PARTNERS IN AGRI LAND SOLUTIONS

DIE GROND-OPLOSSING –THE LAND SOLUTION | 1

PARTNERS IN AGRI LAND SOLUTIONS

PALSMpumalanga-bekendstelling en

SA PALS se virtuele simposium /Mpumalanga launch and the SA PALS virtual symposium

Donderdag 21 Oktober 2021 Thursday 21 October 2021

09:0009:00 Mbombela-stadion/stadium

Landbouweekblad-PALS

2 | 21 Oktober 2021 PALS MPUMALANGA

VOORWOORD | VENNOOT

Die PALS-inisiatief is van stapel gestuur om grondhervorming pro-aktief aan te pak op ’n wyse wat ekonomiese groei, werkskepping en sosiale harmonie bevorder. PALS as ’n inklusiewe private-sektor-inisiatief deur swart en wit landbouers skakel deurlopend en werk saam met rolspe-lers in die openbare en private sektor.

Die PALS-raamwerk takel die kritieke suk-sesfaktore vir volhoubare agri-besighede. Dit verseker dat hierdie faktore, naamlik toegang tot grond, vaardighede, markte, finansiering, geskilbeslegting, ’n uittreestrategie, asook die ondersteunende omgewing reg hanteer word om nuwe inklusiewe agri-ondernemings volhoubaar te vestig.

PALS se grondvlakbenadering waar land-bouers in ’n spesifieke streek hul plaaslike kennis en ervaring aanwend, het oor die afge-lope vyf jaar die vestiging van talle suksesvolle PALS-boerderybesighede tot gevolg gehad. Dit het op ’n praktiese vlak getoon wat vermag kan word as swart en wit boere, gemeenskappe en rolspelers saamwerk om die doelwitte van inklusiewe ekonomiese groei, werkskepping en sosiale harmonie na te streef.

Die vestiging van PALS-projekte verg leier-skap, pionierskap, harde werk en deursettings-vermoë. Die talle probleme in ons land kan net aangepak word deur gemeenskappe en rolspelers wat saamwerk.

Baie geluk met PALS Mpumalanga se stig-ting. ’n Visie van ’n meer volhoubare toekoms vra van ons almal om saam te werk aan die enigste prakties uitvoerbare alternatief vir ’n volhoubare inklusiewe landbougemeenskap.

Ons is dit as Suid-Afrikaners aan mekaar en ons toekoms verskuldig.

GERRIT VAN VUURENThe PALS initiative was launched to tackle land reform proactively in a way that promotes economic growth, job creation and social har-mony. PALS as an inclusive private sector initiative by black and white agriculturists continuously connects and cooperates with all role players

in the public and private sectors. The PALS framework addresses the critical

success factors for sustainable agribusines-ses. It ensures that these factors – access to land, skills, markets, financing, arbitration, a succession strategy as well as a supportive environment – are handled effectively in order to establish new inclusive agribusinesses in a sustainable way.

PALS’ grass-roots approach, where agricul-turists in a specific region apply their local knowledge and experience, has brought about the implementation of several successful PALS agribusinesses in the past five years. On a practical level, it has proved what can be achieved when black and white farmers, communities and role players work together to pursue the goals of inclusive economic growth, job creation and social harmony.

The implementation of PALS projects re-quires leadership, pioneering, hard work and perseverance. The many challenges in South Africa can only be addressed through com-munities and role players who work together to execute practically feasible plans based on sound business principles.

Congratulations on the launch of PALS Mpumalanga. A vision for a more sustaina-ble future demands all of us to work together.

As South Africans we owe it to one another and to our future.


PALS MPUMALANGA 21 Oktober 2021 | 3

FOREWORD | PARTNER

As Suid-Afrikaners is ons geneig om nie vir onsself genoeg krediet te gee nie. Ná 27 jaar van demokrasie het ons aanvaar dat ons land die pad byster is ná die euforiese beloftes van die Mandela-era. Endemiese korrupsie, ’n mislukte staat en periodieke opvlam-ming van ekstreme onstabiliteit soos die onlangse grootskaalse plundering wat KwaZulu-Natal en Gauteng verlam het.

As mense is dit eie aan ons om ons teen die probleme blind te staar. Dit is ’n evolusionêre strategie om gevare te systap, maar in die proses kyk ons die geleenthede mis.

Die mynbou het ietwat van ’n ekonomiese oplewing ervaar, die landbou het een van sy beste jare in dekades gehad en ekonomiese sektore soos die handel spog met uitstekende prestasies. Op voetsoolvlak het Suid-Afrika-ners daarin geslaag om oor rasgrense heen saam te staan. In die landbou is swart en wit boere toenemend besig om te doen wat goeie bure al honderde jare lank doen – hulle help mekaar. En ongeag die neerdrukkende amp-telike grondhervormingsnarratief wat entoe-siasties deur politieke opportuniste uitgebuit word, spog ons met een van die mees innove-rende grondhervormingsmodelle ter wêreld.

Die Witzenberg PALS-inisiatief van Ceres is waarskynlik die beste voorbeeld wat ons het. Landbouweekblad is trots om betrokke te wees by die bekendstelling daarvan in Mpumalanga.

In een van ons winsgewendste landboustre-ke wat geseën is met van die beste boere in die land, kan hierdie ’n opwindende katalisa-tor wees vir die bou van ’n meer inklusiewe en voorspoedige landbousektor sodat boere, ongeag kleur, eerder op die belangrike besig-heid van boerdery as politiek kan konsentreer.

CHRIS BURGESS As South Africans, we tend to not give ourselves enough credit.

After 27 years of democracy, we ac-cept the country has lost its way after the euphoric promise of the Mandela era. There is endemic corruption, a weak state and periodic outbursts of extreme instability like the re-cent industrial-scale looting that

ripped through KwaZulu-Natal and Gauteng. As humans we are hardwired to obsess on the negative. It’s an evolutionary strategy to sidestep threats, and in the process we miss the positives. Mining has experienced a bit of an economic boom, agriculture has had one of its best years in decades, and economic sectors like retail have posted sterling perfor-mances. At grass-roots level, South Africans across racial lines are also increasingly rallying around common concerns.

In agriculture, black and white farmers are also increasingly doing what good neighbours have been doing for hundreds of years – hel-ping one another. And despite the depressing official land-reform narrative, enthusiastically exploited by political opportunists, the reality is that we have developed some of the most innovative land reform models in the world.

The Witzenberg PALS initiative from Ce-res is arguably the finest example we have. Landbouweekblad is proud to be involved in its official Mpumalanga launch. Let loose in one of our most profitable farming regions, blessed with some of the best farmers in the country, this could be an exciting catalyst in building a more inclusive and prosperous far-ming sector, so that farmers, whatever their hue, can focus on the important business of farming, not politics.



FOREWORD | PARTNER

’n Paar jaar gelede het ek ’n voor-legging deur ’n scenariobeplanner bygewoon. Hy het die opmerking gemaak dat enige organisasie, pro-duk of selfs samelewing wat stadiger aanpas en verander as die tempo van verandering rondom hom, mettertyd sal verdwyn. Die kenner het Kodak as voorbeeld genoem. In 1996, op die kruin van sy sukses, het hierdie maatskappy met twee der-des van die wêreldwye markaandeel gespog. Dit was vyfde op die lys van die waardevol-ste handelsmerke in die wêreld, en ongeveer $31 miljard werd. Teen Januarie 2012, kwalik 16 jaar later, was Kodak bankrot. Die maatskap-py kon nie kers vashou by die vooruitgang in digitale fotografie nie.

