Waste management is a science that can be turned into an entrepreneurial opportunity if managed correctly. In South Africa, currently most waste management is handled by five multi-national companies, but waste management opportunities could be transferred through a community model, enriching communities rather than international companies.
An example of such a model is where waste is collected using small trucks owned by women. For every 80 houses one truck with two men can be used. Corporates have no business within communities, where money spent should be retained within the community.
While Government supports the development of small companies and local ownership, small community enterprises are not being developed. Another community enterprise opportunity is where organic waste can be transformed into energy, directing the flow of wealth into the hands of the people. An example of such community business is the fishery model developed by Gestalt.
Fish are a national asset and should be used for the community, yet fishing rights like waste management are currently granted to international companies. Salmon is imported, while the Gestalt fishery model can produce 200 tons of Salmon per year and Salmon can easily be farmed in South Africa in a controlled environment.
Businesses procuring from a local Salmon producer or waste management company can gain procurement, enterprise development and CSI points on their balanced scorecard, while enriching the local community. When business is given to community entities it creates economic growth and an upward spiral throughout the community.
When a need exists, an order is generated, there are technical partners and sound management, and the community is involved in the project to fulfil on the orders. The entity buying from such a community project is providing jobs and thus disposable income to the very same people that will buy from the purchaser.
Therefore the money stays in circulation in the community and is not exported to other communities or countries. At the same time community members are afforded ownership opportunities. The same is true for waste management, but it is important to understand the problem and the solution before embarking on a new business model.
South Africa has a bad record for failure with regards to community empowerment projects. The agricultural world abounds with stories of successful farms being given to communities, only to be turned into wastelands within a year or two. Farms are, however given to people with no farming or business experience.
The problem is that these new farmers are not receiving the training required to make a profit out of the farm. It’s not correct to start by saying ‘I have land, what can I produce on it’? The question to be asked is, ‘what can I get orders for’ or ‘what can I export’?
Agriculture is a complex business. When community members are given farm land, every possible step should be taken to contain the risk elements. South Africa has a wonderful climate that should be seen as an asset to be turned into money.
Similarly, if waste management is taken out of the hands of multinationals and rather controlled by community members, it is the South African Government’s responsibility to teach community members how to collect and manage waste effectively. As a result, unemployed community members will benefit from a community waste management business and jobs will be created, while the load on the local municipality will be much lighter.
Other entrepreneurial opportunities involve recycling waste in order to minimise the amount of waste management throughout South Africa. On the 4th of May 2012 the Department of Environmental Affairs published the National Waste Management Strategy, identifying eight goals to be achieved by 2016.
Targets are set to have 25% of recyclable waste diverted from landfill and include the creation of employment and business opportunities through waste management. Such opportunities will include recycling strategies and the development of a policy to export redundant electronic equipment. Other opportunities include the remediation of contaminated land, for which a remediation fund will be established.
Waste management can be classified into collection and removal, waste treatment, cleaning, spill management and inspection and analysis, each providing different entrepreneurial opportunities. In the US, 18 000 waste management companies have a combined turnover of $75billion.
Waste management can therefore be lucrative, but as in the US the danger exists that small community businesses will not be sustainable due to the strength of the larger international waste management companies. Operational excellence is required and therefore training and Government protection is of utmost importance.
Waste management is a regulated environment. Small waste management companies should be aware of all corporate governance requirements. Other threats will include a lack of landfill sites or rights to dump waste at a specific site. In South Africa there is little involvement in waste removal as residents of most communities are used to it being taken care of by the municipality.
For smaller companies to break into the market there therefore has to be a specific programme supported by Government or enterprise development programmes. It’s time for South Africans to take control of the business opportunities in waste management as in most other industries and create wealth and business ownership for our own people.
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South African entrepreneurs have one singular advantage that makes them stand out and succeed – optimism.
Game drives. There is a remarkable similarity between the South African on a game drive and the South African entrepreneur. In both cases you’re driving through new territory on the lookout for that ultimate sighting or an opportunity. It’s the endless optimistic belief that around the next corner, after that last stretch of long, hot road, will be that crocodile eating that leopard that’s chasing a caracal. It’s an optimism that’s permeated the very fabric of our culture, our business personalities and the way we face adversity.
