SUSTAINABILITY REPORT

2017/18 financial year


Sustainability Timeline

April 2018

A Wow Christmas Party In October

Senwes and its partners hosted a wow Christmas Party for five hundred and ninety children. The idea started ten years ago when Senwes personnel wanted to make a change and to warm the hearts of a few less fortunate children and differently-abled persons. The party has grown over the years to a huge event.

Droogtehulp vir Sutherland

Senwes Grainlink en Grainovation borg onderskeidelik mielies en die vervoer daarvan vir die produsente in die Sutherland-distrik. Hierdie mielies is by Petrusburg Silo in die Vrystaat gelaai waarna die vragmotors na die Noord-Kaap vertrek het.

Draf en Trap is a gem of an export product for Ottosdal

The Ottosdal Draf en Trap has formed part of the annual programme of the Northwest and numerous athletes and cyclists since 1994. It celebrated its 25th birthday this year and more than 4 000 athletes competed this year – in excess of 2 800 athletes and 1 200 cyclists.

Senwes Grainlink betrokke by droogtehulp

Pieter Malan, Uitvoerende Bestuurder van Senwes Grainlink vertel meer van Senwes se betrokkenheid by droogtehulp vir produsente in die Noord-Kaap en Oos-Kaap. Onlangs het Senwes Grainlink twee vragte mielies aan produsente in die Sutherland-distrik geskenk. Die skenking is gevolg deur nog 'n vrag mielies na die Willowmore area.

Meer as R2.2 Miljoen vir Agri Securitas Trustfonds

Senwes tesame met AFGRI, NWK en OFM het ook ʼn massiewe bydrae van R456 00 gemaak met Danie Minnaar, voorsitter van die Senwes Direksie, wat die tjek aan Japie Grobler, voorsitter van die Trustfonds oorhandig het. Dit was ʼn tekenende voorbeeld van hoe die landbougemeenskap in SA kan saamstaan!

Agri Securitas Gholfdag 2017

Ons was in Parys by die Vaal de Gráce gholfbaan waar die #AgriSecuritas Gholfdag in samewerking met Senwes en NWK aangebied is. Die dag, ten bate van plaasveiligheid was ‘n groot sukse en in die video vertel Hoof Uitvoerende Beampte van AgriSA, Omri van Zyl, hoe individue en/of maatskappye by die trustfonds betrokke kan raak.

Nunc interdum mi neque

Mauris dolor sapien, malesuada at interdum ut, hendrerit eget lorem. Nunc interdum mi neque, et sollicitudin purus fermentum ut. Suspendisse faucibus nibh odio, a vehicula eros pharetra in. Maecenas ullamcorper commodo rutrum. In iaculis lectus vel augue eleifend dignissim. Aenean viverra semper sollicitudin.

April 2017

Distinctio magni aut illum

Lorem ipsum dolor sit amet, consectetur adipisicing elit. Distinctio magni aut illum animi laboriosam esse quidem sit illo fugit est culpa facilis amet, ab doloremque magnam, sapiente architecto natus. Voluptatem esse optio explicabo dolore impedit debitis deleniti porro doloribus provident perferendis nostrum quasi nobis magni atque mollitia, quas, quos corporis!

Voluptatem esse optio explicabo dolore impedit

Lorem ipsum dolor sit amet, consectetur adipisicing elit. Distinctio magni aut illum animi laboriosam esse quidem sit illo fugit est culpa facilis amet, ab doloremque magnam, sapiente architecto natus. Voluptatem esse optio explicabo dolore impedit debitis deleniti porro doloribus provident perferendis nostrum quasi nobis magni atque mollitia, quas, quos corporis!

Lorem ipsum dolor sit amet, consectetur adipisicing elit. Architecto veniam, perspiciatis libero quasi, iusto delectus sed accusantium fugit inventore iure molestiae amet voluptatem, ut dolorem ex dolorum ea impedit quae!

CORPORATE SOCIAL RESPONSIBILITY

Senwes’ CSI vision is to be a renowned corporate citizen that contributes to the sustainable development of communities and society as whole.

Committed to the national development plan, the Senwes group aligns its initiatives with government’s development priorities. We are passionate about contributing to the sustainable development of the rural areas, especially in the areas where the Senwes group conducts business.

