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More about
Business Fleet Africa
EDITION 28
AUGUST 2023
18
22
Isuzu launches five year
warranties
TABLE OF CONTENTS
3 Editorial
Business
4 Fleet payments boost African Continental
Free Trade Agreement
6 SA logistics sector loses momentum in June
8 Rev up your fleet and accelerate your team
Road safety
10 Responsibility, accountability and
transparency are the missing links
In the headlights: HCV Fleet Vehicles
12 Isuzu trucks now available with an
extended warranty
14 Conference reveals five key transport
issues
16 New Hino 700 leads the way in terms of
safety
18 Scania R560 is the ideal cross-border
partner
Fleet ownership
20 Yacoob’s transport supercharges its fleet
Light commercial vehicles
22 Mercedes-Benz Vans presents the new Vito
and V-Class
Fleet Management
24 The Power to Predict is shaping business
26 The role of asset finance in the transport
and logistics sector
28 SaferStops Association launched
30 How to choose the right logistics company
31 Improve efficiency with lightweight wheels
Supply Chain and Logistics
32 ESG verification service launched
34 The shift to synthetic engine oil is real
In the headlights: LCV Fleet Vehicles
36 Industry News
38 Toyota launches limited edition Hilux
Raider X
40 Ineos unveils double cab Quartermaster
41 Opel launches grander Grandland
Community
42 Unlocking the power of literacy, one book
at a time
Industry Sales
43 Sales
44 Buyers Guide
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Editor
Reuben van Niekerk
reubenvn@vodamail.co.za
082 837 8801
Editor-at-large
Suzanne Walker
suzanne.walker3@gmail.com
083 3789 664
Contributors
Roger Houghton
houghtonr@mwebbiz.co.za
082 371 9097
Publisher
Jacques Wilken
jwilken@mweb.co.za
083 299 7312
Supplement Editor
Tristan Wiggill
Tristan@businessfleetafrica.co.za
Advertising and Marketing
Charlene Kruger
charlene@businessfleetafrica.co.za
076 807 4613
© 1997 WCM Media CC
Disclaimer
While all reasonable precautions
have been taken to ensure the
accuracy of information supplied,
neither the editor, the proprietors,
nor the publishers can accept
responsibility for any inaccuracies,
damages, or injury which may arise
there from.
Automotive industry
outperforms expectations
While the South African economic outlook remains dismal,
evidence or resilience is amazingly being seen in the transport and related industries.
Production figures in the mining and manufacturing sectors for example have been
surprising despite heavy load-shedding during the first part of 2023, suggesting that
these industries are becoming progressively more resilient to the effects of load-shed-
ding, as companies reduce their energy dependence on an embattled Eskom. I think
we may have reached a turning point as companies, industry and private individuals
have realised that they need to be self-sustaining. These investments in personal
infrastructure will take the load off the badly maintained infrastructure and with many
having made those investments the effects of load shedding could start to have less of
an effect on the economy.
A consistent stream of new and updated models, particularly in significant high-vol-
ume segments, along with improved availability of popular models, are proving to be
crucial factors in sustaining the growth trajectory of new vehicle sales in South Africa.
New vehicle sales continue to increase
The total market reached 43 389 units in July, a 1,3% increase compared to July 2022.
Of these sales an estimated 7 879 units or 81,8% represented dealer sales, 14,1%
represented sales to the vehicle rental industry, 1,7% sales to government and 2,3% to
industry corporate fleets.
Local sales of new light commercial vehicles, bakkies and mini buses at 12 666 units
during July signified an increase of 32,6% compared to the same month last year. A
significant increase in heavy truck and bus segment of 31,6% is a good sign of local
business confidence.
Fortunately the South African Reserve Bank paused interest rate at 8.25% in July,
after ten consecutive rate hikes totalling 475 cumulative basis points of hikes since
November 2021.
Witnessing continued growth in the current challenging economic environment is
encouraging, given that vehicle buyers are facing affordability pressures, a depreci-
ating rand that drives prices higher, low business confidence and political instability.
Vehicle sales performance across all segments is a good overall barometer of the auto-
motive industry and bodes well for business continuity in the automotive aftermarket.
Private businesses to the rescue
While I think we are still some way from a turning point, it is good to see that business
and government have finally realised that the country has a problem and are putting
steps in place to prevent us from entering a full-scale recession.
