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Safety Training Program for August 2012



First Aid Training – Level 1
Duration: 2 days
Cost: R650 exc VAT per candidate



Health and Safety Representatives Training Course
Duration: ½ day
Cost: R599 exc VAT per candidate



Basic Fire Fighting Training Course
Duration: ½ day
Cost: R599 exc VAT per candidate



Forklift Training
We will come to your premises to train or re-evaluate operators
Phone or email for a quote
***Accredited with TETA***



Health and Safety Evaluation

We will come to your premises to assist your company to comply – Phone or email for a quote


City Lodge Hotel – Bedfordview
First Aid: 29 & 30 August
Health & Safety: 17 or 28 August
Fire: 17 or 28 August

Cape Town:
Bellville Library
First Aid: 20 & 21 or 29 & 30 August
Health & Safety: 28 August
Fire: 28 August

Balmoral Hotel – Beachfront
First Aid: 29 &30 August
Health & Safety: 28 August
Fire: 28 August



Health & Safety Products for Sale

1.       Symbolic Safety Signs – email us for a catalogue

  1. Safety Posters – Various Categories –email us for a catalogue
  2. Occupational Health & Safety Act & Regulations booklet- R175
  3. Occupational Health & Safety Act & Regulations Poster- R199
  4. Personal Protective Equipment – email your requirements for a quote

Reservations & orders can be made on our number: 0861 111 232
or email your booking or enquiry:

Blazingchilli, a provider and developer of mobile supporting platforms, has launched ZiNG360, an innovative mobile messaging application aimed at businesses looking to communicate with staff and customers, through rich interactive instant messages at a fraction of current market costs. The service, which works on smartphones and older feature phones, is set to shift expectations of what mobile messaging can deliver for business communication and customer service.

Instant messaging (IM) on mobile phones has traditionally been used between two parties to communicate via text messages, using their mobile data rather than SMSing and saving mobile minutes. Blazingchilli’s ZiNG360 messaging application works on a similar principle except that information can be broadcast to large audiences, or individual messages can be sent and managed via custom, web branded consoles.

The key to managing messaging to a diversity of people, be it staff or customers, is the ability to create custom distribution groups. Blazingchilli has developed an easy-to-use administrative tool for setting up groups or ‘Zones’ as they call them. News and messages are sent to pre-determined ‘Zones’. Where customer or staff engagement is required, bi-directional Zones can be configured which allow users to respond on the same low-cost service.

“Replacing system generated SMS systems with ZiNG360 messaging has been a large focus for our customers, which is why we also provide software interfaces that allow for some creative integrations with existing business systems,” says Jason Perthel, CEO of Blazingchilli. Support for next generation features like encryption, supported down to feature phone level and unlimited message based license plans, have drawn high levels of interest.

“Many large businesses cite poor internal communication as a point of failure. Our goal is to enhance communication through familiar tools on devices already owned by staff at any level, focusing on dispersed or remotely working staff bases,” says Perthel. “We have seen cost savings greater than 80% compared with current technologies and a return on investment in less than three months for our current partners.”

In recent years, it has become evident that requirements by property owners and property asset managers in regard to property services are changing. It is now expected that property services companies provide a comprehensive ‘one-stop’ property and facilities management service, says Sulayman Abdullah, CEO of Excellerate Facilities Management (EFM) – a subsidiary of Excellerate Property Services. EFM, which provides such a service, has Level 3 BBBEE credentials and operates nationally in South Africa with headquarters in Sandton, Johannesburg.

“Facilities management is rapidly emerging as an important factor which can play a major role in boosting the income stream of property assets. Worldwide it is accepted that facilities management has developed faster than almost any other discipline in the property industry. However, the current emphasis where it can add significant value is in helping property owners and tenants to address wasteful and unnecessary practices which have a negative impact on the environment. This provides a tremendous opportunity for the astute facilities manager. Action steps with regard to energy saving, waste recycling and minimising the use and pollution of water are simply no longer sufficient. Facilities managers are expected to provide guidance and to implement action steps on the full spectrum of green issues during the construction and use phase of a building,” says Abdullah.

