the vehicle operator. “A consignor or

consignee shall not conclude a contract

with the operator to transport goods on

a vehicle, if the vehicle is overloaded when

such load is transported on such vehicle,”

the amendments point out.

Regulation 330B states that consignors

must have a method of determining

mass. “A consignor shall use a method of

establishing the mass of a vehicle and any

axle, or axle unit, of such vehicle that is

accurate, so as to ensure that such vehicle

axle or axles are not overloaded,” notes the

imminent amendment. “A consignor shall

keep a record of the mass of every load

transported from his or her premises.”

Arrive Alive adds that a goods declaration

is also required, in terms of regulation 330C,

on vehicles carrying goods. Regulation 330D

says that consignors and consignees are to

insure goods and the vehicle that carries

them: “A consignor or consignee of goods

shall not transport goods, on a public road,

or accept goods unless such transportation

is fully insured for damages that can occur as

a result of an incident.”

This isn’t the only alteration that the

22nd Regulation Amendment brought

to light, as the Road Freight Association

(RFA) points out. “The following came into

effect immediately on Friday, October

31: provisions relating to licences,

roadworthiness and loading relating to

haulage tractors; verification of address

for National Traffic Information System

(NaTIS) users; the 80 km sign on the back

of a goods vehicle of over 9 000 kg gross

vehicle mass (GVM) is now compulsory; and

management representatives of testing

stations may now test 150 vehicles a

month, instead of five a day.”

Arrive Alive adds that the amendment

to regulation 215, which requires speed

governors on certain vehicles – a minibus,

midibus, bus or goods vehicle that has a GVM

exceeding 3 500 kg – will be implemented on

April 30, 2015.

“Many provisions contained in the

amendment gazette have not yet been

implemented and require a further notice to

be published announcing the implementation

date(s),” notes the online road safety

information portal.

These include: requirements for

driving hours and for provisional driving

licences; regulations on driving schools; the

amendment (to regulation 138) requiring

vehicles of ten years and older to be tested

for roadworthiness every 24 months; and

the requirement (in regulation 139) for

certain vehicles to be fitted with vehicle

directional stability control devices.

It seems that 2015 could hold some

massive administrative headaches as the

red tape tightens around the transport

industry … But was Jeremy Bentham, a

British philosopher, jurist and social

reformer, right? “The greatest happiness,

of the greatest number, is the foundation

of morals and legislation …”

The reality is that a few irresponsible

operators are making stricter regulations

necessary, which is creating more

paperwork for those who are already doing

things right. |FOCUS

LOwdOwn


COvERSTORY

we would imagine that rival

manufacturers read the

figures and weep. In 2012,

Scania had an 8,1 percent

share of the extra-heavy market. In 2013, that

rose to ten percent. And 2014 year to date?

It’s currently at a whopping 11,91 percent.

Now we all know that this has to be thanks

to a team effort within Scania South Africa, but,

behind closed doors at Scania, staff members

whisper about “the Steve factor”. They’re

obviously not referring to those hugely annoying

banking adverts; they’re referring to the arrival

of Steve Wager in South Africa. Since he set

his foot on this continent, things have looked

decidedly rosy for the company …

Wager, a dynamic, yet humble, man, will deny

that he has been responsible for the company’s

metamorphosis. “I’m just fortunate to be part

of an incredible team of people,” he contends.

Having said this, Wager is exceptionally proud

of Scania South Africa’s performance over the

last couple of years, and he says that being

offered this job was one of his proudest working

moments.

Growing up, this wasn’t quite what he

expected from life. “We were once asked at

school what job we wanted to do, and I proudly

said I wanted to be a bus driver, because I was

quite good a drawing buses ...” he recounts. “As

a kid I had an interest in lorries, and my father

worked in the automotive industry.”

Dreams of being an astronaut and a

businessman came and went. Wager eventually

decided to do a higher national diploma in

business studies, in Buckinghamshire in the

United Kingdom, and later qualified as a

chartered certified accountant. (Wager was

born in Salisbury, in the south of England, and

grew up in the towns of Exmouth and Bristol,

before his family settled in Windsor, just west

of London.)

With his qualification (amusingly, Wager is

keen to point out he’s never really been one

for bean counting), Wager officially entered

the trucking world in 1983, joining DAF United

Kingdom (UK). After a 19-year career with

the company, eventually ending up as chief

financial office (CFO) in France, Wager saw

an opportunity that had his name written all

over it.

“It sounds arrogant, but the job description

said ‘Steve Wager please apply’. I was certain

I would get the job,” he recounts. It was thus

that, in 2002, he joined Scania Great Britain

as CFO.

“I was excited by the Scania brand, because

of its premium positioning, and the Scania core

values were aligned with my own way of working

– customer first, respect for the individual and

quality. There’s also something quite exciting

about seeing the Scania Griffin!”

Ten years later, when the opportunity to

come to South Africa as MD cropped up, it was

an easy decision and Wager joined the local

company in April 2012.

Steve Wager doesn’t need a spin doctor – the Scania sales figures speak for themselves. That makes this

charismatic managing director the ideal choice for cover star of the annual FOcUs Captains of Industry

special issue. We meet the man who has catapulted Scania into a top three spot

a really sound

wager


COvERSTORY

can see a clear improvement in service levels

and decision-making. Because we’re now

closer to the ground, we’re more responsive.

Some very good ideas also come out of

addressing individual customer’s needs on

this level, which we can then roll out quickly,”

he explains.

To make the sales process easier for the

customer, Scania has for some time had its

own in-house finance company and insurance

options (tied into this is an approved panel-

beater scheme).

The finance company is significant in that

it is not a joint venture with a bank, meaning

totally new credit lines for customers and

unrivalled financing flexibility. Wager is

also very proud that Scania is now the only

OEM that offers a free fleet-management

solution with every vehicle sold. “We feel this

is a great value offering and it underlines

our commitment to keep our customers

profitable,” he notes.

Driver training also forms a key aspect of

this approach – the company runs a highly

successful driver competition to find the best

driver in southern Africa (read all about it in the

February edition of FOCUS).

“We feel we have a lot to offer,” Wager

says. The offerings continue with the company’s

rental and used vehicles divisions. “The rental

idea came from my European experience. It’s

a very flexible plug-and-play product that is now

part of our core business. Used trucks are

allied to this – a vehicle that’s on the rental fleet

is also for sale.”

All of these initiatives have proved to be

a big hit with local customers, for whom

Wager has the utmost respect. “South African

operators are becoming more and more

conscious of the cost of ownership. They’re

also very knowledgeable, which keeps us on

our toes. I like the way they work,” he says.

While Wager is already halfway through

his five-year contract, he’s not sure he’ll be

ready to leave when the term is up. “We’re

still on a journey; we have a very clear strategy,

and we’ll see it through,” he says with a

determined, competitive smile, noting that

achieving results and seeing change motivates

him. “But it will be Scania ‘till the end …”

Only one thing could tempt him away from

Scania one day. “My other great passion in life is

the Chelsea Football Club. If I were to be offered

the job of director of the club one day, I would

battle to say no,” he says with a laugh.

But, until then, he will be more than happy to

captain Team Scania South Africa … |FOCUS

Steve Wager has huge respect for South African transport operators, and the feeling seems to be mutual – the company’s market share now borders on 12 percent.

“When I qualified, I had an idea of the

milestones I wanted to achieve. My aim was to

reach the position of MD by the age of 50, so I

was only one year late …” says the 53-year-old

with a big smile.

On arriving in this country, Wager set about

tackling his goal of restructuring the business

to become more customer focused, thereby

increasing market volumes. “The market share

figures from the last few years speak for

themselves. I’m very pleased with the progress

we’ve made. We’re on the right track thanks

to a fantastic team and strong management,”

he reiterates.

Wager stresses that the customer

will always drive Scania’s business. “Today,

customers and operators are far more

demanding and cost-conscious, and they

are under pressure from their customers.

Therefore, OEMs and their networks have to

be more customer-service oriented than they

were 20 or 30 years ago.”

Lowering the cost of ownership for

customers has been a key aspect of the

company’s restructure, and Wager feels that,

as an original equipment manufacturer (OEM),

Scania can influence up to 75 percent of

the total operational costs of its long-haul

customers. In order to achieve this, he and his

team have focused on numerous aspects of

the business – addressing fuel usage, driver

training, optimising vehicle specifications and

also finite details such as wheel alignment and

regular maintenance.

Starting on the ground, Wager felt that

dealers needed to have more decision-making

power, thus Scania’s business in South Africa

was split into five regions. “Our customers

have noticed the difference; they say they


CAPTAInSOF InDUSTRY

christensson has come to

love South Africa: “Working

in this fantastic country is a

true pleasure – with all the

opportunities, challenges and wonderful

customers that I am delighted to be dealing

with daily.”

His goal on arriving in South Africa was

to grow the Group’s three brands (UD

Trucks, Volvo Trucks and Renault Trucks) in

the market and make sure they deliver an

outstanding service to their customers.

“We also needed to be more competitive

and cost-efficient, so we have re-organised

our companies and created some central

back-office functions, which have been

successfully implemented over the last

two years. I feel we have done a very good

job, but we are not finished. One always

needs to set new targets to be achieved.

I never feel ‘finished’, I just enjoy the small

victories along the way,” Christensson

adds.

When asked about the most significant

moment in his career, he says: “I was

responsible for the testing and validation of

Saab cars from 1999 to 2002, and it was

a true pleasure to be awarded the number

one position in the JD Powers quality

investigation for the Saab 9-5.

“I also took over Volvo Denmark in

2009, when the Danish and European

economies were very tough. Turning the

company around and adapting to the

economic situation at the time was difficult,

but rewarding. I have learned from both

these experiences that hard work pays off.

If you set yourself and your organisation

a target, and get the team committed,

anything is possible!”

Christensson describes himself as an

engaged leader who likes to be involved,

and to be close to the customers and

the market. “I consider the company

personnel as family and our customers

close friends. I also try to keep things

simple – we need to identify solutions and

implement them efficiently and swiftly,” he

says.

To date, Christensson is very happy

with the Group’s performance in general in

South Africa, but acknowledges that there

are still areas that need improvement,

which he says are being addressed. He

adds: “We have very good products and

people in our organisation – that is why we

are successful.”

The Group is doing whatever it can

to lower the cost of ownership for its

customers. “We are introducing new truck

ranges in the market that are more fuel

efficient. We also offer support in terms

of driver training, and we are constantly

introducing state-of-the-art telematics.

In addition to that, we realise that we

need to be cost-efficient internally and

have synergies in the Group. This will

make us more competitive in the future,”

Christensson concludes. |FOCUS

Torbjörn Christensson has been

the president of the Volvo Group

Southern Africa since 2012:

CLAIRE RENCKEN talks to him

about his experiences in this role

thus far

for lifevOLvO

Christensson believes that anything is possible with a set target and a committed team.


CAPTAInSOF InDUSTRY

coolsaet has gained a wealth

of experience within the Volvo

Group, all over the globe. “I am

very passionate about all things

automotive. I joined Volvo in May 1997. I was

previously the commercial trucks director

for Volvo Trucks in Central Europe, and was

also managing director at Volvo Romania and

Volvo in Ukraine,” he says.

He has a bachelor’s degree in

accounting and a master’s degree in

marketing and export management to his

name. “I speak several languages, including

Dutch, French, English, German, Spanish

and some Russian,” he adds.

Coolsaet stepped into his new role

here in South Africa in September this

year. “This country is rich with potential,

quality people and resources. The market

certainly promises a wonderful future. I

am truly looking forward to forming part

of the dynamic Volvo Trucks and Renault

Trucks SA teams, and to serving and

supporting our customers,” he enthuses.

When asked why he chose this industry,

he is quick to answer: “I think that the

industry chose me! I’ve always wanted to

work with anything that had wheels. The

closest opportunity in my native village was

at a small bus manufacturer, and I was,

therefore, very determined to work for

them. Through this experience in the bus

industry, I got in contact with Volvo. Shortly

thereafter, Volvo offered me a position,” he

explains.

Coolsaet and his team have great

ambitions for 2015 and beyond. “My

ultimate goal is to ensure that we have

satisfied customers,” he says. “I am very

pleased with the company’s performance.

We have launched extremely good products

over the past few years and we are looking

at ensuring that our customers’ aftersales

experience matches their expectations. I

have a dedicated and committed team, who

all have a ‘customer first’ approach.”

To keep himself grounded, Coolsaet

makes a point of savouring the small

pleasures in life on a daily basis. “I enjoy the

beauty of flowers in bloom, the taste of fine

– but inexpensive – wine, and the smiles on

my kids’ faces. One of my personal goals

is never to lose out on the appreciation of

these sorts of things.”

In terms of what the future holds, he

says: “Ten years from now, I hope I’ll still be

inspiring all kinds of people, motivating them

and celebrating the goals that have been

achieved, both personally and professionally.

“Wherever in the world that might be,”

he concludes with a smile. |FOCUS

Christian Coolsaet, managing director of Volvo and Renault Trucks, South Africa, is a die-hard petrolhead

whose relationship with Volvo spans almost two decades. CLAIRE RENCKEN finds out what makes him tick

gLObeTrOTTer

Coolsaet is excited by the promise of a wonderful future for the South African market.

the multilingual

with big ambitions


CAPTAInSOF InDUSTRY

fallen out and budgets were cut to the bone,”

he says. But working hard combined with the

adrenalin and pressure of new challenges is

what makes Klerck tick.

Likewise Trautmann: “What I enjoy is the

challenge of making a contribution – one

person doesn’t make an organisation; you’re

part of a much bigger picture. Being part of a

team and seeing people develop and change

motivates me.”

That, says Trautmann, doesn’t only include

his immediate team, but the dealers, their

customers and even Hino Motors Limited

in Japan. Everyone will form part of their

The management of Hino South

Africa has a very clear vision of

where the company will be in the

year 2020, and it’s up to two new

faces to set the route. GAVIN

MYERS meets Ernie Trautmann

and Pieter Klerck

moving up a

LeveL

Trautmann, Hino South Africa’s

new vice president, and Klerck,

the company’s new general

manager of sales and dealer

network, have been “born and bred” in

the South African automotive industry –

specifically within the Toyota South Africa

operation.

“I’m boring … I’ve been with Toyota

for 26 years,” laughs Trautmann, who’s

history with the company is really anything

but boring. Trautmann’s most recent

post, prior to joining the Hino division,

was that of general manager of sales

and dealer network, which he held since

2006. Before that he spent eight years in

the Dubai regional operation, and has also

worked in training and customer relations

– implementing new ways of training staff

and the company’s toll-free customer

service touch point.

By comparison, Klerck’s time with the

company, itself, has been relatively short.

Before joining Hino, he was senior manager

of marketing communications for Toyota,

having joined the company in 2006. “Prior to

that I was in the advertising industry for close

on 25 years, 20 of which I spent working

on various parts of the Toyota account,” he

explains.

Klerck’s claim to fame is that he was part

of the team that came up with the “Buddy

the dog” advertising concept for Toyota in

2008. “That was challenging, because the

bottom end of the automotive market had

A 26-year stalwart of Toyota South Africa, Trautmann is excited about furthering Hino’s success in the local market.

“What I enjoy is the challenge of making a contribution – one person doesn’t make an organisation; you’re part of a much bigger

picture.”


CAPTAInSOF InDUSTRY

strategy as the two men to take Hino South

Africa forward.

