SUSTAINABILITY REPORT

2018/19 financial year


INITIATIVES BY THOBO TRUST

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.



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.



LOSDOORNS: FARM SCHOOL HUB : ITOKISETSENG

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

THOBO TRUST LAUNCHES SCHOOL VEGETABLE GARDEN PROJECT AT ITOKISETSENG

Thobo Trust, the Senwes Group’s BBBEE and socio-economic partner, began work on a school gardening project on 23 October 2018. Now, five months later, the launch of the project was held on 14 March 2019 at Itokisetseng Combined School, a stone’s throw away from the Senwes Losdoorns Silo. Thobo Trust planned, funded, bought the equipment needed and managed the whole project from start to finish. Thobo Trust ensured that all the participants involved where kept informed and that donations made were allocated towards the right focus areas.

The Trustees involved throughout this project included Dolly Dlavane (Chairperson), Kholefo Thobejane en Elmarie Joynt. Senwes' Liason Officer, Mandla Zwane managed the initiative on an operational level.

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  • Itokisetseng garden project launch

    | 14 March 2019

    hobo Trust held the official launch of the Itokisetseng Tswelopele Corporative Limited on 14 March 2019 at Itokisetseng Tswelopele Agricultural Primary School, a stone’s throw away from the Senwes Losdorings Silo.

  • Senwes Group Chief Executive visit

    | 16 January 2019

    Senwes Group Chief Executive, Francois Strydom paid a visit to Itokisetseng to see the progress that has been made. Thabo van Zyl took him on a brief tour of the grounds.

  • Jojo tanks installed

    | 7 January 2019

    Jojo tanks were up and ready to provide water for the plants on 7 January. Work also began on fencing around the garden to ensure the safety of the vegetables while they grow.

  • Shade netting soil prepared

    | 13 December 2018

    On 13 December 2018, the soil under the shade netting was well prepared for planting to commence.

  • Installation of net covering

    | 11 December 2018

    The shade netting covering the garden was completed on 11 December 2018.

  • Installation of fencing

    | 4 December 2018

    The installation of fencing around the garden commenced on 4 December 2018.

  • Ground chemically prepared for optimal planting

    | 13 November 2018

    Ground chemically prepared for optimal planting, Chemicals were sprayed onto the area to ensure that no weeds or other pests hinder with the planting process.

  • Irrigation trenches completed

    | 20 November 2018

    On 20 November, the irrigation trenches were completed.

  • Digging of irrigation holes

    | 2 November 2018

    Once the distance of the irrigation holes was determined and finalised. Senwes Director Thabo van Zyl and his team of workers got started with the digging of the irrigation holes.

  • Digging of irrigation pipes continues

    | 6 November 2018

    The digging of irrigation pipes continued on 6 November 2018.

  • Itokisetseng vegetable garden project kick off

    | October 2018

    The Itokisetseng Vegetable project kicked off in October 2018. Measurements were done to determine the distance of the placement of the irrigation pipes.

  • Syngenta tour

    | 31 October 2018

    Towards the end of October, a delegation from Syngenta came along on a tour. They were taken to the Senwes Equipment Bothaville branch and Wesselsbron silo and ended the day in Losdoorns to have a look at the Itokisetseng project and give advice on how we can work together to make it a success.

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.

SENWES' SIX CAPITALS

Senwes relies on various forms of capital to achieve set targets and goals. These capitals, as identified by the International Integrated Reporting Council (IIRC), can be seen as inputs to the company’s business model and increase, decrease or transform according to the activities of the company.

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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 Security

Social Responsibility

KEY FOCUS AREA: EDUCATION

SKILLS DEVELOPMENT INDICATORS

Training Dashboard indicators

2017/18

2018/19

Total training course
attendance captured

3 658

2 183

 Total training man-days

6 290

4 140

Average number of training
days per employee

4.17

2.98

Total Training cost captured (R)

6 713 300

5 767 200

Training of BBBEE candidates
( % of total training)

38.2%

37.8%

Training of EE candidates
( % of total training )

49.8%

51.3%

R value for Study Bursaries
(included in training cost)

829 200

760 400

Total Training cost as
% of payroll cost

1.98%

1.41%

N of bursary transactions

101

80

Comments:

  • Training attendance for 2018/19 is lower than 2017/18, as a result of lower training volumes enrolled across various categories
  • Total training investment for 2018/19 was 14% lower than 2017/18.
  • BBBEE training investment was consistent at 38% of total training for the past 2 years.
  • 51.3% of Total Skills development in 2018/19 was spend for EE groups, compared to 49.8% in 2017/18.

The next graph compares distribution of training cost across training categories for 2017/18 & 2018/19.

