CEO Magazine Vol 15.3 by CEO Global Group

ceo

celebrating excellence in organisations Vol 15 No 3 - 2016

BMW 7 Series Innovation & Sophistication

Smart Ports Fast track Africa's growth

Going Global Harness a network

work

A CITY AT

Councillor Mpho Parks Tau, Executive Mayor, City of Johannesburg

MUSIC SPEAKS TO MARKETS.

SOUTH AFRICA’S LEADING MUSIC MARKET DEVELOPMENT CONSULTANCY

sjn-agency.com info@sjn-agency.com

Pollution

Pollution is the contamination of the environment as a result of various human activities. Broadly, it refers, primarily, to the fouling of air, water, and land by wastes. The 20th century has seen pollution approach crisis and epic proportions throughout the world. But daily, every industry company or individual can do more to drastically reduce the various forms of pollution.

1million seabirds are killed by Over

Six billion

plastic waste per year

kilograms of garbage, mostly plastic, is dumped into the

worldâ&#x20AC;&#x2122;s oceans every year.

100 000

The SOOT AND SMOKE

Over

creates deadly indoor pollution and

are killed per year

from indoor cooking fires in undeveloped countries

kill as many as

2 million

annually, which is a higher death rate than for malaria.

sea mammals and countless fish

pollution.

South Africa is ranked

30th in the world for bad air quality South Africa is currently the biggest source of emissions in Africa. An estimated

Areas with the worst air pollution in SA are the

Highveld, Vaal Triangle & Waterberg.

1 000 children in India die EVERY DAY due to disease caused by

polluted water.

EDITORSNOTE

EDITORâ&#x20AC;&#x2122;S

note Reality

Check

think there is hardly a business executive in any medium sized and bigger company who will deny that their business operates in complex and interconnected environments. In some cases, the ongoing functioning of a business is premised on this very complexity and the fact that people keep believing in it. It is, I suppose, as it should be. The complexity feels real for the people that need to wrestle with it on a daily basis and the economic effects of performance or nonperformance are also very real. Very often all of this is amorphous and one is unable to reach out and touch or even effectively manage this complexity.

However, you can be sure it is real and it can hurt if you underestimate its potential impact. One only has to consider what has happened to our local currency since the departure of Minister Nene. The economic impacts have been far reaching and real, but they happened because of what we think to be real, or expect to be real in the future. Clearly, there is no time like now, for the powers that be to get real and address the challenges to ensure all South Africans have a real chance at building a future in our country.

Valdi Pereira

The economic impacts have been far reaching and real, but they happened because of what we think to be real, or expect to be real in the future.

CEO 2016 Vol 15.3

INSIGHTS

JasonXenopoulos

Jason Xenopoulos, Chief Executive Officer, NATIVE VML

he global shift to customer centricity, which was largely precipitated by the emergence of a new digitally empowered consumer, has forced businesses to rethink every aspect of their offering. With zero-to-hero gamechangers like Uber and Netflix disrupting industries and knocking established market leaders from their pedestals, no brand can afford to simply continue with business as usual. To survive over the long-term, businesses have to reorientate themselves around their customers. This is often easier said than done. Being customer-centric doesn’t simply imply a high level of customer service – it demands that products and services be designed around deep consumer insights and be brought to market in a way that services customer needs – even if this means changing the way your company operates. Digital technology can facilitate this transformation. When considering how to apply digital marketing to your business, don’t ask yourself what it is that you are trying to sell; ask yourself how you want to grow as a company. Digital channels are not simply a means to create awareness or engagement for your brands, for they offer you new ways of designing and delivering value to your customers. Over

Putting Your Customer at the Centre

Focus on Jason Xenopoulos

Digital media reinvented marketing, and now it is reinventing business. The question is no longer whether or not you should be using digital channels as part of your marketing mix, but how digital channels will reinvent the customer journey in your industry. When digital marketing began 20 years ago, the focus was on using the Web, and later social media and mobile, to promote brands and sell products. Today, digital marketing is at the centre of a dawning age of business transformation.

the past 20 years, digital technology has helped to shift marketing’s focus from awareness to engagement… and now it is giving rise to a new generation of integrated and intuitive customer experiences. In a seminar at Cannes two years ago, Contagious magazine advised marketers to think of their brands as operating systems. “A brand is no longer a badge worn by a company,” they said, for “it is an interface through which the lives of ordinary people can be made better”. This is profound advice. If you can transform your brand from a badge into an operating system that enhances the lives of your customers, chances are those customers will choose your brand.

CEO 2016 Vol 15.3

CONTENTS 10 LEADINGedge Under the leadership of Mayor Parks Tau the City of Johannesburg is a leader in developmental governance and can be placed on par with global cities such as New York in the United States. He says the city manages its finances in a manner that is expected of them by its residents - and also by those who have investments in the city

REGULARS 2 Your World Unravelled 3 Editor’s Note 5 Insight 8 Flip Side 16 On Point 34 What’s Hot or Not

Focus on Excellence 68 Gina Din-Kariuki Leading the Way

70 Kalusha Bwalya Making Goals Happen

72 In Conversation With

STATEyourCASE

INtheKNOW

20 EWSETA

37 Higher Education in for Technology Shake Up

Investing in the Skills needed for Energy and Water

SUPPLYworx 24 Going Global? Harness a network

26 Sideways Move A Solid Bet for Young Guns Eyeing the Top Job

28 How Technology and Smart Ports Can Help Fast Track Africa’s Growth Technology creates efficiency

30 Multi-pronged approach to combating Africa’s Skill Shortage Tackling the problem at many levels

32 Review Your Risk Exposure Currency depreciation brings risk

CEO 2016 Vol 15.3

Gartner Forecasts That Worldwide Higher Education Sector Spending Will Grow 1.2 Per Cent To Reach U$38.2 Billion In 2016.

54 16 16 On Point

In today’s times, customers are very much aware of their rights. Whether or not a frustrated customer is standing in a long bank or retail outlet queue -- be this in South Africa or even in the bustle of Paris -- one is bound to hear someone shouting “customer service please!”

40 Leadership In A Crisis … Have You Got What It Takes? A Crisis Is Defined As A Time Of Difficulty Or Danger.

42 Navigating African Business Is Easy – With the Right Partner Africa’s Growth Is Skyrocketing, Driving a Previously Unseen Business Interest and Investment on the Continent.

44 What Would Steve Jobs Do? I Have Always Been A Great Admirer Of The Apple Company And Steve Jobs For Their Innovation And Design Capability.

GLOBAL Expand your business Horizon

LIFEstyle 52 Woodhill Residential Estate and Country Club Golf Packages Tailor-Made to Your Explicit Needs

54 BMW 7 Series Innovative & Sophistication

L’Avenir Launches a Cutting Edge Conferencing Centre in the Winelands

62 Toyota Hilux The New Toyota Hilux Tougher Than Ever and Comfortable Too

48 Graduates Today, Leaders Tomorrow EWSETA and SANACO join forces to train learners.

Director: Strategic Development & Editor in Chief Valdi Pereira valdip@ceomag.co.za

General Manager: Global Services George Wepener georgew@ceomag.co.za General Manager: Global Media Services Channette Raath channetter@ceomag.co.za Manager: Business Development – SADC South Bruce Nimmerhoudt brucen@ceomag.co.za Anne Anderson annea@ceomag.co.za Manager: Office of the Chief Executive Nadine Aylward nadinea@ceomag.co.za Team Leader: Continental Programmes Pule Mahodi pulem@ceomag.co.za Continental Project Administrators Sylvia Houinsou sylviah@ceomag.co.za

46 Let Women Give SA’s Financial Recovery a Rock-Solid Foundation The growing turmoil in international financial markets is a stark reminder that despite progress in transformation over the past two decades, women remain particularly vulnerable economically.

Chief Executive Annelize Wepener annelizew@ceomag.co.za

Director: Corporate & Financial Services Carl Wepener carlw@ceomag.co.za

60 L’Avenir

Publisher CEO Global (Pty) Ltd Tel: 0861 CEO MAG Fax: (012) 667 6624 Tel: 012 667 6623 info@ceomag.co.za www.ceomag.co.za

Rumbi Chanda rumbic@ceomag.co.za Journalist Andrew Ngozo andrewn@ceomag.co.za Manager: Corporate Support Raymond Mauelele raymondm@ceomag.co.za Client Development Administrators Winston Williams winstonw@ceomag.co.za

46 62

Client Liaison Officer Cobus Kramer cobusk@ceomag.co.za Receptionist Wilheminah Nchwe wilheminahn@ceomag.co.za Office Assistant Minah Mahlangu minahm@ceomag.co.za Security Guard George Mbana

* No article or part of an article may be reproduced or transmitted in any form without the prior written permission of the publisher. The information provided and opinions expressed in this publication are provided in good faith but do not necessarily represent the opinions of the publisher or editor. All reasonable efforts have been made to ensure the accuracy of the information contained in this publication. However, neither the publisher nor the editor can be held legally liable in any way for damages of any kind whatsoever arising directly or indirectly from any facts or information provided or omitted in these pages, or from any statements made in or withheld by this publication.

CEO 2016 Vol 15.3

FLIPSIDE

The death of the founder and former CEO of Chesapeake Energy, Aubrey McClendon may one day make an interesting footnote in the history of the shale gas boom in the USA. Widely hailed as a mercurial and high energy (no pun intended) entrepreneur, who played a leading role in developing the shale gas sector. His death comes at a time when energy producers are feeling the pinch and it seems like their woes may be setting in for a long time. Could his death portend a shift in fortunes within this industry?

Pizza Cake

At a Loss

If we are interpreting the Euromonitor International data with respect to the world pizza market correctly. Then Africa is potentially a good place to be if you are pizza purveyor. While the market is only about 4 Billion USD compared to the 50 billion USD in Europe, the growth rate is close to 17%, compared to 0.14% in western Europe. Now is probably a good time to get a slice of the action

Form over Substance Generally we try not to make comments on global politics. However, one can hardly ignore the potential spectre of a Donald Trump presidential campaign. Aside from gutting the GOP (if he wins the nomination uncontested he may even fillet the party) the sheer visceral tone of his campaign has been astounding. His approach has exposed some very raw nerves in American society and it is going to take one heck of a politician to start relieving the pain come January next year.

CEO 2016 Vol 15.3

Na Zdorovie (Nostrovia!) From the land that brought you Aeroflot - one of the oldest airlines in the world - comes news of plans for a real life Jurassic Park. Apparently scientists in the northern city of Yakutsk are seeking ways of cloning the DNA from the carcasses of ancient animal species that are now becoming accessible thanks to melting permafrost. The technology exists, so we reckon anything is possible. After all, Aeroflot is still afloat or should that be airborne?

Focus

People You would think that Germany has enough on its plate, what with the Volkswagen scandal and the migrant crisis. Apparently not â&#x20AC;&#x201C; a fair amount of column inches was recently dedicated to the apparent demise of the neck tie amongst senior executives. Yes, indeed folks. From Daimler to Bosch and even Siemens, German executives have shunned the neck tie in favour of a more relaxed look. Heaven forbid! What next? Sauerkraut and sushi.

Around we GO

One can say what you want to about golf but there is no denying a sport that has been around since the 15th century, deserves some respect. However, since the turn of the millennium the stately old game has been under pressure. In the USA for instance the number of players has dwindled by some 5 million. Across the globe there appears to be either stagnation in player numbers or a decline. The reason: mostly time constraints. The solution: easier courses, less stuffiness from club elders and the introduction of hybrid sports. All a bit of long shot we reckon. *some of the images were obtained from freepic.com

LEADINGEDGE - City of Johannesburg

A City at Work by Samantha Barnes

City of Johannesburg Executive Mayor, Councillor Mpho Parks Tau is the second democratically elected leader of Africaâ&#x20AC;&#x2122;s wealthiest metropolitan municipality. He leads a city with the highest population in South Africa - at about 4.8 million. Mayor Tau, who is a University of London alumni with a Masters in Public Policy and Management, has a credible track record that clearly demonstrates the impact of his leadership since taking up office in 2011. Under his leadership the City of Johannesburg is a leader in developmental governance and can be placed on par with global cities such as New York in the United States. Mayor Tau is a member of the C40 Climate Change Network Steering Committee and Co- President of the Metropolis network, which seeks to build resilient and sustainable cities amidst the pressures of urbanisation and climate change. Congratulations on the City of Johannesburg achieving a surplus of R3. 9 billion for the financial year 2014/2015. To what do you attribute this impressive achievement? It is really about being focused and dedicated to prudent financial management in terms of the objectives we seek to achieve under our financial development plan and infrastructure capital expenditure. We set out to invest R100 billion in infrastructure over 10 years. The city financed part of that through the management of our capital budget. Our cash coverage ratio is very important. We are keeping an eye on our ratios by being dedicated and focused.

In the last financial year, the city spent 94% of its record R10.1% billion approved capital budget. This is truly indicative of a city at work. How do you ensure that capital projects are implemented within the financial year of the allocation? We adopted a medium-term capital investment budget three years ago whereby we actually allocate our capital budget on a three-year-term and roll it out in subsequent years. This has enabled greater certainty in terms of planning and project preparation because for the long-term, some of our projects are on a larger scale. If you think about the investments we are currently making, the M1 and the M2 for example, these will take about 18 months to two years to complete. In this case, if the department has greater certainty in the two years, they can then confidently say they have resources allocated and two years to prepare better. Of course the city needed a lot of scaling up as we had to increase our capital budget from the initial R3.6 billion when we started in 2011 to the R10 billion that we are now talking about. The institution itself had to build the capacity to be able to spend that sort of money. You realise when departments initially struggle to spend the money that a 100% increase on the capital budget requires an increased level of capacity with a whole lot of specialised skills. We have also two years ago established a centralised office for capital investment planning so that we have an office that serves as a centre for engineering excellence. In this office we have a team of experts who are able to project and are able to ensure adequate preparation, and even provide support to the departments - and this has worked well for the city. In the past five years of your administration please share significant achievements. We have focused a lot of our attention on spatial transformation. We have placed on the agenda the Corridors of Freedom initiative. It is a very complex exercise because

We manage our finances in a manner that is expected of us by our residents and also by those who have investments in the city

CEO 2016 Vol 15.3

It is about improving the quality of life for residents, spending less time in commute and more time with family or other loved ones. Councillor Mpho Parks Tau, Executive Mayor, City of Johannesburg

it is about trying to restructure a city and building urban efficiencies in terms of the density that you have so you could observe more and more of our developments. It is not always easy; when you think about it â&#x20AC;&#x201C; for a city sparsely designed it means for every kilometre of pipe that you build, you supply fewer people in comparison to other cities because comparative cities with higher densities provide the same service for less. For us achieving that level of efficiency, is very important from a city management point of view, and also for the resident to be in closer proximity to opportunities. It is about improving the quality of life for residents, spending less time in commute and more time with family or other loved ones. You would see that our capital investment has more often been on the Corridors in areas like Empire-Perth, Turffontein and Louis Botha. We are investing in high density developments and currently applying for development around Paterson Park. It is about refocusing where the

developments take place so that you can achieve those urban efficiencies for both the city and also the residents. A city that functions better where people spend less time in cars, and are in closer proximity to where amenities in an urban system are â&#x20AC;&#x201C; like schools, entertainment, etc. This is what creates an urban landscape and proximity to that urban landscape improves the quality of life â&#x20AC;&#x201C; and that is what we are really trying to achieve through the Corridors of Freedom. And I think the fact that we have placed that firmly on the agenda and have also started a programme of implementation is telling of our intentions. We have also mobilised international finances. We have already received a grant from the Global Environment Facility (GEF) and they are also bringing in international experts through a United Nations programme. We also have on board the CSIR (Centre for Scientific and Industrial Research), the World Bank and the Development Bank of South Africa. We have both local and international support