“If something is bad for one of the four

partners, we won’t be able to achieve

anything. So, we need support from Hino

in Japan; we support the dealers, and they

support the customers.

“We created a joint business strategy with

Hino Motors Limited. Pieter and I presented

to Hino top management in October. It’s a

partnership to take Hino South Africa to the

next level in the long term,” he explains.

With Hino SA being the highly integrated

organisation that it is, Klerck is excited that

everyone in the organisation is ready to make

it happen. “We’ve taken everybody with us

and they know that they’re part of the vision,”

he says. The support of the Hino family has

also made joining the very different trucking

side of the business a bit easier …

“Coming from the Dinky Toy side, we

were happy that the Hino team immediately

accepted us – they didn’t feel we would

rock the boat,” Klerck explains. Trautmann

concurs: “Not coming in from another

company or industry smoothes out the

transition. The processes and cultures are

the same in the car and the truck divisions,

and it’s interesting that a number of people

in Hino Motors in Japan have also come

from Toyota.”

Nonetheless, both men realised quickly

that this was a very different ball park – but

it’s clear that diesel is creeping into their

blood. “Previously, when travelling on the

road, I would notice all the new cars, now

I can’t wait to see which trucks I will come

across and what they’re carrying,” laughs

Klerck. “I check the make and model of every

truck I see, and, if it’s not a Hino, I want to

know why that company isn’t running one,”

Trautmann continues.

Nevertheless, Trautmann is pleased with

the company’s successful year and is happy

to be on track to achieve the objective of

4 000 unit sales. “A key success driver

is the aftersales service to maintain the

customer over the lifecycle of the truck.

It’s part of the Hino Total Support policy,”

Klerck adds. This is what promotes brand

loyalty among Hino customers. “Eighty to 90

percent of all the points that come up in our

customer satisfaction surveys go back to

communication. Hino Total Support forms

the basis for the company to communicate

and keep it promises.”

“A phrase we use a lot is Genchi genbutsu,

which is Japanese for “going to the source”. It

is so true for this industry – everything comes

from the bottom up; if the customer is happy

we will be happy,” Trautmann continues.

“Understanding each customer’s business

is crucial.”

Trautmann and Klerck are also very clear

about what’s next for their own business.

“Our strength lies in the medium and heavy

sectors. The challenge for Hino, worldwide,

is to understand the extra-heavy market. We

will play there competitively in the next couple

of years,” Trautmann assures.

“We are doing the right things. We just

need to make the business fitter – to run

faster and do things more quickly. Customers

can expect Hino to move closer to their

businesses and be more understanding of

their wants and needs. We will also focus on

living the Hino Total Support philosophy to

continuously improve our business.”

The enthusiasm on Trautmann and

Klerck’s faces is clear. They’re up for the

challenge. Next stop, 2020. |FOCUS

Klerck was part of the team that came up with one of Toyota’s most successful marketing campaigns during one of the market’s toughest periods. He loves hard work and a challenge.


CAPTAInSOF InDUSTRY

The management of MAN Truck & Bus South Africa is on a

mission to be the best business partner in the commercial vehicle

industry. GAVIN MYERS speaks to the captains of MAN …

filling the

gLass

They are, of course, Geoff du

Plessis, managing director of

MAN Truck & Bus SA; Dave van

Graan, head of truck sales at

MAN Truck & Bus SA; and Philip Kalil-Zackey,

head of bus sales at MAN Truck & Bus SA.

All three men have extensive careers in the

commercial vehicle industry, both locally and

abroad, and all have found a special home

at MAN.

“I was offered the position to head up

MAN SA, as chief executive, in 2005, at a

time when I felt I was ready to take on the

leadership of a complete entity and not just

be part of a leadership team. MAN gave me

that chance,” Du Plessis begins. As a qualified

mechanical engineer, it was the smell of

diesel, which he came to love when working

on military vehicles in the army, that set him

on a path into the trucking world.

Van Graan has spent 13 of his 27 years

in the commercial vehicle industry at MAN;

after being enticed by the then managing

director, Ferdi Roche, and marketing director,

Adolf Moosbauer, to head up MAN’s National

Truck sales division. “I liked the idea of joining

two colleagues whom I have immense respect

for in the industry, in order to restrategise

the sales activity of MAN in southern Africa,”

he says.

“I find the transport industry very interesting

and dynamic; every day is different. Our

customer base is similar, so, in our business,

you’ve got to be a real all-rounder,” he adds.

Kalil-Zackey, on the other hand, has never

been concerned with being an “all-rounder” …

While this mechanical engineer grew up in a

family involved in the trucking and transport

industry; buses have been his specialty since

he began his career in 1999.

“Being in the bus business is special –

you’re moving people around, so there’s an

emotional side to the business. Selling a bus

is like selling a car; you have to think about the

passengers, and interact with the people who


CAPTAInSOF InDUSTRY

use the buses, in order to deliver the product

that will best meet your customers’ needs,”

he enthuses.

For all three men, meeting their

customers’ needs is only the tip of the

iceberg. Du Plessis says: “My goal is to make

sure MAN is a respected business partner

in this industry. We deal with such a diversity

of customers, and they all have their own

challenges, but we have a very engaged and

loyal client base and we need to be a part of

giving them what they need to differentiate

themselves.”

Van Graan adds: “The South African

market is very competitive and challenging.

Our operators are very professional and

we need to be a consistent, reliable

supplier that meets their expectations. This

business is about customer satisfaction;

we have to continually work on the things

that delight our customers, and their

customers.”

This goes back to Kalil-Zackey’s earlier

point, and is something the MAN bus

business has always got right: “MAN has a

strong foundation and leadership in buses.

This is a people’s business and we have a very

good team that understands every element

of it, which has been the cornerstone of our

success.

“Customers see the benefit of one point

of contact, in that we offer a chassis and

body solution (incidentally, Kalil-Zackey says

this was one of the major attractions when

he joined MAN). We’ve done very well and I’m

very happy with the performance of the bus

business,” he smiles.

Both Du Plessis and van Graan are keen

to point out that the truck side of the business

still has a lot more to offer the market. “I like

to look for the good and see the glass half

full,” explains Du Plessis. “Our glass is half full,

but there’s opportunity to fill it completely …

we are moving in the right direction.”

Van Graan elaborates: “We have had

challenges in recent times and our product

offering has had great success in certain

niches, but, if we aggregate that on a national

performance, we could definitely improve

beyond a ten percent market share. We are

proud of our recent good performance in

the extra-heavy commercial vehicle (EHCV)

category; it shows some green shoots which

indicate where our performance should be.”

The men know what has to be done to

sustain this performance and fill the glass.

“The professionalism of our customers is

phenomenally high and is something to

be respected. With that comes a push to

optimise total cost of ownership,” Du Plessis

begins to explain.

“We look for the right solutions and

configurations. Our strength is to find

customer-specific solutions and meet

demands for their requirements. The product

then has to operate at the right cost. We also

look to optimise uptime; on-site servicing is an

example of an area we’re working on to lower

the cost of ownership for both our bus and

truck customers,” he adds.

“As a premium brand, we have to ensure

we can offer two or three economic lives

for our products. We need to ensure that

the products remain reliable and have a

competitive and significant resale value. That

then ties into our business solutions, such

as financial services and MAN Top Used,

for example, which we’re also continually

working very hard to optimise,” van Graan

continues.

Du Plessis, van Graan and Kalil-Zackey

reiterate that MAN’s business is more

than just its proud engineering pedigree …

“Our customers can expect the leadership

of the business to stay with them, listen to

them, engage with them and understand

them and their business,” Du Plessis

concludes. |FOCUS


CAPTAInS OFInDUSTRY

Hani says that he originally

wanted to become an

architect or a movie actor

– “nothing to do with selling

trucks”. Life had a different path in mind,

however, and instead he completed an

honours degree in fine art – specialising

in painting. This has served Hani well …

“I looked at life differently because of the

creative nature of the kind of art that I did,”

he tells FOCUS. “It opened up my world.” He

adds that you’ll be successful in whatever

you do if you embrace your creative side.

This has also helped Hani in his current

position at Mercedes-Benz South Africa

– a company wholly owned by Daimler

AG. “Leadership needs a lot of creativity,”

he points out. “You have to think differently

about how you handle various situations.”

His experience prepared him for

what lay ahead: “I had a different dream

then, but I love the dream that I’m living

now.” His journey wasn’t a straight path,

however …

“After I finished my art studies I completed

a few diplomas, one of which was in financial

management,” Hani recollects – adding that

he then decided to join the corporate world;

starting out in an accounting and finance

department.

This is where Hani first entered the

transport arena. “I handled creditor

payments and did month-end reconciliations

at Translux and City to City, which is owned

by Autopax Passenger Services.”

He adds that he began to appreciate

the bus business for its tenacity; from the

discipline that drivers demonstrate to the

value that’s placed on the maintenance

aspect. “It started to intrigue me – I wanted

to understand what transporters truly go

through.”

From there Hani quickly climbed the

corporate ladder, taking over the reins of

financial manager, which exposed him to all

aspects of the business – from the service

and marketing to the sales department.

“Then sales began to pique my interest,” he

relates – adding that he later became the

senior manager for sales and operations at

Translux and City to City.

His experience led to Hani being head-

hunted by MAN Centurion as its deputy

dealer principal. “I was the dealer principal

for two years. I then became a financial

manager and, finally, I was appointed to the

board of MAN Truck & Bus for four years –

responsible for all the African countries below

the equator, excluding South Africa,” he tells

FOCUS. “This grew my love for trucks.”

After his seven-year stint at MAN, Hani’s

love was broadened to include not one, but

three brands … the achievement that he is

most proud of. “That really is my number one

highlight, I am very fortunate that I run three

different brands in one stable.

“If someone prefers products from the

United States – likes some ‘bling’ and power

– we are happy to offer the Western Star

or Freightliner,” says Hani. “And when a

customer is looking for something that is

easy to run and manage, as well as being

ideal for stop-start operations, then we’ll offer

them a Fuso product.”

He also loves the teamwork across the

rest of the brands. “If I have clients who want

a Mercedes-Benz truck, I don’t try and offer

them a Fuso, Western Star or Freightliner –

just because those are my brands – I’ll rather

direct them to my colleagues who will have

the right solution.

“It is that internal understanding and

arrangement that makes Daimler totally

different,” Hani emphasises. “We have a good

working relationship between our colleagues.

As much as I love representing my brands, at

the end of the day, we come from the same

family and whatever we do advances the

family as a whole.”

It isn’t only about building brand

awareness, however, as Hani remains

humble after everything his journey has

delivered. “What touches my heart is the

different lives that we impact in the process

of doing our jobs … Regardless of the type

of operation you are in, you have to ensure

that you grow the people around you, show

them what to do and guide them! It is about

empowering people.” |FOCUS

Some know what they want to be right from

the start, while others decide as they move

through life … Godfrey Hani, divisional manager

for Freightliner, Fuso and Western Star Trucks,

at Mercedes-Benz South Africa, used the skill

set acquired while pursuing his original dream

to build one that he loves living – and is happy to

share with others

down to a,

Fine, arT


CAPTAInS OFInDUSTRY

andre Pieterse joined Vehicle

Delivery Services (VDS),

a division of Onelogix, in

November 2006 as workshop

manager. His brief from the management of

the company was to improve the quality of

the fleet and to install proper management

tools and systems that would turn the fleet

into a world-class operation. It’s fair to say

that Pieterse has achieved this objective with

flying colours …

Pieterse says his passion for trucks

– together with the sound training and

mentorship that he received as an apprentice

motor mechanic, with the road transport

division of what was at the time known as the

South African Railways and Harbours, and a

vast amount of hands-on experience in the

management of other large fleets in South

Africa prior to joining VDS – equipped him

for the job.

Nonetheless, he is very

quick to tell us that the

improved quality and image of

the VDS fleet is a joint team

effort from his workshop team

and the senior management

in the company.

He is very proud of his hand-picked

workshop team, who are responsible, caring

and loyal to the company. “All my technicians,

who are led by Danie Bezuidenhout, are

extremely proud of the fleet and go the extra

mile to ensure that the vehicles are serviced

correctly, and that the image of the company

is upheld at all times,” he beams.

He is ecstatic about the support,

understanding and guidance that he receives

from the VDS senior management team, too.

In all his years of working in the heavy vehicle

industry, Pieterse says he has never had such

good support from senior management.

His ability to install modern computerised

fleet management systems originates from

the experience that he gained while working

as a senior technical superintendent at the

South African Road Transport head office (a

division of South African Railways). Part of his

job responsibilities within that function was to

develop a modern fleet control system.

Describing a typical day at the office – and

workshop – Pieterse explains that he adopts

a hands-on policy, where he is continually

involved at ground level in the workshop. He

also makes sure that he is aware of all daily

operational issues, and strives to ensure

that the fleet is always available to meet

operational requirements.

His daily tasks involve controlling, motivating

and planning workshop activities for the

day. He also liaises between the different

departments and business units within the

group. Daily analysis of workshop and vehicle

costs, to ensure that they remain within the

set benchmarks and within the budget, is also

a fundamental aspect of his work.

“One thing I do not adhere to, however, is

office hours,” says Pieterse – he is available

24 hours a day and 365 days a year.

When asked about the biggest daily

challenge that he faces, he replies: “To ensure

that the fleet of vehicles is available, reliable

and safe to operate at all times, to meet the

expectations of our valued customers.”

Just the attitude a fleet manager of

such a well-respected company should

have. |FOCUS

VIC OLIVER spends a lot of time working with our industry’s

top transport operators, but one man that stands out for

him is Andre Pieterse, group fleet manager for Onelogix –

Oliver’s captain of the industry for 2014

there’s no “i” in

“Team”


CAPTAInS OFInDUSTRY

better fuel consumption and

lower greenhouse gas emissions

definitely are two top-of-mind

topics for transport operators

… Bon Consumer Products can help!

First up, the Greentech Fuel Saving Device –

manufactured by United States-based Moletech

International. “The product was launched in

2000, with the primary focus of reducing

pollution,” says Ramakrishna Naag, MD and

founder of Bon. Moletech realised, however, that

the device also delivered some fuel savings. “So

the company did further research to improve

the fuel savings and reduce pollution.”

This led to a positive fuel reduction of up

to 30 percent, which was verified during tests

in more than 15 countries over a seven year

period.

It achieves these savings through its Fuel

Molecule Enhancer, which causes smaller

droplets of fuel to be injected. This exposes a

larger contact surface with oxygen for better

combustion and, thus, better fuel efficiency.

The Molecule Enhancer doesn’t use any

chemical reactions, instead it utilises a physical

phenomenon – so there are no consumables,

and no wear and tear. Essentially, the device

can deliver its savings for as long as it is in

the tank.

Being an engineer, Naag could see

the benefits of the device and approached

Moletech a couple of years ago. “They had

production capacity limitations, however, due to

the worldwide demand for this technology.”

The transport industry certainly

isn’t a stranger to the “green”

movement … But, due to some

external factors, South African

companies are lagging behind

those abroad. Bon Consumer

Products, local distributor

of the Endocube and the

Greentech Fuel Saving Device,

is planning to change this

like to save that on your energy and fuel Consumption?

30 percenT!

Ramakrishna Naag and Chrystal Erasmus are excited to bring affordable “green” products to South Africa.

He adds that, six months ago, Moletech

was ready to supply Bon with units for the

South African market. Since then, the company

has conducted local trials and is expanding

awareness of the device.

