CEO Digital Magazine Vol 15 .7

ceo

celebrating excellence in organisations Vol 15 No 7 - 2016

ATNS A Formidable Work in Progress

Expert Adaptation Taking Your Business into Africa

Jaguar F-Pace Setting The Pace

AndrĂŠ van Rensburg, Chief Executive Officer, Bombela Concession Company

into Reality

Turning a Grand Dream

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Edu What...?

“

Education is the most powerful weapon which you can use to change the world - Nelson Mandela A child without education, is like a bird without wings - Tibetan Proverb

In Sub-Saharan Africa only two-thirds of children who start primary school reach the final grade.

33 million

Africa loses an estimated

20,000 skilled

primary school-aged children in Sub-Saharan Africa do not go to school. 18 million of these children are girls.

personnel a year to developed countries.

Although literacy rates have greatly improved in Africa over the last few decades, approximately of Africans

40%

In 1994 only 12,000 schools had electricity, In 2015, approximately 25,000 have access to electricity in South Africa.

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�

At about 7% of gross domestic product (GDP) and 20% of total state expenditure, South Africa has one of the highest rates of public investment in education in the world.

Globally, 69 million school-age children are not currently attending school.

over the age of 15, and 50% of women above the age of 25 are illiterate.

71.2%

of grade six level South African children that are literate

EDITOR’S note

Perspective

A

s I sit down to write this, there has been significant international media coverage around the seemingly negative gender diversity comments made by a male executive at one of the world’s leading ad agencies. It has resonated with me because in South Africa, August is the month of women.

There is no doubt that there are still several spheres where women are discriminated against based purely on their gender. The problem is a deep rooted one and, more often than not, bias sets in at home with the attitude of the paternal head of the household setting the tone.

It is therefore incumbent on both genders to oppose any discrimination, which is detrimental to women. Given the chance, women will be able to steer our societies into different directions.

However, I think that as with most leadership challenges, the calibre of leaders identified is critical for success. The world has seen many mediocre male leaders in a multitude of public and private spheres over the years. Perhaps, in a clumsy way, the male executive was suggesting that women should be given the space to ensure that the best women rise to top.

Anything else will be nothing less than a disservice.

Given the chance, women will be able to steer our societies into different directions.

Valdi Pereira

CEO 2016 Vol 15.7

03

INSIGHTS

Eugene Kaspersky

Eugene Kaspersky, Chairman and Chief Executive Officer of Kaspersky Lab

protocols can potentially be – and quite often are – abused by malicious hackers. And a successful attack on a cyber-physical system in which digital data is used to control real-world machinery (e.g., a car or a large industrial system) could lead to horrible consequences, even human death.

The problem is as acute on the African continent as it is in the highly digitalised nations of the West and the East. Cybersecurity may be one of the youngest industries in the world’s economic history, gold mining one of the oldest. But no matter how old an industry, there’s not a gold mine on the planet that’s not widely using digital industrial equipment, as well as office networks.

Developing countries have been actively using the latest technology to cut corners and build new, huge, advanced businesses. I heard once from China’s Jack Ma, founder of the e-trade giant Alibaba Group, that one of the reasons for his massive business success was that China lacked sufficient physical retail and logistics infrastructure; the digital trade platform was cheaper to build and didn’t face strong offline competition.

In many countries that don’t boast a large scale broadband Internet network – including in Africa – both private individuals and businesses have largely relied on mobile Internet. And with the growth of 4G and the introduction of 5G networks, the odds are high that many Internet users will never need an optic fiber connection in their homes.

Unfortunately, the state of security of our digital ecosystem today leaves a lot to be desired. There are problems on all levels: there’s a lack of awareness among people and businesses about the

Security in the Cyber-Physical

World of the Future We’re living amid unprecedented changes driven by new digital technologies. If you look around, everything is computerised and connected today. There are hardly any new cars that havn’t any connectivity of some kind, and even elevators in new office blocks are sending digital telemetric data to their manufacturers so they can make sure everything’s working as it’s supposed to. The Internet of Things has arrived and is big already: I’ve heard forecasts saying that an average household will own hundreds of connected devices in less than a decade.

T

here’s a cost to this digitalisation of our lives. The whole digital infrastructure we have today is inherently vulnerable: all widely used operating systems, widespread applications and network

Focus on Eugene Kaspersky

risks associated with the use of the digital system, there’s a deficit of strong regulation on the national and international level that would guide the development of a new secure system and permit prosecuting digital criminals, and there’s also a lack of thinking about security by the technology companies that design and build new products both for businesses and private consumers.

We need to stop this rise of cybercrime. I think the big mission of companies in my industry – IT Security – is to drive change and to make the world much more secure from digital threats than it is today. There are already technologies that allow one to drastically increase the level of protection of both office and industrial environments. However, full global implementation of such technologies is a very long process and we won’t be able to do it alone. But we need to make this change and I’m confident we can do it – together with law enforcement agencies, international organisations, governments and responsible businesses all over the world.

CEO 2016 Vol 15.7

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CONTEN STATEyourCASE 20 ATNS A Formidable Work In Progress

64

56

Ford Mustang

REGULARS Jaguar F-Pace

10 THE LEADINGEDGE 08

THE FLIP SIDE

Turning a grand vision into a reality may often take many years of hard work. This hard work paid off for André van Rensburg, Chief Executive Officer, Bombela Concession Company, his colleagues and partners. Today, van Rensburg says, not only is the Gautrain project world class in terms of punctuality and availability but it has has also delivered beyond expectations in other regards.

Great Scott!

2 Your World Unravelled 3 Editor’s Note 5 Insights 8 Flip Side 16 On Point 40 What’s Hot or Not 54 Spotlight 72 In Conversation With

A diversity of interests, sheer hard work and the foresight to spot the proverbial gap propelled James Scott to move from financial manager in the musical publishing industry.

IN THE KNOW

54

SPOTLIGHT

16 ONPOINT To ensure consistency within an organisation, it is vital to align operational governance namely the organisation’s rules, processes, procedures and policies to its strategic intent, and ultimately having the leader of the organisation walk their talk.

Vol 15.7

LIFEstyle 60 Jaguar F-Pace ‘Setting the Pace’

64 Ford Mustang An Icon

66 Southern Sun Cape Sun The New Kid on the Block for Family Accommodation

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WHAT IS HOT or NOT

NTS Focus on Excellence 68 Dr Suzanne Ravenall

70 Amos Wekesa

Being the Best

A Test of Character

INtheKNOW 41 What Is Your Company Culture Worth?

42 Eight Good Reasons Why You Are Enough 44 Don’t Let Derailers Make You Hit the Leadership Brick Wall

GLOBAL Expand your business Horizon 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 Chief Executive Annelize Wepener annelizew@ceomag.co.za Director: Strategic Development & Editor in Chief Valdi Pereira valdip@ceomag.co.za Director: Corporate & Financial Services Carl Wepener carlw@ceomag.co.za Manager: Office of the Chief Executive Nadine Aylward nadinea@ceomag.co.za General Manager: Global Services George Wepener georgew@ceomag.co.za General Manager: Global Media Services/ Head of Production Channette Raath channetter@ceomag.co.za Junior Designer Niel Viljoen nielv@gmail.com Manager: Business Development – SADC South Neville Mukoma nevillem@ceomag.co.za Danny Kabongo dannyk@ceomag.co.za Journalist Andrew Ngozo andrewn@ceomag.co.za

46 So, You’d like to be a Thought Leader?

Team Leader: Continental Programmes Pule Mahodi pulem@ceomag.co.za

48 Helping High Achievers Reach Greater Heights

Continental Project Administrators Sylvia Houinsou sylviah@ceomag.co.za

51 The MBA: Career Differentiator or Simply Market Expectation?

52 Tough Economic Conditions No Deterrent For Driven CEO

SUPPLYWORX

Rumbi Chanda rumbic@ceomag.co.za Manager: Corporate Support Raymond Mauelele raymondm@ceomag.co.za Client Development Administrators Winston Williams winstonw@ceomag.co.za Client Liaison Officer Cobus Kramer cobusk@ceomag.co.za Receptionist Wilheminah Nchwe wilheminahn@ceomag.co.za

24 Would You Hire A Convicted Criminal?

Office Assistant Minah Mahlangu minahm@ceomag.co.za

26 Interaction Recording – How Would You Like This Delivered?

Security Guard George Mbana

28 Local Agencies’ Market Understanding Gives Them the Edge Over Multinational Players 30 Outsourcing in the Pursuit of Business Eminence 32 Pipeline Assessment and Water-Supply Risk Management 33 The Win-Win of Remanufacturing 34 Tapping Into South Africa’s Top Talent

* 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.

36 Ensuring Quality Coal Analysis Ensures Profitability 38 Why the Technology Curve Is Critical To Camera Surveillance Systems CEO 2016 Vol 15.7

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FLIPSIDE

Smartphone

skewing

The deluge of smartphones hitting India has started to leave its mark.

NestlĂŠ and Coca-Cola have bemoaned the fact that Indian consumers would rather spend money on their smartphones than things like snacks and even soap. Obesity versus nomophobia versus BO. Take your take pick.

80/20 On a somewhat blue note recently released statistics indicate that 80% of individuals suffering from clinical depression are not receiving any specific treatment. In addition the number of people diagnosed with depression increases every year by 20%.

Considering the fact that obesity, heart disease and strokes are closely linked with depression, we predict the spectre of lifestyle diseases will get worse.

Scaling Deal activity in the digital health start up space has grown by 20% year-on-year. It likely that as big medical and pharmaceutical companies start cosying up to tech giants that even more activity will take place in this market. With the doctor to patient ratio in most developing countries is way below acceptable norms (the norm is 1 per 1000 citizens) the reality is this is going to a space to watch and invest in, we think.

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CEO 2016 Vol 15.7

FLIPSIDE

AUD No, not Australian dollars, more specifically Alcohol Use Disorder - this is a medical condition that doctors diagnose when a patient’s drinking causes distress or harm. It is estimated that 20% of American college students meet the criteria for AUD. Academia and alcohol are at the best of times a toxic mix, in the hands of youngsters it is positively dangerous.

Up in Smoke About 20% of the world’s population are smokers. Around 80% are men (at around 800 million) and 80% of smokers live in developing countries.

Considering the huge impact smoking has on the general health of a populace, we reckon the developing world is in danger of wheezing along on the health front for many years to come.

Cutting Edge Depressed growth in men’s razor and blades market has been a sore point in the US for some time. The hip status beards have acquired in recent years, the concomitant growth in beard grooming products and the emergence of the specialist shaving stores and products have contributed to a tight market. All of that being said, some 2 billion razors (men and women) are still disposed of annually in the US – surely there is enough cream to go around.

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Turning a Grand

Dream

Reality

by Valdi Pereira

into

AndrĂŠ van Rensburg, Chief Executive Officer, Bombela Concession Company

LEADINGEDGE - Bombela Concession Company

Turning a grand vision into a reality may often take many years of hard work. This hard work paid off for André van Rensburg, Chief Executive Officer, Bombela Concession Company, his colleagues and partners. Today, van Rensburg says, not only is the Gautrain project worldclass in terms of punctuality and availability but it has has also delivered beyond expectations in other regards. He discusses the positive spinoffs for the province, how the customer is always at the centre, the drive to provide a reliable transport service to their customers and how they are always learning and improving services going into the future. He dwells on the ingredients of a successful public private partnership and discusses how transformation is a business imperative; not a nice to have, but the right thing to do.

What has it taken (did it take) to introduce a state of the art public transport system into South Africa’s economic hub?

In recent years we have seen an increase in urbanisation and population growth in South Africa, and in particular, in Gauteng. According to the United Nations, by 2050 nearly 80% of South Africa’s total population will be living in urban areas. And according to Statistics South Africa’s 2015 Mid-year Population Estimates report, Gauteng is home to the largest share of the South African population with 24% of the country’s total population residing in this province alone.

South Africa’s growth in urbanisation reflects global trends and this inevitably creates an increased demand on public transport. This rising demand for public transport in turn necessitates mass transit supply. So clearly, we see that the need for efficient, safe and reliable public transport systems is on the increase.

By the early 2000s many of Gauteng’s highways were heavily congested with traffic, especially during the morning and afternoon peak periods. People often spent hours in traffic as opposed to spending their time constructively at work. This traffic problem ultimately created an adverse effect on the economy. At that stage, amidst the doom and gloom, a dream was born. Visionaries began to advocate for an efficient, reliable and safe train service that would not only service the OR Tambo international airport but also connect Tshwane and Johannesburg.

As we know, dreams remain dreams, if one does not work at them. In this instance, the Bombela team was tasked with turning this grand dream into a reality. One of the main motivators for us was the fact that we, together with our shareholders and the financial institutions supporting us, strongly shared and believed in this dream.

We were determined to make it come true, and to not just reach but exceed expectations. Our shareholders played a pivotal role during the construction phase - being directly responsible for the development of this majestic project. A few years later, we look back and marvel at what has been accomplished. Today, the Gautrain connects three metropolitans in Gauteng, Tshwane, Johannesburg and Ekurhuleni.

The Gautrain system has contributed immensely to the overall economy of Gauteng, not only by decreasing the hours people spend in traffic versus the workplace, but in numerous other ways. A recent independent study conducted by KPMG found that the Gautrain plays an instrumental role in creating a better quality of life for its regular commuters in a few ways.

Firstly, as a result of the efficiency and speed of the Gautrain, regular commuters save between 10 and 12 working days per year. Secondly, thanks to the Gautrain there are some 21 300 fewer car trips per day in the province. This translates not only into reduced traffic congestion, but also a reduction in road accidents. Thirdly, the study showed that the Gautrain is a greener transport alternate to car transportation in the province and that by using Gautrain commuters reduce their carbon footprint by 52% per trip.

Finally, over the years the Gautrain has proved to be an exceptionally reliable mode of transport. With an average train service availability of 99.73% and train service punctuality of 98.34% the Gautrain ranks amongst the best in the world, having consistently outperformed set benchmarks.

Ranked among the best public transport providers in the world, what sets your value proposition apart from the other players globally?

The Gautrain project is a Public-Private-Partnership and includes a 15-year operating and maintenance period after

As we know, dreams remain dreams, if one does not work at them. In this instance, the Bombela team was tasked with turning this grand dream into a reality.

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LEADINGEDGE - Bombela Concession Company

After much hard work, we are proud today to say that in comparison to similar modes of public transport and with an average train service availability of 99.73%, the Gautrain is currently one of the most reliable commuter train services in the world. construction. Following an international tender process, the Bombela Concession Company was appointed by the Gauteng Provincial Government to design, build, operate, maintain and partially finance the Gautrain project.

After much hard work, we are proud today to say that in comparison to similar modes of public transport and with an average train service availability of 99.73%, the Gautrain is currently one of the most reliable commuter train services in the world.

Our mission is clear: to provide a safe, clean and reliable integrated transport system to our customers, the users of the Gautrain system. Via our operator, the Bombela Operating Company, we have to date transported more than 60 million passengers on our trains and have run in excess of 380 000 individual train trips.

Less than 0.5% of train trips had to be cancelled during this time. Aside from being world-class in this and other regards, the Gautrain has earned a sound track record in terms of being a safe, clean and reliable public transport system.

The growth we have seen in passenger numbers has been so phenomenal that we often have little to no spare capacity during the peak periods. This in itself speaks volumes of the overall success of the Gautrain. In the absence of exceptional and consistent service levels and a strong credibility that the Gautrain has developed over the years, this level of success would not have been possible.

What can you attribute your sound track record to, in terms of being a safe and reliable public transport system?

The safety and well-being of our passengers is our number-one priority and we will never compromise this for any reason. Everything that we do starts with this fundamental principal in mind and I am proud to say that our employees and contractors share this value. Second to safety is our drive to provide a reliable transport service to our customers. This business model is built on a solid foundation

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CEO 2016 Vol 15.7

of quality infrastructure and systems supported by the full suite of operational services including proper and efficient maintenance, hands-on training and tightly controlled operations. None of this would have been possible without the highly skilled and dedicated resources working for and within the Bombela family. Our track record is proof of our achievements in this regard.

When we do not live up to our own expectations, and those of our customers, we use those opportunities to learn and to improve our services going forward. I dedicate our incredible achievement to the highly skilled and capable Bombela team who is always prepared to go beyond the call of duty. It is because of the collective effort of this team that we are able to deliver an exceptionally sound Gautrain operation.

Tell us about your achievement to date?

My vision is aligned with the vision of the company.

