N E W S & V I E W S • D E C E M B E R 2 0 2 3 1 L I N K I N G O U R M E M B E R S T O M A R K E T S In this issue • The great wood chip fire of 2023 • Facing a disaster • Three SAD key elements N U M B E R 1 0 9 • D E C E M B E R 2 0 2 3
2 It’s still quite eerie to drive into the Richards Bay Mill complex and not hear the chippers running, not see the timber trucks in the road and on the weighbridge, nor see the chip piles. It is hopefully something that we will never get used to. It’s been weeks since we officially declared the fires out and since then we have been hard at work evaluating and assessing the damage and prioritising the items for our rebuild. We have officially called our rebuild “Project Phoenix”, a fitting and noble name for the combined activities needed to rise from the ashes. Our chosen project engineers from Sivest are already on the job, and we will pull from their wealth of experience and expertise. They were involved in the construction of Durban Wood Chip From the General Manager Danny Knoesen
N E W S & V I E W S • D E C E M B E R 2 0 2 3 3 (DWC) and Shincel. We also have the expertise of Terry Chrystal on board, who was involved in the original construction of CTC. These resources, coupled with our own engineering teams, means we have the best possible combination of knowledge, experience, and expertise to get our chipping lines up and running as soon as possible. We will focus our energy in the next couple of months on two areas: • Get Bayfibre up and running as quickly as possible. • Get Richards Bay Wood Chip (RBWC) chipper and screens running and use mobile conveyors to get chips from the screens close to the export reclaimers. • In parallel with the above we will also explore just how capable mobile chippers are to achieve the chip quality our customers expect from us. When it comes to Bayfibre, the areas that will require the most work are on the screen building and screens, as well as the electrical reticulation. We intend to rebuild the screen building internally as well as the oversize Rechipper loop. In terms of the electrical infrastructure, we will have our work cut out looking at the switchgear and the panels in the main electrical MC room. As for RBWC, the screen building is also badly damaged, as is the electrical infrastructure. In addition, the overhead conveyor gantries and the reclaimers and export conveyor structures are badly damaged. The chip pile floors will need to be redone completely. Both lines seem to have their chippers, chipper motors and gearboxes with likely superficial
4 damage only and hopefully will be fine after a good service. In the next couple of weeks work will start on: • Rigging down all the overhead conveyor gantries, the incline conveyor structures as well as the Bayfibre stacker and counterweight to assess what steel work is salvageable and what needs replacing. • Investigating the extent of the damage to the electrical reticulation on both sides and seeing what is required to restore power to both sides. • Stripping down the screening building
N E W S & V I E W S • D E C E M B E R 2 0 2 3 5 cladding on both sides and evaluating the steel structures underneath. • Checking all the concrete columns for structural integrity and if they can be repaired. • Clearing out the chip pile floor rubble on RBWC side that broke up due to the heat of the fire. • Clearing out all the burnt chips and carbon debris from across both sites, in the grass, on the paving and throughout the log yards. We will keep readers updated on a regular basis as we get really stuck into Project Phoenix over the next few months.
6 As we enter the recovery phase after the devastating fire which started end September 2023, there are arguably more questions than answers currently. NCT is nevertheless intent on sharing whatever information becomes available in the cooperative spirit that is so engendered into the NCT collective psyche. This article takes on a question-and-answer format with the intent of regular repeats into the future as the rebuild progresses. What are NCT’s priority focus points immediately after the fire? • Completion of the insurance claim which could take up to six weeks. • Engagement with project engineers to start prioritising how and what we start building and repairing first. • Commence work on trying to get a lowvolume temporary chipping operation going in Richards Bay hopefully within six months. • Attend to and close out the unintended environmental consequences of the fire caused ostensibly by the fire water run-off. • Meet with local and export customers to plot a way forward to mitigate the interruptions in supply. • Determine how to squeeze a few more vessels into NCT Durban Wood Chips. • Carefully assess and determine how to best mitigate the impact on the livelihoods of our members and suppliers reliant on timber trade with NCT. • Assess the capacity of domestic markets to take up some of the volume not flowing into NCT Richards Bay. • Determine how NCT Tree Farming contributes to the solutions and how to manage contractors as well. • Apply prudence in all spending knowing that our cash flow situation is going to be challenging. What are we expecting to have to contend with going forward? • A detailed assessment of what is salvageable / repairable at the complex. As far as we can ascertain at this stage, a good deal of the existing key infrastructure can be repaired and incorporated into the rebuild. • A period during which alternative special and pulp markets, north to south migration of member pulpwood, and somewhat restricted allocations will become the new norm. • Collaboration with key industry players to protect and preserve the wattle-bark industry which underpins a significant portion of annual wattle timber supply. This is paramount towards protecting the inherent value and ongoing global market demand for wattle and which contributes the lion’s share of NCT – Rob Thompson – Member Services Manager –
