INDUSTRY NEWS
INDUSTRY NEWS
energy-hungry planet with limited resources. The kind of massive infrastructure change required to meet the Paris targets does not happen quickly and the reality is we will need to continue to satisfy the demand for power as we transition to low carbon solutions. To navigate this transitional period many of the world’s leading energy companies are setting out their plans for the future.
Using our knowledge to build a more sustainable future Moving towards a low carbon future for the heavy industries is a hugely challenging endeavour. But it is an area in which we can make great progress towards limiting the worst impacts of climate change and meeting the goals set out by the Paris Climate Agreement. Mammoet's Head of Sustainability, Erica Gray, discusses engineered heavy lifting's role as an enabler of this transition. “The difficulty lies not so much in developing new ideas but in escaping old ones” - John Maynard Keynes. On the road to making the heavy industries carbonneutral, our biggest hurdle is not the technical challenge, but the
need to let go of “the way we’ve always done it”. I believe embracing change, taking risks and becoming truly entrepreneurial in our approach is the route to creating a low carbon future. Over the last couple of years, there have been increasing calls for the world to switch to more sustainable economic models and practices. However, there is a big
gap between this demand and what is currently practically possible. According to the United Nations’ annual ‘emissions gap’ report, global temperatures are currently on pace to rise as much as 3.2 degrees by the end of the century. This is significantly higher than the two degrees many countries have pledged to stay ‘well below’. Yet, in the five years since the Paris Agreement carbon emissions have continued to rise. Organizations such as the World Economic Forum and the development banks are urging governments to support the postcoronavirus economy by investing in sustainable infrastructure projects – through 'green stimulus packages'. There has been much speculation that this is our big chance to re-launch economies on a more sustainable footing. However, there are many practical hurdles to overcome in satisfying an
Recent legal and shareholder actions are adding extra pressure to this process by demanding that the energy sector sets out more ambitious low carbon strategies and roadmaps. The good news is we are not starting from scratch: there is much knowledge and experience that can be ‘reused and recycled’ for more sustainable applications. In this way, Mammoet's expertise from the traditional heavy industries can help our customers to meet their strategic sustainability targets and to create a whole new "greener” infrastructure. For example, the experience we have built up in load-outs and heavy lifting offshore can be utilized for the efficient execution of wind projects - particularly floating wind, where foundations will reach over ten thousand tonnes. Modularization techniques - used to deliver more efficient construction for conventional industrial projects over the last three or four decades - will also enable the renewables sector to enjoy faster, safer and more cost-effective projects with potentially lower carbon footprints. The wind industry can particularly benefit from expertise from conventional industry. As hub heights increase and wind turbine components grow ever-larger, technologies developed with different industries in mind will make a big difference. Super heavy lift cranes will help to broaden participation in wind energy by making more ports viable for offshore wind projects, while on land they will allow assembly of huge turbine structures and support the provision of the necessary infrastructure for power distribution
networks. And it doesn’t end there. New facilities such as waste-toenergy plants, biofuel facilities or co-located steel and energy production plants can all benefit from highly efficient modularization techniques, supported by the heavy lifting know-how and equipment that have moved modules of over 40,000t. Besides new construction, there are also opportunities for existing facilities to upgrade to more efficient techniques or to include carbon capture. The extensive experience our colleagues have accumulated on how to work in active, busy and constricted plants can be a huge benefit here – not to mention the highly specialized gantries and cranes that have been developed for this purpose. In addition to enabling new infrastructure through more efficient solutions, heavy lifting and transport companies can help EPCs and owners to bring down the impact of their operations by switching to low carbon equipment. Cranes and transport solutions that are hybrid or electrically powered, such as the electric SPMT or more efficient systems such as our Trailer Power Assist, can help bring more sustainable infrastructure online while reducing a project’s carbon impact. This is of growing importance in the civil sector, where carbon emissions are closely monitored in line with governmental requirements to
reduce the carbon footprint of publicly-funded projects. Working with low carbon fuels, such as biofuels or fuels derived from waste products, can reduce carbon emissions further. We have already completed our first project using fuel derived from waste cooking oil. Even preparing the ground on which you work can be done in a way that is less carbon-emitting – through the use of innovative products such as Enviro-Mat. There are many ways in which Mammoet can enable the energy transition – especially by using our expertise from elsewhere in heavy industry to support the growth of renewable energy and help our customers de-carbonize existing ways of working. There is so much more to be discovered - if we are willing to embrace the new and take the bold step away from the old. By working with us early in project planning we can find ways to cut the carbon impacts of projects. We are open to new ways of working and combining expertise and perspectives to support the energy and heavy industries in becoming a big part of the solution to the climate crisis.