Chrystal Erasmus, Bon’s executive director,

adds that, for some, these trials were a single

trip. “Several customers tested Greentech in

their personal vehicles and were so impressed

with the fuel savings, and engine performance,

that they bought it for their trucks too.”

This isn’t the only “green” product that Bon

is distributing in South Africa and later in Africa,

however. “The Endocube is essentially a unit for

commercial refrigeration, from manufacturing

and produce, to refrigerated trucks and

supermarkets,” Naag explains – adding that

the Endocube reduces power consumption (by

20 to 30 percent) and thus carbon emissions.

Manufactured in the United Kingdom, this

unit’s power-consumption savings come from

what it measures … “It monitors the food

temperature and not the freezer temperature,”

says Naag. “So it switches the compressor

on and off based on the food temperature –

which means the produce remains at the right

temperature and keeps fresher for longer.”

Erasmus adds: “The Endocube is also perfect

for temperature-controlled distribution chains

– so the whole supply chain can benefit from

this product. Besides the savings on electricity,

there are also massive environmental benefits

resulting from lowered carbon emissions.”

She continues: “The government supports

power savings by passing on tax incentives

to businesses that show annual savings on

power consumption. There is also a drive to

lower carbon emissions, through the carbon

credits act. If we can get all the big corporates

to lower their power usage on refrigeration

by 30 percent, it will have a huge impact on

our carbon footprint as well as our electricity

requirements throughout the country.”

Currently Bon has distributors in the

Western Cape, North West, Gauteng and

KwaZulu-Natal. “We are setting up distributors

all over South Africa, in all the provinces,” Naag

points out.

Erasmus adds that the company’s website

will also offer e-commerce very soon. “So people

will be able to purchase our products online and

we intend to partner with online distributors,

such as Kalahari.com.

“We are delighted to bring affordable

green products to the market, so that South

Africa can become a player in the ‘green’

arena – and have a ‘greener’ environment

for our future.” |FOCUS

??????????????


WHAT IS AN ENDOCUBE?The Endocube is a Refrigeration Control device developed in the UK

The Endocube has been fully independently tested and certified as Food Safe by the US NSF Internatioal and HACCP Australia and is patented World-wide.

The Endocube:• saves energy from 14% to 22% …. and more!• uses no electricity, has no electronics and no

mechanical moving parts, has no maintenance – a ‘Fit & Forget’ device – it cannot fail

• it cannot be the ‘wrong‘ temperature• protects the compressor from excessive wear

and tear• comes with a 10 year warranty• gives return on investment (ROI) typically from

3 to 12 months

ENDOCUBE KEY BENEFITS• A longer ‘off’ period allows the pressure of the refrigerant gas

to ‘balance’, this allows for a more efficient refrigeration cycle, and when the system starts again it does so with a softer start, leading to a quieter refrigeration system.

• This improved efficiency usually makes the refrigeration run cooler, often by 2˚C (3˚F), so the set point may have to be adjusted.

• Less starts means less use of the compressor, giving it a greater life span. Compressor manufacturers recommend fewer starts.

• Less use means less call out charges.• Less cost on spare parts• … and finally, less breakdowns!

Cut Refrigeration Running Costs!

endocube

----

Green Power

----

Cut Refrigeration Running Costs!

endocube

----

Green Power

----

WHAT IS AN ENDOCUBE?The Endocube is a Refrigeration Control device developed in the UK

The Endocube has been fully independently tested and certified as Food Safe by the US NSF Internatioal and HACCP Australia and is patented World-wide.

The Endocube:saves energy from 14% to 22% …. and more!uses no electricity, has no electronics and no mechanical moving parts, has no maintenance – a ‘Fit & Forget’ device – it cannot failit cannot be the ‘wrong‘ temperatureprotects the compressor from excessive wear

comes with a 10 year warrantygives return on investment (ROI) typically from 3 to 12 months

endocubeThe Endocube is a Refrigeration Control device

The Endocube has been fully independently tested and certified as Food Safe by the US NSF Internatioal and HACCP Australia and is

saves energy from 14% to 22% …. and more!uses no electricity, has no electronics and no mechanical moving parts, has no maintenance

protects the compressor from excessive wear

gives return on investment (ROI) typically from

ENDOCUBE KEY BENEFITS• A longer ‘off’ period allows the pressure of the refrigerant gas

to ‘balance’, this allows for a more efficient refrigeration cycle, and when the system starts again it does so with a softer start, leading to a quieter refrigeration system.

• This improved efficiency usually makes the refrigeration run cooler, often by 2˚C (3˚F), so the set point may have to be adjusted.

• Less starts means less use of the compressor, giving it a greater life span. Compressor manufacturers recommend fewer starts.

• Less use means less call out charges.• Less cost on spare parts• … and finally, less breakdowns!

endocubeCut Refrigeration Running Costs!

B-20 Platinum Junction | School Street, Milnerton | Cape Town 7441 Tel: +27 21 555 3558 | +27 21 555 3623 | [email protected]

GREEN POWER AUTOMATION Pty Ltd

A division of Bon Consumer Products Pty Ltd

E

www.greetechsaver.co.za

[email protected]


palmer begins by giving some

background information: “Avery,

a British company, started

Sasco in 1910. Having failed

to develop new technologies or to maintain

service levels, both Avery and Sasco were in

serious financial trouble by 2002.

“A few years earlier, after a successful

career in the global transportation of cars

by sea, I had retired in the United Kingdom

(UK), aged 40. In early 2002, I met an

executive of Avery UK at a drinks party.

When asked what I did, I said nothing,

except that I used to be a chartered

accountant in South Africa.

“He jokingly asked me if I wanted to buy

some struggling weighing companies in

southern Africa. Well, eight weeks later, I

became the new owner of Avery’s Africa

businesses (with the exception of Kenya

and Nigeria). The core company was the

South African scale company, Sasco.”

The new regulations coming into effect

on January 31, 2015, basically mean that

truck owners will need to formally advise

the consignor of each truck’s permissible

axle loadings and permissible total loading

capacities at the time of collecting goods.

(See page 8.)

“For the consignor, the implications

of the new regulations are much more

onerous. In summary, the consignor will

need to ensure that adequate records are

kept on a load-by-load basis, to demonstrate

that vehicles were loaded in such a way

that their permissible axle loadings and

total permissible load carrying capacities

were not exceeded,” Palmer explains.

This means having weighing equipment,

which can provide both axle weighing and

total mass calculation, and having systems

and processes to produce records that

show that the permissible axle weighings and

total carrying capacity were not exceeded.

This is where Sasco comes in. “The first

step that we took after acquiring Sasco,

was to start the process of securing

exclusive access to the best weighbridge

technology in the world. Bilanciai, an Italian

company, produces the world’s best

weighbridge instrumentation. In 2007,

Sasco was appointed Bilanciai’s exclusive

African distributor,” he says.

Sasco has subsequently expanded

its axle weighing product range from

multi-deck weighbridges and “Bilanciai

upgrade packages”, to include portable

multi-deck weighbridges, portable truck

decks, static axle weighers, in-motion axle

weighers, weigh pads and smart software

solutions.

Palmer concludes: “Therefore, Sasco

can offer a range of standard axle weighing

solutions that will enable consignors

to comply with the new regulations.

Supplying a standard solution revolves

around Sasco Cloud, which was launched

to enable weighbridges using Sasco

Proweigh software to write weighing data

(including axle weighing data) directly

to the cloud for subsequent access by

various systems. We believe Sasco Cloud

will fully meet the consignors’ record-

keeping requirements under Regulation

330B (2) of the Act.” |FOCUS

Jonathan Palmer, chairman

of Sasco Metrology Services,

shares the history of the

company and sheds some

light on the new consignor

and consignee regulations, to

be implemented at the end

of January next year. CLAIRE

RENCKEN reports

from retired Ca to

expertweigHbridge

CAPTAInS OFInDUSTRY

Palmer came out of retirement to turn Sasco’s fortunes around. The company now offers technologically advanced solutions to meet any weighing requirements.

??????????????


weigHbridge

www.renault-trucks.co.za


PASTCAPTAInS

when asked to write an

article for this issue

of FOCUS on people,

rather than trucks or

companies, I gave considerable thought to

the selection of my subjects. Having worked

in and with the motor industry for more than

45 years, I have certainly met more than

my fair share of “interesting” characters,

but truly inspirational people have been a lot

thinner on the ground.

Nevertheless, the three personalities

featured in this article I consider to have had

a profound impact on my own attitude and

performance. In their presence, I always felt

inspired and empowered. Unfortunately, all

three have now passed on to higher service,

but the fond memories live on.

W. ROBERT (BOB) PRICE

I joined General Motors South Africa as truck

area manager, in the Durban regional office,

in 1978. In early 1980, I was promoted to

government sales manager, and transferred

to head office in Port Elizabeth. Over the

following six years I held virtually every

management post in GMSA’s Truck Sales

Division, and was heading up the division by

1986.

At that time, there was considerable

uncertainty over GM’s future in the country,

with frequent rumours of sell-offs and

withdrawals. Several times, we looked out of

our office window in Kempston Road, to find

the directors’ car park completely empty,

which set the rumour mill off again at an

accelerated pace.

This atmosphere was not conducive

to good morale in the company, and the

management team had shrunk somewhat,

requiring some realignment of responsibilities.

In this process, I had re-inherited the

government sales portfolio, in addition to my

other duties.

As 1986 neared its end, however, we

were aware that something big was about

to break and one morning management

were asked to gather in a small theatre

situated at the end of the first floor

office corridor. While we were sitting

anxiously waiting to discover our fate,

the door opened and in walked a tall

American. Every person in the room leapt

to their feet and broke out in spontaneous

applause.

This was, of course, W. Robert Price, who

had been GMSA’s managing director from

1971 to 1974, and had led the company

through some of its most successful years

in the country (he had subsequently moved

on to head up Vauxhall Motors in the

United Kingdom, and GM’s Motors Trading

Corporation).

While spending over four decades in any industry, one is bound to cross paths with people who make an

impact on your own life. FRANK BEETON recalls three industry figures, who did just that – and so much more

lives on

Makoto Hisano and Frank Beeton take a break from tough negotiations in Japan.

inspiraTiOn


PASTCAPTAInS

During the meeting, we were told about

the unfolding developments that would lead

to the establishment of the Delta Motor

Corporation, and that Price had resigned

from GM and would be our chief executive.

This was the best possible news for the

somewhat dispirited management team

(many of whom firmly believed that Price

could walk on water), and helped greatly to

ensure that key personnel stayed with the

company.

During the following year, I got to know

Price well. With the impending change in

corporate identity, it was important to retain

our hard-won government supply contracts

through the changeover, and I was responsible

for taking Price to meet senior personnel in

the departments that were our important

customers. His charisma was put to work,

and their reaction to the “localisation” of

GMSA was almost as enthusiastic as that of

the company’s management, so everything

went off smoothly.

However, I soon also discovered that

Price also had a substantial personal

interest in the truck business, and he

identified Tony Barlow and me as the “truck

guys” in the company. The three of us

held many long discussions on our future

business direction, in the Johannesburg

regional office boardroom, after our day’s

work was completed.

In his final years at GM, Price had spent

some time in Europe trying to find a suitable

partner for the Corporation’s global truck

business, and he soon began the process

of calling meetings between ourselves and

potential local partners.

Alas, much of this vision came to naught;

Price passed away, very unexpectedly, from

a heart attack on Saturday, October 10,

1987 – aged only 61. He did, however, live

long enough to see the formal launch of Delta

Motor Corporation early in that year, and to

witness the early stages of its success.

His vision for an expanded truck

business did not materialise, however,

and Delta retained the same level of

partial participation in the market that

had prevailed at the end of the GM era,

until it was re-acquired by the American

corporation in 2004.

By the end of 1988, I had become

frustrated by the lack of progress of the

company and the indecision over my own

career path, and so moved on to other

challenges. Price had certainly left a lasting

impression on me, however, and I have no

doubt that, had he lived longer, I would have

been happy to stay and support his ambitions

for a more comprehensive Delta presence in

the truck business.

MAKOTO HISAnO

I first visited Japan in 1985, co-hosting a

press contingent on behalf of General Motors

(GM). By then, I had had frequent dealings

with Japanese representatives from Isuzu

Motors, and, to a lesser extent, Suzuki (my

tender sales staff were also responsible for

controlling the importation programme for

Suzuki vehicles).

On that trip, we visited the Isuzu operations

at Kawasaki (since closed), Fujisawa,

Tomakomai – the impressive test facility

on the northernmost island of Hokkaido –

as well as Suzuki’s ultra-modern plant at

Hamamatsu.

When I joined Nissan South Africa’s

(NSA’s) truck division in 1990, initially as

national fleet sales manager, I soon renewed

my acquaintance with Japanese culture,

which was, understandably, even more of an

influence at NSA than at GMSA; which had

retained a substantial American flavour.

Following a reshuffle in the miniscule Nissan

truck division, I was given responsibility for the

product management function, which involved

considerably more interface with the local and

visiting Nissan Diesel (ND) personnel.

To be honest, my initial impressions of

the former were less than favourable, as

the incumbents appeared to be unwilling

or unable, to sufficiently advance Nissan

South Africa’s interests with their overseas

colleagues.

I then met one Makoto Hisano, a general

manager in the export department, on one of

my subsequent Japanese trips, and decided

that he was someone with whom I could

really do business.

I need to explain that the timeframe was

particularly critical to ND’s business in South

Africa. We were about to shake off the yoke

of Atlantis Diesel Engines (ADE) and other

obligatory local content, and revert to original

equipment drivelines.

We had already taken the lead among

local manufacturers by breaking the ADE

mould with the original Nissan Diesel Cabstar,

but with a gross vehicle mass (GVM) rating of

only six tonnes, this model was not able to

exploit the most important nominal four-tonne

payload niche in the medium commercial

vehicle segment.

Business trips to Japan always involved lots of social eating! Here, Makoto Hisano, Mike Whitfield and Frank Beeton carry on the tradition.

»

PASTCAPTAInS

We desperately needed a seven-tonne

GVM model to take on the equivalent Toyota

Dyna and Isuzu N4000D trucks (the latter

being a product of my own earlier product

planning efforts at GMSA/Delta), as this

would give NSA an immediate and significant

benefit in truck market penetration.

It seemed that Nissan Diesel had

absolutely the right product in its ZZ light

truck series. Powered by a large 4,6-litre,

naturally-aspirated four-cylinder diesel, with

GVM ratings of up to seven tonnes, it looked

spot-on for South African conditions, but it

soon emerged that some obstacles needed

to be overcome.

First, that range had been less than

successful in the domestic Japanese market,

and ND was aiming to discontinue it largely in

favour of bought-in products from Isuzu.

Second, the name “Nissan Diesel Cabstar”,

which we intended to continue on the ZZ

Series, cut straight across the naming rights

of Nissan Motor Company, that owned, and

intended to jealously guard, the Cabstar brand.

Our earlier use of this combination of names

on the six-tonne GVM model had apparently

severely ruffled some Japanese feathers!

At around the time that these issues

were presenting as serious obstacles to

our MCV aspirations, we had an enormous

stroke of good fortune, in that Hisano-san

was posted to South Africa as ND’s resident

representative.

This was quite unexpected, as his

position within ND, as a general manager,

was above that of previous locally-based

staff. However, this was an inspirational

move by ND, and proved a godsend in the

(sometimes extremely tense) negotiation

process that followed. NSA duly got its

Nissan Diesel Cabstar 35 and 40 range,

which turned out to be an unbridled

success.

