While South Africa’s leading logistics and supply chain companies have made meaningful strides in automation and digitalisation, a widening automation gap threatens to leave much of the sector behind. To address this critical juncture, the Chartered Institute of Logistics and Transport South Africa (CILTSA) has announced its upcoming warehousing conference, designed to provide a roadmap for businesses to transition from traditional storage to high-performance distribution.

Scheduled for Thursday, 9 July 2026, in Sandton, the half-day event—”From Warehouse to High-Performance Distribution Engine”—arrives at a time when standing still has become a significant financial risk.

The High Cost of the “Status Quo”

The data supporting the shift to automation is undeniable. According to Modern Materials Handling, warehouse automation can slash labour costs by up to 60% while boosting productivity by 30%. Furthermore, Sellers Commerce reports that automated picking systems can improve fulfillment speeds by a staggering 300%, with facilities seeing a 25–30% efficiency gain within their first year of implementation.

“Every day a warehouse operates without digital tracking, it haemorrhages working capital in invisible ways,” says Elvin Harris, President of CILTSA. “Stock sits idle, pickers travel unnecessary distances, and compliance is managed through paperwork that creates risk rather than reducing it. Logistics businesses can no longer afford to treat warehousing as a passive storage function.”

Furthermore, third-party logistics providers globally are accelerating their adoption of automation, driven by clients who demand digital visibility, faster turnaround times, and measurable performance data as baseline requirements, not differentiators (Grand View Research).

A Critical Intervention for the Sector

Powered by ISB Optimus, the event is titled “From Warehouse to High-Performance Distribution Engine: Driving Efficiency through Digitalisation, Technology and AI” and is structured around four high-impact pillars:

1. The State of SA Logistics: Clayton Thomas (Managing Director, Industrial Logistic Systems) will explore “Why “Good Enough” is No Longer Enough”.
2. Driving Cost, Throughput and Accuracy in Warehouse Operations: Brian Mudhokwani (COO, ISB Optimus) will explore how digital tools reveal the true cost of every delivery, ensuring working capital is deployed productively.
3. Throughput and Productivity: Gerhard van Zyl (Group Operations Director, Professional Group of Companies) will demonstrate how AI optimises picker and forklift routing to eliminate wasted travel time.
4. Safety, Compliance, and Performance: Experts from Powerfleet will showcase how smart digital dashboards replace manual paperwork and proactively flag safety risks.

Closing the Gap

As third-party logistics providers globally accelerate automation to meet client demands for real-time visibility, South African firms face a choice: evolve or exit. “The businesses that win contracts and build sustainable margins over the next decade will be those powered by data and intelligent automation,” cautions Harris. “The CILTSA conference is designed to ensure our local sector is on the winning side of that equation.”

Sponsored by ISB Optimus and Powerfleet, the programme targets CEOs, Operations Directors, Warehouse Managers, Supply Chain Directors, Fleet Managers, and Procurement Leads.

To register or obtain further information, please visit https://www.ciltsa.events/ciltsa-warehousing-conference-powered-by-isb-optimus/ email CILTSA at office@ciltsa.org.za or call 082 673 9697 / 087 133 0525.

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Mario Vester, Engen Product Manager: Automotive, gives advice on how to get more efficiency, performance and value from your car as fuel prices continue to rise.

For years, most South African drivers have treated engine oil as a basic commodity. Top it up, change it occasionally, move on. “Oil is oil,” right? Not anymore.

With fuel prices climbing, lubricants are playing a far more important role. They’re no longer just about protecting your engine, they directly influence fuel efficiency, performance and long-term running costs.

What sits inside that bottle is more advanced than many realise. Modern lubricants are carefully engineered blends of base oils and additives designed to reduce friction, manage heat and keep engines clean. In simple terms, the right oil helps your car run more efficiently which matters when every litre counts.

Efficiency starts under the bonnet

Today’s engines, especially smaller turbocharged petrol units and modern diesels, operate under higher stress. They rely on precise lubrication to perform properly.

Using the wrong oil or simply choosing the cheapest option can increase friction, forcing the engine to work harder and burn more fuel. It can also lead to faster wear and more frequent maintenance.

Even small gains matter. A 1–3% improvement in fuel efficiency may seem minor, but over time it adds up, particularly at current fuel prices.

South African conditions add pressure

Local driving conditions make things tougher. Heat, dust, traffic and long distances all put extra strain on engines.

Whether you’re commuting daily or heading out on road trips, the right oil helps maintain performance, protect components and reduce the risk of breakdowns. It can also extend service intervals, saving time and money.

A smarter choice for modern cars

As engines evolve, so do lubricant requirements. Manufacturers are increasingly specifying lower-viscosity, high-performance oils to improve efficiency and reduce emissions.

That’s where products like Engen Xtreme come in. Designed for modern engines, they help improve fuel economy, protect critical parts and perform under demanding conditions.

The takeaway

Engine oil is no longer just a maintenance item it’s part of how your car delivers efficiency and value.

In a world of rising fuel costs, choosing the right lubricant is one of the simplest ways to keep your car running better, for longer, while saving money where it matters most: at the pump.