Unfortunately as with the load shedding crisis, finding real solutions and assisting
government to turn things around has become the responsibility of private businesses.
A collaboration between government and business, saw 115 private company CEOs
sign a pledge in July 2023 to help government turn the tide on the well documented
challenges. The pledge aims to achieve sustainable development and inclusive
economic growth. Through the stewardship of Andrew Kirby, naamsa’s Immediate
Past President and Toyota’s President and CEO, the auto industry has pledged to
remain invested in supporting the country’s recovery efforts and to strengthen their
investment in future.
Reuben van Niekerk
Editor
Editorial
EDITORIAL
WWW.BUSINESSFLEETAFRICA.CO.ZA
Fleet payments, which encompass vari-
ous digital payment solutions and tech-
nologies, are proving to be instrumental
in promoting smooth logistics, enhancing
trade across borders, and supporting the
objectives of the African Continental Free
Trade Agreement (AfCFTA).
AfCFTA, which came into effect in
January 2021, is a landmark agreement
aimed at creating a single market for
goods and services in Africa. With
its ambitious objectives to promote
intra-African trade, foster economic
integration, and improve competitive-
ness, the agreement seeks to accelerate
economic growth and facilitate the free
movement of goods and services across
the continent.
However, achieving these objec-
tives requires robust logistics and
transportation infrastructure, which is
where modern fleet payments come
into play.
There are several ways in which fleet
payments can contribute to the success
of the AfCFTA. First, efficient and reliable
payment systems can help to reduce
the cost of doing business across Africa.
This is because businesses will be able to
save time and money on administrative
tasks, such as processing invoices and
reconciling payments.
Secondly, efficient and reliable
payment systems can help to improve
the flow of goods and services across
Africa. This is because businesses can
make payments quickly and efficiently
to their suppliers, which will help speed
up the delivery of goods and services to
customers.
Third, businesses will be able to make
payments in local currencies for fuel,
reducing the need for customers to con-
vert currencies. This can make it easier
and cheaper for businesses to trade with
each other across Africa.
“Traditionally, cross-border transac-
tions and payments in the freight and
logistics industry have been plagued
by cumbersome and time-consuming
paperwork, manual processes, and
currency conversion challenges. But,
modern fleet payment systems, support-
ed by digital technologies, have revolu-
tionised this landscape,” says Derick de
Vries, Executive Head of Standard Bank
Fleet Management.
With the rise of fintech and mo-
bile money solutions, modern fleet
BUSINESS
‘Traditionally, cross-
border transactions and
payments in the freight
and logistics industry
have been plagued by
cumbersome and time-
consuming paperwork,
manual processes, and
currency conversion
challenges. But,
modern fleet payment
systems, supported by
digital technologies,
have revolutionised
this landscape.’
BUSINESS FLEET AFRICA | August 2023
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Fleet Payments boost
African Continental
Free Trade Agreement
payments allow for seamless, secure,
and instant transactions. Drivers and
fleet operators can now easily settle toll
fees, fuel expenses, and other logistical
costs through digital platforms. These
payments can be made in local curren-
cies, eliminating the need for currency
conversions and reducing the complexity
of cross-border transactions.
Furthermore, fleet payment solutions
enable real-time tracking of expenses
and transactions, providing fleet
managers with valuable insights into
their operations. This data empowers
them to optimise routes, manage fuel
consumption, and make informed
decisions, leading to cost savings and
improved efficiency.
“Adopting modern fleet payment sys-
tems significantly reduces the reliance
on cash, which can be prone to theft and
mismanagement. By digitising payments,
fleet operators can minimise the risk of
financial losses and streamline financial
processes, thereby increasing overall
cost efficiency,” adds de Vries.
AfCFTA aims to benefit SMEs by al-
lowing them access to a broader market
and trade opportunities. However, these
smaller enterprises often face challenges
when navigating the complexities of
cross-border logistics and payments.
Modern fleet payment solutions level
the playing field for SMEs by offering us-
er-friendly digital platforms that simplify
the payment process, and lower barriers
to entry, enabling them to participate
actively in regional and international
trade. These systems also contribute to
sustainable practices within the freight
and logistics industry. By leveraging data
analytics and real-time monitoring, fleet
managers can optimise routes, reduce
unnecessary fuel consumption, and
lower greenhouse gas emissions.