My personal relationship with Hisano-san

was one of the highlights of my ten-year stay

at ND. I had the honour of visiting his house

in Japan, and meeting his charming wife,

who had elected to remain at home while he

completed his South African assignment. He

nursed me through one Japanese trip when I

contracted a nasty bout of influenza, feeding

me various potions of dubious origin, but

which certainly worked.

He would often come into my office in

Sandton to discuss corporate politics in

hushed tones, and obviously appreciated my

gai-jin (foreigner’s) perspectives, explanations

and insights. He was a man of great dignity

and integrity, and elevated my opinion of his

countrymen to new heights.

My favourite Hisano-san story involves a

practical joke I once played on him. During

my first visit to Japan in 1985, I had been

given some Japanese calling cards to use on

the trip. These contained my name written

in Japanese, and I kept a few of them for

possible future reference.

One day, back in South Africa, I carefully

copied the Japanese version of my name,


Nissan Diesel’s ZZ Series was the precursor of the local Cabstar and UD 35/40 MCV lineup. Here, Vic Capitani and Tom Kellett inspect the goods at the Ageo factory.


PASTCAPTAInS

freehand, on to a piece of note paper, took

it to him, and asked: “Hisano-san, can you

translate this please?”

He looked at it in total astonishment,

and demanded “How did you do that?” We

both fell about laughing when I explained,

and he was able to relax in the knowledge

that I had not suddenly become literate in

his home language. (We had long since

realised that Japanese managers like being

able to converse confidentially with their

colleagues in their own language when

negotiating with foreigners. South Africans

usually retaliated by speaking Afrikaans to

each other!)

Hisano-san duly finished his local

assignment, and moved on to head up

Nissan Diesel’s bus and coach-building joint

venture with Jonckheere in the Phillipines. I

was greatly saddened to hear that he had

subsequently passed away while still there,

under somewhat unusual circumstances, in

2002, aged only 58. I will certainly always

remember him as a perfect gentleman, a

highly valued colleague, and a good friend.

TOnY TWInE

The third inspirational person on my personal

list is the inimitable Tony Twine. I first

encountered Tony in 1984 when I was working

for General Motors. He had been asked by

ADE to bring some sanity to the forecasting

process related to the South African truck

market. ADE was receiving advance indents

from individual manufacturers totalling well in

excess of 100 percent of the actual demand,

and this was playing havoc with inventories

and forward indents.

Twine, in typically efficient fashion, soon

created a rational model based on macro-

economic inputs that has

remained the industry

standard up until this day.

This process enabled him to

regularly participate in Max

Braun’s “Outlook for Trucks” conferences, and

to be retained for management consultations

by many of the local truck manufacturers.

I attended a number of his presentations

during my stints at GM and NSA.

Then, in 2001, after I had left the formal

motor industry, it was Twine, who by that time

had become a director and senior economist

at Econometrix, who provided me with the

opportunity to base my fledgling consultancy

activities within the organisation.

The valuable credibility that came with

the association, as well as the administrative

support that enabled me to concentrate fully

on enjoying the work, have enabled me to

spend the past fourteen years as a strategic

analyst of, and commentator on, the local

commercial vehicle industry – and for that I

am extremely grateful.

But what of Tony Twine, the man? By the

time I met him, he had already lost most of

his eyesight due to his diabetic condition,

but far from becoming disheartened by this

very significant impairment, it seemed that

he was spurred on to greater achievements.

During the eleven years of our close working

relationship, I often marvelled at the way that

he coped in an environment that required

copious interaction with reams of facts and

data.

He had an amazing memory for detail,

and could direct his sighted colleagues to the

exact cell in a specific Excel workbook where

a required value was to be found. I found this

a touch intimidating at first, but later realised

that it was just the way that his brain worked,

and was more than happy to accept the

functional benefits.

Twine had an infectious sense of humour,

and enjoyed bouts of verbal sparring over

words that sometimes left me a little dizzy.

He had a substantial command of the English

language, and loved to use obscure witticisms

that he found extremely amusing. This often

came out in his prolific writing.

He was incredibly tolerant of the media,

even when they asked him questions at the

most inconvenient of times, and always went

to great lengths to explain advanced economic

theory in terms that everybody, including the

lay public, could readily understand.

Twine was also not above laughing

at himself. I once accompanied him to a

presentation at a well-known Magaliesberg

venue. The audience was configured in one

of those “hollow-square” formations, and

Tony and I ended up seated on one of the

corners, adjacent to a doorway. When he

got up to speak, he pushed back his chair,

and with a low table in front, he had no

tactile reference to his position relative to

the audience.

By the end of the presentation, he had

“drifted” half way out of the doorway, and

was addressing the adjacent empty room!

This provided us all with a good laugh, but

after that we always made sure that he had

a lectern, or some other piece of furniture,

to which he could anchor himself during his

presentations.

It is still very hard to believe that he is

no longer with us, but the huge number

of tributes, emanating from prominent

dignitaries and the most humble of people,

that poured in after March 11, 2012, bear

testament to the rich legacy that he has left

behind. To put it in a nutshell, Tony Twine may

have been small in stature, but he was a giant

in intellect. |FOCUS

Above: Bob Price – global icon, South African hero.Left: Tony Twine – intellectual giant.


FOCUS OnTYRES

it all began December 2013, when

Sumitomo Rubber Industries Limited

(SRI) acquired the manufacturing

and distribution licence for Dunlop

tyres in South Africa and 33 other African

countries, from Apollo Tyres Limited. This

led to the formation of Sumitomo Rubber

South Africa (SRSA). SRI is the world’s fifth-

largest tyre manufacturing company and has

headquarters in Japan.

“Market access played a significant part in

SRI’s decision to acquire the Dunlop rights,”

explains SRSA CEO Riaz Haffejee – adding

that SRI wanted to have the Dunlop rights

for Africa. (It already owned the trademark

in 20 countries on the continent.) “So, when

SRI puts the two together, it owns the brand

rights for the entire continent.”

Haffejee adds that SRI, like every other

multi-national, covets Africa for its growth

potential. “It’s really the last outpost of growth

left in the world.”

SUMITOMO PUTS ITS SHOULDER

TO THE WHEEL

“Now we are part of a global family,” Haffejee

points out. “We are factory number 11 and

the 83 000 km2 factory in Ladysmith is still

growing.”

Haffejee emphasises that, for this reason,

SRI is going to invest R1,1 billion into the

Ladysmith factory, over the next three years,

to support its original equipment business

and African expansion. “We are going to put

a great deal of money and effort into making

sure that we are the leading tyre company on

the continent in the next few years.”

The investment includes plans to initiate

local production of the Sumitomo Tires’

brand as well as range extensions and

quality enhancements to the Dunlop brand.

These new ranges will require significant

technological enhancements and physical

expansion to the 41-year-old plant.

SRSA has also invested significantly in its

Ladysmith-based workforce and has included

multiple stakeholders in a structured

programme to promote unity, productivity

Another year has rolled by and 2014 is almost at an end … This has certainly been a busy time for the

Dunlop brand as it “moved house”, set itself up – with a R1,1 billion investment – to conquer the African

continent and is getting ready to take 2015 by storm with its new range of Truck Bus Radial tyres

r1,1 billion afriCan dreamdUnLOp’s


FOCUS OnTYRES

and motivation of the workforce in line with

the expansion plans. “The Ladysmith plant

is set to undergo significant changes over

the next 18 months, and we really wanted

our employees to feel part of this process

and to be excited by the expansion,” explains

Haffejee.

He adds: “The community is important

for us. Ladysmith is a small town, so we are

close to the community, and we want to get

closer. We have to support our employees as

much as possible. That isn’t the reason for

investing, but it has to work hand in hand.”

This latest investment definitely is an

indication of the company’s commitment to

Above left: Ikuji Ikeda, CEO of Sumitomo Rubber Industries (left), and Riaz Haffejee, CEO of Sumitomo Rubber South Africa, look forward to growing Dunlop’s African footprint. Above right: Dunlop’s newly revamped home - the Lion Match Office Park in Durban’s Umgeni Road.

»


FOCUS OnTYRES

growing its business in South Africa, boosting

the quality of the company’s products and

ongoing improvement of its range offering to

consumers.

“The Dunlop brand already has a strong

consumer loyalty base in South Africa, and

is instantly recognisable throughout Africa,

having recently taken top place in the TGI

Brand Icon Survey 2013/14 for the third

consecutive year,” says Haffejee, who goes

on to elaborate: “First introduced into the

country in 1935, when Dunlop Limited

opened its Durban factory and subsequently

the Ladysmith factory in 1973, Dunlop has

since gone on to build an impressive track

record of achievements in this country and

around the world.”

At a time when the industry faces

challenges from high manufacturing costs,

tough labour relations and competition from

imported tyres, SRSA is still confident in

making the investment and has taken a long-

term view of the South African motor industry

and potential of the African tyre market.

PUTTInG SOME nEW RUBBER On

THE ROAD

The company also wanted a higher

performance level from its products, so it

has decided to switch to a new range of

imported TBR tyres, come January 2015.

“We wanted a stable supply, supported by

a global footprint and we wanted tyres that

sported the latest SRI technology,” says

Haffejee.

This is in line with the company’s efforts

to promote advanced fleet management

services and increase the variety of top-

quality products from its stable, as well as

offer a more environmentally friendly tyre.

Haffejee adds that, out of the 11 factories

across the globe (in Asia, Europe and Africa),

three of SRI’s plants manufacture Dunlop

TBRs. “In total, between the three, they can

make about 13 500 units per day, so the

company’s capacity for truck tyres is very

good.”

As for the SRI technology, Haffejee adds

that the big-volume-sales tyres (20 out of the

42 SKUs that will be imported), will come

with Dunlop Energy Controlled Technologies

(DECTES). “It controls the heat energy, the

contact patch and the energy loss, which

results in higher mileage and lower rolling

resistance.”

According to the SRSA CEO, the new

range delivers some remarkable results. “We

did an internal rolling resistance experiment

and the new TBR range outperformed the

benchmark competitive product.”

The DECTES technology also improves

fuel efficiency, prolongs original tread life

and promotes slow, even wear for better

retreadability. “Our results on the controlled

tyres have been remarkable,” says Haffejee.

“We’re excited about bringing in a range

of tyres that is going to give us a distinct

performance advantage.”

Along with SRSA’s dedicated In-Field

Technical Services team, for on-the-

ground support and ongoing research and

development, the company is confident that

this range application will serve as an asset

to any fleet management company.

ROUnDInG IT UP

SRSA is braving new territories as it aims

to change the company for the better. “We

have to lead this industry. We have a huge

opportunity in manufacturing and retail in

South Africa and on the rest of the continent,”

says Haffejee.

SRSA is certainly rolling full steam ahead.

Its latest investment shows the company’s

confidence in growing its business in Africa,

while focusing on fleet customers with its

pending new range of TBR tyres.

The company is sure that these

investments will have a hugely positive effect

on the country’s tyre industry and local

employment, and will serve to facilitate the

company’s future growth and development

on the African continent. |FOCUS

Dunlop’s technologically advanced new generation of tyres boasts improved fuel efficiency, prolonged tread life and slow, even wear.

This shows the company’s commitment to

promote advanced fleet management services and increase the variety of top-quality

products from its stable.

??????????????


www.dunloptyres.co.za


vEHICLEHAnDOvER

imperial Cargo is taking delivery of

an additional 60 MAN TGS 26.440

BLS truck tractors for its line-haul

operations in southern Africa. The

new vehicles will join the 44 MAN TGS

26.440 BLS units already operating in

Imperial Cargo colours, bringing the total of

MAN vehicles in the fleet to over 100.

Geoff du Plessis, managing director of

MAN Truck & Bus, handed over several of

the new vehicles to Christo Theron, group

managing director of the Imperial Cargo

Group at a function held at the Nelson Wine

Estate in Paarl Valley on November 14. The

handover was attended by management,

staff, suppliers and clients.

The 60 new trucks are expected to

travel an average of 16 000 km per

month. They were procured on a

36-month/600 000 km rental agreement,

with the assistance of MAN Financial

Services.

As a purpose-built, long-haul prime mover,

the 6x4 MAN TGS 26.440 BLS is equipped

with a 12,4-litre, in-line MAN D26 common-rail

diesel engine with a power rating of 324 kW

(440 hp) at 1 700 to 1 900 r/min, and a torque

output of 2 100 Nm at 1 000 to 1 400 r/min.

It boasts a double sleeper cab, automated

manual transmission with a ZF intarder, air

suspension and hypoid rear axles. Importantly,

this brings with it safety, low emissions and

an impressively low cost per kilometre (CPK).

Servicing blue-chip, fast-moving consumer

goods (FMCG) clients like Distell, Woolworths

and Nampak, Imperial Cargo’s line-haul

operation extends across South Africa and

Namibia. “Each truck carries a payload in the

region of 36 t and the TGS strikes the perfect

balance between power, tare mass and fuel

economy, giving us new benchmark total-

cost-of-ownership figures,” says Theron.

“The MAN TGS 26.440 BLS is the only

derivative in our line-haul fleet achieving

an average of two kilometres per litre

(55,6 l/100 km), compared to an average

1,8 km per litre by competitor brands,” he

adds.

Others, besides management and

the accountants, are also delighted. “Our

drivers say it’s the best truck in the fleet; it’s

comfortable and easy to drive. They are quite

reluctant to get behind the wheel of anything

else,” notes Theron.

Imperial Cargo has its headquarters

and three depots in the Western Cape with

other depots in Gauteng, Kwa-Zulu Natal,

the Eastern Cape and Namibia. Its cross-

border services include freight transport

to other sub-equatorial countries including

Zimbabwe, Zambia, Angola, Botswana and

Mozambique.

Du Plessis says: “A key objective of

MAN in southern Africa is to gain market

leadership in the long-haul sector by supplying

fuel-efficient trucks that significantly lower

A delivery of 60 new TGS 26.440 BLS (LX) models brings Imperial Cargo’s MAN fleet to over 100, and

with it a new benchmark in the company’s total cost-of-ownership figures

man & imperial Cargo hit a

cenTUrY


vEHICLEHAnDOvER

total cost of ownership. The injection of 60

new MAN TGS 26.440 BLS derivatives into

the Imperial Cargo fleet is testimony to the

technological leadership of the vehicle.

“It is also extremely encouraging to

know that, as an organisation committed to

safety, quality and environmental protection,

Imperial Cargo has found the MAN TGS more

than capable of meeting its stringent criteria

within these areas,” he says.

Imperial Cargo deployed its first MAN

trucks in 2012, following successful in-fleet

trials of the TGS 26.440 BLS. Theron

stresses that the company runs rigid test

programmes on all new trucks entering the

fleet, primarily looking at fuel consumption

figures. It wasn’t solely the cost of ownership,

however, that persuaded the company to

step up its MAN fleet.

“Apart from the impressive fuel-consumption

figures, which have remained consistent over

the last two years in our existing TGS fleet,

the after-sales service we get from MAN’s

Cape Town branch is exceptional. Response

times are swift and monthly performance

meetings between my team and MAN’s

Cape Town branch ensure that we adhere to

our service-level agreements,” says Theron.

“On-site vehicle servicing by MAN technicians

at our workshops keeps our uptime levels at

an optimum.”

Warren Atkinson, key accounts manager:

Cape Region, MAN Truck & Bus SA, says that

the industry watchword remains true: “Our

sales team sells the first unit – the workshop

and after-sales service sells the rest.”