He says the starting point is the acknowledgement that during their lifecycles, buildings use a significant amount of natural resources, and the ‘use’ phase of a building’s lifecycle accounts for as much as 85 percent of its total impact on the environment. As a result, facilities managers have the opportunity to implement strategic plans for buildings under management, partnering with landlords to compile appropriate action plans in regard to energy savings – which in turn will effect savings for landlords as well as tenants.

“Facilities management in South Africa is best described as the practice of coordinating the working environment with the people and processes of the organisation. It’s a combined approach at all levels in the organisation to plan and implement support facilities in line with prime business objectives. Globally, it is therefore regarded as an integral part of the strategic thrust of an organisation. However, the fact is that generally organisations prefer to focus their expertise on their core business, with non-core activities such as facilities management are managed by entities more suitably structured and resource.”

Abdullah says here in South Africa an integrated approach is adopted to manage facilities in line with prime property management objectives such as leasing, rental collection, tenant liaison and general administration. These are described as ‘hard and soft services’. Hard services are those elements that form physical parts of the building such as the structure itself, exterior and interior finishes, plumbing, mechanical and electrical installations, office installations, maintenance and refurbishments, while the soft services focus on issues such as security, cleaning, pest control, hygiene and garden services. In some instances, facilities management services can be extended to incorporate additional services such as fleet, mail and cafeteria management.

“Now more than ever, well maintained properties are those which will stand out, so it’s crucial that facilities managers ensure that the service providers, from refuse removal to cleaning and security, maintain exemplary standards and keep buildings immaculate. If there’s a possibility of vacancies arising, well kept assets have an advantage. The economic downturn has created an ideal opportunity for growth in the facilities management industry as a means of creating cost savings, and this is a trend that will become increasingly evident,” adds Abdullah.

For further information contact Sulayman Abdullah, CEO of Excellerate Facilities Management on 011 9118078 or email

In its boldest marketing move yet, Amarula Cream, South Africa’s most prominent spirits brand, has engaged African supermodel, humantarian and designer, Alek Wek, as the face for its new advertising campaign scheduled for launch later this year.

The internationally distributed brand, ranked one of the fastest-growing spirits products worldwide, will be working with the international beauty to launch its TV, print and digital campaign this summer. She is currently in South Africa to shoot the campaign in the bushveld at an undisclosed location. 

This is the first time Amarula has engaged an international celebrity for the brand. 

Alek Wek was born in South Sudan in 1977 and raised as part of the Dinka tribe. At the age of 14 she was forced to flee her homeland to escape the civil war, arriving in London as a refugee. Her life took a new turn in 1995 when she was spotted by a model agent in a London park, becoming a runway success almost overnight.

In 1997, the international edition of Elle magazine made her its first African cover star, and she was named Model of the Year by MTV. Her natural elegance and grace quickly established her as one of the world’s top fashion icons. By 2000 she was booked by Revlon to star in its worldwide advertising campaign, shot by Herb Ritts. She continues to work with a number of the most prestigious brands, including Chanel Couture and YSL.

During her career she has been named Model of the Decade by i-D magazine, and one of People magazine’s 50 Most Beautiful People. 

In 2007 she published her best selling memoirs, Alek, from Refugee to International
Supermodel and in 2009 she was chosen as one of a handful of designers to create a unique piece of jewellery for ethical diamond brand Forevermark, subsequently judging its esteemed African Shining Light jewellery design competition in 2010. 

She is as well-known for her charity work as her modelling, lending real support to the United Nations High Commission for Refugees (UNHCR), where she serves on an advisory board to help highlight and alleviate the plight of refugees worldwide. This year she spent two weeks travelling throughout South Sudan with the UNHCR to galvanise international support for the hundreds of thousands of refugees still displaced. 

She speaks in New York schools to empower youth and helped launch the Bracelet for Life campaign with Médecins Sans Frontières. She also works actively to raise funds for those affected by AIDS, and with other children’s and Breast Cancer Research charities. 

