Sudafrikas Transportnetzwerk

first_imgSudafrika hat die Transportinfrastruktur einer Industrienation. Die Strassen sind erstklassig. Das Flug- und Schienennetz ist das Großte auf dem Kontinent. Und die Hafen des Landes bieten einen naturlichen Zwischenlandungspunkt fur die Schifffahrt von und nach Europa, den Amerikas, Asien, Australasien und beide Kusten Afrikas.Die Transportbranche wurde von der Regierung als einer der Hauptfaktoren zur Verbesserung der sudafrikanischen Wettbewerbsfahigkeit im weltweiten Markt anerkannt. Sie wird in zunehmendem Maße als Motor fur wirtschaftliches Wachstum und soziale Entwicklung gesehen.2010 Fifa Fußball-WMSudafrika plant Ausgaben in Hohe von 9 Milliarden Rand zur Verbesserung und Erweiterung der Transportinfrastruktur in den neun Spielstadten, um den massiven Besucherzustrom bei der Fifa Fußball-WM 2010 bewaltigen zu konnen.In Vorbereitung sind Großmodernisierungen der Flughafen des Landes sowie Verbesserungen im Beforderungswesen, u. a. ein Taximodernisierungsprogramm, die Vereinheitlichung des Zugverkehrs und eine Umstrukturierung des Busverkehrs.Hafen und SchifffahrtHauptschifffahrtsrouten fuhren an Sudafrikas Kuste entlang in den Sudatlantik und den Indischen Ozean. Auf dem Seeweg finden ca. 96% der Exporte Sudafrikas statt und die sieben Handelshafen sind die Handelsadern zwischen Sudafrika und den anderen Partnern im sudlichen Afrika sowie Dreh- und Angelpunkte fur den Handel mit Europa, Asien, Nord- und Sudamerika und der Ost- und Westkuste Afrikas.Die staatliche Behorde Transnet National Ports Authority verwaltet die Hafen des Landes. Diese Hafen sind: Richards Bay und Durban in KwaZulu-Natal, East London und Port Elizabeth am Ostkap und Mossel Bay, Kapstadt und Saldanha am Westkap.Durban ist Afrikas geschaftigster Hafen und hat die großte Containeranlage Afrikas, wahrend Richards Bay der weltgroßte Bulkterminal fur Kohle ist. Zusammen genommen haben Sudafrikas Hafen 2007 183 Mio. Tonnen Fracht umgeschlagen. Umfangreiche Erweiterungen sind in der Vorbereitung, um die Kapazitaten zu steigern.Ein achter Handelshafen (Ngqura) ist derzeit in Entwicklung vor der Kuste von Port Elizabeth in der Provinz Ostkap. Die Inbetriebnahme ist fur 2009 vorgesehen. Nqura wird der tiefste Containerterminal in Afrika sein. Das Areal gehort als wesentlicher Bestandteil zu Coega, einer der strategischen Industrieentwicklungszonen in Sudafrika.StraßenSudafrikas Straßennetz umfasst ca. 754.000 Kilometer, von denen 9.600 km auf befestigte Nationalstraßen entfallen. Die Fahrt von Messina an der sudafrikanischen Nordgrenze bis nach Kapstadt im Suden ist eine Reise uber 2.000 km auf gut unterhaltenen Straßen.Ca. 2 400 km des Straßennetzes sind mautpflichtig.Wahrend das Verkehrsministerium die Leitlinien vorgibt, obliegt der Bau von Straßen und deren Instandhaltung er South African National Roads Agency sowie den neun Provinzen und den Kommunen.EisenbahnSudafrikas hat ein großflachiges Schienennetz – das zehntgroßte der Welt – das an die Schienennetze Schwarzafrikas angebunden ist.Die staatliche Gesellschaft Transnet Freight Rail ist die großte Bahngesellschaft und Schwerlastspedition im sudlichen Afrika mit einem Schienennetz von 22.000 km, von denen 1.500 km fur den Schwerlastverkehr geeignet sind. Die Schieneninfrastruktur des Unternehmens verbindet die Hafen mit den restlichen Landesteilen und macht ca. 80% des gesamten afrikanischen Bahnnetzes aus.Die Regierung hat ein Projekt zur Verbesserung der Bahnsicherheit und zur Neubelebung des Zuges als offentliches Verkehrsmittel gestartet. 