KEY FOCUS AREA: ECONOMIC AND ENTERPRISE DEVELOPMENT

SMART-AGRI RISK MANAGEMENT DESK

“Senwes has sponsored close to half a million rand towards the SARMD because it realises the importance of the whole food value chain for the citizens of South Africa. We have managed to keep producing sufficient, safe and affordable food, though many challenging and dynamic situations, a proactive and holistic approach needs to be maintained” said Francois Strydom, Group CEO of Senwes.

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FRANCOIS STRYDOM ELECTED AS AGRICULTURAL BUSINESS CHAMBER (AGBIZ)

Senwes Group CE, Francois Strydom was elected as the Chairman of Agbiz at the Annual General Meeting held during the Agbiz Congress which was hosted from 7 to 8 June 2018 in Port Elizabeth. His position as Chair of Agbiz, amongst other, contributes to raising awareness of the material issues and challenges in the agri sector.

Read More on the Agbiz website

DYNAMIC PARTNERSHIP

Julias Ramohlabi, Senwes Manager: Developing Farmers, introduces us to dynamic duo Pini Jan Kgosimore and Sophie Dikeledi Mabaso of Mafabatho Farm in Wesselsbron who, through their association with Senwes, have managed to turn their farm around.

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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

The Land Reform Debate continued to take centre stage in 2018 as was reflected in the themes of the Nampo Harvest Day broadcasts of Nation in Conversation. Show titles like Land reform – from emotions to rationality looked at how decisions made at the ANC’s 54th elective conference in December 2017, appeared to see two seemingly incompatible positions emerge on the issue of land reform. Other topics included robust discussions on:

Land reform must help emerging farmers to catch up with latest agri-trends; Farming for a sustainable future; Don’t bank on land reform panic - policy menu is diverse; as well as looking at The Importance of Economy of Scale: Big vs small. Industry heavy weights like Agriculture Economist Wandile Sihlobo, BFAP’s Ferdi Meyer and GrainSA CEO Jannie de Villiers and Senwes Group CE Francois Strydom were part of the discussions.

Senwes' partnership with Nation in Conversation derived a total of R11,7m in value for the brand during the course of the 2018 television series and the 2018 Nampo Harvest Day.

Discussions at Nampo 2018 included the following topics:

The Nation in Conversation series in 2018 put its successful formula of, tourism, commodity and industry focus, to work on various commodities not previously highlighted. These we: Dates, in particular Medjool date cultivation; Nuts growing and processing in the Western Cape; The Wheat industry; and Avocados among others. For a full list of all the episode content in of Nation in Conversation in 2018 please visit Nation in Conversation's website.

Senwes and two of its joint venture partners, Hinterland and JDI, were proud to be part of the inaugural Nampo Cape Agri-Expo held at Bredasdorp Park in the Overberg from 12 to 14 September 2018.

NATION IN CONVERSATION WEBSITE |

KEY FOCUS AREA: SPORTS

SENWES SPINNERS

The flagship of farm school cricket development programmes in South Africa, Senwes Spinners, started in 2006. The fourteen 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 1690 farm school players from 19 primary schools participated in the program, 434 coaching sessions where conducted and 47 coaches have been trained.

“Fourteen years of Sponsorship by Senwes has touched so many lives in the rural communities, indicating that Senwes is more than just an agricultural company but a community builder. The Senwes Spinners Farm school programme has always been a spectacular tournament to be involved in, for the youth of rural South Africa benefit in a great way and is given an opportunity to play cricket, be active and to experience urban life. I am excited about the tournament happening this weekend and look forward to having everyone here.” Solomon Meki – North West Cricket Youth Cricket Coordinator.

SENWES PROUD TO STILL BE PART OF THE AGRI SA DROUGHT AID FUND

The Agri SA Golf Day in aid of the Agri SA Drought Aid Fund took place on 16 April 2019 at the Woodhill Golf Estate. Senwes was represented by staff from Senwes Credit and Senwes Equipment. Senwes established the Drought Aid Fund in 2015 where after it was handed over to Agri SA who has been managing the fund since.

Watch the Video on YouTube

SENWES SPINNERS TOURNAMENT 2019

The 13th annual Senwes Spinners cricket tournament took place from 15 March – 17 March 2019. The final was played at Senwes Park in Potchefstroom on 6 April 2019.

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THE 26th OTTOSDAL DRAF-EN-TRAP

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 26th birthday this year with more than 4 000 athletes and cyclists, and more than 11 000 visitors.

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HINTERLAND THANKS ITS SUPPLIERS AND RAISES OVER R100 000 FOR CHARITY

Parys and Vaal de Grace Golf Estates were abuzz with activity on 23 November 2018 when Hinterland hosted to about 100 of its suppliers for a full day of fun on the Golf course.

