CEO Digital Magazine Vol 16.5

ceo

celebrating excellence in organisations Vol 16 No 5 - 2017

Hacking Digital based crime is growing

Re-wire Your Brain The path to better leadership

Communication Eats Culture

R29.95 (INCL VAT)

Communication trumps all else

Passion with Purpose

Christmas

“

Christmas! ‘Tis the season for kindling the fire of hospitality in the hall, the genial flame of charity in the heart – Washington Irving

Coca-Cola came up with the red suit.

Santa has his own

Zip code

Every year, letters to Santa Claus flood post offices across the world. Some post office workers even started answering them — but as more letters arrived, they set up a special zip code for Santa as part of a “Santa Letter-Writing Program”

literacy initiative. The zip code?

Well, Santa wore a variety of colorful suits through the years — including red, blue, white, and green — but legend has it that the popular image of his red coat came from a 1930s ad by Coca Cola.

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In Poland SPIDERS are considered to be symbols of prosperity and goodness at Christmas. In fact, spiders and spider webs are often used as Christmas tree decorations.

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HOH HOH HOH It is estimated that the song “White Christmas” by Irving Berlin is the best selling single in history with over 100 million copies sold.

Christmas tree decoration is believed to have originated in the 16th century in Germany.

Rudolph was The Santa Claus Foundation of Greenland voted

Nelson Mandela

its first Santa Claus of the year in 1995.

”

Reginald,

almost named and his nose wasn’t originally going to be red: A red nose was viewed as a sign of sign of chronic alcoholism, and no one want him to seem like a drunkard. Good thing they changed it. “Reginald, the blue-nosed reindeer” doesn’t have quite the same ring … or charm.

EDITOR’S

note The Road Back

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t is often suggested that leadership is not so much about what is said but rather about the actions and attitudes of those in leadership positions.

As I write this, South Africa is dealing with the fallout of questionable leadership by entities in both the public and private sphere. While it is clear that there is strong support (amongst certain leaders) for some form of corrective action to be taken, the reality is that a serious trust deficit has developed between ordinary people and our leaders.

A critical inflection point has been reached in this regard – the opportunity to rebuild trust is emerging but it has to be accepted that trust is a relational concept that occurs between people.

Therefore both leaders and their followers play an equally important role in sustaining trust.

Considering the abuse of trust that many South Africans believe they have had to endure in recent years, the new elected leadership of the ANC are going to have their work cut out to restore confidence in a debased political system.

Similarly the private sector has to give serious thought to some of the scandal that has dogged it during the course of the past year. Entities that are widely perceived to be custodians of responsible business practice have indulged in selective myopia – harming many people professionally and financially in the process.

As the year draws to a close, the call to all our leadership is to start addressing the challenges we face. In the new year the onus rests on them to set a compelling direction and to restore integrity through justice and accountability.

Therefore both leaders and their followers play an equally important role in sustaining trust.

Valdi Pereira

CEO 2017 Vol 16.5

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INSIGHTS

Tomorrow’s workplace is already

emerging Automation, particularly in manufacturing and production, is not a new concept, and technological advancements are fast absorbed into work environments to increase productivity and improve efficiency.

However, technology can also open the door to new business opportunities.

by Peter Stutz, Portfolio Manager: IT Infrastructure at Jasco Enterprise

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Automated processes need to be designed, developed, monitored and improved. This means a likely increase in demand for automation experts, business process specialists, subject matter experts, enterprise architects, process modelers, testing specialists, integration specialists, network and communication specialists, software developers, business analysts, etc. The common thread here is one of specialisation, either in a business field or in technology.

The requirement for human interaction will always be there and customers or partners expect to be able to contact a person if required. Very often, this will be when something goes wrong so communication skills, conflict handling and decision making remain valuable skills.

A world of new jobs and skills Any job where productivity, efficiency or quality is constrained by the ability of a human to perform that task is a natural target for automation. What has changed though is that not only can machines work harder, faster and longer than people, now they can also work ‘smarter’, making decisions based on complex ‘thought processes’ which opens up the opportunity to automate tasks currently performed by ‘knowledge workers’. However, automation doesn’t spell out the eradication of jobs but, rather, the creation of new career opportunities.

Merging today and tomorrow The current workforce spans multiple generations, is geographically dispersed and has varying degrees of technological enablement. Businesses need to adapt accordingly.

Instant gratification and immediacy extends internally as well. The business of the future will need to ensure that employee communication and engagement takes place consistently across multiple channels and should make use of automation to speed up traditional employee support processes.

Tomorrow’s workforce will require a flexible approach with respect to policy, process, communication, work hours, working environment, etc. Changing customer demands will inevitably fuel a change in employee demands, especially in an anywhere, anytime organisation. Employee support processes will be the glue that holds this together.

The future workplace is not one comprised entirely of robots and empty desks. Rather, it is an exciting collaboration of human creativity, thinking and innovation, enabled by technology and automation. Best we prepare ourselves, discard our human tendency to cling to the familiar, and embrace an evolving world of emerging, ever-shifting skills where specialised knowledge carries gravitas.

Tomorrow’s workplace is already emerging apid developments in Artificial Intelligence (AI), cloud computing and data analytics have made it possible to take automation beyond operational improvement. We live in a world of instant gratification and the faster things happen, the faster we expect them to. As customer and business expectations evolve, technology rises to meet this evolution.

Omni-channel engagement and automation strategies are enabling consistent, real-time interactions and transactions, and have become business imperatives rather than competitive advantages. The concepts of business hours and location have all but evaporated. Technology is briskly nudging us through the door of workplace transformation, new job requirements and the host of new skills required to meet them.

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CONTENTS 10

REGULARS 2 Your World Unravelled

LEADINGedge In this edition’s cover story we speak with Ayanda Noah, Group Executive for Customer Services, at Eskom about the role the power utility plays in growing the economy, the ongoing electrification programme and the satisfaction her career at Eskom has brought her. She also shares with us the opportunity that Eskom’s infrastructure holds in terms of making a contribution to growth and development on the continent.

3 Editor’s Note 5 Insight 8 Flip Side 14 On Point 40 What’s Hot or Not

16 Focus on Excellence 68 A Confident Approach Success and Ambition go together

70 Inspired by Africa Great Opportunities drive growth

72 In Conversation With

SUPPLYworx

INtheKNOW

28 Hacking

42 Corruption & State Capture A study explores high levels of distrust and dissatisfaction with government performance.

This form of cyber crime is going grow

30 The Future Organisation A technology savvy and globalised approach

31 Master Profitability Enterprise Asset Management key

34 Freight Looting The escalating voracity of Freight Looting

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44 PROPOSED LABOUR LAW CHANGES Basic Conditions of Employment Amendment Bill (2017) introduces amendments to the BCEA that provide for enforcement measures.

36 Food & Funny Technology helps deliver Fun

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38 Is HIV a disability?

Perspectives on HIV

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On Point

16 Choose Leaders Wisely The impact of poor leadership reverberates widely

18 Trust is a Must Trust is critical to effective Leadership

20 Fiscal Pressure There is much to be done to relieve pressure on the Fiscus

24 Red Tape Bureaucracy is strangling entrepreneurship

14 Lessons From Equal Pay

24 Communication Eats Culture

There is more than just gender at Stake

Communication is key to success

GLOBAL Expand your business Horizon

LIFEstyle 52 Pajero Sport A fresh offering from Mitsubishi

54 Mercedes-AMG SLC 43 A powerful performer

Secrets revealed

64 Six Wines

58 Golf R

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62 The President’s Keepers

For the Festive Season

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

Another winner on the road

General Manager: Global Services George Wepener georgew@ceomag.co.za

60 Newtown Powers Ahead

General Manager: Global Media Services/ Head of Production Channette Raath channetter@ceomag.co.za

New dealerships roar into existence

Journalist Andrew Ngozo andrewn@ceomag.co.za Continental Project Administrators Rumbi Chanda rumbic@ceomag.co.za Manager: Corporate Support Raymond Mauelele raymondm@ceomag.co.za

46 Africa is not a data Desert The data age has opened up a world of renewed understanding in the ways we live and work.

48 Re-wire your brain to be a wiser leader We are wired to adapt and biologically endowed with the ability to dust our “foolish corners”.

62 54 * 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.

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FLIPSIDE

Big Ticket It is estimated that global retail sales will reach U$2,489 trillion in 2018.

Approximately 8.8% of this will be driven by online retail sales with the United Kingdom leading the charge with total e-commerce sales at 18% of total retail sales in the country. Interestingly research shows that the purchase of semi-durable and durable items remains very much a hands-on experience for buyers, although many admit to using the internet to research their purchases.

How many is that?

Ever wondered how many buildings there are in the world?

It’s a good question and one that is not easily answered. There are a number of variables at play which make determining the exact number of buildings difficult. Aside from the fact that a number of countries keep no reliable statistics there is also the question of density. New York City for instance has around 800 000 buildings, while we have no doubt a similar sized area in Antarctica may only reveal a few lonesome penguins.

Rock Star - Not If you think little Jimmy or Janey have got real musical talent and could make it big in the world of music one day, consider the following: 623,162,727 songs have already been written and a new song is being written every two minutes. Despite the popularisation of musical career stardom via numerous talent showcase shows in recent years, this route to fame and fortune remains a tough one to crack.

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Fish 1-2-3 Nothing fishy going on here. China has in the last decade tripled its aquaculture output and the OECD reports that in 2015 it produced U$131.7 billion of farmed fish, making it number one in the world. China’s output in this space has for the past ten years grown at 6% per annum and exceeds catches of wild fish. Second and third place in this space is held by Chile and Norway respectively – combined they produce roughly U$15 billion of farmed fish annually.

Coffee

Anyone?

With manufacturers like Toyota hoping to sell about 1 million electric cars by 2030 attention has naturally turned to the question of charging stations for these vehicles. The internal combustion powered brethren of electric vehicles have the benefit of quick (depending on tank size) ‘fill up and go’ techniques powered by eager and sometimes not so eager carbon based life forms. Fast charging stations apparently take 20-30 minutes to breathe life into depleted batteries. The opportunity for commercialisation of this ‘recharge time’ is endless – we have no doubt purveyors of the world’s favourite brew are already onto this one.

A Numbers Game Ever wonder how many non-governmental organisations (NGO) are in existence around the world?

Think big – it’s estimated at around 10 million. Don’t get us wrong, we think the vast majority of these organisations do important work. There can be little doubt though that this sector must surely be ripe for consolidation, especially if you consider that only some 40 000 NGOs are serious global operators. Watch this space.

*some of the images were obtained from freepik.com

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Ayanda Noah, Group Executive for Customer Services, Eskom

CEO 2017 Vol 16.5

LEADINGEDGE - Eskom

Passion

with Purpose

By Valdi Pereira

In this edition’s cover story we speak with Ayanda Noah, Group Executive for Customer Services at Eskom, about the role the power utility plays in growing the economy, the ongoing electrification programme and the satisfaction her career at Eskom has brought her.

The utilities sector is a complex business environment.

How does Eskom strive to meet changing and challenging market and socio-political conditions of the day?

Eskom considers itself a servant of the country. We are cognisant of the fact that it is our role to support government with the numerous challenges that it has and we are focused on assisting in addressing the triple challenge of poverty, inequality and unemployment.

In this respect the provision of electricity is more than the mere supply of power. In our customer base we have companies that are producing goods and services that help drive the economy, they create jobs and earn foreign exchange for the country.

We are fully committed to addressing socio–economic challenges for instance in 1992 we started a process of full electrification of the country off a low existing electrification base. Today South Africa is 85% fully electrified – this is one of the highest rates in the world

for a developing country. We have as our target complete electrification for the country by 2022, reflecting our ongoing commitment to the country and its development.

Eskom has a strong focus on customer care experiences – how does the company identify the touch points which it believes will aid in delivering positive customer experiences?

There is a quote by Mahatma Gandhi in which he describes the customer as the most important visitor on a business’ premises; the very reason for its existence; not to be seen as an interruption to the work of a business but as the purpose of its work.

These are notions I subscribe to and I think it is important for us to look at customers as part of our business and the reason for our existence. If you adopt this perspective then you start to realise how important it is to support customers.

As an example, I can relate an experience we had with silicon smelters. The customer came forward and explained to us that they could not afford the price of electricity and that they would have to lay off their people and shut down their operations.

The challenge was in many ways our challenge too, as we would also be losing revenue when we did not sell the energy we had generated. We then sat down with the customer and determined a pricing structure that would allow them to maintain the sustainability of their operations.

We are cognisant of the fact that it is our role to assist government with the numerous challenges that it has and we are focused on assisting in address the triple challenge of poverty, inequality and unemployment.

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LEADINGEDGE - HEINEKEN SA

Of course, those negotiations took place with the provision that whatever we agreed upon would ultimately have to be approved by the regulator, as we are operating in a space where our pricing and tariffs are evaluated by the regulator.

In the past decade utility providers across the globe have become far more focused on winning new business and creating markets than was previously the case. Is Eskom following a similar approach?

We are alert to opportunities wherever we believe they exist. We are considering ways to attract foreign investment to South Africa from across the globe and also from the African continent, where we have a number of existing customers, to boost energy sales.

On the continent you often find countries with electrification rates between 20 – 50%, not only does this represent a great opportunity to contribute to the development of the continent through our infrastructure, resources and human capital, it also presents a solid business opportunity for Eskom and potential revenue generator through taxes for our government.

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As a key role-player in the electricity generation environment in Southern Africa where does Eskom see the sector moving in the next few years?

It is a very interesting and dynamic environment at present. On the supply side you are dealing with questions related to the energy mix. How friendly are the power generation techniques to the environment? What is its impact upon the communities you are serving as a power generator?

These questions are coming to the fore very strongly.

There is also greater scrutiny of existing generation models. Technologies that facilitate cleaner production of electricity from coal fired plants are becoming the norm and at our new plants these technologies are being introduced.

There is strong interest in renewables like solar which is cheap and clean. While Koeberg, which has gone 400 days without a shutdown, shows that nuclear energy can be very cost efficient from a running cost perspective.

All of these options point to the fact that a clean and reliable energy mix can be achieved and this is what customers are expecting us to deliver to them.

We also need to consider the impact of digitisation and the effect this will have on our interactions with our

LEADINGEDGE - Eskom

The experience really touched me and I realised that it would be unlikely for me in my role as an engineer to find another company in South Africa where I could, along with my employer, make such an impact and change upon the lives of people.

customers. We are considering ways to increase digitisation in our contact centres – we can probably learn a lot from the way the banking sector has utilised technology to bring increased efficiencies to both customers and banks, through the application of technology.

Another aspect that is worth mentioning is the rise of the prosumer – these are consumers who are also producing electricity. Often these consumers have some form of solar power generation systems and the excess capacity they generate can be brought back into the system for further distribution.

It is clear that there are going to be many changes occurring in the next few years and I like to believe that ultimately it is the consumers of electricity that will benefit from these.

How does Eskom focus on adding value to its corporate customers?

We have a one on one relationships with our corporate customers which are normally driven by relationship managers. In many ways it is similar to a private banking relationship where we look to build a trust relationship. It’s important for us to understand the challenges and pain points of our customers so that we can provide them with first class service. This becomes particularly critical when we are working with customers who compete on the global stage. If they are earning foreign exchange their business can have a positive impact on our country’s balance of payments.

You have spent 25 years with Eskom. What has motivated you to stay with the company for the long haul?

While I was growing up we did not have electricity. In later years the situation improved. Yet I always remember the difficulties of trying to prepare for school when we had no electricity. As I became older and the opportunity to study further arose I said to myself that I would become an electrical engineer with the belief that I could somehow find a way to contribute towards making sure that children growing up after me, would not have to struggle without access to electricity.

Later when I started working for Eskom I became involved in an electrification programme in Khayelitsha. I will never forget the little children running up to me to ask when we

would bring electricity to their homes. The experience really touched me and I realised that it would be unlikely for me in my role as an engineer to find another company in South Africa where I could, along with my employer, make such an impact and change upon the lives of people.

Some years later I was working in KwaZulu-Natal and met a family who showed me a radio they had bought.