Die Suid-Afrikaanse landbougemeenskap is veral gedurende die afgelope 15 jaar meedoën-loos blootgestel aan verreikende veranderings op elke front, waarvan grondhervorming een van die vernaamste kwessies is. Sal die land-bou soos ons dit ken dus in Kodak se voetspore volg? Ek is oortuig die antwoord op hierdie vraag is ’n dawerende nee.

My vertroue word versterk deur die feit dat die finansiële sektor besig is om die verande-rende landskap vinnig onder die knie te kry, en dat daar staatsamptenare is wat brûe bou tussen nuwe-era-boere en kommersiële boere.

Maar ek is seker dat die ou gesegde “’n boer maak ’n plan” weer bewys sal word wanneer die kommersiële boere begin om die vooruit-gang te maak wat vandag hier gemaak word. Ons is realisties oor die probleme, maar vas-beslote om ’n verskil te maak. Dit is met goeie hoop en volle begrip van die probleme wat ons in die gesig staar, dat ek jou by die bekend-stelling van PALS Mpumalanga verwelkom.

LEON DOYERA few years ago, I attended a presen-tation by a future scenario planner. He made the comment that any orga-nisation, product or even society that adapts and changes slower than the pace of change around it will even-tually disappear.

He used the example of the com-pany we all knew as Kodak, which at its peak in 1996 owned two-thirds of the global market share, was rated the fifth most valuable brand in the world and was worth about $31 billion. In January 2012, a mere 16 years later, it filed for bankruptcy, unable to match the advances made in digital photography.

The South African farming community has been subjected to relentless sweeping chan-ges on several fronts, especially in the past 15 years, with the challenge of land reform being one of the most prominent.

So will agriculture as we know it follow the path trodden by Kodak? I am confident to answer that question with a resounding no.

My firm belief is inspired by the financial sector that is fast coming to grips with a chan-ging landscape and by government officials who are building bridges between new-era farmers and commercial farmers.

But I am primarily confident that the old saying “’n boer maak ’n plan” will again be proven when the commercial farmers of our country start to make the strides that are being made here today.

We are not blind to the challenges but we are intent on making a difference.

It is with great hope and a solid under-standing of the challenges we will face that I welcome you to the launch of PALS Mpuma-langa.



PROGRAM08:00 AANKOMS / REGISTRASIE / KOFFIE

08:45 Neem sitplekke in

09:00 Oordenking – Pastoor Surprise Sithole

09:10 Verwelkoming – Chris Burgess, redakteur van Landbouweekblad

Borg: Nico Groenewald van Standard Bank

09:20 Hoekom ons betrokke geraak het by PALS – Leon Doyer, prokureur en Mpumalanga-PALS- direksielid

09:30 Die PALS-inisiatief in die Suid-Afrikaanse konteks – Gerrit van Vuuren, Ceres-prokureur en strategiese adviseur: SA PALS

09:45 Hoe die LNR SA PALS kan help om sy doelwitte te bereik – dr. Yolisa Pakela-Jezile, die LNR se senior bestuurder vir tropiese en subtropiese gewasse en Mpumalanga-PALS-direksielid

09:55 Hoekom ek reeds jare lank in vennootskappe betrokke is – Pierre Vercueil, voormalige president van Agri SA

10:10 My ervaring met PALS en die belangrikheid van vennootskappe om inklusiewe agri-sektore te help bou – Dan Mosia, entrepreneur en PALS-grondeienaar by Robertson

10:20 Die PALS-inisiatief se waarde vir SA landbou – Piet Potgieter van Maluti Farming PALS

10:30 Boodskap van Afasa – Nakana Masoka, sekretaris van die African Farmers’ Association of South Africa (Afasa)

10:40 Waarom moet suksesvolle boere hulle verbind tot PALS-vennootskappe – Rossouw Cillié, voormalige Boer van die Jaar en voorsitter van Pro Agri

Borg: Cobus Hurter van Laeveld Agrochem

10:50 TEE / KOFFIE

11:30 Hoe mentorskap my boerdery omgedraai het – Jeremia Mathebula, graan-en-beesboer by Amersfoort

11:40 Die impak van vennootskappe en mentorskappe in die graanbedryf – Jannie de Villiers, voormalige uitvoerende hoof van Graan SA

11:55 Vennootskappe met PALS en hoe dit die risiko vir agri-KMO’s kan verminder – Zaheer Dindar, besturende vennoot: BeyondSoil

12:00 PALS se suksesse as ’n padkaart vir die toekoms – Lennox Plaatjies, direkteur en voormalige hoof- uitvoerende beampte van PALS

12:10 Hoekom vennootskappe tussen wit en swart boere sakesin maak – dr. Reuel Khoza, sakeman, avokadoboer en voormalige voorsitter van die direksie van Nedbank en Eskom

Borg: Gert Breet van FNB

12:40 Paneelbespreking – Chris Burgess, Lennox Plaatjies, Gerrit van Vuuren, Zaheer Dindar, Piet Potgieter, Dan Mosia en Leon Doyer

13:20 Borge

13:25 Bedankings

13:30 MIDDAGETE



PROGRAMME08:00 ARRIVAL / REGISTRATION / COFFEE

08:45 Take seats

09:00 Devotion – Pastor Surprise Sithole

09:10 Welcoming – Chris Burgess, editor of Landbouweekblad

Sponsor: Nico Groenewald from Standard Bank

09:20 Why we decided to get involved with SA PALS – Leon Doyer, lawyer and director of Mpumalanga PALS

09:30 The PALS initiative in the South African context – Gerrit van Vuuren, a lawyer from Ceres and SA PALS spearhead

09:45 How the ARC can help SA PALS reach its goals – Dr Yolisa Pakela-Jezile, senior manager responsible for tropical and subtropical crops at the ARC

09:55 Why I’ve been committed to partnerships for years – Pierre Vercueil, former president of Agri SA

10:10 My experience with PALS and the importance of partnerships in building an inclusive agri- sector – Dan Mosia, entrepreneur and PALS farmer near Robertson

10:20 Why the initiative is worthwhile for agriculture – Piet Potgieter of Maluti Farming PALS

10:30 Message from Afasa – Nakana Masoka, secretary of the African Farmers’ Association of South Africa (Afasa)

10:40 Why successful farmers need to commit to PALS partnerships – Rossouw Cillié, former Farmer of the Year and head of ProAgri

Sponsor: Cobus Hurter from Laeveld Agrochem

10:50 TEA / COFFEE

11:30 How mentorship turned my farm around – Jeremia Mathebula, grain and cattle farmer from Amersfoort

11:40 The impact of partnership and mentorship in the grain industry – Jannie de Villiers, former chief executive officer of Grain SA

11:55 Partnering with PALS to de-risk Agri SME’s – Zaheer Dindar, managing partner at BeyondSoil

12:00 PALS’ successes as a roadmap for the future – Lennox Plaatjies, director and former chief operating officer of PALS

12:10 Why partnerships between black and white farmers make business sense – Dr Reuel Khoza, businessman, avocado farmer and former chairperson of the boards of Nedbank and Eskom

Sponsor: Gert Breet from FNB

12:40 Panel discussion: Chris Burgess, Lennox Plaatjies, Gerrit van Vuuren, Zaheer Dindar, Piet Potgieter, Dan Mosia and Leon Doyer

13:20 Sponsors

13:25 Acknowledgements

13:30 LUNCH



Rossouw Cillié is die uitvoerende hoof van Laastedrif Agri en voorsit-ter van ProAgri. Laastedrif Agri is ’n mega-onderneming buite Ceres wat oor ses plase van 20 000 ha strek. Hy het die boerdery binne twee dekades opgebou van ’n gewo-ne vrugte-en-skaapplaas tot een van Suid-Afrika se grotes, waarvoor Landbouskry-wers SA hom as nasionale Boer van die Jaar aangewys het. Benewens ses produksie-een-hede vir vrugte en groente, drie waardetoevoe-gingseenhede, voer wat vir vee gesaai word en ’n veeboerdery, is daar ook ’n bemagtigings-plaas. Hy het verskeie bestuurskursusse aan die Universiteit Stellenbosch se bestuurskool voltooi en dien gereeld as raadslid in landbou-rade, waardeur hy op sy beurt sy kundigheid aan ander oordra.