He confirms that service was a critical

factor behind securing the order from

Imperial Cargo. “As a quality-driven, RTMS-

accredited fleet, Imperial Cargo requires

hands-on service support and round-the-

clock availability of MAN technical personnel;

factors which are integral to our service

level agreements. Our team at MAN Cape

Town is fully geared to satisfy all Imperial’s

requirements.”

Theron stresses that, while the handover

was the highlight of the function, it was also

a celebration of the relationship between the

two companies, which is founded on trust,

reliability and team support.

Du Plessis says that being chosen for

superior technology and customer-focused

after-sales service was hugely significant for

MAN. “This order of 60 TGS units proves

we have the right product for long-haul

applications in southern Africa, as well as

the right people to service the trucks and

our customers in a manner that builds their

business. All of us at MAN are proud to be

associated with Imperial Cargo and we look

forward to a partnership that continues to

grow in strength.” |FOCUS

Above: MAN TGS 26.440 BLS truck tractors lined up for delivery in the livery of Imperial Cargo.Left: From left: Geoff du Plessis, managing director of MAN Truck & Bus SA; Warren Atkinson, MAN key accounts manager, Cape Region; Christo Theron, group managing director, Imperial Cargo Group; Sally Rutter, MAN head of key accounts; Dave van Graan, head of truck sales, MAN.


DEFEnCEvEHICLES

The annual Africa International Aerospace and Defence (AAD) Exhibition never fails to deliver the goods. Mercedes-Benz South Africa used the opportunity to show what it has to offer

velvet gloveirOn FisT,

The Waterkloof Air Force Base

was abuzz with the sound of light

aircraft and armoured defence

vehicles between September 17

and 21, as AAD again attracted a wide

audience from both the public and defence

sectors.

Mercedes-Benz was keen to show

off its defence solutions, designed for its

customers to respond to any and all tactical

demands and logistical needs. “Mercedes-

Benz is at the forefront of innovation

and product development in the defence

field, which makes us the manufacturer

of choice for armed forces that require

tailored solutions for differing missions,”

says Christo Kleynhans, product manager,

Mercedes-Benz Trucks.

The company certainly had a

comprehensive assortment of vehicles on

display, beginning with the van-based Sprinter

4x4. With all-wheel drive, the Sprinter 4x4 is

designed for the most adverse conditions,

adhering to the strictest of requirements

when it comes to traction. Mercedes-Benz

claims it is a vehicle that caters for a wide

range of applications, including defence use

and other special purposes.

Next in line is the hulking Unimog

U 5000 – designed for maximum mobility in

the toughest terrain. The Unimog offers the

greatest off-road capability in vehicles with a

permissible gross vehicle weight of between

9,5 and 14,1 t. Thanks to this outstanding

off-road capability, the Unimog is perfectly

suited to defence applications in the most

difficult terrain.

Finally, on a slightly smaller, albeit no less

tough, scale, the Mercedes-Benz M-Guard

gives its occupants the ride comfort they

require, while providing outstanding

protection. A raised seating height ensures

a better view of surroundings and, as a

special-protection vehicle, the M-Guard with

integrated protective components meets all

the requirements of Resistance Level VR4

– meaning it is rated to protect occupants

against handguns as powerful as the

.44 Magnum. Further, its 4MATIC permanent

all-wheel drive delivers outstanding traction

and handling whether on- or off-road.

“Mercedes-Benz defence vehicles are

designed with conflict situations in mind,

and this guides us to provide solutions to

fulfil the various demands placed by different

missions. We offer logistics, armoured and

high-mobility vehicles as well as other tailored

solutions for our clients,” says Kleynhans.

These include a premium back-up and

supply infrastructure, including custom-

tailored defence-based solutions. In addition,

Mercedes-Benz has also developed standard

service solutions designed to meet specific

customer requirements. Ongoing support is

offered through the manufacturer’s extensive

dealer network and support partners.

Mercedes-Benz says that those who

purchase its defence vehicles are able to

rely on the company’s faultless service

and operational capability. It’s no wonder

visitors to AAD flock to its stand every

year. |FOCUS

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www.afrit.co.za


OCEAnRACE

Icebergs, searing heat, dead-calm waters and tropical storms are just some of the challenges contestants

in the 38 739 nautical-mile Volvo Ocean Race have to tackle. GAVIN MYERS and JACO DE KLERK traded

their trucking caps for life jackets to follow the action

of adventurespiriT

It takes around seven months to produce one boat. Teams have to buy their boat for around €5 million (R69 million).

The human spirit is an interesting

thing. It pushes us to push

ourselves. It pushes us to be the

best; to set out on crazy, dangerous

and wonderful adventures – and survive them.

Not for money, perhaps for glory, but mainly to

prove that it can be done.

The Volvo Group, known for its hallmark of

safety and quality, is not an organisation one

might associate with such a whimsical attitude,

but scratch a little deeper and you’ll find that

the ties that bind go quite deep. The spirit

of Volvo constantly pushes design, innovation,

technology, strength, endurance and teamwork

– all the cornerstones that comprise the spirit

of the Volvo Ocean Race.

This race began in 1973, originally as the

Whitbread Round the World Race. Volvo has

been the title sponsor since 2001. The race is

actually 50 percent owned by Volvo Group and

50 percent owned by Volvo Cars. Of course, a

lot changes in 40 years and, although three

lives were lost in that very first race, it was

a lot more luxury sailing and a lot less of a

professional sport.

This year saw entries from seven teams,

including the first all-women’s team in ten

years. The women’s team is allowed 11 sailors,

while men’s teams are allowed only eight. This

is to help level the playing field in what is an

extremely physical event.

The teams stock only freeze-dried food and,

although they eat around 6 000 calories a day,

they lose about ten kilograms on each leg of

the race! The team members are supposed

to sail in four-hour shifts, but, even so, sleeping

is difficult.

This 12th edition of the race is also the

first in which all the boats are identical. Known

as the Volvo Ocean 65, the highly advanced

boats were designed to cut costs in half. Like

Volvo’s vehicles they are of exceptional quality

(they will last for two races) and offer improved

safety and stability. A one-make race has the

added benefit of putting focus on the individuals,

rather than who can afford the most advanced

vessel.

This was clearly evident as the boats began

to pull into Cape Town at the end of the first

leg on Wednesday, November 12; the race

beginning in Alicante, Spain. Team Abu Dhabi

finished first, with team Dongfeng arriving just

ten minutes later! Teams SCA and Mapfre

brought up the rear two days later …

In addition to the sights and sounds of the

race village, a highlight of each stop is the

in-port race. Held on Saturday, November 15,

countless boats gathered in the bay to watch

the teams attack the three-lap course. In the

end it was teams Abu Dhabi, Brunel and SCA

that took the top three spots of what was a very

tight race. Points from the in-port races only

count in splitting ties at the end of the event.

Oh, there is also no prize money – the

winners get to hoist the trophy and boast that

they had the spirit to conquer one of the world’s

most extreme sporting challenges!

By the time you read this, the teams will be

well on their way to arriving in their next port –

Abu Dhabi. Happily, each boat is fitted with five

cameras and also carries a dedicated media

representative, so you can watch the action live

on the volvooceanrace.com website. You can

also download the Volvo Ocean Race app to

follow the action on your mobile devices.

Do it – you’ll be amazed at what the human

spirit can achieve.

(THE EASTERn) WInD OF CHAnGE A truck manufacturer sponsoring a yacht in the

Volvo Ocean Race? It makes perfect sense. But

Dongfeng isn’t, exactly, the first that would come

to mind … One of China’s leading truck brands,

Dongfeng Trucks (with Dongfeng adequately

meaning “the eastern wind”), is sponsoring

the Dongfeng Race Team, in what is called the

Everest of sailing.

The company wants to utilise the Volvo

Ocean Race’s international platform to develop

its overseas market. “The first thing is to

promote our brand, so that people can know who

we are – by means of this race, we can utilise

the media resources to promote awareness to


OCEAnRACE

the overseas markets,” says Liu Licheng, vice

president of the manufacturing technology and

overseas business departments at Dongfeng

Trucks. “We want to shift Dongfeng Trucks

from a Chinese brand to a global brand.”

In Cape Town, the Dongfeng pavillion was

abuzz with constant activity – from Kung Fu

warriors to interactive media via tablets, movies

and the ever-friendly Dongfeng staff, and on the

sea the company had another yacht – dubbed

the Extreme 40 – to give guests a glimpse of

what it takes to sail a yacht and to highlight the

excitement.

“The team has traversed the first leg and

encountered some problems, but they’ve

pushed through,” Licheng tells FOCUS. “Just

like our Dongfeng trucks during our plans to

expand into the overseas market.”

The company wants to first focus its

attention on developing markets, before setting

its sights on Europe. “We want to go global

step by step. When we are mature enough,

we will try to enter into the European market,”

says Licheng.

The company isn’t going to just offer

what it thinks these markets might want,

however ... “We have some new products

to be placed in those markets, but we first

want to find out more about the market

demand,” he says. “Then we can decide

which products we should place there and

what kind of service network we should

offer.”

South Africa is high on Dongfeng’s list.

“In 2015 we will set up a new after-sales

and service network. Through these we will

distribute throughout South Africa and into

the whole of Africa.” Licheng adds that the

company will provide more support to develop

its market here.

Licheng eloquently summarises: “We are

developing our overseas markets, which is

uncharted waters for us – so we have to

challenge ourselves, just like when we are

facing the sea … everything is unknown, but

we have to conquer the ocean and we have to

conquer the markets …” |FOCUS

Around the equator teams have to rely on ocean currents to carry them, as there is little wind.

Each person has only one set of clothing per race leg. There are no showers on the boats.

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ITOYExCLUSIvE

gAZ Group’s Gorky Automobile

Plant – a part of Basic

Element, one of Russia’s

largest diversified industrial

groups – has kicked off production of the

company’s new generation medium-duty

truck; the GAZon Next.

Russian President Vladimir Putin,

together with Oleg Deripaska, head of Basic

Element’s supervisory board, and Vadim

Sorokin, GAZ group president, announced

the launch via a televised session with the

plant’s workers in September.

“GAZon Next is GAZ Group’s third new

product launched in 2014. I hope the vehicle

will become a new leader among medium-duty

trucks, since it has all the required technological

features,” Deripaska says.

Earlier this year, GAZ Group unveiled the

19-seat GAZelle Next bus and a double-row

cargo and passenger version of the GAZelle

Next light commercial vehicle. The model range

will expand to include the Sadko Next off-roader,

which will be released in 2015.

With a total investment in the GAZon Next

truck family of US$ 60 million (R673 milion),

the vehicle was designed to be the perfect

choice for professionals; combining state-of-the-

art engineering solutions, a high level of active

and passive safety and excellent ergonomics in

the driver’s cabin.

The vehicle has been designed for a long

service life and to pay for itself in a short period

of use in various areas of business. It features

an extended warranty, low maintenance costs,

high fuel efficiency and the best price in its

class.

GAZon Next is built using systems

and components from the world’s leading

suppliers: ZF steering, Tenneco shock

absorbers, braking components from Wabco,

CSA Castellon adjustable steering column,

ZF clutch, Takata safety belts and Delphi

ventilation systems.

The truck is powered by the high-output,

fuel-efficient YMZ-534 engine. The engine’s

power output has been increased from 101 to

111 kW (136 to 149 hp) when compared to

the outgoing model.

The urban and universal versions of GAZon

Next are differentiated by wheel size and loading

height. The urban truck’s lower platform allows

faster and easier loading/offloading, whereas

the universal truck’s higher road clearance

enhances its off-road capability.

GAZon Next has a payload capacity of

five tonnes – 500 kg more than previous

models of GAZ trucks. Due to the increased

length and width of the cargo platform and

the increased height of the rectangular

canopy, the loading area has grown

by 20 percent and loading volume

(under canopy) by 42 percent.

Russian vehicle maker GAZ Group has launched its new medium-duty truck; the GAZon Next – and the

company is eyeing the African market for introduction

a new entrant to

aFrica?


ITOYExCLUSIvE

A broader cargo platform can hold nine

(standard wheelbase) or 12 (long-wheelbase)

standard cargo pallets in one layer, compared

to six or ten pallets in older models.

GAZon Next’s double-row cabin has

seven seats, while a single-row model can

accommodate three people. The spacious

cabin is equipped with a comfortable anatomic

driver’s seat with five adjustments and lumbar

support.

The truck is also equipped with a modernised

front and rear suspension and new hydraulic

power steering. Anti-lock braking and anti-

slip regulation ensure improved safety and

manoeuvrability.

With an extended three-year (or

150 000 km) warranty, the truck has a service

interval up to 20 000 km – the best in Russia’s

light and medium-duty segments. Sorokin notes:

“Safety, ergonomics and comfort are the three

basic principles of the new vehicle. State-of-the-

art technical solutions, together with the world’s

leading suppliers of auto components, ensure

the best guarantee in its class. None of our

competitors have similar warranty conditions.”

In preparation for the manufacture of these

vehicles, GAZ auto plant dramatically upgraded

its production facilities, including the installation

of new welding lines and more than 100

advanced moulding tools.

Due to the vehicle’s reliability, the best-in-

class price and low maintenance costs, the

company says GAZon Next has high export

potential, particularly for eastern European

countries, Asia and Africa.

“A higher payload capacity, increased

passenger capacity, ergonomics and better

drivability makes GAZon Next an ideal choice for

the business, social and utility sectors,” Sorokin

concludes.

The GAZ Group is the biggest manufacturer

of commercial vehicles in Russia, producing

light and medium-duty commercial vehicles,

buses, trucks, passenger cars, powertrains

and auto components. It is the leader in

the Russian commercial vehicle market, with

50 percent of the light commercial vehicle

segment and nearly 65 percent of the bus

segment. |FOCUS

a new entrant to

aFrica?As regular readers of FOCUS know, this magazine has been appointed an associate member of the International Truck of the Year (IToY)! FOCUS is the sole South African magazine to have joined this prestigious body. One of the advantages of this association is access to exclusive articles, specially written for FOCUS by ITOY jury members. This is one such article.

2014

Its third new vehicle launched this year, the GAZ Group’s GAZon Next might find its way to Africa.


There I was, sitting in afternoon

traffic, laughing out loud behind

the wheel of the new Transit.

No, Joburg traffic hadn’t finally

cracked me. I had realised that, front on,

the Transit actually looks like a pug, or

similar pup; what with its squashed up nose/

grille, big googly eyes/headlamps and black

mouth/plastic bumper. My mind immediately

clicked to the “’84 Sheepdog” of Dumb &

Dumber fame … and I didn’t stop giggling the

whole way home.

Of course, there was an altogether more

serious side to my driving the new Transit.

You may have read our launch preview of

Ford’s new range of panel vans and chassis

cabs in the October issue of FOCUS … A little

further into the magazine and you might also

have read my review of the VW Transporter

Crew Bus, which I was able to make use of

while moving house. Well, the latter half of

this year brought on a lot of moving for my

family, as a few months after I made my

move, it was my mother’s turn.

Keen to prove what its new Transit can

really do, Ford South Africa very kindly lent me

a medium-wheelbase (MWB) medium-roof

Panel Van version for the task. With a gross

vehicle mass (GVM) rating of 3 300 kg, it only

requires a general code 8/EB driving licence

(payload weighs in at 1 325 kg, with a gross

combination mass of 5 325 kg).