She is an established designer in her own right with a luxury handbag range established in 2001, called WEK1933. The collection is sold worldwide through high-end retailers. She continues to develop her collection whilst collaborating with other influential brands on special projects. 

Global marketing spokesperson Siobhan Thompson said: “”We chose Alek Wek for her ability, like Amarula, to encapsulate what it means to be an African original. She is a natural, charismatic beauty with a unique and compelling presence. She embodies the grace and poise of Africa with an ability to succeed wherever she goes.”

Amarula Cream has been cited by Spirits Business as a Brand Champion, achieving double-digit growth in 2011 compared with 2010. The brand is a member of the prestigious Millionaire’s Club for selling in excess of a million 9-litre cases a year.


When a South African brand wins one of the country’s premier awards twice in two years and pushes aside competition like Coca Cola to take the honours, it must be something special. But who could imagine that a brand could still achieve this after being part of the FMCG scene for more than 70 years?


The brand that recently achieved this distinction is Koo, the household staple that was voted South African consumers’ most respected brand in the annual Sunday Times Top Brands 2012 survey. The victory by one of Tiger Brands’ most venerable core brands points to the enduring quality of heritage brands in local and international markets.


Brenda Koornneef, business executive: group marketing and corporate strategy at Tiger Brands, says that Koo and other heritage brands such as Jungle, Tastic Rice, Oros, Fattis & Monis, All Gold, Enterprise, Purity, Ingrams, Doom and Black Cat that are at the heart of Tiger Brands offerings earn their status as national favourites by always remaining relevant to consumers.


That basic requirement of relevance, she says, is key to building the magic that surrounds a brand and lifts it above other offerings, and making it a consistent consumer choice.


For heritage brands, the task of marketing is one that never ceases. Without losing its cache the brand must be periodically refreshed to meet the aspirations of new generations of buyers.


“More than any other type of brand, heritage brands must be aligned with real consumer understanding so that we can better satisfy their changing needs,” says Koornneef.  This means digging below the surface of the brand, going beyond the obvious benefits it offers and finding the true essence of the brand. This rung-by-rung approach, known as “laddering” into the consumer, is what provides the ultimate clues to the essence and the positioning of the product.


“In the case of Purity, the Tiger Brands baby food offering, the obvious benefits of the product are that the food is healthy and provides proper nutrition. Digging deeper, however, shows that moms buy the product because they want their babies to grow up healthy and strong. At the deepest level, they believe that Purity will help their children become the best they can be. It is this truth that makes the product a must-have in a mother’s mind,” says Koornneef.


This approach feeds across into factors that determine the on-going health of heritage and other brands.


“The tests of brand health and strength begin with testing a consumer’s top-of-mind awareness by seeing if your product is spontaneously mentioned when a category is named.


“This must then translate into a strong likelihood that the brand is purchased, used and then repurchased because it meets the consumer’s needs. The ultimate test, and one that is vital to heritage brands, is advocacy. It is this step that sees the consumer recommending use of the brand to others,” says Koornneef.     


The recent strategy behind ensuring that heritage brands continue to maintain their market presence is to broaden their appeal in the segments in which they have already achieved icon status. Take Jungle Oats and Energade as examples, says Koornneef.



“Jungle Oats has mother brand status as a breakfast cereal. This made it relatively simple to enter other breakfast segments and introduce new products carrying the Jungle name. It was important that while undertaking this that we stayed true to the values of healthiness, wholesomeness and energy associated with the product.


“It is these base values, and particularly the brand proposition of ‘energy’ that moved Jungle Oats further into the breakfast segment and on into confectioners count lines. The result was on-the-go energy bars. It is now the number four count line in South Africa,” she says.


Similarly, Energade was taken into the confectionery market with new offerings that included energy jubes and jellies.


The ultimate strength of heritage brands lies in their unvarying quality and the knowledge that consumers will always have their expectations met.