CEO 2016 Vol 15.3

helping us define the programme and we are very excited – particularly as the past two years we have spent time with the UN Habitat which also provided technical expertise. We had the head of the UN Habitat, Jos Claus, dedicate his time to the entire Johannesburg team because he has bought into the agenda of transformation of our urban landscape. The city’s slogan is ‘We are a City at Work – Today is better than Yesterday and Tomorrow will be Better than Today’. How do you get all staff - whether they are customer service people or a plumber attending a leaking pipe or a city councillor - to buy into this vision: to take pride in their work and to work for the greater good of the city? One of the things we have tried to do earlier on in the term of office is having a meeting with the top 1 000 managers, out of a staff complement of 30 000 in the organisation, articulating where we would want take the city in terms of the Johannesburg Growth and Development Strategy and we got their input and keep them updated. Through them we were able to cascade the message across our staff. It is not as easy as

CEO 2016 Vol 15.3

LEADINGEDGE - City of Johannesburg

it sounds because different departments perform at different levels. You have those that have demonstrated the capacity to respond and improve efficiencies more than others, but we are focusing on enhancing internal communications. You create different sets of expectations and as I have said earlier, we are focused on our financial development plan. We have a different set of pressures, including that we continuously have staff who say ‘the city is rich and therefore we need better salaries’. Now we have more strikes of people essentially demanding higher salaries. We saw it recently with the JRA (Johannesburg Roads Agency) workers and also in December with Pikitup. We are currently engaging unions to say this is about the financial development plan. When we generate a surplus, we generate it for both purposes of managing our income statement and it is not just about simply increasing resources. If we bring in more people, as people assume it needs to be the case, we will not be able to achieve what we set out to in our financial development plan. We want to be an economic development catalyst and use the surplus to invest and grow the city. When we started, we were on par with other cities, but we made a decision to increase our surplus and can comfortably say now we stand right behind the province of KZN and Gauteng as the third highest spender of capital budgets in sub-national governments in the country. But that requires a particular level of discipline and belt-tightening in the organisation. We also do not make it easy for departments to recruit. It is not as automatic as people just saying I have a vacancy, I am going to recruit. You need to go through a panel and explain why the capacity is needed and why you cannot do it in a different way. It is that sort of discipline and managers themselves know what is expected of them and to be disciplined. You have to operate like a business because you are credit rated and listed, our bonds are listed on the stock exchange. You have to meet the requirements of investors, who have invested no less than R16 billion, which is pretty much the average value of our book out there. What important measures have you put in place to strive towards clean administration and to achieve the highest standards of corporate governance? We have a fraud hotline and one of the things we said about it is that it be administered by an independent audit firm. It is very important that one does not call and find another staff member, but have somebody who is an auditor and can make the necessary inquiries and determine whether the report is worth following up on and actually has the mandate and capacity to do so. That creates the level of independence to ensure we increase the accountability of the institution. We have also introduced a local Office of the Ombudsman, which is not adjudicated by any political representative, it serves as a public protector in Johannesburg. The office is independent and has direct access into the

institution. It was established in terms of a by law and for us this has been an important milestone – to be able to create those sort of institutions that increase accountability. EcoMobility, what would you like to emphasise about that? We hosted the EcoMobility World Festival in October 2015, it was very exciting. But we have always said it is a precursor to the future – we are looking into the future talking about how to ensure we can decongest the city. We are worried about the extent and level to which, in particular the Sandton precinct, is increasing in terms of office space and congestion. You would know that in Sandton we are building bicycle lanes and dedicated bus rapid transit system lanes. We are building counter-flow lanes between Sandton and other parts of the city so that you have fewer people having to literally be forced into their cars by offering alternatives. We are also building a dedicated pedestrian bridge between Wynburg and Sandton for safe walking and cycling. The EcoMobility Month was basically an introduction to the future that the city aspires to. It was about reducing congestion, which is an economic inefficiency, as there is a cost to congestion. It was also about the city’s commitment to the global community to reduce greenhouse gas emissions. We are very active in organisations that have committed to reducing emissions and contributing towards the overall climate change agenda. We are very active and vocal in that regard and in 2014 we made a commitment to reduce our gas emissions by 45% to 65%. Enabling people to use alternative modes of transport is a contribution to this, including walking, hence we need safer walking areas. Anything you would like to emphasis on the City of Johannesburg attracting new business into the city centre? The city centre is currently experiencing a major regeneration exercise. If you think about Braamfontein 10 years ago, to what it is now, it has become a major attraction. It is a youthful precinct. We have even established a network that enables free Wi-Fi connectivity in the area – particularly because it is a youth part of the city. We also, have areas like the Main Street Precinct, Maboneng and we have parts of the city that are beginning to experience development. Today alone in the stakeholder meetings I was in, we have had three investors who have come in saying they have taken over a building and this is what they are doing. The fact that in one day we engaged with three developers who are saying they are interested and this is what they are already doing, is exciting. But it also has to do with public sector investment – such as the bus lanes, improved infrastructure and sidewalks that we are improving. We are currently in discussion with informal traders about dedicated trading spaces so that we are able to create better sidewalks for people. We also have our CCTV cameras that we are recapitalising in our intelligence centre with smarter cameras that can do face recognition.

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LEADINGEDGE - City of Johannesburg

What has been the significance of the recent Fitch upgrade to the City of Johannesburg? The update was very exciting considering that November and December 2015 we had a difficult period as a country as we received – not a downgrade per se – but a negative outlook. Our rating as a sub-national government authority is always linked to the sovereign credit rating and so the fact that Fitch said we can increase or improve your credit rating and still give you a stable outlook is indicative of a lot of faith in the city. For us as a city it was affirmation of the fact that our focus on prudent financial management is yielding results. If you go to the report itself, it attests to the fact that we have been focused on the implementation of our 15-point financial development plan of the city and that is what is driving us – we look at the numbers very closely, we are not afraid when we need to tighten belts, we tighten belts. If we have to introduce haircuts on our budget, we introduce haircuts. I kind of focus on those kind of things all the time. We manage our finances in a manner that is expected of us by our residents and also by those who have investments in the city. What was the C40 Award the City recently won about? The C40 Cities Award in December 2015 was in recognition of the first municipality in the world to list a Green Bond – an initiative we did jointly with the JSE (Johannesburg Stock Exchange). We met with the JSE and gave them a proposal saying we would want to introduce a new instrument, which was the Green Bond, to finance climate change resilience, but also climate change adaptation initiatives. In its broader sense we looked at programmes such as investing in converting our sludge at sewage treatment plants to electricity. We now generate electricity from sludge in our sewage plants, we have started a conversion programme of our Metrobus fleet, of which 80 of them are now on a duel fuel system of compressed natural biogas and diesel. The vision is to completely convert to biogas so that we are able to create local fleet stock and bio-digesters at local level. When we went to the JSE and said we wanted them to take this instrument, these are the programmes we tabled. For example, if you look at space and climate change, Corridors of Freedom is very important because you bring people closer to where the opportunities are, then you get a smaller carbon footprint. It is about those programmes and we strictly had to justify the nature of the specific programmes for the Bond Fund. What the C40 did was to give Johannesburg recognition for its finance and development model. This was a first prize for a Green Bond by a city – and we are talking among C40 members that include New York and London.

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What opportunities are there for the youth of Johannesburg to be part of all this development? In June 2015 the city launched a youth programme called Vulindlel’eJozi, which is purely designed to break down barriers to opportunities for up to 200 000 young people in entry-level job placement, online education and entrepreneurship skills development. This was purely to ensure that while we develop as a city, we do not leave our young ones behind. A number of corporates have already come on board to avail opportunities for the youth and as a result 45 000

LEADINGEDGE - City of Johannesburg

It is a very complex exercise because it is about trying to restructure a city and building urban efficiencies.

000 opportunities have so far been secured and being matched to suitable beneficiaries. About 3 000 youths are already registered on the city’s Massive Open Online Varsity (MOOV) centres in six Johannesburg public libraries across our regions. We are aiming to open 11 centres in total. The programme has also partnered with the South African Maritime Safety Authority (SAMSA) to identify career opportunities for our youth in this sector. Ten young people from Orange Farm, far south of Johannesburg, recently completed training and will be taking off to the ocean at the end of March to explore various opportunities presented to them through the youth programme.

Vulindlel’eJozi is being rolled out in partnership with Harambee Youth Employment Accelerator, a non-governmental organisation that specialises in matching unemployed youth to on-demand job opportunities. More than 140 000 youth have registered for Vulindlel’eJozi to date on its mobisite www. vulindlela.mobi – and our aim and commitment is to assist them to reach their full potential. Johannesburg is certainly a city where the young lead the call for transformation, demanding the opportunity to work, to improve their lives, and become the best of what they can be. We are a city which knows that with just a little help, our youth are not the challenge some perceive them to be, but our greatest asset.

CEO 2016 Vol 15.3

Treating Customers

FAIRLY, OR NOT? by Terrance Mark Booysen and reviewed by Deon Francis

In today’s times, customers are very much aware of their rights. Whether or not a frustrated customer is standing in a long bank or retail outlet queue − be this in South Africa or even in the bustle of Paris − one is bound to hear someone shouting ‘customer service please!’

ore than ever before, successful businesses insist that their front line employees attend various customer training courses in order to improve their customer interaction. Indeed, their drive to improve customer services and their relations with customers is extended to the products and services intended for their customers. Increasingly, customer-centric organisations allocate enormous annual budgets to protect their markets, and these organisations deploy costly activities to measure their customer satisfaction indexes and retention strategies. The question behind these actions, supported by teams of internal and external marketing and product specialists, is not difficult to answer. Without a customer, there’s simply no reason for the organisation to exist. Compounding matters, the manner in which the internet has changed customer behaviour and their spending patterns has led to most businesses fighting to retain (or grow) their customer and market share. And as can be expected, this is where various governance and ethical practices have become highly questionable. There’s no doubt that a number of boards of directors who have their backs against the wall have issued instructions to their subordinates along the lines; ‘do whatever it takes to retain and grow the customer base’. With these instructions in mind, and knowing that many jobs may be on the line if the board’s wishes are not met, it’s little wonder that the board − who originally issued these instructions − don’t actually want to know what or how

ONPOINT

their employees responded to meet their demands. Needless to say, many employees will be forced to act ultra vires, breaking legislation and various forms of internal and external regulations in order to retain and or grow their customer base. Interestingly, the financial services sector in the United Kingdom (‘UK’) was the first industry sector in the world to adopt a more rational approach to understanding the legal rights and needs of customers. In a highly regulated industry − and being driven to demonstrate its practices of substance over form – the financial services sector across most parts of the world are now following a policy known as Treating Customers Fairly (‘TCF’) which started in the UK. TCF was first introduced by the UK’s Financial Services Association (FSA), now known as the Financial Conduct Authority (FCA). In the wake of the 2008 global market financial crash, the FCA was tasked to regulate the financial services industry in order to protect and improve the UK’s economy. The actions taken by the UK to insure − amongst other matters − that the rights of customers as well as the integrity of the market is protected, has been replicated in many countries, including South Africa. Because many customers were exploited by unscrupulous operators in the financial, insurance and credit markets, the gist of TCF focusses upon ensuring that customers are treated fairly. This includes insuring that all customer interactions are done on a transparent basis, and that the all too familiar complex sales and marketing pitches are completely abolished. Of course many lessons can be extracted from these invigorating activities now found in the financial services sector, who are intent on treating customers fairly. Expectedly, the same customer in the financial services sector may also be found in the retail, manufacturing and tourism sectors, to name just a few. One would hope that the captains of these sectors will adopt the same TCF ethos as their counterparts in the financial sector. But having said this, it does not require much stretching of the imagination to suggest that ‘stakeholders’ are broadly speaking ‘customers’ of any and all types of organisations. So when the organisation produces its annual integrated report, one may challenge many of these organisations to ask if they have truly treated their customers fairly when the information they have presented in these reports is not as accurate as it should have been. One must not forget that many potential investors, in other words customers, rely heavily on the information they are presented with in these reports prior to making their investment choices. As with the FCA in the United Kingdom, our own financial services regulator in South Africa, namely the Financial Services Board (‘FSB’), expects organisations to abide with the TCF policy and its associated legislation.

The FSB furthermore requires organisations to diligently monitor and audit their compliance in this respect. Treating customers fairly should be the priority of all organisations and, as such, value may be extracted by applying the TCF principles as a matter of good governance, not least also for sustainable business practices. Organisations will increasingly be expected to foster a culture of doing business in a way that will ensure customers get treated fairly, and that all the organisation’s actions, products and services are grounded upon ethical values. In order to embed a TCF culture within an organisation, it will need a ‘top down’ and ‘bottom up’ approach which must be entrenched throughout the organisation. Expectedly, the board must unequivocally support TCF which will flow through the organisation’s leadership structures, its strategy and decision making, its governance and controls, as well as it performance management programmes. As customers become more informed of their rights, allied with their increased powers and activism, boards of directors should be a lot more cautious when they instruct their employees upon matters which may have bearing upon their customers. So often is the case where employees are instructed to undertake certain tasks which amount to nothing less than greed and ‘making the numbers irrespective of the cost. ‘To retain and grow the organisation’s customers, organisations will need to become more customer-friendly, particularly as customers have become more demanding of qualitative treatment. Organisations that ‘claim to be customer-centric’ will need to refocus the manner in which they place their customers first, and this will have huge implications upon the organisation’s strategy which has traditionally been geared toward maximising shareholder value as a first priority, and the customer somewhere behind. Undoubtedly, TCF will force organisations to change their strategy by placing customers first; in other words, moving away from a product-centric approach to a customer-centric one. This will require a complete mind shift from the board, and even possibly replacing board members who have out-dated or greedy thinking. As more legislation and standards are written in favour of protecting the rights of customers, the last thing an organisation wants to do is ignore TCF. Customers are the heart and reason for business; ignoring TCF is a sure recipe for all kinds of disaster.

CEO 2016 Vol 15.3

ONPOINT

Lifestyle Inflation: make more, spend more by Pieter Coetzee, Regional Head, The Wealth Corporation

Mr Gray didn’t consider himself indulgent or frugal. He lived a comfortable lifestyle, splurged less than his friends, and saved what he could. One day, Mr Gray changed jobs and with the salary bump came longer hours and more stress. To compensate, he bought more takeaway coffee to wake him up after working late. He went on more expensive holidays more often to relax. He bought himself his dream car because ‘he’d earned it’. Sounds reasonable, right?

hile his new lifestyle didn’t land him in the red, it didn’t get him much further into the black either. His savings remained a by-product of his spending habits. Mr Gray’s behaviour is popularly known as lifestyle inflation: the more you make, the more you spend. A recent Brookings Institute study found that middle-class families in the US are twice as likely to live pay day to pay day as low-income households. The study referred to this as the ‘wealthy hand to mouth’ set. These people are typically welleducated high-earners and yet they have not established the savings safety net one would expect. Psychologists refer to our longing for bigger houses and cars over retirement funds and savings accounts as a

‘hedonic treadmill’, driven by a desire for greater luxury and indulgence. The desire to improve our economic and social position is typically referred to as ‘keeping up with the Joneses’. Research shows that it is not having more money that makes people more satisfied, but having more money than our peers. A feeling of entitlement to satisfy our immediate desires, given our labour, also spurs us to spend rather than save. Rewards aren’t a problem in themselves, but rewarding yourself to the extent that it significantly raises your lifestyle costs is. Eating out a little more often and buying a new car with high instalments are two ways of rewarding yourself that will have vastly different effects on your bank balance in the long-term.