Senwes is committed to the creation of shareholder value, the sustainability of which is based on how we conduct our business, how we treat our employees, the environment and the communities in which we operate.

STRATEGIC CORPORATE SOCIAL INVESTMENT

Senwes’ strategy places emphasis on forward-looking, integrated and strategic interventions, based on a well researched understanding of current and anticipated future problems; and devising long-term solutions thereto; and seek to:

  • initiate and support innovative, ground-breaking initiatives and practical solutions to community problems and needs;
  • work with communities at grass-roots level;
  • support community interventions that are viable and have a wider, broader, sustainable impact in the long term;
  • leverage the resources, potential and opportunities of communities, so as to ensure that they can take ownership and responsibility for their own development;
  • provide our employees with opportunities and support to contribute to the well-being and development of communities in which they live and which we operate;
  • work in partnership with the community, government, non-governmental organisations and other businesses and in a consultative manner.

KEY FOCUS AREAS

Senwes seeks to develop people continuously and equip them with technical and life skills that will enable them to create and take advantage of opportunities, thereby improving their standard of living and ensuring that they experience a better future.

Education

Economic and enterprise development

Sports

Food Safety

Welfare

KEY FOCUS AREA: EDUCATION

SKILLS DEVELOPMENT INDICATORS


Training dashboard indicators

2016/17

2017/18

Total training course attendance captured

4 440

3 265

 Total training man-days

6 072

5 586

Average of training days per employee

4.22

3.70

Total training costs captured (R)

6 905 100

5 943 000

Total training costs as % of payroll cost

2.2%

1.75%

Training for B-BBEE as % of total training costs

42.34%

38.38%

R value for study bursaries (included in total training costs)

1 004 000

811 000

No of bursary transactions

129

97

Comments:

Skills development investment for the past year amounted to 1,75% of payroll, (2,2% for the 2016/17 financial year). The lower investment can be attributed to the following:

  • Graduate programme not offered in the 2017/18 financial year;
  • The LDP programmes for 2017/18 started later in the year with 20% of the modules to be completed in the new financial year;
  • The Senwes integration project implemented in 2016/17 created additional training and development expenditure.

Current B-BBEE training investment equals 0,67 % of total payroll. New B-BBEE scorecard norms, recently introduced, require a sub-minimum B-BBEE skills development investment of 2,4% to prevent a penalty of 1 level on the overall B-BBEE scorecard rating. In order to avoid this penalty, investment in skills development in general, but specifically for B-BBEE candidates, should increase significantly.

COMPARISON OF SKILLS DEVELOPMENT STATISTICS FOR PAST 5 YEARS:

 

2013/14

2014/15

2015/16

2016/17

2017/18

Total training attendance

3 998

5 640

4 470

4 440

3 265

Total training man-days

6 485

8 637

7 078

6 072

5 586

Average number of training days per employee

5.15

6.63

4.75

4.22

3.70

Total skills development expenditure

R 5 370 200

R 7 052 000

R 7 561 000

R 6 905 000

R 5 943 000

Total training costs as % of payroll costs

1.61%

2.38%

2.23%

2.20%

1.75%

% of training costs spent on B-BBEE candidates

45.38%

39.28%

39.90%

42.34%

38.40%

R-value of study bursaries (included in total training costs)

R 568 800

R 538 900

R 847 700

R 1 004 000

R 811 000

SENWES ACADEMY GRADUATION STATISTICS: 2013 - 2017

Programmes successfully completed

2014

2015

2016

2017

2018

Accelerated leadership (graduates)

10

14

13

18

0

Programmes attended (business schools)

24

2

22

11

8

Learnerships

16

19

25

18

15

Apprenticeships

3

7

12

7

7

Leadership development programmes

9

0

21

66

16

Executive development

9

0

0

0

0

(Copy of statistics reflected in graph below)

INITIATIVES BY THOBO TRUST

PROGRAMME 1: EARLY CHILDHOOD DEVELOPMENT

The ECD-project started in Ventersdorp and Wesselsbron with group 1. The success rate of the project in Wesselsbron encouraged the board to continue the sponsorship programme. However the Ventersdorp project was terminated after the graduation of learners in level 1. The group 2 project was focused on Wolmaransstad and Kroonstad.

We have already started with level 1 and 4 courses. If the project becomes successful, it will be rolled out to upper levels as a continuation (in this case to level 4) offered by Universal Colleges Outcome ("UCO"). Due to the success of the project in Wesselsbron, we have expanded by 20 additional students.