2008 hat die Regierung Investitionen in Hohe von 19,5 Milliarden Rand pro Jahr uber einen Zeitraum von vier Jahren zur Modernisierung der Hafen und der Bahninfrastruktur angekundigt. Davon ist die Halfte fur den Schienenfrachtverkehr vorgesehen.Die South African Rail Commuter Corporation betreibt die Metrorail-Nahverkehrszuge in Kapstadt, in der Provinz Ostkap sowie in Durban und im Großraum Johannesburg/Pretoria. Diese Zuge werden hauptsachlich von weniger reichen Sudafrikanern benutzt.Fur Touristen und andere gut betuchte Passagiere bietet sich der Blue Train, einer der beruhmtesten Luxuszuge weltweit. Shosholoza Meyl befordert wahrend dessen ca. vier Millionen Fahrgaste zwischen den wichtigsten Stadten des Landes.Zugverbindungen bestehen ebenfalls mit anderen Landern im sudlichen Afrika (Simbabwe, Mosambik und Swaziland).Gautrain Rapid Rail LinkDer Gautrain, ein 80 km langes Schnellzugnetz, wird Johannesburg und Pretoria mit dem OR Tambo International Airport verbinden und bietet gleichzeitig eine sichere und bequeme Alternative zu den haufigen Staus auf der Autobahn von Johannesburg nach Pretoria.Das 25-Milliarden-Rand-Projekt ist eine Partnerschaft zwischen der Provinz Gauteng und der privatrechtlichen Bombelo Concession Company, einem kanadisch-franzosisch-sudafrikanischen Konsortium. Es wird geschatzt, dass der Gautrain bis 2009 etwa 33.000 Arbeitsplatze schafft.24 Zuge werden 18 Stunden am Tag mit einer Reisegeschwindigkeit von 160 km/h verkehren, mit einem veranschlagten Fahrgastaufkommen von 135.000 pro Tag. Fur den Zubringertransport von und zum Bahnhof und zu nahe gelegenen Zielen werden Luxusbusse bereitstehen.Es wird 10 Haltepunkte geben, 3 davon unterirdisch. Der unterirdisch gefuhrte Streckenabschnitt wird 14 km lang sein und an manchen Stellen bis zu 96 m unter der Oberflache verlaufen.Die erste Phase, der Abschnitt zwischen dem Flughafen, Sandton und Midrand, wird rechtzeitig zur Fifa Fußball-WM 2010 fertig gestellt. Die Fertigstellung der zweiten Phase ist fur 2011 vorgesehen.Flughafen und FluggesellschaftenÜber 50 Fluggesellschaften mit 230.000 Landungen und uber 33 Mio. Passagieren pro Jahr verkehren an den zehn sudafrikanischen Hauptflughafen. Dazu gehoren auch die drei wichtigsten internationalen Flughafen Johannesburg, Kapstadt und Durban, sowie die Flughafen Port Elizabeth, East London, George, Kimberly, Upington, Bloemfontein und Pilansberg.21 Fluguberwachungszentren uberwachen den Betrieb von 145 lizenzierten Kleinflughafen mit asphaltierten Landebahnen und mehr als 580 Flugplatzen mit unasphaltierten Landebahnen.Die halbprivatisierte Gesellschaft Airports Company South Africa (Acsa) ist fur die Koordination der Infrastrukturerweiterung auf den Flughafen des Landes zustandig.2007 legte Acsa den Entwurf fur ein funfjahriges Kapitalaufstockungsprogramm im Werte von fast 20 Milliarden Rand vor, um die Flughafen auf die neue Flugzeuggeneration vorzubereiten und um das Passagieraufkommen bewaltigen zu konnen.Der Johannesburger OR Tambo International Airport ist Afrikas meistfrequentierter Flughafen mit ca. 8,9 Mio. Passagieren pro Jahr. Er wurde 2007 vom Airports Council International zum besten Flughafen des Kontinents gekurt.Cape Town International mit 3,8 Millionen Passagieren pro Jahr wurde zum fuhrenden Flughafen Afrikas gewahlt und erhielt uber sieben Jahre in Folge die Auszeichnung World Travel Award.South African Airways, Sudafrikas nationale Fluggesellschaft, fliegt uber 700 Stadte an (darunter 20 Ziele in Afrika) und bietet Wartungsdienstleistungen fur eine Vielzahl von anderen Fluggesellschaften in der Welt.Letzte Aktualisierung: September 2008SAinfo reporter. Quellen (Englische Websites):Standard Bank: Economic Profile: South AfricaSouth Africa YearbookDepartment of TransportTransnet National Ports AuthorityCoega Development CorporationTransnet Freight RailSouth African Rail Commuter CorporationGautrain Rapid Rail LinkAirports Company South AfricaSouth African Airwayslast_img read more