ONPOINT

For an idea of the cumulative effects of the “little” luxuries we enjoy, consider the table below. If you invested the R784 that you spend in a month on a R28 double-strong, triple-tall cappuccino kick every day, you would earn, in today’s buying power: Term (Years)

Amount Invested

Present Value Proceeds

Enhanced Return

R94 080

R122 249

30%

R188 160

R323 593

72%

R282 240

R655 209

132%

R376 320

R1 201 385

219%

R470 400

R2 100 940

346%

Please note that these figures are based on a real return of 5%.

Countering lifestyle inflation is possible. Firstly, you should always keep your financial goals in mind. High income earners often don’t feel the need to increase their savings and retirement contributions with an increase in salary as they already have some money saved and treat the additional income as discretionary. However, as your replacement income in retirement is linked to your salary, it is important that your retirement contributions keep pace. For this reason, your retirement contributions should increase by the same percentage as your raise. The same goes for your emergency savings account, which should contain the value of between three and six months’ salary. Secondly, remember that your short and long-term goals are unique. They should be based on your income, your budget and your time frame. Your financial roadmap may not look like as fun as Mr Jones’, but remember that it will take you where you want to go — and Mr Jones may not be following a map at all! Thirdly, try out your desired lifestyle upgrades before you commit. Determine the additional monthly expense of the changes you want to make and try saving that amount for a few months. If you find you can comfortably get by, then you can make the changes with confidence. If you find you can’t, then you have succeeded in averting making a costly mistake – and boosted your savings to boot. Finally, make sure you leave room for some ‘me’ money. Try setting aside 10% of your salary boost for flexible rewards spend such as meals out, local holidays and new clothes. Be mindful that having the freedom to choose how you reward yourself can feel particularly satisfying while fixed monthly expenses (particularly on luxury items) can feel like a burden over time. Lifestyle inflation can be a very difficult thing to keep in check. Enjoy your raise, but ensure you raise your savings and retirement contributions in turn. As with any change in your personal circumstances, you should review your financial plan to ensure that you are still on track to meet your goals and objectives. That way, tomorrow won’t be something you dread, but something you welcome.

CEO 2016 Vol 15.3

STATEYOURCASE - EWSETA

Errol Gradwell, Chief Executive Officer, the Energy and Water Sector Education and Training Authority (EWSETA)

Investing in the needed for

Skills Energy & Water by Samantha Barnes

Imagine waking up tomorrow and being given this challenge: ensure that critical and scarce skills are urgently developed so that South Africa can supply reliable, sustainable energy and water. Consider everything that South Africans get hot under the collar about: from load shedding, soaring energy costs, tracking to water leaks and then address it through skills development and training .

CEO 2016 Vol 15.3

Enter a Champion This formidable challenge takes a strong and seasoned individual. In 2012 Errol Gradwell was appointed Chief Executive Officer of the Energy and Water Sector Education and Training Authority, otherwise known as EWSETA. His mandate: to focus on developing the skills required to provide electricity, renewable energy, oil and gas, nuclear and water services. Meeting these demands requires the tact of a diplomat, the tenacity of a freedom fighter, and the leadership of a visionary. Gradwell is ably equipped for the task, with master’s degrees in Political Economy and Counselling Psychology respectively. In his words, his credentials strengthen his ability to build “partnerships and stakeholder relationships.” He takes a two pronged approach. Within the organisation he diagnoses challenges through a

STATEYOURCASE - EWSETA

functional assessment, resulting in “effective, streamlined business processes, with evaluation and reporting.” Externally, he focuses on EWSETA being relevant. Skills to Meet Services Under Gradwell’s leadership EWSETA is making progress in developing skills in the energy and water sector. A significant example is the launch of a Free State project in which the EWSETA facilitated the training of 553 water process controllers through the Motheo TVET College in partnership with Aurecon and Khula Nonke, to service municipalities in the Province. EWSETA is also playing a major role in developing green skills. “We have established a National Skills Development Strategy for Renewable Energy, Energy and Resource Efficiency,” Gradwell explains. Responsibility does not end here, with EWSETA developing the skills required to move South Africa towards a green economy. A sobering thought: Eskom supplies 95% of South Africa’s electricity requirements, with most of our electricity produced in coal fired stations. Besides renewable energy, the South African gas sector is expected to grow exponentially and so too will nuclear energy and EWSETA will be at the centre of skills development across all of these sub-sectors as its mandate is to address skills in the energy sector as a whole.

artisans to successfully implement the country’s Strategic Infrastructure Projects. “In response to the Deputy Minister’s campaign, EWSETA is addressing the skills gap from the ground up, building up the skills base,” Gradwell reveals. “Major projects include ‘War on Leaks’, in which 15 000 unemployed youth will be trained as artisans, water agents and plumbers, equipping them towards gainful employment or entrepreneurship.” This project is a direct response to the call of our President and that of Nomvula Mokonyane, Minister of Water and Sanitation to address the billions lost every year through water leaks. The EWSETA has placed considerable focus on the state of skills in the water sector since the arrival of Gradwell. “EWSETA is funding a project at the Stellenbosch University Water Institute (SUWI)where SUWI has provided the research to ultimately develop a qualification to ‘train the trainer’ in water qualifications,” Gradwell advises. “One of the highlights of this project is that it puts into practice the Post-School Education and Training System vision of our Minister of Higher Education and Training, Dr Blade Nzimande.” If one were to consider the challenges in the water sector, then one must accept that South African municipalities are facing a number of dilemmas: insufficient skilled professionals to maintain water infrastructure being one and an aging

With regards to an aging workforce, EWSETA Collaboration the Name of the Game Being a relatively small SETA, strategic partnerships is focused on readdressing the skills gap and are crucial in addressing skills shortages in the energy transfer of skills. and water sector and through the tireless efforts of Gradwell and his team, several collaborative agreements are driving skills forward. One such agreement is with the Department of Water and Sanitation workforce being another. EWSETA has stepped in. “EWSETA where collaborative projects such as ‘Adopt a River,’ sees 98 projects include Ehlazeni Municipality in Mpumalanga which youth trained in the Limpopo region to clean river water. “In seeks to address the skills gap among young people with a this project our partnership extends beyond the Department focus on waste water treatment qualifications in conjunction to include Lepelle North Rand Water Board.” says Gradwell. with Ehlazeni TVET College,” Gradwell says. “Almost all EWSETA partnerships are public-private “ With regards to an aging workforce, EWSETA is focused partnerships. Most TVET (Technical and Vocational Education on readdressing the skills gap and transfer of skills. We have and Training) Colleges do not have the capacity to conduct started additional projects through water boards to assist with all of the training. We have been working directly with learnerships and internships – currently we don’t have water TVET Colleges since 2013. The TVET conducts a third of treatment artisan qualifications.” the training, while employers’ implement 70% of EWSETA learning programmes.” A New Approach Gradwell is mindful of the need to generate good return Artisans and Apprenticeships on investment in skills. “A highlight has been the approval of the purchase of a building in November 2014, since escalating Deputy Minister of Higher Education and Training, Mr. office rental had become a major expenditure.” We need Manana, launched the ‘Decade of the Artisan’ programme more public servants emulating this mind set. Displaying in February 2014. The programme aims to promote humility, Gradwell thanks the dedicated efforts of the entire artisanship as a career of choice for South African youth EWSETA Board and team. and thus, ensure that South Africa develops the necessary CEO 2016 Vol 15.3

Contact Details Tel: 011 018 5500 Fax: 011 018 5587 Website: www.nda.org.za

Your Risk Exposure  Review A weakening currency brings challenges in asset valuation

Global?  Going A network is the key to success

 Sideways is not a bad thing

Linear progression to the top job is not guaranteed

CEO 2016 Vol 15.3

SUPPLYWORX

Going Harness Global? a network It’s one thing having to establish a reputable and trustworthy brand in the country of origin, but doing so on an international level is a daunting task, even for the most adept business owner.

uilding sustainable business relationships in an international market often proves to be a tricky task, even for those with access to their own private jet and having the luxury to travel abroad every couple of weeks. Howard Blake has found ways to navigate these difficulties and has come out on top, having built a powerhouse international network that supports and believes in his business. A challenging landscape One of the biggest obstacles companies face when taking business international, is holding the attention of those you are trying to build connections with. In a world bombarded with products and solutions that are in direct competition with your own, it is hard to stand out from the crowd. “It is important to anticipate that the person you’re in contact with will do a digital look up on the brand, product and you, as a business owner. This is where honesty and a strong digital presence come into play,” Blake explains. Unfortunately, in a world where social media

SUPPLYWORX

has the power to make or break a business, a digital persona could mean the difference between a sustainable business relationship and a bad rap. If a business owner’s digital presence is impressively constructed and reaching thought leaders via the right channels, there is a strong possibility that the new contact will have more confidence to invest in the vision. Business relationships are built on trust. That has always been the case. It is for this reason that owners need to be extremely careful how they market their product or solution while they network. Delivering on promises timeously and effectively will ensure that investors or possible resellers believe in the end goal. Along with the product that is being offered, credible value is crucial. When approaching new markets, the fact that you are an unknown quantity can be overridden by a credible backing or recommendation. Your offering has to be well trusted on home turf before you can take it abroad. This talks to scalability and the safety of being able to address scale without roll out issues. Connecting on the right platform Blake has spent years building up his international contact list and nurturing these relationships, in order to establish the Blake Holdings brand on an international level. “We live in a digital age, so it is important to have a digital persona that people can trust and call upon for insight,” Blake explains, “This is

best served on platforms like LinkedIn on a personal level and a web page on a product level.” These digital platforms serve as an avenue to connect the product with the overall vision, and to get that vision in front of the right people. Heading abroad Everyone needs to start somewhere. For Blake it was cold calling and a few key introductions. Attending international conventions is another great way to connect with possible stakeholders and like-minded people, but this can be tricky when a business is starting out. Once the brand is established in its home country, business owners can start to investigate the possibility of taking the name to international conferences and conventions. “This is an essential part of your business if you’re hoping to diversify and grow internationally. Something I have been focusing on for the past 10 years,” Blake says. These opportunities are critical benchmarking opportunities to establish the international relevance of an offering and can determine whether or not these efforts are sustainable on an international level. Ensuring international relevance is the next key step. Taking a business from a small startup in South Africa, to a thriving international metropolis requires forward thinking. Tailoring conversations and input to foreign markets will give a brand a voice, and with that voice comes buy in, trust and brand loyalty. While social media platforms are an essential tool to stay top-of-mind and relevant, nothing beats a personal interaction between two like-minded business people. Using social media to share thoughts is a step in the right direction, but getting out there and building real human connections is vital to building a successful business, even in a largely digital world.

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, ies an l of p o v com g po o 0 n 4 gi ys M Top emer a s â&#x20AC;&#x2122; n ew SA of t of a Sid s n a elo â&#x20AC;&#x201C; th h c t e n top opme e l h t ve g in g de 40. n i tin er gg l la teres und l i t in es ns tio es an cutiv a xe rm at sfo indic ong e n t tra te repor nt am i p e s De cent ip tal e a r dersh lea

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SUPPLYWORX

ccording to the results from the latest Jack Hammer Executive Report, Finding the Facts: SA’s Future Leaders, 4% of the top executives in SA’s Top 40 companies are under 40 years of age. But in a break from the trend among their older peers, 86% of the leaders in this group are black South Africans, including all of the women in this group. “So what we are seeing is that a significant portion of the total number of executives under 40 are black South Africans. Therefore, despite the fact that the faces at the very top have remained largely unchanged since our previous research, there is some good news to be found in this pool of talent coming up through the ranks,” says Debbie Goodman-Bhyat, CEO of leading executive search firm Jack Hammer, which releases the annual leadership report. “Further good news, is that these rising stars are available for selection to companies which are aggressively accelerating their executive appointments, providing a significant opportunity to change the face of the company’s top echelons in future, if this opportunity is properly harnessed right now.” Goodman-Bhyat says that organisations must become more strategic about transformation. “If the intention is to develop a substantial pool of diverse leaders in the core business space, where they will be positioned for strategically influential roles and potentially the top job, that is where companies must make their appointments.” However, a further interesting aspect to the latest findings, is the insight that executives working their way to the top should not simply grasp any opportunity for promotion. Instead, a sidewise move rather than an upwards one could often be the best long-term plan. “Ambitious young leaders have to do proper goal planning, or they may one day find themselves unable to make the jump from the stream in which they find themselves, however senior, to the stream in which they have a chance of becoming CEO,” she says. “They should put in place certain measures which have been shown to dramatically improve their chances of becoming company chiefs down the line.” Goodman-Bhyat says the most important factors which can lead to the top appointment are:  Experience and a solid track record.  A post-graduate qualification, particularly with a strong technical, finance or business background.  Experience running a profit and loss centre, within a core area of the organisation. This last point is the key to it all – the data shows that the likely route to the CEO position comes from roles in core areas of the business, where individuals have proven themselves with accountability for the bottom line. Secondary or support functions, such as HR, marketing, corporate affairs, legal and governance (and similar corporate services positions), regardless of how strategic the role itself is, will seldom lead all the way to the top, notes Goodman-Bhyat. “For our under 40s, rising to the top will take time. Whilst on this trajectory, they need to ensure that the time they spend building a track record is well utilised. And that means that efforts should be focused in the right place. “Interestingly, and very often counter-intuitively, it might be worth your while to take a sideways step, if that step is going to support your growth into the core parts of the business,” she says. “In other words, don’t rush to move up the corporate ladder, however tempting that may be. Get the experience which will ensure you have the right credentials for top leadership, and don’t automatically accept a promotion. A solid strategy may be just the ticket you need for future promotion.”

CEO 2016 Vol 15.3

SUPPLYWORX

Technol

How

and smart ports can help fast track Africaâ&#x20AC;&#x2122;s growth

by Gavin Holme, Country Head, Africa, Wipro Technologies and Richard A Butcher Global Head & Director of Ports and Terminals, Wipro Technologies.

CEO 2016 Vol 15.3

SUPPLYWORX

logy New innovations in areas like ports, terminals, related logistics and transport industries, will be crucial for African countries to achieve their economic growth ambitions over the coming years.