Rossouw Cillié is CEO of Laaste-drif Agri and chairman of ProAgri. Laastedrif Agri is a mega-venture outside Ceres that spans six farms and 20 000 ha. Within two decades Rossouw has taken the farm from an ordinary fruit and sheep farm to one of South Africa’s greats,

for which Agricultural Writers SA named him National Farmer of the Year. In addition to six fruit and vegetable production units, three value-adding units, feed produced for livestock and a livestock unit, the operation also includes an empowerment farm. He has completed several management courses at University of Stellenbosch Business School and regularly serves as a board member on agricultural councils, where he in turn shares his expertise with others.

ROSSOUW CILLIÉ

SPREKERS | SPEAKERS

Jannie de Villiers het in 2021 uitge-tree as uitvoerende hoof van Graan SA. Hy dien in die direksie van ver-skeie trusts, rade en maatskappye in die landboubedryf. Jannie het ’n BCom-graad in ekonomie aan die Universiteit van die Vrystaat behaal en BComHons in ekonomie aan die Universiteit van Pretoria. Sy loopbaan het as ekonoom by die destydse departement van landbou begin, waarna 24 jaar in die graan- en voedselverwerkingsbedryf gevolg het. Graan SA ondersteun opkomende boere met onder meer mentorskap en opleiding, en probeer om tot alle vlakke van landelike ontwikkeling by te dra.

Jannie de Villiers stepped down as Grain SA’s chief executive officer in 2021. He holds positions on various boards, trusts and companies. Jannie was born in the Free State and com-pleted his BCom degree in economics at the University of the Free State. He obtained his BComHons in eco-

nomics from the University of Pretoria, after which he started his career as an economist at the then Department of Agriculture. Next he worked in the grain and food-processing sec-tors for 24 years. Under Jannie’s leadership, Grain SA pioneered the support of developing grain farmers, with the aim of contributing to all levels of rural development.

JANNIE DE VILLIERS



Leon Doyer kom van Mpumalanga se Laeveld. Nadat hy die grade BProc en LLB aan die Universiteit van Pretoria voltooi het, is hy in 2001 as prokureur toegelaat. Leon is ’n aktebesorger en ’n gesertifiseerde kommersiële eien-domspraktisyn. Hy het deurgaans ’n hegte verbintenis met die landbou-gemeenskap behou, en met sy terugkeer na die Laeveld het hy by grondhervorming en grondrestitusie betrokke geraak. Nadat hy as ’n kommersiële bankier by Investec Priva-te Bank gewerk het, het Leon hom by WDT Prokureurs Ing. aangesluit, waar hy hom op grondtransaksies, grondreg en grondhervor-ming toespits. Die firma dien op verskeie bank-panele en doen ook werk vir die Kommissie vir die Herstel van Grondregte.

Zaheer Dindar is die medestigter van BeyondSoil. Hy het sy loop-baan grotendeels in die bankwese en strategiese konsultasie deurge-bring, maar meer onlangs begin om op impak te konsentreer. Die afgelope agt jaar het hy hom op da-ta-ontleding in die landbou en die ontwikkeling van (klein- en middelslagonder-nemings in die landbou) toegespits. Beyond- Soil het ’n vindingryke model om klein be-sighede te help vestig, en tot op kommer- siële vlak te laat groei. Dié model is gebaseer op die “venture builder”-konsep, wat groot sukses in verskafferontwikkelingsprogramme en die vestiging van nuwe tegnologiemaatskappye behaal. BeyondSoil is tans besig om boerderye en ’n pakhuis in Gauteng te help vestig.

Leon Doyer hails from the Mpuma-langa Lowveld. After completing his BProc and LLB degrees at the Uni-versity of Pretoria, he was admitted as an attorney in 2001. Leon is also a conveyancer and a certified com-mercial property practitioner. Having always maintained close ties with the

agricultural community, he returned to the Lowveld and became involved in land reform and land restitution transactions. After a five-year stint as commercial banker with Investec Private Bank, Leon resumed legal practice at WDT Attorneys Inc., where he fo-cuses on land-related transactions, land rights and land reform. The firm serves on various bank panels and also performs work for the Commission on Restitution of Land Rights.

Zaheer Dindar is the co-founder of BeyondSoil. He has spent the bulk of his career in banking and stra-tegy consulting. More recently, he changed his career trajectory to focus on impact. For the past eight years he has focused exclusively on agriculture and agri-SME growth re-

lated analytics. BeyondSoil has developed an innovative co-investing and co-building model to grow with small businesses and scale them to commercial level. This model is based on the venture builder model. Venture builders have seen great success in supplier deve-lopment programmes and the tech startup world. BeyondSoil is currently co-building a few farming enterprises and a packhouse in Gau-teng.

LEON DOYER

ZAHEER DINDAR

SPREKERS | SPEAKERS



Dr. Reuel Khoza is ’n vooraanstaande sakeman, president van die Instituut van Direkteure in Suider-Afrika en aan die voorpunt met transformasie in die Suid-Afrikaanse politieke ekonomie. Hy het in die direksie van verskeie vooraanstaande maatskappy gedien en was ook die voorsitter van die di-reksie van Eskom, Nedbank en GlaxoSmith-Kline Suid-Afrika. Benewens sy passie vir die sakewêreld en die akademie, boer hy met avo-kado’s en makadamianeute. Hy is die eienaar van die tweede grootste avokadopakhuis in Suid-Afrika, Koeltehof in Kiepersol, Mpuma-langa. Khoza is ook die skrywer van Attuned Leadership en The Power of Governance (met medeskrywer Mohamed Adam).

Dr Reuel Khoza is a distinguished businessman, the president of the Institute of Directors in South Africa and a change agent at the fore-front of transformation in the South African political economy. He has chaired various boards, including Eskom, Nedbank and GlaxoSmith-

Kline South Africa, and served as a director on numerous others. Outside of business and academia, he is a keen farmer of avo-cados and macadamia nuts, and owns Koel-tehof Packers in Kiepersol, Mpumalanga – the second largest agri-packer in South Africa. Dr Khoza is an author whose books include Attuned Leadership and The Power of Governance (with Mohamed Adam).

REUEL KHOZA

SPREKERS | SPEAKERS

Jeremia Mathebula het in die Iswe-pe-gebied naby Piet Retief op die Ingwempisi-landgoedplaas groot-geword waar hy sy pa gehelp het om mielies op ’n stukkie grond te verbou. Jeremia se loopbaan in die landboubedryf het in 2009 begin met ’n trop van 12 beeste en die be-werking van 40 hektaar waarop hy net 4 ton mielies per hektaar kon oes. Tito Vorster, ’n beesboer van Piet Retief, het aan Jeremia die nodige leiding verskaf en ’n men-tor vir hom geword. Jeremia spog met 400 koeie waarmee hy teel, en 450 hektaar mielies en 100 hektaar sojabone. Jeremia is in 2018 aangewys as Graan SA, Absa en John Deere se Nuwe Era- Kommersiële Boer van die Jaar.