While this may be the smaller of the two

panel vans available, its load area is certainly

commodious: at 3 044 mm in length,

1 784 mm maximum width (1 390 mm

between the wheel arches) and 1 886 mm

in height, over 9,1 m3 of volume – accessed

through 270°-opening rear doors and a wide

left-had side sliding door – swallowed up the

household goods with consummate ease.

Not all at once, obviously … Numerous

trips were made (one load was exclusively pot

plants and garden ornaments – add a sun roof

and it could’ve been a mobile greenhouse!)

which gave the prefect opportunity for the

2,2-litre Duratorq engine to show off its fuel-

sipping abilities.

Unfortunately, while Ford claims

consumption of 7,6 l/100 km on the

combined cycle, the onboard computer

returned figures considerably higher at the

end of our week of 14,3 l/100 km. Bear in

mind, however, that this was made up purely

of relatively short (up to 15 km) inner-city

trips, so better figures should be achievable.

Nonetheless, Ford’s 2,2-litre diesel is

a peach (we already knew this from the

many kilometres spent with it in the Transit/

Tourneo Custom and Ranger models).

Producing 92 kW and 352 Nm in this front-

wheel drive variant, the engine puts its power

down quietly and smoothly (certain road

The Ford Transit Custom is possibly the

best medium-sized van you can buy, and

the company wants a repeat performance

from the full-sized version. GAVIN MYERS puts

one to work and realises that it could be one of man’s

best (load-carrying) friends

tail-waggingly

gOOd

LIGHTBRIGADE


surfaces might force through a hint of torque-

steer) via a six-speed manual transmission.

A point to note is that gears four to six

are all overdrive ratios, so more highway

trips would have a positive effect on fuel

consumption.

And driving the Transit is as easy as

piloting a little hatchback … during the move

week I drove it in peak-time traffic to work and

back, to the shops, everywhere – and it was

no headache at all.

You can certainly believe the “Transit legend”;

of it being a favourite among British thieves for

its manoeuvrability and handling – even today,

laden or not, it must still be one of the leaders in

its class in terms of ride and handling.

It is also because Ford has designed

the Transit to make the task of driving

easier. It benefits from a well-thought-out and

executed, high-quality interior that includes

numerous storage spaces, including under

the passenger bench (although extra door

pockets wouldn’t go amiss).

From the driver’s seat, the large side

mirrors, with fantastic wide-angle mirrors,

make blind spots non-existent. Our van was

fitted with the optional reversing camera with

front and rear parking sensors, which made

manoeuvring child’s play.

Otherwise, Ford has endowed the Transit

with a host of electronic driver aids as

standard, including ESP Traction Control

with failed boost support, Emergency

Brake Warning, ABS anti-lock brakes with

Electronic Brakeforce Distribution (EBD), EBA

(Emergency Brake Assist), Hill Launch Assist

and Roll-Over Mitigation.

To ease the drudge of working in a mobile

office, Ford has equipped the Transit with a

rather decent sound system that includes

remote steering controls. It has USB and

Bluetooth hands-free capability, allowing

drivers to concentrate on driving. In the

load compartment, ten tie-down hooks are

provided.

Should you be looking to actually buy the

Transit – for, perhaps, moving purposes – you

will be pleased to know that the R399 900

purchase price includes a four-year/

120 000 km comprehensive warranty, a five-

year/unlimited kilometre corrosion warranty,

and three-years of roadside assistance with

unlimited kilometres. A service plan is offered

as a dealer option and service intervals are

15 000 km.

At the end of our move week, I have to

admit to developing a bit of a soft spot for

the Transit. It oozes Ford’s corporate DNA

inside and out (the design elements of which

are certainly evident in that pug-like face). It’s

no more intimidating to drive than one of the

company’s family cars. It’s quite endearing:

just like your favourite pooch. |FOCUS

LIGHTBRIGADE

??????????


FOCUS OnAvIATIOn

according to Tony Tyler,

director general and CEO of

the International Air Transport

Association (IATA), around

100 000 flights take to the air and land

safely each day. “The systems supporting

global aviation have produced the safest

mode of transportation known to humankind,”

he points out.

A 2013 study in Research in

Transportation Economics: Comparing the

Fatality Risks in United States Transportation

Across Modes and Over Time – as cited on

the Journalist’s Resource (named one of the

best free reference websites by the American

Library Association in 2013) supports this

statement.

The reference website notes that the

researcher, Ian Savage of Northwestern

University (a private research institute based in

the United States), prefaces his findings with an

important “caution” on measures of “safety” …

“The focus on fatalities is primarily

motivated by a greater confidence that

this measure of safety is reported more

consistently and accurately across modes

and time,” writes Savage. “In general, cross-

sectional and time-series comparisons in

fatalities are also indicative of differences

in non-fatal injuries, illnesses and property

damage, albeit that the correlation is not

perfect. In particular, fatalities are a poor

measure of some of the environmental risks

associated with the transportation of oil

products and hazardous materials.”

He continues: “In addition, many of the

advances in safety in recent decades have

focused on ‘crashworthiness’, whereby

design changes have been made to increase

the survivability of crashes and mitigate

the severity of injuries. Consequently, it is

possible that a reduction in fatalities may be

partly compensated for by an increase in the

number of injuries.”

With this said, Savage found that

mainline railroads claim an average of 876

lives per year. Most of these fatalities occur

during collisions with highway users and

pedestrians. “Per year, on average, only

seven passengers travelling on mainline

trains die,” the reference website cites

Savage.

“The overall fatality rate for long-haul

train service is 0,43 per billion passenger

miles. Excluding pedestrians and others not

on trains – 64 percent of total fatalities

assigned to railroads – the fatality rate is

approximately 0,15 per billion passenger

miles.”

For buses, on average, there are

approximately 40 fatalities per year – with

drivers and other bus-company employees

representing 25 percent of lives lost. “The

fatality rate per billion passenger miles for

buses is a relatively low 0,11,” the study

notes. “However, this is still 65 percent

The aviation industry prides itself on being one of the safest around, but this year saw some cumbersome

headlines that painted another picture … JACO DE KLERK takes a look at aviation safety and how it

compares to other movement modes

soaring

or skyroCketing risks? saFeTY

??????????????


FOCUS OnAvIATIOn

greater than that for aviation, and doesn’t

include victims of crime.”

The Journalist’s Resource adds that the

majority of aviation fatalities that occur each

year (85 percent) involve private aircrafts.

“On average, 549 people die each year

in activities such as recreational flying

(41 percent of flight hours), business travel

(24 percent), and instruction (17 percent).”

It states that Savage found that (excluding

acts of suicide and terrorism), commercial

aviation was the safest mode of travel in

the United States, with 0,07 fatalities per

billion passenger miles. “A person who took

a 500-mile flight every single day for a year,

would have a fatality risk of one in 85 000.”

The Journalist’s Resource says that takeoffs

and landings are where the risk is, not in

the number of miles flown, so risk-per-flight

calculations are higher.

This safety record was challenged

earlier this year, however, when Malaysia

Airlines Flight 17 (MH17), an international

passenger flight scheduled from Amsterdam,

in the Netherlands, to Kuala Lumpur, was

sadly shot down on July 17, over eastern

Ukraine.

“The tragic shooting-down of MH17

was an attack on the whole air transport

industry,” states Tyler. “The world’s airlines

are angry.” He adds that MH17 was a clearly

identified commercial jet and it was shot

down – in complete violation of international

laws, standards and conventions – while

broadcasting its identity and presence on an

open and busy air corridor at an altitude that

was deemed to be safe.

“Civil aircrafts are instruments of

peace,” says Tyler. “They should not be the

target of weapons of war.” In retaliation

the IATA joined with the International Civil

Aviation Organisation (ICAO), Airports

Council International (ACI) and the Civil Air

Navigation Services Organisation (CANSO)

in a declaration committing the parties to

review processes for flying over conflict

zones.

This included a commitment by ICAO to

establish a task force, comprising various

industry experts, to address the civil aviation

and national security issues that arose from

MH17. Two critical tasks were awarded to

the unit. “The first, and most urgent, is to

ensure that governments provide airlines

with better information with which to make

risk assessments of the various threats they

may face,” said Tyler when the task force was

announced.

He adds that members of the aviation

fraternity were told that flights traversing

Ukraine’s territory at above 9 750 m would

not be in harm’s way. “We now know how

wrong that guidance was. It is essential that

airlines receive clear guidance regarding

threats to their passengers, crew and

aircraft. Such information must be accessible

in an authoritative, accurate, consistent and

unequivocal way,” he reiterates.

Tyler says that the second task is equally

important, but comes with a longer time

frame. “We will find ways, through international

law, which will force governments to institute

better control of weapons that have the

capability to pose a danger to civil aviation.”

IATA and the rest of the industry called

for controls on the design, manufacture

and deployment of anti-aircraft weapons.

“Weapons of war – including powerful anti-

aircraft weaponry – are also in the hands of

non-state entities,” Tyler points out. “We have

conventions that address chemical, nuclear

and biological weapons, plastic explosives as

well as the trade in weapons generally, but

there is no international law or convention

to manage them – as exists for many other

forms of weaponry.”

He adds that MH17 showed us that there

is a gap in the international system that

must be closed. “Under ICAO’s leadership,

I am confident that we can find ways within

the United Nations’ system, to augment the

international law framework to ensure that

countries fully understand and discharge

their responsibilities in this regard.”

The aviation industry, like other modes of

transport, isn’t without its tragic blights, but

it is taking a firm stand against them. “There

is no need for major surgery, but we must

identify and close some specific gaps in the

system that, however infrequently, lead to

unspeakable mistakes and tragedies,” Tyler

concludes. |FOCUS

??????????


FOCUSOn RAIL

in her piece: Ten Failed Doomsday

Predictions, Rachel Cole, research editor

of Encyclopædia Britannica, states it

best: “Religious leaders, scientists, and

even a hen (or so it seemed) have been making

predictions for the end of the world almost as

long as the world has been around. They’ve

predicted the destruction of the world through

floods, fires, and comets – luckily for us, none of

it has come to pass.”

Prophesising poultry? Yip, you read right

– Cole tells the story of the clairvoyant hen of

Leeds: “In 1806, a domesticated hen in Leeds,

England, appeared to lay eggs inscribed with

the message ‘Christ is coming’,” she reports.

“Great numbers of people reportedly visited

the hen and began to despair of the coming

Judgment Day. It was soon discovered,

however, that the eggs were not in fact

prophetic messages but the work of their

owner, who had been writing on the eggs in

corrosive ink and reinserting them into the

poor hen’s body.”

However, no one has to torture a poor hen

to know that our country and continent’s rail

infrastructure is in a state of disrepair …

“South Africa’s biggest challenge is the old

infrastructure that is currently available,” says

Mandla Mlangeni, CEO of the cost engineering

and construction economist consultancy firm

MMQS. “In the rest of the continent, it is

either nonexistent or the capacity is simply

not available,” he points out. “That is one of the

biggest challenges that the rail infrastructure

must overcome.”

It would seem that government is

responding to this plight … In February, in his

budget speech, the South African minister of

finance highlighted the fact that the Passenger

Rail Agency of South Africa (Prasa) will spend

R16,3 billion on upgrading Metrorail coaches,

R1,1 billion to modernise 140 stations and

R5,5 billion to buy locomotives – over the three-

year medium-term expenditure framework.

An important aspect with such projects is

the need to control resources – a valuable yet

often understated function. “That is where we

come in, in terms of project management and

cost management – to assist guys like Prasa

to overcome the budget management hurdles,”

Mlangeni points out. “Overruns usually come

in on planning and when the project finishes

– so we ensure that the budget and timeline

is accurately estimated in the initial scoping of

the project.”

Another development that made the

headlines popped up in April when Prasa and

Gibela Rail Transportation (a joint venture led

by Alstom and co-owned by local shareholders,

Ubumbano Rail and New Africa Rail) concluded

a commercial contract signed on October 14,

2013, for the supply of 600 commuter trains

(3 600 coaches) over the next ten years.

The contract, with an overall value of

€4 billion (around R55 billion), includes the

construction of a local manufacturing facility

in Dunnottar, 50 km east of Johannesburg.

The first 20 units will be manufactured at the

Alstom Lapa plant, in Brazil, with the initial

the end, it would seem, is always nigh as doomsday

predictions form part of humanity’s history and

continue to roll in. however, another year has come

and gone without our extinction … but, taking the

state of africa’s rail industry into account, you

might think that armageddon has passed? on the

other hand, 2014 was filled with some exciting rail

developments that hold massive promise – are these

more guesses or a matter of fact?

everything will be all right in

THe end?

??????????????


FOCUSOn RAIL

trains scheduled to arrive in the fourth quarter

of next year. In addition, Gibela will provide

technical support and supply spare parts over

an 18-year period.

Alstom adds that this project is one of

the biggest in rail transport worldwide and is

the largest contract ever signed in its history.

Lucky Montana, Prasa group CEO, adds: “We

are proud of successfully conducting one of

the biggest railway procurement processes in

the world.”

He continues: “Thanks to this contract,

the old generation will soon be replaced by

over 3 000 new Metrorail coaches, specifically

designed for South Africa, with high standards

of safety, reliability and comfort. This will

substantially change the quality of passenger

service and will improve the daily journeys of

more than two million South African people.”

As for the rest of Africa, renting might be a

plausible option … Zithulele Gumede, marketing

manager of the DCD Rail cluster (part of the

manufacturing and engineering company DCD

Group), explains: “Although the leasing of rolling

stock in Africa is not common, a few South

African rail firms are promoting this model to

combat underinvestment in locomotives and

wagons.”

He adds: “A lack of funding has led to a

downturn in rolling stock fleets on the continent.

It is believed that a leasing model will offer

greater flexibility and stimulate the sector.” This

is in line with international trends, which are

moving away from outright purchase of rolling

stock to leasing. “Africa is still lagging in this

regard,” says Gumede.

According to Gumede, the current drive to

get parastatals to lease rolling stock offers them

a more cost-effective means of transportation

than road, or purchasing locomotives and

wagons themselves. It also provides them with

an easier means for the transportation of

goods.

“The concept of leasing rolling stock is in its

infancy in Africa, so it is understandable that

there is a degree of scepticism. Some of this

could be as a result of a lack of understanding

of the concept and residual risk of the leasing

option,” he points out.

“For the leasing companies, the lack of

interoperability of rolling stock between different

countries increases the residual risk, so

standardisation is important. Further education

of the industry needs to take place in order to

promote this alternative model.”

Gumede adds that there is room for the

development of rail infrastructure in Africa,

where the transportation of goods is a difficult

and costly affair. “There are many opportunities

for rail within the mining industry in Africa.

Commodities have to be transported from

mines to ports, but there is a lack of rail

infrastructure in many African countries. These

commodities therefore have to be transported

via roads, which is not cost efficient.”

Things might change, however, as various

players within the rail industry are uniting

to tackle both our country and continent’s

problems – but we can’t say if it will be hit or

miss …

Perhaps the fictional character Sonny, hotel

manager of the Best Exotic Marigold Hotel

(featured in a 2012 British comedy-drama

film of the same name and based on the

2004 novel These Foolish Things by Deborah

Moggach), is right?

“Everything will be all right in the end. If it’s

not all right, it is not yet the end” … |FOCUS


WHEELSWORLD On

during the last few years, South

America (and specifically

the Latin American region)

has grown in importance for

original equipment manufacturers (OEMs)

the world over, as its developing markets

show a lot of promise …

Martin Ståhlberg, head of Scania’s Latin

American operations, explains: “Latin America

today represents about 20 percent of Scania’s

vehicle deliveries, and the region has accounted

for reasonably stable growth in recent years,

despite the economic downturn during 2008

and 2009.”