They told me that when they had received notification that they would be receiving electricity, they had bought a radio in anticipation of the day they would be connected to the grid. On the face of it, it seems like such a small thing to most of us. Yet, for these people it opened up their world from a communications perspective and reaffirmed to me the value of Eskom’s work.

Aside from the benefits to residential customers, I have come to develop a deep appreciation for what it means to work with industry. Large corporations are not simply buying power from us for consumption, they are using this power to stimulate economic growth and to create work opportunities.

The construction of shopping malls, leads to the creation of new employment opportunities in the retail sector and gives individuals a chance at establishing themselves in the job market. In many ways Eskom is providing oxygen to the economy to help it grow.

It is clear that there are going to be many changes occurring in the next few years and I like to believe that ultimately it is the consumers of electricity that will benefit from these.

Aside from the satisfaction of opening up growth opportunities, Eskom has also afforded me wonderful professional career prospects. I often tell my team members that if you couple your personal drive with the career openings that Eskom presents you, then you can have a satisfying and fulfilling experience – in many ways I am living proof of this.

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ONPOINT

Lessons from the

equal pay journey Companies in South Africa must meet their legal obligation to ensure that their employees are paid fairly, or prepare themselves for the consequences. This is the advice offered by Arlene Leggat, a Director at the South African Payroll Association (SAPA). “Specifically, they must have a documented system for determining the value of an employee’s job and it must be applied consistently across their workforce,” she urges.

Unfair discrimination and pay As per the Constitution of South Africa, the Employment Equity Act 55 of 1998 as amended prohibits any person from unfairly discriminating, directly or indirectly, against an employee, in any employment policy or practice, on one or more grounds, including race, gender, sex, pregnancy, marital status, family responsibility, ethnic or social origin, colour, sexual orientation, age, disability, religion, HIV status, conscience, belief, political opinion, culture, language or birth.

According to Leggat, “Although the legislation covers a broad range of issues, such as recruitment practices or career development, pay is a core concern because it’s why people work in the first place. Discrimination in this basic area means they’re being unjustly deprived of a better way of life.”

Employers are obliged under the Act to eliminate unfair discrimination in respect of pay. They must also ensure that differences in terms and conditions of employment between their employees who are performing work that is the ‘same, substantially the same or of equal value’, do not arise because of the above factors. However, where those factors are considered in terms of an affirmative action programme, it is not unfair discrimination.

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ONPOINT

However, the law doesn’t demand that all employees doing similar work should be paid the same.

Auditing inequality The Code of Good Practice on Equal Pay/Remuneration for Work of Equal Value (Government Gazette No. 38837 of 2015) sets out practical guidelines for employers to audit their pay policies on an annual basis to identify inequalities.

Using this companion to the Act, they must determine which jobs should be audited and if: a) jobs being compared are the same, substantially the same or of equal value; b) if there are differences in the terms and conditions of employment regarding pay for these jobs; and c) if these differences are non-discriminatory and can be justified.

When evaluating jobs, employers should consider the responsibilities demanded of the work; the skills, qualifications (including prior learning) and experience required; the physical, mental and emotional effort needed; and the working conditions of the job. They should also take special precautions not to evaluate female-dominated jobs using the same criteria as male-dominated jobs.

However, the law doesn’t demand that all employees doing similar work should be paid the same. Certain factors must be considered, like seniority, above-average capability, personal performance (provided the same evaluations are applied equally), freezing an employee’s pay after demotion until it aligns with fellow workers, shortage of a particular skill, or any other non-discriminatory factor.

Employers should familiarise themselves with the Act and the Code of Good Practice to ensure that they satisfy all requirements. “Although they’ll receive ample opportunity to get their houses in order,” warns Leggat, “non-compliance will eventually amount to legal woes which are better avoided.”

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We must choose

our leaders WELL

by Dr Jopie de Beer, CEO of JvR Africa Group

ONPOINT

In South Africa, we have been forced to ‘adapt or die’, either you become used to the breaking news of corruption, crime, lies and deceit, or you will crumble and collapse under the continuous onslaught of bad news, human fallibility, doubtful integrity and evil intent.

P

erceptions that the fabric of society is collapsing are rife, while values and integrity do not seem to exist anymore. It is incomprehensible that human beings can regress to such an extent that to lie, steal, murder and manipulate others become the new normal. This has resulted in many seeking to blame a “third force” - whoever and whatever that may be.

However, much of this can be taken back to bad leadership.

The dark triad An interesting phenomenon in leadership and politics originates from a book by Niccolo Machiavelli that was published in 1532 titled “The Prince”. Today his name is used to describe one of three distinct types of personalities that are jointly referred to as the “dark triad”. In this triad are included Machiavellian-, Psychopathic- and Narcissistic personality traits.

Although much more complex, those with Psychopathic tendencies tend to have no conscience as to the impact of their actions. Narcissists are driven by the need to be centre stage and admired/revered by everybody. Those with Machiavellian tendencies are characterised by scheming and manipulating others to ensure position and power.

Machiavelli described the kind of person he found in politics all those decades ago as someone who would stop at nothing to ensure their own power. Believing that “all is fair in love and war” they would strategically work to establish their control over everything and everybody. They regard it as just “part of the job” to eliminate rivals, lie, plant false information, create innuendo and manipulate them whilst building their own coalitions of like-minded people.

They see no reason to feel guilty as this is what they regard leadership to be.

Those who show Machiavellian traits can also be seen as charming, persuasive and even empathetic. Their ability to “read” others is at the core of their ability to manipulate. They use the needs or weaknesses of others to their advantage, and if they can get to the “soft underbelly” of friends, colleagues or competitors, it provides them with the kind

of power they enjoy. Acting with seeming morality is only important if it serves the ultimate purpose of impressing or manipulating others.

Choose well The damage created by a Machiavellian leader is significant- particularly if the behaviour is allowed to play out without challenge or consequence. Using a combination of some truth, half-truths, false information and manipulation, they can create such doubt and suspicion that their opposition may pitch against each other rather than confront the leader.

Those who have the courage to go against them will know how frightening it is. It is important to recognise that no amount of power, money, property, position or admiration is ever enough for these individuals. Note also that their own conscience will not curb their behaviour because they feel very little- or nothing, for others.

All of the above is in stark contrast with what research and literature describe as required from 21st century leadership where democracy, integrity, honesty, humility and respect align closely with adherence to laws and good governance.

We must make sure to choose our leaders very well. Be careful of charisma and appearance, rather look below the surface and listen carefully to the feedback from those few brave individuals who see dark behaviour for what it is. Give particular attention to their past behaviour in as much as it predicts future actions. Dark leaders can destroy what may have been built up over many years.

It is important to recognise that no amount of power, money, property, position or admiration is ever enough for these individuals.

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TRUST

by Bongani Coka, CE of the South African Institute of Professional Accountants

is a must for professional accountants

A good reputation is hard to build, but can be destroyed overnight. This is particularly true of the accountancy and audit profession, which lives off its credibility.

Distrust has recently become a major issue, especially with the recent public backlash experienced by politically implicated persons in the accounting profession.

A

ccountants need to keep in mind that establishing trust requires more than just honesty: it requires the ability to practice sound moral values. Major drivers of trust are openness, competence, benevolence and integrity.

Openness The quality of ‘openness’ has a distinct ethical undertone as the disclosure of information can assist those who are affected by the information to either advance or protect their interests.

Failure to disclose such information effectively bars those affected by it from enhancing or protecting their interests. Consequently, a lack of openness on the side of a professional accountant will be

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ONPOINT

perceived as unfair or unethical by their clients and other key stakeholders, which in turn will undermine public perceptions of the trustworthiness of the professionals.

Competence Due to the recent spate of scandals, the South African public now question accountants’ ability to act in a manner consistent with the code of ethics for accountants and their competency to provide a quality service with the required skill.

A professional accountant may not mislead his employer or client as to his level of expertise or experience. Where appropriate, clients or employers must be notified of any limitations that the professional accountant may have.

In addition, Section 130 of the Code of Ethics for Professional Accountants requires a professional accountant to maintain professional knowledge and skill at a level required to ensure that a client or employer receives a competent professional service based on current developments in practice, legislation and techniques; and act diligently and in accordance with the applicable technical and professional standards.

Professional accountants are expected to employ an inquiring mind to their work founded on the basis of their knowledge of the organisations’ financials. Their training in accounting enables them to adopt a pragmatic and objective approach to solving issues. Using their skills and intimate understanding of the organisation and the environment in which it operates, professional accountants in business must ask challenging questions.

They are also the front runners when it comes to upholding the quality of financial reporting and providing the broader public with reliable financial information. Regardless of the level of assurance, the public assume that due diligence was taken into account when the professional accountant compiled the financial statements.

Benevolence Trust for a professional accountant’s client involves having confidence that they will act in their best interest or refrain from taking advantage of them. The possibility that they might break this confidence introduces the element of risk, with a dash of fear and anxiety peppered into the mix.

Failure to disclose such information effectively bars those affected by it from enhancing or protecting their interests.

The greater the perceived risk, the harder it may be for the client to trust their accountant. Any debacle in the accounting profession raises the question of ethical behaviour and shines the spotlight on the responsibility of the professional accountant to maintain the balance between serving the public interest and that of their client.

Professional Accounting Organisations (PAO) accredited by the International Federation of Accountants (IFAC) must be pro-active in their approach to any matter that may bring their institutes into disrepute as a result of the conduct of their members.

Random checks and balances must be conducted on PAO members to ensure that they remain in good standing and a PAO should encourage the public to lay a complaint for investigation should they experience misconduct or unprofessional behaviour from any PAO member.

Integrity The link between integrity and ethics is so intimate that the two concepts are often used as synonyms.

In terms of section 110 of the Code of Ethics for Professional Accountants, obligation is imposed on all professional accountants to be straightforward and honest in all professional and business relationships. Integrity also implies fair dealings and truthfulness.

In conclusion, gaining clients and public trust by a professional accountant requires openness, having the competence and consideration of what clients say is important to them, and making sure they provide that to the satisfaction of a client in an ethical manner.

Trustworthiness is within our sphere of control, and consequently it is something that can be deliberately changed or cultivated. As a profession we are impacted by trust, let us try to restore it.

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Fiscal Pressure hikes are not the solution

by Joon Chong, Partner and Wesley Grimm, Candidate Attorney at Webber Wentzel

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ONPOINT

South Africa suffers from a trifecta of social challenges, namely: inequality, poverty and high levels of unemployment. This, when coupled with the state of economic stagflation, rampant government expenditure and bureaucratic paralysis is creating unprecedented fiscal pressure.

T

ax revenue, as described in the Medium Term Budget Policy Statement, is projected to fall short of the 2017 Budget estimate

by ZAR 50.8 billion, the largest under-collection since the 2009 recession. The shortfall can be reduced either through fiscal consolidation or by increasing taxes and cutting costs.

On Friday, 24 November Standard & Poor’s Global Ratings lowered South Africa’s rand debt to “junk-status” and cut the foreign-currency rating to two levels below investment grade. In response, President Jacob Zuma tasked the Minister of Finance and Presidential Fiscal Committee to cut spending by ZAR 25 billion in next year’s budget and find ways to add ZAR 15 billion to the nations revenue. Given South Africa’s narrow and deep tax base, where a limited number of people are highly taxed, further increasing taxes is a contrived solution.

It has been suggested that the capital gains tax (CGT) rate be increased further so that the full capital gain realised on disposals is taxed. The CGT inclusion rates are currently 40% in respect of individuals and special trusts; 80% in respect of companies and 80% in respect of other trusts. The CGT rates stated above were only introduced on 1 March 2016.

Moreover, due to the recent increase in the maximum marginal income tax rate for individuals and trusts to 45%, the effective CGT rate increased from 16.4% to 18% for individuals and special trusts and from 32% to 36% for other trusts. The effective CGT rate for companies remains unchanged at 22.4%. In our view, the benefits of the above increases are yet to be fully-realised and any further increases in the effective CGT rates now would only serve to reduce the appetite of investors and make it more expensive for companies to conduct business. We submit that the cumulative effect of the above revisions should first be fully taken into account before additional taxes are introduced to overburden the already strained South African taxpayer.

It is pertinent to note that only a small concentration of people and firms pay the bulk of the personal income and corporate taxes in South Africa. The South African Revenue Service (SARS) data for 2016 reflects that approximately 1% of the South African population pays 60% of the South African personal tax which is collected by SARS and less than 600 companies pay 60% of the corporate income tax. It is self-evident that these two relatively small groupings are fundamentally responsible for shouldering the responsibility to play a key role in growing the South African economy on the one hand and, on the other hand, contribute the bulk of fiscal contribution in relation to personal income tax and corporate tax.

CEO 2017 Vol 16.5

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ONPOINT

Capital formation is one of the foundations of economic growth in a country. CGT reduces the availability of capital and makes it more expensive for companies to conduct business.

Further increases to the CGT rate would discourage the above participants from contributing to growing the economy which would reduce jobs and lower wages. A further problem with increasing CGT rates is that it encourages investors liable to pay CGT to defer realising their investments for as long as possible. Where CGT rates are increased, people owning capital assets become more reluctant to sell these assets as the ratio of benefits to CGT burden becomes disproportionately skewed away from realising the assets.

In view of the above, and in the context of several countries including New Zealand, Switzerland and Hong Kong not taxing capital gains, it is hard to conceive why South Africa would consider increasing the CGT rates further. Furthermore, many countries adjust CGT rates to exclude the influence of inflation and only subject the “real capital gain” to tax. When CGT was introduced in South Africa it was argued that the low inclusion rates (at the time) militated against the need for making adjustments for inflation. That argument is now unsustainable and South Africans may now, in effect, be taxed on inflationary gains made. Further upward revisions of the CGT rate would only exacerbate this situation.

As recently as 2015, it appears that no BRIC (Brazil, Russia, India and China) country had an integrated capital gains tax rate above 40%. Among the Organisation for Economic Cooperation and Development (OECD) countries, France had the highest integrated capital gains tax rate (75%), followed by the United States of America and Denmark (56%) and Portugal and Japan (50%). No OECD country has a 100% CGT inclusion rate.[1] Research suggests that the global trend is in favour of decreasing rather than increasing CGT tax rates.

Alternatives to increasing the CGT rates include: (i) increasing the Value-added Tax (VAT) rate, (ii) introducing a form of wealth tax, (iii) implementing further Special Voluntary Disclosure Programmes (SVDP) and/or (iv) increasing the donations tax rate. These alternatives, considered jointly and severally, should not detract from the fact that the fundamental problem in South Africa is rampant government expenditure.

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Increasing the VAT rate will have a direct and profound impact on all people in South Africa but it is the poor and working class who would be most affected. South Africa already imposes taxes which tax the transfer of wealth in the form of estate duty, donations tax and CGT. Global experience seems to support the view that an independent wealth tax results in relatively low yields but administrative costs associated with implementing such a tax are high. Wealth taxes are currently levied in Spain, Norway, Switzerland and France but have been discontinued in Austria, Denmark, Finland, German and Sweden.[2] SARS’ most recent SVDP programme had, at the time of the 2017 Budget Speech, resulted in the disclosure of ZAR 3.8 billion which will yield approximately ZAR 600 million in additional tax revenue for the fiscus.

We submit that increasing the CGT rates or VAT rate or introducing a form of wealth tax will further impede the growth of the South African economy in addition to the difficult economic environment South Africans currently find themselves in, encourage evasion and avoidance of tax, contribute to the flight of capital and skills, likely result in higher indebtedness and further disincentive to save amongst South Africans, and shrink the existing, overburdened tax base.

It is also trite that economic stimulation and growth is a far greater catalyst for increasing tax collections. In our view, government should rather consider bolstering property rights, boosting efficiency and lowering costs of public service, expanding essential infrastructure, more efficiently employing resources employed in education, reducing crime and domestic violence, particularly in poor communities, and becoming more effective in reducing wasteful expenditure and the widespread abuse and theft of state resources.

In summary, we submit that it is flawed to argue that a country can be taxed into prosperity and that increasing the CGT rates, increasing the VAT rate and/or introducing a further wealth tax may be viewed as an attempt to do so.