That is, for the Bombela Concession Company to achieve excellence in the execution of our contract with the Provincial Government and to be recognised as a world leader in concession contract management. We can only achieve this by providing a safe, clean and reliable integrated transport system to our Gautrain commuters. With our operator, the Bombela Operating Company, we have demonstrated that we can achieve this goal. Seeing how Gautrain has become an alternative transport mode to thousands of commuters every day and that we can compete with, and even exceed similar international service offerings makes me immensely proud.

Given your extensive expertise in the industry and as a leader, what has been the greatest learning that spurs you on daily?

I believe that success is a by-product of two key ingredients. Teamwork and proper planning. In the case of Gautrain, I often witness how different groups or business units come together to accomplish a specific goal. It doesn’t seem to matter whose goal it was to achieve in the first place, our staff just rallies together and look to find solutions. This type of culture breeds success and I am proud to say that at Bombela, this is the type of culture we have built for ourselves.

Likewise, effective planning is key for any project. As a team we have been able to meet and exceed expectations not by chance but by working together and by working a proper plan. We are accustomed to delivering on deadlines, and we not only do what we say we will do but we go all out to do it in the best way possible.

Finally, I personally do not see failure as an end-state.

Instead, to me, it presents an opportunity to learn, to start over

LEADINGEDGE - Bombela Concession Company

When we do not live up to our own expectations, and those of our customers, we use those opportunities to learn and to improve our services going forward. if need be, to do it differently and to get it right. What sets an achiever apart is his or her ability to dust themselves off and move forward. I’ve learnt early on in life that to be the best that I can be, I will have to embrace failure as well as I do success. The trick to success however lies in learning from what went wrong.

Much of your career has been spent in the public private partnership (PPP) realm. What in your experience are the key ingredients needed for a PPP to be successful.

For me PPP’s have shown that they can be successful and hugely beneficial. The biggest benefit is probably that there is a significant transfer of risk from the public sector to the private sector in terms of finance, technical development and implementation and operations. The long-term benefits and cost savings to the public sector in a PPP environment should not be underestimated.

I think three elements are absolutely essential to make a PPP successful. The first being a commercially sound and thorough contract or concession agreement between the relevant parties, second, a highly skilled and capable team equipped to deliver on the mandate set out in the contract or concession agreement and last but not least, a constructive and amicable

working relationship between and amongst the relevant parties. All parties should ultimately strive for the greater good of the PPP. When this happens success is imminent.

What is Bombela’s vision with respect to transformation?

Transformation is a business imperative. It is not a nice to have, but the right thing to do, not just from a moral perspective but from a business perspective too. Leaders of the view that transformation is about compliance see it as a tick-box exercise. In my view, such leaders deprive their own organisations from their full potential.

I see value in transformation and whilst it is important to ensure that we meet and exceed the requirements stipulated in our contract and also the relevant legislation, as leaders we also ought to see the value that diversity presents to the business as a whole. My belief in transformation translates into a truly diverse executive and management team. I personally see the significant contribution that different employees bring to the table.

With diversity comes an array of views, ideas, solutions, and opportunities. We therefore should not see transformation as a tick-box exercise but rather as a drive to seek the best

CEO 2016 Vol 15.7

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LEADINGEDGE - Bombela Concession Company

people to execute the task placed before the team. My executive team consists of two males (one white and one black), and three females (one coloured, one Indian and one White). Collectively they are each professionals in their own right and have earned their seat at the table. My management team is just as diverse with a healthy mix and balance of people irrespective of race, gender and disability.

The establishment and operation of the Gautrain Rapid Rail Link provides an ideal platform to boost transformation – both from a skills and economic perspective. How has Bombela capitalised on this opportunity?

Bombela signed up for very specific and onerous obligations in terms of social economic development. These obligations includes a wide variety of aspects including equity held by BEE [black economic empowerment] enterprises and black women, subcontracting to and procurement from BEE enterprises, subcontracting to and procurement from SMMEs, procurement of South African material, employment of historically disadvantaged individuals and people with disabilities, human resource development and many more. Not only has Bombela consistently met these obligations but we continue to exceed these obligation by a significant margin, even now during the operating period.

Simultaneously, one of the fundamental goals of the Gautrain was to bridge the mobility gap in the country by helping to overcome inequality and by promoting access to opportunity. As we know, greater freedom of movement contributes to economic empowerment and a higher quality of life. The Bombela Concession Company, together with its operator and other key entities, has helped make this goal a reality. The Gautrain is one of the most efficient, reliable and safe modes of public transport in South Africa, and the world at large. In connecting three key metropolitans, the Gautrain also connects people to each other as well as to opportunities across Gauteng.

According to an independent study conducted by KPMG, the Gautrain project has made a significant overall contribution to the economy, from construction phase through to it becoming fully operational. The Gautrain construction generated a variety of economic spin-offs from a R26.5bn investment. Over a period of six years, it has made an approximate contribution of R20bn to the provincial GDP. The project further sustained 121 800 jobs in Gauteng between 2006 and 2012.

With operations of the Gautrain already supporting in excess of 6 000 jobs, future growth in passenger numbers

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and the possible extension of the Gautrain, these numbers can increase drastically. For every R1million invested in future expansion, approximately five extra jobs can be created.

In addition, the Gautrain has accelerated social transformation by raising the living standard of and quality of life of all people of Gauteng.

Your tenure at the helm in the past few years has been characterised by phenomenal growth and success for the organisation. To what do you attribute this?

First and foremost, to my resilient, capable and highlyskilled team. Without a strong team to support you, success of this magnitude is not possible. I am also thankful to our commuters for placing their support and trust in the Gautrain. Without their support the Gautrain could very well have become a white elephant. I often say, we have some of the best commuters in the world. Our commuters hold us to high standards, and simultaneously show understanding and support during those 0.5% of the time when things don’t go as planned. Last but not least, the company’s shareholders and directors have given immense support, and continue to do so. Without their backing and assistance none of this would have been possible.

Do you envision a future for Gauteng that is predominantly reliant on public transport system?

Absolutely, this is an end-state that we should all strive for not just for Gauteng but for South Africa as a whole. It is a possibility but can only happen when we have a truly integrated transport system that works to service the needs of all people. Public transport is the blood line of any mature economy. It is not a nice to have, it is a must have. Think about it the same as the electricity supply, or London or Paris without its public transport systems. Take it away and those economies will collapse. By making the shift from private to public transport, we will inevitably help reduce South Africa’s carbon emissions rendering South Africa greener, safer, more connected and more efficient as a nation.

What do you hope to look back on as your legacy to the organisation, the province and South Africa in general?

I strive to leave behind a legacy of a safe, clean, efficient and reliable Gautrain system. I am proud and thankful for the opportunity to demonstrate that in spite of what naysayers have had to say, a public transport system in South Africa that is clean, safe, reliable and efficient is not just possible, but a reality, thanks to the Gautrain. I endeavour to leave behind a legacy that shows that in spite of the odds, it was not just possible, it was exemplary!

THIS ADVERT IS NOT ABOUT THE PLANTS. Well…it is. But mainly it’s about our dedicated fieldworkers who work tirelessly to protect southern Africa’s environmental surroundings and who need your support. Visit www.ewt.org.za to find out how you can help to protect another precious resource – our people.

ONPOINT

Time is money So stop wasting your most Precious commodity!

ONPOINT

The reality of today’s world is that time has become a hinderance for most of us due to the demand to do more in less time - this can easily consume us on a daily basis especially in our jobs. Living in a fast paced world where everything needs to be done immediately, if time is not managed correctly we can easily run into complications with the superiors or clients.

S

o“Time, quality and cost are in a constant state of tension and competing with each other, especially during hard economic times and the speed in which the world is changing,” says Neville De Lucia, New Business Development Director at Dale Carnegie Training. “What we often see happen is one or two of these factors take priority and playing a prominent role in the planning, setting of priorities, decision-making, and other time management issues. Time is a scare resource for managers and managing it correctly creates an equal balance between these elements.”

There are no short-cuts when it comes to managing your time effectively. It’s all about investing your time in the most productive way possible. With only 1 440 minutes in a day, here are a few tips to manage this efficiently: 1. Record All Activities: Write down everything that needs to be done for the day and week.

This allows you to prioritise each task and to easily see what needs to be done. This also helps you to remember to do everything, when tasks are not written down its easy to forget to do something that may actually be very important.

2. Determine Primary Goals: What do you want to achieve that day or in the week? By making sure your goals are at the top of your list you can easily knock them off first, one at a time and then get stuck into the next items on your list.

3. Consider 80/20 Rule: Also known as the Pareto principle, the 80/20 rule is determining which 20% of the tasks will yield 80% of the results. Instead of starting with the small and quick tasks, first tackle the ones you know will result in the bigger outcome.

4. Evaluate Important vs. Urgent: Importance and urgency are two different factors that need to be considered equally, also taking into account which of your activities have an effect on others. If someone is waiting for you to complete something before they are able to do their job, you will need to determine the importance and urgency of that particular task.

5. Rank Tasks: Ranking tasks will also help to determine their importance and urgency. You can come up with your own system or you can simply rank each task using A, B or C, for example:  “A” tasks have high priority and must be completed immediately  “B” tasks are moderately important but can be done after the “A” tasks  “C” tasks are of low-level importance and can be tackled in your spare time 6. Create a Schedule: Once you have determined which tasks need to be completed first using the above tips you can create a schedule outlining which tasks need to be completed by which date, in essence setting deadlines for yourself to help keep you on top of everything.

7. Revisit Goals and Adjust: After working on each task and knocking off a few, revisit your schedule to see if your goals and deadlines are realistic and adjust accordingly. Tasks that weren’t urgent before may suddenly become urgent and need to be bumped up to the top of your list.

8. Purge: Time will tell which tasks may never be completed so use your initiative and cross out those items at the bottom of your list that seem to be lingering for a quite a while.

These eight simple steps can be applied to almost anyone in any profession. These are just a guideline which can easily be adapted to suite individual needs. “Time management has become a key aspect to any business ensuring everything gets done within the correct timeframe. Time is money and ensuring your employees’ time is being utilised appropriately is in the best interest of any organisation,” adds De Lucia.

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ONPOINT

Expert Adaptation into Africa to take your business

Business opportunity in Africa is booming. But what do South African businesses need to know to succeed beyond our borders?

Leading business solutions provider, Nashua, has successfully gone cross-border and established operations in Swaziland, Lesotho, Namibia, Botswana, Zambia and Mozambique – with a burgeoning West African hub based in Ghana.

P

eter Vieira and Stephen Henwood are at the helm of Nashua’s cross-continental expansion. Here, they offer advice drawn from their own experiences to empower suppliers to better serve their customers as they expand into Africa: Country, not continent The first and most important thing to bear in mind is that each country in Africa – and each region in that country – comes with its own unique challenges and opportunities. Africa is not (and should never be considered as) one country. Make sure you research and understand the complexities of each territory before you expand.

Think beyond the hubs As South Africans – or for those of us who haven’t travelled extensively – we tend to define African countries by their capital cities. We see these established hubs as veritable gold mines for our businesses. As a supplier setting up shop in an African country, you should, in fact, be targeting smaller developing cities.

Unlike the established capitals, smaller cities and towns in Africa are experiencing a much more rapid growth rate, which provides endless opportunities for new business. In short, the capital doesn’t

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are challenges and obstacles that come with doing business in Africa that will affect logistics around service.

You won’t necessarily be able to charge the same prices as in South Africa, or offer the same turnaround time for that matter. Sending a technician out in Lagos, for example, is a totally different experience to sending one out in Durban.

Infrastructure, roads, traffic and load shedding are all real-life considerations that heed warranting.

It’s not about being intimidated or worn down by the unique challenges that are part of daily living; it’s about factoring them into your service offering so the customer is satisfied. Time frames and service levels will change according to the territory – expect it and embrace it.

SA, business managers are all too quick to meet new challenges with a ‘we’vealways-done-it-this-wayso-why-should-we-changenow’ attitude.

Offer something niche What’s interesting about African businesses is the lack of legacy systems means they’re willing to adopt new and innovative systems more quickly and easily – which isn’t the case in South Africa. In SA, business managers are all too quick to meet new challenges with a ‘we’ve-always-done-it-this-way-sowhy-should-we-change-now’ attitude, often to their detriment.

African customers are flexible and willing to adapt, so make sure you offer something new, interesting and innovative. When Nashua first moved into West Africa, we found there was simply too much competition in hardware – another supplier already owned the market. So the decision was made to focus on offering Managed Document Solutions and other services instead. Be agile and change up your offering as and when you need.

Cheap is often more expensive Any market you enter into in Africa will probably already have multiple players in the same space, which is why it’s vital to educate your customer and position your product or service first. In every territory we’ve gone into, there’s a cheap and cheerful import – and months later there are rooms full of unused or broken office hardware that can’t be serviced or fixed.

Educate the customer that it may seem cheaper in the short-term but the long-term damage of investing in sub-par products with no follow-up service will only make the process more difficult. Small, fly-by-night operations might stick with the cheaper option – big businesses won’t.

always hold all the capital. Set up your roots in the major cities if you have to, but then look beyond, to the second and third hubs in each territory.

Create realistic expectations Many South African suppliers think they can transplant their operations into other African cities and deliver the same product or service at the same price. This is unrealistic – there

Success starts at home Don’t even think about expanding into Africa unless your operation on South African soil isn’t pretty much perfect.

Focus on fine-tuning your operation at home, and then look beyond South African borders. The only reason Nashua has experienced such success in Africa is because it’s built on 42 years’ experience – and that includes mistakes made and lessons learnt.

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A Formidable Work In Progress

by Ina Prins

Phindile Riba’s unique blend of humility, wisdom and dreaming big explains her leadership appeal. Ask Riba what she considers to be the most important attribute of a leader, and the answer may surprise you: “The ability to appreciate your own weaknesses.” Then again, after spending some time in the company of this accomplished yet deeply humble woman, you would expect nothing less. Appointed as chairperson of Air Traffic and Navigation Services SOC Limited (ATNS) in September last year, Riba knows that leadership is, in actual fact, a team effort.

Phindile Riba, Chairperson of Air Traffic and Navigation Services SOC Limited (ATNS)

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nowing your own weaknesses allows you to balance these with the strengths of others,” she elaborates. “However, you also need a firm understanding of your strengths and being comfortable with who you are. Therefore, to me, a leader is someone who is able to harness all the available skills and knowledge around them in such a way that those you are leading give you the passport to lead.”

An Exciting Affirmation of Abilities Riba sees her appointment as an honour never to be taken for granted. “It is an exciting affirmation of my abilities, but at the same time a daunting task in terms of the forerunner position in which it puts you.” She prefers to deal with the pressures and responsibilities that come with leading the continent’s foremost provider of air traffic, navigation, and training and associated services, by taking the time to gather insights from fellow board members and to reflect before making decisions. “The skills of the people around me, definitely makes my job easier.”

Her extensive experience across the human resource value chain, combined with her academic qualifications, have prepared her well for her role at ATNS. Riba attained her Bachelor of Arts degree in Social Sciences, Public Administration and Political Sciences from the University of Swaziland, followed by an MBA in Strategic Human Resources Management from Cardiff Business School, University of Wales.

Her varied career experience has honed her expertise in, among other fields, corporate governance, change management, executive and senior management succession planning, HR strategy, corporate social responsibility, leadership and management development.

In a business career spanning 25 years, Riba has held senior management positions at various private and public entities. “In terms of aviation, my most relevant experience is the six years I’ve spent as board chairperson of the South African Civil Aviation Authority (SACAA) – the first time a woman occupied this position, while my six years as a board member at Armscor prepared me very well for public sector governance issues”.

Raising a New Generation of Women The empowerment of women in the aviation industry is a challenge that lies close to Riba’s heart. “Globally speaking, women are few and far apart in the aviation sector – there

are not enough women in managerial positions, in traffic control, even fewer own commercial airlines let alone participating in recreational aviation. Generally, one would not be far wrong in saying it seems as if the aviation industry, although changing, is a well-protected old-boys club!” Given her passion for the cause, the doors of the club are about to be flung open… for girls. “From an ATNS perspective, we need to set targets for the number of qualified women employed. At present, only about 36% of positions at different levels throughout the organisation are filled by women. It is important that we rectify this imbalance to show other women that they too can make it in the aviation industry. This requires a focus on the pipeline of qualified women from which to identify and employ women into these core aviation jobs.”