Press release received from Engen

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Africa’s digital economy is expanding at a remarkable pace. From mobile banking and cloud computing to the expansion of e-commerce and enterprise systems, nearly every online service now relies on the data centres that drive the continent’s digital infrastructure. Yet, these facilities are highly energy-intensive, and across much of Africa, electricity is expensive and often unreliable.

For operators, energy efficiency has become a strategic priority. Herman Mare, General Manager: Protection and Control at ACTOM, says the conversation has shifted well beyond technical performance. “Energy efficiency is no longer only an engineering concern,” says Mare. “It plays a direct role in maintaining uptime, managing operating costs and ensuring long-term sustainability.”

The growing stakes of digital demand

Clinton Vieira, Business Development: Data Centres for Sub-Saharan Africa at ACTOM, notes the stakes are growing as Africa’s digital demand accelerates. Data centres form the backbone of the modern economy. If operators want to support the next wave of digital services across the continent, they need energy strategies that strengthen resilience while keeping operations cost-effective.

Electricity remains the single largest operating cost for most data centres. In many African markets, power infrastructure is ageing or inconsistent, forcing operators to rely on backup generation to keep facilities online. “Power instability adds complexity to data centre operations,” Vieira explains. Every disruption or inefficiency has a direct impact on costs and the reliability customers expect.

Turning energy challenges into opportunities

Despite these challenges, Mare believes the situation also presents an opportunity. Operators who address energy efficiency strategically can reduce energy losses, improve reliability and operate far more efficiently. Those improvements translate into stronger and more sustainable operations.

One of the most effective ways to improve efficiency begins with electrical infrastructure. Medium-Voltage (MV) systems deliver power more efficiently than traditional low-voltage connections and reduce energy losses across the facility. “Medium-voltage infrastructure allows power to be distributed far more effectively,” says Mare. It also enables redundancy by allowing multiple feeds from different substations so that if one power source fails, the facility can continue operating.

Infrastructure as a foundation for growth

According to Mare, this type of investment also prepares facilities for future innovation. Medium-voltage systems create the foundation for integrating intelligent monitoring and renewable energy solutions, helping data centres scale alongside the digital economy.

Infrastructure alone is not enough. Visibility into energy usage is equally important. Modern monitoring systems allow operators to track energy consumption across their facilities in real time. “When operators can see exactly how energy flows through their systems, they can make far better decisions,” says Vieira. Data allows them to identify inefficiencies, anticipate problems, and optimise performance.

Real-time insight and predictive maintenance

Real-time insight means equipment such as transformers, batteries, or generators can be deployed where they are needed. It also changes the way maintenance is approached. Instead of reacting to equipment failures, operators can anticipate when intervention is required and act before problems escalate.

This visibility is particularly valuable in regions where technical expertise may be concentrated in certain areas. With remote monitoring, engineers can analyse system performance from anywhere and support on-site teams when needed.

Building resilience with hybrid energy

Renewable and hybrid energy solutions are also becoming an important part of the energy mix for African data centres. Solar, wind and battery storage can provide stability where the grid supply is inconsistent.

“Renewable energy is not only about sustainability,” says Mare. It also improves operational resilience. Strong electrical infrastructure and intelligent monitoring, when paired with renewable systems, add an extra layer of reliability.

Hybrid energy models can also reduce dependence on diesel generators while lowering operating costs and carbon emissions.

Efficiency as a competitive advantage

Improving energy efficiency strengthens the overarching business model governing data centres. Lower operating costs, better reliability and stronger infrastructure make facilities more attractive to global investors and digital service providers.

Mare believes the decisions operators make today will define the industry’s future. The demand for digital infrastructure will only increase, and operators who invest in efficient electrical systems, intelligent monitoring and integrated energy strategies will lead the market.

As Africa’s digital economy grows, the infrastructure supporting it must evolve as well. When energy systems are designed intelligently, from medium-voltage infrastructure to monitoring and renewables, data centres become stronger and better prepared for the future.

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Innovative technology for ‘shrinking’ catalytic converters – designed and built in South Africa by Jendamark Automation for the global market – relies on the precision of SEW-EURODRIVE’s highly dynamic servo-geared units and software.

Based in Gqeberha in the Eastern Cape, Jendamark Automation is a specialist in advanced automated assembly systems for powertrains, catalytic converters, hydrogen technologies and other automotive components. Yanesh Naidoo, Executive Innovations Director at Jendamark Automation, says that 95% of the locally produced machines are exported and are in operation in Europe, India and the USA.

“The shrinking machine – or ‘shrinker’ – is a core component within our catalytic converter assembly cell,” Naidoo says. “This cell is a highly automated production environment in which multiple machines, robots and laser measurement systems operate in coordination.”

The process begins with the core of a catalytic converter – a ceramic ‘brick’ or monolith, coated with precious metals such as platinum and palladium, that converts exhaust gases into less harmful emissions. This brick is wrapped in a thick spring-like insulation mat and inserted into an outer casing (or can) of stainless-steel. In this process, there are many variable factors to consider, he explains.

“Because the ceramic monolith is extruded and baked, its diameter can vary slightly – by two or three millimetres in a passenger vehicle converter and up to ten millimetres in a truck converter,” he says. “This makes the size of every monolith slightly different.”