Winston Churchill once said that: “I contend that for a nation to try to tax itself into prosperity is like a man standing in a bucket and trying to lift himself up by the handle”.[3] In short, overburdening an already narrow and highly-taxed tax base will not improve South Africa’s position.

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Red-tape is dampening SA’s

entreprene South Africa boasts some of the best-known entrepreneurs. However onerous compliance processes and rigid legislation tend to dampen the entrepreneurial spirit needed to get people employed and the economy growing.

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r Jopie de Beer, CEO of the JvR Africa Group, says some societies are considered naturally entrepreneurial. The jury is however out on how many South Africans are entrepreneurs by nature or by choice.

“As South Africans we have a reputation of being innovative, problem solving oriented and able to fend for ourselves. These attributes can sit well with entrepreneurship. I think it could be in our make-up to be entrepreneurs, but the environment needs to allow for that.” She refers to statistics which show that between 70% and 80% of all entrepreneurial businesses fail in the first five years.

Why so many fail Dr de Beer says there may be many reasons why entrepreneurial businesses fail. It could be related to the very flat

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economy, difficulties to obtain funding-, mentoring and support, excessive red tape, turbulence in the exchange rate and/or slow payments from government and the private sector for products/ services provided. It may also be that assumptions about entrepreneurs are “off the mark”.

Some believe that having a good idea and adequate funding will guarantee entrepreneurial success. This assumption does not reflect in reality. Entrepreneurial businesses require knowledge and understanding of finances, business plans, marketing and networking initiatives, good products, innovative ideas, client management processes, technological savvy, compliance to legal requirements and more.

Much of this, in the early stages of entrepreneurship is guided and managed by the entrepreneur. The hardwiring of

ONPOINT

Some believe that having a good idea and adequate funding will guarantee entrepreneurial success.

eurial spirit the entrepreneur, and the people he/she surround them with is critically important in the growth- or demise of the business.

“Entrepreneurship is probably the most stressful career option one could choose. Many people, if they have a choice between a stable, seemingly secure income, or the extreme hard work and risk that comes with establishing an entrepreneurial business, will go for the secure job,” Dr de Beer points out.

Why we need more entrepreneurs The unemployment rate, especially under South Africa’s youth, is alarmingly high. One would think that entrepreneurship should be the answer to address this, and that more opportunities for more people are created to start a business. Establishing entrepreneurial businesses however

require that the business environment is supportive and that the entrepreneur as a person has the knowledge, competence and resilience to make it work.

“I can only hope that the massive issue of growing unemployment and the social evils associated with that, the personal issues in terms of self-regard and self-pride and the enormous negative implications of not being able to earn an income will bring insight and willingness to make South Africa an entrepreneur-friendly country,” Dr de Beer says.

The making of an entrepreneur There are entrepreneurs by choice (the passionate and the serial entrepreneurs) and then there are those who have been pushed into it because there was no other choice (the survivalist).

“It is essential to regard the entrepreneur as the golden thread in the business,” Dr de Beer notes. It is the entrepreneur that initially takes the decision to start a business, to identify/ construct/innovate a product, to believe in it to such an extent that they work 24/7 to ensure its uptake in the market.

The entrepreneur is also a leader, shows good/bad judgment in selecting products and partners, makes business decisions on spending, cashflow and expansion, employs staff and has to keep them engaged and motivated.

Psychometric assessments are valuable tools to identify, support and develop entrepreneurs. The purpose of these assessments includes providing the entrepreneur with the required self-insight to constructively manage his/her role in the business.

In addition, Dr de Beer says it is helpful to take a “helicopter view” of yourself. “Think about how you feel when you have to perform certain tasks. When do you procrastinate, on what do you spend a lot of time, and what do you enjoy doing”.

Role of government Dr de Beer urges that government has to be more flexible on issues of governance and red tape for entrepreneurial businesses to survive those initial five years. Entrepreneurs need an environment where there is economic growth, political stability and the necessary infrastructure (such as affordable internet access) to thrive.

It is essential for governments to nurture entrepreneurial activity as this is a source of employment and of generating income through taxes.

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Communication eats culture for breakfast

by Travis Gale, Apple Tree

Tom Peters coined the term ‘culture eats strategy for breakfast’, suggesting that brilliant execution is more important than a brilliant strategy. In the same way, I believe that good culture has, at its core, healthy communication. Communication needs to be looked at in two parts: Transactional and Transformational.

Transactional communication Transactional communication is the day-to-day communication that makes business happen. No business would be able to run without it. For most businesses, this is the only type of communication that takes place. That’s not enough to build good culture.

Transactional communication also includes information sharing. All members of an organisation desire to be kept in the loop around that which affects them, their role, their colleagues and their organisation. Information almost always leaks. When employees hear about matters affecting them in social settings, in the news or in the corridors it does nothing but erode culture, leaving employees feeling devalued.

This is a culture quick win. Communicate early. There are often sensitivities. Keep a tight lid on what you need to, but communicate as soon as you can. Communicate often. This is crucial especially when there is change in the air. Communicate sincerely. Don’t avoid communication just because it’s tough.

Honesty goes a long way.

Transformational communication Transformational communication is the communication that builds healthy relationships. Imagine if we only spoke to our

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spouses about school fees and grocery lists? We need to go deeper than that if we want to build and sustain a healthy family culture.

The same should apply to working teams.

I recently visited a high school who believes their culture is central to their results. Upon asking them how they maintain a healthy culture, they spoke of what they term ‘circles’. When challenges or issues arise, they form circles outside their classroom and talk about them. They leave the transactional and enter the transformational. The impact of the circle restores relationships, which in turn influences good culture, which in turn yields academic results.

Communication. Culture. Results.

Rather than adopt the ‘press on and ignore’ strategy, I encourage all teams to consider what this may mean for you. It’s the combination that works, but for most teams it’s the transformational that’s lacking. For some, you know that it’s important and you simply need to reinstate intentionality in this area. For others, relationships may be strained, trust eroded and culture toxic. Your challenge may be greater, but if you’re reading this, perhaps it’s time to ask for help and begin a journey of restoration and rebuilding.

Good culture will follow.

looting  Freight a growing concern 2018?  Budget How do you plan to budget for security in 2018?

 Master profitability

in hospitality with effective eam

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Hackin public Wi-Fi

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001100001110000110101010 Public Wi-Fi is great in so many ways. It costs nothing, saves on mobile data, and is often faster when it comes to downloading. However, as much as we love the convenience, hackers love public Wi-Fi too, and for different reasons.

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astassja Poorter, Enterprise Sales Director at DRS, a Cognosec AB company, says there are several ways cyber crooks can access an individual’s private information, and even steal their identity or capture their banking logins through public Wi-Fi. One of the ways in which they can do this, is through Manin-the-Middle (MITM) attacks, during which a hacker intercepts communications between two parties. While they may think their communications are private, and that data is being shared directly between the server and the client, the link is in fact being intercepted by a 3rd party. The attacker can then alter the communication, and display, for example, a fake or phishing Website, or send a message of his own.

“Public Wi-Fi is particularly susceptible to attacks of this nature, due to the fact that any HTTP site data being transmitted is unencrypted, effectively rendering your data public. Through compromised routers, attackers can steal reams of personal information, and give an attacker access to financial logins, private messages, user names and passwords. People should never, under any circumstances, do online banking transactions or share any personal information with others while using public Wi-Fi.” So what can users do? Check for secure sites, ones that have https:// instead of just http in front of them. “Certificates denoted by the ’s’ mean the Web site is more secure, and offers a decent level of encryption, so only use such sites when accessing personal information,” says Poorter.

The next thing users of public Wi-Fi need to be aware of are ‘Evil Twin’, or fake, Wi-Fi connections. “In these attacks, a cyber criminal sets their service identifier (SSID) to be the same as an access point (AP) at the local hotspot or wireless network. He can then disrupt or disable the genuine AP by disconnecting it, directing a denial of service attack against it, or creating radio frequency interference around it. This is particularly cunning, as it bypasses any security systems a public Wi-Fi hotspot might have in place,” she explains.

She advises users to be very suspicious should two network connections show up that have a similar name, and if possible,

make use of a virtual private network (VPN). This will establish a level of encryption between the user and a Web site, so any data that could potentially be intercepted is unreadable to a cyber criminal unless they have the decryption key, which they don’t.

According to her, the next danger associated with public Wi-Fi is packet sniffing. “Every time there is data transmitted over the Internet, irrespective of whether it’s an email, Google Search or retail transaction, the data is broken down into digital information that is sent in data packets. The packets are labelled and addressed with instructions explaining where they are going to. Millions of data packets move between destinations all the time, uninterrupted,” she explains.

“However, and here’s the caveat: If someone has installed sniffing hardware or software somewhere on the network, they can eavesdrop, snatch that data in mid-transmission just long enough to ‘sniff’ or inspect it, and if found to be interesting or valuable, quickly capture and copy it before sending it on its way.

This is done without anyone being the wiser. Packet sniffing is like wiretapping for the Internet.”

Packet sniffers can read emails, see passwords, view your Web history, and more alarmingly, capture account information such as logins and credit card numbers in detail. “Again, I recommend turning to strong encryption, in the form of a VPN to avoid this scourge,” says Poorter.

“Another danger of public Wi-Fi is sidejacking, or session hijacking. In these instances, an attacker will essentially steal a user’s access to a Web site by using a packet sniffer to get their hands on an unencrypted cookie that grants access to the site in question. This technique allows the cyber crook to impersonate the user, as the session cookie is already providing access to the Web site’s content. Alarmingly, sidejacking bypasses encryption to some degree.”

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010101000011100010101010000000000000000011000010000100101010001100000100101010100 Poorter says although attackers can’t read a password through this technique, they could still download malicious software that could, and get their hands on enough information to make stealing your identity a breeze.

“Again, make use of https:// and VPNs to secure against this type of threat.”

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0000000000000011000010000100101010001100000001110101010100000 CEO 2017 Vol 16.5 29

THE FUTURE OF In every industry, asset management is critical to ensuring productivity, reducing downtime and promoting profits. Across South Africa, asset management, facilities management and manufacturing industries have been challenged with an economic mountain which appeared to bring many to rock bottom. Yet digital transformation has offered the stepping stones needed to overcome, as digitisation brings with it great competitive advantage.

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SUPPLYWORX

Many businesses are now inclined to globalising operations in order to diversify their businesses, reduce risk and improve returns.

A

t the Infor Next Johannesburg event held at Montecasino, Heilet Scholtz (Executive at Softworx, Infor’s Master Partner in Africa) hosted a panel discussion with three businesses that are furthering their success with a software-centric approach. “To be at the forefront of technological innovation means leading the pack,” said Scholtz.

According to Jacob Molefe, Managing Director at JM Solutions, it’s all about smart investment choices and a focus on sustainability with a view to embracing globalisation.

Many businesses are now inclined to globalising operations in order to diversify their businesses, reduce risk and improve returns. Looking to the future, he advised businesses to consider their sustainability and investment. “Alternative energy sources become imperative. Increasing costs related to the buildings, driven by high energy costs, have become very critical to our clients.”

To Molefe technology is becoming increasingly important. “Our clients continue to embrace technology going forward. We’ve seen how online shopping has become key. We’ve seen the global adoption of smart phones, and software. It’s important that operations understand this shift and embrace technology as a basis for doing business,” adds Molefe. To achieve this requires a focus on creating a central repository to collect all the data around the business’ processes. “By focusing on analytics, clients are assisted in making much better decisions.”

At Profection Manufacturers, the second panelist, a large scale technology organisation project has seen the company implement both Enterprise Resource Planning

that this is the key to sustainable employment opportunities, as a technologically driven generation enters the workplace.

“Manufacturing in this country is small, it is a small environment with many people in competition with one another. It is important to have that competitive edge when moving forward into the technologies. You have to open your mind to technology and discover how you can use it to achieve your ultimate goals,” adds Law. At Profection Engineering, the goal is to achieve the development of an entire digital platform designed to accommodate global organisations, offering the knowledge needed to make manufacturing pliable. “We are growing the company into the new technology era. We have invested in Infor Visual for our ERP solution with integration to Infor EAM to get the most out of our assets.”

To Law data is a critical component in this digital journey.

“Everything around us today is data, everything we breathe or feel runs off data. I believe that statistics are the answer to finding better ways to improve and cut down costs. In the close competitiveness of the manufacturing world, it is vital that you assess that data correctly, map it accurately and understand the scope of your objectives clearly.”

Rowland Gurnell, Managing Director: Facilities Management at Sunbird, offered his view on the type of system required to make a positive impact on facilities management. “What we need is a system that can customise for our clients. In the market today, if you can’t do it quickly, if you can’t do it today, you’ve lost that opportunity.”

Gurnell believes that software goes further than technology, however, focusing on the need for ongoing

THE ORGANISATION – TECHNOLOGICALLY SAVVY & GLOBALISED

(ERP) and Enterprise Asset Management (EAM), to the benefit of the whole organisation. According to Jarrod Law, Operations Manager Profection Engineering, it is essential that organisations commit to adaption and forward thinking when it comes to the technology implemented. He believes

relationships with providers to bolster the impact of implementation. “When considering software packages, ensure there’s a partnership that comes with that package.

With Infor EAM and the Softworx team, the flexibility is there, the partnership is there.”

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SUPPLYWORX

MASTER PROFITABILITY IN HOSPITALITY

WITH EFFECTIVE EAM When asked what it takes to be successful in the hospitality industry, most would say; the personal touch. It’s about attention to detail and delivering service excellence - from the greeting at the entrance to the turn-down service. The hotel’s facilities must be immaculate and offer guests the utmost in luxury and convenience. Collectively, industries across the globe are turning to technological innovations to achieve these goals. No less the hospitality sector.

I

n a fast-paced, high turnover industry it is essential that every guest is given the same experience. The financial, logistical and operational demands on staff are high, as are expectations. It is no wonder then that innovative hospitality solutions have come to the fore. These software solutions are revolutionising the industry. From vastly improved online and guest experiences, to greater employee satisfaction and a better bottom line, the benefits are immense.

“Effective hospitality solutions, such as enterprise asset management (EAM) software, let employees focus on improving customer service,” confirms Barry Diedericks, EAM Subject Matter Expert at Softworx, Infor’s Master Partner in Africa. “With a full suite of financial and operational applications costs are decreased, profits increase, and both the business and customer loyalty grow.”

When considering which software solution to implement, Diedericks offers customers in the hospitality industry the following advice; “Research the solutions available and ensure that the chosen software will deliver the advanced, specialised functions that are unique to your business. The EAM solutions should effectively and accurately prioritise equipment care. The right application will provide valuable business knowledge, ensure guests’ service, safety and comfort, and is accessible through a standard Internet browser 24/7/365.” It is also important to consider compliance when implementing a solution. “With Infor EAM, for example, customers are given the added security of a PCI/PADSS-compliant solution.”

Specialising the solution for the business requires unique asset management features to improve hotel operations and performance. These could include integration with a hospitality management solution (HMS) and asset tracking.

From a maintenance perspective, the solution must deliver preventative maintenance capabilities while recording outsourced maintenance activities in real-time against key performance indicators. Fleet, warranty and call centre management are also key considerations.

Especially in large hotel groups, managing various sites and their assets can become a challenge. Effective EAM solutions improve collaboration internally and externally, ensuring a standardised approach to asset and facilities management. This is particularly important when considering safety standards within the industry. “This can help the organisation to incorporate asset management into a comprehensive solution while maintaining autonomy between different maintenance groups or hotel properties,” adds Diedericks.

In a digital age, it simply isn’t possible to measure hospitality performance without a hotel-focused EAM solution. Understanding and effectively managing all facilities, equipment, and energy costs are integral to satisfying guests’ escalating expectations. Incident management, risk management, equipment reliability, support for green initiatives and regulatory compliance are all EAM functions – and require the right solution for success.

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.

SUPPLYWORX

Freight

looting a growing concern

The escalating voracity of freight looting – the theft of goods off the back of fleet vehicles, sometimes while moving – was highlighted in a recent Carte Blanche insert. This criminal act has massive financial repercussions for the fleet and insurance industries, and ultimately the consumer, and is expected to intensify in the run-up to the festive season.