To be able to raise a new generation of women who will be interested in a career in aviation, Riba stresses the importance of informing girls of the various opportunities available to them at school. “It starts at the foundational level – girls must know that they have an equal opportunity to make choices about their lives without anyone limiting their options. We also need to support them from a financial perspective.” To this end, Riba points out that the ATNS Engineering Graduate Development Programme (EGDP) is already providing young girls with bursaries to further their studies in aviation, information technology and engineering. In addition, the 2016 intake of 27 matriculants at the ATNS Aviation Training Academy is one-third female.

Riba sees the work of the South African Women in Aviation & Aerospace Industry (SAWIA) as the type of initiatives that needs to be supported and replicated.

“Giving young women and girls the opportunity to fly, placing them in the cockpit of an aircraft – that’s the way to generate excitement and stimulate an interest in a career in aviation.”

IT Aviation as a Career The next step in opening up aviation as a viable career choice for young people in general, thereby addressing the worldwide skills shortage in the industry, is to offer aviation training “in abundance” at tertiary educational facilities.

“Aviation is becoming more and more about technology,” she explains. “Information technology in the aviation sector, in terms of both software and hardware, presents us with huge untapped potential for further invention and development, not to mention economic growth. It is

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the type of technology that will not lead to job losses, but rather improve skills and uncover new areas of knowledge.”

Riba would like to bring IT aviation technology home, so to speak. “We use radar communication technology that was not sourced locally, for example. We should be manufacturing this type of technology in South Africa. We know the aviation needs of our country and the African continent, yet the majority of the technology we use still comes from overseas and is copyrighted.”

Partnering To Walk Into Africa In a move that will address Riba’s two main objectives as ATNS chairperson – growing women’s involvement in aviation as well as cultivating local IT aviation expertise – the ATNS board has challenged their service providers to establish women-owned subsidiaries in South Africa to produce the IT technology the local aviation industry needs.

“My personal goal is that, during my term, at the very least one such entity will be created with the potential, amongst others, to partner with us into the rest of Africa, thus ensuring the sustainability of the enterprise. No other air traffic management entity can rival ATNS on the African continent – we must leverage this position to the benefit of South African young people in general, and women in particular,” Riba states with conviction, before ending on a more poetic note: “You have to start with a dream first to realise something.”

On a Personal Note Riba’s enthusiasm for opening up career opportunities for young people may have its roots in her own childhood. “I had a lot of career choices growing up – my dad, a medical doctor, encouraged me to explore different career options. It’s from him that I learnt my work ethic. My mother is an icon of what is possible when you put your mind to it. A student nurse and teacher, I admire my mother for her belief in the importance of education. She had the courage to return to university as an adult student and completed three years of study before illness prevented her from going even further.”

As for her own professional aspirations, Riba confesses that she once dreamt of being a “great business women”.

It’s still an aspiration. “Choices take you where you need to be at a point in time. Some people pursue a signal goal aggressively, while others, like me, enjoy a taste of everything. I thrive on variety and challenge.” When it comes to personal achievements, Riba mentions the role

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she played, along with other board members, in appointing Poppy Khoza as the first female CEO of the SACAA. “What made it such a great achievement is that it wasn’t window dressing – to see her thrive purely because we had confidence in her abilities. It’s great to know that someone is doing so well because of something you did.”

When this busy executive has a moment to herself, she enjoys spending time with her three-year-old daughter Neo, whom she lovingly describes as “very social, talkative and affirmative”. She also talks lovingly about her other “children” Oscar, Inam, Bonolo and Nzuzo. To relax she watches a bit

“My personal goal is that, during my term, at the very least one such entity will be created with the potential, amongst others, to partner with us into the rest of Africa, thus ensuring the sustainability of the enterprise. No other air traffic management entity can rival ATNS on the African continent – we must leverage this position to the benefit of South African young people in general, and women in particular,” Riba states with conviction.

of television, relishing Isibaya for its authenticity and The Fixer “because secretly maybe all women are like that”. She also lists reading, watching movies, gardening and interior decorating as her favourite pastimes.

Returning to the job at hand, Riba describes her leadership style as the antithesis of micro-management.

“If you allow people to do the things they know how to do, they perform very well. Simply allow them to go wild in their playing field, and provide gentle guidance when needed. After all, the bar is already set very high at ATNS.” She may describe herself as a work in progress, but it’s clear that along the way Phindile Riba has already accomplished much and gained the knowledge and wisdom that true leaders are made of.

Understanding  Market The Edge over Multinational Players

 Remanufacturing Gaining Traction around the World

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Would you hire a criminal? convicted

By Jenny Reid, CEO of iFacts

While prosecutors stated that Oscar’s shockingly lenient six-year jail sentence for murder has the potential to bring the administration of justice into disrepute, the South African Sports Confederation and Olympic Committee (SASCOC) CEO Tubby Reddy then paved the way for Pistorius to compete at the 2020 Paralympics in Tokyo, Japan.

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ccording to Sport24, Reddy was quoted in an interview with UK online publication, MailOnline, saying that he had “no problem” with the idea of the ‘Blade Runner’ returning to the national team and representing his country.

Reddy had apparently told the publication that Pistorius would by then have paid his debt and will be back in society, living as a normal South African citizen. Having been handed a six-year jail sentence for the murder of Reeva Steenkamp, Pistorius is likely to serve just three years and re-enter society at the age of 32. Such a scenario will give the former paralympian a full year to train for the 2020 Paralympics.

When contacted for further statements, SASCOC said that it would not be making any further comments on this matter, which raises some interesting questions for employers and organisations today. The number one question being: Would you hire a convicted criminal?

Most people will agree that this is a tenuous situation at best, with SASCOC likely playing with fire in terms of public opinion should they give Pistorius a free ride back to the lifestyle he enjoyed pre-murder.

But this raises another issue that many companies will have to deal with in the process of hiring new employees – how do you handle a candidate with a criminal history?

Right off the bat your first inclination might be to write these candidates off immediately. An employer is well within their rights to refuse a candidate based on these criteria should their crimes directly conflict with the nature of the position. Refusing a candidate based solely on their criminal record, regardless of the position in question, however, can lead to cases being brought against them by wrongfullydenied job applicants.

However, think about the following scenarios for a moment. Would any of you want to hire the man responsible for the Bastille Day Terrorist Attack in Nice? A review into the personal background of Mohammed Lahouaiej Bouhlel reveals a troubled and highly promiscuous character who seemed to have difficulty maintaining long-term employment.

He displayed violent behaviour towards his family, and was even assessed by a psychologist as his own father had concerns about his increasingly troubling behaviour. This all happened years before Bouhlel was radicalised into a socalled Soldier of Islam.

What about the Orlando Nightclub killer, Oman Mateen?

Was he another radicalised terrorist attacker, or was he a closeted homosexual who believed that he was taking revenge on the gay community? Either way, former colleagues and acquaintances confirmed that in the years and months leading up to his unthinkable crime, he displayed behaviour that was disturbing at best.

Right off the bat your first inclination might be to write these candidates off immediately

On the other side of the coin there is also a strong case to be made for those former criminals who have atoned for their crimes, and are now ready to serve society. Perhaps better than ever before, because they come armed with a multitude of knowledge and insight.

Local examples include, Brad Sadler, the former NBS Bank Corporate Manager. After being convicted of fraud to the tune of some R50 million, Brad served a prison sentence, which has led to him becoming a well-known Fraud Awareness lecturer today.

Shani Zor Krebs, served 18 years in a Thai prison for drug smuggling, and now makes a living as a talented artist and well-known anti-drug campaigner.

Not all those who have strayed are forever lost‌ In order to make the most informed and fair hiring decision possible, candidates with criminal backgrounds must undergo an extensive screening process as companies are well within their rights to ensure that any newly hired candidates do not have a long-term negative impact on the business or any other employees.

With more than 20% of South African job seekers having some form of criminal record against their name, this becomes a crucial step in ensuring that you maintain a fair but stringent hiring policy.

For example, individuals might have a criminal record based on driving offences, which would be enough to rule them out from contention for a position as a delivery driver, but not necessarily an office admin manager. Contextualising the crime of the individual in direct correlation to the job they will be carrying out, will help you make more informed hiring decisions.

Essentially, the rule of thumb should be to not rule anyone out simply based on the fact that they have a criminal record against their name. Weigh up the balance between their professional skills and experience in relation to the position against the nature of their crimes and their relevance to their potential position, and you will likely find yourself with a more motivated and harder-working workforce.

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Interaction recording how would you like this delivered?

by Cedric Boltman, Executive: Channel at Jasco Enterprise

Consider the last time you took out vehicle insurance or a medical aid policy. Chances are, you did so over the phone or online, rather than sitting down with a broker over tea as, perhaps, your grandparents did.

We live in an age where more and more business is conducted over the phone and via other interaction channels, such as social media and email. Face to face interactions are decreasing steadily while multimedia interactions and paperless contracting is becoming the norm. As such, it has become critical for businesses to ensure they have a solid interaction recording system in place.

Traditionally, businesses would implement their interaction recording system at their premises, involving a hefty investment of both money and skills. Today, the advent of cloud gives businesses the luxury of choice when it comes to how they would like their interaction recording solutions delivered.

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nteraction recording systems are essential for any business that communicates with their customers, suppliers and internally, to minimise and manage risk as well as remain compliant with legislation. For any paperless contract or financial transaction, the law dictates that specific processes need to be followed and information provided. Interaction recording provides a management tool for companies to ensure that their contact centres comply.

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For any paperless contract or financial transaction, the law dictates that specific processes need to be followed and information provided

Additionally, companies can use interaction recording to mitigate risk, both externally and internally. By actively reviewing their recordings, they can ensure that they conduct their business with customers and potential customers in line with company policy across all departments, and they can manage the relationships between departments as well.

Add to this the benefit of having access to recordings in the event of a legal dispute and it’s abundantly clear that no business should be without an interaction recording system.

But there are many complexities and barriers to investing in an on-premise system that has often given organisations pause when considering it.

Interaction recording systems are often tricky to implement, especially given the complex nature of contact centres. The demand for multiple means of interaction mean that business is conducted over more than just telephony systems and email. Interactions take place over social media platforms too, and their constant changing nature make keeping up with technology difficult, adding to the complexity. On top of this, many companies use multiple

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platforms such as analogue telephony, Internet Protocol (IP) and digital platforms to communicate, making for a very complicated contact centre environment, thus adding to the difficulty of adding on an interaction recording system, and ensuring it is efficiently managed, maintained and kept up to date.

Looking at alternative solutions may be the answer.

Technologies such as cloud and products such as managed services mean that businesses have the option of passing the responsibility of implementing, managing and maintaining their interaction recording solution to a Service Provider or Systems Integrator, while still reaping the benefits of having a system in place. Investing in a cloud based interaction recording system gives businesses the agility to have a system in place that caters for their current contact centre systems and which can be changed as their requirements and systems do.

Cloud based interaction recording systems also do not require large capital outlay in the purchasing of owned infrastructure and building of in-house skills. They offer

the benefit of month-to-month billing, often on a pay-per-use basis, and they provide professional services to ensure maximum benefits are reaped.

Cloud service providers possess the skills to analyse your contact centre environment and give you a modular – and centralised - interaction recording system that will best work for that environment, and ensure a smooth integration with that environment.

Of course, cloud is reliant on having a decent connectivity solution, so a business that cannot access adequate broadband services is still better served by an on-premise system. Added to this is the fact that cloud based interaction recording systems – or even on-premise systems – don’t stand on their own. They work on the back of your contact centre systems and IT infrastructure. Liaising with the right systems integrator can ensure that you select the interaction recording system that works best for your business, eliminating the risk of investing in a system that is unsupported by both your existing technology and your infrastructure.

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Local agencies’

market understanding

gives them the edge over

multinational players

By Andre Steenekamp, CEO at 25AM

With so many multinational consumer brands making an aggressive push into the African market, the big-name international media, marketing and agencies are not far behind them. In exchange for their top-dollar consulting rates and high-end technology, they promise to bring global expertise and best practices to African brands and businesses, in turn helping us to catch up with the rest of the world.

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et, in reality, some of them have little to offer clients in South Africa besides the glamour of their names and the prestige of their international client lists. There are those that invest in building a local skills base and take the time to research the market, but there are also many who don’t take the time to listen and understand what their clients need.

I remember, for example, sitting in on a pitch in Ghana when a hot-shot from a global service provider tried to sell the bemused client an agricultural product for wheat and sheep. If only the multinational company had taken the time to listen before it spoke, it would’ve known that wheat and sheep are about as common on Ghanaian farms as lions and proteas are in London.

This is a mistake that we’ve seen many companies repeat across Africa, whether they are FMCG giants selling deodorant, technology companies pushing expensive software or agencies offering the latest digital marketing solutions and practices. Having a proven global track record is not enough – you also need to attune to the local nuances of the market you are serving.

That’s why clients are often better served by working with local companies – or those with an established local presence

There are those that invest in building a local skills base and take the time to research the market.

– rather than those that ship in international skills. While an understanding of global practices and the latest technologies can be valuable, it is as important to understand the finer details of the relationships African consumers have with brands as well as how they consume media.

For example, many of the lessons that international agencies have learnt about how their customers use high-end smartphones or watch streaming video or respond to brand interactions might not apply in many African countries. The customer journey can be very different and the markets can be highly fragmented and diverse, with a large split between urban and rural populations.

And as an aside, so many of these companies also make the mistake of thinking that sub Saharan Africa is split

between South Africa and the rest of the countries, when there are important differences not only between regions and neighbouring countries. Is it worth paying a premium in dollars or euros for people who do know their stuff when it comes to the technology, yet don’t understand the local market? I’m not convinced it is.

The good news is that there is an abundance of good talent in South Africa when it comes to digital skills; the fact that some of the savvier international players are spanning up homegrown agencies is testimony to that fact. Those that are most successful let the South African business and its affiliates in other parts of the continent operate as they always have.

On the whole, I think it’s a good thing that so many brands and marketers in Africa are eager to learn from the rest of the world. At the same time, we have no reason to feel inferior or to think that local companies and skills are sub-standard.

My advice thus is to look carefully at your requirement to understand if you really need an expensive resource from a multinational to do the job.

Often, you’ll find that a local agency has the technical skill plus the local understanding to add more value, and at half the price. It will be operationally structured to support you in a long-term relationship rather than to deliver a project and then disappear. A smaller business that focuses on your country will often work twice as hard for your business and be 100% more loyal; what’s more, your support will encourage it to keep developing powerful capabilities and skills to service the local market.

An agency with plush offices in Canary Wharf in London might have the glitz and glamour, but does it really understand Africa’s diamonds and dust? If it doesn’t, does it have the patience and humility to learn? Finding out can be an expensive exercise for brands with limited budget.

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Outsourcing in the Pursuit of

Business Eminence

By Louw Barnardt

Entrepreneurship can be defined as the capacity and willingness of a person or group of people to develop, organise and manage a business venture along with any of its risks in order to make a profit and/ or effect change. If the nature of entrepreneurship is to go forth and ‘make it on your own’, where exactly does outsourcing fit in?

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he South African economy is facing multiple core issues like poor infrastructure, corruption that is undermining state legitimacy and service delivery, and a plan for economic growth that is highly resource-intensive. These challenges are being answered by the rise of South Africa’s entrepreneurial spirit. Characterised by qualities like innovation and risk-taking, the most obvious example of entrepreneurship is in the starting of new businesses. However, entrepreneurship extends even further, into anything related to new business venture, and it can include the adaption and innovation of something that already exists.

Starting and running an operation is such a multi-faceted process. Entrepreneurs face a uniquely steep learning curve and enormous risk when starting a business. They are expected to know skills as diverse as pitching skills to growth management in HR to tax compliance. Besides having natural talent, more difficult

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qualities like acquired skill, tenacity and resiliency are demanded of entrepreneurs. In a troubled economic environment, it is more important than ever for entrepreneurs to work both smart and hard to create, and successfully cultivate, change as quickly and effectively as possible.

Luckily, advances in technology have made access to information and communication on a global scale easier than ever before. Gone are the days of single-handedly building an empire; the latest quality demanded of entrepreneurs who are working towards a South African purpose, where time is of the essence, is the ability to successfully action on these opportunities of information and communication. The culmination of these two opportunities is in networking, collaborating and partnering: working together with others to achieve incredible goals faster.

Overall, entrepreneurs and businesses share a responsibility to succeed, not only for themselves, but for those they might employ in the future, and for the legacy they hope to leave behind. Having an impact on the nation’s wealth and reputation, entrepreneurship is an essential part of South Africa’s ability to evolve in an ever-changing and increasingly competitive global marketplace.

In a booming marketplace like ours, time is almost as valuable as money, as both a measurable cost internally, and a means of exchange externally.

