During the process of the new SAPA strategy development, a commitment was made by members to intensify the industry’s transformation efforts. As a result, it was seen fit to appoint a transformation secretariat in the association. The secretariat’s priority has been the development of a transformation business plan outlining activities to be undertaken to fast-track industry transformation. The plan was shared with the transformation committee members who provided inputs to document. The rollout of the plan has already started and engagements with the relevant stakeholders initiated.
The approach to transformation is a two-pronged one, with transformation of large companies and creating new entities as the two legs. Transformation of large companies is mainly focused on the AGRIBEE charter. The companies will be audited on progress they are making when it comes to the seven pillars of the charter. The new charter will be used ensure the companies are in line with the latest developments as outlined by the dti. The next report on industry transformation will be released end April 2016. There is very little influence that SAPA and the transformation committee can have on this leg of transformation. The honours remain with the companies to make good on the charter. SAPA is, however, in a position to act as a link between black companies who supply various services and the larger poultry producers looking for these.
The most exciting aspect of the transformation plan is the opportunity for SAPA to become the go-to organisation for any entity - be it government or other organisations that wish to get involved in poultry industry development. This is the space where government departments such as Rural Development and Land Reform (DRDLR), Agriculture, Forestry and Fisheries (DAFF), Economic Development (EDD), Social Development (DSD) and parastatal entities such as the IDC and the Landbank who wish to set up poultry initiatives can be involved. The idea is to have a platform where all resources can be consolidated and execution standardised according to the prior approved plan. This will ensure that initiatives are sustainable, economically viable and inclusive.
In this plan, there is emphasis on mentorship as well as partnerships between large and small companies. The institution will provide the required funding; large companies will partner to provide economies of scale, technical capabilities and access to markets; and small companies will have