“This is vital for consumer buying in economic times like these. Buying a heritage brand, which may cost more than another product, is the true test in these times. It is up to us to ensure that we always deliver the quality and experience the consumer expects,” says Koornneef.

DairyBelle announced as a 2012 Icon Brand

South African producer, DairyBelle, has won the 2012 TGI Icon Brand award in the Dairy Category, at the recent awards ceremony hosted in Sandton,  Johannesburg. The Brand Awards celebrate and benchmark those companies that have shown consistent growth, and consistent consumer commitment, with the brand survey being the largest of its kind in South Africa.


Winning this prestigious award is a phenomenal achievement for us”, notes DairyBelle Senior Marketing Manager Kim Bryden. “It shows not only the strength of the DairyBelle brand, but also the proud South African heritage and the authenticity and trust that DairyBelle offers its consumers.


The award validates that South African homes are proud to choose DairyBelle product, with the voting process being generated solely by public vote and participation.  The accolade undoubtedly sets DairyBelle ahead of its relevant competitors.  The achievement and 2012 win, can be attributed to the leading brands consistent messaging in marketing, strong value and variety and choice of great tasting product.


DairyBelle is a well-known family brand, and it is important for us to celebrate with the very market that has made us successful in today’s market place”  adds Bryden.


Key elements of the awards on a yearly basis are that the brands featured must be seen to unite a nation and be loved across the various ages, income, race and language spectrums. The 2012 survey also had a strong focus on product loyalty with local relevance to South African consumers. DairyBelle though its 2012 win can openly celebrate that it caters for all the above criteria, with consumer need and feedback at the forefront of its campaigns.


The Icon Awards effectively demonstrate not only the commitment that consumers have toward their favourite brands, but also allow an accurate measurement of marketing ROI.


Dairybelle has a proud SA heritage that has provided families with quality product for over  50 years.  Health, nutrition and a healthy lifestyle are key elements for the brand.


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There is no excuse for poor customer service – whether online, in person or on the phone. Bruce von Maltitz from 1Stream shares his tips on how businesses can iron out the wrinkles in their call centres and ensure a better customer experience for all.


The call centre is often the first point of contact for customers, which is why it is crucial that the experience is a positive and satisfying one. Here are a few guidelines that explain how companies can make that happen.


1.       Don’t skimp on technology


There is no use spending money on advertising to lure people to phone your call centre if all your customers are faced with when they dial in is a set of shoddy welcome message or poor call quality. Opt for a provider that has economy of scale and can take away the headache of tech support and upgrading to maintain quality control, but never settle for second best when it comes to the tech that is responsible for customer service delivery.


2.       Outsource the tech headache


Investing in the best systems available does not always make financial sense. If you are not handling huge volumes of calls, you cannot offset the initial capital cost. Since technology can become obsolete or in need of upgrades in a fairly short period of time, you are left with the problem of trying to integrate different pieces of equipment and keep up with patches and updates. By using a hosted service, you are buying an integrated suite of services that is always up to date – and it’s cost-effective enough for even the smaller contact centres to use.


3.       Don’t shy away from implementing a cloud solution as you grow


If a call centre experiences rapid growth – increasing call volumes, diverse queries – they are often hard-pressed to meet the demand. Agents stay on the phone for longer and enquiries take longer to resolve. Resources in terms of both staff and technology are pushed to the edge. The call centre could address that by undergoing a costly expansion in terms of hardware and software…but there are no guarantees that the demand will remain high, leaving the centre stuck with the empty seats.  The cloud offers the ability to provide just enough capacity for your business peaks and troughs, with flexible charges to match this “elastic” delivery.


4.       Spend time on your staff


70% of call centre costs are your people – the agents and their managers.  The industry has grown, and the quality staff that you want to retain has become more demanding. Call centres aim to hire agents that are capable, professional, reliable, sensible, hard-working and committed – and it is important to hang onto them. They want to work in a facility where their workday is pleasant and they aren’t forced to use terrible technology that makes them (and the customers they’re trying to serve) miserable – such as scratchy voice quality, dropped calls, no integration of customer management and telephony systems. Make sure that your staff are happy – and your customers will be a lot happier too.


