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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ince it is important for cold storage to balance the utilisation of space with the mobility of goods, APC Storage Solutions SA is leading the way towards greater economy of cold store refrigeration with its ultramodern in-rack pallet mole. The system was developed by leading European automation engineers at Mecalux, the official technology partner to APC Storage Solutions SA, to drastically reduce forklift travel times and improve storage densities.


“The pallet mole, referred to as satellite mole racking, offers cold storage facilities numerous benefits that improve overall productivity,” says Fred Albrecht, Managing Director, APC Storage Solutions SA. “Other than enhanced warehouse safety afforded by automation, the main advantage is the maximum utilisation of space, which allows facility owners to extract more value out of paid for square meterage.”


Pallet moles are installed permanently on each racking level and have guiderails that span the length of each rack. When a pallet is to be stored, a forklift or stacker crane lifts each pallet to height, and hands it over to the pallet mole – which then transports the pallet horizontally to its final storage location. Each mole remains within its designated rack, and the system eliminates the necessity for aisle space on each row’s side. 


Benefits include a reduction in power consumption as a result of chilling more pallets in smaller spaces. “In a climate of escalating electricity costs, it is important to optimise the way we refrigerate on large scale, and the pallet mole is a step in the right direction,” says Albrecht.


Unlike traditional drive-in racking – whereby man-driven pallet trucks load and unload not by row-side access aisles, but by driving inside the actual racks – pallet moles create a single pick face at the end of the racking installation. With this system, satellite moles transfer pallets, fed by forklifts, to their final storage locations faster and more efficiently than man-driven forklifts.


Because forklifts no longer need to enter confined racking lanes, the risk of collisions is almost completely eliminated. This helps to radically extend the lifespan of racking installations, and improves general safety in warehouses. Other benefits include greater accuracy with digital item management, and remote control operation for high-paced picking and deposition. 


“It is possible to further enhance cold storage efficiencies with a fully-automated compact crane, which allows for racking installations of up to 40m – much higher than a forklift with average heights of around 12 metres can reach,” says Albrecht.


This system uses conveyors and stacker crane-like installations to transport pallets from forklifts onto the pallet moles for deposition at such heights. High levels of automation are also ideal for cold storage facilities where extremely high throughput, high product turnover and improved utilisation of three-dimensional space are necessary.


“The pallet mole is incredibly versatile, as it’s suitable for both LIFO [last-in/first-out] and FIFO [first-in/first-out] as moles can be installed on either end of a racking system, creating a pick face on both ends,” concludes Albrecht.    


APC Storage Solutions SA is the South African market leader with the Spanish Mecalux as technology partner. A supplier of world-class products and integrated logistical storage solutions and services, APC Storage Solutions SA is focused on the core values Quality, Experience, Safety, and Technology – QUEST. APC Storage Solutions SA has FEM (European Federation of Material Handling Equipment), SEMA UK (Storage Equipment Manufacturing Association) and RMI (Rack Manufacturers Institute of America) accreditation, along with accreditation from 14 other federations and associations.

Apex Strip Curtains & Doors has installed a high speed Traffic door at Cape Town-based Grapetek’s Epping manufacturing plant. Grapetek is one of the largest producers of sulphur dioxide generating sheets in the world, used for the post-harvest protection of table grapes.


The high speed Traffic door has been installed to seal off an opening through a recently enclosed passage which sees high traffic of incoming raw materials and outgoing finished products. 


Grapetek’s Paul van der Merwe says after evaluating other products on the market, his company decided on the Traffic high speed door from Apex Strip Curtains & Doors because it was the best fit for the specification.


Apex ‘s Traffic range of high speed folding doors in sizes up to 8 000 mm wide by 8 500 mm high offers a sturdy, dependable and modular solution for medium and large entrances, particularly where windy conditions are a factor, such as shipment and warehouse areas. 


Made from strong self-extinguishing Class 2 fabric with excellent thermal insulation properties, this door has been designed to resist a wind loading of up to 50 km per hour. The supporting structure is manufactured from high quality galvanised steel to ensure optimum durability and, if the application requires it, vision windows can be incorporated in the panels. 