Enter outsourcing: our synonym for clever business collaboration. For a group of entrepreneurs who feel a responsibility towards positively affecting South Africa and have a limited amount of capital and time to spare, it is not only about what each person or company does, but also about what they choose not to do. Call this playing one’s strengths, where the benefits both internally and externally are second to none.

Internally, outsourcing lends leaders the opportunity to better focus on their talent, their team and the core aspects of their business. By managing their resources carefully, entrepreneurs are better able to drive optimal efficiency and effectiveness, creating room for creativity and innovation.

Outsourcing non-core activities can improve the following: • Improve staff efficiency, • Cut overall operational costs, • Drive faster turnaround times, • Streamline capabilities, and productivity, • Increase competitiveness within an industry, • Improve job satisfaction, as staff will be doing more of what they love, not burdened by the stress of doing work they are not confident, comfortable or motivated doing, and • Improve internal culture, creating one of pride and innovation, where staff will hunt for new ideas and further training out of a want instead of a need.

Externally, in a supportive eco-system where everyone is looking out for one another and working together to serve a bigger purpose, there is certain strength in (clever) numbers.

As entrepreneurial skills develop and experience is gained, the strongest entrepreneurs embrace collaboration as a way to seek out and include diverse views, and effectively distribute workload for productivity. Learning, working, and innovating, together, is going to make a bigger and better difference to South Africa sooner.

Locally and globally, working to act upon and enable these internal and external opportunities of communication, information and collaboration is a sure-fire way of achieving reputable and distinctive business eminence.

If you’re an entrepreneur, and especially if you’re just starting out down the path, collaboration isn’t just important, it is as important as your idea itself. Finding a way to make collaboration part of your planning, and incorporating it into your mindset, will make you a better entrepreneur, and South Africa a better place.

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Pipeline assessment and water-supply risk management

The Water Business Unit of Hatch has identified two significant technologies that will deliver significant benefits to its clients, namely pipeline condition assessment and rehabilitation and water supply risk assessment and mitigation.

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he Water Business Unit at Hatch has two key differentiators, according to Andrew Officer, Regional Director. “We have a true multidisciplinary approach or capability on projects. We are able to undertake all aspects of bulk water infrastructure projects, right from the process side through to structural, electrical, systems and process control.

That appeals to clients. The one-stop shop capability give you a far more cohesive and coordinated approach to projects.

“Secondly, we are able to combine significant engineering design capabilities with delivery capabilities. A lot of our competitors are good at the one or the other. I think that is a significant differentiator for us,” Officer elaborates.

He highlights that the Water Business Unit has identified two new focus areas that will broaden its service offering and technological base. The first of these is pipeline condition assessment and rehabilitation.

“We have seen or been involved in a number of opportunities recently where we have been able to build up this expertise and gain a significant knowledge of the market and associated pipelining and coating system rehabilitation technologies,” Officer reveals.

“A lot of our clients are facing assets that are deteriorating and hence facing reduced life expectancies. Being able to refurbish these assets allows one to extend your capital expenditure programme.”

The second emerging area, which is coming into its own in KwaZulu-Natal, is water-supply risk assessment and mitigation.

“We are seeing that as a potential growth area where one is able to analyse real risk of bulk water supplies to clients and help them mitigate these risks. That goes hand in hand with energy reduction.”

win-win remanufacturing The

Remanufacturing is gaining traction around the world and local companies in the automotive sector are stepping up their capabilities, driven by market demand. Frank Rovelli, CEO of Probe, a leader in rotating electrics and batteries in South Africa, says that a variety of reasons – from cost effectiveness to environmental sustainability, make remanufacturing a win-win for companies in the automotive sector and their customers.

“R

emanufacturing refers to the re-building of old or used products - that are regarded as scrap - to the exact specifications and quality of the original, manufactured product,” says Rovelli. “In the remanufacturing of automotive parts such as starters, alternators and engine cooling fan hubs, this involves sourcing the old product, known as the ‘core’, stripping it back to its singular parts and then carefully rebuilding those parts into a quasi brand new product.”

Probe is currently one of the only local companies that effectively remanufactures automotive starters and alternators following international standards. The company’s remanufactured products are referred to as the Probe value-line, and offers the user a good cost effective alternative to a new replacement with the same warranty terms as a new unit.

“In remanufacturing, the part must be completely disassembled, cleaned and examined for wear and breakage,” says Rovelli. “Worn out, missing or non-functioning components are replaced with new or remanufactured components to OEM specifications. After all work is done, the part is reassembled and thoroughly tested for absolute compliance with OEM performance specifications.”

Rovelli highlights that there is a great cost benefit to remanufacturing. “At a time when import costs are exceptionally high in South Africa, it makes business sense to use existing, core products that are old or deemed as scrap, to build these up again into a high-quality yet cost-effective

of

product, due to not having attracted import duties. This is a saving that can be passed onto all tiers of customers, including resellers and the direct public.”

Probe has gone a step further, offering a ‘core return credit’ to customers, which effectively reduces the purchase cost of the product in the hands of the consumer. Effectively, the consumer is able to “trade-in” their old starter or alternator.

Remanufactured starters and alternators are not only available for motor vehicles but also available for heavy-duty equipment such as bus and truck fleets, farming equipment and construction equipment. “In these markets, rebuilt parts are often the quickest and most satisfactory solution to getting a vehicle back in operation.”

And do customers have concerns about remanufactured parts rather than new? “A properly ‘rebuilt’ automotive part

Remanufacturing is a sustainable practice that limits the negative impact on the environment. is the functional equivalent of a new part and is virtually indistinguishable from a new part,” says Rovelli. “In fact, we are required to clearly label parts as ‘remanufactured’ so that they are not mistakenly accepted as new.”

Beyond the commercial benefits, Rovelli says Probe is committed to remanufacturing as part of ensuring a sustainable future and has taken a conscious decision to limit or reduce the impact of manufactured products that add to harmful emissions. “Remanufacturing is a sustainable practice that limits the negative impact on the environment, by utilizing re-usable materials” says Rovelli.

Perhaps the biggest plus for local remanufacturers is also that of job creation. A team of workers with a variety of skills must be in place to actively seek and source products from the market, correctly identify and sort core products, scrupulously dismantle and rebuild the product, and test the product before being packaged and sold. Rovelli says, “It takes time and investment to build up a well-functioning team. Having been in the practice of remanufacturing for a number of decades, we have everything in place to ensure a win-win situation for our customer, our staff and Probe as a skilled remanufacturer.”

SUPPLYWORX

TAPPING INTO TOP TALENT

By Mechell Chetty, Unilever Vice President: Human Resources

South Africa is renowned for its natural beauty and rare earth minerals. However, the nation’s real wealth lies in its young people, especially millennials - people born between 1984 and 1996 – who are digital natives accustomed to employing technology to do more in less time by using fewer resources. By tapping into the potential of this national treasure and continually investing in the development and growth of the youth of the country, organisations and the country at large will be able to achieve the prosperity it is destined for.

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or this to occur, local organisations must upskill our young people, who make up a giant 55 percent of our 35.8 million working-age population - that’s a lot of untapped talent. South Africa needs better trained, better qualified graduates to fill the local skills gap.

At first glance, one might think investing in employee training during economically challenging times is counterintuitive because it requires a significant monetary investment and thus increased cost. However, if we didn’t invest in the development of our young professionals, it would be like a manufacturer not upgrading equipment, yet still expecting improved productivity. Companies have to encourage talent to stand out from the rest, and help these individuals make smart career decisions that will ultimately impact South Africa’s economic future. Hiring talent and not managing it is not an option.

Delivering the next generation of managerial talent The first step in the journey towards youth empowerment begins with a company culture firmly focused on empowering and upskilling young people.

Talent development should be seen as a key element of value propositions, and should go hand-in-hand with an unwavering commitment to invest in this area, regardless of the economic climate. Skills programmes must be used as a strategic step in building the leading consumer goods organisation of the future. Although the upfront

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investment in skills development is significant, the benefit of a company’s talent career-long development and leadership far outweighs the cost.

For initiatives like these to be successful, they have to place a very heavy emphasis on nurturing future leaders, and challenging today’s leaders with powerful conversations around fresh thinking, about the disciplines we practice and the markets in which we compete.

If we didn’t invest in the development of our young professionals, it would be like a manufacturer not upgrading equipment.

An example is the Unilever Sustainable Living Plan (USLP). If you’ve got an idea to save the world, this is for you. The USLP sets stretching targets, including how we source raw materials and how consumers use our brands. The scale of our ambition means that we are finding new ways to partner with others in business, government and society, and we welcome the insight that young people bring to this programme.

Then, businesses have to have specialised programmes for millennials and youth at various stages of their academic or professional career. At Unilever

for instance, we have three other large-scale skills development programmes running at the moment: the Unilever Leadership Internship Programme (ULIP), the Unilever Future Leaders Programme (UFLP), and we offer fully comprehensive engineering bursaries, which is so important in a county like South Africa which is desperate for engineering talent. For this to have full effect, partnerships with academia, government and industry are crucial.

Initiatives to uncover tomorrow’s inventors, innovators & entrepreneurs The Unilever Internship Programme helps young students and graduates around the world acquire work experience. We encourage students to connect with us through our website for more details about how to apply for such an internship with us. Whether you’re a graduate looking for on-the-job training or a student looking for a hands-on internship, our programmes offer amazing business exposure, continuous mentoring, big responsibility supported by world-class training and development programs, as well as the potential for international travel. You won’t be filing or making coffee, that’s for sure.

Final year undergraduates and graduates with less than two years of work experience are eligible for the Unilever Future Leaders Programme which is designed to grow participants into managers, through hands-on learning alongside world-class experts. They are hired into a function and develop leadership skills by working on live projects which offer all the experience required to become ready for their first management role. This is a longterm two to three year plan with agile working hours so recruits can structure their day in a way that makes it most productive for them. The focus is on delivering their role in the way that best suits their style.

Unilever will soon be launching the exciting 2016 edition of Unilever’s Africa Idea Trophy competition. It forms part of Unilever’s Future Leaders league competition - an innovative global business competition for fulltime students – that sees over 40000 applications globally from students in 59 different countries.

The winners of Africa Idea Trophy will represent Africa at the Global finals in London, work with creative agencies and Unilever mentors, as well as the opportunity to secure an internship with the company.

August 2016 will see the roll-out of the

#MakeYourMove pilot - youth employability workshops built to upskill attendees on business basics like Microsoft Office while building their commercial understanding.

The pilot aims to reach over 2000 students in South Africa, after the success of the initial workshop which was held with over 100 students at GIBS earlier this year. The workshops speak to Small Medium Enterprise (SME) development and entrepreneurship, another South African growth area that Unilever is passionate about unlocking.

Nearly 70% of millennials say achieving a management or leadership role in their careers is important. Companies should encourage young people to challenge the stereotype that millennials are lazy and self-absorbed - Afri-millennials in particular are achieving incredible things in local businesses around the country. Millennials are excited, creative and ambitious, and employers can’t afford to lose the brilliant work that this passion brings to the company.

In order for companies to attract and retain millennials, they should aim to offer direct access to top business leaders as well as big, meaty projects to keep their youthful talent motivated and engaged. It’s the role of employers to give those filled with potential a little push in the right direction, and a big helping hand towards their journey to making a difference within their organisation and contribute towards the local economy. At the end of the day, it is not only our company that benefits but individuals, families, communities and the country as a whole.

Ensuring Quality Coal Analysis

Ensures Profitability Umzamo Analytical Services (UAS) recognises that clients need to be confident that they are getting the right result every time. According their expert laboratory team the most accurate analysis on coal samples allows those on either side of the coal industry to make sound business decisions thereby ensuring long term success. UAS CEO, Audrey Ndlovu lays out the guidelines on what to look for when choosing a coal analysis provider.

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ccording Audrey the importance of accuracy in coal analysis comes down to the fact that coal prices are dependent on coal quality. “The right results ensure that firms sell their coal at the right prices in order to make maximum profit. Depending on the industry, a firm may require coal of a certain specification. For instance, a company that uses coal as a source of heat in a location with vegetation and people is restricted to produce only a certain amount of sulphur that can be emitted into the atmosphere. Hence they need to know the sulphur content of the coal they are using in order to prevent exceeding the limit,” Audrey explains.

Audrey says that there are certain aspects of facilities and testing procedures that point towards the best, most accurate and most verifiable results. If you work within the coal industry, either as a consumer or supplier of coal products, when looking for a firm who will provide the best results, there are five key considerations.

1. Management Systems Coal analysis firms must have a verifiable and auditable management system that clearly defines and controls what they do, how they do it and when they do it. These management systems are most likely to be dictated by external auditors ensuring that industry standard processes and procedures are followed and through internal measures put in place. One of the ways in which UAS is able to confidently ensure accurate testing internally is by requiring

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certain types of testing to be overseen by specialised and highly trained personnel. ISO Ash or Calorific Value analyses, for example, require that an experienced laboratory supervisor supervise all processes involved in obtaining samples, preparation, testing, evaluation and approve test reports released to clients.

As an ISO 17025 accredited laboratory, UAS also undergoes external auditing on an annual basis by the South African National Accreditation System (SANAS) to ensure that they continually following the procedures and guidelines for the methods that they are accredited for – and that these procedures are well managed internally. UAS has also been audited by Eskom (one of UAS’ clients) as a means of verifying their commitment to following procedure.

The competency of any reputable coal analysis firm in South Africa needs to be regularly benchmarked by external auditors against the highest professional laboratory standard.

Accreditation to this standard not only requires in-depth and ongoing external auditing but it provides assurance to clients that the laboratory systems are maintained to international standards.

Audrey elaborates on this level of accreditation saying that as an ISO 17025 accredited laboratory, UAS is both inclined and obligated to follow procedures in accordance to the international standards of analysis. “We therefore have methods and procedures which are based on the ISO standards,” she says. “For example, in order to ensure that we analyse our samples for volatile matter as prescribe by ISO

standards, our volatile furnace’s temperature is calibrated by an accredited service provider and set at 900°C. During analysis the start temperature is recorded as well as the temperature during analysis and the final temperature.”

3. Industry Training for Employees In today’s mining industry, technical advancements and innovation in equipment and instrumentation as well as methodology are happening at a lightning fast pace.

This means that for those who depend on coal – whether as industry consumers or suppliers – working with analysis results that have been achieved using out-dated methods and processes can negatively affect your bottom line. According to Audrey, industry specific systems for training employees and recognising their competency can be achieved through internal training programs.

As an example, she says that every employee at UAS has a portfolio of competency training checklists. A supervisor has to supervise the employees while carrying out every method they are responsible for. The checklist is a step by step guide of how the analysis should be done and there is a section for rating the employee’s performance. This gives as an indication as to whether the employee needs to be retrained or not.

This is conducted on yearly basis or with the arrival of new analytical equipment. Externally, UAS also sends employees for SANAS courses such as laboratory systems training based on ISO 17025 standards.

4. An advanced Laboratory Information Management System (LIMS) An internal LIMS system is vital tool used within coal analysis laboratories for efficient data capturing, management, validation and auditing of results. According to Audrey, UAS works with the latest versions of LIMS software to ensure accurate data capturing and calculation of results to the highest accuracy thereby eliminating human error.

5. High Levels of Quality Control A set of regular internal and external blind proficiency programs must be in place to provide a demonstration that the results are controlled. According to Audrey, all equipment and instruments used in each step of the analysis process must be calibrated internally and externally to ensure that they are efficient. In addition to this, adherence to both industry standards and accreditation requirements should be a main priority.

UAS employees are well trained to ensure that they understand the company’s methods which are based on the ISO standards and that they understand the importance of accurate analysis. Audrey says that UAS conducts regular internal audits to ensure that they do not deviate from the ISO standards and adhere to the high standards of quality work that they have become recognised for.

The Overall Importance of Coal Analysis Results Audrey concludes by emphasising the impact that quality analysis has on the bottom line for firms working within or dependent on the coal industry. “Accurate results from proximate and ultimate analysis of coal are an important step in mining and processing operations.

Ideally, these tests should comply with accepted international standards and be conducted under the strictest laboratory controls. The accuracy or inaccuracy of coal analysis results can make the difference between clients over-paying when buying coal or getting get paid less than what they should be when selling coal.

Analysis results are also extremely important for adhering to the limitations enforced by National Environmental Management Act.” UAS has the equipment, accreditation and the experience – backed by a team of expert staff–to give the results that clients in the industry need to ensure the maximum value from their products. They have become synonymous with providing uncompromised, accurate, analytical results.