To secure the monolith inside the casing with the right spring load, the casing itself has to be adapted. This is the key function of the shrinking machine – to reshape the stainless steel casing to the exact diameter required for each brick and mat combination. Shrinking stainless steel to tolerances of 50 microns requires enormous force and control which the shrinker achieves by closing a set of heavy tapered segments around the can.

“For a passenger vehicle converter we use twelve segments, while for a commercial vehicle converter – which is larger – we use sixteen,” Naidoo says. “We pull a massive steel ring back over those segments and as the ring moves the segments close in, collapsing the can evenly around the monolith.”

Driving that motion are two powerful SEW-EURODRIVE servo motor systems, each connected to precision roller screws that pull the ring from both sides. Synchronizing those drives is critical.

“If one side is pulled just a few millimetres more than the other, this will damage these very expensive roller screws,” he explains. “This is where SEW-EURODRIVE’s technology comes into its own; the drives and controllers keep the two motors synchronised to within very fine tolerances, even at the high speeds we need to hit our 30 second cycle times.”

The speed at which Jendamark Automation’s shrinker operates is one of its critical advantages, Naidoo emphasises, and this has been achieved through its innovative tool changer. He explains flexibility is particularly important in converter production for commercial-vehicles as variants change every few hours. Traditionally, each change required a lengthy manual tool change which would mean two to three hours of downtime.

“This is why we developed an automatic tool change system for the shrinker,” he says. “We have got two cartridges outside the machine, one of which is preloaded with the next set of 16 segments. When the operator hits ‘tool change’ the machine ejects the old set, inserts the new one and locks everything down – all automatically in about 45 seconds.”

That innovation, also powered by SEW-EURODRIVE servo drives, has transformed productivity.

“We have reduced tool changing times significantly, giving our customers more production time per shift, allowing them to produce around 80 additional parts,” he says. “With two or three tool changes a day, the gains are massive.”

The entire catalytic converter assembly cell can contain up to 30 SEW-EURODRIVE servo drives, powering and synchronising multiple machines – from laser measuring systems to robotic handlers. Behind the scenes, Jendamark’s proprietary Variant Manager software orchestrates these movements.

“Every part coming down the line is slightly different, so every 30 seconds a new set of parameters – such as diameters, spring loads and positions – is sent to the drives,” Naidoo says. “There are no fixed positions so it is completely dynamic, adapting in real time.”

Parallel to this performance, he adds, is an equivalent focus on reliability as customers require minimal downtime to ensure that their processes and products remain viable. He notes that a USA customer, Cummins (through its acquisition of Faurecia’s USA factory), has been running Jendamark’s shrinker for almost six years – during which time it has produced over three million catalytic converters.

“Apart from greasing the screws, there has been no major maintenance and no drive failures at all,” he says. “That is a testament to the robustness of our overall design and of the reliability of SEW-EURODRIVE equipment.”

The customer was so impressed that it decided to standardise globally on Jendamark’s machines.

“They had two other suppliers’ machines next to ours on the same line,” Naidoo says. “Now they’re replacing those with Jendamark machines, because of reliability and consistency of quality.”

Phillip Steyn, Branch Manager at SEW-EURODRIVE in Gqeberha, says the project exemplifies how advanced motion control systems enable complex automation.

“Our MOVIAXIS multi-axis servo system, combined with our efficient servo motors and dynamic gearboxes, provides the accurate positioning and torque that this machine needs,” Steyn says. “The challenge was to deliver very high torque while maintaining precise synchronisation and feedback at rapid speeds.”

He notes that it is easier to be accurate when machinery is moving slowly but it becomes much more challenging in the context of high speed machines like this one. SEW-EURODRIVE’s control architecture ensures that every motion – from the synchronised pulling of the ring to the positioning of the auto-tool change mechanism – is tracked and verified before the next cycle begins.

“There is a great deal of feedback between the drive and the upper level controller,” Steyn explains. “The system scans the input data – the product types and can sizes – and adjusts torque and position in real time. It is the brain and the muscle working together.”

Naidoo highlights the value of SEW-EURODRIVE’ integrated unit – the motor, gearbox and drive -which is already matched for torque and speed.

Website – www.sew-eurodrive.co.za

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BMG has extended its range of Rollon linear motion systems by including engineered ball screws that pay a critical role in modern motion systems. These solutions combine precision manufacturing, advanced materials and application-specific design, to deliver reliable linear motion in diverse industries.

Shuton-Ipiranga – part of the Rollon by Timken portfolio – has developed a comprehensive range of ball screws designed to meet specific performance demands in different operating environments. Applications, from heavy-duty industrial applications to high-speed automation and ultra-precise machine tools, require distinctly engineered solutions.

“A key advantage of these ball screws is adaptability, which provides dependable solutions for different applications. Each unit is custom manufactured to meet specific application requirements, allowing engineers to optimise performance based on factors like load, speed, duty cycle and environmental conditions,” explains Leon Koekemoer, BMG’s Linearway & Ball Screw Product Specialist. “This collaborative, application-driven approach enables machine builders to achieve precise and reliable motion control.

“Shuton-Ipiranga design specialists give careful attention to ball recirculation systems which are tailored to suit specific load, speed and accuracy requirements. Pristine engineering ensures smooth operation, reduced wear and enhanced performance in demanding applications.