Jeremia Mathebula grew up in the Iswepe area near Piet Retief on the Ingwempisi estate farm, where he used to help his father plant maize on their small piece of land. Jere-mia launched his agricultural career in 2009 when he started with a herd of 12 cattle and planted maize on 40ha of arable land, from which

he got a yield of about 4t/ha. Since then, local tree and cattle farmer Tito Vorster has been guiding and mentoring him. Jeremia currently manages more than 400 breeding cows and plants 450ha of maize and 100ha of soya beans. In 2018 he was the Grain SA/Absa/John Deere Financial New Era Commercial Farmer of the Year.

JEREMIA MATHEBULA



Dr. Yolisa Pakela-Jezile werk by die Landbounavorsingsraad (LNR) as se-nior bestuurder verantwoordelik vir tropiese en subtropiese gewasse. As ’n deurwinterde strateeg formuleer en voer sy strategiese planne in lyn met wetgewende mandate uit, en lei tegnologiese innoveringsprogramme met meetbare en volhoubare besigheidsresul-tate. Sy is aan die voorpunt van die ontwerp en uitvoering van menslike kapitaalontwikke-lingsinisiatiewe in die wetenskap, met spesi-fieke verwysing na akademiese instellings en navorsings- en tegnologie-organisasies, sowel as die bevordering van die nodige netwerke en die benutting van plaaslike en internasionale verhoudings in die landbousektor.

Dr Yolisa Pakela-Jezile works for the Agricultural Research Council (ARC) as senior manager responsible for tropical and subtropical crops. As a seasoned strategist she formulates and executes strategic plans in line with the legislative mandates, and leads technological innovation pro-

grammes with measurable and sustainable business outcomes. She has been at the fore-front of the design and execution of human capital development initiatives in science, with specific reference to academic and research and technology organisation settings and, in the agricultural sector, fostering the necessary networks and leveraging relationships locally and internationally.

YOLISA PAKELA-JEZILE

Dan Mosia beskik oor uitgebreide er-varing in die gesondheidsorgbedryf, en het in die private en nieregerings- of akademiese sektor gewerk. Sy be-sigheidskwalifikasie – ’n MBA-graad aan die Bond-universiteit in Australië – het sy kennis en begrip van kom-mersiële beginsels en hul toepassing verder aangevul. Dan is ook ’n saai- en veeboer met ’n groot belangstelling in die ontwikkeling van swart kommersiële boere. Hy is ’n direkteur van die Dipalemo-groep van maatskappye, wat strategiese leiding en ondersteuningsdienste aan opkomende swart boere bied. Onder sy bestuur het hierdie ge-deelde dienste-ondersteuningsentrum 900 ha mielies en 500 ha sonneblom verbou en met 5 000 skape en 500 beeste geboer.

Dan Mosia has vast experience in the healthcare industry, having worked in the private and non-governmental or academic sectors. His business quali-fication – an MBA at the Bond Univer-sity in Australia – further enhanced his knowledge and understanding of commercial principles and their im-plementation. Dan is also a crop and

live stock farmer who takes great interest in the development of black commercial farmers. He is a director of the Dipalemo Group of Compa-nies, which provides strategic leadership and support services to emerging black farmers. Under his stewardship, this shared-services support centre has cultivated 900ha of mai-ze and 500ha of sunflower, as well as 5 000 sheep and 500 cattle.

DAN MOSIA

SPREKERS | SPEAKERS



Lennox Plaatjies is gebore in Wol-seley. Lennox het in 1997 hom by die departement van korrektiewe dienste (DKD) aangesluit. Hy het in 2014 ’n gevorderde bestuursontwik-kelingsprogram deur die Universiteit van die Vrystaat voltooi. Lennox het die DKD in 2015 verlaat om hom by Emerging Leaders UK (NGO) aan te sluit as bedryfshoof vir Suid-Afrika. Hy is passievol oor die ontwikkeling en bemagtiging van landelike gemeenskappe. Lennox was hoofbedryfsbe-ampte van Witzenberg PALS van September 2015 tot April 2018. Hy is tans ’n direkteur en vennoot by Van Doorns SA, ’n landboube-markings-en-uitvoermaatskappy in Bellville, asook ’n direkteur en vennoot in Bambisane PALS op Ceres.

Lennox Plaatjies was born in Wolse-ley. Lennox joined the Department of Correctional Services (DCS) in 1997. He completed the Advanced Management Development Program-me in 2014 through the University of the Free State. Lennox left the DCS in 2015 to join the NGO Emerging

Leaders UK as chief executive for South Africa. He is passionate about the develop-ment and empowerment of rural communities. Lennox was chief executive officer of Witzenberg PALS from September 2015 to April 2018. He is currently a director and partner at Van Doorns SA, an agricultural marketing and export company in Bellville, as well as director and partner at Bambisane PALS in Ceres.

LENNOX PLAATJIES

SPREKERS | SPEAKERS

Piet Potgieter het in ’n afgeleë landelike gebied in KwaZulu-Natal grootgeword. Hy het ’n meestersgraad in landbou- ekonomie aan die Universiteit van Pretoria en BComHons in kwantitatie-we bestuur aan Unisa behaal. In 1996 het hy heeltyds begin boer met die klem op besproeiingsgewasse, bos-bou en vee. In dié tyd was hy die voorsitter van die distriksboerevereniging, wat ’n belangrike rol gespeel het om voetsoolvlakverhoudings in die streek te bevorder. Piet is bestuurder van VKB Ontwikkelende Landbou, wat konsentreer op die ontwikkeling van nuwelingboere en die bestuur van gesamentlike ontwikkelingspro-jekte in die Vrystaat en Limpopo. Hy is ook die direkteur van Maluti Farming PALS NPC.

Piet Potgieter grew up in a remo-te rural area in KwaZulu-Natal. He obtained his master’s degree in agri-cultural economics at the Universi-ty of Pretoria and BCom Hons in quantitative management at Unisa. In 1996 he started farming full time with a focus on crop irrigation,

livestock and forestry. During this time, Piet chaired the local farmers’ association and play-ed an important role in promoting relationships at ground level in the region. He is the ma-nager of developing agriculture at VKB and focuses on new emerging farmers and the management of joint development projects in the Free State and Limpopo. He is also the director of Maluti Farming PALS NPC.

PIET POTGIETER



Pierre Vercueil is ’n graan-en-vee-boer in die distrik Stella in Noordwes. Hy het in 1972 die graad BScAgric in dierewetenskap aan die Universiteit van Pretoria verwerf waarna hy hom toegespits het op ’n intensiewe vark-boerdery, wat oor die jare uitgebrei het tot 2 500 teelsôe. Hy verbou tans mielies, grondboontjies en sonneblom op 4 593 hektaar. Sy beesplaas bestaan uit ’n voer-kraal van 3 300 beeste, asook ’n voerkraal waar 3 000 beeste aangepas kan word, en ’n teel-kudde van 2 000 koeie. In Zambië boer Pierre met avokado’s, sojabone en koring. Pierre het in die direksie van verskeie landboubesighede gedien. Hy is sedert 2015 aktief betrokke by Agri SA en is in Januarie 2020 tot president verkies.

Pierre Vercueil is a grain and livestock farmer in the Stella district in North West. He studied at the University of Pretoria, where he obtained his BSc Agric (Animal Science). In 1972 he started an intensive pig farming business, which he has since expan-ded to 2 500 breeding sows. He cur-

rently grows 4 593ha of maize, groundnuts and sunflower. His cattle ranch consists of a feedlot of 3 300 cattle, as well as an external feedlot (backgrounding) of 3 000 cattle and a breeding herd of 2 000 cows. In Zambia, Pierre farms with avocados, soya beans and wheat. He has served as a board member of various agribusinesses. He has been actively involved in Agri SA’s structures since 2015 and became president of Agri SA in January 2020.