N E W S & V I E W S • D E C E M B E R 2 0 2 3 7 revenue each year. • The determination of appropriate and fair allocation criteria into the export and domestic markets still available to NCT. Such criteria considering the contributions of the array of categories of members and suppliers that NCT has in its fold. • Member and staff duress as market constraints take hold, and against which NCT must do everything possible to relieve. What significant lessons were learnt via the fire? • In times of stress, and facing a common threat, people rally together and provide whatever support they can, no matter their differences or social standing. • Never underestimate the power of natural forces on the workspace. The horrendous weather conditions we faced, added a never seen before dimension to the fire and its ultimate behavior and vigour. • Wood chips do burn! • Recognition of commodities (own and neighbouring) not merely as commodities, but as very real potential risk factors (flammability / toxicity / pollutants / leachates etc.). • The vulnerability of the environment to such an event. Waterways, soil, groundwater, air, vegetation, aquatic, and terrestrial lifeforms etc. Humans are not alone. We leave big footprints! • The value of training and experience. The collective skillsets of those fighting the fire added more value than can be easily described. • The immense and collective value of highpressure water application, long reach, short water refill turnaround times, sustained aerial water assault and specialised ground machinery. A formal post-mortem of the fire in due course will reveal many more lessons learnt, which lessons will be shared across a now very sensitised industry. Were there any positives emanating from the fire? • The opportunity presents for the rebuild to be a vastly improved iteration of the original mill complex on all levels. • There is general recognition and realisation of the true value of the NCT market contribution to suppliers now that significant capacity has been temporarily lost. A precursor of ongoing support? • NCT staff and member cohesion. To date, goodwill and understanding has permeated through any negativity, which bodes well for future cooperative success. • Immense goodwill and support rendering from NCT’s valued clients. Commitments to re-establish trade bonds once up and running again emphasise the value of the enduring and positive name that NCT has created and sustained for itself and members on the market front.
8 “It must seem to many of us that the world has indeed gone crazy, and nothing will ever be the same again. Covid, riots and unrest, floods and now the fire of all fires; this one on our doorstep. It was surreal being on site at Richards Bay for the first two weeks of October. We remember the frenzy of trying to control the initial blaze, and then the panic when the wind changed and strengthened and finally the feeling of utter hopeless as Bayfibre caught fire after hours of trying to protect that chip pile. Then followed a period of 12 days of making sure TWK and Foskor did not catch fire, and slowly but surely getting our three stockpiles under control and finally out.” Danny Knoesen NCT General Manager. Unfortunately, this was our reality for the first few weeks of October and the reality of the last few years. Taking some learnings from our experience, we set out below some key aspects and areas to consider, in preparing for and dealing with a crisis or disaster. Health and safety of employees, customers, members of the public, stakeholders etc. Section 8 of the Occupational Health and Safety Act imposes a general duty on employers to ensure a safe working environment. Section 9 of the Act imposes a further general duty on employers towards persons other than their employees, including members of the public, customers, agents, stakeholders etc. it states that “Every employer (including the State / Government) shall conduct his undertaking in such a way as to ensure, as far as is reasonably practicable, that persons other than those in his employment who may be directly affected by his activities are not thereby exposed to hazards to their health or safety”. This even more in the case of a disaster. The very same rules and regulations you have in place regulating workplace health and safety in your day-to-day operation, continue to apply. Simply put, just because there is a disaster, does not mean your standard workplace rules go out the window. You will also need to carry out a new risk assessment to identify new hazards and risks in the workplace arising from the disaster. Not only may inspections be carried out on what was in place before the disaster and to manage the risk and hazards, but also on what was put in place following the disaster within reason to ensure that the workplace is safe. This would apply to any disaster management interventions, mitigation efforts, clean-up operations etc. This may involve alerting your health and safety committee and ensuring they are made aware of the situation and participate in the process going forward. Remember your organisation will be under the spotlight following any disaster and so it is critical to ensure compliance with all aspects of the Act, your own workplace risk assessment and your policies and procedures put in place to manage your workplace place health and safety. Failure to ensure compliance may result in a fine or imprisonment depending on the severity of the contravention. Environmental reporting and compliance S e c t i o n 3 0 a n d 3 0 A o f t h e Na t i o n a l Environmental Management Act (NEMA) deals with the control of emergency incidents, provides FACING A DISASTER – SOME CONSIDERATIONS – Natasha Cluckie – Legal Advisor –