Loss Prevention: Staying Connected to His LP Field Organization

first_imgIn LP Magazine‘s November-December 2015 issue, Mike Silveira, vice president of loss prevention at CVS Health, discusses how he began his career as a store detective at Ames Department Store. Working his way up the career ladder with Home Depot before moving to CVS gave him a great appreciation for all levels of the organization, which to this day makes him want to stay connected to the field even as he heads the LP function at corporate headquarters.“Despite our very effective field structure, I also think it’s important for me to personally get out in the field regularly to keep close tabs on what’s happening in the stores and what’s happening in the market,” he told James Lee, LPC, LP Magazine’s executive editor. “I’m the kind of leader that likes to be involved, likes to understand the details, and knows the importance of sticking close to the stores.”What advice does Silveira give young people about moving forward in their careers? “I think what’s most important is to have a good work ethic. And that includes the professional life of a driven person balanced with home life,” Silveira said. “There’s a tremendous amount that you need to learn before you take on a leadership role. It’s very important to be patient. Learn as much as you can about the industry – the roles, strategies, techniques, organizational structures, and the business side of the house. Understand budgeting, forecasting, and shrink budgeting for the front of the store as well as for anything specialized the company does, such as the pharmacy in my case and the many facets of the Caremark side of the business.”- Sponsor – He added, “I think being innovative and reinventing yourself every years is also a key component. Being an outstanding leader, who is fearless and willing to take risks, is also an extremely important attribute that helps you succeed in this industry.”Read more of Lee’s interview with Silveira as they take a close look at the challenges and opportunities inside the drug-store retail segment. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox.  Sign up nowlast_img read more

Real-World Lessons from Hostage Situations

first_imgLate in August 2017, on a trendy stretch of one of America’s most iconic streets—King St. in Charleston, SC—a fired dishwasher returned to the restaurant where he had worked and shot and killed a former coworker. Announcing, “There’s a new boss in town,” he took another person hostage for several hours until police shot the suspect, critically wounding him.Active shooter events are more common, but workplace hostage situations do occur. In a recent security industry webinar, representatives from the Arapahoe County (CO) Sheriff’s Office said it’s important for an organization’s active shooter planning and training to account for the possibility of a hostage scenario. The two are closely linked, they noted. Hostage events can become active shooting incidents and, conversely, active shooting events can become hostage situations.[text_ad use_post=’125303′]- Sponsor – Although it’s often left out of active shooter training, the officers said it’s important for company protection leaders to cover the actions employees should take in a hostage scenario. They said it’s critical to stress the distinction between the two types of events because how employees respond—and whether they remain safe—depends on it.Trying to escape during an active shooting may be lifesaving, but during a hostage situation, it is likely to cause a situation that is typically resolved peacefully to turn deadly.Some training points:The longer the situation goes on, the better the likelihood that law enforcement will resolve it. Do not lose hope.Do not speak unless spoken to; don’t argue; don’t make suggestions. Do not antagonize the hostage-taker.Make eye contact unless told not to. It’s harder for a hostage-taker to hurt someone with whom they’ve made eye contact.Leave if threatened and told to leave. A store manager should not insist on staying with other hostages, for example.Be observant. If released, you may be able to provide law enforcement with useful information.Try to remain calm. If a hostage-taker is armed with a “bomb,” keep in mind that such devices are typically designed to instill fear and are not usually capable of causing great harm and are typically not as dangerous as victims are likely to think.When rescued, be aware that you may be placed in handcuffs until everyone is identified.Real-World Lessons from Hostage SituationsFrom actual hostage-taking incidents, including one at Discovery Channel when a radical environmentalist, angry at its programming, took several employees hostage at its corporate offices, here are some additional actions that retailers might consider.Conduct annual evacuation drills at main corporate offices, have a defined process for sending out timely communication with instructions on how to exit the building, and pre-assign to each floor a captain to lead emergency evacuations. A representative from Discovery Communications said its staff’s proper execution of the building evacuation plan was critical to keeping staff out of harm’s way.Think about how you would be able to watch and share video from inside your building. Discovery’s security team was able to make live video from internal building surveillance cameras available for police to watch during the course of the siege, information that helped law enforcement successfully conclude the incident. (The suspect was killed, and no hostage was injured.)Keep a record of threats and assess the need to investigate. If a disgruntled customer sends a retailer a threatening note, he or she may just be blowing off steam. But it could also be a precursor to something more serious.In the incident at Discovery Channel, company personnel were aware of the individual who took hostages at their office building. Two years prior, the man was arrested for creating a disturbance outside the building, and had been instructed by a court that he would be jailed for up to 60 days if he came within 500 feet of the building. He also had published a manifesto listing his “demands” regarding the channel’s television programming.After the incident, a Discovery spokesman told the Washington Post that the company was “aware of him but did not take his threats seriously.” Andrew Milne, senior counsel at Garson Claxton LLC, told the Washington Business Journal that companies should maintain a record of any hateful comments by people with issues toward a company or its employees. If you don’t maintain records of such communications, it’s impossible to identify when an individual is persistent or when animosity appears to be escalating, he said.Provide LP and store managers with de-escalation training—it can be critically important. In a hostage event at a community hospital near Fort Stewart in Savannah, GA, staff response was vital in the peaceful resolution of a hostage crisis. Two hostage victims, a nurse practitioner and a technician, were credited with calming the gunman until professional hostage negotiators arrived.“Working together, they maintained the situation, kept the gunman out of the territory where he could harm someone else, and bought time for someone else to get there,” Brig. Gen. Jeffrey Phillips, a senior Fort Stewart commander, told the Associated Press.This post was originally published in 2017 and was updated September 4, 2018. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox.  Sign up nowlast_img read more