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Why the

technology curve is critical to camera surveillance systems Maintaining an up-to-date IP camera surveillance system requires more than just a passing glance at the monitors. There are significant drawbacks to keeping equipment for too long. Not only is it dated, but there is a chasm between features available on older models, compared to what is available today.

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arc van Jaarsveldt, consultant, The Surveillance Factory, a system integrator, says there are many factors to consider when reviewing your security cameras to determine if an upgrade is required: “There are many factors to consider prior to upgrading and the option to extend the lifespan of your existing equipment must be appraised. The biggest challenge is to decide whether to keep abreast of new technology or to try and keep your system live for as long as possible. This trade-off does have implications for how effective your camera system is as a security tool.”

While getting value out of your initial investment is key, there is no denying the leap that surveillance technology has made in the past five years and what this means in terms of camera technology features and benefits if you do decide to upgrade your system.

When reviewing the system, van Jaarsveldt says that the camera lifespan will generally be impacted by

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the quality of the equipment purchased at the outset, the current operating environment and maintenance schedule as well as the client’s overall appetite for improvements made to the system.

In a typical surveillance scenario, a quality camera may have a lifespan of between five and ten years, while a less expensive model may only survive for three years. “This will be impacted by the environment as an outdoor camera, for example, will be exposed to harsher elements. There are temperature changes, rain, dust, moving parts (on PTZ cameras) and even electrical surges to contend with, all of which can affect the camera” says van Jaarsveldt.

He cautions that camera lifespans do vary based on the manufacturer. Not all camera brands can survive in the field for ten-years: “The average warranty period for a camera

is three years, with a possible extension to five years.

Being out of warranty, however, does not mean it doesn’t work, it will simply cost more to repair, should something go wrong.”

If longevity is a goal, then maintenance of the system is critical. Van Jaarsveldt says that while this does not impact the overall lifespan significantly, it can make a difference to its functionality: “Simply cleaning the cameras will help, especially if they are in a harsh environment where they are exposed to sun, dust, water or chemicals from industrial processes. By cleaning the camera housings and lenses you are able to slow down the rate at which the hardware degrades or deteriorates.

This can prolong the life of a camera. Also check for and remove nesting insects such as wasps, ants and spiders from camera housings.”

While it is understandable that users want to get the most value out of the system and enjoy a longer lifespan, the biggest influence and challenge to maintaining an up-to-date system is the rapid rate of technology development. While cameras five years ago offered an acceptable 720p resolution (1MP), today’s cameras routinely offer 3MP, 5MP resolutions and even the much talked about 4k, which is 8MP. “The fact is that cameras five years ago are in no way a comparison to what is currently available. Even the best IP camera then could not compare with what is available now,” says van Jaarsveldt. “This makes the challenge more complicated as newer technology offers so much more value for a security environment where the quality of video footage is so important.”

He says that for some industries, such as retail, this lag in technology poses a significant risk and threat to the business: “There are certain sectors that simply can’t afford to fall behind the technology curve. While the older systems may still work, the reality is that a new system will offer more functionality and significantly more value to the business.”

An example according to van Jaarsveldt is the fact that older generation cameras offer lower quality images due to much lower resolutions and substantially less advanced light management such as WDR: “Earlier generations of cameras don’t offer good resolution with excellent light management, exposure and contrast control and wide dynamic range (WDR). While the new generation IP cameras offer far superior resolutions and

most end users tend to accept 2MP or even 3MP as the entry level resolution.”

These higher resolutions offer more detailed images and when the video is analysed for incidents or events, this additional resolution is critically important. Newer IP cameras also offer superior light management, automatically allowing for big variances in contrast to be eliminated by combining multiple images.

“In security environments, where light contrast affects the cameras significantly, this is a very important

feature. The camera is now able to produce video footage of a far higher quality and this provides improved security and forensic value,” explains van Jaarsveldt.

He says that while older systems may still be useful, clients need to be aware of the ramifications of keeping the older hardware in the field for too long: “If a complete camera swap out is not affordable, then review your cameras and replace the ones that are used in higher risk areas with newer models. Note that cameras with vastly higher resolutions may affect the performance of the back end recording server or NVR as well.”

By working with reputable system integrators, clients should be made aware of the specific components of their camera system that need to be retired and replaced.

“Surveillance systems are generally in place for a good reason, it is imperative that they are upgraded as necessary and maintained appropriately,” concludes van Jaarsveldt.

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As our a alw ys ld hou views s nder u n be take ent m e advis

what’sHOTorNOT

We share brief perspectives with you on items that we think are worthy of your consideration. *some of the images were obtained from 123rf.com

Cool

We suppose it was only a matter of time before someone decided that a solar powered freezer will be a good idea. The technical boffins at Defy have produced one which they say will give you years of trouble free and cost effective service. The company is almost 100 years old, so it’s probably a safe bet.

Do the Math Staying with solar, it is pretty clear by now that 5 to 6 years is the average payback period for an installed system. The real challenge is energy conversion loss and the cost of storage batteries. At current cost levels, the price of electricity needs to be almost double for it to make economic sense.

Self-Sharpening

Extreme Driverless cars with no pedals or steering wheel are apparently going to be with us in less than five years. The good news - if you can call it that - is these vehicles will only be made available to commercial fleets. The bad news – some rob-taxi fleet owner is going to be exploiting the opportunity.

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In a recent breakthrough US scientists analysing the teeth of the California purple sea urchin, found a complex structure of layered calcite crystals held together by super-hard natural cement. Between the crystals are layers of weaker organic material.

As each hard layer becomes blunt it breaks off, exposing a fresh crystalline surface beneath. In this way, the sea urchin’s teeth stay sharp. Theoretically this approach can be used to create self-sharpening knifes – an intriguing prospect we think.

WHAT IS YOUR

Tech Networked COMPANY CULTURE WORTH?

By Liane McGowan

According to top “happiness at work” researchers, Deci and Ryan, fascinating data exists about the value of a company’s culture, and the role that culture plays in employee satisfaction. The Business Dictionary defines company/organisational culture as; “The values and behaviours that contribute to the unique social and psychological environment of an organisation” - but how do these behaviours and values affect employee happiness?

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eci and Ryan used a measure called ‘Total Motivation’ to evaluate the employees of four major airlines, analysing the relationship between total motivation and customer satisfaction. The results showed a high correlation - that is, the higher the employees’ total motivation, the higher the levels of customer satisfaction.

This correlation also played out in the retail, banking, telecommunications and fast food industries. Essentially this means that happy staff will result in happy customers.

International research has proven that the benefits of focusing on employees’ emotional wellbeing within the workplace can no longer be ignored by South African employers – creating a happy company culture is part and parcel of this approach. Happiness isn’t just a good idea, it is extremely good business - and extremely good for business.

The ideal wellness approach focuses on all areas within the organisation, promoting happiness, motivation and a dedication to achieving a different outcome to that of the traditional Employee Assistance Programmes (EAP). As good as the physical wellness strategies have been, a key factor which has gained global recognition is the focus on proactively targeting mental health.

The elements that employees seek at work are becoming increasingly obvious. Backed by science, psychology and philosophy, it is evident that the employees’ basic needs must be addressed. This requires a unique and innovative approach.

After years of implementing repetitive and reactive EAP campaigns, some of the top companies realised that

something was missing. Employees were still suffering from depression, teamwork was still poor, interpersonal relationships were being ruined and staff turnover was increasing. A shift was needed, and as a result, happiness was explored. Google, one of the most successful and influential companies in the world, features a fun-filled office, complete with slides and ten-pin bowling aisles. It encourages laughter and strives for total happiness for all employees; from the CEO to the security guard.

Whether moulding a team of one or 1 000, there are essential happiness principles that can be applied for a more successful business. Happy employees enjoy being at work - that in itself is enough to ensure productivity and a high level of customer service. Employees need to feel that they operate within a happy environment and that their emotional needs are being met.

Management should consider various vital components when it comes to keeping valuable members of staff. Don’t pamper employees, engage them. Listen to them. The belief that remuneration is the only motivator will have employees heading for the door. Happiness is an individual responsibility but it can also be learned by observing others.

Don’t overwork good employees; it can make them feel like they are being punished for great performance. Always communicate, recognise achievements and show care – people don’t leave their jobs, they leave their managers.

Encourage creativity, encourage laughter and, most importantly, to be a great boss - pay attention and smile.

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8

GOOD

REASONS

WHY YOU ARE ENOUGH

INTHEKNOW

Taskeen Suleman, General Manager at Dream Body Fitness, shares her thoughts on why it’s really good enough to be good enough – after all no-one is perfect. “As women, we are charged with substantial responsibility being business people, mothers, wives, partners, confidants and friends. Sometines we feel we’re not good enough or not doing enough. I’d like to challenge women to be kinder to themselves and acknowledge that they are in fact ‘enough’.

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ne of my best decisions ever made was when I decided not to focus on my bad decisions, but rather look at them as lessons that brought me to where I am now.

“Here are some of my thoughts on how you can fulfil the reality that you are enough:  Stop comparing yourself to others. In this age of social media, most of us keep on comparing our inner happiness with our peers’ outward appearance. Your friend’s happy picture on Facebook does not tell you how she is feeling inside. Her pictures on holiday with a slimmed, toned body should never make you hate yourself as once again it does not tell you how she is feeling.  We live in an era of more, bigger and faster everything.

This leads to lack of depth in accomplishments, relationships and long-term happiness. The media is full of stories of celebrities ‘amazing’ achievements and lives. This illusion can rob you of your confidence and happiness.

Slow down, gain perspective and connect with what’s important to you.  Not being present in the moment. Technology is and was meant to make our lives easier and more convenient, but unfortunately many times the opposite happens.

Technology has taken over our lives. We can barely breathe as we wait in anticipation for our cell phone lighting up. This has taken away our focus and attention.

We are constantly waiting on ‘other people’ in order for us to be able to take the next step. Take control and choose when and how you can be reached by the outside world.  Create a budget. With the economy being so volatile, it is more important than ever to be conscious of our







expenditure. The most effective way of doing this is the old school faithful idea of a budget. Even though you may not spend like Jay Z or Beyoncé, without a budget, you’re inevitably going to run into a situation where you don’t have a clue how much money you have in your account, your financial growth stagnates and your financial situation will never improve. This in turn leads to enormous stress.

Create goals. The brain is your friend. It’s a very powerful tool if used properly, but dangerous if given the role of unanimous decision making. The average person has 8 million bits of information from various sources going through their brain at any given time. How will it know what to focus on? Realistically, your brain is a goal seeking centre. As a matter of fact, the mechanism in your brain called the Reticular Activating System actually filters out everything except those messages which you truly need in order to survive or to achieve the goals that you have set. So by setting specific goals, and retaining a picture of achieving those goals in your mind, your brain will work day and night to turn that picture into reality.

Giving Gratitude. “Gratitude means thankfulness, counting your blessings, noticing simple pleasures and acknowledging everything that you receive. It means learning to live your life as if everything were a miracle, and being aware on a continuous basis of how much you’ve been given” – Marelisa Fabrega.

Striving for Control. Most of the events and experiences that happen to you in life are random, unexpected or coincidental. They just happen, and are outside of your control. The only control you have is your response to them and the meaning you attach to every action and deed. Your outlook determines the emotional state of your response as well as your destiny. You owe it to yourself to control and be in charge of your emotional health, but it’s much harder in an environment that’s littered with negativity and stress. Cut down on how much you consume on screen. The average South African consumes 4 hours of negative messaging a day.

Stop blaming and finger pointing. Take responsibility for your life and actions. By relinquishing responsibility, you place yourself in a position of weakness. You become powerless and unstable. Be the HERO of your own life. Not the victim.

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Don’t let

DERAILERS

MAKE YOU HIT THE

LEADERSHIP BRICK WALL

Senior executives who seem stuck on a never-ending plateau in their career should investigate whether their halt in upward mobility is potentially linked to a so-called derailer in their leadership makeup, an expert says.

INTHEKNOW

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dvaita Naidoo, Principal at Jack Hammer, rated as one of South Africa’s top 3 executive search firms, says companies have long been investing in psychometric assessments when making leadership appointments, to assess leadership strengths and weaknesses in candidates, and minimise the risks of unsuccessful appointments.

However, due to increasingly high demands and expectations when making key executive appointments, coupled with challenging market factors, companies are placing much greater emphasis on the scrutiny of derailers.

In other words, they would rather NOT hire a candidate due to potential weaknesses (or derailers), than recruit them for their strengths.

“Given the tremendous amount of resources – time, money, on-boarding – and collateral staff impact that accompanies the introduction of a new leader, companies are now choosing to rather hold off on an appointment if there are any concerns whatsoever regarding potentially undesirable qualities, instead of making the appointment based on the strengths of the individual,” says Naidoo.

“This suggests a greater aversion to risk and an unwillingness to ‘clean up the mess’ if something goes awry,” she says.

Simplistically put, derailers are a list of 10 qualities which could become problematic for a leader and the employer, if one or more are too dominant. In summary, these qualities assess whether a leader is:  EXCITABLE: Moody, easily annoyed, hard to please, emotionally volatile  DILIGENT: Perfectionistic, hard to please, micromanaging  BOLD: Overly self-confident, arrogant, with inflated

feelings of self-worth  RESERVED: Aloof, indifferent to feelings of others, uncommunicative  SCEPTICAL: Distrustful, cynical, sensitive to criticism, focused on the negative  COLOURFUL: Dramatic, attention-seeking, interruptive, poor listening skills  MISCHIEVOUS: Charming, risk-taking, limit-testing, excitement-seeking  CAUTIOUS: Unassertive, resistant to change, risk averse, slow to make decisions  LEISURELY: Overtly cooperative, but privately irritable, stubborn, uncooperative  IMAGINATIVE: Creative, but thinking and acting in unusual or eccentric ways  DUTIFUL: Eager to please and reluctant to act independently or against popular opinion “It has been shown that if any of these traits are too prominent or strong in an individual, they are very likely to hold a leader back down the line,” says Naidoo.

“Poor and ineffective managers have been proven to have a very real impact on their teams, resulting in a lack of motivation, compromised performance and even loss of top talent. Ultimately, the result is detrimental to company culture and the bottom line, so companies are hesitant to bet on these kinds of appointments.”

On the other hand, there are companies that will choose to hire despite high derailer scores, notes Naidoo.

“Given the relatively small pool of top leaders, some companies choose not to throw the baby out with the bathwater, but to rather use their pre-existing knowledge of potential weaknesses to develop the candidate further.

Coaching can be very effective in these circumstances, in recognition of the fact that the presence of a derailer doesn’t necessarily have to lead to derailment, and that derailers can be controlled and supported under the right circumstances.”

Further, while derailers may be evident in an assessment scorecard, reference checks with previous managers and boards may provide context and support for a leader’s actual behaviour and conduct on the job, enabling an appointment despite some concerns. However, Naidoo warns that for both companies and candidates, it is crucial to recognise the presence of one or more derailers, to acknowledge the possible detrimental effect these can have on teams and a company’s bottom line, and to be pro-active about mitigating harm.

“One of the best investments of their lives, for otherwise strong leaders who are going nowhere fast, is to identify whether a derailer shows up prominently in an assessment of their emotional makeup. And, if that is the case, to seek professional assistance from a reputable executive coach to address the chink in their armour.”

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INTHEKNOW

So, you’d like to be a

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thought leader?

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INTHEKNOW

Joel Kurtzman editor in chief of Strategy & Business magazine, used the term in 1994 for a series of interviews and it has since gained currency on TED talks and in the media.

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hat makes a thought leader? They tend to be experts in their field/industry. They are well respected and make an effort to connect with people and share their ideas freely without expecting anything back. The most sincere want to make a difference and spend time thinking about ways that can improve their industry or field. And they do it continuously. They do not traffic in one great idea; they are always busy sharing their thoughts and ideas with their networks. The Marketing strategist Dorie Clark, writing in the Harvard Business Review, describes a thought leader as someone with a reputation as a “singular expert – someone who doesn’t just participate in the conversation, but drives it”. She says recognition as a thought leader doesn’t happen without ‘leverage’ – you have to be recognised by the wider public. Clark sees six prerequisites for achieving that recognition a robust online presence, high-quality affiliations, public speeches, TV appearances, awards, authoring a book.

Facilitator Heléne Smuts of CONTRACT SA, specialists in organisational and human resource development, agrees that promotion of your personal brand is important but notes, “more importantly, it is something that you continuously develop through networking, engaging with people, research, and having a true understanding of the industry you want to focus on.”

