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It is a formal two-year programme, including theory, operational experience and international exposure.

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We currently have apprentices in the system. We have 60 Technical Diploma interns P1 and P2 and 12 engineers in training. Employing and training people with disabilities is important. The organisation has a number of learners with disabilities on various programmes like Learnerships and Graduate in Training.

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The Techno-Girl programme aims to expose girls from previously disadvantaged backgrounds to the world of work and future career choices. The school was established to deliver unique equipment training and ensure licensing requirements are met. Training initiatives: Transnet has created an OBML outcomes based modular learning methodology that seeks to upgrade the skills of current artisans and other technical specialists.

This is offered through external service providers as well as Transnet Engineering. Maritime School of Excellence: This school was established to meet the skills-development mandate of our business. It will position us to provide skills for the nation as well as provide for the skills development needs of Africa. Developing the communities in which we operate is a strategic priority throughout Transnet. In terms of the impact on growth and development, the size of the fund is not significant enough to have a direct impact on growth and development, because we have R1.

How much of a sizeable impact can this amount have? Anyone can tell you that with that sort of money, a direct, sizeable impact will not be possible.

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We are using the fund as a catalytic fund, where through a particular investment we do project finance and debt finance we can spark large growth in an industry, both upstream and downstream. When we finance projects, they have to have a multiplier effect, like this one. They must create jobs, impact industry and grow the economy. Please tell us about the restructuring. The biggest success of the restructuring will be on the governance and legal side the operational side. So you had a situation whereby the legal, governance and reporting framework was excessive; where management had to report to the Board of Trustees, Board of Directors of KGFM and all its subcommittees.

This multiple governance structure is time consuming and also costs money. So the biggest challenge with regard to the restructuring was to obtain agreement from all the stakeholders from the MEC of the Department of Economic Development and Tourism, right through to the employees. It has taken longer than we would have liked but we are hoping that by 1 July , we.

This more unitary structure system will bring efficiency in terms of processes, procedures and especially in terms of pricing of projects. This will in turn make us far more competitive. Naturally, competition is a challenge. One of our other major challenges has been our visibility in the market. Again, with the restructure and relaunch of the fund, we will aim to address this going forward. We get a lot of approaches from people with great ideas.

There needs to be an assessment and available funding to take concepts to feasibility stage. One of the reasons it has taken so long is that we have over 22 agreements that govern that structure and financial and legal matters, so it takes time to amend all these agreements. The first priority is to get agreement on the restructuring and the form that it is taking, as the fund manager will fall away, and the operations or the staff of the fund manager will move.

They will report directly to the Trust and you will have a unitary reporting line and unitary structure as opposed to a multi-structure governance framework.

The biggest impact of moving from a multiple structure to a unitary structure system is that it brings efficiency, especially from a cost perspective. Can you tell us about some of your major challenges? To be honest, our biggest challenge is market conditions. Fund 1 is a closed fund, and given the fact that some of the monies are from the KwaZulu-Natal Provincial Government, Fund 1 is reserved for funding projects within the geographical boundaries of the KwaZulu-Natal Province.

Eventually, however, the minister wants to make. What is the long-term vision of the organisation? Through the performance of Fund 1, we can attract investors into the new fund. The idea is to attract funders on a global level rather than limiting it to South African investors. When most travelling was done by train, many hours of waiting took place in this centrally located Northern Cape town.

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For many years there was uncertainty about national government policy with regard to renewables. The third window which closed in early August saw the final 1 MW assigned to bidders. The country has one nuclear plant and a few small hydroelectric plants. By , the plan is to have added another 17 MW of renewable energy to the grid. Bids have been accepted for concentrated solar power CSP and photovoltaic PV , wind power and hydroelectric power. Bids in other sectors biomass, biogas and landfill-gas will be dealt with later.

The clear winner in the first two bids was PV solar power, with 16 winning bids going to the Northern Cape alone. Ten other PV projects were approved around the country. A large water-based project is underway in the Drakensberg: the Ingula Pumped Storage scheme includes four MW pump turbines that will be deployed in times of peak demand.

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Sixteen square kilometres of land has been identified and Eskom is looking for private partners. The park, which will cost more than Rbillion, will generate 1 MW in its first phase. The Eskom-led project is intended to be at the centre of a solar hub. Standard Bank committed about Rbillion in funding during the first two windows. Companies Absa Capital, which has a power and energy division, is part of a consortium led by another co-operative venture, Mainstream Renewable Power SA.

In the consulting field, 3E has opened an office in Cape Town. Mulilo is partnering with Gestamp, a Spanish firm. Other Spanish companies that have been associated with successful bids are Acciona and Abengoa Solar. Stellenbosch is home to an office of global energy developer Juwi.

At full production, the factory can produce modules per year. SunEdison plans to construct a component plant in the Free State to support its project there, and two projects in Limpopo.