They require technology that caters for the ‘just in time’ nature of land-to-sea logistics, helps reduce dwell time and congestion, minimises damage and theft and ensures strong security and protection of national borders. Faced with stiff competition from other ports and alternative inland options and being a notoriously capital-intensive business, port operators place a heavy emphasis on cost control. This is a high-stakes game; as the efficiency of a nation’s ports has billowing effects for the country’s entire economy. Connected devices, analytics, and mobility: a powerful blend Trusted outsourcing partners can demystify much of the complexity around new technology - working with ports to define the best solutions to address specific challenges, showing how technology has transformed other ports’ operations, and ultimately delivering and managing the services. For example, a port operator could pull together real-time information from various players in the ecosystem: truck drivers, hauliers, parking space operators, port road management and vessel tracking systems. By integrating this data into smart analytics platforms, it can inform the scheduling of trucks entering, off-loading, onloading containers, and exiting the port.

This is a high-stakes game; as the efficiency of a nation’s ports has billowing effects for the country’s entire economy.

o beneficiate and export its commodity assets, countries throughout the continent need efficient transport and logistics environments. In the area of smart ports in particular, there are opportunities to combine business process reengineering with the introduction of smarter technology across the total facility: such as geolocation/ geofencing, connected objects and devices, cloud-based services, mobility services, and big data analytics. With technology at the heart of the thinking, it becomes possible for ports to achieve:  Higher productivity levels  Reduced operational costs  Improved levels of security  Higher safety standards  Increased service levels  Improved asset utilisation. Ever-present challenges With limited ability and the financial implications to expand geographically and political pressure to lessen their environmental impact, ports are continually striving to generate better efficiencies and higher productivity.

In fact, there are endless opportunities available by combining three related technology trends: connected devices, analytics and mobility. Every vehicle, device or asset in the port is connected with wireless technology, beaming information into an analytics platform, which then distributes useful information to any mobile device. This confluence of technology not only enables smoother operations, but helps port operators to fluidly integrate into external partner environments: such as shippers, carriers, agents / forwarders, trucking and rail companies, customs and government bodies. However, the truly transformative advantages of these new technologies go beyond faster reaction times and optimising logistics schedules. They lay the foundation for the future of predictive analytics, machine-learning and automation. With embedded sensors on vehicles and assets recording every movement in the port, patterns start to develop and the port’s operations can be automatically adjusted based on past experiences, and expected activity within the port. Eventually, through machine-learning, a port’s operations can be fully optimised - ensuring an efficient port management capability, and helping importers and exporters to deliver their services as quickly and competitively as possible.

CEO 2016 Vol 15.3

Mutli-pronged approach to

Africaâ&#x20AC;&#x2122;s Skill Shortage

SUPPLYWORX

GE has launched a Skills Paper that identifies a three-pronged strategy to develop the skills South Africa needs. These are a stronger education system with closer links to industry, more open and flexible labour markets and a broader talent localisation strategy pursued in partnership with global companies, and the pipeline of skills needed to leverage the technological advances of tomorrow.

ianca Tulumello, Human Resources Director for GE Africa, says “South Africa has an unprecedented opportunity to boost growth, create jobs and improve social stability, thanks to a burgeoning population. Helping to drive the education agenda in South Africa, and on the rest of the continent, is one of the key priorities for GE.” In 2014, South Africa’s list of the top 100 scarce skills in the country included Electrical Engineer, Civil Engineer, Mechanical Engineer, Quantity Surveyor, Programme or Project Manager, Finance Manager, Physical and Engineering Science Technicians, Industrial and Production Engineers, Electrician, and Chemical Engineer. GE is investing in bringing the best people together in South Africa to help create a better future for the country and the continent. As part of its commitment, the company has committed up to U$5 million to a GE Scholarship program run in partnership with the African Leadership Academy to enable students to attend the Academy. All stakeholders need to work towards improving the quality of the education system at all levels. According to the GE Skills Paper, the youth account for 55% of South Africa’s workingage population. However, this segment of the work force faces additional obstacles to find employment. Youth unemployment remains a pressing issue and, as a result of the 2009 recession‚ the unemployment rate among youth rose from 32‚7% in 2008 to 36‚1% in 2011 and has subsequently remained between 35-37%.

With the South African Government’s National Development Plan seeking to eliminate poverty and reduce inequality by 2030, the country is relying on the public sector, the private sector and partnerships between both to support inclusive growth, which is best achieved with a skilled workforce. The research conducted by GE shows that, beyond youth skills development and skills development in the transportation sector, the healthcare and energy sectors are key areas in need of a skills boost. For this, and other areas, GE has invested R500 million in a Customer Innovation Centre in South Africa that will be a centre of excellence for innovation and technology transfer as GE localises solutions for the African continent. Susan Peters, Senior Vice President, Human Resources, said “GE’s commitment to education permeates every part of the business. Globally, GE focusses on bridging the skills gap found in every market. Research, such as the Skills Paper, allows us to identify the most effective way to address the skills shortage across a range of countries, including South Africa. Working together with government, GE can help combat this critical issue.” One of the strategic objectives of the company is working to transform and empower leaders. GE has an extensive programme to develop employees in South Africa and abroad to ensure that their skills are kept relevant throughout their career. A variety of internship and on-the-job training programmes, such as the Financial Management Programme, the Communications Leadership Development Programme, the Edison Engineering Development Programme, and the Early Career Development Program (ECDP) among many others ensure that employees never stop learning at GE. Improving the state of South African education is a priority for the government, the private sector and the public at large. GE remains committed to working with government to deliver skills development programmes at all levels that will help build local suppliers and industry.

According to the GE Skills Paper, the youth account for 55% of South Africa’s working-age population. However, this segment of the work force faces additional obstacles to find employment.

CEO 2016 Vol 15.3

SUPPLYWORX

by Michelle Moss

Review Your

Risk Exposure Businesses that procure equipment or supplies from international markets are at risk of significant losses if they have not reviewed the impact of the falling Rand on the insured value of their property and assets. In the last year, the cost to replace machinery or equipment procured in the US and Europe has rallied by more than 40%.

etween Jan 2015 and Jan 2016, the Rand devalued by 45% against the US Dollar from trading at R11.43 in January 2015 to R16.58 on 26 January 2016. By 22 Feb 2016, the Rand had recovered to R15.31 to the US Dollar, but still represents a massive shortfall compared with one year ago. “Any manufacturing or retail operation that uses imported plant, machinery or materials will see the replacement cost of such equipment increase substantially if it is purchased in a currency such as Sterling, the Euro or the US Dollar. Assuming a

CEO 2016 Vol 15.3

claim occurred now against a policy which incepted on 1 July 2015 when the Rand Dollar was around R12.20 to the US Dollar and had to be replaced at the current exchange rate of R15.31, the current Rand value is at least 25% higher than its Rand value at inception. When you factor in inflation, that figure is closer to 35%,” explains David Stratton, Strategic Account Manager at Aon South Africa, risk advisors and insurance brokerage. “It soon becomes very evident just how important it is to insure properly against such losses, which could see you

SUPPLYWORX

Other policies may be arranged on a Day 1 Average basis, average referring to the insurance term dealing with underinsurance in the event of a claim. In such cases the value at the inception date is not challenged when there are currency fluctuations but can be challenged if it was inadequate in the first place. However, this too can be limited to a specified percentage,” explains David. It is worthwhile to have a professional valuation carried out on buildings and plant. In addition to having these assets correctly valued in a baseline valuation, it is also possible for the valuators to calculate the imported content of your insured values, which will enable you to assess the potential impact a currency fluctuation may have. “In light of the continued volatility of the Rand, it is essential to safeguard your assets and your ability to recover successfully from a significant setback. A serious disaster such as a fire at a warehouse or manufacturing facility could have catastrophic consequences when faced with potentially massive underinsurance due to the depreciation of the Rand. Consult with a professional risk advisor who can assess your specific requirements and the extent of your imported content exposures through a thorough needs analysis, and clarify any shortcomings and exclusions in your cover,” concludes David..

underinsured by as much as 50% in the event of a loss or claim. Many policies will have a clause dealing with Escalation due to Currency Fluctuations, where the insurer will allow for changes in the Rand’s value over the course of the policy period. However, this clause is usually subject to a limit stated in percentage terms, and specified in the policy schedule. Given the Rand’s recent performance this percentage may be insufficient.

In light of the continued volatility of the Rand, it is essential to safeguard your assets and your ability to recover successfully from a significant setback.

CEO 2016 Vol 15.3

As our a alw ys ld hou views s nder nu be take ent advisem

whatâ&#x20AC;&#x2122;sHOTorNOT We share brief perspectives with you on items that we think are worthy of your consideration.

*some of the images were obtained from freepic.com

Corporate Drone

A recent PWC survey has us a little worried. The wearable technology survey was carried out to explore how employees feel about wearables and whether it might be viable for employers to consider providing wearable devices to employees in order to collect health and work related information. The results showed that 72% of working adults would be happy to have data collected about them via a wearable device in order to improve pay, benefits, working conditions and opportunities. Can attacks on the last vestiges of workplace privacy be far away?

Rugged Phone

Always scrapping, crunching or dropping your phone? Never fear, thanks to the commoditisation of smart phone innards our friends at CAT are now able to offer you a rugged phone. The performance specs appear reasonable on the top of the range models. With plenty of hard wearing features this could be just the one for you, although if you are looking for svelte design and dainty packaging â&#x20AC;&#x201C; we would give these a skip.

100 Up The boys and girls at the famous blue and white automotive logo - BMW - are celebrating a century of engineering prowess in 2016. They have built a couple of fun and interesting cars over the years. Long may it continue.

Ice Cube

CEO 2016 Vol 15.3

A cold bath or cold water therapy for healing small muscle tears after exercise has been accepted practice for a long period of time. Enter science, add a bit of imagination and a dash of entrepreneurial zest and we have cryosaunas. Basically these are cylinders of nitrogen gas in which you stand (with your head exposed). The exposure time is short and medical benefits appear to be real. Our advice: watch out for frostbite on your extremities.

REWORKING ORGANISATIONS

CUSTOMER EXPERIENCE

PERFORMANCE ENERGY USB delivers well matched speaker solutions that are aligned to the conference outcome.

EXPERIENCE

KEY STRATEGIES

MENTALIST

BEHAVIOURAL DYNAMICS

FIT FOR PURPOSE

CUSTOMER EXPERIENCE

CHANGE INFLUENCE INCLUSIVE INNOVATION

Often an entire line-up of speakers is chosen from the USB stable due to the cohesiveness of this bureau. The wow factor of speakers, mcs and entertainers knowing each other and working together to achieve your conference objective is magical.

DISRUPTIVE

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Unique Speaker Bureau is often the bureau of choice when it comes to sourcing select talent for your event. Unique Speaker Bureauâ&#x20AC;&#x2122;s collaborative team of keynote speakers, MCs and program directors (facilitators) are carefully chosen for their presentation content, professionalism, expertise, experience, depth and collaboration. The aim is to give invaluable exchange in abundance to every client, resulting in successful events. USB speakers are local and international professionals, with a proven track records the world over.

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A stay at Sun International’s Sandton business hotel, The Maslow, not only provides you with what you should expect from accommodation for professionals, it promises a look into the future of the corporate world. Creating an environment in which ideas can be both conceptualised and realised, while enjoying: 281 beautifully appointed rooms, an alluring bar, an urban bistro, relaxing lounges, a soothing spa, an auditorium, conference centre, and 12 unparalleled meeting rooms. Complimentary shuttle every 15 minutes to Sandton City and Sandton Gautrain, free Wi-Fi and complimentary business lounge. It’s just one more way you can experience getting all you need, as well as what you want when visiting this state-of-the-art business destination. Discover The Maslow Hotel. Because the mind’s preoccupation relies on the body’s location.

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Higher Education

in for Technology Shake Up Higher education leaders have shifted focus from reducing costs and driving efficiencies toward using technology to enhance competitive advantage and support emerging business models — and ultimately, the institution’s main missions of education and research, according to Gartner, Inc.

artner forecasts that worldwide higher education sector spending will grow 1.2 per cent to reach U$38.2 billion in 2016. For institutions to thrive in the increasingly competitive education ecosystem, they must become more innovative and it is often technology that will underpin that innovation. “Higher education is still mostly considered a conservative and slow-moving industry, with the majority of innovation coming from outside the traditional education IT organisation,” said Jan-Martin Lowendahl, vice president and distinguished analyst at Gartner. “However, it is only a matter of time until all this innovation will impact the institution and, ultimately, the CIO.” Gartner has identified the top 10 strategic technologies for the higher education sector in 2016 and provides recommendations to education CIOs and IT leaders regarding adoption and benefits. “It is not a list of what education CIOs spend the most time or money on, rather it is a list of strategic technologies that we recommend higher education CIOs should have a plan for in 2016,” added Mr Lowendahl. 1. Adaptive Learning Institutions are increasingly looking to adaptive learning to help solve the challenge of providing scalable personalised learning. Adaptive learning dynamically adjusts the way instructional content is presented to students based on their responses or preferences. It is increasingly dependent on a large-scale collection of learning data and algorithmically derived pedagogical responses. It takes two major forms: (1) textbooks, where algorithms are packaged with content from a publisher for an end user; and (2) platforms, where end users add their own content to an adaptive learning environment.

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2. Predictive Analytics Predictive analytics involves extracting an analytical model from multiple sources of data to predict future behaviour or outcomes. Predictive analytics are seen by higher education leaders as a key part of strategies to improve student success and save money through improved retention. A majority of the higher education analytics tools currently on the market claim to use predictive analytics, but there are relatively few tools that truly implement predictive analytics. 3. CRM Customer relationship management (CRM) is now a widely recognised tool for tracking and managing relationships with constituents, including prospective and current students, parents, alumni, corporations, benefactors and other friends of the institution. CRM systems have two primary objectives â&#x2C6;&#x2019; automating and improving student-centric business processes, and gathering data to produce analytics to improve institutional decision making. CRM technologies can be implemented to support all phases of the student life cycle â&#x2C6;&#x2019; recruitment, enrolment, engagement, retention, alumni, career services and continuing education. 4. Exostructure Exostructure strategy means acquiring the critical capability of interoperability as a deliberate strategy to integrate the increasing numbers of partnerships, tools and services in the education ecosystem. When done right, an exostructure approach enables institutions to leverage services from the cloud, rather than having to bring them inside the campus walls. Enabled by standards, it can allow the institution to adapt faster. With the increasing interdependencies in the education ecosystem, Gartner sees it rising in importance for at least the next decade. The future belongs to exostructure rather than to infrastructure. 5. Open Microcredentials Microcredentials in the form of various badges or points have existed for some time in digital social environments in general, and in learning environments in particular. A key problem is that these environments are proprietary, which makes it difficult to display achievements outside of them. The aim of open microcredentials is to remedy that problem. For education institutions, issuing open microcredentials is a low-cost, high-value, technology-based

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capability that will provide more value and motivation to students. Open microcredentials is still relatively immature as a technology, but it is gaining traction in the education community. Gartner sees it as a clear strategic technology with a relatively small investment involved, thereby making it a low-hanging fruit with good ROI. 6. Digital Assessment Digital assessment refers to the application of digital technologies to create, administer, report and manage tests and examinations. It is an increasingly important aspect of online learning as it feeds into a number of growing areas such as analytics, adaptive learning, competency-based education and new regimes of scrutiny, transparency and accreditation. Many institutions are making increasing investments in new assessment technologies. Often the impetus for these investments is coming from disparate parts of the organisation, driven by different assessment needs. Assessment tools are becoming a critical aspect of achieving personalisation at scale. 7. Smart Machines Smart machines are an exciting new trend on the list that promises to take adaptive learning and analytics, for example, to a new level that approaches algorithmic education. As globalisation and political belief in a market force approach to higher education continues to increase competition, smart machines will be a key differentiator in helping the institution articulate its value, as well as deliver value to a student, leading to building a better brand. Smart machines can be used for analytics, student and faculty advice, as well as in improving research productivity. 8. OER Ecosystem Open educational resource (OER) ecosystems are pieces of educational content and media that are findable, freely available, and increasingly include tools and services to improve quality and production of open content. The OER ecosystem is not new as such, but is increasing in importance to help drive down costs for students and increase control of educational content and channels. OERs exhibit the five characteristics of openness â&#x2C6;&#x2019; that is, users can retain, reuse, revise, remix and redistribute the content freely. CIOs have typically not been closely involved in supporting content used as textbooks or lecture material, but this is changing as the use of OERs expand.