Latin America isn’t only Scania’s second

biggest region, it’s also an important region for

the world, with its different countries presenting

various demands, conditions and, unfortunately,

challenges …

According to statistics from companies

linked to the freight carrier segment and

insurance industries – as mentioned in the Volvo

Group’s 2012 Sustainability Report – close to

91 000 accidents involving freight vehicles

occur every year in Brazil. “In these accidents,

12 000 people die, and approximately 4 000 of

them are truck drivers,” the publication relates.

Atlas da Acidentalidade no Transporte

Brasileiro (loosely translated as “the Atlas on

Brazilian accidents in transport”) – published

by the Volvo Traffic Safety Programme (VTSP)*

earlier this year – adds to this tragic picture as

it details the main causes of accidents involving

commercial vehicles, and the sections with the

highest number of accidents and deaths on the

four busiest highways in the country.

These include the Presidente Dutra

(colloquially known as Via Dutra – which forms

part of the BR-116, one of Brazil’s most

important highways – connecting the cities

of São Paulo and Rio de Janeiro), the Régis

Bittencourt (another section of the BR-116,

reportedly considered as one of the most

dangerous highways in Brazil, connecting São

Paulo to Curitiba in the South Region), Fernão

Dias (which runs in the state of São Paulo and,

northwards, in the southern region of Minas

Gerais) and BR-040 (connecting Brasilia to Rio

de Janeiro).

According to the study, in 2012, more than

70 000 of the accidents from the highway

quartet involved commercial vehicles. These,

sadly, resulted in 4 230 deaths, but the totally

unacceptable number of lives being lost, forms

only part of the devastation being suffered …

Peter Cooke, a VTSP consultant, elaborates:

“The problem of accidents and fatalities, involving

commercial vehicles, is extremely serious. It

entails losses that would adversely affect one of

the key sectors needed to develop the country.”

He adds that statistical work is paramount, as

the dimensions of a problem are needed in

order to address its causes.

South America is made up of

developing and emerging markets.

It’s not surprising, therefore, that

various companies want to get in on

the action. This region does, however,

present numerous challenges … but

original equipment manufacturers

aren’t letting these get in the way

lending a (mutual)

HeLping Hand


WO R L D O N W H E E L

S

WORLD ON WHEE

LS

In 2012, both truck and bus accidents

happened in greater numbers during the

week, but were more lethal over weekends.

For trucks, Saturdays saw 81 deaths per

1 000 accidents and Sundays 106 for the

same total.

A lack of attention led to the most accidents

(21 860 out of 2012’s 62 852 truck crashes),

but the accidents with higher mortality were

caused by improper overtaking (accounting

for 2 036 crashes), followed by alcohol abuse

(1 286 accidents) and speeding (which led to

5 368 collisions).

For buses, weekends looked worse than

weekdays. Saturdays averaged 116 deaths

per 1 000 accidents and Sundays 138. In

2012, there were 10 630 accidents on federal

highways involving buses. Inattention was also

a major reason for collisions, but dozing off

at the wheel was the primary cause of lethal

occurrences. Improper overtaking, speeding

and “driving under the influence” played their

part as well.

These figures, however, didn’t stop Volvo

Trucks Brazil joining the vision of “Zero

Accidents”, launched by the Volvo Group in

Europe, in July this year. “It’s a pretty bold

and challenging goal, which reflects and

reinforces the brand’s commitment to safety

in commercial transport,” says Solange Fusco,

corporate communications manager of the

Volvo Group Latin America.

To achieve this goal, the VTSP is developing

a series of actions to engage the brand dealers,

customers, carriers, employees, suppliers,

government and society in its vision of zero

accidents.

Anaelse Oliveira, the coordinator of the

VTSP, adds: “Even with the vehicles considered

the safest in the market, we know that they

alone cannot prevent all accidents.” She says

that the Group wants to join other efforts to

reduce accidents. “To achieve this ideal future,

it is important to have the involvement of

enterprises and organisations in the transport

sector, which will directly benefit from the

increased safety and reduced human and

financial losses resulting from accidents.”

To engage stakeholders, Volvo is hosting the

Volvo Traffic Safety Award, which recognises

practices that contribute effectively to the

reduction of accidents involving commercial

vehicles. The company is also engaging

stakeholders, through various mobilisation

campaigns, both regionally and nationally, and

promoting debates on topics regarding security

in commercial transport.

Brazil, however, isn’t the only country where

the Volvo Group is showing its commitment

to the transport industry, as it has opened

new headquarters in Buenos Aires, Argentina,

which include a 1 500 m2 multi-dealership for

Renault Trucks, Volvo Trucks and Volvo Buses.

“We strive for customer satisfaction, and

with these new facilities we’ll be able to provide

even better service for all our brands,” says

Giovanni Bruno, director general of the Volvo

Group in Argentina, at the inauguration of the

dealership.

Volvo states that this new facility is part

of an ambitious expansion and renovation

of the dealer network, and new points of

customer service, in different regions within

the country.

Bruno adds: “This is a great moment for the

Group. It is accepting the challenge to further

strengthen its operations in the region, in

response to the trust that our customers have

shown through their increasing preference

of our products.” He says that the Group is

committed to expanding its ability to take care

of its vehicles throughout the country …

It’s clear that OEMs aren’t only seeing

this sub-continent (and particularly the Latin

American region) as a place for growth, they

are investing in the safety of its road users

and enhancing the services to the operators

in these developing markets as well … a win-win

situation for all involved.

*VTSP was launched by the Volvo Group

in the late 1980s to help lower traffic

accidents and death rates in Brazil, which

are among the highest in the world. It

has become the country’s longest running

traffic alleviation programme, mobilising

governments, traffic agencies, businesses,

schools and universities as well as the media

and the general public. |FOCUS


HAULSSHORT

TRAnSPORT InDUSTRY LAGGInG BEHInD In HAzARDOUS CHEMICAL COMPLIAnCEToxic and reactive substances can cause great harm if not dealt with properly.

These hazardous chemicals and products must be managed in compliance with

global standards to reduce the potential of human injury and environmental

degradation.

The Responsible Packaging Management Association of South Africa

(RPMASA), an industry body dedicated to compliance throughout the supply

chain, is concerned by the large number of companies in the South African

transport industry who do not comply with the global requirements when dealing

with hazardous chemicals.

Liz Anderson, executive director at RPMASA, says: “We are aware of a lot of

transport/freight companies dealing with hazardous chemicals that are currently

not aware of, or compliant with, the latest regulations in the supply chain. For

instance, requirements such as implementing the Globally Harmonised System of

Classification and Labelling of chemicals (GHS), and having a designated 24-hour

helpline, are not being met.”

The GHS is the new global requirement for chemical classification, Safety Data

Sheet (SDS) and product labels, aimed at protecting and informing people.

Anderson mentions that the requirements are global standards, and many South

African industrial and retail companies that export their products are missing out on

trade opportunities, due to non-compliance. Another consequence of non-compliance

is that companies bear the financial responsibility if an accident or incident occurs.

RPMASA’s services include chemical management supply chain solutions for

companies dealing with hazardous chemicals. The Association offers basic and

advanced training in GHS, and has set up a 24-hour call centre hosted by TrenStar,

as well as a toll-free number that companies can use to access information on

product packaging, labelling and transport vehicles. This service is available to

members and non-members.

The company’s SDS is uploaded and updated seamlessly onto the cloud-based,

REACH Delivery system in the United Kingdom, which is accessed by the call centre

and provides up-to-date product and transport information. The REACH Delivery

system produces a receipt for the uploaded SDS, which is then used as proof of

compliance.

“We urge all organisations, big and small, to participate in RPMASA’s GHS

training programmes, which are offered throughout the country. We also offer

services to assist them to comply with the global standards,” concludes Anderson.

BRAKE BETTER TOGETHERAccording to Wabco Automotive South Africa, specifying one

supplier for trailer brake and vehicle control systems holds

numerous economic, value and relationship benefits for fleet

operators.

Enoch Silcock, MD of Wabco Automotive South Africa,

says that customers have access to an extensive network

of service partners and distributors throughout southern

Africa, offering a broad range of services that include: spare

parts; counter sales; laptop diagnostics; workshop facilities;

truck, trailer and bus services; anti-lock braking system (ABS)

and electronic braking system (EBS) support services; and

24-hour service and roadside assistance.

“When Wabco systems are specified across a fleet, it

allows us to implement our Fleet Support Programme, which

is fairly unique in this industry in terms of the range of support

provided,” he notes.

This programme includes providing preferential specialised

training to technicians on the fleet’s own vehicles, basic air-

brake courses, EBS training that includes ABS and other

advanced control systems, diagnostic and test-equipment

training, as well as driver awareness instruction.

On the technical side, Silcock explains that Wabco provides

the fleet operator with brake system checklists, maintenance

and technical manuals, product data sheets and bulletins, as

well as a quick reference parts catalogue.

“Problems in a fleet are pinpointed through ‘health checks’

which also identify recurring issues such as brake binding

or excessive lining wear. Underpinning all this is technical

advice that enables the compilation of a comprehensive brake

specification, as per the fleet’s application, for future trailer

builds,” he says.

Silcock also points out that truck and trailer compatibility is

an important component of this programme, which identifies

and addresses any causes of incompatibility between truck

tractor and trailer. “Wabco also offers access to its Rolling

Road and test facilities for advanced fault finding and vehicle

investigations,” he concludes.

??????????????


SHORTHAULS

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PBS PUSHES TIMBER24 FORWARD

FAREWELL OLD FRIEnD UD Trucks Southern Africa recently bid a bittersweet farewell to the

company’s legendary medium commercial vehicles (MCVs) as the last

of the U41 range, a UD 40, left the assembly line. More than 13 000

units of the range have been sold since its introduction in 1996.

The U41 range was predominantly sold in southern Africa, with a

small number of units also sold in Thailand and Malaysia.

The end of this era won’t just fade into the background … To celebrate

the local legend, UD Trucks donated the last unit to the Legends Rhino

Orphanage, in Limpopo. The non-profit company will utilise the truck as

an animal ambulance to transport and care for baby rhinos that were

left orphaned after their mothers were killed for their horns.

“Seeing that the legendary U41 range is now extinct, so to speak,

we wanted to help the Legends Rhino Orphanage prevent a living

legend, the rhino, from becoming extinct as well,” says Rory Schulz,

acting managing director of UD Trucks Southern Africa.

The Legends Rhino Orphanage was founded by Arrie van Deventer in

2012. The orphanage is the first specialist, dedicated, non-commercial

centre that cares for orphaned or injured baby rhinos with the aim of

releasing them back into the wild.

“UD Trucks and its staff truly have hearts of gold,” says Van

Deventer. “This donated UD 40 is greatly valued and will go a long way in

supporting our activities to save baby rhinos from certain death. I would

like to thank everyone at UD Trucks who played a part in assembling

and donating this very special vehicle.”

Schulz continues: “Although this might be the end of our current

MCV range, UD Trucks has an exciting future ahead. Over the next few

years we will be introducing various new models. This will renew our

product offering to our customers, and challenge the way one thinks

about the local transport industry.”

Continuing its endeavour to lead the timber transport

industry, Timber24 has introduced its fourth-generation

PBS timber vehicles – marking a first for the local

industry.

The innovations are improvements on the old PBS

design and include adjusting the under-slung hitch

position, changing the A-frame design and shortening

the trailer length. These all focus on making the

combination as short as possible without sacrificing

payload or safety.

“It marks the first PBS combination of this design,

which brings new possibilities and ample benefits,”

says Blake Ferguson, MD of Timber24. The benefits

include a ten to 15 percent saving in the delivery cost to

customers. Because the PBS vehicles can carry higher

payloads per trip, fewer trips are needed – thereby

reducing road risk and exposure by up to 25 percent.

In addition, the more tractable design ensures that

PBS vehicles can access tighter routes, due to improved

tracking, with less swept width required.

The revised design and shorter length allows for

more flexibility on the routes on which they are allowed

to travel, with fewer limitations expressed by the

Department of Transport.

“All of these changes equate to a significant annual

saving, the benefit of which would be shared by the

customer and the haulier,” concludes Ferguson.

http://www.focusontransport.co.za/component/contact/12-contacts/1-general-enquiries.html


nAAMSA

Light Commercial Vehicles < 3 501 kg Total: 15 827AMH 775Fiat Group 15Ford Motor Company 3 129GMSA 2 701GWM – estimate 198Jaguar/Land Rover 49JMC 73Mahindra 218Mazda South Africa 51Mercedes-Benz SA 36Mitsubishi Motors SA 61Nissan 2 852Peugeot Citroën SA 21Renault 12TATA 170Toyota 5 006Volkswagen SA 460

Medium Commercial Vehicles 3 501 – 8 500 kg Total: 937AMH 15FAW 1Fiat Group 13Ford Motor Company 15GMSA 231Iveco 67JMC 22Mercedes-Benz SA 172Peugeot Citroën SA 8TATA 48Toyota 158UD Trucks 87Volkswagen SA 100

Heavy Commercial Vehicles 8 501 – 16 500 kg Total: 531FAW 27GMSA 102Iveco 7MAN 20Mercedes-Benz SA 58Powerstar 1TATA 34Toyota 119UD Trucks 163

Extra-Heavy Commercial Vehicles > 16 500 kg Total: 1 312Babcock DAF 23FAW 31GMSA 46Iveco 20MAN 178Mercedes-Benz SA 376Powerstar 38Renault Trucks 34Scania 172TATA 30Toyota 59UD Trucks 149Volvo Trucks 146

Buses > 8 500 kg Total: 111GMSA 2Iveco 4MAN 63Mercedes-Benz SA 13Scania 15TATA 7VDL Bus & Coach SA 3Volvo 4

*Source: National Association of Automobile Manufacturers of South Africa (Naamsa).

cOmmerciaL veHicLe saLes repOrT FOr OcTOber 2014Note: For the time being, Great Wall Motors SA (Pty) Ltd will only report aggregated sales data. The GWMSA market split volumes are estimates based on historical trends and forecasting techniques.

??????????????


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MORE THAN JUST TRACKING

www.autotrak.co.za

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TOURInG SABY BUS

shaun Mason of City Sightseeing

South Africa, based in Cape

Town, is one such operator.

“The tourism industry has

always been very competitive, especially

with there being so many bus and coach

operators in the marketplace. The key factor

is to offer the best service at the most

affordable price.

“City Sightseeing is a globally connected

brand, which is locally operated in over 100

cities around the world. Local and international

tourists, wanting to explore our beautiful city

in a safe and reliable way, identify with our

recognisable brand, and with our affordable

ticket prices.”

Needless to say, there are several

challenges facing the bus and coach tourism

industry which need to be overcome. “The

high fuel and labour costs have significantly

affected the transport industry. We have had

to work smarter to streamline the expenses

within the business to allow us to focus on

what is important to us – our passengers,”

says Mason.

An exciting development for City

Sightseeing has been the low-emission

With the weakening rand, South Africa is becoming more affordable for the international tourist wanting

to tour our country. CLAIRE RENCKEN speaks to a couple of bus and coach operators that are positioning

themselves to take advantage of this trend

around townbUssing

??????????????


