SepCem (Aganang & Delmas) (VIDEO ‑ 7min22 )
Cement uses its secured limestone deposits to establish and operate the Aganang clinker and cement manufacturing plant in North West and the Delmas milling plant in Mpumalanga. SepCem’s strategy is to stabilise and optimise its production capacity to ensure the low-cost advantage offered by relatively new plants with advanced technology.
Passionate, engagedemployees who love what they do.
Changing the face of our industry:
Being the best in the industry by offering innovative solutions.
Creating and growing stakeholder fulfilment:
Addressing and exceeding the needs and expectations of all stakeholders by creating and continuously developing value that did not exist before.
We empower our people to think and act in ways to get the job done, while adhering to processes that ensure proper governance and being mindful of company needs beyond one’s own.
Accountability and integrity:
We are focused on delivering, and we do what we say we will do. We hold ourselves accountable for our work, our behaviour, our ethics and our actions. We aim to deliver to all stakeholders.
Passion and enthusiasm:
We love what we do. We are passionate about our brand and promote a positive, energising, optimistic and fun environment. Our reputation relies on the advocacy of every employee.
We are concerned with our customers’ needs and perceptions. We aspire to build lasting relationships, based on trust, towards being the preferred choice in product and service.
It has successfully penetrated the cement market by fulfilling its promises of:
– high-quality products, exceptional service and first-class technical support to customers; and
– sustainable growth in profitability to shareholders.
The plants have been designed using German-engineered Loesche mills and other key equipment from European suppliers to maximise operational efficiency and competitiveness, while limiting the environmental impact.
- To maximise margins and increase free cashflow: Increase profitability in the medium term by achieving the EBITDA margin target of between 27% and 30% and an increase in net profit margin to enhance its shareholder value.
- To enhance sustainability through environmental stewardship: Improve the CO2 footprint by substituting 5% coal consumption with waste tyres and another 10% in the kiln combustion with oil sludge
- To improve cost efficiencies: Continuously improve operational performance and benchmark against global standards.
- To maintain sustainable sales volumes: Better understand customer expectations to enhance the sales offering.
- To develop and implement a high-performance culture: Focus on training and development, particularly for key skills.
SEPCEM MANAGEMENT TEAM
PIETER FREDERICK FOURIE
Chief executive officer
BCom (Accounting), Executive Development Programme (PRISM) for Global Leaders (Switzerland)
Pieter has extensive experience in the cement industry and assumed his position as chief executive officer of SepCem on 1 May 2007
BSc (Hons) (Economics) (Ahmadu Bello University, Nigeria), FCA (Fellow of the Institute of Chartered Accountants of Nigeria)
Suleiman started his career with the then Price Waterhouse. He joined the Dangote group in 1991 as head of internal audit and financial services. Suleiman is employed by Dangote Industries Limited (Nigeria) as executive director (finance). He is on a fixed contract at Dangote Cement South Africa as the finance director since 21 August 2014. Suleiman has over 33 years of experience and has retired as a member of several boards in the Dangote group.
Executive manager operations
BEng (Metallurgical Engineering) (University of Pretoria), Young MDP (INSEAD, France), MDP (Duke University, USA)
Duan completed his graduate engineer training at De Beers before joining Blue Circle Cement. He was involved with Blue Circle Cement’s integration into Lafarge in 1996. He subsequently worked for PPC before joining SepCem on 1 January 2008.
Executive manager projects
BEng (Mechanical) (PUCHE), MDP (PUCHE), LDP (GIBS)
Heinrich started his career as a project engineer and maintenance manager at Mittal (Iscor) before joining Lafarge, where he held various positions. Heinrich joined SepCem on 1 June 2008.
Chief financial officer
BCom (Hons) (University of Pretoria), CTA (University of South Africa), CA(SA)
Gay has experience in several fields, ranging from finance, operations and risk management. She previously worked for Clover Danone before joining SepCem on 1 July 2009.
Executive manager organisation performance
MPhil (RAU), BA (Hons), BAED (University of Venda)
Robert is a social scientist with a career that spans 16 years. He has extensive experience in managing and implementing social transformation. Robert worked for the De Beers group for over five years, where he was part of the team responsible for driving the company’s transformation process and its corporate social responsibility programme. Robert joined SepCem on 1 April 2009, and was appointed to this position on 1 November 2016.
Jennifer has been employed by various legal practices as a paralegal. She was previously company secretary for the Platmin group. Jennifer joined SepCem on 1 August 2010.
Head of internal audit
BCom (Accounting) (University of KwaZulu-Natal), AG (SA)
Alfred completed his SICA articles in 2003 before assuming the internal audit role at Imperial Group and Nampak. He later moved to Ernst & Young (EY), where he was responsible for managing internal audit engagements in various sectors across sub-Saharan Africa. He joined SepCem on 1 January 2015, and was appointed to this position on 1 August 2017.
Head of risk
BCom (Economics) (University of Pretoria), Postgrad Cert (Risk Management) (University of Johannesburg), Postgrad Dip (Hons) (Risk Management) (Unisa)
Mziwake has 12 years of experience in enterprise risk management (ERM) ranging from establishing ERM programmes to maturing ERM programmes. He has a successful track record in implementing ERM in various southern African countries, including South Africa, Namibia, Zambia and Botswana. Mziwake joined SepCem on 1 March 2016 after holding various risk management roles in the energy, chemicals, banking and insurance industries.
To read more of the operational performance you can read our annual online review by clicking here.