Group 1 -   2015/16

Area

Level 1

Level 4

Wesselsbron

13

15

Ventersdorp

6

8

19

23

 

Group 2 – 2016/17

Area

Level 1

Level 4

Wolmaransstad

15

0

Kroonstad

30

0

Wesselsbron

10

10

 

55

10

 

To date, the students have done all the practical assignments and submitted all their work. UCO will provide their final results shortly. Students who not receiving a pass mark, will have to redo modules failed.

PROGRAMME 2: TECHNOLOGICAL DEVELOPMENT

Two computer laboratories were successfully established in North West (Ottosdal) and Free State (Brandfort).Both centres are currently running smoothly.

The established computer centres’ are being optimally utilised by eight selected schools in the North West and Free State, and they have 86 computers.

We have already started with level 1 and 4 courses. If the project becomes successful it will be rolled out to upper levels as a continuation (in this case to level 4) offered by UCO. Due to the success of the project in Wesselsbron, we have expanded by 20 additional students.

PROGRAMME 3: LOSDOORNS: FARM SHOOL HUB : ITOKISETSENG

The research, planning and discussions are being done with the governing body and the principal who have committed to the proposed hub. Three projects are to be established, namely:

  1. ECD centre to be expanded and capacitated;
  2. Sports fields; and
  3. Vegetable garden providing produce to the school.

KEY FOCUS AREA: ECONOMIC AND ENTERPRISE DEVELOPMENT

SMART-AGRI RISK MANAGEMENT DESK

Senwes, in partnership with Agri SA, established a Smart-Agri Risk Management Desk. Agri SA and Senwes deemed it necessary for the approach to risk management in the agricultural industry in South Africa to be re-evaluated. Proper inputs are needed to be able to respond with a realistic approach to managing risk and gain as much information and knowledge as possible.

The project will also assist in informing any strategies that may be required to assist the agricultural community, government and other stakeholders and role players following a risk event to fully restore to the pre-risk event level of functioning. To this end, the project will entail a holistic approach with collaboration between the agricultural community, government and other stakeholders and role players.

Read the full press release

VEGETABLE GARDEN: SUPPORT EDUCATION SPACES

The principal and school governing body members have agreed to start a vegetable garden, to be housed in an agricultural co-operative structure. It is foreseen that the garden will extensively involve learners as it is important to expose them to food security at an early age.

BROAD-BASED BLACK ECONOMIC EMPOWERMENT (B-BBEE)

Senwes is committed to the vision and objectives of the Broad-Based Black Economic Empowerment (B-BBEE) legislation. We believe the foundation of a sustainable business is to understand the current business environment, to recognise the forces that shape the behaviour of customers and to lead our employees in the effective utilisation of resources in the creation of sustainable value.

The company believes that B-BBEE is an important factor in the economic and social transformation of South Africa and therefore also an important component of our business. Senwes is therefore proud to announce that it achieved a level 5 B-BBEE compliance score during this financial year.

B-BBEE strategy

Senwes' B-BBEE strategy is aligned with its business strategy and the progress of transformation is subject to annual reviews. The strategy comprise of the following:

  • To formulate a sustainable B-BBEE-structure for Senwes;
  • To create flexible empowerment structures for various entities;
  • To ensure broad-based diversity;
  • Enhance internal diversity of all entities and the group as a whole;
  • To optimise socio-economic and enterprise development investment;
  • To align Senwes’ interests and that of the agricultural community stakeholders; and
  • To maximise Senwes’ B-BBEE scorecard to the mutual benefit of the Senwes group and its beneficiaries

NATION IN CONVERSATION

Nation in Conversation is a platform initiated by Senwes six years ago for stakeholders in the agricultural industry to constructively engage on issues that have an impact on the sector. This initiative is supported by industry players including primary producers, government, financial institutions, agri-businesses, labour unions and the media.

Nation in Conversation kicked off the financial year at Nampo Harvest Day with in-depth panel discussions and it served as a voice for agricultural stakeholders. The project was a great success as thought leaders from various affiliations, political backgrounds and the business sector conversed about agricultural matters of national importance, seeking solutions and finding constructive approaches to ensure the ongoing viability of the agricultural industry in South Africa.