N E W S & V I E W S • D E C E M B E R 2 0 2 3 9 that the Department, in an emergency situation, has the authority to direct a person to carry out a listed or specified activity, to prevent or contain the emergency situation or to prevent, contain or mitigate the effects of the emergency situation. Section 30 requires several reports to be filed with various State role-players including all persons whose health may be affected by the incident, and within specified timeframes. In this section “incident” means an unexpected sudden occurrence, including a major emission, fire or explosion leading to danger to the public or potentially serious pollution of or detriment to the environment, whether immediate or delayed. Some of the reporting obligations need to be complete within 14 days of the incident, so do not delay in completing and submitting such reports. S30 further empowers the relevant authorities to issue a directive in terms of which the responsible person must undertake specific measures within designated timeframes to comply with NEMA and in managing and/or addressing the emergency incident. A person who contravenes or fails to comply with NEMA is guilty of an offence and liable on conviction to a fine not exceeding R1 million or to imprisonment for a period not exceeding one year, or both. Employees and employment issues Disaster has struck and now what to do with your employees. This is one of the toughest decisions to make and which is impacted by several considerations, such as, affordability, loyalty, appreciation, and practical need. The options available for dealing with the workforce will depend largely on the extent of the disaster and the impact on your business. The first step is to carry out as assessment of the nature and impact of the disaster on your business, and the expected duration. This will dictate the approach taken with the workforce. It may be that you require employees in the short-term for the cleanup, for example, but longer term while the rebuild is happening, your labour requirements may be less. In the event that the disaster renders your business inoperable, full-scale retrenchments may be in order. Your approach may also need to adapt with the change in circumstances as you move through the phases of the disaster management process. Some options to consider include: • Placing employees on short time • Varying employees’ terms and conditions and having employees carry out different roles and responsibilities. • Shift rotation and different working time arrangements. • Eliminating overtime and work on weekends. • Lay-off. • Re t r e n c hme n t s ( i n c l ud i ng v o l u n t a r y retrenchments) • Early retirement Consultation with your employees and their Trade Union (if applicable) will be critical to the effective implementation of such schemes and management tools. This is a time for all parties to work together and for the good of business sustainability. Commercial considerations Assess your ability to meet your contractual obligations and demands from your customers, clients, suppliers, contractors etc. You will need to review your contracts and current arrangements for any pitfalls before making any decisions. A declaration of force majeure may assist you in the interim and until you are able to determine the full extent of the disaster, the future of your business and your ability to satisfy the contractual obligations. It may not be a long-term solution and needs to be approached carefully. We would recommend seeking legal advice before implementing force majeure as the consequences may be serious for your business. Document any discussions with customers, contractors, suppliers and record any special concessions granted and timeframes. Managing expectations will be critical and you want to be as clear as possible with stakeholders. Insurance Contact your insurers or brokers as soon as possible. This is to ensure that your claim gets the attention it needs to be efficiently and speedily processed. You may also need to make decisions that may have an impact on your claim, and you do not want to do anything that will negatively affect the process. Be clear on what your insurance covers – do you have business interruption cover in place, are you covered for stock loss and is this cover sufficient, the same in respect of plant and equipment and assets.
10 Also check your warranties – are you compliant? It is critical to ensure that you have reviewed your insurance policy and complied with any warranties or undertakings contained therein. Also review your policy for additional extensions like SASRIA, customer extensions and additional cover you may want to claim on mitigating the effects of the disaster. This should be done annually to ensure that you keep up with the changing circumstances of a dynamic work environment. Financial considerations Have you made provisions for a disaster or emergency incident? Depending on the nature of your business, it would be prudent to keep a cash reserve for emergencies. This will provide you with access to funds pending the payout of the insurance money and should you need to engage in disaster management activities or containment measures. It may also provide you with some breathing room and time to reflect on the situation before making any big decisions. It may be worthwhile exploring options and facilities with your bank which could be accessed if required. Public relations and media management We cannot over-emphasise the importance of the role social media and the broader media play in such incidents and the fallout if managed badly, especially when fake news starts making the rounds. Managing public perception and reactions in a time of crisis is a difficult and sensitive business and your approach needs to be given careful consideration. With the reach of social media and the focus on the environment, organisations must be proactive in managing the disaster and be seen to be taking active steps in taking responsibility for the clean-up and re-establishment of the area and surrounds. It may also be to an organisation’s benefit to play open cards with the public and to embrace the media, and to seek assistance from the community. A disaster that affects an employer in an area ultimately has an impact on the whole community. Being able to respond effectively and efficiently during a disaster or crisis is a must for any organisation these days and the ability to adapt to changing circumstances critical. Having a solid disaster management plan in place is key and educating your management team and employees on that plan will ensure that your organisation survives the disaster and eventually thrives from the adversity of the situation. This article should not be used as legal advice as it is merely an opinion piece and for information purposes.