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SENWES: CO-SPONSOR OF THE AGRI SECURITAS GOLF DAY

The 2018 Agri Securitas Golf Day, sponsore by Senwes and NWK, was held on 25 October at the Pecanwood Golf Estate in Hartbeespoort. The day in aid of farm security was 'n huge success where various sponsors and rolplayers for different sectors joined hands in support of this worthy cause.

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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.

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KEY FOCUS AREA: FOOD Security

SENWES DONATED CABBAGE

THE SENWES #FORTHEFARMERS CAMPAIGN WAS ALL ABOUT CABBAGE THIS WEEK.

Senwes Marketing, in partnership with Thobo Trust and the Christmas Tree Project, donated 150 heads of cabbage to the different institutions that Senwes supports through our Christmas Tree Project. Each home received 16 heads of cabbage to take home, fresh from the Thobo Trust Itokisetseng Gardening Project’s very first harvest. Thank you to Senwes Board member Thabo van Zyl and his wife Ninette for their relentless hard work and dedication to the Itokisetseng Project since its inception.

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BASTION ROOIGROND COMMUNITY UPLIFTMENT PROJECT

BASTION ROOIGROND PROJECT

The Bastion Rooigrond project was officially handed over to its beneficiaries on 2 February 2019. The project, which was initiated in 2016, was aimed at assisting seven members of the Rooigrond community who provide home-based care to ailing, disadvantaged members of the community.

A big part of the care-taker’s mandate is making sure that their patients comply with their medication stipulations. For this to happen, they have to provide balanced meals for their patients to take with their medication and through this project, they are able to provide fresh, healthy vegetables to balance their diet. Although the project was officially handed over to the beneficiaries, Bastion and Thobo Trust will continue to work together with them and provide the necessary support and advice to ensure longevity and sustainable development of the project.

WATER SHORTAGE PROJECT

BULTFONTEIN COMMUNITY STAND BY EACH OTHER

Senwes Grainlink played a pivotal role in the upliftment of Bultfontein High School water scarcity resurrection by installing, with the help of the community, of a 1,7 kilometres pipeline, pumps and tanks which fills two dams at the school on a daily basis to the capacity of 183 000 litres. 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.

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KEY FOCUS AREA: SOCIAL RESPONSIBILITY

THOUGHTS FROM SOME OF THE COUNTRY'S MOST INFLUENTIAL LIVESTOCK FARMERS

Senwes Group CE Francois Strydom hosted a meeting at the Senwes Head Office in Klerksdorp on Friday, 15 March 2019 with a group of the livestock industry’s most influential producers. Johan Dannhauser, Brian Angus, John Devonport and Gideon Oosthuizen share their impressions following the meeting.

Read More Watch the Video on YouTube

SENWES’ FOR THE FARMERS CAMPAIGN EXTENDED

Senwes Group CE, Francois Strydom issued a challenge to all SA Companies to follow suit. The campaign was extremely successful with a reach of over 200 000 on social media and various media interviews, and lots of positive feedback from the industry. The success of the campaign has led to Senwes extending the action to focus on all locally produced commodities in an effort to galvanise support for farmers by all South Africans. The extension of the campaign kicks-off on Friday 1 March 2019 with the hashtags #eatlocalchicken #eetplaaslikehoender where Senwes staff will post selfies and group shots of themselves enjoying any chicken or poultry products. The idea being to support our local poultry farmers who are under enormous threat from international imports.

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SENWES CHALLENGES THE NATION TO BRAAI FOR THE FARMERS THIS FRIDAY, 1 FEBRUARY 2019

Leading Agri-company, Senwes has laid out a challenge to all South African companies, to answer the call to assist farmers who are suffering the conditions of drought and a drop in red meat prices. AgriSA recently called on South Africans “to braai the famers problems away.”

Read More Listen to the Radio Interview

If you want to see what is trending on social media, use the following links:

SENWES HOSTS ANOTHER SUCCESSFUL CHRISTMAS TREE EVENT!

Eleven years ago an idea to treat local children from institutions aimed at child care for abused, special needs and abandoned kids, to a Christmas party arose. The 2018 Annual Senwes Christmas party hosted 600 underprivileged children from eleven different institutions aimed at child care for abused, special needs and abandoned kids.

Read More Watch the Video on YouTube

SENWES STAFF MAKE A DIFFERENCE ON MANDELA DAY

Senwes personnel rose to the occasion yesterday in recognition of Mandela Day on July 18, the day that Nelson Mandela would have turned 100. Staff answered the former South African president’s call for 67minutes of selfless service to those less fortunate at various institutions in and around Klerksdorp.