Visit Nation in Conversation's website

Discussions included the following topics:

  • The true effects of land grabs without compensation;
  • Resolving land issues;
  • A showcase of successful transformation initiatives in agriculture;
  • Women in agriculture;
  • Finances: labour, diversification and financial planning;
  • The role of technology, soil health and advisors in agriculture;
  • The move from commodity to trademark;
  • Youth: career opportunities and how to attract new entrants to the agricultural sector.

A brand new season of Nation in Conversation, consisting of 13 episodes, also launched in April 2018 on kykNET, which takes the viewer on a journey through South Africa, visiting some of the most fascinating industries.

Visit Nation in Conversation's website

KEY FOCUS AREA: SPORTS

SENWES SPINNERS

The flagship of farm school cricket development programmes in South Africa, Senwes Spinners, started in 2006. The twelve years of its existence is testimony to Senwes’ strategic objective of sustainable impact. Senwes has a proud association with North West Cricket, who administer the programme. A total of 130 learners and 20 educators/coaches from 10 farm schools in the Free State and North West annually benefit in training, coaching and playing on the best cricket pitches in Potchefstroom. Due to this success a tournament for 4 rural high schools is planned.

SENWES SPINNERS, TWELVE YEARS IN ACTION

The winner of the 12th annual Senwes Spinners Farm School cricket tournament is Dr Sello Primary School. The Free State boys beat crowd favourite Phakela Combined School by just 15 runs in a tense finish on Saturday 12 May 2018.

Read More

BOWLERS DOMINATE ELEVENTH EDITION OF THE SENWES SPINNERS FARM SCHOOL TOURNAMENT 2017

Senwes and North West Cricket hosted the eleventh edition of the Senwes Spinners Farm School tournament from the 31st March – 2nd April 2017 in Potchefstroom.

Read More

DRAF-EN-TRAP IS A GEM OF AN EXPORT PRODUCT FOR OTTOSDAL

The Ottosdal Draf-en-Trap has formed part of the annual programme of the North West and numerous athletes and cyclists since 1994. It celebrated its 25th birthday this year and more than 4 000 athletes competed this year – in excess of 2 800 athletes and 1 200 cyclists.

Read More Watch the Video on YouTube

SENWES: CO-SPONSOR OF THE AGRI SECURITAS GOLF DAY

The Vaal de Gráce Golf Club in Parys played host to the Agri Securitas Golf Day sponsored by Senwes and NWK. The day, focused on creating awareness about farm safety and the safety of farmers, was once again a huge success.

Watch the Video on YouTube

KEY FOCUS AREA: FOOD & SAFETY

WATER SHORTAGE PROJECT

Employees of the Senwes group initiated a water donation project for the water-restricted Western Cape and 1 000 litres of sealed purified water were donated to the Western Cape.

SENWES ANSWERS THE CALL TO FILL CAPE TOWN'S CUP

Senwes has always championed the plight of farmers who strive to remain productive even under the most difficult conditions, as seen with the initiation of the Drought Aid Fund of 2016.

Read More

DROUGHT RELIEF ASSISTANCE

During the period under review the Senwes group assisted farmers in the drought-stricken areas of the country. Assistance in drought relief was rendered in the following ways:

  • Free storage and handling of grain donated by producers through the Grain SA initiave
  • Supply of grain to farmers' associations
  • Soliciting of transport from suppliers and associates
  • Co-ordination of drought relief assistance from donors to beneficiaries

DROUGHT RELIEF FOR SUTHERLAND

Senwes Grainlink and Grainovation sponsored maize and the transportation thereof to producers in the Sutherland region. The trucks were loaded with maize at Petrusburg Silo in the Free State, where after they departed to the Northen Cape.

Watch the Video on YouTube

DROUGHT RELIEF FOR WILLOWMORE

Pieter Malan, Managing Executive of Senwes Grainlink, talks about Senwes' invlovement in drought relief assistance for producers in the Northern and Eastern Cape. Senwes Grainlink also donated another two truck-loads full with maize and Grainovation sponsored the transportation thereof to producers in the Willowmore region.

Watch the Video on YouTube

KEY FOCUS AREA: WELFARE

A WOW CHRISTMAS PARTY IN OCTOBER

Senwes and its partners recently hosted a wow Christmas party for five hundred and ninety children. The event was made possible by generous sponsors across the board sponsoring either in cash or kind. Sponsorships included, inter alia tents, chairs, transport, food, drinks, sound and staging.