“An increasingly important aspect of modern motion systems is the integration of digital monitoring capabilities. Shuton-Ipiranga ball screws can be equipped with smart sensor technology to monitor lubrication, vibration and temperature. These features enhance predictive maintenance programmes, helping to improve machine uptime and operational efficiency.”

In heavy industrial environments, ball screws must withstand extreme loads while maintaining smooth, controlled movement. The Shuton-Ipiranga XL Xtrem Load range has been developed for these conditions, offering robust performance in applications that include injection moulding machines, large-scale presses, energy installations and infrastructure systems.

By incorporating a high number of load-bearing balls and optimised load distribution, these ball screws support extended service life, even in tough operating conditions. Their ability to replace hydraulic systems in certain applications also brings added benefits, including reduced maintenance, improved efficiency and simplified integration into electromechanical systems.

Efficiency and speed are key considerations in automation and transport applications. The Shuton-Ipiranga XT Xtrem Transport series addresses these needs with high-speed capability and reliable performance in systems like pick-and-place equipment, material handling systems and semiconductor manufacturing.

These ball screws, which have been designed for integrability and cost efficiency, offer a practical alternative to pneumatic and hydraulic actuators, helping ensure precise motion with minimal axial play. The versatile design makes them well suited to modern automated environments where throughput and consistency are essential.

In contrast, machine tool applications require exceptional precision and rigidity and even the smallest deviation can impact the quality of a finished component. The Shuton-Ipiranga XP Xtrem Position range is engineered to meet these exacting standards, offering high positioning accuracy and dynamic performance in applications including lathes, milling machines and grinding systems. Through the use of preloaded nuts and advanced design features, these ball screws eliminate backlash and maintain repeatability over extended operating cycles, supporting consistent machining accuracy.

BMG’s appointment as an authorised distributor in Africa of Rollon linear motion guidance systems ensures the local market has access to a comprehensive product range that includes linear components, actuators and systems to rotational units and ball screws. The BMG team also offers support locally, including technical selection, condition monitoring and retrofit consultation.

Website: www.bmgworld.net

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Atlas Copco Power Technique and authorised distributor, ATCO Pneumatics, have, through their dynamic partnership, introduced the new Atlas Copco XATS 1200PACE air compressor into marine pipeline cleaning, marking a strategic entry into a new sector and application. 

Over the past six years, ATCO Pneumatics’ customer, Wilmar Processing SA, a leading food processing specialist based in Richards Bay, has been successfully operating an Atlas Copco XAHS 400PACE compressor to clean single marine and edible oil pipelines. A surge in production volumes intensified the need to clean two pipelines simultaneously. Requiring a higher-capacity machine to meet this growing demand, Wilmar Processing SA turned to Atlas Copco’s rental division, securing a XATS 1200PACE compressor.

With operating pressures of 5-10 bar (72-150 psi) and flows between 34.6 and 31.5 m³/min, the XATS has the muscle needed to clean multiple oil pipelines simultaneously boosting productivity, increasing output and sharply reducing turnaround times. The effectiveness of the compressor soon became evident, prompting Wilmar Processing SA’s strategic decision to purchase a XATS 1200PACE from ATCO Pneumatics.

The pipelines transfer oil directly from ships to the processing plant and cleaning them with a specialised Pigging System is vital for sustaining efficiency, safeguarding product integrity and reducing downtime in a high‑demand production environment. ATCO Pneumatics Director, Sarah Sclanders, describes the system: ‘It consists of a Pig Launcher, where the Pig is placed into a sealed, pressurised chamber before being propelled down the pipeline. Designed to fit snugly against the pipe walls, the Pig scrapes away build‑up and pushes debris forward as it travels through the pipeline. Compressed air is at the heart of the process, generating the critical pressure required to propel the Pig along the pipeline.’”

“The XATS compressor range was specifically developed by Atlas Copco to cover a multitude of applications,” emphasises Johnathan Cassell, APE Sales Engineer at Atlas Copco Power Technique. “We scientifically designed these air compressors around the principles of pressure and flow, with the focus on how these two variables interact. The compressor is engineered to identify the optimal combination for each application, improving efficiency by reducing both time spent and fuel consumed. This intelligent capability is made possible through Atlas Copco’s pioneering PACE (Pressure Adjusted through Cognitive Electronics) Technology, which delivers the widest operating pressure range within a single compressor.”

Johnathan goes on to explain: “An electronic regulation system, programmed via a digital controller, allows multiple pressure and flow settings so users can match air output precisely to their application needs. By incorporating an electronically controlled pressure‑regulating valve, the intuitive PACE system extends both pressure and FAD (Free Air Delivery) ranges. Thanks to this innovation, users gain the versatility of three machines in one package, with more options and greater flexibility from a single compressor. In addition to fuel efficiencies of up to 15% delivered by the Cummins G3/Stage IIIA engine, the compressor adds further financial value by eliminating the need for additional machines.”

The XATS 1200PACE compressor was supplied, installed and commissioned by ATCO Pneumatics at the end-user site in mid-January 2026 and Sarah confirms that the machine is ready to be put through its paces once the next marine oil shipment arrives. Project management is led by ATCO Manager / Pressure Vessel Inspector, Gawie Stoltz, who will oversee execution when the compressor goes into operation. Sarah adds that under Gawie’s experienced leadership the transition from commissioning to full performance will be seamless.