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12 Environmental impacts of the fire – Colin Summersgill, Certification Manager & Craig Norris, Tree Farming Manager – A SpillTech tanker removing polluted water caught by the bunding after the stormwater drains were blocked off. This water was disposed of as potentially hazardo waste. Some of the dead fish removed along the canal area.
N E W S & V I E W S • D E C E M B E R 2 0 2 3 13 The devastating fire at NCT Richards Bay Wood Chip and BayFibre, starting on Saturday 30 September and burning until Thursday 12 October was not without environmental impact. The fire engulfed most of the NCT site, burning the chip piles, conveyors, stackers, the log yards, and some buildings such as the screens. A great deal of effort was placed on stopping the spread to neighbours, including TWK’s chip pile (which is some 30m away) and the nearby fertilizer plant (FOSKOR), as well as the spread into the natural area between the site and residential areas. This entailed the use of a great deal of water – 1 103 700 litres were used by aerial water bombers alone. (This was from fixed wing aircraft and helicopters). Various fire retardants were used to maximise the impact of this water. The type of retardant used was in part determined by their availability. An immediate effect of the fire was a huge plume of smoke which spread according to prevailing wind conditions. The plume of smoke was visible from a long distance and blew as far as 30 km away. While the scale and density of the plume was an issue, a redeeming feature was the fact that this was burning wood smoke with no additional chemicals added. Investigations are ongoing as to the possible effects of this smoke plume. However, circumstantial evidence suggests that the main impact was on people with respiratory ailments (Asthma, bronchitis etc). Health warnings were issued to the Richards Bay community when the wind direction carried the smoke plume into the town and surrounding suburbs. People with respiratory ailments were requested to remain indoors. Occutech (approved inspection authority) have an ongoing air quality monitoring programme in Richards Bay, they were commissioned to do air quality monitoring in and around the mill site. Their preliminary report indicates that the main risk to human health during the fire was to people close to the source (firefighters and people working on site). Tests conducted in the later days of the fire showed that the air quality levels on site were within the acceptable work standards for RSA. An unforeseen impact of the firefighting effort was contamination of adjacent water bodies by water runoff from the site. By Monday 9 October, dead fish were being found in the Richard’s Bay harbour. While the cause of these deaths was not immediately known, it was suspected that they could be linked to the fire. Ongoing Investigations will reveal more, but it can be assumed, given the nature of the deaths and the initial results of the very basic water tests, that this was attributable to the very low dissolved oxygen levels in the water. Dissolved oxygen levels are usually measured in milligrams per litre (mg/L) or parts per million (ppm). Healthy water should generally have dissolved oxygen concentrations above 6.5-8 mg/L. Dissolved oxygen levels that are too high or too low can harm aquatic life and affect water quality. Excess organic material (eg leachate from fire) in water can result in oxygendeficient situations. Different aquatic organisms have different dissolved oxygen requirements. For instance, bottom feeders need minimal amounts of oxygen (1-6 mg/L), while shallow water fish need higher levels (6-15 mg/L). Monitoring sites below runoff discharge points have indicated that dissolved oxygen levels went as low as 3,09 mg/L. Shortly after fish mortalities were noticed, various interventions were implemented at the mill to reduce runoff into adjacent water bodies. The stormwater drain from the still smouldering wattle chip pile was blocked off and bunding was erected to contain any further water drainage from the pile. The amount of water used to finally put out the smouldering pile was also severely limited. At this stage, the eucalyptus chip piles on the south side of the site had burnt out and very little water was being used here. The water flooding the screens building has been tested and is cleared for disposal into the municipal wastewater system. The hazardous-waste company, Spilltech, was contracted to remove the dead fish, and the sediment material from below the stormwater outlet as well as the polluted water collecting within the bunded area. This material was deemed to be hazardous waste and was disposed of in the appropriate manner. Teams were deployed along the canal and affected harbour area to collect dead fish. Signs were also placed at various points to warn people of the possible hazard that fish might pose and not to use them in any way.