Additionally, with the increasing
global emphasis on eco-friendly prac-
tices, many fleet payment solutions are
incorporating options for carbon offset
payments and encouraging environmen-
tally responsible behaviour.
In Africa, businesses should aim to
make payments in local currencies when-
ever possible. This helps to reduce the
cost of foreign exchange transactions and
makes it easier for businesses to trade
with each other across the continent.
Electronic payment systems, such as
Fleet cards, are more efficient and reli-
able than traditional payment methods.
Businesses should use electronic payment
systems whenever possible to make
payments to their suppliers and drivers.
A centralised payment system
reduces the administrative burden on
businesses and improves the efficiency
of payments. Businesses should consider
using a centralised payment system if
they have multiple suppliers or make
frequent payments to their suppliers.
As a leading financial institution in
South Africa and a key player in the
African banking sector, Standard Bank is
at the forefront of driving innovation and
supporting economic growth.
“Recognising the immense potential of
modern fleet payments in contributing to
African trade and the success of AfCFTA,
Standard Bank has been actively involved
in developing and implementing cut-
ting-edge solutions for the logistics and
transportation industry,” says de Vries.
For example, Standard Bank has
developed customised fleet payment
solutions that cater to the specific needs
of fleet operators and drivers. These
solutions leverage the latest fintech
advancements and are designed to
facilitate secure, efficient, and real-time
digital payments for toll fees, fuel
expenses, vehicle maintenance, and
other operational costs.
By providing a seamless and
user-friendly payment experience,
Standard Bank empowers fleet opera-
tors to focus on their core business while
streamlining financial processes.
Standard Bank’s modern fleet
payment solutions offer multi-currency
support and facilitate cross-border pay-
ments, simplifying financial transactions
for fleet operators conducting business
across different countries. This enables
smoother trade, fostering economic
integration and aligning with the goals of
the AfCFTA.
Encouraging the adoption of digital
payment technologies enables fleet
operators to transition from cash-based
systems to secure and efficient digital
platforms. This transition reduces the
risk of financial losses due to theft and
enhances transparency and accountabili-
ty in financial transactions.
By recognising the vital role played
by small and medium-sized enterprises
(SMEs) in driving economic growth,
Standard Bank ensures that its fleet
payment solutions are accessible and
scalable, catering to the needs of
businesses of all sizes.
Offering cost-effective and user-
friendly payment options, Standard Bank
empowers SMEs to participate actively
in regional and international trade, thus
promoting inclusive economic growth.
Standard Bank places a strong
emphasis on promoting sustainable
practices within the freight and logistics
industry. The bank collaborates with
fleet operators to leverage data analytics
and real-time monitoring to optimise
routes, reduce fuel consumption, and
minimise the carbon footprint.
“By following these considerations,
businesses can help to ensure that their
fleet payments are efficient, reliable,
and cost-effective. This will help them
to take advantage of the opportunities
offered by the AfCFTA and to grow
their businesses in the African market,”
concludes de Vries. BFA
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TRANSPORT AND FREIGHT INDEX
After reaching its highest index level
on record at a revised 122.6 in May,
the Ctrack Transport and Freight Index
(Ctrack TFI) declined by 0.5% in June
2023 to 122.0. This is the first monthly
contraction in six months and signals
the loss of momentum in the logistics
sector. In addition, three of the six
sub-sectors that make up the Ctrack
Transport and Freight Index declined
on a monthly basis (Rail, Road and Air
Freight), two recorded marginal growth
(Pipeline Transport and Sea Freight),
while Storage and Handling were
the only sub-sector to show strong
growth. On an annual basis, the Ctrack
Transport and Freight Index is tracking
6.5% higher in June, compared to the
7.5% year-on-year level measured in
May, but near-term challenges will
likely dampen momentum further in
coming months.
“The transport sector’s resilience has
been incredible, but unfortunately, a
variety of additional geopolitical factors
has put an end to its recent good perfor-
mance,” says Hein Jordt, Chief Executive
Officer of Ctrack.