Compressor operators who were on site when the unit delivered, dedicated between one and two hours to demonstrate the start and stop procedures as well as the required prestart inspection to Wilmar Processing SA technicians. 

ATCO Pneumatics is responsible for the after-service and repairs of all Atlas Copco units sold in their region, a role supported by their technicians who complete online training on every unit. “Through this training, they familiarise themselves with our PACE technology and build the technical expertise required to deliver reliable after-service support and repairs,” notes Johnathan.

The partnership between Atlas Copco and ATCO Pneumatics in supplying the XATS 1200PACE to support Pigging Systems has been truly groundbreaking. “Beyond opening new markets and opportunities in the oil & gas sector, the introduction of this air compressor into the marine and edible oil pipeline segment, which is a relatively new application area for us, underscores the versatility of Atlas Copco’s machines,” states Johnathan. “It showcases how our compressed air solutions, long proven in construction and mining, are now being successfully extended into a wide range of processing applications across diverse sectors.”

“Most importantly, this successful implementation illustrates the synergy between Atlas Copco and our valued distributor, ATCO Pneumatics, proving that together we have the technology and expertise to empower customers to tackle demanding new challenges, drive greater productivity and unlock opportunities for growth and innovation well into the future,” concludes Johnathan.

ATCO Pneumatics, appointed in 2012 as an authorised Atlas Copco Power Technique distributor, is headquartered in Empangeni, KwaZulu-Natal, and proudly upholds a Level 2 B-BBEE status.

. For more information: www.atlascopcogroup.com

The post Delivering Value Through a Trusted Partnership: Atlas Copco Power Technique and ATCO Pneumatics Innovate Pipeline Cleaning Solutions appeared first on African Petrochemicals & Energy.

Redefining what cross-regional engineering collaboration looks like is the main focus of Denver Dreyer, Chief Executive Officer: Middle East and North Africa (MENA) at Zutari, who is positioning the firm at the intersection of African capability and Gulf capital.

Appointed to the role in April 2025, Denver brings more than three decades of experience across engineering, consulting and industrial sectors, with leadership roles spanning Honeywell and Worley. However, his focus today is firmly on the future and on the powerful synergies emerging between Africa and the Gulf Cooperation Council (GCC) region.

A bridge between regions

For Denver, Zutari’s role in MENA is not simply about expanding geographically, it is about connecting two regions in a way that delivers tangible impact. “There are two very strong links between Africa and the Middle East,” he explains.

“On the one hand, we can access a vast quantity and quality of engineers from Africa and bring their skills and technical expertise into the MENA market. On the other, there’s significant capital flowing from the Middle East into Africa into ports, logistics, energy and agriculture.”

This dual dynamic positions Zutari as a critical intermediary. “We engage with sovereign wealth funds in the Middle East as a trusted partner who understands the region,” says Denver. “But we also engage with them as a fiercely local partner in countries like Malawi, Mozambique or Botswana where that capital is actually deployed.”

A legacy in the Middle East

While Zutari’s current momentum in the Middle East is accelerating, its roots in the region run deep. “We have had an official presence in Dubai for 25 years through our legacy companies,” says Denver. “However, South African engineers have been involved in the region for far longer, in some cases going back to the late 1970s.”

Denver points out that South African contractors and engineers played a foundational role in shaping modern Dubai, a contribution that is often overlooked. “That pedigree matters because we understand the culture and historical heritage of the GCC,” he adds. “It gives us a depth of experience that we can draw on when delivering complex infrastructure today.”

From mega-projects to meaningful infrastructure

The Middle East has long been associated with record-breaking mega-projects. However, Denver notes a clear shift in priorities. “In the past, it was about the tallest building, the fastest train or the biggest project,” he says. “Now, there is a much stronger focus on what is economically and financially viable and sustainable.”

This recalibration, he explains, is creating a more sustainable and realistic environment for engineering firms. “We are now dealing with clients who are looking at projects more pragmatically, which is a positive development.”

At the same time, the region remains one of the most dynamic engineering environments in the world. “This is still a place where you are pushing the boundaries,” Denver adds. “But it is increasingly balanced by long-term thinking and viability.”

Engineering excellence in a global arena

The Middle East is also one of the most competitive engineering markets globally, with leading consultancies from across the world vying for projects. Zutari’s response, according to Denver, is deliberate and focused.

“We are not a Tier 1 mega-consultancy,” he says. “We are a bespoke, high-quality engineering and built environment firm. We choose our battles carefully and operate in areas where we know we can offer superior value.”

This includes transport infrastructure, water systems, the built environment, energy and master planning, all underpinned by nearly a century of accumulated legacy expertise. “We aim to offer the best value for money, backed by a name that clients can trust.”

Digitalisation as a baseline, not a differentiator

In a region known for its technological ambition, digital capability is no longer optional. “In the GCC, digital tools are a given,” notes Denver. “They are not a differentiator, but the mandate to ensure we are on top the of game.”

What sets organisations apart, he argues, is not the tools themselves, but how they are used. “The real value lies in people who understand when and how to apply technology. Those are the scarce skills, the digital realists who can bridge the gap between optimism and practicality.”

