NuVest Waste Solutions
The waste management industry in South Africa is dynamic and evolving system that is legislated by government, with far reaching implications for everyone who generates waste. The new waste management act has, for all stakeholders major consequences, from the generator to those who remove and treat it, to government who oversee the delivery of the legislation. NVG is perfectly placed to present itself as one of South Africa’s premier “one stop” suppliers of total environmental solutions necessary for businesses in Sub Saharan Africa in the 21st Century.
As an integrated waste management technology provider it is incumbent upon NVG to improve waste management in South Africa and is a legislative requirement of the National Environmental Management Waste Act (NEMA). The introduction of NEMA basically reformed the laws regulating waste management in South Africa provided the legislative framework around which the National Waste Management Strategy has been constructed, and is one of the cornerstones of the NVG strategy document.
Furthermore the national Waste Management Strategy seeks to address South Africa’s international waste management obligations in compliance with Sections 6(1) (b), 43(1)(b) and 43(1)(d) of NEMA based on four principle hazardous waste conventions: the Rotterdam Convention, the Basel Convention, the Stockholm Convention and the Montreal Protocol which deal with particular aspects of environmental protection in turn. This is of particular interest to NVG given its cross border Sub-Saharan intended activities in the short term.
Although activities are regulated by the above legislation the Scope of this document is not limited to the activities of such regulated services, but also encompasses the products and technological developments of NVG, and the strengths, weaknesses, opportunities and threats that the business faces in the short medium and long term.
NVG believes that the development of products that not only comply with globally harmonised Systems but surpass them as they are of paramount importance. The use of “Green Chemistry and Engineering” processes enables NVG to produce world class products that are renewable and sustainable. Our in house process technologies are ground breaking both in concept and design, and are based on recycling and reuse rather than disposal, and allow diversification into areas that are synergistic with the core competence of the company
The theme and essence of this document is one of how NVG is discharging its duties in understanding legislation with regards to environmental law and passing it on to its client base. Along with providing solutions to customer needs to not only bring them into line with current legislation, but do it in such a way to add value and realise a return on investment that is sustainable. It is believed the objectives outlined in this strategy will allow NVG to deliver month on month and year on year growth in revenue and sustain shareholder value. However, this can only be achieved by delivering unparalleled levels of excellence in customer service and world class products and technology.
- Introduction
The NVG Board of Directors is committed to maintaining the highest standards of corporate governance, which they believe are fundamental to discharging their stewardship responsibilities. The board strives to provide the right leadership, strategic oversight and control environment to produce and sustain the delivery of value to shareholders. The board is inter alia responsible for setting the strategic objectives of the Group. The board applies integrity, principles of good governance, establish the ethics and values that will influence and guide practices, behaviour and accountability throughout its activities. All of the members of the board are individually and collectively aware of their responsibilities to the company’s stakeholders and the board keeps its performance and core governance principles under regular review.
The existence of NVG is directly linked to the global environment as well as to the community in which it is based. In carrying out its activities, a company must maintain respect for human dignity, and strive towards a society where the global environment is protected. Today, business enterprises in developed countries operate in a more complicated, and regulated, environment. Numerous laws and regulations govern their activities, and make their directors accountable to a broader range of stakeholders. Sustainable development extends the stakeholder group even further, by including future generations and natural resources.
In order to enhance shareholder value that will typically be measured upon the sale of the business, the revenue streams must be diversified and have a split between annuity based and once off revenue, management must have a proven track record, the business must preferably be a “price maker” in its market segment as opposed to a “price taker” that will suffer from margin compression and lastly have a significant footprint and proven track record.
In addition to diversifying the revenue sources, the client base needs to be diversified thus reducing the reliance on a few customers. In diversifying the revenue and client base it is important to diversify in such a manner that will enable NVG to offer a wider range of services and products, to (i) allow us to offer the existing customers a wider range of services and products without incurring significant sales and marketing costs and (ii) allow us to identify new customers. ( i.e. revenue potential) that will not only avail, themselves of the existing but also new services.
As a price maker NVG can enter markets which have been commoditised, this can be done by moving the market through innovation, education, and being disruptive in the market place. It is well known and commented upon that disruptive technology and business models are more visible than the traditional norm. NVG has the ability to be disruptive in our market and become a thorn in the side of the fewer bigger companies in the industry. Few markets exist which aren’t vulnerable to disruptive technologies, products, or business models.
For a strategy to be efficient it must be well defined with the aim to measure the profitability of a particular business segment, as well as the assets and financial resources required in order to generate that level of profit. In addition to examining each business segment on a stand-alone basis, the implications of changes to other segments of the organization should also be considered.
“NVG” creates and sustains congruency between the external environment (the source of fresh opportunities and threats), our values and resources (competencies, capabilities and strengths). It is these values that dictate the ability of the organisation to change both continuously (incrementally) and discontinuously (occasionally to new competitive paradigms).