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9. Listening and Sensing Technology Listening and sensing technologies are a broad collection of virtual capabilities that range from social listening and sentiment analysis through capture and interpretation of social activities, such as tweets to technologies that operate in the Internet of Things. In higher education, the use of social listening tools and social harvesting tools is in a very nascent stage, and when employed, it is most often used to aid in recruiting and enrolment. However, there is potential for it to play a significant role across the entire student journey. However, most institutions are at very low maturity levels with these tools. 10. Collaboration Technology The need to find people and ideas and communicate and collaborate on a global scale has always been fundamental to the higher education community. Collaboration technology is a sweeping definition of technology that facilitates research, education and outreach effectiveness for a team. It is certainly not a new trend or capability. However, it has increasing importance in a globalised online education ecosystem where many team members are geographically scattered.

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Leadership in a Crisis have you got what it takes?

A crisis is defined as a time of difficulty or danger. Many companies are fast approaching this point. Drought has devastated agri-business. Weak commodity demand has cut mining jobs and profits. Manufacturing is near recession. Retailers face growing pressure while banks prepare for more bad debt.

t times like this, CEOs come under scrutiny. Inevitably, questions arise about their ability to survive, renew the business and ensure it emerges stronger than before.

What leadership attributes are needed by CEOs in a crisis? I put this question to CEOs in a range of sectors. Though businesses were dissimilar, there was broad consensus on the qualities required.

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by Annelize van Rensburg

The first point of agreement was that even leaders appointed in the good times have what it takes. Anyone handed the top job should know how to make difficult decisions, decide on a course of action and see it through. Then, as crisis develops at least eight responses are required: 1. Be visible, be calm, be available … All eyes are on you. Don’t retreat into a corner. See and be seen across the business. Inspire hope, even when admitting how tough the road ahead will be. 2. Be empathetic … Show you share the pain and understand the fears. Staff may have to work longer and harder for scant reward. It becomes easier when ‘we’re all in this together’. EQ is as vital as IQ. Top executives with an EVA-based bonus may see remuneration stall, but it is worse for lower income employees where no bonus and no overtime mean school fees go unpaid and families suffer.

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The single golden thread is that a crisis is not only a time of danger. 3. Be a motivator … Communicate constantly and positively. Don’t simply send emails. People scrutinise every word and often misinterpret intentions. Meet face to face. Explain. Gather feedback. A manager tells people what to do. A leader motivates and encourages top performance. Be the brand ambassador. Live the mission. 4. Be a team builder … individual heroism doesn’t win the war. It takes a heroic team. Build new connections across the business to create synergies and efficiency. 5. Be open to new input and impressions … Tap new sources of information and business intelligence. Reassess managers and talent. Show flexibility. The downturn wrecked Plan A. Move to Plan B or C.

6. Be focused … Identify what is core. Never forget what you’re good it. Now you must do it even better. Establish priorities. Recalibrate and reform metrics and incentives. 7. Be decisive … Develop a change programme focused on structures and processes. Communicate a sense of urgency. Never make hasty decisions. But once the way forward is clear, commit to it. Without action, words mean nothing. 8. Be opportunistic … Celebrate every little win. It builds morale and shows there’s light at the end of the tunnel. The single golden thread is that a crisis is not only a time of danger. In medical terms, it’s a turning point. Treat it as such. Crisis accelerates change. Initiatives that may have taken months are deployed at pace; often to great effect.Crisis produces a new crop of winners. Make sure you’re one of them!

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Navigating

African Business is easy – with the right partner

Africa’s growth is skyrocketing, driving a previously unseen business interest and investment on the continent. Africa is seen to be one of the hottest global opportunities for corporate expansion. However, not all African countries are enjoying the same speed and pace, and the continent remains complex and diverse, with each country and region coming hand-in-hand with its own opportunities, as well as challenges and hurdles.

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ompanies wishing to invest in the continent need a strong, specialist partner who can help them navigate through the intricate socioeconomic, regulatory, legal and tax environments, unique to each country, says Louise Robinson, MD of Database 360. “Only a consultant partner with a range of skills and expertise across a wide variety of industries and locations can ensure this process is smooth and seamless. The number of cultural, political, and organisational differences across the continent can be a daunting prospect for investors. The sheer size and scope of the region could make them reluctant to even try to enter an African country, never mind multiple ones. However, it is not all that difficult to handle the unique African business environment with the help of a specialist consultancy.” She says to remember that European solutions don’t translate well into the African market. “What is needed is an African approach, which bears in mind culture, geography, political climate, and specific markets. Businesses need to be creative and flexible when taking on these region-specific challenges. They need to break away from European or American thinking, and look at the different angles and challenges surrounding a country from the beginning, and coming up with unique and integrated solutions, to save time and money in the long run.”

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Despite the tremendous growth in Africa, businesses wishing to tackle the continent must have a smart entry strategy, and a consultant can help with this, she adds. Africa is both geographically enormous, and highly diverse, and a strategy that plays into its strengths is key to success. Most importantly, Robinson says, the vital element about the African market is entrants need to take a long-term view, and be clear about their objectives as well as their operating model. “The first question should be where to invest, and this requires a closer look at different locations, and careful consideration of each region’s pros and cons. For example, North Africa boasts a reasonably mature market, and is reasonably close to Europe, but is plagued by political instability. Southern Africa is far from Europe, but more economically mature and politically stable.”

She says finding the right strategy for the right region in Africa can be tricky. “This goes far beyond cash resources. To succeed, any business needs to be talking to the right people in the right way. Bear in mind that the African Economic Outlook Report highlighted that administrative procedures for opening and running a company, as well as the costs of running a business, were the major factors that put people off African investment.” To navigate the complex African environment, a consultancy that specialises in the African business environment is key. “A good partner will help to pinpoint the unique requirements of the specific region, and define and identify the target audience. Through years and years of experience and hands-on know how, a consultancy is able to smooth the path to entry into emerging African markets.”

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INTHEKNOW

What would Steve Jobs Do? I’m one of those people who prefer not to replace stuff just because someone tells me it is time to do so. I like driving the same car until it’s really, really dead. We still have the same appliances that we bought when we got married 30 years ago. (Well, those that still work, anyway.) I refuse to replace the bathroom tiles because some celebrity tells me that the ‘old’ classical colours are now out of fashion.

f I sound like an old curmudgeon, then I wear that badge with pride – and my wife is with me on this journey of ‘enough is enough.’ So when I bought my perfectly capable and convenient iPhone 4S four years ago, it was more than enough for my all of my needs – and more. That is until my sons and the cell phone company finally persuaded me to replace it with a brand new iPhone 6S. The new and exciting features did give me a thrill – for about four days – until I suddenly realised that this new upgraded and more expensive model had about half the memory of the older phone. At 16GB, it is woefully inadequate for all the photos, videos, apps, books and magazines that I have downloaded over the years. Now I do firmly believe in the wise old adage of ‘caveat emptor’ or let the buyer beware. I know I should have been more careful in doing my homework properly before making my final decision. I must add that I have always been a great admirer of the Apple company and Steve Jobs for their innovation and design capability, for their obsessive customer focus, for their ability to shake up whole fat-cat industries and to literally change the world. They truly represent what it means to be an all-round entrepreneurial company. I know that these amazing characteristics do come at a price – financial and human. The products are definitely not cheap. But, visionary that he was, Steve Jobs was not always a pleasant person to his staff, and there is a rumour that he one day fired someone who worked for him - in the time it took an elevator to reach the next stop. Nevertheless, most of his colleagues bought into his vision for the future, and were happy to put up with his occasional quirky behaviour.

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Customers, of course, loved his products, and the accompanying service. At one stage pundits threw around a random quotation that Steve Jobs didn’t care about customers. As business journal Forbes put it in an article: “No one is saying to form a communist-style committee to ask customers what features they want in a new product because, as Jobs said, ‘People don’t know what they want until you show it to them.’ But this statement doesn’t reflect who the true Steve Jobs was. In reality, Steve Jobs spent most of his life listening to customers and giving them more than what they wanted. A less-used Jobs quotation was made at a software developer’s conference in 1997, when he made this statement: “You’ve got to start with the customer experience and work backwards to the technology…I’ve made this mistake probably more than anybody else in this room…As we have tried to come up with a strategy and a vision for Apple, it started with ‘What incredible benefits can we give to the customer? Where can we take the customer?’…I think that’s the right path to take.” This doesn’t sound like someone who doesn’t care about customers and what they think. But I probably won’t be buying shares in this most valuable company in the near future, and I’ll tell you why: Somehow between Job’s death and the purchase of my brand new iPhone, something went wrong. I went back to the store where I’d purchased my new gadget, and asked if I could buy some additional memory. The answer nearly knocked me out, because it was “No, that’s impossible.” “Not even an SD card?” I asked. Again, the answer was no. Bewildered by this, I asked the young ‘expert’ how it could be possible that an old phone would have such a superior feature

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while the new one didn’t – especially because we know that phone-memory has become increasingly more essential in today’s digital world. Almost furtively, he looked around and then said, “It’s because Apple wants you to store your information in the Apple iCloud.” My blood pressure just shot up, because we all know what this means: For an additional fee at some point in future, and supporting the further expense of downloading and uploading data from your mobile company, I didn’t have a choice in this matter. Something big changed and nobody explained it to me. You see, I don’t want to use ‘the cloud.’ I’m not interested in storing my stuff elsewhere, where it can be snooped upon by governments and corporates alike, where it can be stolen or ‘lost,’ as has already happened numerous times. I don’t trust the cloud, and probably never will, and I hate being forced into this with no other option. As difficult as he may have been, I don’t think Steve Jobs would have approved. He had proven himself, adept at viscerally understanding customer’s needs, giving them more that what they expected and most importantly, when he realised they were upset about something, he would back off and apologise. This didn’t happen once,

but on a number of occasions, such as when Apple lowered the price of a new model too soon after the early adopters had paid a fortune to be seen as the cool and hip pioneers. So, Mr. Tim Cook, (current CEO of Apple,) I know you are desperate and under pressure to keep your shareholder’s happy, and I imagine your ego will not be able to handle that Apple will not always be the most valuable company and brand in the world. You already received negative reviews and customer complaints about the desperately poor memory on the iPhone 6 model, so why haven’t you responded? I think Mr. Cook needs to ask himself a very important question with respect to Apple’s customers: “What would Steve Jobs do?” The answer to me is clear as day. (PS You can upgrade your 16GB of memory in some countries like China and Dubai to 128GB – but it is apparently ‘illegal’ to do so.)

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Let WOMEN give SAâ&#x20AC;&#x2122;s financial recovery a

Rock-Solid Foundation by Faith Khanyile

The growing turmoil in international financial markets is a stark reminder that despite progress in transformation over the past two decades, women remain particularly vulnerable economically. Within corporates, women tend to take up issues of inclusivity and diversity more passionately than men. Yet the advances in gender parity that we saw in the first decade of our democracy have not been extended and women are not moving up the ranks fast enough to make a difference to our society.

n the previous global financial crisis, corporates retreated into survival mode. They guarded their narrow concept of the financial bottom line, neglecting to develop their human resources. Transformation programmes were parked and participation of women at senior corporate levels, for example, either stagnated or moved backwards. According to the Grant Thornton International Business Report 2014, the percentage of senior management positions in South Africa occupied by women has remained fairly static for the past seven years at between 26% and 28%. Currently, there is a threat that the country could enter a recession. And that is exactly why we need to harness all the talents and resources we have available.

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If women are allowed to become victims of financial uncertainty once again, their own development and the futures of their children could be significantly set back if not derailed. It is vital for the countryâ&#x20AC;&#x2122;s economy and for its social development goals in fields such as education and health that we do not again side-line women because women can be the rock-solid foundation for great achievements. Many still do not have the capacity to control their environment and are held back from taking their rightful place in the development of a democratic and non-sexist South Africa. South Africa has an overall gender gap of 25 % (as measured by economic participation and opportunity, education, health and political empowerment). Additionally, the private sector pay gap in

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South Africa is 35.5% according to the World Economic Forum Global Gender Gap report of October 2013. I was fortunate to be brought up in rural Zululand by parents who treated their girl and boy children equally, offering both great opportunities. My parents progressed from selling vegetables to running a general store in KwaBiyela township outside Empangeni, stocking everything from meat to soft goods. They gave us whatever opportunities they could manage and my brother became a chemist, my sister an accountant. Because I had enjoyed seeing business in action from an early age, I went on to study economics at university. My mother was a strong woman and very entrepreneurial. She remains to me a model of how women can develop. She and my father did not shape their daughters’ choices towards gender-specific careers such as nursing. Giving girl children confidence to develop their talents starts in the family.

Without the inspiration and the opportunities my parents gave me, I would not have been able to launch my career in private equity or had the assertiveness nearly two decades ago to be one of the co-founders of WDB Investment Holdings, which has built up its net asset value from a zero base to just under R3 billion over that period. I would not have been equipped to spend more than a decade in corporate investment banking and benefit from the generous support of mentors and sponsors who guided my development within that environment. As a vital complement to formal transformation programmes, informal networks are important to assist promising and ambitious women, though they have tended to use these networks less than men do. Beyond technical competence, they need to develop self-awareness and resilience, to become proactive and assertive. At WDBIH we work to achieve this in three ways. We prefer meaningful and strategic participation at board level in our investments. This includes encouraging transformation agendas. We include shopping malls in townships and rural towns and affordable housing funds among our chosen investments. We also contribute to South Africa’s social and economic transformation imperatives through our enterprise development fund, which provides loan funding and business support to women’s businesses. The loans range from R50 000 to R300 000. To date more than R165 million in investment dividends has been channelled to the WDB Trust, which focuses on supporting women entrepreneurship and community development particularly in rural areas. The fact that women are so heavily concentrated in the SMME sector shows how difficult it is for them to scale up their businesses and break into the larger corporate value chain as suppliers. Finally, within WDBIH we recently introduced a learnership programme providing unemployed women graduates with finance and accounting qualifications, relevant skills and training. At all levels we are living our mission to increase the participation of women in the South African economy, leading to a fairer and more equitable society. Women’s Month has been an opportunity to celebrate the contribution of women to developing our democracy and refocus on ways to transform their opportunities to use their talents to the best advantage of themselves, their families and our society as a whole. Let us take that message forward in the months ahead, undaunted by the financial climate and realising that to limit our country’s pool of talent by undermining transformation efforts is to place barriers to the growth of the nation we love.