14 In total, some 40 species amounting to nearly 10 000 fish were removed during the week. To put this in perspective, one collection of about 3 000 fish in bags, filled about a third of a standard bakkie. This removal was, aside from the smell and health hazard of rotting fish, to remove as much toxic material and minimise the risk of polluting further up the food chain. These teams also removed whatever polluted material could be collected from below the stormwater outlet along the stream to the canal inlet. This included other material that people had dumped over the years, such as discarded tyres and of course the usual bottles. Ground Truth (Hydrology consultants) were appointed to manage the investigations into the impacts on water quality. This included assisting with completing the legal obligations of notifying the relevant authorities and complying with any directives issued by these authorities. A LIDAR study is underway to optimise the stormwater drainage. Ground wells are also being sunk to enable monitoring of the groundwater below the site. Ground Truth, along with several subcontracted experts such as the CSIR and an air quality expert, are conducting ongoing monitoring and will also ensure compliance with the directives issued by the relevant authorities. Part of the collection of polluted material collected from along the stream between the stormwater drain outlet and the start of the canal at the harbour. One of the dozen strategically placed signs warning of the potential hazard of the water and fish from the pollution.
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N E W S & V I E W S • D E C E M B E R 2 0 2 3 23 As many of you know, our peaceful lives turned upside down recently after a massive fire almost destroyed everything at our Richards Bay Chipping mill. It has been a surreal time and I yet need to find the courage to deal with the loss to our growers and members. To my fellow employees of NCT who unselfishly worked day and night to bring this large fire under control we can only be thankful everyone is safe. We have much yet to contemplate but what is absolutely the most important element is to confirm no injuries. We must begin with a special thanks to all the responders who assisted NCT mill from the getgo. To the firefighters from the uMhlathuze Fire Department, Mondi (Rural Metro), South32, and Transnet who were all on the scene so quickly we cannot thank you enough for your heroic efforts. There were industries who generously made vehicles, equipment, and staff available for the duration of the fire fighting efforts. The level of equipment available over the next few days is convincingly one of the most impressive resource accumulations for one fire ever recorded. This was driven by a community that showed a resolute – Ryno Martyn – Operations Manager – that can only be described as monumental. Never in a million years did we think we would be on the receiving end of so many meals, water /juices and any other conceivable goodies to make all the fire fighters’ efforts just that more bearable over the duration of the fire. We are so proud of our community as they possess a generosity of spirit that is truly amazing. While we are devastated by the experience and the fire will be etched into our memories forever, we are consoled by the fact that these incredible acts of kindness will likely be a much more vivid memory. It has been so important for us all to see all the goodness displayed in the middle of such a frightening time of uncertainty. This was certainly that one black swan too many! Starting with Covid, then the unrest, finally the floods. We certainly have a long road ahead, but it is so comforting to know that we are not alone. We are eternally grateful for our community, our fellow industries and our District and Local government. We are truly humbled by it all. Please take special note of the “Roll of Honour” on page 22 opposite. Eazi Access and Usizo Projects who donated food and provided a crane to NCT. Chad (L) from Fusion Ministries with Ryno Martyn. The Richards Bay community supplied the bulk of the donations through this church.