Derailing the hope of a continued
synchronised recovery is the fact that
only four of the six sub-sectors increased
on a quarterly basis in June 2023. Rail
and Road Freight were the laggards
during the second quarter, while the
latter’s underperformance might have
played a role in the star performance
of the storage and handling sub-sector.
On an annual basis, four of the six
sub-sectors have declined, despite the
overall index level increasing by a still
healthy 6.5% compared to a year earlier.
Among the sub-sectors, Road Freight,
which is also the biggest sub-sector,
has always been the most resilient, but
annual growth has now subsided notably
to 12.0% year on year in June 2023, a
far cry from annual growth of 28.2%
measured during August 2022.
Road Freight has experienced
multiple headwinds in the past two
months. Early in June, an IT glitch
delayed the electronic clearance of
vehicles going through the borders,
causing widespread congestion and
delays for cargo transporters. Although
this issue was resolved within days, the
congestion took some time to unravel
and had a material impact, especially on
the number of heavy vehicles that could
traverse the N4 route. While heavy
vehicle traffic subsided on both the N3
and N4 routes during June, the latter
recorded a double-digit monthly decline.
Early in July, the sector was also the vic-
tim of a spate of arson attacks targeting
trucks on the N3 in KwaZulu-Natal, which
subsequently spread to Mpumalanga
and Limpopo. The negative impacts
thereof will, in all likelihood, be felt in
the July Ctrack Transport and Freight
Index too.
“While incidents of violence have
caused major setbacks during the last
two months, it has highlighted the im-
portance of fleet management systems
and linked hardware such as camera
systems, as these systems assisted police
in identifying and arresting persons
targeting drivers and trucks,” says Jordt.
In addition, the Road Freight payload
for the country as a whole, as published
by StatsSA in its monthly Land Transport
Survey, also declined by 6.2% on a
monthly basis. The Ctrack Transport and
The South African logistics sector
lost momentum in June
8%
6%
4%
2%
0%
-2%
-4%
-6%
-8%
-10%
Jan-18
Jan-19
Jan-20
Jan-21
Jan-22
Jan-23
Apr-18
Apr-19
Apr-20
Apr-21
Apr-22
Apr-23
Jul-18
Jul-19
Jul-20
Covid-19 hard lockdown
KZN looting
KZN floods
Transnet strike
Recovery post lockdown
-0.5%
-3.4%
3.1%
Jul-21
Jul-22
Oct-18
Oct-19
Oct-20
Oct-21
Oct-22
CTRACK
Graph 1 Ctrack Transport and Freight Index – monthly change
Storage
25.8
Pipeline
2.9
Sea
1.5
Air
0.4
Road
-1.1
Rail
-4.3
-10%
-5%
0%
10%
5%
15%
20%
25%
30%
Graph 1 Quarterly growth in sub-components of the Ctrack Transport and
Freight Index (%)
CTRACK
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Table 1 Change in Ctrack Transport and freight Index in June 2023
Percentage change between
Rail
Road
Pipeline
Sea
Air
Storage and
handling
Ctrack Freight
Transport Index
June 2023 vs June 2022 (y/y)
–9.2%
12.0%
–11.5%
–0.5%
–4.7%
10.8%
6.5%
June 2023 vs May 2023 (m/m)
–2.1%
–1.6%
0.1%
0.4%
–2.6%
7.4%
–0.5%
Quarter to June 2023 vs. Quarter to March 2023 (q/q)
–4.3%
–1.1%
2.9%
1.5%
0.4%
25.8%
1.4%
Note: The row highlighted in blue is the main Ctrack Transport and Freight Index values used.
Source: Ctrack and economistscoza, TNPA, StatsSA, SARS, N3 and N4 toll concessions, ACSA, ACOC, IATA.
Freight Index Road Freight sub-sector
actually declined on both a monthly
and quarterly basis in June. Given its im-
portance, the sector will surely bounce
back. According to the Road Freight
Association (RFA), trucks carry around
80% of goods in and around the country,
but recurring incidents of violence and
destruction continue to damage the
sector’s reputation. The RFA warns that
those who use South Africa as a transit
hub into Africa might turn away from
us and move to other countries that are
safer and more efficient.
The Rail Freight sub-sector also
subsided further in June, after having
recovered notably in February and
March (though of an extremely low
base). The sub-sector remains deeply
in negative territory on an annual
basis, declining by 9.2% year on year
in June 2023, the 15th consecutive
decline recorded and confirming that
rail remains firmly on the back foot.