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Graduates Today, The Energy and Water Services Sector Education and Training Authority (EWSETA) and South African National Apex Cooperatives (SANACO) joined forces to train 175 learners in the General Education and Training Certificate (GETC), General Technical. On 3 August 2015, these learners celebrated their graduation and entered into phase two of the National Certificate Electrical Engineering NQF Level 2 Programme.

lebogeng Besnaar, EWSETA acting chair, addressed the graduates on the day, saying: “Today is definitely a defining moment on the journey we embarked on in 2012, when EWSETA was the first SETA to sign a Memorandum of Understanding (MOU) with SANACO. Now, almost three years later, we all bear witness to the realisation of that MoU through the official project launch and graduation of a vibrant EWSETA skills development and training project in collaboration with SANACO, focused on the training of 175 cooperative beneficiaries. You will agree with me when I say

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Leaders that a graduation of any kind is a special occasion, because, although it may seem like the end of a journey, it is actually not the end, but only the beginning.” Why Is the Programme Unique? This is what Errol Gradwell, EWSETA CEO, had to say: “The project is unique in that … we were the first SETA to formally commit to supporting member cooperatives across the country through skills development and training. The programme seeks to provide learners with the basic electrical trade skills they need to improve their lives as well as the lives of their community members. The encouraging aspect, though, is not that these learners all gained their Level 1 qualification, but rather that they are now advancing their education through a continuation programme which will see them obtain a NQF Level 2 qualification once the programme has been successfully completed this year.” Why Is It Essential? The programme is an answer to the current market need, says Gradwell, as “the energy and water [EW] sector

INTHEKNOW

Mr Olebogeng Besnaar, Chairman, EWSETA

Mr Errol Gradwell, CEO, EWSETA

Tomorrow by Lydia Bundred

is faced with a seriously constrained shortage of technical skills and an increasing demand for these skills. The NDP [National Development Plan] clearly articulates the need for us to be producing 30 000 qualified artisans per year by 2030 [subsequently, the year was moved earlier to 2026]. On average, as a nation, we are currently producing 13 000 per annum, which means that SETAs together with training and development providers need to come up with initiatives that will see our annual artisan output dramatically increase. On average, it takes a learner three years to complete an apprenticeship; if that learner already has some basic training, it will in all probability take less. These 175 learners have, through this EWSETA programme, accelerated their progression towards becoming artisans and, consequently, have increased our technical skills pool in the EW sector.” Last Words No journey is without its challenges, and nothing worth doing is ever easy. Gradwell elaborates on the early days, explaining: “The challenges that existed were mainly around

the initial stages of project implementation. However, I am pleased to note that, through EWSETA and SANACO engagement and commitment to the success of this programme, we have overcome most, if not all, challenges. Those that still exist are easily overcome once again through engagement with all concerned to find solutions that will not impede the project objectives or outcomes.” Besnaar closed his speech by saying: “I am thankful to SANACO and their training provider Lekopane for setting the benchmark for current and future cooperative skills development and training initiatives that EWSETA supports. However, my concluding message is directed at the graduates I see in this room: I urge you all not to let this be the end of your educational development. Let this be the first step to your lifelong career development. I am even challenging some of you now to work towards becoming your own boss – entrepreneurial support for our youth and SMMEs [small, medium and micro enterprises] is equally high on the national agenda and the possibilities for you are endless. Become a beacon of hope and encouragement for your fellow community members. Know that you are all stars and that we salute you.”

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GOOD MORNING

AFRICA

Airing daily in 51 countries in Africa on DStvâ&#x20AC;&#x2122;s Africa Magic Channel 154 at 7am and 12pm

Good Morning Africa The Biggest and Brightest Breakfast Show on the African Continent!

Showing on GMA on Mondays

‘Good Morning Africa’ was initially broadcast in 2010 and the programme has been going from strength to strength over time. ‘Good Morning Africa’ airs on weekdays at 7:00am and 12:00 noon (CAT) on DStv’s Africa Magic Channel 154. CONTAC T DETAILS: TEL: 011 3264 300 | EMAIL: gma@planetimage.co.za TWITTER: @GMA_AfricaMagic | FACEBOOK: Good Morning Africa (Africa Magic Channel)

GMA also airs on PRTV showing on Gotv Channel 73 at 10am and streaming live on www.planetradiotv.tv

Africa Magic Channel 154

LIFESTYLE

Packages Tailor-Made Golf

by Andrew Ngozo

to Your Explicit

Needs

For the business executive in the know, you would be aware that some of the best deals and business relationships are formed over a ‘simple’ round of golf. What better place than to kick-start your business relationship and success thereof, at the prestigious golf course set on the scenic grounds of Woodhill Residential Estate and Country Club, where there is a package for every corporate?

oodhill Country Club’s corporate golf membership packages are not only tailor-made for the client but also offer value for money. The packages entail four membership cards to be used by the corporate member and/or guests, 100 pre-paid green fees, on course tee box advertising, preferential booking two weeks in advance and an annual corporate golf day. For the 2016/2017 golf season they have availed four basic most popular packages which will suit every corporate budget. These range anything from R41 900 to R90 200 (VAT excluded). This Peter Matkovich-designed golf course is recognised as being one of the best within a residential estate. This alone draws a large number of golfers, international visitors and corporate clients to its fairways. Business and corporate clients have the ability to compile their own tailor-made innovative packages to suit the need of their company. This allows a company to, give its clients

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a day to remember; boost client relationship, have a full day of premium client contact in a relaxed tranquil outdoor environment, build brand in the prime luxury of the Woodhill Estate and offer incentives to senior management. There are also function and conferencing facilities, a modern fully equipped Pro-Shop, a driving range and golf academy which offers group starter clinics and individual lessons for young and old, male or female by our PGA Teaching Professionals. For more information on corporate membership, golf membership, corporate golf days, conference and banqueting contact:  Sarita Stonehouse - Marketing, Brand & Event Manager: marketing@woodhill.co.za or  Stephan Dreyer - Golf Coordinator: golf@woodhill.co.za  Tel: (012) 998-0011 or web page: www.woodhillestate.co.za

LIFESTYLE

Corporate Membership Option  4 x Midweek Corporate Roving Memberships  80 x Player Corporate Golf Day (Monday-Thursday) carts and catering excluded  80 x Golf Rounds (Monday-Thursday) competition fees excluded  1 Week Advanced Bookings  Free On Course Tee Box Advertising  Conference and Function Facilities at Woodhill Country Club at 10% Discount. Cost: R41 900 (VAT excluded) Corporate Membership Option  4 x Full Corporate Roving Memberships  80 x Player Corporate Golf Day (Monday-Thursday) carts and catering excluded  80 x Golf Rounds - Weekdays and Weekends (competition fees excluded)  1 Week Advanced Bookings  Free On Course Tee Box Advertising  Conference and Function Facilities at Woodhill Country Club at 10% Discount. Cost: R56 200 (VAT excluded)

Corporate Membership Option  1 x Gold Membership  4 x Full Corporate Roving Memberships  120 x Player Corporate Golf Day (Monday-Thursday) carts and catering excluded  120 x Golf Rounds - Weekdays and Weekends (competition fees excluded)  Free On Course Advertising  4 x Company Branded Lockers  2 Weeks advanced bookings Allowed  Conference and Function Facilities at Woodhill Country Club at 10% Discount. Cost: R75 500 (VAT excluded) Corporate Membership Option  4 x Corporate Gold Members (Handicap cards included)  Full Corporate Golf Day (Monday-Thursday) carts and catering excluded  120 x Golf Rounds - Weekdays and Weekends (competition fees excluded)  Free On Course Tee Box Advert  4 x Company Branded Lockers  Conference and Function Facilities at Woodhill Country Club at 10% Discount. Cost: R90 200 (VAT excluded)

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LIFESTYLE

BMW 7SERIES by Carl Wepener

Innovative & Sophistication

At a glance the new BMW 7 is not much different from its predecessor but I found the driving pleasure, luxury and comfort to be much more refined especially sitting in the back and being driven by a chauffeur. That being said I still find some of the new autonomous driving innovations a bit tricky and it needs some more refinement before real relaxation can take place behind the wheel of a car that drives itself.

CEO 2016 Vol 15.3

MWâ&#x20AC;&#x2122;s new flagship bristles with new innovations that are at the forefront of autonomous driving development and show cases the newest and most amazing innovations that puts driving pleasure at a new and much more enjoyable and luxurious level. BMW is further pioneering light weight construction with their unique ground breaking technology by extensive use of carbon-fibre-reinforced plastic (CFRP) in the passenger cell. Greater dynamism, more comfort, zero compromises is what BMW aims for in the BMW 7 Series and they have achieved their goal. The interior is as luxurious and well equipped as you can wish for and caters for the supreme wellbeing of the occupants. Add to that the individual range of products, a sport package and you can design and personalise to your heartâ&#x20AC;&#x2122;s desire. The interior is where the real charm of the BMW 7 lies and it is an enjoyable adventure to let yourself go with all that is available like the electrically adjustable comfort seats with heat package and the Executive Lounge provide unbeatable long-distance comfort; active seat ventilation and massage function for driver and front passenger with Vitality Programme included for rear seat passengers. Add to that a heated steering wheel, heated armrests in the doors, centre console and rear centre armrest and you understand the word cocooned luxury. Exclusive high-end music enjoyment with Bowers & Wilkins Diamond surround sound system and a panorama glass roof Sky Lounge with globally unique light display that can be switched between six colours

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ensures prime lighting. Ambient light including Welcome Light Carpet for the area in front of the car doors as well as Ambient Air package (interior scent system) puts you at peace even after the longest of long stressful days. No more wires while charging your phone with the Telephony system inductive charging of mobile phones in the car and I can confirm it works quite well. The iDrive operating system gains a touch display for intuitive operation of numerous functions; display and control unit of the optional Automatic air conditioning with 4-zone control system likewise with touch-sensitive capability. A 3D sensor allows intuitive and easy interaction with the infotainment system using predefined hand movements. Another smart innovation is the Touch Command multifunction control unit: removable 7-inch tablet computer integrated into the centre armrest or rear console to control comfort, infotainment and communications functions. What is really very interesting is the lovely looking and functional Remote Control Parking using the BMW Display Key. The new BMW 7 Series is the world’s first series-produced car that owners will be able to manoeuvre in or out of forwardparking spaces or garages without anyone at the wheel. As such, the Remote Control Parking option allows drivers to access tight parking spaces with ease. The driver initiates the car’s progress forwards into or in reverse out of a space using the likewise newly developed BMW Display Key. While the car is carrying out the semi-automated manoeuvre, the driver watches out for obstacles. The new Head-Up Display with 75 per cent larger projection surface on the windscreen is much more functional. Driving Assist now is a complete comfort- and safety-enhancing package with additional functions Rear Collision Prevention, Lane Change Warning, Speed Limit Info and Rear crossing traffic warning functions. Driving Assist Plus includes comfortoptimising, Steering and Lane Control Assistant, Lane Keeping Assistant with active side collision protection, Traffic Jam Assistant for semi-automated driving, and front and rear crossing traffic warning. New-generation Surround View system with parallel Top View display function and 3D View in the Control Display, individually selectable perspectives and Panorama Side View to check the traffic situation to the sides of the car (front and rear) is also an innovative and needed detail that comes to good use. New-generation straight-six engines. The new BMW 7 Series is available with an extensively updated V8 engine and six-cylinder in-line variants from the BMW Group’s latest generation of power units. All the engines link up as standard with the likewise further developed smooth and fast changing eight-speed Steptronic transmission. Standout innovations in operating system and driver assistance technology include the extension of the iDrive

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Models at a glance: BMW 750i (BMW 750Li): V8 petrol engine with BMW TwinPower Turbo Capacity: 4,395cc, output: 330 kW, max. torque: 650 Nm Acceleration [0–100 km/h]: 4.7 seconds. top speed: 250 km/h. CO2 emissions*: 194–189 (197–192) g/km, exhaust standard: EU6. BMW 740i: Six-cylinder in-line petrol engine with BMW TwinPower Turbo Capacity: 2,998cc, output: 240 kW, max. torque: 450 Nm Acceleration [0–100 km/h]: 5.5 seconds. top speed: 250 km/h. CO2 emissions*: 164–154 (164–154) g/km, exhaust standard: EU6. BMW 730d: Six-cylinder in-line diesel engine with BMW TwinPower Turbo Capacity: 2,993cc, output: 195 kW, max. torque: 620 Nm Acceleration [0–100 km/h]: 6.1 seconds, top speed: 250 km/h. CO2 emissions*: 129–119 (132–122) g/km, exhaust standard: EU6. BMW 740e: Four-cylinder in-line petrol engine with BMW TwinPower Turbo Capacity: 1,997cc, output: 190 kW, max. torque: 400 Nm BMW eDrive technology with synchronous electric motor, output: 70 kW/95 hp, torque: 250 Nm, lithium-ion highvoltage battery. Total system output: 240 kW. Acceleration [0–100 km/h]: 5.6 seconds (BMW 740Le: 5.7 seconds, BMW 740Le xDrive: 5.5 seconds), top speed: >240 km/h, top speed, electric: 120 km/h (electronically limited); electric range**: 40 km. Average fuel consumption**: 2.1 litres/100 kilometres 12.5 kWh/100 kilometres, CO2 emissions**: 49 g/km, exhaust standard: EU6. Plug-in hybrid BMW 740e features BMW eDrive technology. * Figures according to EU test cycle, may vary depending on the tyre format specified. ** Provisional figures as calculated in the EU test cycle for plug-in hybrid vehicles, may vary depending on the tyre format specified. All performance, fuel consumption and emissions figures are provisional.

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system touch display and BMW gesture control, as well as Touch Command, the new BMW Head-Up Display, crossing traffic warning, the steering and lane control assistant, active side collision protection, Surround View with 3D View and the Remote Control Parking system. Full-LED headlights fitted as standard; anti-dazzle BMW Laserlight with BMW Selective Beam and range doubled from 300 to 600 metres now also available as an option for a BMW model for the first time following its world premiere in the BMW i8. The latest wave of innovations offer drivers greater freedom when selecting the perfect set-up for their car; they can opt for even sportier handling or further improved ride comfort, or use the high-efficiency ECO PRO mode. ADAPTIVE mode can now also be activated via the newly designed Driving Experience Control switch. In this setting, the car set-up adapts to driving style and route characteristics. Another new addition to the iDrive system’s functionality is BMW gesture control, which is being introduced for the first time. Hand movements detected by a 3D sensor control infotainment functions in an extremely intuitive and user-friendly fashion. The gestures can be used for a number of functions, including controlling the volume

in audio applications and accepting or rejecting incoming telephone calls. Another new feature in the luxury sedan segment is BMW Laserlight, familiar from the BMW i8. Thanks to BMW Selective Beam, this is dazzle-free and can be specified for the new BMW 7 Series as an alternative to the standard full-LED headlights. The laser headlights generate a particularly bright, pure white light as well as providing a high-beam range of 600 metres, double that of the LED headlights. Innovative driver assistance systems from BMW ConnectedDrive enhance comfort and safety. The Steering and lane control assistant, Lane keeping assistant with active side collision protection, rear collision prevention and crossing traffic warning functions have been added to the Driving Assist Plus system. Meanwhile, the Traffic Jam assistant – which involves semi-automated driving – can be used on any type of road. And the Active Cruise Control with Stop & Go function now only requires drivers to press a button to incorporate speed restrictions detected by the Speed Limit Info function. The new generation of the Surround View system now also includes a 3D View and Panorama Side View option in the Control Display.)