Smuts sees thought-leadership as a more sincere process than Clark’s six steps: rather than making fame and a TED talk speaking engagement the goal, true thought leaders are driven to share their ideas, making their ‘content’ available to anyone who wishes to explore it. They don’t see their intellectual property as currency for personal advancement but as a voice in a wider, very inclusive conversation.

It is the thoughts that come first, then their dissemination and networking with other specialists; personal brand-building and recognition follow. To be recognised as a thought leader in your field is the ultimate goal of anyone who is passionate about achieving expertise and recognition amongst their peers. The first step to that, says Smuts, is unlocking the creativity inside you to find the solutions that position you as an expert. Thought leadership is not a skill that you attain by going on a course.

As Smuts points out, “To be a thought leader it is important that your creativity is ignited, that you come up with innovative ideas or solutions and share those, constantly engaging with people who can impact you and you can challenge your thinking, connecting to networks and having an impact on them.”

So if you can’t do a course in Thought Leadership, what can you do to unlock your potential? Smuts sees great opportunity in coaching for aspirant thought leaders. “A good coach will facilitate the unlocking of your creative potential and help you develop solutions for your field that are worth sharing,” says Smuts. “The coach can help you find your best path along the steps Dorie Clark lays out, but to build and sustain a reputation as a thought leader it is original ideas that will count – and coaching is a huge help here.

A good coach is there to serve as a soundboard and guide you, through pertinent questions, to come to your own solutions and insights. It is really about helping you find the answers within you.”

It must be said that while recognition as a thought leader will certainly boost your career, it is a very public role to take on, and is not the right path for everyone, says Smuts.

“Another way to shine in your organisation is to learn the coaching process yourself, and apply it in your business.

Afterall, at the heart of every great business is a great coach; a leader, who understands how to effectively coach their team and enjoy greater employee engagement, retention, heightened performance and business results.

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Helping high achievers reach

Greater heights Usha Maharaj is a leadership success strategist who stepped out of a big four firm to help CEOs of small and medium enterprises introduce corporate quality strategies to achieve business transformation and to help employees reject average and strive for career excellence.

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he year was 1998. Usha Maharaj had just started her training contract at KPMG’s Pietermaritzburg office. Not only was this everything she had dreamed of but the start of a whole new experience on several levels. “With the motivation, guidance and support of my parents (and student loans to fund my education), I became the first person in my family to go to university and the first to be employed in a professional firm. As you can imagine; I arrived at the firm rather naïve.”

‘I had to overcome the novelty of owning a laptop, attending business lunches in plush restaurants and for

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the first time being a part of a multi-racial team. As an introverted, Indian female, who was raised in a conservative home, I found it very difficult to integrate fully in the firm and while at face value it may not have shown, it was an internal battle which I struggled with every day. Thankfully, the values entrenched in me by my parents, the grit and determination of my dad, the love and unwavering faith displayed by mom and my never-say-no attitude provided me with the foundation upon which to build a solid career.’

KPMG saw the unpolished diamond in Usha – as a person whose time had come. Today, if she had to do it over again, she wouldn’t change a thing. “I have had the best corporate career I could ever have dreamed of. I’ve experienced more and learnt more than I ever imagined possible and I’ve loved every bit of it. Having the right leaders at the right time certainly contributed to my success, with Suresh Naidoo instrumental in entrenching quality and high performance and stretching my potential as a leader within the firm.”

INTHEKNOW

This was until she received an invitation to join the partnership as the first black female partner in KPMG KwaZulu-Natal which was the highlight of her career at KPMG. Meanwhile she was developing her potential in other ways and laying the groundwork for the leadership-success strategist she is today. “My journey really started after becoming a partner in the firm, where I found myself searching for something that would engage all of me. I was fortunate to have in Anthony Thunström, a managing director who created the space and supported me in carving out a path which led to me becoming the HR Director for KPMG in KZN.” Usha recalls her early days at the firm and her internal tussle between wanting to feel integrated with the team and feeling like the odd one out. This spurred her on to become an ambassador for transformation. She served on transformation committees and was active in programmes which assisted employees to experience a sense of belonging.

In the midst of this incredible story she qualified as a brain-based coach through the Neuro Leadership Group and understood the value of truly engaging employees to deliver results. “Working on national HR projects and actively steering strategic regional people-based initiatives interested and excited me more than International Financial Reporting Standards (IFRS) ever could, and when I reflect on what spurred me on the most, it always comes down to helping people.”

Not someone who holds on to what could have been, Usha alludes to the fact that, while studying, had she fully recognised the extent of opportunities available to her as a CA(SA) it may have sparked an even greater desire to achieve and who knows what the outcome could have been. “For anyone presently studying, I would advise, speak to people who have walked the path before you and take every opportunity to read, learn and understand just how valuable an opportunity you have ahead of you. Not only will this help with the decision to become a CA(SA), but also with the commitment to stay the course and, above all, provide the inspiration to write your own story.’”

Her talent was soon recognised. Usha passed both qualifying examinations on her first sitting. Each time she didn’t believe there could be another moment in her career that could beat the thrill of passing these momentous exams.

Career crossroads and a leap of faith After five years in the HR Director role, Usha reached the conclusion that she was being called to follow a different path. It was a brave decision but one that aligned with a greater purpose. She‘swapped the global brand and a monthly pay-check for an opportunity to make her personal mark on the world as a Leadership Success Strategist.”

She has since carved out a space where she helps high achievers to achieve more with their careers through coaching and mentoring. Usha is a firm supporter of mentorship as a success enabler and has had her fair share of mentors, not all of whom she has met face to face.

When the student is ready the master will appear. In Usha’s case she ‘met’ Napoleon Hill through his audio book The Science of Personal Achievement. She listened to it frequently in her car, until she grasped the many lessons therein. She credits his book for moulding her thinking. “It

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cleared up many questions for me and helped me to plot my way forward.” Illustrating the power of wise words spoken at the right time, Usha is convinced that ‘his intervention’ convinced her of a different, less conventional career path.

To inspire others you need to be inspired. Usha describes herself as “surrounded by knowledge”. Among her many books, she has personal favourites; Richard Branson’s Screw Business as Usual, Sheryl Sandberg’s Lean In and The Slight Edge by Jeff Olsen. “These inspiring books provide leadership strategies and lessons that anyone can apply and benefit from immediately,” says Usha.

Making a difference Usha shares an incident which she regards as life changing. She was attending the AGM of a private school when the chairman of the board stood up to deliver his report. “He started discussing transformation in a manner that showed a lack of consideration or understanding for what the term actually meant.” Not content to sit complacently in her chair, Usha stood up.

“I made a vocal stand for what is right.” She wrote up a policy for the school and engaged in what she refers to as robust discussions with the board and the headmaster. Since that moment of truth – Usha chooses to make a difference – no matter how uncomfortable it gets.

She is proudly South African. “I love my country, the climate, the lifestyle, the people, and the diversity. Politics makes me raise an eyebrow, but I just have to read the US press and that makes me raise both eyebrows.’ Here at home she chooses to focus on the things that make her smile, to make a difference wherever she can and to ignore the rest.

Beside every winner, she says, there is a person cheering them on. “The biggest enabler in my career has been the support I’ve had from my husband Kavesh over the years.

For me to commit to my career in the way I had to required time and energy that I could never have afforded without my husband. Kavesh has been an active and sometimes more than equal parent.” Kavesh is a classic car enthusiast who is busy rebuilding his 1972 Chevrolet El Camino, while their 12 year old son “Devaj fancies himself in a Protea jersey some day and their 10 year old daughter Diyajal is the art-loving, roleplaying delight of the family”.

Usha has other goals up her sleeve: among them online professional development tools, a community of SMEs (learning, sharing and growing their businesses together) and helping professional women achieve career success in a shorter space of time. Her suggestion for unlocking a person’s true value is this: “Take the time to

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really understand yourself and use this deep understanding to exploit your strengths and maximise your contribution personally and professionally”.

A life of maximum value is a life fulfilled. “Whether you are a part of a team or leader in an organisation, once you understand yourself, invest in understanding the people around you. This understanding will help you to maximise the contributions of your teams; leading to more engaged employees, happier people and improved business results.”

FIVE TIPS FOR ASPIRING CAs(SA) 1. Technical savvy is a non-negotiable.

2. Figure out your learning preference; visual, auditory, experiential or written.

3. Use this to study in a way that engages you and brings the content to life.

4. Develop leadership skills that differentiate you in the job market.

5. Use this affirmation daily: the sweat, the time, the devotion will pay off.

INTHEKNOW

The MBA:

career differentiator or simply market expectation?

Our fast-paced career-driven society places a high premium on upgrading skills and qualifications at all levels in order to meet the demands set by companies, customers and ourselves. With the establishment of more business schools and new niche qualifications being developed, aspiring management candidates are starting to review their options and future prospects, increasingly asking the question: is the MBA still relevant?

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tarted in the late 1950s as an offshoot of management science, the MBA was originally developed to leverage this new field’s ideology, methodology and thinking to drive a completely different approach to management. “Almost 70 years later, it is to be expected that both institution and student themselves are questioning the continued relevance of the qualification given how the role of managers and leaders has changed and economies have evolved,” says Dr Renosi Mokate, Executive Director and CEO of Unisa’s Graduate School of Business Leadership (SBL). “Issues as diverse as data analytics and stress management were not even considerations at the time the MBA was conceptualised, but today they are.”

In reviewing the MBA’s relevance and – critically – whether it will be a careerenabler, Mokate highlights that students need to look at the detailed programme offering in the context of their individual journeys. “Many business schools have updated their curricula to reflect the current needs of the market including course material that speaks to issues of, for example, sustainability, ethics and governance. The fundamentals of the MBA – in terms of analytical thinking and mindful questioning – are arguably still relevant in most instances. However, as such, it’s about taking the time to see whether the

course offered will equip you with the skills you need in your complex role as a manager going forward.”

As careers in certain industries and sectors become more specialised, it is worth weighing up whether a specialist degree could be more beneficial than a generalist qualification in the long-term. “While your planned next step up the career ladder will undoubtedly influence your decision to study, you need to look beyond that,” explains Mokate. “Apart from the subject matter itself, you should also consider the skills you will acquire in the process, particularly critical thinking and analysis. These then need to be weighed up in the greater context of your future and your ultimate vocational destination. Perhaps most important to note however is that your application of your learning and qualification makes it relevant, as opposed to what the market states.”

With today’s managers being required to lead, innovate and influence, as well as understand and master the evolving micro- and macro-business environments, equipping yourself with the skills and savvy you need to make the most of your future has become a non-negotiable for most. In evaluating how best to fast-track your career however, it is critical that you invest in the right qualifications to enable your journey. As choices increase and programmes become more refined, it is worth taking the time to find out whether an MBA is the correct qualification for you based on your needs. In this way you’ll ensure it becomes a legacy investment.

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TOUGH ECONOMIC CONDITIONS NO DETERRENT FOR DRIVEN CEO While financial services institutions continue to grapple with prevailing economic conditions, Ithala SOC Limited’s new CEO, Peter Ireland, remains optimistic that the organisation’s robust strategy will ensure continued growth and sustainability.

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s he takes the reigns, the 51-year-old, brings to the fold a wealth of financial management expertise.

He has over two decades of financial experience, 15 years of which were spent at a senior executive level within various organisations including BioScience Brands, The Unlimited, Resaearch International, Ithala Development Finance Corporation (IDFC) and Ithala SOC Limited, the 100% owned subsidiary of IDFC. Ireland, a qualified Chartered Accountant and a Bachelor of Commerce and BCompt Honours graduate, has 400 people under his leadership and controls assets worth R2.5 billion.

He cites his appointment as Ithala SOC Limited CEO as his greatest opportunity to date, having previously served in finance roles to now leading the organisation. His previous role at IDFC was as Group Chief Financial Officer.

“The immediate plan is to complete the turnaround strategy to ensure financial sustainability.

“The process will include sustainable cost control; revenue growth through product innovation and expanded distribution channels; and introducing operational efficiencies through system development,” said Ireland.

INTHEKNOW

“We are working towards our goal to ensure Ithala SOC Limited can be the foundation of a State Bank. Plans are in the pipeline to grow our footprint to be national in the next financial year.”

He said the organisation’s key priority areas in terms of the strategy include: • Maintain financial sustainability by growing the revenue line; • Obtaining a full banking licence in 2017; and • Expanding Ithala SOC Limited’s footprint beyond the borders of the KwaZulu-Natal province to lay the foundations for the creation of a State Bank.

“Peter has played an instrumental role in Ithala SOC Limited’s turnaround. Therefore, he will not only hit the ground running but he has a fair appreciation of our challenges, opportunities, capacity and the people,” said Malose Kekana, Ithala SOC Limited Chairman.

“This is the first time in more than 10 years and five CEOs that Ithala SOC Limited has appointed a CEO from within the business by promoting one of its competent senior executives.

“An advantage of appointing from within is that it facilitates the growth of hard working and competent staff who have knowledge of people as opposed to a history where senior vacancies were largely filled by external people without existing staff being groomed for the position.”

When asked to describe his leadership style, Ireland said while he offers his team guidance, resources and direction, he does not believe in micromanaging people and prefers to give staff freedom of choice to accomplish their work targets and deadlines.

“I expect my team to take emotional ownership of their work and to really own it,” he said.

He said the culture of the organisation was moving towards being more accountable and accepting of change.

Commenting on the state of the economy, he said: “The rising interest rate cycle that the country is currently experiencing will not affect our strategy.

“We will continue to grow our loan book through the provision of competitively priced lending products and mitigating the risks through robust credit granting procedures that focus on affordability tests.

“An opportunity also exists to increase the growth of our customer deposit book by promoting savings that earn higher returns. As interest rates rise, so too do interest margins.

“This improved profitability is, however, offset by a greater risk of credit defaults, requiring the credit risk value chain to be more robust, from the credit granting process through to the credit collection process.

“To this end, Ithala has invested in the re-engineering of the credit risk department and is prepared for the economic headwinds that face our customers.”

On the toughest decision he’s had to make in his career, he said: “Disciplinary action against employees can be unpleasant.

Whenever the welfare of people is at stake, the decision is always difficult. However, as a leader I am expected to always conduct myself in the best interests of the organisation.”

Ireland credits Iain Buchan, Chairman of The Unlimited, for positively influencing his career and exposing him to the benefit of personal development which contributed significantly to his development as a leader.

The immediate plan is to complete the turnaround strategy to ensure financial sustainability.

In his spare time, he can be found mountain biking or road cycling. Motorcycling, either adventure riding on his BMW or cruising on his Harley Davidson, are among his greatest passions.

His favourite book in a business context is Jack Welsh’s “Straight From The Gut”. The book describes Welsh’s journey to emerging as one of the greatest corporate leaders who built GEC, one of the most valuable companies in the world.

“A lesson in the book that resonates with me is about strategy: Pick a general direction and implement like hell, in other words, spend 10% of the time formulating it and 90% of the time implementing it.”

He is also inspired by American information technology entrepreneur and inventor, Steve Jobs, and his philosophy of life is to “be brave, be fair and listen”.

Peter is married to Genevieve and they have two daughters, Amy and Nicole, aged five and two respectively.

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Spotlight

Great Scott!

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A diversity of interests, sheer hard work and the foresight to spot the proverbial gap propelled James Scott to move from financial manager in the musical publishing industry, through financial director in software development, to his current role as publisher of BusinessBrief.

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he long and arduous CA(SA) route was navigated by Scott through part-time study. He believes that an affinity for diversity and not being grounded in routine was the key for his success - combined with good, oldfashioned, nose-to-the-grindstone hard work.

‘I did most of my studies part-time. Starting the day at the client’s offices by 08:00, we would work all day and leave at 16:30 to get to university for lectures from 17:10 to 19:00.

Then I would rush home for a quick dinner, study and do tutorials until midnight. The weekend offered little respite, as our Saturday morning lecture was from 08:00 to 12:00. It was a long week indeed!

‘I was fortunate enough to be accepted to do my articles initially with Schwartz Fine & Co., and then with Arthur Andersen, which at that time was regarded as the top accounting firm globally. ‘As articled clerks, we were all in it together and supported and motivated each other in a tough, but incredibly stimulating journey,’ says Scott.

From trainee to a diversity of jobs His stint as a trainee helped him in becoming adept at networking with individuals from various backgrounds: ‘I also enjoyed the diversity of businesses that we were exposed to during articles and I felt very privileged to be able to interact with everybody from company directors to blue collar workers,’ Scott states.

