‘In many instances, plastics are viewed as the enemy and the alternative materials lobbied can be more costly and damaging to the planet. Lifecycle analyses offer more accurate views of different packaging substrates and product applications,’ Jacques states.
He concedes that moving across from the Ferro Group’s ceramics subsidiary with one main customer to the masterbatch subsidiary, which has more than 1 500 customers on its books ranging from small independents to large manufacturers, has been an adjustment. ‘Both sets of customers want the same thing though, a good quality product for the right price. Ferro as a group doesn’t distinguish between small and big customers; we provide the same levels of service and quality to all our customers.’
To date, the biggest challenge for Jacques and his team (and everyone in plastics extrusion) has been load shedding. ‘I think there needs to be more dialogue with government around how to structure load shedding because it’s too costly to stop and start machines during the shorter cut-off periods and most manufacturers opt to rather not produce anything.’
At Performance Colour Systems’ production site in Vulcania, Brakpan, all the facilities within a 3km radius are working together as a group to negotiate a power curtailment agreement because there are around
1 500 jobs at stake. ‘It’s too costly to run the production solely off solar and generators and we can’t pass those costs on to our customers, who are in the same position with their customers,’ Jacques reports. ‘And it’s the smaller businesses, such as those producing 1 000 bags/day from their backyards, that can’t afford to stop production, but also can’t afford to run it off a generator. These businesses may have two or three employees, who, in turn, support another 10 or 15 people and can’t afford to lose their jobs.’
According to Jacques, these operating conditions create opportunities to assist plastic product manufacturers with new additive and masterbatch technologies that help them run more efficiently and at reduced cost levels. ‘Additionally, it forces us to re-examine how we can make our operations more efficient and less power intensive and put the necessary processes in place to enhance production flexibility. This requires engaging with the unions to change from an eight-hour shift to two four-hour shifts, for example,’ he explains.
Jacques adds that Performance Colour Systems spends a lot of time and money on technology and servicing customer needs and believes in being a responsible seller. ‘Businesses that buy from irresponsible or unscrupulous suppliers are hurting their own operations and the industry in the long-term,’ he emphasises. ‘Customer support is currently more important than ever, given the raw material supply chain challenges that the entire plastics production value chain has been facing during the past few years.’
Sustainable practices, skills development
‘PERFORMANCE COLOUR SYSTEMS prefers a flat management structure with one person, rather than many people, looking after everybody and encouraging accountability among every employee on the production floor,’ explains MD Jacques Vally. ‘We assigned more responsibility to our two production supervisors after the production manager resigned a few months ago. It wasn’t a problem because we’ve worked hard over the past two years to build up the right systems to help run the factory in the most efficient manner possible.’
This approach complements Jacques’ leadership style and the group’s business ethos, which is centred on accountability, candour and quality. ‘I aim to build a sustainable business that’s run responsibly for the next 20 or 30 years and to inspire our younger employees to better themselves,’ he says. ‘We encourage them to motivate for and apply to improve their skills across any aspects of the business development spectrum. If someone wants to become an electrician for instance, we will send them on the necessary course(s) to learn this trade.’