CEO 2016 Vol 15.3

Women set the pace at

EWSETA

n launching Women’s Month this year, President Zuma said, “Today we are celebrating the 59th anniversary of the 1956 Women’s March to the Union Buildings, under the theme, ‘Women United in Moving Women’s Agenda Forward’. We declared the year 2015 as the Year of the Freedom Charter and Unity in Action to Advance Socio-Economic Freedom. It is for this reason that we have released the ‘Report on the Status of Women in the South African Economy’. The focus of Women’s Day 2015 is thus the economic empowerment of women.” Based on this theme, it is fitting to feature the Energy and Water Sector Education and Training Authority (EWSETA) and its efforts, both externally and internally, to promote women into the sector. The visionary EWSETA Board and the CEO, Errol Gradwell have aligned the internal skills development to the transformation requirements of government. Not only is EWSETA a female dominated organisation, they have progressively appointed three women to executive positions. They are Tsholofelo Mokotedi, Acting COO; Cathrine Kobyana, Acting CFO and Candice Moodley, Executive: Corporate Services and Acting Executive: Stakeholder Collaboration and Engagement. EWSETA and transformation EWSETA is a skills development authority serving the energy and water services sector, which strives to promote gender equality in both its industries and

www.success-sa.co.za

also within its organisational structure. It plays a crucial function in ensuring that the National Skills Development Strategy is executed within the energy and water services sector. EWSETA’s focus is on the sub-sectors of electricity, nuclear, renewable energy, oil and gas and water, waste and sanitation. Through research data it is found that women are still under-represented in the energy and water services sector. At the managerial level women account for only 27% of the total workforce. This suggests that women still do not enjoy access to effective participation in the labour market despite numerous efforts that have been made to this end. The EWSETA is therefore committed to strengthening the facilitation of training and development of women from all levels of the education spectrum into employment within their sector to a much larger degree. Meet the team The women executives at EWSETA are dedicated to skills development, are passionate, well rounded and driven to assist other women in their development. They share their opinions and views on the skills development and training mandate of EWSETA, speak to the benefits of being a woman in a leadership role at a SETA and how this is linked to the transformation imperatives of the country and share some of their interests, passion and family values with us.

Tsholofelo Mokotedi Tsholofelo Mokotedi has a BA (Psychology & Criminology) Degree, University of the North and a Higher Diploma in Education. “I cut my teeth in my career in the early 1990s as a project secretary at an NGO that was promoting democracy. I rose through the ranks in training and curriculum development and stepped into various positions. I developed an interest in gender politics, social justice advocacy, change management and human capital development,” explains Tsholofelo. “I am passionate about skills development and life-long learning and my dream is to see disadvantaged learners succeeding in their career progression. It is my responsibility to motivate younger upcoming women particularly in our sector by opening training opportunities especially for those running small businesses thereby, cultivating a much needed entrepreneurial spirit. This is even more relevant for women in marginalised communities.” “Apart from focusing on the operation business, I am an ordained Pastor and my husband and I are blessed with six children,” concludes Tsholofelo

we can show women that we are not confined to the kitchen. That through hard work and determination they too can hold leadership positions. I want to set an example for others that with the right attitude and a willingness to learn, anything is possible.”

Cathrine Kobyana

“For me, everything is possible through God. I appreciate my family’s support because, as an executive, I have to fulfil many roles and would not have been able to do so without their support. My colleagues are also integral to this process,” concludes Cathrine.

Cathrine Kobyana, who has B. Compt (Accounting) from the University of the North and completed her TIPP articles with PKF (Pretoria), is studying for a Post Graduate Diploma in Accounting Sciences at Unisa. She describes herself as a team player. “I thrive within the EWSETA’s environment, which is challenging and stimulates me to keep up my continuous professional development, while being part of a team. I strive to maintain a consistently high level of work ethics.” “As a SETA involved in one of the scarce resources industry sectors, I am concerned that we are perhaps undercapacitated financially. South Africa faces water shortages in the future and, unlike the energy sector, alternative sources for water are not possible. We need to plan now and upskill our young population to prepare for these challenging times.” “When we view the placement of women in management in these sectors, the reality is that most senior positions are still occupied by men and the challenge is to bring women into these roles across the sectors. The benefits of being a female leader is that

“It speaks to assisting and supporting our departments and state owned agencies, such as Eskom, in creating awareness around energy saving solutions as well as water saving, sanitation and hygiene issues.” “Speaking directly to skills development and training and, more specifically, to the access and mobility of women within the energy and water sector, there is still much that needs to be done. EWSETA is placing greater focus on ensuring that in all our learning programmes and it is pleasing to note that more and more young girls are considering and entering trade occupations and are outperforming their male colleagues in the workplace.” “Being a woman in the SETA environment comes with its definite advantages. We are able to consider and bring to the fore softer issues and empathise with learners in a different way, making the SETAs more approachable and understanding of the issues that learners face on the ground.

Candice Moodley From the age of 13, Candice Moodley began to carve her professional journey and fine-tune her skills. She has a BA (Political Science) Wits and a LLB (Wits). “Given the state of energy and water in the country, the mandate of the EWSETA is not an easy one. Skills development and training must still be the main focus of the SETA but I believe our role should also encompass an awareness of the state of these resources from a demand and supply perspective and what South Africa can do to ensure the sustainability of these resources,” says Candice.

Finally, women today are passionate, driven, capable and extremely knowledgeable, all these traits combined with commitment to achieving our government’s vision makes being a leader in the SETA so fulfilling.” “For me, my family is everything, and my greatest strength is found in my husband Dhiren and my three kids,” concludes Candice. In closing, the women of EWSETA add, “Malibongwe igama lamakhosikazi. Bekunga kungangamil’ingca apho ninyathele khona, kumile izithole ezakondla oonyana nee ntombi ze Afrika. Happy Women’s month.” ● Volume 2 • 2015

LIFESTYLE

L’Avenir Launches a Cutting Edge Conferencing Centre in the Winelands With an eye on the future, as always, L’Avenir have a created a facility with uninterrupted panoramic views dedicated to inspiring innovative and expansive thinking.

he facility has been constructed as the lynchpin of AdVini’s strategic focus on Africa which centres on excellence and specialisation. The intention of the facility is to encourage innovation, collaboration, education and interaction not only within the growing business community in the local winelands, but also increasing international commerce taking place on African soil. It is a physical representation of the culture of development, refinement and individual expansion on which AdVini has built its foundations. Whilst the concept, design and construction of the facility itself make use of raw materials like steel and wood, all crafted into a finished product by hand on-site; the technology within meets the needs of any business, both local and abroad. The same hands that cultivate the vineyards for our flagship Single Block wines have crafted this venue with the same precision and passion applied in the vineyards. Nuanced reflections of the Single Block, and the philosophy it embodies, have been integrated into the new venue – from the angles of the structure and the decking mirroring the aerial view of Block 2; to each varietal of grape trailing up the pillars; to the water, which is the lifeblood of our vines flowing through the facility, as a gentle reminder of the constant evolution taking place around us. This culminates in an artwork entitled ‘The Harvest’ which celebrates harvest, with one foot planted firmly in the traditions of French winemaking heritage and the other firmly planted in South African soil. The Lodge Nestled in the valley below the Simonsberg Mountains, L’Avenir Country Lodge is an intimate, 4-star lodge located on a working wine estate just minutes away from the historical town of Stellenbosch. Features include a rim-flow pool overlooking the dams, home-cooked breakfast on the deck, complimentary wine tasting, mountain biking and trail running trails through the vineyards and a cosy fireplace ideal for sipping reds alongside in winter. For any bespoke requests, we will be happy to assist. The Country Lodge at L’Avenir lets you step out of the hustle and bustle, with elegant accommodation amongst the rolling vineyards on a working wine farm. For more information please visit www.lavenirestate.co.za.

CEO 2016 Vol 15.3

THE NEW by Carl Wepener

TOYOTA HILUX

COMFORABLE, BUT TOUGHER THAN EVER

The Hilux legacy is legendary. Since its introduction in 1969, the model has etched a reputation second to none and its durability, strength and outright quality, is not questioned. The ‘bakkie’ of today needs to fulfil a multi-purpose role, and not merely as a ‘jack of all trade’.

he exterior design may not be as macho as some of the competitors but falls in line with the latest features of most manufacturers. The Hilux projects a tough stance, whilst also exuding a sense of innovation and refinement. The front is looking modern with a prominent grille with strong horizontal bars extending towards the wraparound headlights. Integrated fender flares add to the rugged appearance. A slanted theme on the sides is further reinforced by the strong design line which flows from the rear combination lamps to the side profile. The new interior combines ruggedness and practicality. Flowing metallic trim runs across the dashboard and creates a sense of style and refinement and is on par with luxury sedan vhicles.

The new high-tech touch screen features a flat-panel design, flick operation and capacitive touch technology and when switched off creates a tablet-type look and feel. The driver instrumentation of higher grade models receives a full colour 4.2” TFT multi-information display, with easy-to-read displays and powerful shapes. The driver is able to access a raft of information, at the touch of the four-way directional buttons mounted on the steering wheel and features rake and reach adjustability, as well as thumb rests and a thicker rim. Cool blue illumination flows throughout the cabin, from the easy-to-read instrument cluster to the very effective air-conditioning, audio system and switchgear illumination. Durable seat upholstery is found throughout the range Leather upholstery is available as an optional extra on highgrade models.

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Increased interior space and greater seat comfort is welcomed, as well as the host of practical storage compartments, essential to a vehicle equally at home in both business and leisure environments. The rear seats with a reduction in thickness of the rear seat back now provides rear occupants with 10mm greater leg room. A 12-volt power outlet is standard across the range, with a second outlet forming part of the range topping model’s specification sheet. The new body makes use of higher tensile steel sheet (up to 590MPa). This achieves greater body strength while reducing weight. The more rigid chassis frame rugged suspension package and new body serve as the foundation for the completely revised suspension, delivering superb all round performance and comfort. Revised geometry also delivers improved rear-axle wheel articulation, with a 20% improvement in wheel travel facilitating even better off-road performance. An innovative feature of the new Hilux is Toyota’s Pitch and Bounce Control system, which automatically adjusts engine torque in direct response to road surface conditions.

exclusively fitted to 4x4 derivatives and regulate vehicle speed on steep, slippery or bumpy The new ‘Global Diesel’ series engines were developed from the ground up, and feature a number of advancements to provide a superb driving experience both on – and off road. The GD series engines are offered in 2.4 and 2.8 litre guise, with both versions placing strong emphasis on torque output and low-speed tractability. Both variants make use of DOHC, 16-valve, four-cylinder inline and utilise Variable Nozzle Turbocharger (VNT) technology. The 2393cc unit offers 110 kW and 343 Nm. A higher output variant of the 2.4 litre is also on offer, delivering the same peak power with a boost in torque to 400 Nm, available between 1600 and 2000 rpm. The diesel flagship, the 2755cc GD engine offers a stout 130 kW and effortless 420Nm from 1600 to 2400 rpm in manual guise – automatic transmission versions deliver 450Nm over the same rpm span. The fuel efficiency of both engines has been improved by 9% over the units they replace. Three petrol engines are on offer, a 2 litre 4 cylinder unit employing VVT-i with 100 kW

Heading Off-road The Hilux is available in part-time four-wheel-drive derivatives. A highlight of the new system is the electronic rotary 4WD switch housed within the dashboard, offering greater ease-of-use. Using the 4WD change-over switch, the driver can select between 2WD, 4WD and 4WD with low range, up to speeds of 50 km/h. The Hilux is fitted with a number of electronic driver support systems such as Toyota’s revered Active Traction Control system (A-TRC) to provide maximum traction under all conditions. Hill-start Assist Control (HAC) prevents the vehicle from rolling backwards during an uphill start when the driver releases the brake pedal. Downhill Assist Control (DAC) is

and 182 Nm. This is supplemented by a revised version of the familiar 2.7 litre VVT-i engine, delivering 122 kW and 245 Nm with a 10% improvement in fuel economy. Completing the line-up is the familiar 4.0 litre V6, delivering a throaty 175 kW and 376 Nm. Forming the link between the advanced new engines and the driven wheels, are all-new slick 5 - and 6-speed transmissions. Workhorse models are equipped with a rugged 5-speed manual transmission with higher grade models receiving an option of either a 6-speed manual or 6-speed automatic transmission. A world first for the segment is the fitment of the intelligent Manual Transmission (iMT) on selected models. iMT

CEO 2016 Vol 15.3

LIFESTYLE

effectively incorporates rev-matching technology on both up – and downshifts, to provide an ultra-smooth drive as well as assisting drivers with smooth take-offs. Artificial Intelligence (AI) Shift Control, makes use of bespoke control logic to prevent the transmission from up – or downshifting unnecessarily in response to sudden throttle opening or closures. Diesel models fitted with the new 6-speed transmissions are badged as GD-6, with the entry level derivatives using 5 speed transmissions carrying a GD badge. Towing capacity has been increased across the range (bar the entry level petrol model), with the 2.8 GD-6 4x4 models boasting a monumental 3.5 tonnes of tractive capability. Selecting the Drive Mode A first for Hilux is the fitment of the Drive Mode switch. Drivers are able to select between ECO and POWER modes based on driving conditions. ECO mode reduces power consumption in relation to acceleration, heating and cooling to improve fuel economy, whilst POWER mode offers the driver sharper acceleration response for a more engaging drive. A Grade for All Fitting with the advanced new design, the new Hilux offers a comprehensive spec level with some features a host of safety features including a driver airbag, ABS, Brake Assist and an anti-theft system as standard across all grades.

The new Hilux is available in four grades, being; ‘Workhorse’ grade, aimed at utility usage and provides essential specification items such as power steering, remote central locking, electric windows and the aforementioned safety specification. The mid-grade ‘SRX’ strikes a balance between function and form adding items such as Tilt & Telescopic steering adjustment, multi-information display, a 12-volt power outlet, steering switches and USB + Auxiliary inputs. A new addition to the range is the SR grade, which caters specifically to mining customers. It adds front side and curtain airbags as well as Vehicle Stability Control to comply with a full 5-star ANCAP safety specification level. It foregoes an audio system and side-steps due to the utilitarian nature of the vehicle. Serving as the flagship across all three body-shapes is the ‘Raider’ grade. In this execution the new Hilux serves up a full complement of comfort, convenience and safety features – giving buyers a ‘bakkie’ with SUV-like feel. Some of the spec highlights include automatic climate control, full colour multi-information display, touchscreen 6-speaker audio system, Bluetooth, USB, auto lights, daytime running lights (DRL), 17” alloy wheels, metallic interior trim and elegant chrome exterior accents.

LIFESTYLE

Selected models are further equipped with Vehicle Stability Control (VSC), which is activated when sensors detect under – or oversteer conditions. Trailer Sway Control (TSC) uses both engine output and individual brake control to reign in a wayward trailer, preventing continued sway movements. The above safety systems are further supported by A-TRC, DAC and HAC described in detail in the off-road driving section.