A

ccording to Noah Appalsamy of insurance brokers and risk advisors, Aon South Africa, the number of reported incidents is expected to increase in the build up to the festive season when more vehicles, with high-value freight will be on the roads. “Typically items such as small appliances, liquor, tobacco and electronics were targeted however recent developments show that anything from fresh vegetables to petrol to entire lounge suits are easy pickings - even from a moving vehicle. It’s a very worrying trend when you consider that an average load could be worth R350k and more,” says Appalsamy.

“The losses incurred from looting directly affect the bottom-line of the entire retail industry, and ultimately will impact on the consumer. Transport operators are investing heavily into additional security measures to get goods

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from A to B, including armed escorts, which is pushing up transportation costs,” says Appalsamy.

The modus operandi of these attacks varies between wellorganised hits carried out by armed gangs, to opportunist attacks where vehicles that have broken down or are stationary are mobbed by a crowd, and stripped of contents in a matter of minutes, leaving drivers at huge risk of attack and law enforcement officials completely outnumbered.

“Consequential losses and trade disruptions as a result of such incidents are a huge risk factor. Salvage operations, if at all possible, take time which leaves businesses exposed to hefty profit losses if their cargo and fleet vehicles are not properly insured. There are also considerable liability exposures for freight operators who take responsibility for such cargos, as well as the safety of drivers,” says Appalsamy.

SUPPLYWORX

Given the quantum of risks that can befall valuable cargo while in transit, it is essential for fleet operators and cargo owners to get specialist risk advice on how to manage the risks.

“Given the quantum of risks that can befall valuable cargo while in transit, it is essential for fleet operators and cargo owners to get specialist risk advice on how to manage the risks, and the implications these have for business interruption and the cost of insurance. A comprehensive risk assessment will aid in identifying methods to reduce the exposure to such risks, as well as the best-suited insurance cover for the business to protect against potential losses, consequential business interruption and ultimately, reputation,” he adds.

Aon offers the following risk management tips for fleet owners in the run-up to the Festive Season:  Identify and avoid travelling through high risk areas by using alternative routes where possible. Speak to your insurance broker or insurer as they will have claims data to identify problematic hotspots.  Keep information about the type of goods being transported on a ‘need to know’ basis as far as possible.  Use unbranded distribution vehicles, as branded fleet vehicles often give an indication of the type of load that’s being hauled.  Equip your drivers with knowledge and training of how to respond if caught up in a looting situation - ensure they





 





are in constant contact and monitored for swift response to an emergency situation.

Use closed containers or install diamond wire mesh on tarpaulins to prevent easy slashing – Looters can typically only cut a certain amount before the knife gets stuck which makes it more difficult, buying the driver some precious time.

Make sure that each load is correctly insured and that all parties involved are clear on where the liability lies as far as cargo is concerned, whether it be the supplier, haulier or the owner.

Use armed guards/security to accompany high-value cargo in a convoy.

In some instances of looting, actual fleet vehicles are also damaged due to slashed tyres, broken containers or even accidents that may occur during an in-transit looting incident. Make sure that your commercial vehicle cover is up to scratch and consider business interruption insurance to ensure that your business can survive a worst case scenario.

Speak to your broker or insurer to confirm whether there are any restrictions on your policy or exclusions on specific routes that are being utilised.

Confirm how your policy will respond in a cross-border incident.

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NANDO’S

ADOPTS TECHNOLOGY;

FOCUSES ON FOOD & FUNNY Without a secure failover, erratic fixed line connectivity can cause havoc, especially in the highdemand, fast-paced fast food sector. As the name suggests, the expectation is that both the food and service are delivered quickly, and at a standardised (high) level of quality.

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odern customers require modern restaurants.

As smart technology becomes the norm, diners expect reliable, high-speed networks and communications solutions, especially in the fast-food environment. These contemporary restaurants must, therefore, offer reliable POS systems and dependable backoffice administrative support. In order to deliver on these requirements, a stable network is required.

“For Nando’s, downtime means an unreliable Point-ofSale (POS), lost revenue and a frustrated customer base,” advises Sugan Ganasen, Cradlepoint Lead: Ingram Micro Southern Africa. The beloved fast-food franchise started in 1987, with the first restaurant opening in Rosettenville, Johannesburg. “With a broad footprint of over 1 000 franchises across the globe, and 259 branches in South Africa alone, sending customers away because the POS isn’t working simply isn’t an option.”

According to Stephen Brookstein, Nando’s Head of Technology: South Africa and EMEA; “Nando’s is 30 years young, and facing the same challenges as all business in the local market. Stability is the key to offering customers a better experience, and this requires an integration of technology.”

In South Africa, the pace of work is at an all-time high. In the food and beverage industry, this means that downtime results in exponential losses, and reputational damage that may hinder relationships with a fickle consumer base.

Whenever connectivity is interrupted, credit/cheque card payments cannot be accepted, and off-line card payments are particularly susceptible to fraud. With no secondary line for a failover connection, the required constant connection cannot be achieved.

“Customers expect to be able to make a card payment on a secure POS system, and our franchisees expect a constant connection. In a digital age, everything relies on internet

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access, and constant uptime must be achieved to deliver both productivity and profitability,” says John Sikiotis, Chief Strategy Officer and CFO: India, Middle East and Africa at Nando's. “As such, our business needs include full failover capability, centrally managed software, improved response to communication issues experienced at restaurant level, enhanced security and PCI compliance - all delivered in a scalable manner across the continent.”

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After much market research and a comparison of the solutions available, Nando’s deployed Cradlepoint’s AER2100 and NetCloud Manager, supported by Infoprotect. This delivered reliable 99 percent uptime across all Nando’s restaurants in South Africa, guaranteeing that sales are never lost and customers are always satisfied.

“Nando’s selected a countrywide store advanced offering, which ensures that each store is fitted with a Cradlepoint AER2100,” confirms Ganasan. This solution is a new generation, cloud-managed 3G networking device that helps Nando’s to increase bandwidth and achieve four-nines reliability in a secure, flexible, and open-architecture platform. The AER2100 operates as the primary connection, with a cellular modem and dual sim capability.

Implemented by Infoprotect, offering managed IT solutions, data usage is centrally managed, monitored and controlled using the NetCloud Manager (Enterprise Cloud Manager). “This enables Nando’s to deploy and dynamically manage networks at geographically-distributed stores and branch locations, improving productivity, reducing costs and enhancing the intelligence of the network and business operations,” advises Brad Fraser, Infoprotect’s CEO. This monitors ADSL data usage and adds valuable business resiliency. According to Sikiotis; “The NetCloud Manager allows Infoprotect to perform remote diagnostics, upgrade firmware, and configure devices remotely. This means our restaurants enjoy better return on investment with optimised data usage, real-time monitoring, load-balancing and proactive usage alerts.”

The result is a scalable solution offering effective uptime, a primary and secondary network ensuring a constant connection, uninterrupted card transactions, constant uptime, data usage management, PCI compliance and security, automated support, configuration and monitoring, and sophisticated scalability.

“These solutions were impeccably implemented within tight timelines, and have created a future upgrade path, ensuring minimal disruptions. The benefits offered speak for themselves,” concludes Sikiotis. “The cost-efficiencies realised include less downtime, more satisfied customers and less data breeches.

Customers are satisfied and no sales losses are experienced due to offline POS systems. With this in mind, a reliable network and constant uptime offer a real cost saving solution.”

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SUPPLYWORX

IS

HIV/AIDS A DISABILITY?

For the past 28 years, the 1st of December has been commemorated as World AIDS Day, highlighting the plight of the pandemic and also celebrating the momentous strides made in combating the virus. On its 29th anniversary, under the theme, “The Right to Health”, the day’s focus will be on raising awareness and educating people on the Human Immunodeficiency Virus and Acquired Immune Deficiency Syndrome(HIV/AIDS).

I

n a country where over seven million people (12,6% of the population) are living with HIV, there have been calls to categorise the epidemic as a disability. Disability expert at Progression, Justene Smith, argues the pandemic can lead to disabilities.

“There are situations where HIV/AIDS can prevent an individual from performing the inherent requirements of their job and can have a negative impact on their performance.

In such cases, HIV/AIDS could be classified as a disability or a progressive disability, to be specific,” Smith says.

Because HIV/AIDS attacks the immune system, this can cause, among other things, the degeneration of bone tissue and cartilage, resulting in chronic osteoarthritis, which itself can be classified as a disability, Smith explains.

“This is most likely to occur before an individual who is HIV/ AIDS positive has started their treatment or does not take their medication at all,” clarifies Smith.

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But Smith admits the use of antiretrovirals (ARV’s) can sometimes also ensure that persons who are HIV positive lead a healthy lifestyle and live a normal life, without the virus causing any interference in those individuals’ lives.

“The effects of ARV’s in helping persons with HIV/AIDS is well documented, but the treatment can have side effects which, although rarely, couldresult in the person using them acquiring a disability,” says Smith “We have experienced cases where ARV’s have caused people to lose their eyesight. In such cases, visual impairment would be considered the disability and not HIV/ AIDS,” Smith explains.

HIV/AIDS or ARV’S can result in a person acquiring a disability but the virus itself is very rarely considered a disability.

HIV is a virus that attacks the immune system, the body’s natural defence against illness. The virus destroys a type of white blood cell called a CD4 cell. As HIV destroys more CD4 cells, it gradually breaks down a person’s immune system.

How do you plan to

budget for security in 2018?

The industry at large has tightened its belts this year, and as we head into 2018 if 2017 has taught us anything then it is that we can’t afford to skimp on cybersecurity. In fact, in 2017 so many businesses have had to make do with fewer resources to combat a much wider range of vulnerabilities, however, new threats are emerging almost daily.

A

ccording to a recent report by Gartner, the global spend for security solutions in 2017 reached $86.4 billion. According to the report, this is a 7 percent increase over the course of the year. Gartner predicts that this spend will increase in the new year, quite possibly reaching $93 billion.

“Gartner’s report also predicts that information and cyber security will be one of the industries that we can expect a great deal of growth. Top level executives are becoming more aware of the value of providing revenue for security, and that would include getting the right people with the right skills,” says Anvee Alderton, Channel Manager of Trend Micro Southern Africa.

Security solutions, however, don’t stop at the IT department. Correct training needs to be provided to staff on how to avoid breaches as well as how to make effective use of any security measures that are in place. If there is no co-operation or proper training for staff, timely application of patches and fixes may be delayed or not even happen at all.

So, before budgeting for more or different solutions, it’s vital to examine the security solutions and systems that are already in place. Instead of adding more and more, perhaps a legacy system can be modified or solutions with overlapping

capabilities can be consolidated. Once that’s done, any gaps will be evident, and plans can be made to fill them.

“One of the things to look at for 2018 is whether or not you have space in your budget for the right kind of personnel to tackle security. There are not that many individuals out there at the moment with the top-level kind of experience many businesses need. Salaries are a big spend, however, so make sure you bridge that gap with intelligent security solutions,” Alderton advises.

While executives pour over the security budget and decision making, it’s important to remember not to part with many security vendors. This may seem that by having more, the business is well covered, but it is a drain on resources. A reputable security partner with a good track record may be all that’s needed.

Gartner’s report also predicts that information and cyber security will be one of the industries that we can expect a great deal of growth.

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

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

Politics

Let’s face it, from Brexit to Trump mania all the way through to Putin and Duterte there has been some out of whack politics at play on the global stage. It’s definitely not hot and definitely not over either -standby for more weirdness.

Ai

The jury is out on this one. Especially since General AI or Strong AI (which will eventually seek to outperform man at every cognitive function) has become the focal point of research. What to do in the meantime? We suggest you get a smartphone with AI learning capabilities to start conditioning yourself.

Modular Motor Finally it seems that after a couple of serious misfires during the past two decades the idea of modular vehicles are coming to fruition. It appears to be mostly driven by developments in the electric space. It fundamentally means you can swop power units and body components as you please.

No doubt it is only a matter of time

Crowd Control It’s hard to believe but no international guidelines exist for the use of crowd-control weapons (think kinetic impact projectiles).

Considering the eruption of mass protests around the world in recent years, we figure right about now would be a good time for some guidelines to be created….

LED takes the Lead It has been pretty obvious for a while but LED lights are going to be ubiquitous fairly soon. Goodbye to mercury lights, fluorescent strip-lights and low-energy bulbs, the future of lighting it would seem is on hand (for now anyway).

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INTHEKNOW

Corruption &

state capture:

Research gives ‘voice’

to ordinary South Africans

Ask Afrika and Infusion Knowledge Hub were commissioned by the Centre for Communication and Reputation Management at the University of Pretoria, to explore the views of ordinary citizens around corruption and state capture. The research delved into understanding how citizens define themselves within the broader context of the population, their views on what the most pressing issues within Government are and the extent to which they perceive corruption and state capture to be prevalent in South Africa. It also aimed to assess satisfaction with political performance; South African voting patterns and tendencies; and to gain a scientifically-verified understanding of how the majority of South Africans believe corruption and state capture will affect the future of the country.

Study Highlights It was clear from the qualitative results that citizens used the focus groups as a platform to voice their dissatisfaction with the current state of affairs in the country. The discussion themes and language in the focus groups informed the quantitative questionnaire, which ranged from the current mood of the nation, voting patterns, satisfaction with government, corruption, state capture and hope for the future.

Study highlights include: > Two thirds of respondents feel that living conditions improved after the end of apartheid; > Most respondents are confident that there is a happy future in store for all races in South Africa; > More than half of the cohort are confident of a happy future for all immigrants and SA citizens, working side by side; > 62% think good progress has been made to transform sport; 55% for business and 51% in the workplace; > But, 77% think their country is currently going in the wrong direction. > Significantly, poor satisfaction levels were reported with government - from the highest office in the country to ward level - While magistrates and judges rated best for doing their jobs well.

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> Leaders are regarded as failing to adhere to the people’s preferred value system of being trustworthy, honest, listening to the people and competent to name few important requirements of citizens. > The majority of citizens have heard of corruption and 68% of citizens think state capture happens in South Africa. > Most South Africans believe that with employment comes dignity and self-respect, but that currently, corruption is responsible for declining jobs. The ties that bind citizens, irrespective of background or differences, are: 1.

Fight against corruption; 2.

Employment for all; 3.

Fight against poverty.

Is the government serving the people?

The results after four months of qualitative and quantitative research represent the voice of 37-million South Africans aged 18 years plus with 80% of the sample focusing on the poorer communities within the country. Said Dr Melani Prinsloo from Infusion Knowledge Hub, who managed and executed the qualitative research, “The focus group discussions gave ordinary South Africans a safe platform to share and discuss their experiences of government, corruption, state capture and political party performance. In doing so, South

INTHEKNOW

Africans provided an ethical framework to consider corruption and state capture. In addition, a set of key indicators on an ideal government, drivers of corruption/state capture and the impact of corruption/state capture were produced. These formed the basis for the quantitative study.” The value of the qualitative phase is imbedded in the themes reported by citizens themselves, and this was then used to design the quantitative questionnaire section facilitated by Ask Afrika.

The views highlight high levels of distrust and dissatisfaction with government performance. The majority of citizens believe that their basic needs are not being met as a result of corruption and state capture, with 77% feeling that the country is moving in the wrong direction. Despite this, 84% of the respondents remain Proudly South African, with 46% of them choosing to be identified first as South Africans before any other demographic descriptors like race, gender, religion or culture.

The findings showed that a significant minority of South Africans will continue to follow political leaders, even when the leaders are not doing their jobs very well. From the highest office in the country up to ward level, poor satisfaction levels were reported, with the magistrates and judges in the country rated the best at doing their jobs well. Leadership are failing on the people’s required value system of being trustworthy, honest, listening to the people and competence to name some of the value metrics evaluated and preferred by citizens. Government is not expected to be perfect but the performance gap on issues such as house/land ownership, fighting corruption, creating employment and providing basic services to citizens is still significant. The fight against corruption remains a top priority for citizens and they expect government to listen to their needs and wants.

Corruption degrades the fibre of society The overwhelming sentiment is that corruption degrades the fibre of society. The majority of citizens have heard of corruption and a third of citizens think state capture is a reality in South Africa. The main actors in corruption and state capture are regarded as high level politicians and business people, but this has a direct negative impact on citizens.