‘Because I have broad interests, there were always so many distractions to deal with.’ Yet, he adds that ‘the overriding incentive of success … helped me to remain focused.’

He attended Arthur Andersen’s training school in Chicago: ‘Being the only South African on my first time there was very nerve wracking, as most of the other attendees were Ivy League graduates. To my surprise, the South African standards at the time were really high, and I was more than able to hold my own,’ Scott says.

With interests in the arts and architecture, Scott has both hemispheres of his brain ticking over constantly. His creativity is obvious when one looks at the innovative designs on BusinessBrief where Scott is the publisher.

James Scott, Publisher of BusinessBrief

‘Hindsight is always easier than foresight. My career choice has given me opportunities and experiences that I would not otherwise have had. At each crossroad I’ve had doubts, but I’ve never felt the need to do a complete U-turn during my journey. After articles I went into commerce and I took up a position as the financial manager at RPM Records.

It was a huge learning curve! Music publishing at the time was a dynamic and challenging industry.’

Scott describes more about his earlier career: ‘After a few years, I was appointed financial director at Softcover Software. Those were the heady, early days of PC software development and publishing. We developed many applications, but our most successful product was called TurboCASH. The successor to the code we developed then, is now branded SAGE Pastel Accounting. Our pioneering early strategy of removing copy protection, giving the software away free to accountants and bookkeeping training colleges, gave us the market penetration to make the product the top-selling accounting package of its day.’

After the creative music industry and subsequently the very precise software development industry, one wonders how he then became involved in publishing to further broaden his already-diverse working experience.

‘In the early 1990s, I consulted for a broad spectrum of businesses, from mining companies to a legal practice.

Although continuing professional development (CPD) was not a requirement then, I nevertheless wanted to keep my technical knowledge up to date. In addition, the restrictions around advertising and marketing for professionals were relaxed throughout the Commonwealth countries.

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‘At the time, I was receiving a lot of newsletters from legal and accounting firms.

The inherent limitations of these newsletters were that they were generally limited to the expertise contained within the firm, and that they were mostly distributed to their own client bases, with limited reach beyond that.’ These factors became the catalyst for the birth of the publication BusinessBrief!

‘By combining the editorial from a broad spectrum of advisory sources, and only using professionals to write for me, I created a powerful tool for business decisionmakers to be alerted to factors that affect them. This also provides direct access to the best professionals for the best advice. Furthermore, the professional firms that write for us became able to reach a broader market at no editorial cost!’ Scott explains.

‘It has been a long journey, but persistence and passion has grown the publication to a point where Business Brief is now the top selling print and digital business magazine in South Africa.’

Inspiration Scott says he has ‘never modelled myself on anyone in particular, although I have taken inspiration from many sources over the years.’ Nevertheless, he admires people such as Bill Gates and John Lennon – perhaps this is further proof that he utilises both hemispheres of his brain.

‘Gates’ legendary strategy of leveraging Microsoft in the early days by bundling the software with IBM struck an important chord with me. This strategic approach to synergistic business relationships is now always top of mind.’

He also says that he would have been inspired if he could have spent a few hours with John Lennon, whom he describes as ‘poet, artist, song writer, singer and of course creative genius… His witty, alternative and incisive perspective would certainly have been a feast for my soul.’

Life-changing experience ‘Eight years ago I had a heart attack. This is a life-changing experience for anyone.

Dealing with your own mortality is hard, but the vital and incredibly positive lesson that I learnt is that life does and must go on,’ says Scott. As he recovered, he realised that he needed to change how he was doing things.

When he is not crunching numbers and designing covers, he enjoys fishing and the great outdoors –a passion that is shared by all members of the Scott family. ‘I really enjoy going to the bush. As a family we regularly go on game trips, from the Kruger to Madikwe and the Tuli Block in Botswana. My wife and I wrote an educational children’s book on the bush called Family Matters. It has sold fairly well.

‘I am also a fisherman. I don’t get the opportunity to fish as often as I would like, but when I do, I enjoy the solitude and the time it gives me to think,’ he adds.

Scott also enjoys music: ‘My taste is eclectic, but I prefer more melodic ballads and the classics.’

His family life is very important: ‘My gorgeous wife works with me and provides great support. I do defer to her better judgment all the time. We have two children who are still at primary school. My son is a good all-rounder, from being in the first team for most sports, to being the schools leading saxophonist. Our younger daughter is becoming very adept at playing the violin,’ says a proud Scott.

His message to young and aspirant CAs(SA) is succinct, yet powerful: ‘Breaking the shackles of restricted choice is a dream worth achieving. To have the tools to enable that dream is possible. To only dream of that possibility is, however, your choice.’ Clearly James Scott is one of those remarkable and merit-worthy individuals among the SAICA ranks – one notable for his resilience and perseverance. Great Scott indeed!

PRETTY. DEADLY. When Chinese Lanterns, also known as Sky Lanterns, are released from beaches, they are often mistaken foremergency distress flares. NSRI volunteers then launch rescue boats and spend hours looking for people in difficulty.

Chinese Lanterns are also harmful to the environment and are a fire hazard.

Woodhill Residential Estate & Country Club

“ My preferred Golf Course” Situated in the eastern suburbs of Pretoria, Woodhill occupies prime position with stunning scenery and dramatic natural features with beautiful vistas over the city. The Estate houses more than 800 upmarket residences and is considered to be among the finest golf estates in the country. The 18-hole championship golf course was designed by Peter Matkovich.

The Estate and the golf course are now 16 years old and very well established. Woodhill is ranked in the top 100 courses in South Africa and prides itself on being the golfing destination of choice for corporate membership.

The fairways are generously shaped, the rough is kept at a manageable length and the greens, although quite quick, are receptive.

Peter Matkovich said: “Golf is not just about scoring, especially on an estate. It is a walk in the park; the environment and character of the course should create a natural and tranquil enjoyment of its own. The animals, insects and birds, plus the growth of the trees should score as much as birdies and pars.” This philosophy is clearly evident as Woodhill was recently awarded the GOLD – SPECIAL MENTION AWARD in the John Collier 2015 Environmental and Governance Awards.

The new Nike Pro Shop at Woodhill is one of the finest in the country. Woodhill is proud to announce that Wanna Be A Champion was recently appointed to manage the Woodhill Driving Range Academy and they will also provide the services of PGA teaching professionals to assist in all aspects of golf coaching.

Security is high priority on the Estate, with controlled entrances and guards patrolling on a 24 hour basis. Visitors should familiarise themselves with the access procedures.

Specials ENQUIRIES: 012 998 0011 marketing@woodhill.co.za corporate@woodhill.co.za

Under 35 Golf Membership Includes: • Free coaching lesson • Invitation to Club events • Discounted rates for Venue hire, Banqueting & Conferences • Use of Driving Range • Ladies Clinic once a month

R300 per month excluding Handicap Card

Corporate Membership Option 1:

Corporate Membership Option 2:

• • •

• • •

• • • • • •

4 x Midweek Corporate Roving Memberships 4 x Free coaching lessons 80 x Player corporate golf day (Monday- Thursday) Carts and Catering excluded 80 x Golf rounds (Monday- Friday only), Competition fees excluded 20 x Driving Range practice buckets 1 Week advanced bookings Logo on Corporate Board Conference and Function facilities at 10% discount Invitation to the Corporate Golf Day Challenge

• • • • • •

4 x Full Corporate Roving Memberships 8 x Free coaching lessons 80 x Player corporate golf day (Monday- Thursday) Carts and Catering excluded 80 x Golf rounds (Weekdays and Weekends), Competition fees excluded 40 x Driving Range practice buckets 1 Week advanced bookings Logo on Corporate Board Conference and Function facilities at 10% discount Invitation to the Corporate Golf Day Challenge

R56 200 excluding VAT

R41 900 excluding VAT Corporate Membership Option 3:

Corporate Membership Option 4:

• • • • •

• • • •

• • • • • • • •

1 x Gold Membership (Handicap card included) 1 x Nike branded shirt 3 x Free coaching lessons 30 x Free rounds of golf 4 x Full Corporate Roving Memberships (Monday to Sunday) 120 x Player corporate golf day (Monday - Thursday) Carts and Catering excluded. Venue for function included 120 x Golf rounds - Weekdays and Weekends included (Competition fees excluded) 60 x Free Driving Range practice buckets Logo on Corporate Board 4 x Lockers with Company Logo 2 Weeks advanced bookings allowed Conference and Function facilities at 10% discount Invitation to the Corporate Golf Day Challenge

R75 500 excluding VAT

• • • • • • •

4 x Corporate Gold Members (Handicap cards included) 4 x Nike branded shirts 12 x Free coaching lessons Full corporate golf day (Monday - Thursday) Carts and Catering excluded. Venue function included 120 x Golf rounds - Weekdays and weekends (Competition fees excluded) 80 x Free Driving Range practice buckets Logo on Corporate Board 4 x Lockers with Company Logo 2 Weeks advanced bookings allowed Conference and Function facilities at 10% discount Invitation to the Corporate Golf Day Challenge

R90 200 excluding VAT www.woodhillestate.co.za

LIFESTYLE

The all new

“setting the pace”

by Carl Wepener

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I have had the pleasure of being invited to the unveiling of the proto type Jaguar F-Pace some two years ago and I was really interested to see how near or how far apart it would be from the road going model we now encounter as the Group Marketing Director, Jaguar Land Rover said; “The F-TYPE Coupé provides its driver with a unique two seater sports car experience. It combines seductive design with cutting-edge technology and performance which is truly breath-taking. Engaging, precise, intuitive and alive – it is the definitive sports Coupé.”

hat can I say, I was in awe of the modern, sleek, and great looking Jaguar. Although much of the futuristic modern styling, especially in the interior is not yet practical, the F-Pace is sporting much of the interior used in the Jaguar XF and oozes charm, refinement and agility for the 5 persons it can carry in absolute comfort.

The hand crafted cabin is spacious and is keeping track for the need to also be a mobile office and entertainment centre. This makes the interior a perfect blend of premium materials and finishes, exquisite detailing, luxuries and a place of relaxation but also of enjoyment.

Technology has not been left in abeyance and you can just about do anything from your cell phone. You can set the temperature and start the vehicle, close and lock even from Timbuktu, down load data and a myriad of other features. Up to eight devices can be connected on the Wi-Fi hotspot and you have an enormous 10.2 inch tablet-style touchscreen with excellent graphics that is the worlds most advanced Touch Pro infotainment system. Add to that the HD instrument cluster with full 3D navigation display and head-up display and you have not only a modern vehicle but a technologically advanced vehicle. Key information such as vehicle speed and cruise

control settings can be projected directly into the driver’s line of sight by the laser head-up display. The high contrast colour images can also show turn-by-turn navigation instructions.

The exterior is typical Jaguar with its bold front grille and muscular bonnet shows its performance potential and is complimented by the slender full-LED headlights, forged 22-inch wheels and short front overhang that carry the design vision of the C-X17 concept through to production.

The Lightweight Aluminium Architecture gave the design engineers the opportunity to design an efficient, dynamic, and practicality performance SUV. The light, stiff body structure comprises 80 per cent aluminium, and is the only aluminium-intensive monocoque in the segment. All-wheel drive delivers grip for all-weather confidence, further enhanced with segment-leading traction technologies including Adaptive Surface Response. Intelligent Driveline Dynamics enables all-wheel drive ability and rear-wheel drive character. The result of this class leading technology is that the 132kW diesel model weighs as little as 1,775kg – including an automatic gearbox and All-Wheel Drive and is as sure footed on gravel as it is on a tarred surface. I travelled for long distances on different gravel roads at speed and the F-Pace never once faltered with its road grip or comfort. The eight speed gearbox is a jewel and is as precise and smooth as they come. Even when gearing down with the paddle shift the changes are barely noticed, except for in the 3.0 turbo charged F-Pace where the lovely sound reminds you that you have changed up or down.

The new F-Pace is no slouch either and with the 280kW supercharged V6 petrol engine it can accelerate from 0-100km/h in just 5.5 seconds before reaching an electronically limited top speed of 250km/h. I even enjoyed the 2.0 litre version and it easily gets to 200kph and only then does it slowly creep up to its maximum speed of 208kph.

For enthusiastic drivers like ourselves there’s Configurable Dynamics: first used in the F-TYPE, this feature allows individual settings for the throttle, automatic transmission, steering, and, where fitted, the Adaptive Dynamics system. When racing around the circuit there is exceptionally low lift and excellent lift balance front-to-rear, resulting in better steering feel and stability coming into and out of corners at higher speeds.

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The All-New F-PACE’s torque on-demand all-wheel drive (AWD) system features the advanced, in-house control system first developed for F-TYPE AWD: Intelligent Driveline Dynamics (IDD). IDD preserves rear-wheel drive agility and handling character but can seamlessly transfer torque to the front wheels to exploit the performance benefits of extra traction, on all surfaces and in all weathers.

Another first is Jaguar’s Activity Key. A waterproof, shockproof wristband with an integrated transponder, this segment-first, wearable technology supports active lifestyles because it allows the keyfob to be securely locked inside the vehicle. Activity Key works on the same RF frequencies as the other keys and is used to lock and unlock the vehicle by holding it in close proximity to the J of the Jaguar lettering on the tailgate. Activity Key has no battery, so you never have to worry about changing it.

To celebrate the launch of the All-New F-PACE, a special model called the First Edition will be available in strictly limited numbers in South Africa. Powered exclusively by the 280kW supercharged V6 petrol and 221kW V6 diesel engines, the First Edition is distinguished by two unique metallic paint colours – Caesium Blue and Halcyon Gold; Customers can also choose from Rhodium Silver and Ultimate Black. Further highlights include 22-inch Double Helix 15-spoke wheels with Grey finish and contrast inserts, Adaptive Dynamics, full-LED headlights, Gloss Black fender vents and a fixed panoramic roof.

Inside, the Windsor soft-grain leather seats in Light Oyster feature twin-needle stitching and an embossed houndstooth pattern influenced by the C-X17’s awardwinning interior. The traditional Jaguar craftsmanship blends seamlessly with the configurable 10-colour ambient lighting, state-of-the-art InControl The full F-PACE range in South Africa will comprise four models: F-PACE Pure, F-PACE R-Sport, F-PACE S, and F-PACE First Edition.

The F-PACE will be available with a range of Jaguar engines that offer a balance of efficiency and performance.

These are the 132kW 2.0-litre diesel, the 221kW 3.0-litre diesel, and the 3.0-litre supercharged V6 petrol, with outputs of either 250kW or 280kW. All F-PACE models sold in South Africa are equipped with Jaguar’s eight-speed automatic transmission and All-Wheel Drive.

The Jaguar F-Pace is not following in any one’s footsteps.

It is discernible from all angles as a pure bred Jaguar that can now take you places in the same comfort as the cars, but where you could never before go.

For more information on pricing and options please see the link below.

An Icon;

Ford Mustang

by Carl Wepener

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Ford’s most iconic model in right-hand drive, the Ford Mustang is in South Africa. Featuring six models in line-up, being the 2.3-litre EcoBoost and mighty 5.0 V8 engines, manual and automatic transmissions, Fastback and Convertible body styles, the Mustang is set to steal some hearts and to become the envy of many more as there is only a limited number that will be coming to South Africa.

he new Mustang is Ford’s most revered and recognisable nameplate, having become an automotive icon the moment it was launched in 1964, followed by more than 50 years of continuous production and over nine-million cars sold to fans around the world.

The latest Mustang, mark its remarkable 50th anniversary, is now finally available for sale in South Africa in right-hand drive.

“This is the car we’ve all been waiting for! The mighty new Mustang is here,” says Tracey Delate, General Marketing Manager, Ford Motor Company Sub-Saharan Africa Region.

The new Mustang has been a global hit since it was launched internationally and was the world’s best-selling sports car in the first half of 2015. The new Mustang is loaded with innovative technologies and delivers dazzling performance and style. In terms of powertrains, buyers have the option of a roaring 5.0-litre V8 or the all-new 2.3-litre EcoBoost engine that

delivers an exceptional combination of performance and fuel economy. Notably, both engines can be matched to a choice of either six-speed manual or automatic transmissions, and there’s the option of both Fastback and Convertible body styles to suit every taste.

Unmistakably Mustang The clean-sheet design of the Ford Mustang Fastback and Convertible evokes the essential character of the vehicle, retaining key design elements of the classic Mustangs recognisable to car fans across the world, including the long sculpted hood and short rear deck, with a contemporary execution.