Security: Shifting Left to Bake in Effective Security

first_img“It’s true that everyone should care about the security of the application or service they’re building, but people will continue prioritizing the work that’s right in front of them unless they are incentivized to do things differently. That’s why security needs to be prioritized from the top of the organization. That’s also why it needs to be built into the entire software delivery lifecycle,” a 2019 DevOps security report by Puppet, CircleCI and Splunk stated. “Shift Left security” is the idea that security should be considered and integrated into software during the development cycle, rather than as an afterthought much later. The rationale is that security issues are avoided much earlier during development when it is easier to make architectural and code changes. The cost of code changes grows during each step of development and test. Rani Osnat, VP of product marketing at Aqua Security, said that “what’s happening is that developers are developing more applications faster and delivering code faster than security can catch up to. That’s something where really the only way to address it is not to just give more work to security, but to move some of the burden to the developers in using best practices to secure applications when they are developed. “last_img read more

Lukaku: ‘Very important penalty’

first_imgRomelu Lukaku admits his stoppage-time winner was “a very important penalty” for Inter to get the points in Bologna. The Belgian had already tapped in the equaliser after a deflected Roberto Soriano opener. “This was a very important penalty, as we simply had to win today,” Lukaku told Sky Sport Italia after the 2-1 victory. “Bologna played with a lot of intensity and impressed me today, but we had a good team mentality and I’m happy. “I’m pleased to have had such a good start, but I am 26 years old and I need to grow every day, along with the whole team.” Inter have at least temporarily gone top of the table, awaiting Juventus against Torino in the Derby della Mole tonight. “I am not interested in Juve’s results. What’s important to me is that Inter win. We won today and that’s what matters.” Watch Serie A live in the UK on Premier Sports for just £11.99 per month including live LaLiga, Eredivisie, Scottish Cup Football and more. Visit: https://subscribe.premiersports.tv/last_img read more

Captaincy role was a surprise for me, says Ajinkya Rahane

first_imgAjinkya Rahane admits he was stunned to be named India captain for their upcoming Zimbabwe series, after being dropped just a week earlier, and while he plans to draw inspiration from past skippers he also wants to make his own mark on the team.Rahane, who averages a tad over 30 in one-day internationals, played the first of India’s three-match series against Bangladesh at Mirpur and scored nine off 25 balls as they went down by 79 runs.He was dropped for the next two matches, with regular captain Mahendra Singh Dhoni saying the 27-year-old’s batting was more suited to pitches offering more pace.But that did not stop India from putting Rahane in charge of a second-string squad for this month’s tour of Zimbabwe for three ODIs and two Twenty20 internationals while resting Dhoni and a host of other senior cricketers.”The decision of naming me captain did come as a surprise because I wasn’t thinking about captaincy ever,” Rahane, who has played 55 ODIs, told the Indian cricket board’s website (BCCI.TV). “I didn’t know how to react when I heard the news.”Once the news slowly began to sink in, I became really confident of handling this new responsibility.”The 2-1 ODI series loss was India’s first to Bangladesh, and another loss against Zimbabwe would not go down well with the country’s cricket-crazy fans despite the lack of senior players in the touring party.Rahane, a regular in India’s test side, has had the opportunity to play under Dhoni, new test captain Virat Kohli and also former skipper Rahul Dravid while playing for the Rajasthan franchise in the Indian Premier League.advertisementHe said he would tried to emulate different qualities from all of them.”Firstly, playing under MS Dhoni I would observe how he would be calm on the field. He has a very peculiar and calm way of handling situations,” the Mumbai batsman added. “I would like to take that quality from him.”What I would like to take from Virat Kohli would be controlled aggression. You can see that quality in his batting and his captaincy.”And finally, Rahul bhai is someone who likes to keep things really simple on the field, which I got to know while playing under him with the Rajasthan Royals.”Having said that, I have my own set of ideas and I know what I have to do on the field.”last_img read more