Smart cities and the future of infrastructure

Zutari is actively involved in shaping the next generation of urban infrastructure in the region, including Dubai’s 2040 Transport Master Plan. “We are modelling how people will move around the city, whether that is autonomous vehicles, rail, waterways, or even aerial mobility,” Denver explains.

This work is closely tied to the development of smart cities, where digital twins and real-time data play a central role. “In the future, buildings will actively communicate with emergency responders,” he says. “A firefighter responding to an incident could know exactly where the fire is, where vulnerable occupants are located, and what hazards exist before even arriving on-site.”

Resilience: from climate to conflict

Recent events have also reshaped how infrastructure is designed in the region. “Two years ago, we saw major flooding in the UAE in a desert environment,” highlights Denver. “That highlighted the need for climate resilience.”

At the same time, geopolitical tensions are driving a second form of resilience. “We are now looking at how to harden infrastructure, building redundancy into power systems, designing buildings that can withstand shocks, and improving emergency response through digital integration.”

Learning for Africa

For Denver, one of the most exciting aspects of this work is its applicability to Africa. “The Middle East is effectively a test bed for new technologies,” he says. “And Africa does not need to reinvent the wheel. We can adopt and adapt what has already been proven.”

This is where Zutari’s cross-regional model becomes particularly powerful. “We can take lessons from the Middle East and apply them in African contexts, whether that is in transport, energy or smart city development and vice versa.”

Engineering with purpose

Beyond the technical and commercial aspects, Denver is passionate about the broader impact of engineering. “You do not just build a bridge,” he says. “You connect communities. You enable trade. You improve access to education. You restore dignity.” He believes engineering plays a fundamental role in shaping societies.

“In many ways, engineering has had a greater impact on the quality and length of human life than any other profession, through clean water, infrastructure and connectivity.”

A bullish outlook

Looking ahead, Denver remains optimistic about both the Middle East and Africa. “The Middle East is home to some of the world’s largest sovereign wealth funds,” he says. “Even in challenging times, these countries have the ability to invest and build.”

He also sees Africa as a central part of that future. “The Middle East recognises Africa as a key growth market,” he notes. “There is a real opportunity to unlock value through infrastructure, and that is where partnerships become critical.”

Despite short-term geopolitical uncertainties, his outlook is clear. “I am very bullish,” asserts Denver. “This region has the resources, the ambition and the capability to continue building and to play a positive role in Africa’s development.”

The role of partnership

Ultimately, Denver emphasises that success in this environment depends on collaboration. “You cannot deliver projects of this scale alone,” he says. “Partnerships allow you to co-create, co-innovate, and bring together the best capabilities.”

For Zutari, that means acting not only as an engineering firm, but as a trusted partner across regions. “We become ambassadors,” he concludes. “We represent African capability in the Middle East, while delivering consistent quality on the ground in Africa. That’s where the real value lies.”

Web: https://www.zutari.com

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By Mervyn Naidoo, CEO of The ACTOM Group

South Africa’s leaders have consistently highlighted the importance of localisation, industrialisation and rebuilding the country’s manufacturing base. Investment conferences continue to attract significant commitments, while policy documents underscore the value of growing domestic capability. As the country moves from policy ambition to implementation, procurement frameworks will play an increasingly important role in ensuring these goals are fully realised.

This is especially relevant in the country’s transmission build programme, which aims to deliver more than 15 000km of new transmission lines over the next 10 to 15 years, with an estimated investment of more than R400 billion. This is one of the most significant infrastructure programmes currently on the horizon and will be critical to unlocking new generation capacity.

At the same time, the structure of the Independent Transmission Programme (ITP) presents an opportunity to ensure that local firms that have helped build and maintain the national grid over many decades can continue to play a leading role in the next phase of expansion.

According to reports on the programme, some elements of the ITP could be reviewed to help ensure that South African companies are able to compete effectively for lead roles under the Transmission Development Plan.

Policy alignment

This points to the importance of close alignment between industrial policy objectives and procurement design. Local manufacturers have invested substantially in plant, skills and capacity in anticipation of a long-term infrastructure pipeline that can support industrial growth. ACTOM, for example, has operated in South Africa for more than a century and is now a majority black-owned electrotechnical manufacturer supplying transformers, switchgear and high-voltage equipment. The company is currently investing R250 million to support grid expansion. These are the kinds of businesses that can help advance the country’s industrial ambitions.

Localisation is most effective when it is embedded not only in policy statements and investment targets, but also in the practical design of procurement frameworks. When domestic suppliers are meaningfully included and supported, infrastructure investment can generate broader value through local production, industrial expansion and job creation.

Rebuilding industrial capacity

The stakes are high. The metals and engineering sector, which underpins much of transmission manufacturing, has lost more than 212 000 jobs over the past 15 years. This reflects the effects of underinvestment and uneven demand over time. A programme on the scale of the broader Transmission Development Plan could help reverse this trend by rebuilding domestic capability and supporting thousands of direct and indirect jobs.

Electro-mechanical manufacturers have an important role to play in Africa’s industrial future by producing the infrastructure that enables energy access, supports industrial activity and expands manufacturing capacity. Providers of electro-mechanical equipment and solutions also contribute to skills development and employment by creating opportunities for artisans, engineers and technicians.