PIERRE VERCUEIL

SPREKERS | SPEAKERS

Gerrit van Vuuren is ’n prokureur en senior direkteur by Joubert van Vuuren Ing. in Ceres in die Wes-Kaap. Hy is die regs- en strategiese adviseur van die PALS-inisiatief. Dié private grondhervormingsinisiatief het in 2015 in die Wes-Kaap as Witzenberg PALS begin en intussen na ander streke van Suid-Afrika uitgebrei. Die doelstellings naamlik die vestiging van suk-sesvolle swart boere, betrek van die hele ge-meenskap op inklusiewe wyse, uitbrei van die inisiatief na ander areas en landboubedrywe, vestiging van PALS-sentrums in alle areas en klem op mentorskap en opleiding, rig steeds PALS se werksaamhede. Die PALS-raamwerk is gebaseer op gesonde sakebeginsels en ’n beproefde regsraamwerk.

Gerrit van Vuuren is an attorney and senior director of Joubert van Vuuren Inc in Ceres in the Western Cape. He is the legal and strategic advisor of the PALS initiative. The private land reform initiative started in 2015 in the Western Cape as Witzenberg PALS and has since then expanded to other regions of South Africa. The stated

goals of PALS include the establishment of successful black farmers, to involve the whole community in an inclusive process, to extend the initiative to other areas and agricultural related industries, to establish the PALS centre in all areas and to focus on mentorship and training programmes. The PALS framework is based on sound business principles and a proven legal framework.

GERRIT VAN VUUREN



BORGE | SPONSORS

KONTAK ONS | CONTACT USCHRIS BURGESSRedakteur | Editor – [email protected] 496 5138

REZA CLIFFORDEditor Special Projects [email protected]

CLINT OCKHUISCommercial [email protected]

GERRIT VAN VUURENRegs- en strategiese adviseur – [email protected] 681 1001



Die keuse van die regte vennoot vir ’n nuwe sakeonderneming is belangrik. Eienskappe soos leierskap en die vermoë om te organiseer is baie waardevol in ’n boerdery-onderneming.

Een van die hoofdoelwitte van die PALS- inisiatief is om die vestiging van swart kom-mersiële boere te bevorder. Die klem is op individue of klein groepies mense as aan-deelhouers in die boerdery-onderneming. Die groter werknemersgroep of mense wat die grond bewerk, word deur winsdeling in die personeel-/werknemerstrust begunstig.

Die keuringsproses vir moontlike swart kom-mersiële boere as mede-aandeelhouers moet verkieslik volgens objektiewe riglyne geskied.

‘n Kommersiële boer wat beoog om ’n grond-hervormingsinisiatief in werking te stel, het twee opsies. Die een opsie is om kandidate uit sy groep werknemers te kies. Die ander opsie is om ’n swart boer of kandidaat wat nie ’n werknemer is nie, maar wat oor sekere eienskappe beskik wat hom/haar die geskikte kandidaat maak, te kies.

PROSESDie voorgestelde proses om individue of klein groepies vanuit die groep plaaswerkers te kies, kan die volgende stappe insluit:

Besprekings met ’n groep werknemers om die seleksiekriteria te verduidelik en ooreen te kom oor die seleksieproses. Besluite oor en verduideliking van die ob-jektiewe seleksiekriteria wat gebruik gaan word. Onderhoude met kandidate op die kortlys. Analitiese toetse en die suksesvolle afhan-deling van spesifieke opleidingskursusse kan ook versoek word. Die keuse van een of

WENKE

meer kandidaat hang af van die potensiaal en die spesifieke behoeftes van die nuwe ekonomiese onderneming. In sekere gevalle sal een geskikte kandidaat,

wat ondersteun word om tot kommersiële boer te ontwikkel, ideaal wees. In ander gevalle, soos in ’n groot kommer siële onderneming, kan ’n klein groepie van tot tien mense betrek word. Die objektiewe seleksiekriteria kan ’n kombinasie van die volgende faktore insluit:

■ Diensjare en dissiplinêre rekord. ■ ’n Ware boer. ■ Senioriteit (huidige posvlak). ■ Finansies (begrotings). ■ Bestuursbeginsels. ■ Produksie. ■ Bemarkingsvaardighede. ■ Kommunikasievaardighede. ■ Leierskap. ■ Organisatoriese vaardighede.

OPLEIDINGVoortdurende opleiding behoort in al die fases van die totstandkoming van ’n nuwe grond-hervormingsprojek verskaf te word. PALS bepaal dat opleiding toegespits moet wees op finansiële vaardighede, leierskap en on-dernemingsgees, asook die rol en pligte van direkteure, trustees en aandeelhouers.

Die belangrikste faktor is oop en eerlike kommunikasie tussen die kommersiële boer en die moontlike kandidate as nuwe swart boer oor waardes, verwagtinge en vrese.

Wanneer daar besluit word om as venno-te saam te werk, moet die nuwe mede-eie-naars saam vorentoe beweeg om wedersyd-se vertroue te bou en mekaar te inspireer. – Lennox Plaatjies

DIE KIES VAN VENNOTE



The selection of the right partner for a new business venture is extremely important. In a farming business, qualities such as leadership and organisational skills are invaluable.

One of the main goals of the PALS initiative is to establish more black commercial farmers. Therefore, the focus is on individuals or a small group of people as shareholders in the farming company. The larger employee group or people who work the land benefit through profit sharing of the personnel/employee trust.

The selection process of possible black com-mercial farmers and co-shareholders should preferably be done in terms of objective criteria. The two options for a commercial farmer who plans to implement a land reform enterprise are to select candidates from his group of employees or to select a black farmer or candidate who is not an employee, but has certain qualities that make him/her a suitable candidate.

PROCESSThe suggested process for selecting individ-uals or a small group from the farming employees might include the following steps:

Discussions with a group of employees to explain and agree on the process of appli-cations and selection criteria. Deciding on and communicating the objec-tive selection criteria. Interviews with shortlisted candidates. Analytic tests might also be requested as well as the successful completion of specific training courses.

The selection of one or more candidates de-pends on the potential of the new economic enterprise and its specific requirements. In

some cases, one suitable candidate, who will be supported and mentored to become a com-mercial farmer, will be the preferred option. In other cases, such as large commercial enter-prises, a small group of up to 10 people can be accommodated.

When a single candidate is elected, it is also important to ensure that a strategy in event of death or debilitating illness is in place.

The possible objective selection criteria might include a combination of the following:

■ Years of service and disciplinary record. ■ Being a true farmer. ■ Seniority (current post level). ■ Finances (budgets). ■ Management principles. ■ Production. ■ Marketing skills. ■ Communication skills. ■ Leadership. ■ Organisational skills.

TRAININGIntensive and continuous training should be provided during all the phases of the establishment of the new land-reform enterprise. PALS found training should focus on financial skills, leadership, new venture creation and the roles and duties of directors, trustees and shareholders.

The most important aspect is open and frank discussions about values, expectations and fears, between the commercial farmer and the candidates for the role of new black farmer.

When deciding to work together as part-ners, the new co-owners must move forward together to build mutual trust and inspire each other. – Lennox Plaatjies

TIPSSELECTION OF PARTNERS



Die fases vir die vestiging van ’n grondhervor-mingsbesigheid behels:

Fase 1: Beplanning en die opstel van kon-sepdokumente. Fase 2: Motiverings, skakeling en die ver-kryging van goedkeurings. Fase 3: Uitvoering.