  1. Choose the right partner

Choosing the right service provider is as important as choosing the right solution and service delivery model, since it influences everything – basic set-up of the technology, operation, trouble-shooting, quality assurance and technology refreshes. By choosing a partner with a service-centric, consultative approach, customers can be sure that core issues such as their call routing and queues are set up with the help of the experts, reports deliver the best possible analysis for their business type and goals, and their system functions with optimal quality and productivity.


Your call centre does not have be one that everyone loves to hate. Following these simple steps can turn your call centre around, cut costs and improve service delivery.

mCommerce: Many ways to play

From the get go, the business sector has been anxious to discover a way to exploit cellular services technology to access customers. Early mCommerce offerings failed to live up to the hype but excitement is again emerging, this time with a variety of options to suit the desires and budgets of almost any business. 


No one anticipated the success that mobile telephony would achieve. According to Nielsen South Africa, more South Africans use mobile phones than radio or television. And an astounding 35% of South African smartphone users revealed in a Google report into worldwide smartphone usage and mobile marketing that they would rather give up their TV than their smartphone.


No other communication channel can deliver retailers an audience as comprehensive as the mobile phone.


Bouncing back


To my mind it was Apple’s release of the iPhone, and shortly thereafter it’s App Store, that offered mCommerce the opportunity to return to the spotlight.


Until this point, mCommerce strategies predominantly relied on wireless application protocol (WAP) technology. Its SMS delivery mechanism, however, proved to be problematic, and security and congestion drawbacks were significant enough to undermine its virtues and subdue large-scale adoption amongst SA retailers.


Apple’s iPhone highlighted an alternative to these SMS systems with its glitzy marketing of actual applications. The impact of this promotion was and continues to be astounding, supported by improvements in modern mobile devices and development technologies, particularly HTML5.


A recent report released by international research firm IDC predicts that the number of annual mobile app downloads will increase from 30.1 billion in 2011 to 200 billion in 2016, an ascent it calls blazingly fast. A closer look at the state of the US market gives a clearer indication of what South Africa can expect to experience in the near future.

          Huffington Post: mCommerce will be bigger than eCommerce within 5 years.

          ABI Research: In 2015, $119 billion worth of goods and services will be purchased via a mobile phone.

          Juniper Research: The market for mobile payments is expected to quadruple by 2014, reaching $630 billion in value.

          ATG Inc: 20% of all consumers and 32% of 18-34 year olds are researching purchases via mobile at least monthly.


Ticket to ride


We can already see local organisations capitalising on the rise of mobile applications. FNB for instance has achieved significant success with the launch of its mobile banking application and not just in the realm of marketing either. Recently CEO Michael Jordaan announced on his twitter account that the bank had in excess of 200 000 transacting apps, delivering over 2 million transactions and R4 billion in transaction value. 


Although FNB’s return from its mCommerce initiative is certainly compelling, many companies will find that developing a native app is simply not appropriate for their businesses. The cost and complexity involved in developing, maintaining and continuously enhancing an application for numerous platforms, not to mention the approval processes required from the various app stores, presents a daunting hurdle that is only justifiable to a minority of businesses.


Fortunately the emergence of HTML5 – the latest iteration of the language used to create web pages – means organisations no longer have to deliver device-based applications but can look to web-based offerings accessible via a mobile device’s browser. Native apps will still have a role to play, if well thought-through, but certainly look set to face major competition in the popularity stakes as HTML5 gains traction.


Alternatives to applications are also available. Mobile couponing, for instance, could be an influential tool in the retail fight to combat constantly slipping engagement rates. A recent report found this form of couponing to offer redemption rates often exceeding 50%; comparatively, paper coupons typically return redemption rates of up to 2%. Mobile couponing is able to achieve its high returns through the use of geolocated, relevant messaging which engages the mobile user with an offer that can be instantly gratified at a store which is at that moment in close proximity.