Citizens agree that corruption and state capture result in the following: 1. Creates a personal sense of loss and psychological disempowerment 2. Reduces trust in government 3. Is responsible for poor service delivery and; 4. Prevents economic growth Active citizenship against corrupt individuals came out strong in the results, where 62% of citizens expect jail sentences and criminal charges against corrupt individuals, followed by 41% planning to vote corrupt politicians out of power.

The national psyche that binds citizens together The data indicates that the national psyche that ties citizens together irrespective of background or differences is their willingness to fight against corruption (51%), their desire to see employment created for all (46%) and their dedication to fight against poverty (43%). In addition to the majority of South Africans confirming that they are willing to fight against corruption and racism, state capture and xenophobia, the overwhelming majority say corruption will undeniably impact their voting behaviour.

The survey clearly shows that South Africans will unite for the following reasons: 1. 84% are Proudly South African 2. 63% feel that living conditions improved after the apartheid regime 3. 61% are confident that we will have a happy future for all races in South Africa 4. 56% are confident in a happy future for all immigrants and SA citizens to work side by side 5. 54% are confident for a happy future for all immigrants in SA 6. 62% think good progress has been made to transform sport; 55% for business and 51% in the workplace 7. But, 77% think their country is currently going in the wrong direction.

The results of the research will be unpacked at The Nation’s Voice on State Capture and Corruption, an exclusive workshop and panel discussion attended by academics, editors, senior journalists and high-level delegates at the Radisson Blu, Gautrain in Sandton on 6 December 2017.

“This project aims to make research accessible to the general population and to encourage all individuals or groups with a willingness to further investigate these concepts and practices, to utilise the research findings. This will be a step closer to the democratisation of research in South Africa,” said Prof Ronel Rensburg from the Centre for Communication and Reputation Management. “The data and results aim to give voice to ordinary citizens and to be used as a catalyst for positive change in South Africa.”

“Ask Afrika is passionate about social impact and was honoured to have been commissioned to undertake this survey which not only amplifies the voices of 37 million people, but will further serve as a catalyst for change” said the CEO and Founder, Andrea Gevers.

The research findings will be housed in the database of the Centre for Communication and Reputation Management (CCRM), Faculty of Economic and Management Sciences at the University of Pretoria. The study data and findings will be available as open domain information to allow access for all who wish to use the information.

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INTHEKNOW

Corporates Need to Acquaint themselves with Proposed Labour Law Changes

Earlier this year the Department of Labour published the National Minimum Wage Bill that is set to introduce a minimum wage of R 20 for each ordinary hour worked from May 2018. Businesses need to familiarise themselves with the National Minimum Wage Bill and the proposed amendments to the Basic Conditions of Employment Act and the Labour Relations Act to ensure they understand how these legislative changes will impact their business in the new year.

T

his is according to Advocate Tertius Wessel, Legal Manager of Strata-G Labour Solutions, who says the approval of the National Minimum Wage Bill is expected to result in changes to other employment laws. “Proposed changes to the Basic Conditions of Employment Act and the Labour Relations Act were published in the Government Gazette on 10 November and although these proposed changes still need to be adopted by parliament, it is important for employers to familiarise themselves with them and assess their potential impact on the business.”

“The national minimum wage cannot be varied by contract, collective agreement or law. Because it is envisaged that the national minimum wage will replace the minimum wages established through sectoral determinations, the relevant chapters of the Basic Conditions of Employment Act 75 of 1997 (BCEA) that deal with sectoral determinations will be repealed,” continues Wessels.

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The BCEA will continue to regulate basic terms and conditions of employment. However, the Basic Conditions of Employment Amendment Bill (2017) introduces amendments to the BCEA that provide for enforcement measures in the event of non-compliance with the National Minimum Wage Bill.

“In addition, the proposed changes to the BCEA make provision for the introduction of a new section dealing with guaranteed minimum hours of work. This section provides that an employee, who works for less than four hours on any day, will be entitled to be paid for four hours of work, if circumstances beyond the control of the employee prevent work from being performed,” adds Wessels.

Notably, the BCEA Amendment Bill makes provision for the extension of the jurisdiction (the official power to make legal decisions and judgements) of the CCMA to include enforcement procedures and claims for underpayment

INTHEKNOW

Employers are encouraged to bring their employees’ wages in line with the national minimum wage to avoid being held liable for the payment of penalties or interest for not complying.

(generally handled by the Department of Labour). These provisions will allow employees earning below the earnings threshold to refer disputes to the CCMA and is intended to provide a more cost effective and expeditious method of resolving disputes of this nature.

The national minimum wage proposed is R20 for each ordinary hour worked and will constitute a term of the employee’s contract except to the extent that the employee’s contract or a collective agreement provides for a wage that is more favourable to the employee. The only exceptions to the R20 minimum wage applies to farmworkers who are entitled to R 8 per hour, domestic workers who are entitled to R15 per hour and Expanded Public Works Programme workers, who are entitled to R11 per hour.

“Employers are encouraged to bring their employees’ wages in line with the national minimum wage to avoid being held liable for the payment of penalties or interest for not complying”, warns Wessels.

In addition, various amendments have been introduced by the Labour Relations Amendment Bill 2017 to the Labour Relations Act, Code of Good Practice on Collective Bargaining,

Industrial Action and Picketing and Picketing Regulations.

The purpose of these legislative amendments is to address the challenges of labour market stability and wage inequality. The amendments provide a stronger environment for collective bargaining and wage negotiations and ensure that due processes are followed when strikes or lockouts take place.

“The impact of strikes can be severe as they affect employers, employees and others who do not form part of the workplace. The proposed changes to the Labour Relations Act are aimed at strengthening collective bargaining and inhibiting picketing (unless there are picketing rules in place) as a way of addressing violent strikes. Trade Unions and Employers Organisations will be required to make provision in their constitutions for a ballot of members before embarking on a strike or lockout,” says Wessels.

“Businesses that are not sure how they will be impacted by the National Minimum Wage Bill and proposed amendments to the BCEA and LRA should consider enlisting the services of a legal advisor to gain a deeper understanding of what they need to put into place to accommodate a different regulatory landscape,” he concludes.

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INTHEKNOW

Africa Is Not a

Data Desert

By Ben Leo, CEO of Fraym

The data age has opened up a world of renewed understanding in the ways we live and work, providing insights that hold the potential to improve lives for billions around the globe.

T

he ability to collect and process vast numbers of data points, and to discover both deeply sought after and wholly unexpected insights as a result, is currently the best way for the public and private sectors to understand people. Regardless of the sector, an understanding of the target market is an essential contributor to business success.

This applies both at the granular, individual level, and at the aggregate level. Such insights play a valuable role in delivering services and products to the communities with the most demand – and Africa is a prime example.

Africa’s rapidly expanding digital footprint demonstrates one way in which data is becoming available, with an estimated 557 million mobile internet users, and a smartphone market that is expected to triple in size over the next five years. Over and above the rich potential insights from mobile technology and data from household surveys, satellite imagery, machine learning and emerging analytic approaches also provide more accurate insights about people. Both conventional and unconventional sources can offer governments and companies the information they need, to ensure access to reliable, sustainable and affordable services and to help businesses grow.

But Africa is large and diverse. Gathering actionable data through traditional means is difficult – but far from impossible.

Here are just three ways enterprising data scientists are finding creative ways to close the gap.

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Making Sense of Unstructured Data Africa thrives on its informal economies, which contribute considerable amounts to each nation’s GDP (less than 30% in South Africa, but as much as 60% in Nigeria, Tanzania and Zimbabwe). Informal borrowing and trading is big business, but with it comes a frustrating lack of formal record-keeping, consumer data and transaction histories that could, in the right hands, open a world of opportunity to Africa’s corporate organisations, as well as SMEs and microbusinesses. All of these off-the-record transactions, as well as rising amounts of unstructured text and social data generated by Africa’s mobile users, means that it doesn’t fit neatly into databases organised by fixed categories like name, address, or identification number.

Fortunately, the storage and processing capabilities of the region are rapidly improving, and government bodies are working more closely with corporate innovators to harvest, manage, store and protect these data points, as a first step to eventually mining them for useful insights. As skills and resources on the continent improve, this data will be put to better and better use, as it reveals population insights that can’t be found in more conventional data types.

A Steady Increase in Computing Power Roughly 2.5 billion GBs of data are created worldwide per

INTHEKNOW

As skills and resources on the continent improve, this data will be put to better and better use, as it reveals population insights that can’t be found in more conventional data types. day, presenting an exponentially growing problem, even for nations and businesses with the means and expertise to store and interpret it effectively.

But Africa’s private sector is surging ahead, with larger firms showing ever-more aggressive interest in how data can augment their bottom line. In Nigeria and Kenya, both considered beacons of African digitisation, at least 40 percent of large businesses are in the planning stages of their own data projects, with the global average at 51 percent.

Partnerships between well-resourced corporates and forward-thinking governments are already bearing fruit, and will only become more impactful as the digital disruption continues to shake up both the private and public sectors.

Innovative techniques and data sources are also being used to better understand the nuances of the African consumer. The ability to understand how a consumer in Johannesburg thinks and buys, in comparison to a consumer in Durban, is often more useful than thinking about consumer behaviour at a national, aggregate level.

For far too long, corporations and investors have considered the African consumer as a monolith. But it is possible to use existing data and new techniques, like geospatial analysis, to drill down and understand consumer interests and consumer purchasing power at a more granular level than ever before and across non-traditional geographies.

Closing the Skills Gap According to the African Data Forum, the continent’s growing demand for predictive analytics has exposed a data skills shortage that leaves Africa sorely underequipped for the data demands of tomorrow. Even as access to software and hardware continue to improve,

there is little substitute for the skill and experience that data scientists can bring to the table. The skill and experience brought to the continent by expatriate consultants has had a positive effect on data science in Africa, but the continent’s vast human resources will need to be developed with greater urgency, if we are truly to realise the potential of data to improve lives and to drive Africa’s digital awakening to new heights.

Thankfully, data science is becoming a prominent feature in Africa’s schools and universities, and the proliferation of technology training hubs springing up throughout the continent promise a data-rich future. Even in comparatively advanced South Africa, the country’s first dedicated data science training academy was opened only a couple of months ago. There is also a great trend toward businesses and organisations taking the upskilling mandate seriously in the workplace, with programmes designed to improve in-house data science skills already proving effective.

Through such skills development, new and cuttingedge methods of data collection, from geospatial satellite imaging to artificial intelligence, are added to existing resources of mobile data, surveys and other more traditional statistical methods, to create a more holistic and insightful picture of the continent and its inhabitants than ever before. Those who label Africa a “data desert” and give up on using data for their needs are missing a great opportunity – there is no lack of consumer data on the ground, only a perceived lack of methods for managing and making use of it. Huge amounts of data are generated every day, and with a little creative application and plenty of computing power, the sky is the limit in terms of the insights that can be gleaned.

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INTHEKNOW

Re-wire

your brain to be a wiser leader Dr Renata Schoeman, leadership lecturer at the University of Stellenbosch Business School (USB) and renowned psychiatrist, says by understanding the neuroscientific principles underlying leadership, interventions can be developed to optimise the performance of leaders, their teams, and organisations.

“V

olatility, uncertainty, complexity, and ambiguity have become the “new normal” in the world of business and it is profoundly changing not only how organisations do business, but also how managers lead.

“We are wired to adapt and biologically endowed with the ability to dust our “foolish corners” and become wiser leaders.

Gone are the days of defining an effective leader as the one who got results, boosted the bottom line, and generally forced productivity out of his or her employees.

Dr Schoeman says that in recent years, there has been a movement towards acknowledging the importance of understanding and applying the biology of the brain to leadership practices: from decision-making, emotional and social intelligence, and change management processes.

She says that within the key concepts self-awareness, stress management, emotional and social intelligence, and neuroplasticity, lays a couple of easy to approach adaptions one can make in changing how you behave and think as a leader and ultimately re-wire your brain.

Self-awareness - having a clear understanding of your personality, including strengths, weaknesses, thoughts, beliefs, motivation, and emotions – one of the aspects of Emotional Intelligence – is an important factor in achieving success as a leader. Until you develop self-awareness and are able to reflect in the moment on your thoughts, emotions, words, and behavior, you will have difficulty to understand other people and how they perceive you, and to change your attitude

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INTHEKNOW

and your responses to them in the moment. The visible manifestation of our being (what we do) is a representation of what is inside us (who we are) – our values, beliefs, preferences and experiences – the driving forces of our life.

Every facet of leadership practice and organisational life is an extension of these deeper underlying driving forces. If you are aware of something, you are able to take responsibility for it, and work on it! Self-awareness is therefore the first step to changing the direction of your life and your leadership.

The steps:  Invest in personality assessments  Build a culture of feedback  Read, read, read  Make reflection and journaling a daily practice Neuroplasticity - Neuroscience research has confirmed the concept of neuroplasticity – the brain’s ability to rewire and remodel itself. This is especially active in the cognitive parts of our brain where thinking, planning, and decision making occur, as well as consciousness. Our brain is therefore not merely a system of “hardware” (anatomical structures, neural pathways, neurotransmitters and electrical currents) and “software” (thoughts, beliefs, emotions and memories”), but rather a complex interactive and plastic process. Our emotions influence our thoughts and behaviour, but we can also learn to use these to change our emotional responses.

Leaders engage in deliberate decision-making processes to solve problems, but also to shape their social and organisational environments.

More people than ever are being paid to think, instead of just doing routine tasks. Our brains are “wired” for different decision-making processes, it has biological limits, and as humans we are prone to “errors”.

The steps:  Practice daily “neurobics” – i.e. do your daily tasks slightly different (e.g. brush your teeth with the opposite hand, dress with closed eyes, take an alternative road to work)  Learn new hobbies, languages and skills  Be aware of your cognitive errors and distortions (e.g. overgeneralization, black-and-white thinking, catastrophizing)  Build cognitively diverse teams Emotional and social intelligence – recognizing and regulating the emotions of self and others. Research has shown

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INTHEKNOW

that the effectiveness of leaders is twice more dependent on social and emotional intelligence than on (classical) intelligence and skill (task expertise). Understanding that humans are all hard-wired to either “approach” (that what interests us, or make us feel safe), or to “withdraw” from threat (fight/flight) are crucial if we want to empower and optimise our teams. Through our lives (see self-awareness), we all develop certain “hot spots” or “buttons”, which cause us to react with a flight/fight response.

These “buttons” all have a neural representation in our brains.

David Rock uses the acronym SCARF: Status (a person’s relative importance to others), Certainty (the ability to predict the future), Autonomy (a sense of control over events), Relatedness (the sense of connection and safety with others) and Fairness (being treated justly). We therefore, in our interaction with others, want to facilitate an “approach” (pro-collaborative) response. For example, a change program, without presenting sufficient information on the why, what, who, when and how, will trigger a “certainty injury” (a “you are foe” response) – people will withdraw, and the process will be met with resistance. A perceived increase in fairness (e.g. an open discussion of a company’s compensation practices to assure all employees perceive that their compensation is fair and equitable) will have the exact opposite, i.e. an “I am safe and you are a friend” The steps:  Help people feel that they belong  Make people feel valued and respected  Be aware of your own “buttons” and protect those of others  Use the magic question “what would it take to…?” (this question acknowledge others as the experts and have them commit to the outcome) Stress management. Even with the best intentions change and leadership cannot occur without creating some uncertainty and even resentment about the things that are being creatively destroyed or changed. Anxiety is a natural condition of life: without it, we will have no drive to create, perform or execute. Life without some anxiety is not life at all! It acts as a “push” factor: we cannot merely sit – we need to act. Anxiety can become uncontained and even, if not managed, turn into pathological anxiety which can cause emotional difficulties (an overwhelmed feeling, generalised anxiety disorder, burnout, irritability, or even panic attacks or depression), cognitive difficulties (“analysis paralysis”, ambivalence, and impaired concentration), social impairment (substance abuse and difficulties with interpersonal

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relationships), or physical difficulties (appetite dysregulation, sleeping problems, excessive tiredness and decreased immunity). However, if we utilise our “nervous energy”, it can be a very powerful motivating force to perform, to reach deadlines, and not to be complacent with the status quo.