Transnet Freight Rail’s woes have been
a major hurdle in South Africa’s road to
recovery, costing the mining industry, in
particular, tens of billions a year in lost
exports, which also impact negatively
on the fiscus given reduced tax receipts.
The sub-sector is in urgent need of a
turnaround strategy.
The Sea Freight component, one
of the sub-sectors hardest hit by the
Transnet strike in October 2022, is still
in an uninspiring recovery phase. While
both container handling and other
cargo handling increased during June,
the Sea Freight subsector increased by
a mere 0.4% on a monthly basis and
slipped into negative territory again
compared to levels of a year ago (-0.5%
y/y). Given the ongoing underperfor-
mance of South African ports, the fact
that Transnet has started to embrace
the private sector as a partner for
service delivery is indeed welcomed
and could be a game changer for
ports’ efficiency and performance.
In a ground-breaking development,
Transnet has selected International
Container Terminal Services Inc (ICTSI),
a logistics firm based in the Philippines
with an extensive international
footprint, to upgrade and operate a
container terminal in Durban. ICTSI will
run the Pier 2 container terminal for the
next 25 years, with an option to extend
it to 30 years.
Pier 2 is the largest container termi-
nal in the Durban port, with a current
installed capacity of 2.2 million 20-foot
equivalent units (TEUs). But this in-
stalled capacity is not being used owing
to inefficiencies. Currently, the terminal
has an average volume throughput of
1.8 million TEUs a year. Inviting private
sector involvement spurs hope that the
demise of Transnet could be stemmed,
and if the involvement could be broad-
ened to include other ports and the rail
network, it could indeed transform the
logistics sector for the better.
The Air Freight sub-sector of the
Ctrack Transport and Freight Index,
which turned out to be one of 2022’s
star performers, has been under
pressure during the first six months of
2023. Air Freight declined by 2.6% on
a monthly basis in June and remained
4.7% below a year earlier. It is clear that
strain on the global economy is still
filtering through to air cargo activity.
According to the International Air
Transport Association (IATA), lower de-
mand for air cargo is still evident across
the globe. Air cargo tonne-kilometres
(CTKs) to Africa was down by 2.4% in
June, while cargo load on planes also
declined by 1.3%, the third consecutive
month of declines. The number of
unscheduled flights typically chartered
for cargo purposes also declined again
in June.
The transport of liquid fuels via
Transnet Pipelines (TPL) increased by
a marginal 0.1% in June 2023, with
the pipeline component of the Ctrack
Transport and Freight Index now mod-
erately up on a quarterly basis (+2.9%)
but remaining in negative territory on
an annual basis, with growth of -11.5%
recorded.
The Storage and Handling sub-sector
of the Ctrack Transport and Freight
Index was the star performer in
June, with a notable increase of 7.4%
compared to May, while tracking 10.8%
higher on an annual basis. A notewor-
thy increase in shipments contributed
to the healthy growth, while issues in
the rail and road freight sub-sectors
could have spilled over in higher
inventory levels, supporting storage
and warehousing activity.
Ctrack TFI and GDP growth
The transport sector was among the
top three sectoral performers in Q1
2023, growing by 1.1% compared to the
previous quarter seasonally adjusted (vs.
0.4% for the total economy), contribut-
ing positively to the overall economic
performance of the South African
economy. Despite the moderation in
June, the Ctrack Transport and Freight
Index is still tracking 1.4% higher in
June compared to March, indicative of
a positive contribution to the second
quarter GDP. The economic narrative
remains generally dismal, dampened by
ongoing load-shedding, elevated interest
rates, a lacklustre job market and low
confidence levels. However, indications
that some industries have become
progressively more resilient to the
effects of load-shedding, as companies
reduce their energy dependence on
the embattled Eskom, is an underlying
positive development that supports an
otherwise dismal story. BFA
BUSINESS
In the fast-paced world of vehicle fleet
management, leadership is the driving
force behind success. Drawing from
his extensive experience at the helm
of Toyota South Africa and McCarthy
Limited, Brand Pretorius shares his
exceptional insights into leadership. In
this interview, Pretorius shares the road
to leadership with purpose, attitude,
and passion, igniting a powerful sense
of direction.