South Africans live with adversity every day. We face challenges and issues that our entrepreneurial counterparts in Europe or American don’t even realise exist. Adversity sits on every street corner, hangs out at every robot and reminds us of its presence whenever we stop and look around.
Yet the entrepreneur can take these complexities and harness them to be better at business and more positive in the face of failure. Here are five ways to re-examine what the world has on offer with the eye of the optimistic entrepreneur…
1. The tremendous challenges in our socio-economic and political landscape, from poor sanitation to the unemployment situation, can inspire us to do more and better the world we live in.
Today, many of the most impressive entrepreneurs on the African continent are those who stood up from within adversity and used it to create opportunity. From organisations that ensure children have sanitary pads so they can attend school to non-profit businesses that use the blind to detect breast cancer, optimistic belief in the future is the beating heart of entrepreneurial endeavour.
2. Anyone can succeed
There are people standing at robots across South Africa who are using them as a shop corner, using the captive car audience to sell products and make enough money to get by. Some create works of art, some dance to an invisible beat, and some stand out in their ingenuity. There is a robot in South Africa today where a man stands selling life insurance. That’s the optimistic entrepreneur.
3. We are constantly surprising ourselves
South Africa’s transition from apartheid surprised the world. There wasn’t a bloody revolution, there was a peaceful shift. It was, and still is, imperfect, but it happened with far less brutality than many imagined. The same applied to the World Cup – the stories of doom were ready to be told, but the event was an incredible success. South Africans are capable of surprising themselves and this unexpected brilliance shines through in our ideas and our ventures.
4. Sometimes you just have to laugh
The corruption, the political manhandling, the rage, the insanity on the drive to work, the rising cost of living – the pressures of living in a volatile country take their toll, but South Africans manage to find the humour hidden in the hardness. The adverts that poke fun at the insanity, the ability to laugh at mistakes – this nation’s sense of humour is a very powerful quality that allows the South African entrepreneur to stand up and face each day with a fresh sense of purpose.
5. We bounce back
The one quality that every entrepreneur needs is resilience. Businesses fail, ideas crash, customers leave and bad times arrive, but through it all self-belief and the ability to see something positive in what’s happened will ensure that lessons are learned and new paths taken. It is perhaps one of the hardest things that any entrepreneur has to learn and yet in South Africa, with its ongoing failure to provide that crocodile-leopard-caracal viewing, has imbued its entrepreneurs with the enviable qualities of patient resilience.
Depressed Economy Leading To Business Bust-ups
Palmer looks at the most common causes of business bust-ups and how to avoid them.
News that our GDP had shrunk by 2.2% in the first quarter of the year, coupled with downward revisions of growth forecasts, are casting a pall on the investment climate. Deals are not only drying up, but there has been an increase in business partnerships bearing the brunt of the economic pressure.
After the initial flush of economic goodwill post the inauguration of President Ramaphosa, we’ve seen a flurry of business owners looking for finance to buy out their business partners.
We have had a number of attorneys and accountants refer dissatisfied partners to us who are looking to exit partnerships. When the economy slows – as we have seen over the last few months – many partnerships begin to show signs of stress. All too often partnerships are seen as tools of necessity and those who rush into these deals without properly exploring the common values between parties will not fare well when things get tough.
What many don’t understand is that undoing a partnership is not as simple as they may think and will come with legal and other costs over and above the finance to buy a partner out.
The most common causes of business bust-ups (and how to avoid them) are the following:
1. Misaligned expectations
This occurs when potentials partners don’t share a common vision of where they want to go, how they want to get there and what each wants from the deal.
Misaligned expectations of a business venture will result in disagreements sooner rather than later as they impact every strategic (and even some operational) decisions. It is worth considering a mediated session between partners before the deal is even drafted.
2. Effort Resentment
Another problem creeps in when one partner feels like they are tasked with doing all the work. Resentment around how much effort is put into the success of a venture is not something to be taken lightly – irrespective of it being based on perception or fact. Most contracts will be clear on the value of the equity each partner has, but many ignore the value of sweat equity and how that will be measured and factored into the deal structure.
3. The Golden Rule
Many partnerships are based on one individual who puts in the lion’s share of the capital and another who is committed to doing the day-today work. Effort resentment extends beyond the deal negotiation. When a contract between partners is drafted it reflects a future which is not yet known. As the venture progresses, reality will set in and the division of labour agreed at the outset may not match day-to-day business in year three or four.