24 Any forestry practitioner worth his or her salt, will know the three elements that contribute towards the voracity of a fire and when combined are sometimes referred to as the fire triangle. Heat, Oxygen and Fuel. Take any one or more of those elements away, or reduce such significantly, and the fire subsides or dies. Spray water on the fire and it cools and withers. Create a fire break, or “skoffel-line”, and you rob the fire of fuel. Cover the flames with a retardant or suppressant or physical barrier such as a beater or blanket, and you effectively smother it of oxygen. Well, NCT suffered a massive fire within the Richards Bay chip mill complex late September 2023 which raged for almost two weeks before coming under control. All three critical elements were present in abundance, which made control all that more challenging. Extremely hot and dry weather conditions, high winds, and thousands upon thousands of tonnes of wood chips to consume. Yes – even wood chips burn! The energy and heat generated prevented, for some time, any close combat of the fire, with the only real recourse left, to allow it to consume all the fuel and quite literally burn itself out. Whilst we know all about the fire triangle, we could not nail any one of the critical elements effectively and quickly due to torrid conditions. Through my career I have been involved with several large plantation fires. One that comes to mind was a particular fire in the latter 1990’s in Zululand which would turn out to be the then biggest plantation fire in South Africa. This record has subsequently been overturned on several occasions throughout the industry, with the latest to set the record, being the series of tragic Knysna fires of 2017. Whilst not being a stranger to fire, and I’m sure that many of my colleagues share similar experience parameters, it still fascinates me how we all still react to fire. We know that it is going to happen. We are ready for it. We are trained for it. We’ve seen it before and yet three key emotions always emerge, without fail, at the time it strikes! Thinking back on past experiences, and the latest trauma at the chip mill, I posit that there are three key human elements or emotions that emanate at time of an uncontrolled fire. I am going to refer to this emergence as the SAD triangle. I have experienced this triangle at varying levels at all the fires I have attended, and no doubt industry colleagues can attest to the same. Just as with the fire triangle, the more we understand of each SAD element the more we will be able to draw on and direct our best efforts. The first element is Surprise. No matter how prepared we are, how much equipment we have on hand and how well trained we are, there is always the element of surprise at the moment the fire report comes in. Just as a well-trained soldier expects opposing gun fire, there is always an element of surprise as the first shot rings out. What is critical is to expect surprise and to be able to draw energy therefrom and react appropriately to that emotion positively and concisely. Surprise that is not curtailed can cause action paralysis which is risky at time of a fire – let alone a gun fight. The second element is Anxiety. No matter how hard or experienced a forester you are, the first sight of the flames and smoke and wind is enough to push anxiety levels to extreme heights. Heights at which rational thoughts do not exist and non-optimal actions are most likely to occur. Anxiety, if not controlled, can lead to irrationality, thoughtless action, and failure. Back to the analogy of our soldier. That first shot could lead to panic and angst and the instinct to flee unless she draws from her anxiety and reacts positively and decisively. Rather than flee and risk exposure, a directed confrontation and response would in fact be the most appropriate reaction. Whilst not easy, the trick would be to recognise anxiety and allow it to caution, rather than direct. The third and last element is Disturbance. In the hullabaloo of the fire, initial confusion often reigns and operators are found wanting given that their natural equilibrium and sense of self or focus is thrown out of balance. Routines are disturbed and there is scarcely room to think, let alone to plan carefully and assess all of the incoming fire related stimuli. Similarly, our soldier, in the heat of battle, is going to feel disturbed unless she reverts to an ingrained and oft repeated emergency drill, that requires no thinking, but – Rob Thompson – Member Services Manager –
N E W S & V I E W S • D E C E M B E R 2 0 2 3 25 rather immediate placement of her full confidence in an instinctive and predetermined reaction to a specific situation. Looking back at the wood chip fire, I cannot fault the reactions and decisions of the firefighters. As professionals in what they do, they have most likely unconsciously understood and adopted the three elements. It is however perhaps appropriate that we articulate, every now and again, what we can realistically expect at a fire of this nature and the emotions that we are likely to encounter. It is better in my view to be introduced to them under controlled circumstances, rather than having them announce their presence as you literally stare down a flaming gauntlet. It is important to analyse every fire and to learn from the experience. There are always positives in every disaster, and it is up to us to take the time to discover these and equip ourselves further for the next event. OK, so I have offered a solution for fire-related angst. Now we need someone to step up to the plate and offer a solution to quarter, semi-final and final rugby test match spectator nerves. Just what are the Bokke asking of us and what’s with these one-point differences? My nerves! I think I’d rather face a fire! It is with great pleasure that I can announce that at the Southern African Institute of Forestry (SAIF) Annual General Meeting held in September, it was formally announced that our own Lance Bartlett is the recipient of the 2023 Forester-of-the-Year award. This award is very special in that it represents peer recognition across Southern Africa of excellent performance by a forestry practitioner. Well done, Lance. A richly deserved win. Included in the motivation provided for the award was reference to the high-quality silviculture and road standards maintained at Enon as well as the sense of ownership and pride that Lance displays in his everyday activities and tasks. Lance is a typically old school forester with an acute awareness of the need to maintain high standards across the very broad spectrum of responsibilities with which he is entrusted. NCT is certainly delighted that Lance has been given the award and believe that he certainly epitomises the ethos demanded of its recipients. NCT has been honoured to have had a number of our own foresters receive this award over the years which is a positive reflection on the depth of talent and forestry expertise that we do have. You have done us proud Lance and deserve the recognition. Enjoy the accolade and keep up the good work. – Rob Thompson – Member Services Manager – Lance Bartlet with the SAIF Forester-of-the-year award.