When local firms invest in these skills, they contribute to South Africa’s long-term industrial resilience. To sustain that investment, however, they need procurement frameworks that provide visibility, consistency and a clear pathway for local participation.

Predictable demand

Government leaders have repeatedly emphasised the importance of localisation. At the 2026 South Africa Investment Conference, President Cyril Ramaphosa noted that domestic investors are showing renewed confidence, with major commitments across sectors. Turning that confidence into long-term industrial growth will depend on predictable demand, transparent procurement and policy mechanisms that help reinforce the local industrial base.

If South Africa is to deepen industrialisation, expand employment and maximise the impact of infrastructure spending, then careful attention must be paid to the details of procurement design. Qualification thresholds, scoring methodologies, local content requirements, and tender structures all influence whether South African manufacturers can compete effectively and contribute meaningfully.

Localisation is not simply an aspiration; it is a practical discipline that depends on aligning procurement with policy intent. South Africa has a valuable opportunity to ensure that infrastructure investment strengthens domestic capability and supports the businesses that are investing in the country’s future. ACTOM is one example of what is possible when local firms commit capital, skills and long-term capacity to national development. With the right procurement approach, that commitment can be matched by an enabling environment that helps build a stronger local industrial economy.

Article supplied by: Evolution PR

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Walk into many South African factories or warehouses today and you’ll still see it: clipboards, paper printouts, handwritten notes, and supervisors walking the floor trying to piece together what’s happening in real time.

And yet the world outside those facilities has already moved on.

Manufacturing, FMCG, and agricultural processing are now operating in an environment where speed, accuracy, and responsiveness matter more than ever – but the uncomfortable truth is that many operations are still making decisions based on yesterday’s information.

The issue is not that businesses don’t want to modernise. Most do. The real barrier is how to achieve it without expensive system overhauls, long implementation cycles and disruption that production environments cannot easily absorb.

This is where a different kind of Business Process Outsourcing (BPO) model can change how modernisation is delivered.

When ‘we’ve always done it this way’ stops working

The need for change usually emerges quietly. It starts with questions about why problems are only identified after a shift has ended, or why recurring bottlenecks are only understood in hindsight. In many cases, performance discussions are still shaped by assumptions rather than accurate, real-time information.

At that point, the operation is not just inefficient, it lacks real-time visibility of performance. This becomes the core issue. Without live insight into what is happening as work unfolds, corrective action is always delayed.

Modern BPO partners address this gap by embedding visibility directly into the operation. Instead of relying on paper trails and delayed reporting, warehouse management systems, handheld devices and process-specific tools are introduced to convert activity on the floor into live operational data.

As a result, supervision shifts from interpretation after the fact to active response in the moment.

Real-time changes everything on the floor

The shift to real-time information sounds simple, but in practice it changes how a factory or warehouse actually runs.

Instead of waiting for end-of-shift reports, managers can see output as it happens. They can spot where flow is slowing down. They can see when a process is drifting off target. And they can act immediately, not hours later when it’s too late to recover the shift. It sounds obvious, but most operations struggle to work this way.

This is where BPO partners step in to add real value; not just by providing people, but by instrumenting entire processes to become measurable in real time. Once that happens, management becomes proactive instead of reactive.

Modernisation without the financial shock

For many organisations, the biggest barrier to modernisation is not the technology itself, it’s the cost structure that comes with it. New systems, infrastructure upgrades, and software rollouts typically mean significant upfront investment. That alone is enough to stall transformation for years.

A modern BPO model flips the numbers.

Instead of large capital outlays, technology can be introduced through operating models that scale with production. Costs can be built into per-unit pricing, structured into service fees, or linked directly to performance improvements through shared-benefit arrangements.

In simple terms: companies don’t have to buy the transformation upfront. They can simply build into it over time, as value is created.

The shift from supervision to real operational control

Once operational data becomes real time, something subtle but important happens on the factory floor. The role of the supervisor changes. It’s no longer about walking the floor and managing headcount. It becomes about managing flow, output, and performance against actual benchmarks.

Dashboards replace guesswork. Exception reports highlight issues as they emerge. Performance data starts to tell a much clearer story about what is really driving delays, inefficiencies, or downtime.

And often, what the data shows is not what people expected.

It might not be a staffing issue at all. It might be a process constraint, a layout problem, or even a system limitation that has been invisible for years.

That’s the real value shift, when decisions move from opinion to evidence.

Switching from firefighting to continuous improvement

When this kind of visibility is embedded properly, the culture of the operation starts to change. Instead of constant firefighting, teams begin to focus on steady, continuous improvement. Problems are no longer discovered after the fact — they surface as they happen, or even before they escalate.

At this point, a BPO partner becomes more than an execution layer. The role expands into ongoing optimisation — using industrial engineering capability, data, and on-the-ground insight to refine how work actually gets done. This doesn’t happen through big-bang transformation projects. It happens in small, structured steps, namely Kaizen, a Japanese philosophy meaning ‘continuous improvement’, that reduce disruption while steadily improving performance.

A mindset shift more than a technology shift

Change is rarely blocked by technology. It is blocked by comfort.  Most operations are not limited by systems or devices, but by how long familiar processes are allowed to remain unquestioned. What feels ‘good enough’ often persists simply because it has not been properly measured.