The power of purpose and attitude
Picture this: every day, you wake up with
a crystal-clear purpose, fuelling your
actions and decisions. “Your attitude is
charged with positivity, turning challenges
into stepping stones. The Japanese call it
‘Ikigai’–the reason to get out of bed every
morning,” Pretorius explains. “Leadership
is not just a title; it’s a way of life that
shapes how you present yourself to the
world. Life is about 10% what happens to
you and 90% how you deal with it.”
“Leadership of self is a symphony
of purpose, passion, and optimism,
harmonising to double your energy. Your
positive, can-do attitude determines
your altitude, lifting you and inspiring
your team to greater heights.”
Intelligence that matters
“As a leader, your compass must be cali-
brated with moral intelligence. Integrity
is the currency of leadership, anchoring
your behaviour in principles and values.
Charisma won’t cut it, and character is
your guiding star. Emotional intelligence
Rev up your fleet and
accelerate your team
What you love
What you can
be paid for
Passion
Mission
Profession
Vocation
What
you are
good at
What
the world
needs
Ikigai
‘As a leader, your
compass must be
calibrated with moral
intelligence. Integrity
is the currency of
leadership, anchoring
your behaviour in
principles and values.
Charisma won’t cut it,
and character is your
guiding star. Emotional
intelligence (EQ) is the
key to understanding
and managing your
own emotions and
being sensitive to
others’ feelings.’
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(EQ) is the key to understanding and
managing your own emotions and
being sensitive to others’ feelings,” says
Pretorius.
“Moreover, EQ is the secret ingre-
dient for connecting with your team,
understanding their emotions, and
supporting them during relentless
pressure. Let them share their struggles
and concerns to keep the emotional
engine running smoothly. EQ helps you
strike the right balance between thinking
and feeling and determines your ability
to deal with unabated pressure and on-
going stress. As we navigate the dynamic
automotive landscape, let’s embrace
the power of relationships to lead our
teams,” elaborates Pretorius.
Relational intelligence
“Humility dissolves the ego, making
room for authentic connection. Leaders
who look down on others miss the beat.
The power lies in suppressing the ego
and building character. Effective leader-
ship is more about ‘we’ than about ‘me’.”
“Embrace the art of self-discipline,
leading with a firm hand and a gentle
touch. The correlation between
arrogance and failure is crystal clear. Be
humble and compassionate. Embrace
the power of humility and shatter the
barrier of ego. Never underestimate
those who admire and look up to you.
Let go of ego, and in its place, cultivate
character. True strength lies in the
humbleness that empowers you to
connect with others,” says Pretorius.
Carving your leadership philosophy
“Every leader needs a unique leadership
philosophy, a GPS that guides them
on the journey. Autocratic bosses are
relics of the past. The days of fear and
command are over. Servant leadership
is the answer, where leaders serve and
inspire their teams. Leadership is not
a way of behaving but a way of being.
Servant leaders touch the hearts of their
people, igniting passion and a sense of
belonging. They know that a caring atti-
tude coupled with results is a powerful
partnership. Nurture a culture where
humanity thrives,” says Pretorius.
Striking the perfect balance –
leadership and management
“As a leader, you are both a conductor
and an architect. Strike the right balance
between leadership and management,
knowing when to inspire and when
to plan. Your team doesn’t need a
micromanager; they need a visionary
guide. Striking the right balance between
leading and managing ensures effective
execution and a motivated team.”
Pretorius says that with a compelling
vision of the future, success will follow.
“Create a common purpose, aligning
personal and organisational objectives.
Harness the power of both roles to steer
towards success.”
Vision and a common purpose
“You are the maestro of your team,
and you hold the baton that aligns the
vision and common purpose. Excitement
about the future is infectious, igniting a
spark in every team member. Let your
vision be the guiding light that propels
the business forward. As an example,
the legendary Antarctic adventure of Sir
Ernest Shackleton, his ship Endurance,
and his team of twenty-seven polar
explorers can teach us about bringing
order to chaos through true leadership,”
explains Pretorius.
“Lead your fleet to fly in formation,
each member contributing unique
talents. Unite them with a common
purpose, where everyone feels a sense
of belonging,” adds Pretorius.