A counterweighted balancing system ensures high standards of performance and safety and fast, semi-automatic reopening. The built-in automation unit protects the components from wear caused by the elements.


All high speed doors in the Traffic range are controlled by an electronic unit that complies with all IEC regulations. It can be activated by any type of remote control equipment including photocells, pressure sensitive mats, movement detectors or induction loops.


Reliability is an important factor in the choice of doors for warehousing applications, and the wide range of high speed doors available from Apex Strip Curtains & Doors are manufactured in accordance with international standards, with materials that comply with stringent hygiene and safety criteria. 


With the channels of trade all interconnected in our modern world, South African pharmaceutical companies are able to simply and speedily distribute their products all across the globe. While this is extremely advantageous in terms of sales, supplying goods to a number of different countries can become increasingly complicated as each country has different rules and requirements that manufacturers need to adhere to when exporting goods to that particular country.  

Timothy Beattie is the General Manager of PyrotecPackMedia, a brand within Pyrotec that specialises in innovative on-pack solutions. Beattie believes that one of the most challenging packaging issues faced by pharmaceutical companies is the need to abide by varying regulations for different countries. “Recent research conducted at the 2nd Annual Pharma Packaging and Labelling Compliance Conference in Rome revealed that this is a major frustration within the pharmaceutical industry. This is compounded by the need to use text in different languages, which many believed to be the most critical element in the packaging and labelling process.”

When distributing to other countries, user-instructions, hazard warnings and application guidelines need to be included in a number of local languages- which often leads to challenges in terms of labelling. Manufacturers struggle to include the compulsory information in the limited space provided on a traditional label, which needs to fit a small pharmaceutical bottle or box.

One option for manufacturers faced with this challenge is Pyrotec PackMedia’s Fix-a-Form® leaflet- label. These occupy the area of a standard label but provide additional space to include dosage instructions, warnings and indications in multiple languages, as stipulated by legislation internationally. 

Fix-a-Form® leaflet labels also offer many advantages in terms of cost-savings. The leaflet-label allows for the inclusion of extended content, thereby eliminating the need for excess packaging. It also has the added benefit of minimising the risk of misplacing essential instructions. “All languages can be combined with equal weight into a single expanded content label, creating a one-pack solution for distribution to several markets and streamlining your inventory by negating the need for country-specific pre-labelled products,” says Beattie. 

Fix-a-Form® leaflet labels, produced using state-of-the-art custom machinery, are supplied on-reel so they can be applied as ordinary self-adhesive printed labels using standard label application equipment.  Fix-a-Form® leaflet labels are available in a number of options such as laminated, booklet and cross-fold formats. All are available in re-sealable designs so that it can remain neatly sealed on the container, available for future reference.

“Clear user-instructions and well-designed packaging and labelling enhances the consumers’ experience and increases the chances of a repeat purchase,” concludes Beattie. “Fix-a-Form® leaflet labels make it possible to include necessary information in multiple languages, as per international requirements, without compromising on the aesthetic aspects.”

So, who do you really work for? 

Your company? Your boss? Yourself?…Or do you work for your customer or client?

When I first look at the question, the answer seems fairly obvious. I work for my readers. You are in many ways my boss – if I don’t keep writing interesting material, you may stop visiting my column or worse still stop buying or subscribing to the journal completely – that will not make the editor happy! (Perhaps, then I work for the Editor?  Publisher? ) In that sense, I aim to please – I usually try to select ideas that will interest the reader and at the same time be pertinent to their business.

Anyway, back to the subject of who do we work for? This subject came up in a meeting I had with a very successful business owner and one of his ‘entry-level’ employees. The employee was adamant that he worked for the customer (perhaps a lesson he recently learned in a training course?) yet the business owner made it quite clear that he, the employee, worked for Him (the owner). Now we have all heard the clichés that ‘Customers pay our salaries’ and ‘we are here for the Customer: etc, and all of the above is correct – as long as we know who the Customer actually is!

So, again I ask the question, ‘Who do you work for’?

How you answer this question will always define your perspective on the work you do. Because at the core of service is an understanding of who you serve.

Typically, we instinctively answer the question with the name of our company.  Or we say, “I own my own business, so I work for myself.”