Model Line-up Single Cab  2.0 VVTi 5MT  2.4 GD 5MT  2.4 GD-6 Raised Body SRX 6MT  2.4 GD-6 4X4 SR/SRX 6MT  2.7 VVTI Raised Body SRX 5MT  2.8 GD-6 RB Raider 6MT  2.8 GD-6 4X4 Raider 6MT Xtra Cab  2.4 GD-6 Raised Body SRX 6MT  2.8 GD-6 Raised Body Raider 6MT  2.8 GD-6 4x4 Raider 6MT

Three body-shapes are offered; namely Single, Xtra and Double Cab. A standout feature of the Xtra cab is the inclusion of rearward opening access doors to facilitate easy loading into the rear compartment. The Hilux’s is stronger and safer than ever before. This improves safety performance and occupant protection. Spearheading passive safety is a host of Supplemental Restraint System (SRS) airbags. All models are equipped with a driver airbag, with the mid-grade and single cab Raider models adding a passenger airbag to the list. Mid-grade double cabs feature front side airbags in addition to the driver and passenger units. The Hilux is also equipped with a comprehensive array of active safety systems such as brake control systems; ABS, Brake Assist (BA) and Electronic Brakeforce Distribution (EBD). A new addition is the Emergency Brake Signal, which warns other vehicles of an emergency braking condition by flashing the hazard lights.

Double Cab  2.4 GD-6 Raised Body SRX 6MT  2.4 GD-6 4X4 SR/SRX 6MT  2.7 VVTi Raised Body SRX 5MT  2.8 GD-6 Raised Body Raider 6MT  2.8 GD-6 Raised Body Raider 6AT  2.8 GD-6 4X4 Raider 6MT/6AT  4.0 V6 Raised Body Raider 6AT  4.0 V6 4X4 Raider 6AT Service Intervals & Plans All models are accompanied by a 5 year or 90 000 kilometre service plan (whichever occurs first) with service intervals set at 10 000 kilometres. Pricing Single cab:  From R228 900 to R 435 900 Xtra cab:  From R333 900 to R470 900 Double cab:  From R 377 900 to R593 900

CEO 2016 Vol 15.3

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Capturing the Light Browsing through a portfolio of professional photographer Brenda Biddulph’s work, makes me want to grab a camera and take a photo. Attempting to create a visual moment like the many she has created is not easy.

Brenda established her own photographic business four years after graduating from the National School of Photography in Pretoria. She had gained experience in advertising, corporate photography, weddings, school photography and publications. Today her business, Monsoon Photography, has a faithful following of diverse clients who entrust Brenda and her team with repeat business. Putting a person at ease is an accomplished skill. Even the most senior executive can be a reluctant subject when a camera is pointed in their direction. Monsoon Photography has become a popular name to call among organisations needing photos for annual reports and events. The Monsoon Photography team has the ability to charm a smile out of the most world-weary executive. “We ignite with a jovial professional approach,” says Brenda. Brenda’s special love is vibrant fusion photography and experimenting with her “fascination for light”. The recipe for success behind Monsoon Photography is simple. “Our enjoyment of the profession

and passion for people attract clients to call on our services again and again,” she says. Monsoon Photography works on site and in studio, depending on the client’s requirements. Their studio, situated in the eastern suburbs of Pretoria, is perfect for family portraits and for shooting music videos. The experienced studio and on-line photographers that comprise Monsoon Photography share two things in common: a fascination for light and an eye for detail. With clients as diverse as Deloitte, Sasol and The Land Bank, Monsoon Photography adds a creative and professional touch to whatever the occasion.

Contact 083 452 4530 www.monsoonphotography.co.za

A f r i c a ’ s

M o s t

I n f l u e n t i a l

WOMEN i n

B u s i n e s s

a n d

G o v e r n m e n t

As a leader, how do you ensure that you, and those you oversee, continue to grow and develop? I believe as a leader that development and growth is an ongoing process. Developing people is something I feel very passionate about. I do so not just through my business but also through the work of my foundation, the Gina Din Foundation and my series ‘At the Table with Gina Din’ which aims to bring young people into contact with high achieving mentors in their respective fields. In my business we have a strong internship program that builds leaders from the ground up; I have had enormous satisfaction in watching people grow within our own organisation and then go on to do other things. Gina Din alumni are strong and vibrant people. I believe that after many years as an entrepreneur I have some hard-earned wisdom to share and regular meetings with my senior management team always enables us to navigate the best solutions for our clients. My own philosophy is that success isn’t just about what you accomplish as an individual but what you inspire others to do.

Leading the Way by Lydia Bundred

Gina Din-Kariuki Founder of the Gina Din Group

Gina Din-Kariuki is one of Kenya’s leading entrepreneurs and founder of the Gina Din Group, the most awarded communications agency in the region. Gina is also one of the few women in Oil exploration in East Africa and plays an active philanthropic role through the Gina Din Foundation as well as being the only African Ambassador to the Red Cross.

What unique contributions do you believe women make to the work place and what has been your experience in this regard? Let me start by saying first off that, in my opinion, there are not enough women in high level roles in Africa, which makes me very sad. Better representation of women on the continent is a priority and forms part of the advocacy work I do across Africa. Women must be ready to take their seats at the decision making tables and be unapologetically themselves. In my own business we do have several women in leadership positions. In my view women tend to be more flexible as well as stronger in interpersonal skills, which in our kind of industry is so important. Of course, my business employs a number of men but women in my opinion tend to be better in collaborating as opposed to focussing solely on individual success. We see women bringing others along with themselves to ensure that a project is successful.

2015/2016 Many of the women that come through our doors are fairly young and not very self-confident, but I see a deeper strength in that they badly want to prove themselves so they push themselves pretty hard. Sometimes too hard, which can be counter-productive. Are there any principles you believe all leaders should follow/live by? For me leadership is not for the faint-hearted and one must not be in it with an aim to win any popularity contests. Leadership requires making difficult choices that won’t always please everyone. Leadership has evolved, and there is now a heightened awareness of the importance of team work. Some of the most creative ideas we have had as an agency have come from the most unlikely quarters and we have evolved from being quite a hierarchical organisation towards being more flat and collective in our approach. In my view, getting employees to own their decisions creates leaders and that’s what we want to achieve. I am a firm believer in openness and being absolutely honest in every area. I believe leaders need to be decisive and do what’s right for the organisation at all times. Communications is an area in which many leaders don’t do so well, but one that is absolutely critical for leaders. Getting one’s message across is much more important than we may realise because it’s often seen as a soft issue that comes after profit and bottom lines! What is the most important lesson you have learnt while building your business? My business has taught me to never discriminate against an opportunity that presents itself. I have learnt to never judge an opportunity too soon. There have been a lot of businesses that didn’t fit into the traditional mould of what we do and it would have been quite easy to decline taking them on. Instead, we have risen to the challenge and it has opened up amazing and interesting opportunities that at one point seemed foreign to us. In many cases we haven’t waited for the opportunity we have taken the initiative and created it. I believe our lives are defined by opportunities, even the missed ones. The other thing I have embraced is failure. At the beginning of my business I was very success-oriented and any failure would be very hard to deal with and I would

take it extremely personally. I have come to embrace both success and failure and no longer view failure as the opposite of success but much more as a part of it. Neither lasts forever. The older I get the more self-accepting I have become and failures and detours are more easily navigated than they were previously. Failure has made me much more introspective and made me a better person.

We understand you have taken the very bold step and ventured into oil exploration in Kenya, that’s a very different industry from the one you are used to how is this new adventure working out? This is certainly uncharted waters for me; however, great progress is made outside of one’s comfort zone. It’s been very exciting to be part of Erin Energy and hopefully contribute to writing the story of oil exploration in the region. It might sound like a completely different field but a large part of oil exploration is about getting the communications right. I’m excited to bring my many years of experience to an industry that has the potential to permanently transform the continent. How do you occupy your time outside of work? I am a bit of a gypsy at heart and love to travel. Luckily my family share my passion so we regularly explore new countries and new cultures. When I am at home I practice yoga and I have the pleasure of being on the board of the African Yoga Project which is an incredible organisation that brings yoga to communities. Based on your experience, what advice would you offer young professionals that would like to enter your field? For young people wanting to enter into the communications space, my advice would be to be very sure that they are viewing the industry through a very clear lens. The perception that it’s all glamorous and lots of fun is misplaced. It’s hard work with long hours but also very satisfying providing solutions to sometimes very complex cases. I would encourage young people to set their sights far and to continuously raise the bar for themselves. A fulfilling part of my life has been the ability to give back to projects both in terms of advice and providing a platform to raise awareness for important causes.

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2015/16

Kalusha Bwalya, former International footballer, coach and the president of the Football Association of Zambia

Former international footballer, coach and the president of the Football Association of Zambia, Kalusha Bwalya is a soccer legend, on and off the field. Through hard work and perseverance he has gone from good to the best and was named the African Footballer of the Year in 1988.

Making

Goals Happen by Valdi Pereira

What were the early years like for you as an aspiring professional footballer up until now? I have been associated with football all my life. Growing up in a place called Kumuchanga in Mufulira, Zambia I was one of the boys. From an early age, when I was 3 years old, my father was a sports administrator. And so he was in the national football league, which was later to become the Football Association of Zambia. He was also the chairman of the local team and so he used to take us to football matches. My brother and I were always on the street with the local guys playing football from a very early age. We used to stay on a gravel road and used to put goalposts up, two stones, and whoever was present would play. Between ourselves we used to have all kinds of competitions. Later we became a team, which I think was quite good, and we used to play on the local grounds. I had the privilege of going to the games when the teams were

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playing at home - it was something special. My dad would make sure that you had to do something in order for you to go to the match so it was a privilege for us. We knew that during the week we were to be on our best behavior because the first threat would be that you could not attend the game otherwise. If I fast forward to when I was 16, I played for the top division, I was there for a year and then at this time my dad had stopped working for the council. Afterwards I went to play for the big team, Mufulira Wanderers. Playing for the Wanderers was a big achievement for me because they are still one of the biggest teams in Zambia. From there I got an opportunity to go to the National team in 1982. Just after the Africa Cup of Nations. And the rest is history. Who most influenced you as a football player? My father because we always used to talk about football and with him being a soccer administrator I had the privilege of going

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to international matches. I remember a long time ago Zambia played Sudan and we, my brothers and I, went early in the morning because my father had a meeting and so we got to meet the players. My brother and I would sit in the lobby for hours until the match would start and would see the players. Growing up as we did made us all want to grow up to be football players. In the area where we stayed, the guys we used to play with, we were known as the footballing group. We didn’t know anything else but football. Looking back, yes, I have to say my father was the biggest influence in me becoming a football player. What has been the most rewarding part of your career? I think that it is still difficult today for a footballer in Africa to go out and play in Europe and I was one of the first Zambians to go to Belgium in 1995. It was unbelievable that I got a chance to go to Europe at that time because it is still difficult [for players] today. But I got that opportunity. I also have good history with the national team because we had some fantastic players and some exceptionally talented coaches who gave us a chance. I played for Cercle Brugge and then I went onto PSV Eindhoven when I was at the top of my game. We won two championships and I was chosen in 1988 as the African footballer of the year, which I think is a great achievement. It has been a privilege coming from where I do and then being called the best player of the year for Africa. The professional sports arena is a competitive one – what lesson would you want to carry over to aspiring footballers today? I think football is a way of life. Your discipline is fundamental. You have to work hard, extremely hard. You don’t have to be content with just being one of the players you should aspire to be one of the best. I was coming from a good generation of football players in Zambia but when I was going to Cercle Brugge nobody had heard of me. I was in the national team, I had played a few years but when I went there I had to start from scratch. I had to dig deep down within myself and had to make sacrifices to try to succeed in Europe. In Belgium at that time there were not many African players in the league, you really had to work hard to earn your position on their team. So I was probably one of the pioneers for the African players in Belgium at that time. I felt that I needed to do my best because until

today it was not very cosmopolitan but now African players are all over the world. I feel that for the young guy if you look at the top, you can get there but it is up to you how much you want to sacrifice to get there. What is key to being a professional footballer? Soccer is a skill and you have to improve your skills. If you go to Zambia people will tell you I used to be a good footballer but when I went to Europe my talent was developed because I was playing with other very talented players. What is key is that you must develop your skills and work at improving yourself. How did you find the transition from player to coach? I always fancied myself, when we were playing, as a potential coach. I had the privilege to be under some of the best coaches and occasionally I would approach them to offer my views and so my interest in being a coached developed over the years. Later I enrolled in a coaching course in 1994. We were about five or six guys that enrolled in the course. I was lucky that we used to train at the training grounds of Club America so the centre of the Mexican Football Association was on the way to the house where I used to stay. It was quite intense. It was a two year course but I forced myself to finish and at the end was called technical director. After I finished I decided to do more. In 2001 a friend asked me to train the strikers and so my transition was rather quick. What’s next? There’s a lot of work still to be done in Africa. The leagues, sponsorship and the teams have gained a lot of ground as far as football is concerned. In order to bring sponsors you need to have stability and a good plan. The greatest accolade for us is that Zambia was a champion in 2012 – which is a great achievement. And I would like to still do more. I think the future for Zambian football is bright. Football is not only Kalusha’s way of life but it runs in his blood as well. When questions were asked regarding retirement the football veteran gave a grin and slight laugh followed by his plans to give all that he can in the future. He emphasised that his race was not near finished and that every day he discovers areas where he can contribute.

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InConversationWith What led you to your current career path? A very good friend of mine asked for financial assistance with an import transaction. I agreed to assist him. However, we came to an agreement that, if I assisted him, I would facilitate the whole transaction – from paying the supplier to the delivery of the goods. It was at that moment I spotted a gap in the market, and, as they say, ‘the rest is history’.

Adam Orlin Adam Orlin is the chief executive officer (CEO) of Blue Strata Trading, a firm which facilitates import transactions from order placement, confirmation and tracking through to the hedging of foreign-exchange risk and the management of import logistics until delivery to your warehouse. What is the size of your team? Currently, we are at 180 employees and growing rapidly. What does a typical working day entail? I am responsible for the daily operations of the company: ensuring that business operations are efficient and effective and that there is proper management of resources, distribution of goods and services to customers. In this role, given the company’s size, I am in a position to help expedite decision making, improve efficiency, and mediate between the various business units, thereby ensuring that Blue Strata is seen as a premium import and working-capital specialist. What occupies your time outside work? Mostly family, but I also enjoy golf, tennis and reading.

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Favourite food? A good, medium-rare fillet steak. Favourite music? I enjoy listening to a variety of genres, but mostly Rock. U2 is my favourite band. What was your dream job as a child? Growing up, I always knew I wanted to own my own company. I got my entrepreneurial flair from my father and I always admired how hard he worked and how successful he became – this is testament to ‘hard work pays off’. What three things would you take to a deserted island? A boat to get me out of there, matches for fire to keep warm, and a sleeping bag to have a good night’s rest before departing on the boat! Three words to describe your leadership style? Pacesetting, motivating, and driving excellence. Businessperson you most admire? I have two: my dad Romain Orlin, and Stephen Koseff, CEO of Investec. What’s the best decision you ever took? Joining forces with my mentor David Kuper. What advice would you give to someone aspiring to your position? Stay wildly ambitious, stop thinking you are special, and work hard. What do you know for sure? That Tottenham Hotspur will not win the Premiership and that I’m probably their biggest fan.

Dawid Mocke Four-time World Surf Ski Champion

Colour could save your life. Wear a life jacket and bright colours when out paddling.