Power and engine multinational Cummins aims to grow its presence in Southern Africa, including Botswana, Zimbabwe, Zambia and Mozambique, says Cummins Southern Africa MD Thierry Pimi.

The key industries for Cummins in the region are the mining, power generation and automotive industries, as well as the supply of components and technical support to customers, and the company is optimistic about growth in the region and more broadly in Africa, he adds.

“We are aiming to grow fairly aggressively, and will leverage our $3-million regional distribution centre as an anchor for our operations to meet anticipated demand in Southern Africa and Africa. We are also consolidating our presence in Mozambique – opened in 2014 – and in Zimbabwe – which opened in 2008.”

Cummins has more than 600 employees in South Africa, and notes that its growth strategy over the past 70 years has always remained developing local talent to serve its customers in the country, and thus ensure expert support is always available.

“Our people are our strength. No matter how good the products we make around the world are, we must have the people to support the brand to the same international standards and represent the company’s culture and work ethic wherever our customers are. This is the crucial role the people in our distribution businesses play,” says Cummins Africa and Middle East distribution MD Rachid Ouenniche.

Cummins entered the African market in 1946, in Morocco. However, the contract to establish the South African dealership, which was only set up after Morocco, was signed first, he details.

The first workshops in South Africa were established in Benoni and Bramley. The company moved to its current location in Kelvinview, Johannesburg, in 1982.

“Cummins is 98 this year and I firmly believe, having been with Cummins for 18 years, that it is our people that uphold our culture and the standards, integrity and diversity for which the brand is respected,” he says.

When Cummins enters a country, it aims to have a workforce that reflects the diversity of the local population of the country and Cummins’ workforce diversity, which includes its leadership teams in the countries. This enables Cummins to have a much deeper understanding of the local market than it would have otherwise and to appreciate the complexity of doing business in those countries.

“Part of our strategy is to develop local talent to represent and eventually to lead our businesses, and our success is ensured by a strong local employee base,” says Ouenniche.

Pimi agrees, noting that the company’s strength is reflected by the dedication of its staff. He points out Phistos Katisi, who has been with Cummins South Africa for 46 years, and George Lymberopoulos, who has been with Cummins South Africa for 41 years, as examples of leaders in the local organisation who exemplify the culture of the company.