The moment real measurement is introduced, that comfort starts to break. Inefficiencies stop being invisible and start becoming impossible to justify.

The real shift is not digital. It is clarity.

Real-time visibility forces a different way of operating. Decisions are no longer based on assumption, interpretation or delay. They are based on what is actually happening at that moment.

In environments defined by pressure, margin sensitivity and constant demand, this shift is no longer optional. It has become a baseline requirement for survival.

The difference is simple. One approach manages perception. The other manages reality.

Press release supplied by: Evolution PR

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Marking a significant milestone in the company’s growth and technical capability, Aurex Constructors has completed two large-scale solar photovoltaic (PV) projects for global energy company ENGIE and local developer Pele Green Energy.

The Grootspruit Solar PV plant in the Free State and the Graspan Solar PV plant in the Northern Cape have both reached Commercial Operation Date (COD), transitioning from construction into full electricity generation and contributing renewable power to South Africa’s grid. The completion marks an important step in Aurex’s continued expansion in the utility-scale renewable energy sector.

Delivered under Bid Window Five of South Africa’s Renewable Energy Independent Power Producer Procurement Programme (REIPPPP), the two projects together add 150 MW of solar generation capacity to the national grid, strengthening the country’s energy supply and supporting the transition towards cleaner electricity generation.

For Aurex, the projects represent more than successful project delivery. The Grootspruit project in particular marks a strategic geographic shift for the company. For many years, utility scale projects executed by Aurex were mostly concentrated in the Northern Cape due to the abundant sunlight.

Grid capacity constraints brought about a shift in focus by developers to the Free State Province. “Grootspruit is the first large-scale solar project we have executed outside of the Northern Cape since we entered the renewable energy sector,” says Delvin Bühler, Chief Operations Officer at Aurex.

“It reflects an important step in expanding Aurex’s regional footprint and demonstrates our ability to deliver complex renewable energy infrastructure across different provinces and operating environments,” comments Bühler.

Different operational challenges

Both projects are 75 MW AC utility-scale solar plants, constructed in parallel over an approximately 18-month project timeline. The sites required full balance-of-plant engineering and construction, including civil, mechanical, electrical, and commissioning works. While the projects shared similar technical specifications, they presented distinct operational challenges.

Grootspruit, located near Welkom in the Free State, required Aurex to adapt to significantly different environmental conditions compared to the arid Northern Cape sites where the company traditionally operates. Heavy rainfall during construction created logistical and scheduling challenges, with waterlogged conditions affecting work areas on-site.

Meanwhile, the Graspan project, situated roughly 100 km south of Kimberley, presented geological challenges due to extensive rock formations that complicated foundation and installation work. “Every project site presents unique conditions,” explains Bühler.

“Whether it is terrain, soil composition, rainfall patterns or logistics in remote locations, the engineering and construction approach must be adapted accordingly. Successfully completing both projects despite these challenges is a testament to the strength and experience of our teams.”

Sub-EPC model

The projects were delivered using a sub-EPC (Engineering, Procurement and Construction) model, where ENGIE and Pele Green Energy supplied key equipment such as solar modules and inverters while Aurex engineered the plant design and delivered the full construction scope. This collaboration also played a critical role in accelerating Aurex’s internal technical capabilities and strengthening its engineering capacity.

“At the start of these projects, we were primarily operating as a construction partner,” notes Bühler. “Working with ENGIE and Pele Green Energy encouraged us to move further up the value chain and expand our engineering capability, allowing us to take on a greater scope of work and deliver more integrated renewable energy solutions.”

Herman Buhrmann, Director of Renewable Energy Solutions at Aurex, says the projects helped fast-track development of the company’s internal engineering department. “When engineering and construction sit under one roof, it improves decision-making, constructability and project efficiency. It also means we can optimise designs from the start with practical construction insights, ultimately delivering better outcomes for our customers,” says Buhrmann.

Improving project efficiency

The engineering team has grown rapidly as a result, positioning Aurex to deliver more integrated EPC solutions across the renewable energy sector. Unlike many EPC contractors that outsource construction scopes, Aurex performs civil, mechanical, electrical, and commissioning activities in-house, reducing interface risk and improving project efficiency.

The successful delivery of Grootspruit and Graspan has also strengthened Aurex’s relationship with ENGIE and Pele Green Energy. “We have received very positive feedback from the customer, and they have expressed a strong interest in continuing to work with us on future opportunities,” adds Bühler. “Building trusted partnerships is essential in a sector that is evolving as quickly as renewable energy.”

The two solar plants will also deliver significant long-term benefits for South Africa’s energy system. Together they are expected to cut approximately 100 000 tonnes of CO₂ annually and supply clean electricity to around 80 000 households, tangible contributions to South Africa’s decarbonisation and energy security goals.

For Aurex, the projects represent both a successful delivery milestone and a platform for future growth. “These projects pushed us to expand our capabilities and strengthen our engineering expertise,” concludes Bühler. “We are proud of what has been achieved together with ENGIE and Pele Green Energy; we see this as the beginning of many more opportunities to support South Africa’s renewable energy future.”

Web: https://www.aurex.com/

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