TOURInG SABY BUS

engines in its imported buses. “We were

also the first bus company in South Africa

to be accredited as ‘carbon neutral’ with

the offset of our carbon emissions. We feel

that we are the leaders in the bus industry in

this regard, and encourage others to do the

same,” he adds.

City Sightseeing has been in operation

for more than ten years. During that time,

the bus and coach industry has certainly

seen some major changes. “The industry has

grown in leaps and bounds over the years.

With many international events now taking

place in South Africa, we have adapted to the

changing needs of the tourists in order to

offer them a variety of touring options.

“For example, in the past, we had live

guides giving commentary on the buses.

However, over time, we needed to offer

commentary in additional languages. So, we

developed a multi-language commentary

system, which can be accessed at every seat.

It is available in 16 different languages and

even includes a kids’ channel. Earphones are

provided with the purchase of a bus ticket, to

reduce the noise factor,” Mason elaborates.

Looking back on why Claus Tworeck

decided to start the company, Mason

reflects: “There were many operators in the

marketplace all offering the same service,

but we saw an opportunity to offer something

totally different. Operating double-decker

buses, which allow a regular hop-on and -off

service, was something that enabled us to

connect people to the various attractions

in the city, but at the same time afforded

them the freedom to plan their time as they

needed.”

City Sightseeing’s topless buses cover

the inner city area, and operate in both Cape

Town and Johannesburg. “We bring the city

and its attractions to the tourists, in that we

connect the dots, and provide an affordable,

safe, fun and educational way of exploring the

city. In Cape Town, we offer our ‘red’ city tour,

as well as the ‘blue’ mini peninsula tour. In

Joburg, we also offer a ‘red’ city tour, as well

as a Soweto tour,” he says.

The company has a sizable fleet, to enable

it to operate buses every 15 minutes, seven

days a week, from 09:00 until 17:00. “We

ensure that our vehicles are maintained in

perfect running order and thus operate at

maximum efficiency. Having correctly trained

staff is also a necessity, as they are our

ambassadors for the country,” stresses

Mason.

Another recognised brand, which

continues to do well in the industry, is

Springbok Atlas. For more than six decades,

the company has, literally, moved millions of

people, safely and reliably, to and from their

destinations in its fleet of luxury coaches and

vehicles.

From humble beginnings back in 1946,

involving just one bus, transporting groups

from the Johannesburg area to the Kruger

National Park, Springbok Atlas Luxury Charter

has grown into one of the largest, complete

luxury transport management companies

in South Africa and Namibia. Today, it has a

fleet of over 80 luxury vehicles, and is owned

by Cullinan Holdings.

It is now in the trusted position of official

transport provider to some of South Africa’s

national treasures – the Springbok Rugby

Team and Kaizer Chiefs. It was also the official

transport provider of choice for the 2010

Soccer World Cup teams and supporters.

How does this complete transportation

management specialist remain successful in

today’s tough economic climate? “Simple –

by meeting the needs and high standards of

its client base, which includes tour operators,

corporates, incentive experts, government

departments, conference organisers, event

managers, sports bodies and educational

institutions,” explains Geert van Doorn, CEO

for Cullinan Transport Division.

The company owns all its modern

luxury coaches and vehicles and takes full

responsibility for rigorous vehicle maintenance,

servicing and hygiene, as well as thorough pre-

departure and safety inspections.

It provides a full turnkey service with

sophisticated ground handling, on-board

computer monitoring and 24-hour

communications, to ensure the highest

standards of customer service. Furthermore,

its professional drivers are engaged in an

ongoing in-house programme of driver

training, motivation, customer service and

performance management.

It would seem that the old adage “the

customer [or in this instance, the tourist] is

always right” definitely applies to the bus and

coach tourism industry. |FOCUS

City Sightseeing allows visitors to

Cape Town and Johannesburg to

experience these cities at their own

pace.


GLOBALBUS

This enables the driver to send and receive

messages relating to navigation, and the

exchange allows the traffic office to determine

the expected arrival time at destination.

The system also measures performance

analysis, trip recording and driving behaviour

in terms of cruise control, speed limiter and

Predictive Powertrain Control (PPC) usage, as

well as the upper and lower speed tolerances

defined by the driver.

On the Euro-6 Mercedes-Benz and Setra

bus and coach models, AdBlue consumption

and tyre pressures are also monitored,

allowing for the more effective planning of

vehicle servicing. Driver behaviour can then

be influenced to optimise important operating

parameters, such as fuel consumption.

Daimler’s Predictive Powertrain Control

technology operates in conjunction with the

vehicle’s adaptive cruise control system, and

an on-board GPS, to coordinate engine and

transmission management, using controlled

coasting and auxiliary brake functions to

simulate the actions of a highly skilled driver.

This ensures that the vehicle achieves optimum

efficiency and performance.

ISUzU’S TURKISH BUSESThe technical layout of truck chassis presents

some design challenges when used in bus

applications, particularly in respect of the

positioning of the driving position in relation to

the front-mounted engine. This usually dictates

the location of the passenger entry door behind

the front axle, or, in the case of a front entrance,

it results in a narrow and steep passageway

leading from the entrance into the saloon.

Anadolu Isuzu, a joint venture between

Isuzu Motors, Itochu Corporation and Turkish

interests, which was established in Turkey in

1984 to build light-duty trucks and midibuses,

has found a way to overcome this challenge.

Its range of midibuses, midicoaches and

low-entry city buses utilise monocoque – or

chassisless – construction, meaning that the

major driveline components can be positioned

optimally to suit passenger configurations. The

city buses have their engines positioned at

the extreme rear, which allows for up to three

low-entry doors to be provided for boarding and

alighting passengers.

The Anadolu Isuzu range provides

accommodation from 16 to 39 seated

passengers, while the Citibus low-entry model

can carry up to 69 seated and standing

passengers. Power is provided by various

derivatives of the Isuzu 4HK1 engine family,

while transmission options include manual,

power-assisted and automatic units.

Clearly, the monocoque construction

technique is more expensive and less flexible, but

it has struck a chord with operators in its home

country, where Anadolu Isuzu is the second-

biggest seller of midibuses. It also developed

a healthy export business to northern African

and European markets. Total vehicle production

since the formation of the joint venture stands

at nearly 150 000 units. |FOCUS

FRANK BEETON reports that Daimler has developed a bus-specific version of its well-known FleetBoard solution, and that an interesting Turkish joint venture could highlight an innovative way of midibus construction

FLeeTbOardis watChing (and guiding) you!

The increasing level of technology

applied to motor vehicles is a

subject for constant debate, the

main focus recently shifting to

autonomous, or self-driving, vehicles. It is

notable that research recently carried out by

the University of Michigan-Dearborn, in the

United States, identified 2020 as the year

in which the automated vehicle era is most

likely to begin.

Respondents to the research predicted that,

initially, some back-up reliance on a driver would

be retained, followed by progressive evolution to

full automation around 2030. In the interim, the

incidence of devices and services intended to

assist drivers and operators to more effectively

manage their vehicles is likely to increase.

Daimler’s FleetBoard intelligent

management service is one such medium,

enabling more effective management control

to be exercised. The system makes use of

telematics-supported internet technology to

enable bidirectional information exchange with

vehicles and their drivers, in real time, while

they are on the road.

At the recent FIAA International Bus & Coach

Trade Fair held in Madrid, Spain, FleetBoard

introduced a new optimised modular portfolio

specifically intended for bus operators.

Utilising its integral “Messaging” and

“Logistics” functionalities, the bus-specific

FleetBoard service works through the

DispoPilot.guide integrated in the vehicle,

together with its seven-inch colour display.


STOPSBUS

FLeeTbOardDAIMLER DEMOnSTRATES ITS BRT ExPERTISE In JAPAn

Daimler’s sustainable transportation concepts are meeting with a great

response all over the world. In November, a forum organised by Mercedes-

Benz and Fuso provided information about the bus rapid transit (BRT) system

to almost 100 customers, as well as to Japanese politicians, administrative

officials and media representatives. Interest in intelligent mobility services is

especially strong in Tokyo, as the city will host the Summer Olympics in 2020.

Hartmut Schick, head of Daimler Buses, explains: “Daimler is a leading

provider of mobility services. A good example is our extensive expertise with BRT.

We provide big cities with ways to bring more and more people in urban areas to

their destinations in a reliable, environmentally friendly and affordable way.”

Albert Kirchmann, president and CEO of Mitsubishi Fuso Truck and Bus

Corporation, adds: “We are pooling the strengths of our Mercedes-Benz and

Fuso brands in order to make transportation sustainable.”

Daimler Buses has extensive experience with BRT. The company installed a

BRT system in Adelaide, Australia, during the 1980s. Today more than 30 cities

all over the world, including Rio de Janeiro, Istanbul, and Strasbourg, rely on

Daimler’s BRT specialists.

The team of BRT experts at Daimler Buses not only supports the development

of fleet concepts worldwide, but also helps cities and operators plan and

introduce overall systems that are tailored to their specific needs.

BRT systems generate lower construction and maintenance costs than

other means of transport with a comparable passenger capacity. In addition,

express bus lanes can be set up more quickly than tram or subway lines.

The barrier-free stops, that are typical of BRT systems, make it easier

for people whose mobility is impaired to enter the buses. Lastly, the advance

ticket sale feature reduces waiting times, thus making the system even more

appealing for operators and passengers.

“BRT has been a success story on all continents. We are sure that the

concept will also effectively complement the mass transit infrastructure in

Japan,” concludes Gustav Tuschen, head of development at Daimler Buses.

TAG TEAM PUBLIC TRAnSPORT?

Most South Africans are glad when a bus

rapid transit system (BRT) comes to town. The

construction is disruptive, but enhanced public

transport is always a good thing. There are those

who abhor the idea, however – especially taxi

drivers, as this directly impacts their livelihood.

To address this, Yarona – Rustenburg’s BRT

system – has announced the formal signing of

the Negotiation Framework Agreement (NFA)

between the Rustenburg Local Municipality and

the taxi and bus industry.

Yarona, which is derived from the Setswana

Ya Rona – meaning “it is ours”, states that the

NFA paves the way for formal negotiations to

start, and will guide the transition process for

all parties.

Councillor Amos Mataboge, a member of

the mayoral committee (MMC) for Planning and

Transport Services, adds: “This is a significant

milestone for us all, and is a testament to

the open dialogue and engagement we have

had between the municipality and the existing

transport industry since 2010.”

The BRT system points out that there will be

negotiations between three parties; overseen by

an appointed, independent facilitator, which will

have the support of a secretariat.

Marks Rapoo, director of Yarona, adds:

“In any negotiating process, tensions do run

high with views from different perspectives

and different needs, but we are all committed

to using the NFA as our guide where we have

committed to professional, ethical and honest

behaviour.”

The NFA covers details on the scope of

negotiations in three main areas: operator

transition, employee transition and business

transition.

In addition, the NFA outlines the structures

that have been set up to support the negotiation

process; including technical working groups, joint

sub-committees and the Negotiation Plenary

where final decisions will be ratified and referred

to the ultimate decision-making bodies of each

party for sign-off.


HOPPInGOFF

Vaughan Mostert is a senior lecturer in the Department of Transport and Supply Chain Management at the University of Johannesburg. He developed a love for public transport early in life, which led to a lifelong academic interest in the subject. Through Hopping Off, Mostert leaves readers with some parting food for thought as he continues his push for change in the local public transport industry.

my reference last month

to 2015 and the e-toll

report was perhaps a bit

premature, but the report

hasn’t emerged as yet. That’s just as well,

though, as a few developments have taken

place that should give us more food for

thought over the Christmas period …

The Business Day of November 7, carries

three articles that have a bearing on the

impending e-toll report. On the front page, we

read that Moody’s has downgraded South

Africa’s credit rating one notch. On page two,

we read that the e-toll review panel heard

more evidence on the economic benefits of

road upgrades. Further inside, on the editorial

page, the political correspondent of Business

Day, Natasha Marrian, describes the e-toll

panellists as “razor-sharp”.

Well, let’s see how sharp they are. Heaven

knows, we need people who can cut through the

morass of guesswork, thumb-sucking and sheer

incompetence that permeates the transport

industry, particularly on the passenger side.

A significant development is that the

South African National Roads Agency Limited

(Sanral) is still punting the sponsored 2008

report produced on its behalf by the University

of Cape Town. To refresh readers’ memories,

the report calculates that for each R1 spent

on tolling, motorists would get R8,40 back.

A previous Hopping Off column suggested

that this report had been quietly shelved, but

no – it has been re-submitted to the panel. I

look forward to seeing what the panellists have

to say about this figure. If it is remotely near

the truth, as a panellist I would want to know

why we don’t have toll roads everywhere, and

why we have taken so long to introduce them.

South Africa desperately needs this kind of

boost to its flagging economy!

In the Western Cape, where wages and

the value of time are, presumably, lower than

in Gauteng, perhaps the benefits will only

amount to R6,40, but still well worth going for.

Perhaps KwaZulu-Natal (KZN) will only show

benefits of R5,40 – sorry KZN – no disrespect

intended! On receiving news such as this,

perhaps Moody’s will upgrade us!

Seriously, though, we can only express the

hope that the panel’s report will include at

least the following (in no particular order):

1. Question the role of the academic world in all

of this. What do the engineers, sociologists,

accountants and economists have to say?

Previous Hopping Off columns have referred

to the dismal performance of bodies like

the National Research Foundation. Has it

submitted independent research to the

panel? Or does only “sponsored research”

count?

2. Question why car usage is rocketing in

South Africa, while all other indicators are

stagnant.

3. Link this with the shocking state of public

transport in South Africa. This is why

more cars are being bought, congestion is

increasing and more road space is needed.

4. Suggest that the current drop in the fuel

price be used to cushion later increases

in energy costs. Use the money to start a

ring-fenced fund; not for road maintenance,

but to start to even out the horrendous

discrepancies in fares and service levels on

public transport.

5. “Who should administer the fund?” I hear

you ask, and I share your cynicism. Preferably

not only the Treasury, which has shown itself

to be on Sanral’s side in all of this. At least

one of its employees sits on Sanral’s board,

and the Treasury has made no meaningful

suggestions to fix the country’s disorganised

state of public transport funding. Why do

taxi passengers get six cents while Gautrain

passengers get R77?

6. Look at the composition of the Sanral board

and inlcude some taxi passengers. Don’t

laugh – could they do worse?

7. Tell the faith-based organisations to broaden

their vision on transport issues. It isn’t

enough to support the Opposition to Urban

Tolling Alliance (Outa), which represents

car users, who should have enough

economic clout to look after themselves.

Churches should be doing more for really

poor and unemployed people, who get no

benefit from the unconvincing excuse that

public transport is “exempt” from e-tolls. The

poor need to benefit from really low fares on

public transport. Churches should insist

that the massive distortions between rail

and taxi subsidies be addressed, and draw

attention to the fact that the poor would

benefit from consistent fares, irrespective

of the mode of travel.

Well, that’s my Christmas wish list. Are

there any “razor-sharp” people out there who

agree? |FOCUS

As we all wind down for the year-end break, we must remain ever “razor-sharp” as 2015 rolls around

my Christmas

wisH LisT

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Urgent delivery for 23 New Rd

Re-route to Long Ave to pick up load

Collect parcel from 45 Hope St

Accident at corner of Church and Main St

Deliver parcel to 5 Short St

Heavy traffic on N1 outbound

Collect parcel from 8 Albert St

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Focus December 2014

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Transcript of Focus December 2014