26 Recently one of the stalwart workers, Vumokwakhe Bhengu, employed at NCT Enon retired from service – and the loss of this man has made me feel nostalgic as I realise my days as Estates Manager are rapidly drawing to an end. I am two years away from the big SIXTY which brings up the reality that at some stage my time at NCT will end, when this time will come depends on the retirement policy. My days at Enon are not always pleasant as I deal with life, work trials and challenges but I cannot think of any other place that I would rather be than here on this beautiful farm in South Africa enjoying so many privileges that enrich life through living close to this rich natural environment. I am writing this article to remind myself that any accolades and achievements that I have received over the years while employed by NCT as Estates Manager based at NCT Enon were only possible by having employees such as Vumokwakhe Bhengu backing me up. I have had the privilege of being given a – Lance Bartlet – Enon Estate Manager – Recently retired Vumokwakhe Bhengu and Lance Bartlett from NCT Enon Farm.
N E W S & V I E W S • D E C E M B E R 2 0 2 3 27 free reign by NCT to take ownership of the farm and to carry out projects to the benefit of the farm and the NCT members who all have a shared interest in the farm. Many members of the public from school groups, hiking groups, neighbours, foreign and South African students, researchers, fellow foresters, international clients, history groups, garden clubs, contractors, nature students, FSC auditors, department of labour and KZN Ezemvelo officers have visited Enon and so many have marvelled at the natural beauty of the farm and acknowledged many of the good management practises observed. As the manager of Enon I influence many facets of life for all employees living and working on the farm. They need to have strong faith in my abilities to care for them and the farm to ensure we all get along without discord and that through the farm prospering we all prosper. That said, I have a vision for the farm, ideas, and projects that I want to implement but without the support of all staff, my ideas and vision would not materialise. I have enjoyed working with some special people such as Elphius Zungu (deceased) who was the Induna on Enon for more than 20 years, I sure miss him to this day. Zamokwakhe Zungu who is current Induna ( retiring end of October 2023) William Nyembe ex tractor driver(deceased), John Nzimande (fire truck driver retiring in 2024), Khumbuzile Ngcobo (deceased), Emily Ndlovu (Deceased), Lilly Bhengu (retired), Thandeka Ngubane (induna at HPM Etterby) Zwelintini D`Avrincourt Chemane (ex-general worker, now successful contractor), Mveli Mtolo ex chainsaw operator for HL & H Mining Timber, now successful owner of Funokwakhe Contracting and Vumokwakhe Bhengu ( retired bell driver) who made me reflect and write this article. All the names mention had a large influence on my life and have taught me to be a better forester, father, husband, friend, NCT employee and human being. Khumbuzile who is quiet, reliable, gentle, and hard working wove beautiful Zulu sleeping mats, gardened and traded her produce, taught me to take an interest in learning more about the workers on Enon. Elphius Zungu was a small man who commanded immense respect from everyone and ruled the Enon work force with strict discipline and was meticulous in ensuring work was done to high standards, including making sure that I kept my socks pulled up and trusted him when he made suggestions ( more like orders) as to how to amend some of my ideas as to work methods or who to trust with more complex tasks. The first day my family and I arrived at Enon, we were met at the front door by Emily Ndlovu who was housekeeper and part-time gardener. Emily was a feisty grandmother, and she wasted no time in informing us that she kept the house in order and would not tolerate mess, she would clean the house until 1pm there after she worked sections of the garden and we were not to expect her to clean up after us should we make a mess in the house after 1pm. Life was good in the care of Emily until she retired. Vumokwakhe Bhengu has a long history with Enon having spent almost all his life between Enon, Etterby and a few other farms in the Richmond area. Bhengu was a first-class bell driver as well as being able to drive just about any other machine with wheels. Bhengu is a gentleman with good manners and such a willing attitude. Bhengu is a man that I was not too proud to approach for advice and guidance on a range of matters affecting the farm and when I had some crazy idea, he was my sounding board, either he would endorse my idea or suggest changes or alternatives. Bhengu was not afraid to use his initiative and make changes or adaptions to my instructions, usually for the better and this taught me that I should never be totally autocratic. As I mentioned earlier, without the support, respect, and guidance of my staff I would not be able to manage Enon to the standard that we have achieved and continue to achieve. The men and women named in this article were all born, raised, and worked most of their lives under the Apartheid government, yet they retained their dignity, self-worth and humbleness and respect for authority and elders. This greatly impressed me and as I aged, I came to appreciate these gems of people and to form a deep respect for them. The last of my good men and women will be retired by the end of 2024, I am going to really miss them. The younger generation replacing the retirees have very different expectations from life and are more politically influenced and technologically able. They will also have hidden talent and abilities, time will bring this out in them so that is my challenge for the next few years, to get to know my younger staff and to enable them to work in an environment where they will be encouraged to show initiative and responsibility, also for them to teach me new ways, that is going to be their challenge.