Mammoet, +27 (0) 11 882 4499, sales.southernafrica@mammoet. com, www.mammoet.com
INDUSTRY NEWS
From clerk to CEO: the proudly South African story of John Jacobs From a teenage junior clerk at an international protective workwear company to taking over that very business and turning it into one of South Africa’s most prominent ventures of its kind: That is the story of John Jacobs, CEO of Sweet-Orr & Lybro, arguably one of the world’s oldest workwear brands. Headquartered in Cape Town, South Africa, the company provides PPE to critical economic sectors across the region, including the mining and engineering, combat and disaster, automotive, medical and the petrochemical industry, to name a few.
Whilst things haven’t always been smooth sailing, Jacobs looks back at the past fifty years with the business with a smile and for all the right reasons. “The situation has not always been easy, but as a team, we have managed to navigate whatever storms came our way, from economic crises to pandemics,” says Jacobs, born and bred in Kraaifontein, Cape Town. He openly talks about the challenges, coming from a blue-collar family that was disadvantaged by a system based on racial segregation. “We were six kids, and my father worked for the railway. So, as you can imagine, there were some tough times along the way.” R55 per month When asking how his Sweet-Orr journey started, he chuckles. “I was barely 18 when I joined the company in 1971 as a junior clerk,
two years after having to leave high school. I was by far the youngest in the team back then. My key responsibility was dealing with all incoming orders in exchange for a salary of R55 per month. This was considerably more than what I was earning as a post office messenger, my first job after leaving school to help my parents and siblings make ends meet.” Fifty years have elapsed since those first few days, and a lot has changed for Jacobs. He recalls how he took every opportunity to climb up within the company, founded in 1871 in the United States and has been operational in Cape Town since 1931. Back to school His efforts paid off, which eventually allowed him to buy his first company shares. Ultimately, this resulted in him and his family owning the company outright. “To think that when I joined SweetOrr, I didn’t even have a matric
Jacobs’ drive has always been to keep Sweet-Orr at the forefront of South Africa’s protective workwear scene, rain or sunshine. “Thanks to continuous and proper planning, saving for a rainy day, being agile, and not skimping on our products’ and services’ quality, we have stood the test of time. We did so together as a team, and it is something I am incredibly proud of.” Growing people from within There is more Jacobs is proud of, and that is his workforce. “To me, our employees – who hail from all walks of life – are our most important asset, and I have made it standard policy to treat them as such. We make a point of continuously investing in and adding value to our staff’s skills sets and abilities,” he explains. “I want those who work for us to have the same opportunities to grow professionally and personally as I did when I joined Sweet Orr as
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certificate,” he says, noting that going back to school was always on the agenda those first years after starting at Sweet-Orr. “Education has always been important to me. That is why I went back to night school when I had the chance in the late seventies, aged 24. I wanted to finish what I started in the sixties. Of course, it was tricky to combine school and a full-time job, but I felt I had to walk this journey. I stayed the path and eventually completed a BCom Honours degree at UWC.”
an 18-year-old.” This is especially important in a country like South Africa, Jacobs says: “There are so many people who want to work but who do not have the right skills. Elsies River, not one of the most affluent areas in Cape Town, is a case in point. Companies can change the status quo by helping people acquire skills that get them into jobs and allow them to climb the ladder. Our staff are like our family, and we treat them as such.” Investing in employees has benefits for the company too, Jacobs says. “Helping the people who work for us improve their abilities and talents, thus working towards a skilled workforce, makes your operation run smoother and more efficiently,” Jacobs says. “In addition, staff members who feel valued and cared for are loyal and
will stand by you in good and bad times. This shows as Sweet Orr has an extremely low staff turnover. The average employee stays with us for 25 years. One of our operational managers has been with us for 40 years before he retired!” In good and bad times Living up to the longstanding motto of the company, “We never let you down,” Jacobs believes that building a customer-centric business is vital. He, however, prefers to see and treat customers as partners while extending this philosophy to suppliers and service providers alike. “Together, we work to build each other’s businesses and keep people safe in the workspace, so we can continue to grow local economies from the inside out. The best things happen in partnership!” After celebrating this milestone of 50 years with the organisation, Jacobs is still confident about the future. “This company once started with a dream to manufacture superior quality workwear for those who needed it most. Whilst the dream became reality years ago, we continue to evolve and build – one stitch, one garment, and one satisfied client at a time,” says Jacobs. “Our story is far from finished!”
SWEET-ORR, + 27 (0) 11 791 3161, info@sweetorr.co.za, www.sweet-orr.com