Die vereistes vir suksesvolle, volhoubare grondhervormingsbesighede is: grond, vaar-dighede, eiendomsreg, marktoegang, werks-kapitaal, ’n uittreestrategie en ’n ondersteu-nende omgewing. Om aan dié vereistes te voldoen, word die PALS-raamwerk gebruik met die maatskappy as ondernemingsvorm, wat beskerming en vetoregte ingevolge die Maatskappywet aan aandeelhouers verleen.

Nog kenmerke van die raamwerk is die op-sie ten gunste van die swart aandeelhouer, ’n verpligte mentorskapooreenkoms, voor-koopsregte in die aandeelhouersooreenkoms om eiendom vir grondhervorming te beskerm, die minimum deel van die wins wat na die per-soneeltrust gaan vir die groter werknemers-groep, toegang tot markte, koördinering en dispuutbeslegting via die PALS-sentrum.

Die fases behels dié stappe:

BEPLANNING EN DIE OPSTEL VAN DOKUMENTE

Bespreek die geheelbeeld en doelwitte op beplanningsvergaderings. Identifiseer grond en hulpbronne met kaarte en ondersoeke. Oorweeg en stel ’n sakeplan op. Voer gesprekke en hou konsultasies met potensiële swart boere en werknemers ten einde aandeelhouers met behulp van objek-tiewe kriteria te identifiseer.

WENKE

Stel konsepooreenkomste op, reserveer die maatskappynaam, registreer die maatskap-py, besluit oor die memorandum van oprig-ting, stel direkteure en/of trustees aan, ens.

MOTIVERING, SKAKELING EN GOEDKEURINGS

Stel aansoeke en motiveringsverslae op vir die nodige goedkeurings. Raadpleeg deskundiges ten opsigte van goedkeurings, soos onderverdeling, water, belasting en finansiering. Verfyn ooreenkomste en die sakeplan. Doen voorleggings ten opsigte van die goed-keurings wat benodig word. Doen opleidingsessies saam met direkteure, trustees en begunstigdes. Konsultasies en skakeling met belangheb-bendes, soos banke en staatsdepartemente.

UITVOERING Verkry goedkeurings, permitte en lisensies. Registrasie van eiendom en verband. Bevestig registrasie van memorandum van oprigting, maatskappye, direkteure en trust- akte, en verskaf dokumente aan die kliënt en ouditeure. Reël verdere opleiding. Sit die boerderybesigheid voort in die naam van die nuwe maatskappy.Die stappe kan met die samewerking van

PALS se regsadviseurs en deskundiges gedoen word. Die sakeplan is die verantwoordelikheid van die ervare kommersiële boer of mentor.

SAKEPLANDie sakeplan kan die volgende aspekte omvat:1. Uitvoerende opsomming — ’n treffende,

GRONDHERVORMING



kort beskrywing van die besigheid en partye. Ekonomies volhoubare grondhervormings-besigheid geskoei op die PALS-raamwerk.

Suksesvolle kommersiële vennoot en men-tor betrokke. Wie die swart boer(e) en begunstigdes is. Produk, mark en marktoegang.

2. Struktuur — eiendom en aandeelhouding. Eiendom, grond, kaart en aandeelhouding van die maatskappy. Illustreer diagrammaties die entiteite en persone wat betrokke is.

3. Struktuur — bestuur en begunstigdes. Direksie, bestuur, mentorskap en aandeel-houding.

Verpakkings- en bemarkingsooreenkomste. Personeeltrust — voordele, maatskaplik- ekonomiese doelwitte (behuising, pensioen, medies, opleiding, ens.)

4. Risiko’s en behoeftes. SWOT-analise. Grondgeskiktheid, water, ekonomiese een-heid, finansiering en belastingkwessies.

5. Kundigheid. Ervaring en kundigheid van mentor en span. Bewese kredietrekord en sukses.

6. Ondersteunende omgewing. PALS-sentrum: Inligting, onderhandeling, opleiding, monitering en dispuutoplossing.

Finansiële instellings. Bedryfsorganisasies. Ouditeure en kundiges ten opsigte van water, onderverdeling en belasting. Markkanale en diensverskaffers.

7. Werkskepping en maatskaplik-ekonomiese opheffing.

8. Finansiële projeksies. Inkomste- en uitgawebegrotings en projek-sies geskoei op marknavorsing en bedryfs- norme. Gelykspeel binne sekere tydperke. Betaalvermoë om lening te delg.

9. Samevatting. Bevestig dat almal betrokke glo hulle kan die nuwe besigheid suksesvol bedryf.

Hulpbronne moet op die beste wyse aan-gewend word. Dit moet eerlike transformasie tot voordeel van betrokkenes en ekonomiese groei wees.

10. Wees aanpasbaar. Die PALS-raamwerk en bogemelde fases is aanpasbaar vir elke streek en die unie-ke behoeftes van elke boerderybesigheid. – Reinette van Staden



The steps to establish a land reform enterprise consist of:

Phase 1: Planning and compiling draft doc-uments. Phase 2: Compiling motivations, liaise and obtain approvals. Phase 3: Implementation.

The requirements for a successful and sustain-able land reform enterprise are land, skills, tenure rights, market access, working capital, an exit strategy and a supportive environment.

The PALS framework, with a company as the chosen type of enterprise, is used to address these requirements. It affords protection to shareholders, with veto rights in terms of the Companies Act.

Further characteristics of this framework are the option agreement in favour of the black shareholder, a compulsory mentorship agree-ment, pre-purchase rights to protect property for land reform contained in a share holders’ agreement, minimum profit sharing for the larger employers group in a personnel trust, access to markets, and co-ordination and dispute resolution via the PALS system.

The phases entail, among others, the following steps:

PLANNING AND COMPILING DOCUMENTATION

Overall view and goals during planning meetings. Identify land and resources by means of maps and investigations. Draft and discuss a business plan. Consult and conduct discussions with poten-tial black farmers and employees to identify

TIPSLAND REFORM

shareholders by means of objective criteria. Create draft agreements and reserve the company name. Register the company, directors, personnel trust, memorandum of establishment and other legal entities.

MOTIVATION, LIAISON AND APPROVAL Draft application and motivation reports for the necessary approval. Liaise with experts on gaining approval for subdivision, water, tax, financing, etc. Refine agreements and business plans. Make representation for approvals. Conduct training sessions with directors, trustees and beneficiaries.

Consult and liaise with key role players such as banks and government departments.

IMPLEMENTATION Obtain approvals, permits and licences. Register the property and a bond. Confirm registration of the memorandum of incorporation, companies, directors and deeds of trust. Provide the relevant documents to clients and auditors. Plan and conduct training. Continue the farming operation under the name of the new company.

BUSINESS PLANThe business plan is the responsibility of the experienced commercial farmer or mentor.It can address the following aspects:

1. Executive summary. A concise description of the enterprise and parties involved.



Economically sustainable land reform enterprise based on the PALS framework.

Successful commercial partner and mentor involved. Identity of the black farmer(s) and bene-ficiaries. Product, market and market access.

2. Structure – property and shareholding. Property, land, map and shareholding of company. Illustrate the entities and persons involved schematically.

3. Structure – management, beneficiaries. Directors, management, mentorship and shareholding. Packaging and marketing agreements. Personnel trust – advantages, socio-eco-nomic goals (housing, pension, medical, training, etc.).