Leaders who pay attention to and develop the “roots” of their personal health are resilient enough to handle the pressures of relentless change and uncertainty, without becoming arrogant, developing burnout, or more serious mental and physical problems.

The steps:  Regular sleeping patterns – necessary for physical and cognitive health  Regular exercise (5x/week for 30min) – reduces stress levels and enhances neuroplasticity in the hippocampus for learning and memory formation  Follow a healthy diet and limit alcohol and other substances  Socialise – nurture deep, meaningful relationships  Adapt a growth mindset – e.g. see mistakes as valuable opportunities to learn and to innovate. According to John X Maxwell, “sometimes you win, sometimes you learn.”

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by Carl Wepener

Mitsubishi

Pajero Sport:

A worthy

contender

I had the opportunity or shall I say the privilege to have a very short period to test drive the Pajero Sport.

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hy such a short period only, well because the Pajero Sport is so popular that every journalist wants it for testing. To top that the Pajero Sport was also one of the twenty finalists for the COTY (Wesbank Car of the year) awards.

For the first time I think the ‘Sport’ added to Pajero is applicable especially if one considers the modern look and feel.

As far as I am concerned it is the best looking serious 4x4 SUV on the market.

The finishing inside and out is excellent and hard wearing.

The Pajero comes in both 4x2 and 4x4 derivatives and with its powerful 2,4 litre DOHC intercooled turbo charged engine and 8 speed automatic transmission it competes well within its class.

For the grunting off road work the Pajero Sport delivers 133kW and a maximum torque of 430Nm. I did not really get the chance to determine fuel consumption but its 68 litre tank will see that you get around 600kms per tank. (Manufacturer claims 8,1 litres per 100km).

With its Super select 4-II 4WD System it is a thorough bred off road vehicle that is most capable. I believe that should a diff

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lock be available for the 4x2 Pajero it will also be most capable.

Mitsubishi has really done their homework with the Pajero Sport and have ensured that, comfort, luxury, functionality and durability not be left in abeyance. The Pajero Sport is well thought out and I find it practical and safe for everyday use and for those long trips that may throw in an encounter with untamed areas. With seven seats available it caters for the larger families.

The Pajero Sport comes loaded with just about everything you may need.

It has 6 airbags and side curtains, reinforced impact body construction, active stability and traction control, hill descent control, off road mode control, ABS braking, BAS brake assist system, rear park distance control, automatic door lock and some more.

The interior is modern, functional and includes an electric adjustable driver’s seat, multi-function steering wheel with audio and cruise control. I have found the information display system easy to understand and to use. The paddle shifts is for me a bit of an overkill. The automatic dual control air conditioning has individual controls for the back passengers as well. All the windows are electric and power sockets are both front and rear.

I suppose I must qualify my statement that the Pajero Sport is also one of the best looking SUV’s on the road today.

Pricing at time of testing, September 2017 Model 2.4 D4 2.4 D4 4x4

Price (R) Efficiency(l/100km) R 569 995 8.0 R 599 995 8.1

Emissionsg/km 210 214

It is fitted with LED driving lamps and with an auto levelling function that is critical for off road driving during night time or when towing. The LED lights is also dusk sensing and switches on automatically when it gets darker. To further ensure clear light there is a headlamp washer system. The windscreen wipers is also rain sensing. Add to this fold away mirrors, day and night rear-view mirror, rear view camera and you already have a formidable vehicle and contender. The chrome work also enhances the good looks and the ground clearance of 215mm is adequate for most of road situations. There is a front skid plate for those nasty rocks, front and rear mudguards and for just in case you have to help out a Hilux, front and back tow hooks.

The exterior is finished off with lovely two tone alloy wheels that ads a bit of grandeur to the Sport.

The service intervals for the Pajero Sport’s diesel engine is every 10 000 kilometres which I have always found a bit silly if you drive a lot which you would want to in the Pajero Sport. It also comes with a 5 year, 90 000 kilometre Service plan. Pity it does not have the full maintenance plan like its bigger brother. There is also a three year 100 000 kilometres Manufacturer’s warranty.

My personal opinion is that the Pajero Sport is going to make inroads in its class and that it will take sales away from the Mitsubishi Pajero Did 4x4 which, although still an excellent vehicle and much bigger, is getting long in the tooth.

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The new

Mercedes-AMG SLC 43 Roadster; A Powerful performer I

by Carl Wepener

I have always liked the Mercedes Benz SLK 55 with its V8 engine. Its replacement being the SLC 43 Roadster with 3.0-litre, 270 kW, V6 biturbo engine and 9G-TRONIC sports transmission, is nothing short of great. It is powerful, fuel efficient for a sporty roadster, and it handles like a dream with precise steering, road holding and damping, especially when having a winding and curvy road. Yes, the sound is not that of the V8 but it has an exhaust sound track that is nice to listen to especially when driving with the top down.

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have always liked the Mercedes Benz SLK 55 with its V8 engine. Its replacement being the SLC 43 Roadster with 3.0-litre, 270 kW, V6 biturbo engine and 9G-TRONIC sports transmission, is nothing short of great. It is powerful, fuel efficient for a sporty roadster, and it handles like a dream with precis steering, road holding and damping, especially when having a nice winding and curvy road. Yes, the sound is not that of the V8 but it has an exhaust sound track that is nice to listen to especially when driving with the top down.

“The new Mercedes-AMG SLC 43 unites the classic virtues of a roadster with exemplary efficiency. Weighing less and with lower fuel consumption, the new SLC 43 delivers a similar performance to the SLK 55 on the race track. This vehicle provides typical AMG driving pleasure in a compact opentop two-seater in line with the needs of today’s market”, says Mercedes-AMG chairman Tobias Moers.

I can only but agree. The new SLC 43 represents the entry point into the current roadster world of AMG. As well as being renamed from SLK to SLC, the open two-seater features the new AMG nomenclature. The 43 here stands for the 3.0-litre V6 biturbo engine. The Mercedes-AMG SLC 43 is therefore the first V6 model from Affalterbach to feature the new nomenclature. This will gradually be introduced across the future AMG model range.

With its maximum power of 270 kW and peak torque of 520 newton metres, the 3.0-litre V6 biturbo engine can deliver impressive performance: sprinting from rest to 100 km/h in 4.7 seconds, its top speed is electronically limited at 250 km/h. The 9G-TRONIC transmission is specially matched to the demands of the SLC 43. By specifically adapting the software, the AMG developers have been able to shorten the shift times significantly. The multiple downshift allows even faster short

bursts of speed, while the double-declutching function in the “Sport” and “Sport+” transmission modes makes for an even more emotive driving experience. In “Sport+” mode, partial ignition interruptions provide even faster gearshifts.

With the five DYNAMIC SELECT transmission modes “Eco”, “Comfort”, “Sport”, “Sport+” and “Individual”, the driver can change the characteristics of the SLC 43 at the tap of a finger.

The available range extends from efficient and comfortable to extremely sporty. This modifies key parameters, such as the response of the engine, transmission, suspension and steering.

The modes are selected using a button in the centre console control panel.

AMG DYNAMIC SELECT at a glance • “Eco” transmission mode: all parameters are programmed for maximum efficiency. The ECO start/stop and gliding functions (overrun mode for fuel-efficient driving) are activated.

• “Comfort” transmission mode: comfortable and fuelefficient driving, e.g. thanks to early upshifts. Suspension and steering are set up for an emphasis on comfort.

• “Sport” transmission mode: sporty characteristics thanks to a more agile response to accelerator commands, shorter shift times, earlier downshifts and more emotive gearshifts owing to double-declutching. A more dynamic set-up of suspension and steering.

• “Sport+” transmission mode: extremely sporty characteristics thanks to an even more agile throttle response, increased acoustic emphasis on doubledeclutching on downshifts as well as selective torque control on upshifts with cylinder suppression for optimal shift times. Increased idle speed for faster pull-away. An

even more dynamic set-up for suspension, steering and drivetrain.

• “Individual” transmission mode: personalised set-up of drive, suspension, steering, air conditioning and ECO start/stop function.

Independently of the DYNAMIC SELECT transmission modes, the driver has the option of pressing the “M” button to switch directly to manual mode, in which gearshifts are executed exclusively using the shift paddles on the steering wheel.

Further personalisation of the driving dynamics is possible by means of the ESP® button, which offers a choice between three control strategies for the Electronic Stability Program: • ESP® “ON”: early system intervention without adversely affecting the sporty character • ESP® “SPORT HANDLING MODE”: late system intervention for a sporty driving style • ESP® “OFF”: system deactivated for an extremely sporty driving style on closed racing circuits Pricing Mercedes-AMG SLC 43 R1,037,400 The new SLC 43 AMG Roadster also looks modern and looks much more like its bigger brothers than like the old SLK. It features; Please note that the new SLC models from Mercedes-Benz come exclusively with a four-cylinder powerplant. The SLC 43 AMG as tested was the six-cylinder engine and is reserved for the SLC 43 from Mercedes-AMG. That being said the SLC 4 cylinder is no slouch and is as delightful to drive as the AMG. The new SLC 43 also meets the personal wishes of the driver when it comes to acoustics: the standard-fit sports

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exhaust system comes with two automatically map-controlled exhaust flaps. In the “Eco” and “Comfort” transmission modes, the flaps remain closed most of the time, this resulting in an acoustically restrained note from the six-cylinder biturbo engine. In the “Sport” and “Sport+” modes, the exhaust flaps open earlier and more spontaneously, especially if the driver prefers a dynamic driving style.

Numerous design features immediately identify the new SLC 43 as a member of the Mercedes-AMG family. With an emphasis on width, the front view is dominated by the air deflector in brand-typical “A-wing” form, which is in high-gloss black. The large outer air intakes come with silver chrome fins and are edged by black flics. Down below, the silver chrome front splitter ensures an optimal flow of air to the cooling modules. It also makes the roadster appear to hug the road more closely. The side view is dominated by high-sheen 18inch AMG multi-spoke light-alloy wheels painted in high-gloss black. The exterior mirror housings in high-gloss black act as additional distinguishing features. The front wings come with a silver chrome fin as well as “Biturbo” lettering. With its AMG spoiler lip, the rear end also boasts characteristic highlights with two chrome-plated tailpipe trim elements featuring a four-pipe look to convey an especially sporty note. The diffuser-look rear apron trim is in silver chrome.

The unique selling points of the car within its competitive field include a diversity of available roof variants. In addition to the standard vario-roof, there is a choice between the panoramic vario-roof with a large glass element and the panoramic vario-roof with MAGIC SKY CONTROL selectable brightness control. The interior reinforces the consistently dynamic bias of the new SLC 43 with numerous specially designed details. Ideal for a committed driving style, the multifunction sports steering wheel in black nappa leather features a flattened bottom section and red contrasting topstitching, with the perforated grip area lying especially well in the hand.

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The contoured sports seats give the driver ideal lateral support, including when a dynamic driving style is adopted.

The upholstery in sun-reflecting nappa leather/DINAMICA microfibre with model-specific seat layout, red piping and topstitching meets the highest standards in terms of material quality, look and feel. The perforations in the shoulder area and on the seat cushions stop the driver working up a sweat.

The seat design is complemented by the door centre panels in ARTICO man-made leather/DINAMICA microfibre. In the optionally available Exclusive nappa leather version, the instrument panel, beltlines and door centre panels are covered in high-grade leather.

The AMG instrument cluster delivers all relevant information in a clearly arranged layout optimised for a dynamic driving style. An authentic sports car look and feel is provided by two tube-shaped round dials, 11.4 cm (4.5-inch) multifunction TFT colour display, RACE TIMER and 280 km/h scale in “Chequered Flag” design.

Suitability for everyday use is additionally enhanced by intelligent comfort functions such as optional AIRSCARF necklevel heating, operation of the vario-roof while driving (up to 40 km/h, initiated below 5 km/h) and automatic closing of the boot separator.

The new SLC 43 offers even further scope for individualisation with a selected range of further options, such as the Handling package, which comes with features designed to support an ambitious driving style on the racing circuit.

They also include the mechanical rear-axle limited-slip differential and an additional engine radiator at the front.

The vehicle’s proximity to motorsport is visually underscored by red-painted brake callipers, a Performance steering wheel in nappa leather with DINAMICA microfibre in the grip area and red topstitching, and an analogue clock in IWC design.

The SLC 43 AMG roadster is a serious sports car that is fun to drive and to be enjoyed for every day driving.

The key data - Mercedes-AMG SLC 43 Engine V6 biturbo Displacement 2996 cc Output 270 kW at 5500-6000 r/min Peak torque

520 Nm at 2000-4200 r/min

Fuel consumption – urban/extra-urban/combined

10.7/6.2/7.8 l/100 km

CO2 emissions – combined

178 g/km

Efficiency class D Kerb weight (according to DIN/EC)

1520*/1595**

Acceleration 0-100 km/h

4.7 s

Top speed

250 km/h***

* Ready-to-drive condition (fuel tank 90% full, not incl. driver and luggage); ** Ready-to-drive condition (fuel tank 90% full, incl. driver (68 kg) and luggage (7 kg)); *** Electronically limited AMG design with specific front and rear aprons, exhaust tailpipes

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by Carl Wepener

NEW GOLF R

Following the launch of the new Golf TSI and Golf GTI facelift Volkswagen has introduced two more performance models in the Golf range namely the Golf R and Golf GTD.

W

ith over 350 000 Golf’s sold in South Africa since its launch four decades ago, the updated version of the seventh generation Golf is once again redefining its market segment by bringing ‘big car’ technology to the compact family car class. The Golf R’s popularity in South Africa continues to strengthen and together with the GTI make up nearly 60% of Golf sales in South Africa.

Traditionally, the Golf R has always been the most powerful model in the comprehensive Golf range. The power output of the latest Golf R moves to 213 kW, making it the most powerful series Golf ever sold in South Africa.

These performance models create a new benchmark for assistance systems in the compact class, employing technologies that will significantly improve safety. These include the optional Blind Spot Monitor with Rear Traffic Alert as well as Adaptive Cruise Control with Front Assist and Autonomous Emergency Braking System.

Well, that gives a bit of information as to the success of the VW Golf and its models.

I got the Metallic Blue VW R for testing and I must say, I am impressed. Not only does the R have sound VW quality but it also looks great and I loved the interior that is modern and functional. The R looks good standing still or showing

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you its rear quarters. The design features of the Golf R give the car dynamism with even more charisma. The newly designed bumpers, LED headlights and LED tail lights create a design that takes on an even more dynamic look. The tailpipes were placed further out to the sides; this gives the car a wider appearance. The upgraded exterior mirror housing caps come in Chrome Matt or optionally in Carbon and there are also various 19-inch wheel choices. New here are the standard “Spielberg” 19-inch alloy wheels or the optional 19-inch Pretoria alloy wheels in grey metallic.

As in all new Golf derivatives, the new infotainment systems, such as the 9.2-inch Discover Pro with gesture control are also available in the new Golf R. VW will have to warn expressive drivers to cool it talking with their hands as this may influence the infotainment systems. Standard on the Golf R is the Active Info Display, panoramic sunroof and drive profile selection which includes the Sport HMI feature. Adaptive chassis control in an optional extra on the Golf R and offer the same feature – Sport HMI. In the Sport profile, the ‘Sport HMI’ of the infotainment system on the centre console shows current engine parameters such as power output and G-forces in play. A lap timer is included in all performance Golf models namely the Golf R, Golf GTI and Golf GTD with Active Info Display.

Another winner from

VW Visually, the Golf GTD looks similar to the new GTI, with just a few individual nuances. The differentiating characteristics are the chrome strip on the GTD, which now extends into the headlights compared to the red trim strip on the GTI radiator grille. At the rear, the GTD can be made out by the dual tailpipes on the left side (in chrome). The Golf GTD is exclusively equipped with new 18-inch wheels in ‘Sevilla’ design as standard. Similarly to GTI, the GTD has additional air inlet openings in the front bumper; a honeycomb structure of the air inlet screens; LED headlights with an unmistakable light signature and a pronounced roof spoiler.