Read More Watch the Video on YouTube

SENWES AND THOBO TRUST KEEP RETHABILE WARM

Senwes and Thobo Trust recently handed over some much needed winter warmth to Rethabile Children's Home in Klerksdorp, as part of the company's recognition of Youth Day tomorrow. Thobo Trust trustee and Senwes Group Legal Counsel, Elmarie Joynt and Rethabile Children's Home Manager Mina Reyneke, talk about the occasion. We apologise for the poor sound quality due to a technical glitch.

Watch the Video on Facebook

ETHICS, EMPLOYMENT EQUITY AND TALENT

ETHICS

Code of Ethics

The Group has an Ethics Committee appointed by the Company's Executive Committee.

The mission of the committee is to promote and lead the Senwes Group’s employees within the framework of the Ethics Code and the predetermined values, applicable from time to time and to create sustainable value for the group and other stakeholders by:

  • Fostering ethics, integrity, sound corporate governance and good citizenship at an individual and corporate level;
  • providing support and awareness in terms of ethical conduct in the Senwes group;
  • enhancing the reliability of the quality and integrity of appropriate information and reporting to the benefit of all stakeholders through the promotion of ethical conduct, and
  • assisting in the promotion and awareness of ethical conduct and the protection and advancement in all actions of the business of the Senwes group.

Senwes requires its employees to comply with the Code of Ethics and specifically the following fundamental ethical principles:

  • Integrity: to be straightforward and honest in all professional and business relationships;
  • Objectivity: not to allow bias, conflict of interest or undue influence of others to override professional or business judgments;
  • Competence and due care: to maintain professional knowledge and skills at the level required to ensure that a client or the employer receive competent services based on current developments in practice, legislation and techniques and act diligently and in accordance with applicable technical, professional and best practice standards;
  • Confidentiality: to respect the confidentiality of information obtained as a result of professional and business relationships and, therefore,to not disclose any such information to third parties without proper and specific authority, unless there is a legal or professional right or duty to disclose, nor use the information for the personal benefit of the employee or third parties; and
  • Professional behaviour: to comply with relevant laws and regulations and avoid any action that may discredit the Senwes group or materially prejudice the group’s reputation.

EMPLOYMENT EQUITY, DIVERSITY MANAGEMENT AND TALENT

Monitoring and continuous updating on the progress made, challenges encountered and management interventions in pursuit of talent diversification objectives and national transformation imperatives are managed under this heading.

Diversity transformation is part of the talent management strategy and is aligned with the group corporate strategy and business priorities.

DIVERSITY TRANSFORMATION MISSION

To ensure that the employee population is demographically diverse in a way that reflects the geographic demographic profile in which Senwes conducts its business and the business portfolio profile.

THE SENWES ACADEMY

A Senwes Academy was established to oversee the planning and delivery of learning and development across the group and to manage, track and co-ordinate all learning.

As an accredited training provider, we offer learning and development opportunities in collaboration with external training providers, including higher education institutions. Learning interventions include a wide spectrum of technical as well as behavioural training, ranging from short courses, skills programmes to workplace qualifications and qualifications delivered by higher education institutions.

The following graph reflects the number of learners who have graduated in the various categories over the past 5 years:

  • In 2017, 80 learners were formally recognised at the Academy’s annual graduation ceremony for successful completion of various learning interventions. The 2018 graduation ceremony was held on 29 May 2018. Attach link to 2017 graduation ceremony photos on intranet

Investment in learnerships remains a high-level skills development priority in Senwes to address skills shortages and to transfer critical skills to new job entrants. Learnerships for employed as well as unemployed learners have been implemented successfully in Senwes over the past 10 years.

We currently focus on offering workplace learning opportunities to previously unemployed learners recruited from rural areas, with the possibility of permanent employment after completion of the training/qualification.

  • Focused and tailor-made leadership and management development programmes;
  • A new revamped bursary scheme;
  • The group’s study bursary scheme for employees enables prospective learners to enrol for academic study on the basis of a study bursary, provided that it is in line with the business of the employer and is offered by an accredited and reputable institution;
  • A newly developed accelerated learner development programme for learners with diplomas was established in 2017; and
  • Various agreements/working arrangements with government and SETA’s to provide corporate exposure to learners with SETA grants in the service and grain Industries were extended in 2017

Our employees are key stakeholders of Senwes. Our workforce has been, and still is, our primary competitive advantage in the long and successful 109-year history of the company. We have a team who, through hard work and accountability, has always ensured our long-term sustainability. Our employees are integral to ensuring our continued success.