4. Risks and needs. “SWOT” analysis. Suitability of land, water, economic unit, financing and taxation challenges.

5. Expertise. Experience and expertise of the mentor and team. Proven credit record and success.

6. Supporting environment. PALS centre: Information, negotiation, training, monitoring, and dispute resolution. Financial institutions. Industry organisations. Auditors and experts on water, subdivision, taxation. Marketing channels and service providers.

7. Employment creation, socio-economic upliftment.

8. Financial projections. Income and expenditure budgets and pro-jections based on market research and industry norms. Breaking even within a certain time frame. Ability to pay off the loan.

9. Conclusion and summary. Confirm that the involved parties have the ability to conduct the new enterprise suc-cessfully. Optimal resource application. True transformation and economic growth to the benefit of those involved.

10. Being adaptable.The PALS framework and phases are adapt-able to the unique requirement of each region and farming enterprise. – Reinette van Staden



OPLEIDINGSoos die meeste dinge in die lewe begin suk-sesvolle opleiding met deeglike beplanning. Hier volg ’n paar eenvoudige riglyne. DIE STUDENT AS BEGINPUNTBaie geld word vermors op opleiding wat op die borg, die opleidingsowerheid of die ouditeur se vereistes gerig is. Elke plaas is uniek en elke student is uniek. Dieselfde resep pas nie almal nie. As jy mense suksesvol wil oplei, vra die student wat hy nie weet of verstaan nie en watter opofferings hy sal maak om hierdie kennis te bekom. Soms kan dit nodig wees om ’n persoonlikheidstoets te gebruik wanneer studente groeptake moet begin uitvoer.

DIE OPLEIDINGSPROGRAMDie inligting word in ’n eenvoudige, duidelike opleidingsprogram — verkieslik ’n vyfjaarplan — uiteengesit. Dit moet die volgende insluit:

Die doel om te bereik (soos om Excel ge-maklik te kan gebruik). Die jaarlikse opleidingstappe om daardie doel te bereik. Taakuiteensetting.

GEBALANSEERDE OPLEIDINGTegniese vaardighede alleen is nie voldoende nie. Die studente moet die vertroue hê om hulle te kan gebruik. Hulle moet leer om hel-der te kan dink en kommunikeer. Waar grond-hervorming ’n kommersiële vennoot, familie of kollegas insluit, moet groepseenheid en groepsverhoudings aandag geniet. Almal, ook die kommersiële vennoot, moet die impak van ’n gesagsverhouding verstaan.

KIES ’N MENTOR AS VENNOOT’n Student leer meer van sy werkplek-mentor

WENKEas van enige ander mens. Formele opleiding moet die agtergrond en ondersteunende vaar-dighede verskaf waaraan die mentor nie altyd kan aandag gee nie weens beperkte tyd.

KEUSE VAN VENNOOTGEDRAG IN DIE VERLEDE VOORSPEL TOEKOMSTIGE GEDRAGMet ’n politikus as vennoot het jy ’n “komitee-boer” wie se werksbevrediging in sosiale wis-selwerking en sosiale dinamika lê. Moet ook nie ’n ware vennootskap verwag wanneer jy ’n kommersiëIe boer kies in wie se bestaan-de besigheid samewerkende bestuur ontbreek nie. Sy begrip van mag sal nie maklik verander nie. Die keuse van vennoot hang af van die behoeftes van die projek, maar wees realisties oor hoe mense kan verander. Jy kan iemand afvaardig om alle vergaderings in die geval van ’n groepprojek by te woon.

VRA DIE PLANTE EN DIE DIEREAs jy van jou nuwe vennoot verwag om te boer, kies ’n boer. Watter aanduidings bestaan van sy verhouding met plante, diere, grond en water? Die toestand van sy tuin en die welstand van sy diere kan meer as sy woorde sê.

SPANWERK EN VERHOUDINGSMet wie moet die mens saamwerk? Betrokken-heid by grondhervorming neig om spanning in ’n verhouding te skep. Iemand wat nie goed kommunikeer nie, liggeraak is, ongeduldig is en nie goed vaar in ’n span nie, kan ’n skade-like invloed hê. Dieselfde geld ’n vennootskap met een begunstigde en een mentor of kom-mersiële vennoot. Indien hulle mekaar irriteer of totaal uiteenlopende waardestelsels het, gaan die gaping tussen hulle net vergroot. – Joy van Biljon



TIPSTRAININGAs with most things in life, successful training starts with proper planning. Here are some simple yet effective guidelines.

START WITH THE STUDENT IN MINDMuch money is wasted on training that fo-cusses on the needs of a sponsor, a training authority or audit requirements. Each farm is different. Each student is different. One size does not fit all. In order to train successfully, find out from each student what he does not know or understand and what sacrifices he can make to acquire that knowledge. Sometimes it is necessary to use a personality test when students have to perform group activities.

A PERSONAL TRAINING PLANThe information should be put into a simple, clear training plan – preferably a 5-year plan. It should state:

The goal to be achieved (e.g. master Excel). Steps to be taken to reach that goal. Roles (who will book the training, follow-up, organise access to computers, etc.).

A BALANCED TRAINING PLANTechnical skills alone are not enough. Students must have the confidence to use them. They must learn to communicate clearly and to identify thinking habits. If land reform involves a commercial partner, family or colleagues, then group cohesion and relationship issues need attention. Everyone, including the com-mercial partner, must understand the impact of power relations.

PARTNER WITH A MENTORMost of what the student learns comes from his workplace mentor. Formal training must

provide background understanding and sup-portive skills that the mentor does not have time to focus on.

SELECTION OF PARTNERSPAST BEHAVIOUR PREDICTS FUTURE BEHAVIOURIf you choose a political animal as a partner, you will get a “committee farmer” who derives job satisfaction from social dynamics. If you choose a commercial farmer, whose existing business lacks participative management, do not expect a true partnership. His understan-ding of power will not change easily. The choice of partner should depend on what the project requires, but be realistic about people’s ability to change. In a group project, you may choose a designated person to attend all meetings.

ASK THE PLANTS AND ANIMALSIf you expect your new partner to farm, choose a farmer. What evidence is there of this per-son’s relationship with plants, animals, the soil and water? The state of his garden and the wellbeing of his pets may speak louder than his words. Farming is an uncomfortable job that requires passion.

TEAM WORK AND RELATIONSHIPSWith whom does this person have to coope-rate? Involvement in land reform tends to put strain on a relationship. A person who does not communicate well, is hyper-sensitive to criticism, impatient or not a team player can have a very negative influence. The same is true in a partnership with one beneficiary and one mentor or commercial partner: These two individuals must click. If they annoy each other or have different value systems, the gap between them will only widen. – Joy van Biljon



Mense vergeet geredelik dat die Grondwet duidelik uitstip dat: a) grondhervorming drie pilare het, naamlik restitusie, verblyfregher-vorming en herverdeling; en b) dat grondher-vorming gedoen móét word — dit is ons almal se plig. Ongelukkig het die staat die afgelope 25 jaar nie juis hierdie opdrag suksesvol uit-gevoer nie.

Dit is duidelik dat die bydrae van die private sektor sal verskil tussen hierdie drie pilare. In hierdie opsig het PALS, wat op grondherverde-ling konsentreer, bewese ondervinding van hoe om suksesvolle en volhoubare geleenthede vir nuwe toetreders te skep. Hierdie deelgenoot-skappe tussen nuwe en bestaande produsente en die staat is nie noodwendig geskik vir die ander twee pilare van grondhervorming nie, maar dit takel wel die knelpunte van herver-deling met sukses.