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SENWES SAYS THANK YOU | HEADLAND BRAAI

Senwes’ agri financing managers, whole good marketers, grain procurers, agri business managers, area managers, branch managers and support staff are taking time off to say a special thank you to our clients over the next few weeks in the form of a braai on their farms.

Read More Take a look at all the photos

ETHICS, EMPLOYMENT EQUITY AND TALENT

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.

ETHICS MANAGEMENT

The Group has an Ethics Committee appointed by the Company's Executive Committee. During the year the group has expanded to include represenatives of all Joint Ventures.

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.

LEARNING - THE SENWES ACADEMY

The Senwes Academy provides a formal structure for the planning and delivery of learning and development interventions across the group, through co-ordination and tracking of learning interventions.

Various learning and development opportunities are facilitated in collaboration with external training providers, ranging from short courses in technical- as well as behavioural fields. The Academy annually awards learners for successfully completing learnership an apprenticeship programmes as well as other national certificates & qualifications completed at tertiary institutions.

The following graph reflects the statistics of learners graduating in the various categories over the past 5 years (The graduation for 2019 is scheduled to take place in June):

Continuous learning & development opportunities are created through the following projects in the Senwes Group:

  • Focused and tailor-made leadership and management development programmes;
  • The group’s study bursary scheme for employees enabling prospective learners to enrol for academic study, with financial support from the employer, provided that it is in line with the business of the employer and is offered by an accredited and reputable institution;
  • Various agreements/working arrangements with government and SETA’s to provide corporate learning to learners with SETA grants in the service and grain Industries were implemented over the past years.

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. 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.

TALENT DEVELOPMENT

A formal graduate programme is offered as part of the strategy to attract young talent and to grow the leadership pipeline. The 2019 group of graduates are exposed to a newly developed graduate training programme covering various inter- and intra-personal training modules. Training is done to enhance ability to successfully ease into the world of work.

Quarterly development conversations monitor the growth and transition process to ensure effective integration into the workforce and focussed development of the graduates to strengthen the leadership pipeline.

Talent forums were set up in all the disciplines and all the Joint Ventures in the group. Introduction electronic questionnaire and re vamping of the Talent technology was at the forefront of development in 2018. Critical and Scarce skills were identified in all areas of the business and talent forums shaped around these skills.

INNOVATION & INTEGRATION

PURPOSE STATEMENT

The purpose of Innovation and Integration is: “To create value for the Senwes Group through Customer Intelligence solutions across business units, so that we can maximise sales opportunities, manage risk and enhance overall customer experience.”

PURPOSE STATEMENT

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

  • Objective 1: This plan is focused on a Customer Information Management solution, with GIS and spatial data as foundation.
  • Objective 2: Agronomic Solution - Customers don’t necessarily want Agronomic advice as such – they rather want demonstrated value add to their business.
  • Objective 3: This plan focuses on optimising the current precision offering as well as the addition of new complimentary solutions which can address customer needs.

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.

GROOTPAN HARVESTER RACE

The official results of the 2019 Grootpan Harverster Race was announced where John Deere won the class 8. Below are the results:

Class 8:
1. John Deere S780 - 90.71%
2. Challenger 560c - 86.24%
3. New Holland CR9.80 - 82.99%
4. Rostselmash 785 - 72.80%
5. Case 8240 - 67.26%

Class 6:
1. Claas 570 Tucano - 88.38%
2. Case 6140 - 87.71%
3. New Holland CR680 - 86.36%
4. John Deere S760 - 81.18%
5. Rostselmash Actros 595 - 56.36%

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PIETER MALAN EXPLAINS THE ADVANTAGES OF DELIVERING WETTER GRAIN

Pieter Malan, Managing Executive of Senwes Grainlink, explains more of the benefits for producers by delivering wetter grain at Senwes silo. We also look at the alternative storage that was erected at, among others, Raathsvlei and Vierfontein silos.

Watch the Video on YouTube

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 2017 - April 2018)

17 859 623

103 440

22 820

Total of Head Office and Grainlink
(May 2018 - April 2019)

22 385 794

121 016

18 157

25.3%

17.0%

-20.4%

*Please note that April 2019 values have been estimated, the accounts have not yet been received.


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 2019):

  • Total PV energy consumption of: 2 739 MWH
  • Total CO2 avoided: 2 836 ton


OUTCOMES OF SENWES GRAINLINK SILO: HENNENMAN EXISTING PV SOLAR SYSTEM
(MAY 2017 – APRIL 2019):

  • Total PV energy consumption of: 760 MWH
  • Total CO2 avoided: 787 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:


*Please note that April 2019 values have been estimated, the accounts have not yet been received.

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

2018/2019

2017/2018

Section 24

4

15

Disabling injuries

79

100

Disabling frequency rate

1.34

2.18

Lost man days

410

977


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 probability will be impacted negatively.

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