Bradley Janse Van Rensburg, Solutions Design Manager, Continuity SA

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With the expected Eskom increases over the next five years, retail service stations are facing reduced profitability and some even closure as profits are continually eroded by rising operating costs. Electricity is one of the costs that can be managed and self generated.

This conference aims to examine best practices in energy efficiency and unpack the options and complexities of generating electricity from renewable energy specifically for retail fuel sites.

Published in: Business, Education
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  • Reference PWC Source: http://www.pwc.com/gx/en/ceo-survey/2013/assets/pwc-16th-global-ceo-survey_jan-2013.pdf
  • Reference KPMG source http://www.kpmg.com/global/en/issuesandinsights/articlespublications/pages/building-business-value.aspx
  • Reference KPMG source http://www.kpmg.com/global/en/issuesandinsights/articlespublications/pages/building-business-value.aspx
  • Reference KPMG source http://www.kpmg.com/global/en/issuesandinsights/articlespublications/pages/building-business-value.aspx
  • Reference KPMG source http://www.kpmg.com/global/en/issuesandinsights/articlespublications/pages/building-business-value.aspx
  • Bradley Janse Van Rensburg, Solutions Design Manager, Continuity SA

    1. 1. 1
    2. 2. 2The Need for a Risk Management Planto Ensure Business Continuity9 May 2013Bradley Janse van RensburgSolutions Design Manager
    3. 3. 3What is Risk Management?
    4. 4. 4What is Risk Management… Really?
    5. 5. 5Risk Management Matrix
    6. 6. 6Risk Management and BusinessContinuity Management (BCM)IncidentSituation that might be, or could lead to, abusiness disruption, loss, emergency or crisisExample BCM incidents : Mass riot Bomb (scare) / fire Pandemic Other examples....Type of incident being BCMincident is based on variousfactors such as maturity oforganization, geographicallocationWe’re dealing with anomalies – BCMis in place to make sure we can copewith those high impact, lowprobability incidents or crisesBCMIncidentsBusiness asUsual Incidents
    7. 7. 7Benefits of BCM and Resilience
    8. 8. 8Benefits of BCM and Resilience
    9. 9. 9Risk Management Example
    10. 10. NB: Cost increases are Eskom increases only, most service stationswould purchase electricity from the Municipalities, which may behigher10Eskom Tariff Increases (2008 – 2018)Year IncreaseCumulative(2008)R1equivalent(2008)Cumulative(2012)R1equivalent(2012)2008 5.9% 0% R 1.00 - -2009 27.5% 28% R 1.28 - -2010 31.3% 67% R 1.67 - -2011 24.8% 109% R 2.09 - -2012 25.8% 163% R 2.63 0% R 1.002013 8.0% 184% R 2.84 8% R 1.082014 8.0% 207% R 3.07 17% R 1.172015 8.0% 231% R 3.31 26% R 1.262016 8.0% 258% R 3.58 36% R 1.362017 8.0% 286% R 3.86 47% R 1.472018 8.0% 317% R 4.17 59% R 1.59
    11. 11. 11South Africa Population GrowthYear Population Increase1996 40,585,568 -2001 44,819,777 10.40%2007 48,502,063 8.20%2011 51,770,560 6.70%2015 52,015,000 2.50%2020 52,971,000 1.80%2025 53,565,000 1.10%NB: Dependent on continued maintenance of HIV/AIDS andimmigration management
    12. 12. 12South Africa Economic GrowthYear GDP Growth1993 3.83%1994 4.03%1995 1.60%1996 5.30%1997 1.28%1998 0.30%1999 3.95%2000 3.93%2001 2.20%2002 4.38%2003 2.55%2004 5.88%2005 4.73%2006 5.75%2007 5.15%2008 1.88%2009 -0.95%2010 3.60%2011 2.60%2012 2.28%Average GDP Growth Rate based onquarterly annualised ratesYear GDP Growth2013 2.7%2014 3.5%2015 3.8%
    13. 13. 13South Africa Economic GrowthSource: PWC Publication (2013)Dealing with disruption: Adapting to survive and thrive
    14. 14. 14Macro-Economic and Global TrendsSource: KPMG Publication (2012)Expect the Unexpected: Building business value in a changing world
    15. 15. 15Macro-Economic and Global TrendsImportant Trend 1Energy & FuelEnergy & Fuel: fossil fuel markets arelikely to become more volatile andunpredictable because of higherglobal energy demand; changes in thegeographical pattern of consumption;supply and production uncertainties;and increasing regulatory interventionsrelated to climate change.Source: KPMG Publication (2012)Expect the Unexpected: Building business value in a changing world
    16. 16. 16Macro-Economic and Global TrendsImportant Trend 2WealthWealth: the global middle class(defined by the OECD as individualswith disposable income of betweenUS$10 and US$100 per capita per day)4is predicted to grow 172 percentbetween 2010 and 2030.5 Thechallenge for businesses is to serve thisnew middle class market at a timewhen resources are likely to be scarcerand more price-volatile. Theadvantages many companiesexperienced in the last two decadesfrom “cheap labor” in developingnations are likely to be eroded by thegrowth and power of the global middleclass.Source: KPMG Publication (2012)Expect the Unexpected: Building business value in a changing world
    17. 17. 17Macro-Economic and Global TrendsImportant Trend 3UrbanizationUrbanization: in 2009, for the first timeever, more people lived in cities than inthe countryside.6 By 2030 alldeveloping regions including Asia andAfrica are expected to have themajority of their inhabitants living inurban areas;7 virtually all PopulationGrowth over the next 30 years will be incities. These cities will require extensiveimprovements in infrastructureincluding construction, water andsanitation, electricity, waste, transport,health, public safety and internet andcell phone connectivity.Source: KPMG Publication (2012)Expect the Unexpected: Building business value in a changing world
    18. 18. 18Bradley Janse van RensburgSolutions Design Manager+27 11 554 8132+27 83 415 4121bradley.vanrensburg@continuitysa.co.zaUnit 5, Growthpoint Park Business ParkCnr. Tonnetti & Old Pretoria RoadMidrandwww.continuitysa.comContact us

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