Ford Mustang Convertible drivers will appreciate the standard multilayer insulated cloth top that gives the car an upscale appearance and a quiet cabin. The top has a sleek profile when folded for sun-soaked open-air motoring.

LIFESTYLE

Large, clear instrumentation puts vehicle information right in front of the driver in the roomy cabin with an aviationinspired cockpit, while ergonomic and tactile switches and knobs provide intuitive control. The vehicle’s width and sophisticated rear suspension contribute to impressive shoulder and hip room for passengers and a usefully shaped boot space that can accommodate two golf bags.

The Mustang experience Be sure that when you drive the Mustang you will be deemed to be famous to such an extent that people come to shake your hand stating, “I just wanted to shake the hand of a Mustang owner.” The way Ford Mustang looks, drives and sounds is key to the visceral experience. The Mustang offers outstanding power options and an advanced chassis designed to meet the expectations of the most demanding drivers.

I favoured the 2.3-litre EcoBoost for its practicality and zesty performance. I did not like the 4 cylinder sound from inside the car and hope that Ford will “genetically” do something about this. The Mustang V8 is not for the faint of heart as it is a powerful brute ready to let you know it is not a toy and is not “controlled” but driven for sheer pleasure. Wanting to hear that superior V8 pipes thunder their tune can be the demise of many a man not realising that, that sound comes with extreme power.

Ford’s acclaimed 5.0-litre V8 engine produce a hefty 306kW of power, along with a thunderous 530Nm of torque. As the most powerful and fastest-accelerating Ford, this enables the Mustang 5.0 V8 GT Fastback Manual to sprint from 0 to 100km/h in just 4.8 sec.

The line-up includes the all-new 2.3-litre EcoBoost engine that brings state-of-the-art technology to Mustang, delivering turbocharged performance with outstanding fuel efficiency.

The 2.3-litre EcoBoost is turbocharged to deliver impressive all-round performance with 233kW and 430Nm of torque and reaching 0-100km/h time of 5.8 sec for the 2.3-litre EcoBoost Fastback Manual. Both engines can be specified with a slickshifting six-speed manual transmission in Fastback guise, or the option of the six-speed SelectShift automatic transmission (Fastback and Convertible).

A Mustang for the true driving enthusiast Weight distribution of 54 per cent at the front for the 5.0-litre V8 and 53 per cent at the front for the 2.3-litre EcoBoost contributes to responsive and precise handling, capable of delivering up to 0.97 g-force when cornering. This was evident whether driving the V8 or the 2.3-litre EcoBoost. The ride is exhilarating, sporty and a sheer pleasure. While driving the 2.3-litre Eco Boost through Old Kaapse Weg the V8 could not outrun me, especially through the turns. The top speed for both engine derivatives is 250kph.

The new Mustang features a significant number of innovative technologies, providing drivers with enhanced information, control and connectivity and safety that can be best experienced on a twisty back road or a weekend track day, the driver can use the toggle switches on the console to quickly adjust steering effort, engine response, and transmission and electronic stability control settings.

Using the Selectable Drive Modes, drivers are able to adjust the AdvanceTrac electronic stability control, throttle response, automatic gear-shift patterns and steering to match Normal, Sport+, Track or Snow/Wet settings. To ensure drivers get the most from the car at the track, the Mustang also delivers Track Apps that can be controlled via the steering wheel and viewed in the instrument panel, including accelerometer, acceleration timer and brake performance, which measures braking time and distance from a set speed.

Available for the 5.0-litre V8 with manual transmission, the Launch Control system holds the engine at a pre-set value between 3 000 and 4 500 r/min with the accelerator fully depressed. When the clutch is released, torque delivery to the rear wheels is controlled for maximum traction and consistent standing starts. An electronic Line Lock system also available for the 5.0-litre V8 applies only the front brakes, allowing drivers to the warm the rear tyres.

The Ford Mustang is truly an Icon and the new Mustang, as far as I am concerned, will also become a classic and a modern icon in time.

LIFESTYLE

Southern Sun Cape Sun, the new kid on the block

for family accommodation

Cape Town’s city center is one of the few places that offers a rich city experience for all travelers from backpackers to businessmen as well as families. With a diverse mix of attractions, from traditional to eclectic, cultural to trendy, historic to modern, the Cape Town city centre offers hot spots, hotels, museums, markets, loads of fantastic restaurants, the vibrant and buzzing Bree Street precinct - and all just a few minutes’ drive from the beach.

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enowned as one of the city’s most iconic buildings, the 33year old Southern Sun Cape Sun is the new kid on the block for family accommodation, having undergone an extensive rejuvenation project that has broadened its offering from a largely business hotel to one that now provides accommodation and facilities to suit both business and leisure travelers.

Gearing up for the holiday season, the refurbishment has been completed in two phases, beginning with the addition of a parking facility and more recently with a full refresh of all 367 bedrooms, focusing on the finishes and details. In addition, a large number of the hotel’s twin rooms have been converted into family rooms, which contain two double beds.

“Southern Sun Cape Sun’s room configuration has traditionally catered more towards the business traveler but with the conversion of the rooms into family rooms the hotel now has greater family appeal, allowing two adults to share a room with two children,” says Jacques Moolman, General Manager at Southern Sun Cape Sun. The introduction of these new room types means that the hotel now offers 226 family rooms, 121 king rooms, 16 suites and 4 presidential suites.

Further ensuring that all members of the family will enjoy a memorable experience, the hotel plans to offer a number of child-friendly entertainment activities over the December holiday period. This will include a daily schedule of activities with movies, face painting, drumming circles and games; shuttles to both the beach and the Waterfront; as well as optional extras like tickets on the City-Sightseeing Red Bus Tours.

Says Moolman, “The city centre has seen a massive revival to its former atmosphere of authentic cultural experiences, combined with some of the best dining in the country, and a lively and colourful experience of street life in Cape Town. This is a true reflection of life in Cape Town – not just of its spectacular beaches, but of real Cape Town city life.”

He concludes by saying, “When planning a family holiday to Cape Town there are many things to consider, such as the fly vs self-drive options, kids vs adult entertainment, and accommodation that caters for the whole family. Southern Sun Cape Sun is now able to check all those boxes.”

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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

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Dr Suzanne Ravenall, CEO of the Effectiveness Company, began working as a personal assistant at the age of 16. She attended Bedford College of Higher Education and the University of Metaphysics where she received her doctorate in metaphysics. In 1994 she decided to leave the UK, her birthplace, and move to South Africa.

In her blossoming career she has been honoured with several awards and is the leading authority in her field. She is a member of the Young Presidents Organisation, Institute of Directors and the Business Women’s Association.

What prompted your move to South Africa in 1994?

A short contract in the cellular industry and the excitement of the beginning of a new era in telecommunications and then during my stay I just fell in love with South Africa; people’s desire to make change; their openness, friendliness and, their willingness to try new ways.

The last twenty years have flown by, it seems impossible that it could have passed so quickly.

Being the Best

by Lydia Bundred

Dr Suzanne Ravenall CEO of the Effectiveness Company,

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What have been your key lessons in life and in business, which any leader could live by/follow?

I am of the view that you learn from everybody every day, that applies to the people I talk to on the street to those I talk in the office and in business. So my lessons will be learned for the rest of my days! If we are wide awake, conscious and observant enough the learning provided by what we see, hear and experience from others is immeasurable. It’s coming at us in spades. It’s amazing what we can gain from the observation of what our energy field draws in. The challenge that applies to us all is: ‘what do we do when things don’t go so well? These become the defining moments in our life, the time we make the greatest

2015/2016 decisions. As I have travelled through life I have learned that there is a solution to just about any problem that arises; it may not always be that obvious, it all depends on how you look at it.

Giving up is just not an option.

should excel and hone those skills and in so doing set an example for others to follow. Often leadership is about the tough decisions; the right path is rarely the easy one. If we do that then, we may have better businesses all over the world. Be daring, be first, be different, be just.

What is your leadership style and what makes it work What achievement are you most proud of? for you?

Receiving an acknowledgement with ten other women I think it all goes back to the fact that there are traits/ worldwide, as one of the Leading Women Entrepreneurs of the behaviours as leaders that we should all look to develop, a World was a wonderful feeling. But mostly having the courage balanced of feminine and masculine traits that compliment. I to start a business in a different country. The learning and the am an entrepreneur through and through and there are similar life that the business has given me I will always be grateful for. qualities within all entrepreneurs I guess. What is important to me is upholding the values that I entrench in my life that we What is the next step for you? entrench in our business. Our culture is very important to us and I am really excited to be launching a new business called we try to embody this every day. One of our values is honesty Parinama, Sanskrit for transformation. Parinama is an Elevation and this is something that not all people always like to hear. I am Consulting business, with a unique transformatory approach, not talking about perception or feeling. We all like to think we that identifies individuals who operate at the Top 10% of a are honest with ourselves and the people around us. Honesty group/department/business/career. These people typically for us is about what you say you going to do….. you do and for track their KPI’s at around 90-100%. “We then study and profile, us that’s integrity. Watching a Ted Talks recently I was interested to hear that people generally lie to up to 200 times a day, even small or white As I have travelled through life I have learned that there lies. What stands out for me is a life with integrity. We try and promote that to our is a solution to just about any problem that arises; it may staff and our customers. I am passionate not always be that obvious, it all depends on how you about transformation and change and look at it. Giving up is just not an option. believe that if you love what you do you won’t work a day in your life.

Do you think men and women’s style of leading is different and what impact do you think this has on a business?

People often say women are from Mars and the men are from Venus! Whilst we are different, I believe that both men and women, over a period of time, must develop a certain set of leadership behaviours, a balance in both the feminine and masculine and a lot of courage in order to be good or great at what they do. It is not about your gender or your colour but it is the wisdom and the capabilities you bring to operate successfully. Winston Churchill once said the kite rises higher against the wind. People come in all different colours, shapes and sizes and have different capabilities.

We should therefore focus on those areas in which leaders

their decision making processes, behavioural traits, problem solving approach, amongst many other aspects. We reduce this behaviour into a system that can be replicated straight back into the average performers. By using a neuroscience approach to training, we transfer knowledge and expertise from top performers to the rest and lift their ability to operate at top performer level within the organisation”.

Anything else you would like to share with our readers?

Do the absolute best that we can, learn from every event that happens in our life good and bad, whatever we term as good and bad. Work at all areas of our life in balance to become a better person.

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2015/16

Amos Wekesa, East Africa Regional winner in the Tourism & Leisure sector of Titans – Building Nations 2014, and the man behind Great Lakes Safaris

Behind every entrepreneurial success story you can rest assured there is a tale of grit and determination, which often serves to form the entrepreneur and establish the groundwork for their business.

A Test of

Character

by Valdi Pereira

A

mos Wekesa, East Africa Regional winner in the Tourism & Leisure sector of Titans – Building Nations 2014, and the man behind Great Lakes Safaris, has had his fair share of challenges building his business. The most difficult no doubt, being the need to overcome a very poor family background.

“I was born in a small village close to the border with Kenya. My birth took place not long after Idi Amin had taken over Uganda in 1971. His actions led to a difficult time for many Ugandans and people had to take whatever opportunity to survive,” shares Amos. “For my family this meant smuggling. At an early age of 7 years, I also became involved in smuggling. It was not something strange to become involved in, we simply had to do it to survive.”

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Keep Taking Opportunities By the age of 10 he had still not gone to school. Were it not for a visit by the Salvation Army to his village, looking for two boys they could sponsor an education for, he might never have completed school.

“The education gave me an important opportunity, but it was by no means easy after school,” states Amos. He spent a lot of time knocking on doors and eventually found a job as a sweeper, cleaner and messenger for a company.

At this point he was earning U$10 per month. This meant he literally had half a dollar to live on per week. “It was not much, but at that time you could get by with it. It was really important for me that I could save money on a regular basis.”

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A succession of jobs followed and each time Amos moved a little further up the ranks in the organisations which he joined. Thus enabling him to earn more and save more. Then an important turning point occurred. He found a job with a tour operator as a tour guide.

By his own admission Amos believed this was a big break.

“I can well remember my first job. We took three clients on a 15 day tour. I ended up doing everything from pitching tents to preparing meals. Getting into bed at 3am was nothing unusual. It was actually a pretty draining experience.”

Notwithstanding the rigours of his first assignment, Amos realised that given enough opportunities, he could excel at this work. His continued hard work eventually saw him opening his tour operator business in 2001. It was all setup on little more than a shoestring budget and he even needed

in tourism – providing tourists with a highly personalised and individualised service.

The tide eventually turned for him and Amos has since become the first Ugandan to build accommodation inside a national park, not to mention the fact that his company is today one of the top three tourist companies in Uganda.

Inspiration While he hopes that his achievements will encourage thouse who are hoping to follow in his footsteps Amos believe that too many Africans cast their eyes beyond their own continent, when seeking opportunities.

“We need to break away from this perception that the best opportunities and ideas, and ways of doing things can be found on other continents,” he urges. I have been in the

He decided to stick things out and focus on what he had been doing very well up to that point throughout his career in tourism. to hire cars to provide services to his clients. The focus was on providing the best possible service and in this manner ensuring that he could acquire new customers by building up a good reputation.

Never Give Up “The business got off to bit of a slow start and things got worse from there with several months passing before I even got some tourists again.” These were difficult times for Amos, not only financially but also in terms of the growing temptation to throw in the towel.

“When things are not going well, you start thinking that maybe you are making a mistake. You start to give credence to the negative comments people make and the well-intentioned but mistaken advice to give it all up,” he admits. “When that starts to happen it takes a lot of self-discipline to tough it out and think clearly about the challenges you are facing and how you are going to maximise your opportunities.”

He decided to stick things out and focus on what he had been doing very well up to that point throughout his career

fortunate position of having travelled to many places across the world and many of them are indeed special places.

However, we must never forget that Africa has its own magic, we have our own wonderful countryside and we are rich in minerals and commodities.”

“There are many opportunities for us to take advantage of, we just need to be confident and believe in ourselves.”

Leading the Way “We need to break away from this perception that the best opportunities and ideas, and ways of doing things can be found on other continents...we must never forget that Africa has its own magic, we have our own wonderful countryside and we are rich in minerals and commodities,” urges Amos Wekesa, the 2014 East Africa Regional winner in the Tourism & Leisure sector of Titans – Building Nations.

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InConversationWith Louis Germishuys is the founder and CEO of Galito’s, having started the business in 1996.

Prior to this, Louis worked for Nando’s - both in the central kitchen and as a franchisee. Today, Louis manages a business that supports 3 000 people, across 130 stores, in 15 countries. With over 26 years’ experience, Louis boasts skills ranging from strategy, sales to fast-casual dining operations, and everything in between. Louis’ vision for the business is to make Galito’s a truly global brand, with bold African roots.

JX LG Louis Germishuys How widely dispersed are your operations?

We are in 15 countries, across four continents.

What is the number of employees in your organisation?

We have over 300 employees in South Africa. Indirectly, across our franchisees, we employ close to 3 000 employees globally.

What does a typical working day entail?

Every day is different. Today I could be in the Galito’s Central Kitchen testing a new menu option. Tomorrow it could be meeting partners and franchisees in India.

What occupies your time outside work?

Travel and family. I have a two-year-old boy who takes up a lot of my free time – not that I mind at all, it’s definitely time well spent and I always look forward to it. I also like to travel - Dullstroom and The Kruger National Park are some of my favourite places.

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Three words to describe your leadership style?

Open and easy-going, people centric and ‘uncorporate’ (that’s four words - but goes hand-in-hand with my ‘uncorporate’ view ).

What led you to your current career path?

I have always liked to cook and after surviving the catering corp in the army, I went on to study at hotel school. I quickly decided it was definitely not for me and joined a company flying cargo planes as a loadmaster.

After two years, I decided to get back into the food industry. I wanted to own my own Nando’s store but was encouraged to work at head office first to learn the industry ropes. From there I went on to open two Nando’s stores – which I ran successfully for a couple of years before they listed on the JSE and bought back all their shares. It was then that I decided it was time to own and operate my own business and opened my first Galito’s in Nelspruit – right next to the Nando’s I had once owned. And the rest – as they say – is history.

What was your dream job as a child?

I have always been fascinated with the hospitality industry – in fact, I wanted to own my own hotel.

What advice would you give to someone aspiring to your position?

Be prepared to work hard. Take advice and learn as you go. Make sure you are well capitalised or funded, remember to always follow your dreams and, most importantly, keep your feet on the ground – don’t become too precious.

What would you be if you weren’t in your current position?

An owner of a hotel.

What do you know for sure?

That Galito’s will be a global brand in the near future.

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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

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