4 days agoEx-Inter Milan president Moratti: I’d re-sign LA Galaxy striker Ibrahimovic

first_imgTagsTransfersAbout the authorCarlos VolcanoShare the loveHave your say Ex-Inter Milan president Moratti: I’d re-sign LA Galaxy striker Ibrahimovicby Carlos Volcano4 days agoSend to a friendShare the loveFormer Inter Milan president Massimo Moratti says he’d re-sign LA Galaxy striker Zlatan Ibrahimovic.Inter need a new striker after losing Alexis Sanchez to a three-month injury layoff.“Maybe I’d have done something so crazy,” Moratti, referring to Ibra, told Sport Mediaset.“Having said that, there’s a balance that needs maintaining and the players already there have to be respected.“In these cases, all these situations have to be considered.” last_img read more

De Beers ups pressure on Attawapiskat Chief Spence to end diamond mine

first_img(The Attawapiskat ice road blockade on Wednesday. Photo courtesy of Jonathan Nakogee)By Jorge Barrera APTN National News ATTAWAPISKAT–De Beers is pressuring Attawapiskat Chief Theresa Spence and her band council to bring an end to a four-day blockade of a winter road leading to the company’s Victor diamond mine in northern Ontario.In a letter delivered to Spence on Tuesday, the law firm retained by De Beers says the company would be seeking an injunction against the blockaders Wednesday morning.“As the leaders of the community, we urge you to use best efforts and to take appropriate steps to ensure that this unlawful activity cease immediately,” says the letter, signed by Fasken Martineau lawyer Tracy Pratt.De Beers Victor mine manager James Kirby has said the blockade could force the diamond mine to shut down. The mine depends on the ice road to stock up its fuel supplies and to ship up machinery and replacement parts too heavy to fly into its airport.The blockaders said Wednesday they had been told by a De Beers employee that the OPP would arrive at the site sometime Wednesday. As of early evening the OPP had not yet appeared.The ice road, which leads to the De Beers mine has been blocked for a total of eight days over the past two weeks. A previous blockade ended this last Thursday.De Beers pays for the construction cost of the about 400 kilometre road from Moosonee, Ont., to the Victor diamond mine, which sits about 90 kilometres west of Attawapiskat.The blockades have been driven by a number of grievances ranging from personal, past employment and pay issues with De Beers, to the lack of housing in the community, the need for compensation over the loss of traditional traplines and burial sites along with overarching environmental issues.The blockaders have also expressed concern over an impact benefit agreement (IBA) between Attawapiskat and De Beers which they believe fails to give the First Nation a fair cut of the riches contained on their traditional territory.The core of the current blockade has been maintained by about four families. The numbers at the blockade site also fluctuate throughout the day.De Beers spokesman Tom Ormsby, however, claims the blockaders are driven only by personal issues.“The blockades this year have originated from a small group of individuals with very specific individual concerns, mostly about employment, training and compensation for pervious work,” said Ormsby.Ormsby denies the issues are “rooted” in the IBA.Ormsby also denied De Beers was looking to have Attawapiskat dip into its IBA-linked trust fund to pay some of the compensation claims issued by the blockaders.“De Beers is not ‘looking to use the Trust Fund money’ for anything, as De Beers does not manage the Trust Fund nor have access to it,” said Ormsby. “The Trust Fund and the parameters around the use of the Trust Fund were set up by Attawapiskat First Nation, who own and administer that account. De Beers’ only role is to direct payments into the Trust Fund per the schedule in the IBA.”De Beers has transferred $10.5 million into a trust fund for Attawapiskat as of January 2011.Attawapiskat gets about $2 million a year from the mine.The trust fund was created to provide funding for Attawapiskat into the future.The mine had also generated $448 million on gross revenues by the same date, according to a De Beers PowerPoint presentation on the IBA.De Beers says it has invested about $1.022 billion of capital costs into the mine.De Beers currently says about $325 million worth of contracts have been awarded to “solely owned or joint venture companies run by the community” since construction began. Though some in the community dispute the number accurately reflect the reality on the ground and some question the make-up of some of the joint ventures.De Beers says in its PowerPoint that a blockade in 2009 cost it $3.5 [email protected]@JorgeBarreralast_img read more