There is another strong and significant GTD element that was completely reinterpreted, the chrome line of the GTD radiator grille.

This line terminates the lower edge of the radiator grille, but then it is further extended to the left and right into the housings of the standard LED headlights. So, the line runs across the entire width of the front end; as a horizontal element it runs parallel to the bonnet seam and the bumper.

At the very bottom of the bumper, beneath the cross panel painted in body colour, the black air inlet (with its honeycomb structure screen) is now no longer surrounded by another black area, rather by surfaces painted in body colour. In this way, the air inlet makes a stronger impression; simultaneously, the three lateral, black aerodynamic fins beneath the headlights also terminate the front end. Another detail fitting in with the precisely contoured styling is the black splitter (lower edge of the front bumper), which is familiar from motorsport.

From a side view, the sportiest Golf diesel can be readily made out by the even longer look of its roof section due to the pronounced roof spoiler and by the alloy wheels specially designed for the GTD. Even in side profile, the light contours of the standard LED daytime running lights and the standard LED rear lights stand out.

The Golf R is available in the optional new Turmeric Yellow Metallic and the classic Lapiz Blue Metallic paint finish, but excluding Dark Iron Blue Metallic and Tungsten Silver Metallic.

ENGINES, TRANSMISSIONS AND RUNNING GEAR The engine line up of the models includes the all-new GTD with 130kW and the Golf R with 213kW. 2.0 TSI with 213kW. The new Golf R rockets to 100 km/h in a swift 4.6 seconds. This gain in dynamics is not only attributable to the new and extremely fast-shifting 7-speed DSG, and the standard Launch Control feature of this model; rather, it is also due to the overall high engine output. That is because the DSG version offers a maximum torque of 380 Nm (between 1, 850 and 5, 300 rpm).

Fuel consumption on the new Golf R is 6.9litres/100km.

Recommended Retail Prices (VAT and emissions tax included) 2.0 TDI 130kW GTD DSG R 506 700 2.0 TSI R 213kW DSG R 647 300 The new Golf model range comes standard with a 5 year/90 000km Service Plan, 3 year/120 000km warranty and a 12 year anticorrosion warranty. Service Interval is 15 000km.

This popular VW will always be on my wish list.

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LIFESTYLE

Atterbury gets Joburg’s engine roaring with Newtown’s latest property development

Atterbury, the leading South African property investor and developer, continues to reshape the Joburg skyline with the development of Joburg City Auto BMW and Joburg City Ford - two state-of-the-art motor showrooms and service facilities.

T

he top branded motor dealerships represent another victory for Atterbury, which has undertaken a number of large projects in Newtown in recent years. They have added further critical mass to growing attractions and businesses already centred in and around the popular mixed-use Newtown Junction.

Working together with partners Old Mutual and Stephen Nale, the owner of both dealerships, this latest development is ideally located opposite the Newtown Junction shopping centre, set against the background of Nelson Mandela Bridge and Old Park Station.

A major boost for the entire city, Atterbury’s latest development project created over 400 jobs during the construction phase of the project and now that the development is complete it is expected to support around 160 permanent jobs of which 80 jobs are with the Ford dealership being a brand-new business.

“The ongoing revitalisation of Newtown will continue to attract more people to the area while encouraging them to invest. We are thrilled with the end result of this latest development and we do believe that there is a great deal of potential for further development around Newtown Junction in future,” says Atterbury Property development manager, Derrick Pautz.

Excited about the journey ahead, Nale celebrated the official opening of both dealerships, with Ford and BMW opening within a week of each other during November.

“It has been quite a journey, but I feel very fortunate to have found myself in partnership with Atterbury. While looking for land to build the BMW dealership, I became interested in our current location, which belonged to Transnet at the time. Atterbury happened to be developing the land adjacent to this location and it was through a referral from Transnet that I was first introduced to Atterbury’s management team,” he explains.

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LIFESTYLE

Atterbury developed Newtown Junction mixed-use development, which opened in 2014 in the heart of Newtown alongside the M1 freeway and next door to the Market Theatre. It is biggest mixed-use development built in Joburg CBD since the Carlton Centre, which went up in the 1970s.

Then, it developed the 148-room City Lodge Hotel Newtown, which opened its first phase in January 2016. It is the group’s first hotel in downtown Johannesburg, and the first hotel to open in the Joburg CBD in over two decades.

Pautz says: “We are thrilled that the success achieved by Atterbury and our partners in the node has proven to be a catalyst for even more investment, development and business confidence in Newtown. We saw the great potential here when we first developed Newtown Junction. Now, three years after its opening, we can confirm the strong demand for great commercial infrastructure in this vibrant and thriving area is everything we believed it to be, and more.”

Atterbury and Nale both have over 20 years’ experience in their respective industries and know how to choose a great location for business.

Nale believes that Newtown has a distinctive competitive advantage due of its pivotal location at the centre of the city, and its role as a chief public transportation hub connecting all major means of transport such as rail and bus services running into the city centre.

“It’s also very people centred, accessible and celebrates cultural diversity, and I think it’s an ideal place for residents, tourists, workers, and even the entrepreneurs and learners. This is something that has made investment property desirable in Newtown. This project has allowed the creation of jobs for the community and we are happy to have had a hand in the economic upliftment of the Newtown precinct,” he says.

The contemporary design of both buildings has ensured that the materials used, blend effortlessly into the fabric of the urban design, providing a sharp contrast with the conventional, and ensuring a sense of belonging in the broader Newtown development.

Environmentally friendly techniques were also incorporated throughout the development, including water harvesting and the use of extensive glazing to reduce the reliance on artificial lighting.

In terms of their interior, both dealerships are the first to incorporate the latest corporate identity, with state-of-the-art equipment and furniture ensuring that the highest standards were met. “I like how each dealership has its own character and unique features. Although both were designed by the same architect, each dealership has its own unique feel and fantastic ergonomics,” Nale says.

Pautz observed: “This is yet another positive for the Newtown precinct which continues to be transformed into a hub for innovators, entrepreneurs and residents across the income spectrum.

We are proud of this development. Exciting possibilities for the area continue to emerge. We are keen to continue to work with the JDA and all local stakeholders on possible developments in the future – and we believe the future for Newtown is bright.”

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LIFESTYLE

The President’s

Keepers

by René Carayol www.carayol.com

There is no better publicity for any book than the authorities wanting to muzzle it.

It’s so much better for the publishers if those mentioned in the book try to have bits retracted AFTER it has been already published.

I

t also helps if the author is bold and brave enough to take on and challenge the highest profile of high profile figures in the country. To cap it all off, the author must be able to write in a compelling manner.

The President’s Keepers has all of this going for it and more.

The furore and outrage that broke out with its recent publishing is better than any marketing strategy the book could have dreamed of.

It took me back to July 1987, when Peter Wright published his seminal book, Spycatcher: The Candid

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Autobiography of a Senior Intelligence Officer. MI5 (the British Secret Service) were implicated in trying to bring down the British government of Prime Minister Harold Wilson, in the 1960’s. It had everything; spies, subterfuge, foreign governments and racy recollections with high profile individuals.

But what made the book such an outrageous best seller was the government and MI5s insistence in ensuring that it was gagged. The media of the day piled in and ensured it was a best seller.

LIFESTYLE

This is not just the same old muck raking, Pauw has unearthed much that is new, explosive and previously untold.

Strikingly different to The President’s Keepers, they went for it long before it was published, and even had the initial run scrapped. Thereby nearly guaranteeing that it would become a much sought after best seller.

History is repeating itself, Pauw’s book, soon after being released and later leaked on social media, has been at the centre of a row with the State Security Agency and the South African Revenue Service. The police have now become involved and the stakes are getting ever higher – whilst the book has raced to the top of the best seller lists and has already sold out.

So, back to the book itself, Pauw knows how to tell a story and how to hold the reader. It’s a tough and sometimes polarising story to tell in the febrile atmosphere of South African politics. Even from a distance, it has an inflammatory zeal to it. The story of ‘state capture’ does not always distance itself from a slight underlying desire to perhaps prove that things were always going to be troublesome under ANC rule.

It’s such a sensitive area but it still deserves and demands strong willed investigation, which Pauw does very effectively.

It’s not always obvious who is encouraging whom and who is in control and who are the puppets but not many mentioned come out with enhanced reputations.

Pauw’s hard hitting observations evocatively reminds us that integrity has always been about doing the right things when no one is looking.

On occasion, the need to provide proof can lead to an overload of information, and the reader can get a little removed from the big picture, but Pauw is merciless and uncompromising in his pursuit of wrong doing.

His clever use of the context of his own life and journey helps guide the reader and does make for an interesting and fascinating read. His strong-willed involvement in the Anti-Apartheid Movement provides a telling and instructive perspective. Despite this, it can at times, maybe inadvertently, play to an already raucous negative gallery.

However, it certainly enables many to share his obvious outrage at the ‘state capture’ which is at the very heart of the book.

This is not just the same old muck raking, Pauw has unearthed much that is new, explosive and previously untold. Pauw takes no prisoners whilst trying to prove an

alleged kleptocracy that many have already pointed to. The claims made would probably lead to the resignation of most heads of state, if not the downfall of many a government.

But we live in strange times.

It begs the question, why no resignation? In many respects the environment is similar to the spell that President Trump has over American politics, he also carries a hell of a charge list. But because they both deny everything and belittle those brave enough to stand up to them, the show just appears to roll provocatively on.

No British political leader could survive this sort of onslaught. As we have experienced recently with the two resignations from Theresa May’s cabinet for relatively so much less than is articulated in this book.

From the startling allegations that Jacob Zuma paid no tax in his first term and that he has failed to pay back multiple debts and loans, to having pocketed an illegal R1ma-month as President. These are dynamite allegations and Pauw takes us through his investigations in gory detail.

Its combustive, and at times divisive but far too compulsive to put down.

The Presidents Keepers, has unsurprisingly sold out and more are being printed to meet the demand. It is on its way to being a best-seller on Amazon and the fastest-selling book in South Africa since official Nielsen data began in 2004.

Interestingly enough, I couldn’t find it any bookstore on my recent trip to Miami, or indeed in London. For all the noise, this so far, is a very South African affair.

As the infamous British politician, Enoch Powell quipped, “All political lives, unless they are cut off in midstream at a happy juncture, end in failure, because that is the nature of politics and of human affairs.”

At this particular juncture, both President Trump and President Zuma are proving him wrong, they both are so comfortable being precisely who they are and doing whatever comes naturally. Their unshakeable self-belief has got them to where they are and they are not going to change now, and those who mind don’t matter to them and those who do matter, don’t appear to mind enough.

I would recommend reading this fiery and insightful book, but be careful not to shoot the messenger, and also be wary of finding all who appear in here guilty as alleged.

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6 of the finest wines

for the festive season

A premium selection by fine wine merchant Roland Peens

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LIFESTYLE

Festive lunch gatherings should be geared around white wines and lighter reds. Of course you could have Bubbles all the way through in our warm climate, but you will need some versatility for canapés and starters. The L’Ormarins is our best value bubbles for the year, while Trizanne’s Sauvignon Blanc from Elim is super fresh and mineral with lots of character from the great 2017 vintage. Fable Belle Flower is one of SA’s finest and offers lots of food- pairing potential. Keep a big ice bucket and a few extra bottles handy and allow guest to find their preference as the lunch continues.

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legant Pinot noir or a Merlot-based Bordeaux will happily get you through the main course. The Black Bream is made by Gavin Slabbert and heralds from a new area behind Stanford in the Overberg. It is light but concentrated and certainly one to watch.

Le Chenade is a sumptuous La lalande de Pomerol and has often been quoted as the best value Bordeaux red!

A half bottle of one of South Africa’s greatest sweet wines will definitely have some takers. The Boekenhoutskloof shows a racy acidity and pure sweetness, giving you the enough energy for a postlunch stroll.

Festive dinner recommendations Festive dinners are a time for a little bit of luxury. Celebrate the year with a glass of Champagne, toast your successes and get your taste-buds going with the Drappier Cart d’Or. Known for its dry, Pinot noir based style, it offers lots of complexity and freshness as a perfect aperitif. Rosé is hot at the moment and the style works well with so many dishes.

The region of Tavel in Southern France only produces Rosé and the Chapoutier offers ample depth and texture with lots of flavour too. Restless River is fast becoming one of SA’s best Chardonnays and the 2014 Ave Marie is rich and rewarding with a laser acidity and powerful structure. From the Hemel-en-Aarde valley, it will excite any Burgundy lover or white wine drinker. Then compare two stellar, mature Stellenbosch beauties over the main course to impress your guests. The Trilogy is a classy and luxurious Bordeaux blend, while the Kanonkop is the king of Pinotage, especially with a decade of extra complexity.

End the evening with the pinnacle of Sweet wines from the Sauternes region of Bordeaux. The Chateau Rieussec will be great with cheese or any fruit or vanilla dessert.

FESTIVE SEASON LUNCH – tasting notes L’Ormarins, Brut Classique NV Delicate peach hue and a constant stream of fine bubbles.

Appealing aromas of candied apple, citrus pith and a light, flinty limestone nuance. Distinctly fruity white peach and apple on the entry with a fresh vibrance and crisp acidity that balances the ripe fruit. Rounded, creamy, broad and textured in the mouth. Elegant and statuesque. Its long aftertaste finishes on a light lemon zest note.

Trizanne Signature Wines, TSW Sauvignon Blanc 2017 100% Sauvignon Blanc. This is a wonderfully fresh and vibrant Sauvignon that celebrates the distinctively saline, white fruit found in Elim. The 2017 is a particularly fine vintage and offers amazing balance.

‘Trizanne Barnard has done something quite special with her Elim Sauvignon Blanc 2017, this Elim wine looking showing particular refinement and composure. The nose shows subtle notes of lime, pear, white peach and blackcurrant while the palate is concentrated but not weighty – lovely fruit purity, coated acidity and a gently savoury finish. Very more-ish and good quality relative to price.’ – Christian Eedes, Winemag.co.za 92/100 Fable, Belle Flower Rosé 2015 Named after the abundance of beautiful wild flowers that appear every spring at Fable Mountain, this 2015 Belle Flower Rosé is made from carefully selected parcels of Grenache, Syrah and Mourvèdre. Bone dry with a low alcohol of only 12%, the wine has beautifully layered aromatics of wild berries and roses supported by a powerful yet precise palette. The wine is aged in concrete eggs for 12 months on its lees.

Festive Season Lunch L’Ormarins

Brut Classique

NV

R115

Trizanne Signature Wines

Sauvignon Blanc

2017

R110

Fable

Belle Flower Rosé

2015

R125

B Vintners

Black Bream Pinot Noir

2016

R245

La Chenade

Lalande de Pomerol

2014

R295

Boekenhoutskloof

Noble Late Harvest 375ml

2014

R300

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Festive Season Dinner Drappier

Carte d’Or Brut

NV

R525

Chapoutier

Tavel Beaurevoir Rosé

2015

R225

Restless River

Ava Marie Chardonnay

2014

R325

Warwick

Trilogy

2006

R1000

Kanonkop

Pinotage

2007

R550

Rieussec

Sauternes

2007

R795

‘Pale, mature and savoury, this is released much later than the majority of Cape rosés. Aged in concrete eggs and 500-litre wood, it’s a marriage of Grenache and Syrah showing savoury rose petal and pot pourri notes and impressive complexity.’ – Tim Atkin MW, 91/100 B Vintners, Black Bream Pinot Noir 2016 Part of B Vintners’ Terroir Specific range. The wine shows a true sense of place, reflecting the growing conditions perfectly.

The vineyard is planted on limestone which give the wine a taut minerality; more Burgundian in style than their Stellenbosch Terroir Specific range.

‘One of the very few Pinot Noirs in South Africa that’s grown on limestone soils, located at 350 metres, this is very exciting given the young age of the vines. Chalky and refreshing, with taut, elegant red cherry and pomegranate flavour and understated oak.’ – Tim Atkin MW, 96/100 ‘From a Sondagskloof vineyard. Matured for 15 months in French oak, 10% new. A hint of reduction before red cherry and raspberry plus a little spice. Light bodied and somewhat angular on the palate, the finish very dry – some will no doubt like it for its understatement.’ – Christian Eedes, Winemag.co.za 89/100 La Chenade, Lalande de Pomerol 2014 ‘The 2014 La Chenade, a blend of 80% Merlot and 20% Cabernet Franc, has a straightforward but appealing bouquet with ample dark cherries, bergamot tea and a touch of dried flowers. The palate is medium-bodied with a tightly-knit structure.