Cultivating a performance culture
“In the powerful journey of leadership,
the culture you nurture sets the rhythm
that resonates within the business.
Ignite your team’s fire to unleash their
full potential, creating an atmosphere of
triumph and motivation. Crush the toxic
culture cancers of cynicism, defensive-
ness, and stonewalling. Every team
member must be able to play to their
strengths,” points out Pretorius.
“An achievement culture has roots and
wings: grounded in the right principles
and values, it simultaneously encourages
initiative, innovation, and creativity.
Infuse your culture with values that
embrace diversity, respect, and collabora-
tion. Welcome everyone, regardless, and
unleash the power of unity. Acknowledge
excellence, and see results follow.”
An extraordinary journey awaits
“Leaders may ask: Why should people
follow me? It’s simple: lead by example,
use your humanity as the vehicle for wis-
dom, knowledge, and expertise. When
we earn respect, trust, admiration, and
affection, our team will willingly offer
their intelligence, energy, commitment,
and loyalty,” explains Pretorius.
“Truth, respect, results, and service
are our guiding principles. So, let’s lead
with purpose, inspire with passion,
and create a legacy of extraordinary
leadership that others will willingly rally
behind,” concludes Pretorius. BFA
ROAD SAFETY
Seven months after the horrific tanker
explosion which claimed the lives of 44
people in Boksburg, there are still huge
clouds hanging over the incident. No
entity has claimed responsibility, the
investigations have ground to a halt,
outcomes have been white-washed and
families of victims have still not received
any kind of compensation.
It is business as usual. People have
moved on. Only families devastated
by the loss of their loved ones in such
a tragic incident are left to pick up
the pieces of their lives and continue
long after the promises made by wily
politicians on television cameras haven’t
been met.
Another tragedy that occurred
recently is the underground explosion
in central Johannesburg. According to
some media reports, already, no entity
has accepted responsibility and investi-
gations will once again lead to a dead-
end, with no consequence management.
About two years ago, a torrential
downpour in Centurion, Pretoria,
resulted in a huge sinkhole forming
on the M10 resulting in the closure of
this key arterial road leading to the N1
highway. Another sinkhole appeared
around the same time on another
major road, the R21 (OR Tambo airport
highway) northbound, not far from
the Olifantsfontein off-ramp. Luckily,
the entire width of the road was not
damaged, but three lanes are reduced to
two, resulting in huge bottlenecks during
peak traffic flow periods.
Both these roads are not being
repaired and there is absolutely no
indication whether the provincial or
national roads agency is responsible. All
this in the economic heartland of the
country.
This gross negligence and intran-
sigence are playing havoc with the
moral psyche of the ordinary populace
in general and business-people in
particular. Every-where one looks there
is yet another sad story of the failure to
be accountable or take responsibility.
Shrugging the shoulders, looking the
other way, getting the stuff delivered –
nomakanjani (Zulu for no matter what)
– is costing fleet companies dearly.
Road safety within fleet companies
cannot merely be a tick-box exercise. A
task begrudgingly delegated to junior
staff members or receptionists to fill
their job descriptions. Driving for work
should be a safety critical objective of
any fleet company transport policy with
clear lines of accountability, responsibili-
ty and transparency.
Some of the best fleet safety practic-
es, both locally and internationally, have
proven without doubt that the fleets
driven by a top management that instils
a culture of built-in safety, rather than
bolt-on objectives remains the single
most important ingredient in the road
safety of any company fleet. The culture
of overall safety should run through
every work-stream of a company and
should include safety for its staff, clients,
service providers and shareholders.
What should an effective fleet
safety or transport safety policy include,
apart from the usual use and abuse
regulations?
A good fleet management policy
should aim to improve cost efficiency,
enhance customer satisfaction, reduce
downtime as well as increase the morale
and productivity in the company which
can result in a greater positive image.
The policy should cover all areas from
the driver screening, selection, recruit-
ment, training, deployment, monitoring
and evaluation and should provide clear
lines of reporting and communication.
Performance management should
be integral to this policy with clear
targets and unambiguous measures for
remediation explained in detail for any
transgression. All managers, supervisors
Responsibility, accountability and
transparency are the missing links
BUSINESS FLEET AFRICA | August 2023
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