Key inputs to ensure continued success:

  • an industry leader and an excellent company to work for;
  • a company with various opportunities;
  • a safe and healthy work environment;
  • market-related employee recognition and remuneration;
  • a resilient, ethical leadership team;
  • an inclusive environment that embraces workforce diversity;
  • an environment where employees are empowered and ownership is allocated;
  • a workplace where fair labour practices are enforced.

The appointment of the correct person in the correct position, supported by effective management systems and company culture, contributes to the success of Senwes’ business model and the achievement of the company’s strategy. Senwes is a customer focused company which strives to find innovative and integrated solutions for the challenges of our customers.

THE SENWES GRADUATE PROGRAMME

SENWES GRADUATE PROGRAM SOWING SEEDS OF KNOWLEDGE

The Senwes graduate program is an excellent example of the company’s efforts to grow its own timber. By employing young graduates, supporting their growth and teaching them new skills while polishing their existing ones, the program is designed to shape newly acquired talent into the kind of employees that will be able to carry out the company’s vision.

Read More



INNOVATION & INTEGRATION

GLOBAL OUTLOOK: AGRICULTURE 4.0: DISRUPTING THE SYSTEM

Agriculture 4.0, the coming agricultural revolution, will have science and technology at its heart. Agriculture 4.0 will need to look at both the demand side and the value chain/supply side of the food scarcity and distribution equation. Using technology not simply for the sake of innovation, but to improve and address the real needs of consumers and re-engineer the value chain.

Modern farms and agricultural organisations will work differently, primarily because of advancement in technology, including devices, sensors, machines and information technology. These advancements will allow businesses be more profitable, efficient, safer and environmentally friendly. The following figure contains a map of technologies and its maturity.

Figure 1 – MAP of Technologies and Maturity


Source: https://www.worldgovernmentsummit.org/api/publications/document?id=95df8ac4-e97c-6578-b2f8-ff0000a7ddb6

IMPACT ON SENWES

Senwes Innovation and Integration will monitor the various technologies and in collaboration with the relevant operational business units conduct further research/pilot projects.

INNOVATION AND INTEGRATION – PURPOSE STATEMENT

To create value for the Senwes group and the client through innovative and integrated product and service offerings across business units.

STRATEGIC OBJECTIVES

The strategic objectives of Innovation and Integration are aligned with those of the operational business units and the overall objectives can be summarised as follows:

  • Objective 1: Enhance overall customer service from product to a solution offering – focusing on the overall integrated customer approach.
  • Objective 2: Integrated agricultural solution offering – while seeking to increase the yield of the producer, it will also focus on the reduction of input costs.

These objectives will be analysed through a structured process which will result in detailed execution projects per department (See paragraph 5 for an indication on the projects).

EXECUTION STRATEGY

Our execution strategy is built around collaboration with various heads of business and key staff members. Innovation and Integration follows a structured project-based approach to ensure that deliverables are met.

This objective of the structured approach is to drive outcomes which include the following:

  • Profitable growth or cost reduction
  • Customer solutions
  • Business sustainability
  • Productivity enhancement
  • Business value and agility

CUSTOMER FOCUSED PROJECT

Focused attention is given to the overall engagement with our customers. Instead of selling products and services, we focus on an integrated solution to our customers.

Figure 1 Integrated customer approach


Customer facing staff are continuously trained in order to drive the integrated approach.

Relevant feedback and measurement of engagement take place in order to be successful.

ENERGY AND DEVELOPMENT

ENVIRONMENTAL STRATEGY

The Senwes environmental management strategy is based on the following focus areas:

Objectives
  • Affordability
  • Reliability
  • Sustainability
Strategy
  • Metering
  • Account verification
  • Energy efficiency
  • Alternative energy/resources

REDUCING OUR ENERGY AND CARBON FOOTPRINT:

Senwes has taken strides in reducing our environmental impact and has managed to implement some energy savings in the group. Plans are in place to ensure that high energy consumption systems are phased out through a combination of design, maintenance and replacement strategies.