TOETREDE EN UITTREDEDie twee belangrikste elemente wat in grond-hervorming enige plek ter wêreld aandag moet kry, is probleme van toetrede en uittrede. Al-bei is gebore uit die landbou se unieke eienskappe. Landbouproduksie is nie die enigste kapitaalintensiewe besigheid nie (dink maar aan wat nodig is om ’n goudmyn te stig), maar dit is die enigste besigheid waar grond, wat nie ’n kontantrendement lewer nie, so ’n groot deel van jou kapitaal uitmaak. Die gevolg: Net ryk mense kan bekostig om ’n plaas te koop met die hoop op wins, tensy iemand bereid is om te help met die koste van die grond.

Daar is verskillende maniere waarop die staat hierdie probleem takel. Dit sluit in die huur van grond met die opsie om te koop, regstreekse subsidies en versagte leningsbe-

GRONDHERVORMING

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palings. In Suid-Afrika het die regering egter die probleem probeer pak met ’n subsidie wat gegroei het van ’n absurde R14 000 per huis-gesin tot R16 000 en later ’n ewe absurde R20 000 per begunstigde. Toe dit nie werk nie, is die subsidies opgeskort!

Uittrede is ewe belangrik vir die partye wat by grondhervorming betrokke is. Wanneer ’n produsent uit boerdery wil tree, is die opsies gewoonlik beperk. Probeer byvoorbeeld jou trekker verkoop aan ander produsente wat ook weens droogte sukkel. Uittrede is ook belangrik vir finansiers.

As die bate nie in private besit is nie, kan jy nie daarteen leen nie, want wat doen jy as die lener bankrot speel? Alternatiewe vorms van kollateraal is al probeer, maar uiteindelik berus hulle almal op eiendomsbesit.

Nuwe toetreders tot die landbou moet ’n weg tot uittrede kan sien: As jy jou in die boerdery begewe en jy kom agter jy het ’n fout gemaak of dat ander en beter geleenthede bestaan, wil jy nie vasgevang wees nie.

Dus is daadwerklike finansiële bystand en eiendomsbesit noodsaaklik. Kyk mooi na die ontwerp van PALS: Hy omvat albei hierdie aspekte en is dus perfek belyn met die Na-sionale Ontwikkelingsplan se voorstelle vir herverdeling. Daarbenewens erken PALS dat dit nodig is om hierdie aspekte van toetrede en uittrede te takel.

Dit is egter nie voldoende nie. As jy boge-noemde gereed het, begin die harde werk eers, soos die bou van vaardighede en die verkry-ging van toegang tot markte. Daarvoor is die PALS-sentrum ook sentraal as plek waar die verskillende betrokkenes en belanghebbendes bymekaar kan kom. – Prof. Nick Vink



LAND REFORM

TIPS

We tend to forget that the Constitution stipulates that:a) Land reform has three pillars: restitution,

tenure reform and redistribution.b) Land reform has to be performed – it is a

duty for us all.During the past 25 years, the State has

unfortunatey not always executed this order successfully. It is also clear that the role of the privatse sector will differ between these three pillars. In this respect PALS, which focuses on land resistribution, has proven experience in creating sustainable opportunities for new entrants. Such partnerships between new and existing producers and the State are not necessarily ideal for the other two pillars of land reform, but do address the shortcomings of redistribution and do so successfully.

ENTRY AND EXITThe two most important elements of land re-form to be addressed anywhere in the world are the problems of entry and exit. Both are related to the unique nature of agriculture.

Agicultural production is not the only capital-intensive enterprise (consider the cost of establishing a gold mine). But it is the only enterprise where land, which does not provide a direct cash return, represents such a huge portion of the capital investment.

The result is that only the wealthy can afford to buy a farm in the hope of profit, except where someone is prepared to assist with the purchase of the land.

The State has different options in addressing these problem: Leasing land with the option of buying, direct subsidies, flexible loan con-ditions and so forth. In South Africa we tried

to address the problem by providing a sub-sidy that grew from an absurd R14 000 per house hold to R16 000 and subsequently to an equally absurd R20 000 per beneficiary. When this did not work, we abolished the subsidy!

Exiting is equally important for all parties in-volved in land reform. When a producer wishes to withdraw from farming, the options are nor-mally limited: Try selling your tractor to other farmers also battling as a result of drought!

Exiting is equally important for a financier: If an asset is not in private ownership, it cannot be used as security, because what do you do if the lender is declared insolvent?

Alternative forms of collateral have been tried, but in the final analysis all are based on owning property.

New entrants to agriculture must also see a way of exiting. When entering agriculture and then discovering that it was a mistake or that there are other and better opportunities, you don’t want to be caught in a dead end.

For this reason, sound financial support and property ownership is crucial.

Carefully consider the nature of PALS: It addresses both these aspects and is per-fectly aligned with the NOP suggestions for redistribution. PALS also acknowledges the fact that it is necessary to address the as-pects of entry and exit, but this alone is not sufficient. With this in place, the hard work of building skill, obtain ing access to market and other challenges can start.

The PALS centre is also ideal for this. It is a place where people sharing the same ideals and challenges can come together and is a physical symbol of the important task ahead. – Prof. Nick Vink

ELKE MENS HET DAAGLIKS MET “TEGNOLOGIE” TE DOEN. IN DIE BREË LANDBOUBEDRYF BEHELS DIT DINGE SOOS

PRESISIEWERKTUIE, BETER PLANTTELINGSTEGNIEKE, HOMMELTUIE (DRONES) WAT VIR ALLES VAN

GEWASMONITERING TOT DIE OPSPORING VAN MISDADIGERS INGESPAN WORD, EN SONKRAG WAT TOENEMEND

GOEDKOPER EN BETROUBAARDER WORD – IN SO ’N MATE DAT ’N KOMMERSIËLE BOER SY PLAAS ONLANGS HEELTEMAL VAN

DIE ESKOM-NETWERK ONTKOPPEL HET.

LANDBOU TEGNOLOGIE– NOU OP DIE RAK!

Veeboere het nuwe tegnieke wat dit makliker maak om die grootste moontlike nageslag van waardevolle teeldiere te verkry, terwyl die presisiemonitering van voeromsettingsdoeltreffendheid hulle help om die beste diere te selekteer. In die tyd van Covid-19 het boere ook digitale veilings aangegryp om hul diere te bemark. Die naspeurbaarheid van landbouprodukte raak toenemend belangrik. Die wolbedryf en sommige rooivleisboere reeds suksesvol daarmee. Al hierdie aspekte en meer word in hierdie eerste uitgawe van Landbou Tegnologie gedek, asook vernuwende denke in die vorm van herlewingslandbou. Uiteindelik het tegnologiese produkte en stelsels net waarde as jy dit gebruik om jou boerdery beter te bestuur, beter te kommunikeer en hulpbronne te bewaar. Hopelik help dié tydskrif jou daarmee.

INDIEN JY DIT NIE IN DIE WINKEL KRY NIE, BESTEL SÓ:

Gaan na www.magzter.comen soek Landbou Tegnologie

E-pos: [email protected]

Tel: 021 406 4962

belangrik. Die wolbedryf en sommige rooivleisboere reeds suksesvol daarmee. Al hierdie aspekte en meer word in hierdie eerste uitgawe van Landbou Tegnologievernuwende denke in die vorm van herlewingslandbou. Uiteindelik het tegnologiese produkte en stelsels net waarde as jy dit gebruik om jou boerdery beter te bestuur, beter te kommunikeer en hulpbronne te bewaar. Hopelik help dié tydskrif jou daarmee.

INDIEN JY DIT NIE IN DIE WINKEL KRY NIE, BESTEL SÓ:

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