28 NCT Richards Bay Woodchips recently awarded the community of Mandlanzini with learnerships, bursaries, and supplies to Early Childhood Development centres. This came about after the community represented by North Coast Workers Forum made a plea to NCT for help to alleviate the unemployment crisis within the community. NCT saw this as an opportunity to foster a relationship with the community while uplifting them. The award ceremony was held at Mandlanzini Agri-Village on 7 September. 61 youths benefited from this initiative – 30 Learnerships, ten Bursaries to Richtek and 21 enrollments for driving permits for various construction machines. This, according to NCT, will improve the community’s employability. NCT further donated R100 000 towards supplies to three Early Childhood Development Centres. The community of Mandlanzini has been ostracised by local businesses during community development projects. NCT is changing that narrative and aims to restore hope for them. Although some challenges occurred during this process, NCT is honored to have had the opportunity to engage with the Mandlanzini Traditional Council, North Coast Workers Forum, and Manadlanzini Workers Forum. North Coast Workers Forum Director, Wiseman Ndlovu, encourages the Youth to use the funding-opportunity wisely. Cheque handover to the Mandlanzini community by NCT. Elated learnership beneficiaries. NCT is a socially responsible co-operative that is conscious of the impact it has on all aspects of society, ensuring it operates in ways that positively enhance society and the environment. Below are some community projects that have recently been initiated by the co-operate in continuous efforts of building relationships with communities. Funding initiative for the Mandlanzini Community from NCT NCT closed Women’s month on a positive note by donating sanitary pads to girls at Enqabebi Combined School in Lenjane. Lenjane is a small rural community outside Vryheid. 193 girls were gifted with a six-month supply of sanitary pads. The principal of the school indicated that this initiative would alleviate the Enqabeni Combined school sanitary-towel drive absenteeism rate, as leaners don’t attend school during their menstrual cycle because they cannot afford sanitary pads. NCT looks forward to a continued and longlasting working relationship with the school and hopes to lessen obstacles that prevent the girlchildren from reaching their full learning potential.
N E W S & V I E W S • D E C E M B E R 2 0 2 3 29 NCT Forestry Agricultural Co-operative Limited Management in Melmoth met to plan a way forward to build healthy and long-lasting relationships with the community. Amongst everything that was agreed on that day, a fireawareness-through-sports event was planned for 5 August 2023. Neighbouring departments were invited: • Department of Disaster Management • Working On Fire • Department of Social Development • Department of Health • Mfezi Security • South African Police Services • Department of Community Policing Forum • Community Liaison Officers • NICRO • Melmoth Municipality Office. The aim of involving these stakeholders was to spread fire-awareness not only in the forestry industry but to cover all the challenges faced in our society. At times some problems start outside our area and end up being a community problem which puts everyone at risk. All the departments invited attended our first meeting, which gave us an opportunity to explain the end goal of the event, and how we would make it happen as NCT. The meeting was a success and all stakeholders promised to participate in the event and assist where possible. Invitation letters were sent to community members – neighbours of NCT and surrounds. The targeted places were Mfule Mission, – Maarten Grobbelaar – Estate Manager, Melmoth – Makhasaneni Location, Thubalethu Township and KwaMbuthu Location as the participating clubs came from those communities. All were welcome to join us during the event with a united vision to educate Melmoth residents. Help from Mooiplaas Forestry, ISQ Holdings, SPAR, MFEZI security, SASOL and SHOPRITE was forthcoming for the event. The event kicked off with the first two soccer matches and a netball match while we waited for attendance to increase. Once satisfied, NCT began the presentations on fire-awareness highlighting the dangers of starting fires and their consequences. Thereafter, the invited stakeholders spoke of ways to deal with community issues instead of using fire. The Community Policing Forum emphasised the criminal implications associated with starting fires. After all the presentations, lunch and refreshments were served as the final games were played for both soccer and netball. As the event ended, we called everyone to hand over the soccer and netball kits to all the participants, and NCT delivered a closing statement including the appreciation to all the attendees. The attendance was more the we expected. Of course, we reiterated the importance of resolving issues through communications instead of fire. A huge thank you to the NCT Management team that made it all possible. Support from the community of Melmoth. Prize-giving ceremony.
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32 www.nctforest.com
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