Continuous supply of electricity is vital for Senwes’ operations and generators were installed to ensure continuous supply of electricity. The effectiveness of the generators is tested on a frequent basis.

The following actions were implemented to improve and reduce energy consumption by our operations:

  • Improved Building Management System (BMS);
  • The replacement of outdated air-handling (HVAC) systems at operations;
  • Monitor and evaluate performance levels at Senwes operations with our own check meters (measure consumption, track performance, set target for energy use);
  • Energy audits (data collection, analysis and site investigations and conduct cost/benefit analysis);
  • Power factor correction to reduce electrical demand (KVA) and improve electrical distribution capacity;
  • Establish a monitoring and target-setting system;
  • Provide regular reports on costs and consumption;
  • Increased use of energy efficient lighting systems in the buildings;
  • Establish an energy saving budget (solar system);
  • Maintaining equipment correctly and promptly;
  • Increased awareness of energy issues among staff and using energy more efficiently;
  • Safely disposing of tube lights.

Our environmental strategy for the construction of new buildings or upgrading of existing buildings is to promote green (sustainability) buildings.

The table below lists the indicators we have chosen to measure our environmental performance and are monitored on a continuous basis.

KWH

KVA

KL

Total of Head Office and Grainlink
(May 2016 - April 2017)

18 914 358

122 912

28 424

Total of Head Office and Grainlink
(May 2017 - April 2018)

19 686 714

113 496

24 600

4.1%

-7.7%

-13.5%


SOLAR PHOTOVOLTAIC SYSTEMS AT SENWES HEAD OFFICE AND SENWES GRAINLINK SILO: HENNENMAN

Solar-PV system energy generally requires less maintenance than traditional generators. Its energy is derived from natural and available resources which reduce the operating costs. Even more importantly, solar energy produces little or no waste products such as carbon dioxide or other chemical pollutants, which means that the impact on the environment is minimal.

OUTCOMES OF SENWES HEAD OFFICE EXISTING PV SOLAR SYSTEM
(MAY 2017 – APRIL 2018):

  • Total PV energy consumption of: 939 MWH
  • Total CO2 avoided: 958 ton

OUTCOMES OF SENWES GRAINLINK SILO: HENNENMAN EXISTING PV SOLAR SYSTEM
(MAY 2017 – APRIL 2018):

  • Total PV energy consumption of: 376 MWH
  • Total CO2 avoided: 384 tons

Plans are in progress to install new solar systems at the other Senwes operations to increase energy savings.

Initiatives implemented at Senwes’ head office have resulted in the reductions as depicted in the following graph:


REDUCE WATER CONSUMPTION:

  • Emergency water supply (water tanks with boreholes) to reduce the risk for Senwes operations without water supply;
  • Grey water system: Collect rain water from roofs to re-use water at the wash bays and for irrigation;
  • Measure water usage to manage municipal accounts and leakages.

SHEQ

HEALTH & SAFETY

Senwes acknowledges and understands that an organisation cannot be sustainable without promoting the safety, health and welfare of its employees. Senwes realises that in order for it to be profitable, employees need to work in a safe, healthy and supportive working environment. Creating a workplace that fosters care and well-being, is essential to the success of the company. Senwes has a dedicated SHEQ (Safety, Health, Environment and Quality) unit that guides the company to comply with all laws, regulations and rules governing employees’ occupational health and safety. The SHEQ integrated system supports the standardisation of the corporate and SHEQ management process.

The health and safety strategy rests on six pillars, namely:

  • An effective and up to date safety management system;
  • Identifying and mitigating hazards and risks associated with employees; contractors, equipment, material and the environment;
  • Education, training and awareness;
  • Building a positive health and safety culture;
  • Prevention of incident and accident by following a proactive approach; and
  • Continuous monitoring effectiveness.

Indicators

2017/2018         

2016/2017

Section 24 disabling injuries

10

9

Disabling injuries 

79

62

Disabling injury frequency rate

1.6

1.58


RAILWAY SAFETY REGULATOR

The RSR requires Senwes to submit documentation in order to qualify for a permit that is valid for one year. All sidings are continuously monitored to ensure safe railway operations. Without the permit no railway operations will be allowed and therefore profability will be impacted negatively.

Keeping track with changes to this requirements is vital to ensure sustainability of future railway operations.