I appreciate the depth here, the focus and finesse, a wine that threatened to blossom in bottle... and it has.

Given the market prices for this Lalande-de-Pomerol, Denis Durantou’s 2014 comes highly recommended.’ – Wine Advocate, 91/100 ‘Plum, chocolate and cassis-bush aromas follow through to a full body, integrated tannins and a fresh and clean finish. Drink in 2020, but already a joy to taste.’ – James Suckling, 92/100 ‘This has a solid core of steeped raspberry and blackberry fruit flavors, backed by black tea, cinnamon and anise notes. A steady stream of fine-grained tannins gives this a persistent finish.’

– Wine Spectator, 89/100

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‘Sweet and gamey on the nose. Then quite a bit of acidity on the palate but enough forward fruit to charm. What’s not to like?’

– Jancis Robinson, 16.5/20 Boekenhoutskloof, Noble Late Harvest 375ml 2014 Sourced from a vineyard planted in 1997, the NLH is often only one precious barrel per vintage. The extremely botrytised Semillon is picked late and raised in new French oak for 30 months. Gold in colour and rich and sweet on the palate.

Sauternes in style and magnificent!

‘All Semillon, all botrytis and all sourced from one block close to the Franschhoek River, this is a wonderfully rich, concentrated, new oak fermented sweet wine, with flavours of pineapple and crème brûlée, some cinnamon spice and an intense, balanced finish.’ – Tim Atkin MW, 96/100 FESTIVE SEASON DINNER Drappier, Carte d’Or Brut NV Drappier is a family-owned Champagne house that dates back to the 19th century. Their Champagnes hail from the clay-rich soils of the Aube, where Pinot Noir produces fruity, exuberant wines with aromatic richness. Embracing authenticity and a natural approach, Michel Drappier, the current family head, believes in minimal intervention, with very little addition of sugar and sulphur dioxide. Their Carte d’Or Brut has some of the lowest counts of both compared to other ‘standard’ non-vintage cuvées.

Carbon neutral producer?

‘75% Pinot Noir with Chardonnay and Pinot Meunier, there is no filtering and minimal use of sulphur. The dosage of just 7g/l and 5% of the wine is matured in barrels for 1 year to enrich the cuvée.

Granny Smith apple, toasted almond, currant and whole-grain toast flavors are fresh and well-meshed, structured by bright acidity and a lively bead. Offers a creamy finish, with hints of smoke and honeycomb.’ – Wine Spectator, 91/100 ‘The NV Brut Carte d’Or, 80% Pinot Noir, 15% Chardonnay and 5% Meunier, is a delicious entry-level wine with excellent depth and definition. The broad shoulders of the Pinot come through in the wine’s rich, expansive core of red fruits and long, creamy finish.’ – Wine Advocate, 88/100

LIFESTYLE

‘Fresh, pungent, lively nose. Falls away rather on the palate though. Competent but dull.’ – Jancis Robinson, 16/20 Chapoutier, Tavel Beaurevoir Rosé 2015 Tavel’s rosé wines are considered to be among France’s best. In 1820, their importance could be compared with that of the wines from Cornas or Châteauneuf-du-Pape wines. The Chapoutier Tavel Beaurevoir Rosé is a fine wine, made in a traditional style, and is made to be enjoyed with food. Beautiful, ruby colour with inviting garomas of ripe fruit, morello cherry and grenadine. Well-rounded on the palate with powerful, yet harmonious red stone fruits and cherry on the finish. [no scores] Restless River, Ava Marie Chardonnay 2014 The Restless River farm is located at 850ft above sea leve in the cool Hemel-en-Aarde Valley. Produced from a single vineyard and named after the 2.1ha registered block of Chardonnay planted on east- and south-facing slopes. The shallow top soils vary from sandy gravel to rocky sandstone lying on top of decomposed granite clay and quartz.

‘2014 advances even on fine 2013. Understated oak, expressive fruit and a combo of delicious, supple generosity (even in youth) and tight, mineral restraint. Subtle, succulent intensity, long finish.’

– Platter’s Wine Guide 2016, 5 stars ‘The 2014 Ava Marie Chardonnay is matured in 15% new oak. It has a composed bouquet with attractive white flower and hazelnut aromas infusing the citrus fruit, almost Meursault-like in character. The palate is fresh and vibrant with beautiful balance and impressive tension, hints of bitter lemon and subtle tropical tones forming the sophisticated finish. This is simply a fantastic, lip-smackingly delicious Chardonnay from Anne and Craig Wessels.’

– Wine Advocate, 93/100

the oak is beautifully integrated. The palate is medium-bodied with a crisp, saline entry. This is a pointed Pinotage – fresh and perhaps a little angular, but it boasts impressive tension on the finish and should age with style. Very fine.’ – Wine Advocate, 91/100 ‘This red combines the dark, briary edge of the grape with rich, ripe plum sauce and notes of crushed currant and fig. A licorice snap note lingers nicely on the plush finish. Should be fun to age a bit.’ Wine Spectator, 90/100 ‘This softer style Pinotage is a benchmark for the variety from a producer who has helped put the wine on the map. The nose is a melding of plum, cherry, spice and black currant, and on the palate, mocha, plum, spice and cherry mingle, Soft, rich and integrated, it still has the spicy vigor of a true Pinotage.’ – Wine Enthusiast, 90/100 Rieussec, Sauternes 2007 ‘Balanced and very spicy, with almond paste and apricot. Fullbodied, medium sweet, with a long, fruity, tangy finish. Layered and stylish.’ – Wine Spectator, 96/100 ‘The 2007 Rieussec is a blend of 87% Semillon, 4.5% Muscadelle and 8.5% Sauvignon Blanc picked between 13 September and 31 October. It has an almost Barsac-like bouquet with barley sugar joining the ginger and honeyed notes, quite powerful although I feel this is just going through a sullen patch at the moment. The palate is very pure and balanced with a wonderful seam of acidity that slices through the viscous botrytis fruit, quite spicy on the finish.’ – Wine Advocate, 92/100

Warwick, Trilogy 2006 Delicious and mature, the Warwick 2006 is 65% Cabernet Sauvignon, 24% Cabernet Franc and 11% Merlot. Each component was harvested and vinified separately then aged in French oak for 24 months (60% new). It offers mature notes of dark plums, wet tobacco and attractive earthy undertones. On the palate you get savoury tomato purée followed by dry, integrated tannins. Its poised mid-palate offers wonderful fruit sweetness that balances its savouriness. Ready to drink but will keep for another 3 – 5 years.

‘Ripe and muscular, with inviting black tea, fig, bacon and licorice notes giving way to a delicious plum pudding note on the thickly layered finish. Cuts a broad swath. For the hedonist crowd.

Cabernet Sauvignon, Cabernet Franc and Merlot.’ – Wine Spectator, 91/100 Kanonkop, Pinotage 2007 ‘The 2007 Pinotage was cool season. It has a very pure, attractive nose that echoes a modern Pinot Noir in some ways and

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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

a n d

G o v e r n m e n t

Success comes to those who are not only ambitious, but who are confident in their abilities. Amina Hersi Moghe from Khadhar Investment, a Country Lifetime Achiever, in Africa’s Most Influential Women in Business and Government 2014, is certainly a woman who is confident in her own abilities, but perhaps more importantly she believes in the future of Uganda.

“W

A Confident Approach

by Valdi Pereira

Amina Hersi Moghe, Khadhar Investment

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e have had many decades of stable government in Uganda and this has brought a lot of investment into the country,” she observes. “We are also seeing the Uganda diaspora making a return and spearheading investments in the region, which is a wonderfully positive thing from my perspective.”

She acknowledges that the most notable challenges that need to addressed are, health services and an education system that is not quite producing the type of skills that are needed to drive the economy forward at a rapid clip.

“Our infrastructure, which is very important when you want to kick start economic growth, also needs attention,” she shares. “Currently our government is addressing the infrastructure challenges. So while a lot has been done, a lot

2016/2017 Amina notes that some level of education is needed to understand and even develop an interest in business.

more will surely follow in the not too distant future.

Amina left Kenya in 1998 and started selling cement and doing transportation in Uganda. “I can thank the people of Uganda for the support they gave me when I started out with my business. The fact that they worked with me allowed me to diversify my business interests. The result is that I could make a contribution back into the economy such as the building of shopping mall and luxurious apartments.”

She is concerned that the girl-child is not very well educated in Uganda and regards this as a problem that needs to be addressed. Amina notes that some level of education is needed to understand and even develop an interest in business.

A Helping Hand “Women, when they want to start a business, also struggle to get credit. In some cases the assets of a household are held entirely in the name of the husband. Commercial entities will not easily assist a woman in such instances.”

Amina is familiar with this challenge having personally endured reluctance on the part of financiers when she wanted to take on two large scale projects: “I don’t see ambition as a bad thing, it shows an individual is driven and if they match it with a determination with that takes them toward their objectives, I think it is a good thing. Those times that I was seeking finance, I was told that I should first make a success of the first project and then the second one would be considered. That type of response sometimes makes me wonder if the potential of female entrepreneurs is being underestimated.”

Via the Uganda Women Entrepreneurs Association Limited, Amina supports a sugar production project. In terms of this project some 600 women from the northern region

of the country, an area which is experiencing difficulties as a result of civil strife and unrest, have been identified to work with the famed entrepreneur.

She has given them part of her land as a farming project.

It is in fact becoming a case study that will be utilised by the Association to see what role successful businesswomen can play, in helping impoverished women so they can improve their standard of living.

Ever aware of the challenges these women will have when trying to access finance, Amina has provided them with a credit facility with a view to making their business operations a little easier.

Future Perspective Looking ahead Amina is filled with optimism for the economic future of Uganda. “I think the path of stability that the President has placed the country on is very important. It makes the country an attractive destination for investors.

“Of course I think we all recognise that not everything can come from the outside. We need to make things happen for ourselves. In this regard I think once we have people who are healthy and are properly educated and equipped with the right skills, we are going to make continuous upward progress.

“From a Khadhar Investment perspective, I can assure you that I will continue championing the opportunities that Uganda holds. There are a lot of unexploited opportunities in the country. The areas of tourism, oil and mineral production are but a few areas.”

With the enviable track record that she has established, there is little doubt that if Amina is confident in what the future holds, many others will do well to believe the same.

Article based on an interview with The New Economy.

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2016/17

Edward Boateng, the Executive Chairman of Global Media Alliance

The prime motivation behind building a business empire is often financial rewards. However, in the case of Edward Boateng, the Executive Chairman of Global media Alliance, the ability to influence change and build for the next generation of Africans was motivating force.

Inspired by

Africa

by Valdi Pereira

“L

ike any businessman I won’t put money into something if it is not profitable,” he admits. “One has to acknowledge though that many big global brands are not just about seeking profits. They also look at finding ways to make a positive impact in the lives of people and I think if one can achieve this then you have a winning formula.

Making a difference is must.”

Boateng spent the early part of his working career with a number of multi-national organisations. However, it was when he joined Cable News Network (CNN), the subsidiary of Turner Broadcasting System that he realised things were possibly not what they could be in terms media exposure on the African continent.

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Journalist Awards Not only was the reporting somewhat skewed towards American or European perspectives, there was also very little encouragement for African journalists, who often had to do their work under difficult circumstances.

As a result he approached his employers with a view to starting an African journalism award. The idea was not immediately seized upon by his employers and he notes that corporate social investment was not much in vogue at the time.

“I also think that Africa did not feature in the plans of many large corporations as strongly as it does today.” Nonetheless his persistence eventually saw the awards come to fruition

ceo b u i l d i n g

c e l e b r a t i n g

e x c e l l e n c e

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n a t i o n s

and it is known today as the CNN Multichoice African Journalist Awards.

“To their credit, CNN has stuck with the awards all these years,” shares Boateng. “I think they have come to realise, as I believed when I first floated the idea of developing the awards, that Africa needs an authentic voice telling African stories that reflect the true reality on the ground.”

While no longer directly involved with awards (he hasn’t been for many years) he still keeps an eye on developments from afar. While acknowledging that he is proud of the strong growth and evolution of the awards he believes that relinquishing involvement was the right thing to do.

“One should view projects of this nature like your children. At some point they grow up and it is time to leave home. The awards are certainly able to stand on their own feet without me.”

the media in contemporary society and are reluctant to work across borders with other countries to build strong regional stories.

“ETV is collaboration between Global Media Alliance and ETV of South Africa. It is an opportunity for two African companies to work together so that we can build our brands.

One does not see enough of this across the continent.”

In his view Africa needs to start telling its own story very quickly or it will risk losing out on the potential that the diaspora holds to help develop the continent. He relates the story of a Nigerian man in America who had lost his job as a tax auditor and was unable to find work.

The man rebuffed his suggestion that he should return to Nigeria. Boateng eventually offered to pay the man’s airline ticket to return home and find an employment opportunity.

Paying heed to his counsel the man returned to Nigeria and later

I think China is setting an example we can all learn from. Chinese companies are working themselves into competitive positions.

Working Together He believes that Africa is presently in a period that that requires all of its governments to work with their citizens and media companies to tell the good stories that are taking place around the continent.

“I think China is setting an example we can all learn from.

Chinese companies are working themselves into competitive positions. They enjoy the support of their government who makes a point of telling the good news story around these companies. Are we doing enough of this as African people?

Are we supporting our companies?”

He doesn’t believe these questions can be answered in the affirmative. The challenge form his perspective is that many African governments don’t fully appreciate the power of

contacted Edward to thank him for advising him to return home.

“From the moment I realised he was unemployed with such a strong skill set for which there is demand in Africa I encouraged him to return. He had left Nigeria some 15 years earlier and his perception of the country had been coloured by what the American media wanted to show.

This left him wary of going home, because he believed that in the time he had been away very little progress had been made. It was only once he returned home did he realise that things are changing and they are changing for the better. It is our responsibility to share this with the world, “ he concludes.

Article based on interviews available at www.modernghana.com and www.sunnewsonline.com

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Amanda Dambuza

AD We caught up with Amanda Dambuza, Veuve Cliquot ELLE Boss 2017, an exceptional entrepreneur who is redefining the world of business one decision at a time.

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InConversationWith Tell us about your consulting company Uyandiswa. You founded the company in 2013 and now employ 70 people?

That alone is quite a feat!

Our rise to success has been nothing short of incredible. Every step I have taken and every decision made has enabled us to get this far. We have also been incredibly fortunate with support from our clients; staff and partners. We continue to grow everyday.

What is the most rewarding aspect of what you do in your day to day work?

I get to meet and work with amazing human beings who just want to build a great future for themselves and their children or families. I meet such wonderful people who want to make a difference in our nation and keep asking; how can we do better; how can we play a role in transforming people’s lives.

Is there one piece of business advice you’d like to pass on to women on exceptional business journeys like yours?

Just keep going. Never be despondent. Always stay above the noise and fear. Crawl, walk if you must; but never stop. Never ever stop because someone is counting on you for inspiration and hope.

Are there any specific business books and methods you advocate?

Absolutely! Some more heavy than others. Care of the Soul by Thomas Moore is a tough read but really worth investing in for self development. I have also enjoyed Robin Sharma over the years because of his practical nature. Who Moved My Cheese is an all time classic no matter the situation.

What’s your guilty pleasure?

Champagne. Veuve Clicqout, for real. Nothing guilty about it but sometimes I say ‘last glass’ again and again!

And finally, what’s next for the Veuve Clicquot ELLE Boss winner 2017?

I just want to continue using the multiple platforms that I have to positively impact other people’s lives. I have recently been on-boarded as a Duke Corporate Educator and mentor which just opens up another avenue through which I can touch more lives. I want to continue building a sustainable business that can create more job opportunities for people while simultaneously building wealth for my children.

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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Vol 16 - No 5 - 2018

CEO MAGAZINE