Then, when presented with that fourth option, we feel a little guilty, backtrack, and decide that we really work for the customer. Of course we work for the customer.

While it seems like a trick question, there’s no real wrong answer. Employees do work for their boss. Owners do work in the best interest of their company. And that’s not a bad thing. It’s reality. It’s business. But most importantly, it’s a balance, and I believe that this is the key.

Your customers and clients should always be a priority, but they can’t be the only priority. Embrace the dichotomy. It’s what keeps the system alive.

So when it comes to answering the question, in the end I feel it’s not about who you work for, but rather it’s about what you do and how you make your professional relationships work. You need to focus more on that, because businesses will come and go but you will be still around!


But that’s not really who we work for. Almost everyone has to exchange some of their time or some of their personal value for money. We make that exchange because we get something in return out of it. Among them:

Money This is the biggest thing that many of us work for. That money translates into a roof over our heads, food on the table, and things we enjoy.

Fulfillment Some people are personally fulfilled by their work – I know I am. Their jobs bring them personal joy and make their lives better. There are many others, though, that don’t get this kind of fulfillment from their work.

Prestige Others work for the prestige of their job. They like to be seen as prestigious by others and often that becomes a major factor in what they choose to do. “How will this affect my image?”

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.


Raptivity – the world’s largest library of educational interactivity templates that will work on iPhones, iPads and all mobile devices using HTML5 technology.  Customers will be provided with award-winning Raptivity educational software with HTML5 publishing capabilities for all of its interactivity packs this year. The company’s Raptivity Himalaya pack would include the industry’s most extensive library of 170+ eLearning interactions for mobile devices that do not support Flash.


This marks a strategic move into the fast growing market for products from Apple and others using HTML5 technology. The HTML5 standard is rapidly being adopted and supported on various web browsers and mobile devices.  As a result, there is a burgeoning demand for tools that can help to deliver eLearning content on mobile devices such as iPhones and iPads that don’t support Flash.


 “With the increased use of smart phones and tablets in education, the eLearning industry is well-positioned to reach a wider audience in unique ways,” said Voula Philippides, Managing Director of  Edutain distribution  “Raptivity’s vast library with HTML5 support will allow course creators and instructional designers to meet the new requirements of a mobile audience quickly, easily and affordably.”


 Raptivity allows trainers, educators and subject matter experts to create effective learning interactions quickly and easily. It uses Adobe Flash technology as well as HTML5 non-flash technology for more than 170 eLearning interactive elements, such as quizzes, game shows, videos, and 3D objects.


ABOUT EdumalL ,Division of Edutain Distribution .,division of EDUTAIN distribution , established in 2009 in Johannesburg, today is a growing division of Edutain Distribution, developer, distributor and publisher of local and international brands using cutting edge technologies with a realistic perception of the needs of AFRICA and territories with English as a second language.  Part of their drive is to convert the computer to a potential learning center for any age, subject or language for the masses.  Edumall have a comprehensive range that is all encompassing for the various requirements of any grade and subject. They provide innovative local ICT integration products from classroom resources through to school technologies.   Edumall aim to infuse the world of education to new, more engaging ways of teaching, for an enhanced learning outcome.  They are passionate about EDUCATION and their expertise is founded in our 18 years of developing the ICT market. 


About Raptivity 

With Raptivity, users can create interactivity rapidly and add it conveniently to their eLearning content. With interactive content, learning experiences become memorable and dropout levels go down. Raptivity provides a pre-built library of rapidly customizable interaction models. These interaction models are based on best practices in instructional design. Users can customize them to create any number of variations. The content published by Raptivity is a single flash file so it fits right into hundreds of eLearning tools and can be used anywhere. With its patented technology and open architecture, Raptivity is at the forefront of rapid interactivity technology.


Raptivity has won numerous awards in various categories, including the e-Learning Guild Platinum Award for highest user satisfaction in the simulation tools category. It has also been voted number one interactive eLearning software by users. Raptivity won the 2011 Best Educational Software Awards in the Online Technology Tool category and three 2011 LearnX E-learning & Training Awards from Training Australia Magazine.

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