It is sometimes useful to draft partnership agreements as you would a lease. Give it a three- or five-year timeframe, with clear deliverables and then, at the end of the period, reassess the partnership and allow for renewals or re-negotiation. Having a sunset clause in your partnership agreement removes the soul-crushing feeling that you are trapped in an unhappy relationship with no chance of escape.
4. Honour amongst thieves
Although seldom encountered, there are some partnerships which fall apart because someone is doing something blatantly untoward. Finding out your partner had their hand in the till can be devastating but in tough financial times, such as we are currently experiencing, some people will resort to desperate measures.
5. Absentee landlords
In many cases, a partner may have committed capital to a venture and even agreed to joint expectations. But other work commitments (or a lack of interest) means they disappear from operations for extended periods. No-one wants to work with people who are uninterested in the future of your company. However, the truth of the matter is any breakup has associated costs. Unwinding a partnership can cost more than setting it up and this should be considered before going down that road. Many investors are involved in multiple ventures with the same partners and exiting one deal may result in prejudicing the future of others.
While no-one can predict how long the economic slump may last, minimising the potential for partnerships falling apart requires a meeting of minds. This means agreeing to a common set of values and ethics which will govern how the business is run.
Partners need to agree on how they see the world if they hope to make a success of the business relationship. Thereafter, they should explicitly voice their expectations of how the venture will work, what they want out of it, and how they see their role in achieving that result. In some instances business partners have been together longer than they have been with their spouse. It makes sense to treat the relationship with the same care. More particularly, healthy partnerships will attract more investment and will be a key decision factor when it comes to raising future funding.
Giving Our Youths The Edge That The Need To Succeed
With youth month just past, LFP Training posed a challenge to corporates via its online platforms. Using a hashtag campaign, we looked to remind the private sector of its crucial role in educating and empowering the youth.
The latest IMD report depicts a grim picture of youth unemployment in SA; we currently have approximately 3.3 million youths without employment and South Africa is ranked a poor 62 out of 63 in our global competitiveness ranking. With this in mind, LFP’s #YouthMonthChallenge was created. Our team challenged corporates to do even more: whatever you are doing now, double it!
Whilst many countries prioritise their youth, our country chose to overlook them. Those who get to lead our legacy and are responsible for moving the country forward, will inherit our baggage and are left to fight some of the toughest battles yet.
What can aptly be described as a ‘system in crisis’ has left very little hope for South Africans. AJ Jordaan, Sales Manager for LFP Training says that a weak foundation from pre-primary onwards has left us with my unemployed and uneducated people, with very little hope of a successful future. “At LFP, we provide learnerships to the unemployed and disabled thanks to the assistance of corporates. A key requirement is that the learner should have a Grade 10 qualification. We see learners of all ages – some fall into the youth category whilst others are still fighting unemployment at an old age,”
“Many lack confidence and are truly victims of a flawed system. Basic education at a public level has certainly failed many South Africans and as a result, us as private sector participants are left to pick up the pieces” says AJ.
AJ explains that with all the odds stacked against the learners who come onto their courses, it might be surprising to hear that LFP Training’s pass rate well-surpasses the industry norm. “When you think about it, we receive unemployed, disabled and often very destitute learners”
“We believe that LFP’s pass rate signifies the benchmark for what our country could be. If we go the extra mile, employ quality educators and provide more opportunities in a growth conducive environment, our youths certainly will flourish. LFP Training’s formula once again proved itself in April when we hosted a graduation for more than 500 learners; a record-breaking ceremony” says AJ.
The formula takes all the wrongs of the system and rights them. “Beyond theory and winning methodology, we connect with our learners. Every single facilitator, moderator and employee at LFP Training is fair, compassionate, patient, stern when needed, knowledgeable and truly understands that more than just a learnership, this is actually an emotional journey for our learners too. We take the time to recognise and address weaknesses, ensure that our facilitators have a firm understanding of our course materials and can connect with the learners”
“We want to equip people for the workplace and ensure that they are hungry and able to take on opportunities. By giving people the tools to succeed, we have seen them do exactly this. Beyond circumstances, we know what it takes to create great leaders and we don’t let their pasts dictate their futures” AJ concludes.
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