Location based marketing certainly should not be ignored. Location-based social networking site Foursquare enables users to check in their locations through their phones and informs them of their friends’ locations as well as places to go and see close by. Large retailers and brick and mortar stores are taking advantage of this by providing coupons and freebies to those who check in often or first. American Express, for example, has expanded its Foursquare promotion internationally, delivering to its cardholders special offers only available through the application, such as buy one get one free promotions to customers looking for a place to eat.


There’s significant advantage to be gained from using a number of mobile capabilities to improve the customer instore experience. Retailers can create a ‘bricks & clicks’ environment by combining location based services, barcode scanning, and push notifications as an example. In such an environment merchants enable their customers to access the benefits of online shopping such as product reviews, comparative information, and special offers while still delivering the physical instore shopping experience and promoting greater length of time spent within the store’s walls. 


Retailers simply cannot afford to dismiss the role of the internet in the performance of physical stores. The tendency to define the online influence by the number or value of transactions taking place fails to recognise the considerable number of consumers that turn to the web for information on the best product for their needs, stockists, comparative pricing and current availability within their travel comfort zone. This rapidly growing pool of shoppers may be making their purchases instore, but their decisions are often made before they’ve stepped out their front door.

15 August, 2012: The common perception that concrete is cold and aesthetically-unpleasing is being challenged by Pan Mixers South Africa (PMSA) – the largest supplier of concrete, brick, block and paving making machinery and technology in Africa – which is currently in the process of constructing a modern, cutting-edge showroom almost entirely from concrete. 

PMSA marketing and sales manager Quintin Booysen points out that the company began construction of PMSA’s new two-storey 700 m2 showroom, which will also house a sales and marketing office in order to fully highlight the endless creative possibilities that concrete offers in modern day construction, in May 2012. 

“The showroom flooring will be completed with HTC Superfloor – an easy-to-maintain polished concrete flooring system that provides the highest shine to the floor surface, by making use of a range of HTC floor grinding machines and accessories,” he explains.

Booysen notes that PMSA will be going one step further by using HTC Superfloor to polish a number of concrete pull-up wallingpanels that will make up the showroom walls and main receptionstaircase. “A polishing and grinding machine weighs up to 300 kg and would be impossible to run against a wall. Another option would be to use a hand-held grinding tool, however that would not ensure a precision finish. PMSA plans to polish its precast panels using the HTC Superfloor system, before pulling them up by making use of a tilt-up method,” he continues. 

This process will be subject to a number of challenges, due to the fact that each panel weighs up to seven tons. “These panels have to be pulled up into the right position, and they need to be positioned in such a way to ensure that they are not just decorative, but also that they are structural elements of the room. After 14 days of curing, the concrete panels are lifted with the aid of a 20-ton mobile crane and placed into final position.”

According to Booysen, PMSA is working closely with contractors to ensure that the necessary quality and precision is met to ensure a world class facility. “With conventional grey concrete pull-up panels, the perception is still that these panels are generic, grey and ugly, and only fit for purpose in industrial applications,” he continues. 

As a result, PMSA will be using these panels for display purposes to highlight the potential beauty of precast concrete, by simply polishing or adding colour aggregates to it. Booysen adds: “Our main objective is to show architects, engineers and contractors that a polished precast panel can serve as a stylish and modern finish in a home, office or shopping environment.”

In addition to being aesthetically-pleasing, Booysen points out that polished concrete provides further benefits that include ease of cleaning due to a smooth surface, and a reduction in lighting bills, due to the fact that the panels reflect more light into the building. “What’s more, concrete flooring can have a lower lifetime and installation cost, when compared to traditional products such as epoxy and tiling.”

Looking to the future, Booysen is confident that construction of the PMSA showroom will be complete by the end of October 2012. “Construction work is going according to schedule at the moment, and we recently completed the casting of the concrete panels. Once building work is complete, the final touch will be to ensure that we provide a comprehensive customer service offering onsite, where clients and their employees will be trained in various fields, ranging from the application and usage of products, to operator safety and machine maintenance,” he concludes.

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