ceo
celebrating excellence in organisations Vol 18 No 3 - 2019
Five Tips Savvy Female Entrepreneurs
Reimagined Change Management
Toxic Workplace Gossip
Important Annual leave
Water Securing a Future Supply
Cyberspace Liability challenges
Corrie van der Wath, Chief Executive Officer, Matleng Energy Solutions
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Fresh Thinking Brings Fresh
Results
Dawid Mocke Four-time World Surf Ski Champion
Colour could save your life. Wear a life jacket and bright colours when out paddling.
58%
unemployment Unemployment
Up to this date, there hasn’t been a major breakthrough for dealing with the gigantic and ever-continuing unemployment rate in South Africa. The country’s unemployment rate was unchanged at 26.7% of the labour force in the first quarter of 2018 compared with the last quarter of 2017. Stats SA had shown that there were 6.0 million jobless people in the first three months of March compared with 5.9 million people in the final three months of last year.
unemployment
“Being unemployed is a true test of who you really are” - Ernie J Zelinski
58%
Youth and graduates unemployment:
A labour force survey released by Statistics South Africa last year reported that there are over 430 000 unemployed people in South Africa and an estimated 58% of them are between 15 and 34 years old. The unemployment rate still remains at a high 7.3% for graduates out of the 433 000 people.
unemployment
58%
unemployment Cause of unemployment unemployment in South Africa:
Structural unemployment usually occurs when there’s a long term decline in demand in an industry leading to fewer jobs as demand for labour falls away and the lack of skills and information has resulted to the high unemployment rate. Foreign competition is also one of the many reasons for the joblessness. “When more and more people are thrown out of work, unemployment results” – Calvin Coolidge
58%unemployment Unemployment major problems:
• No job creation • Technological advances • Economic downturn • Increased population • Lack of education and skills • Rising costs may lead to social, financial and psychological problems
There are three main types of unemployment:
• Frictional unemployment - These are typically recent graduates looking for their first jobs out of school. • Seasonal unemployment - This refers to work that is not available year-round. • Structural unemployment - This is the kind of unemployment caused by technological advancement.
unemployment
Five strategies to reduce youth unemployment: • Encourage Entrepreneurship. ... • Reassessing the Value of Unpaid Internships. ... • All secondary schools should have active partnerships with employers. • Earlier Career Guidance. • A new standard for work experience. Source: en.wikipedia.org
employment
58%
unemployment
EDITORSNOTE
EDITOR’S
note Reality
Check
I
think there is hardly a business executive in any medium sized and bigger company who will deny that their business operates in complex and interconnected environments. In some cases, the ongoing functioning of a business is premised on this very complexity and the fact that people keep believing in it. It is, I suppose, as it should be. The complexity feels real for the people that need to wrestle with it on a daily basis and the economic effects of performance or nonperformance are also very real. Very often all of this is amorphous and one is unable to reach out and touch or even effectively manage this complexity.
However, you can be sure it is real and it can hurt if you underestimate its potential impact. One only has to consider what has happened to the value of our currency since the recent Eskom loadshedding exercise. The economic impacts have been far reaching and real, but they happened because of what we think to be real, or expect to be real in the future. Clearly, there is no time like now, for the powers that be to get real and address the challenges to ensure all South Africans have a real chance at building a future in our country.
The economic impacts have been far reaching and real, but they happened because of what we think to be real, or expect to be real in the future.
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INSIGHTS
JasonXenopoulos
T
Jason Xenopoulos, Chief Vision Officer, NATIVE VML
he global shift to customer centricity, which was largely precipitated by the emergence of a new digitally empowered consumer, has forced businesses to rethink every aspect of their offering. With zero-to-hero gamechangers like Uber and Netflix disrupting industries and knocking established market leaders from their pedestals, no brand can afford to simply continue with business as usual. To survive over the long-term, businesses have to reorientate themselves around their customers. This is often easier said than done. Being customer-centric doesn’t simply imply a high level of customer service – it demands that products and services be designed around deep consumer insights and be brought to market in a way that services customer needs – even if this means changing the way your company operates. Digital technology can facilitate this transformation. When considering how to apply digital marketing to your business, don’t ask yourself what it is that you are trying to sell; ask yourself how you want to grow as a company. Digital channels are not simply a means to create awareness or engagement for your brands, for they offer you new ways of designing and delivering value to your customers. Over
Putting Your Customer at the Centre
Focus on Jason Xenopoulos
Digital media reinvented marketing, and now it is reinventing business. The question is no longer whether or not you should be using digital channels as part of your marketing mix, but how digital channels will reinvent the customer journey in your industry. When digital marketing began 20 years ago, the focus was on using the Web, and later social media and mobile, to promote brands and sell products. Today, digital marketing is at the centre of a dawning age of business transformation.
the past 20 years, digital technology has helped to shift marketing’s focus from awareness to engagement… and now it is giving rise to a new generation of integrated and intuitive customer experiences. In a seminar at Cannes two years ago, Contagious magazine advised marketers to think of their brands as operating systems. “A brand is no longer a badge worn by a company,” they said, for “it is an interface through which the lives of ordinary people can be made better”. This is profound advice. If you can transform your brand from a badge into an operating system that enhances the lives of your customers, chances are those customers will choose your brand.
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CONTENTS
10
LEADINGedge
REGULARS
Chi
Matleng Energy Solutions, Corrie van der Wath, shares his views regarding the changing face of electricity supply in South Africa, the importance of being on top of your professional game, the value of diversity in teams and the complex challenges of leadership.
PERspective
2 Your World Unravelled 3 Editor’s Note 5 Insight
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State Your Case 28 Accenture Africa 30 FASSETT
22 Flip Side 72 In Conversation With
32 Matleng Energy Solutions
INtheKNOW
12 ‘Quick Wins’ that can kickstart your cloud migration
34 Directors’ Responsibility
14 Five Critical elements to protect your business against cybercrime
36 Tough Job Market 38 Toxic Workplace Gossip 40 Time to get Smart 42 Empowering Low-income Employees
ONpoint 16 Efficient, Sustainable & Effective Facilities Management 18 Change Management Reimagined
44 Enter the Drones
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20 Five Financial Tips for Savvy Entrtepreneurs 24 POPI & GDPR 26 Secure yout Data & Devices
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46 Muslim Women Rights Rulings 48 Retirement Property Investments 50 Water Security
INtheKNOW
LIFEstyle
54 Ransomeware: Can you pay?
70 Functionality, Fashion and Tradition.
56 How to deal with a technical recession 58 Social Media - What are the benefits?
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60 Health Sector Brain Drain 62 The Importance of taking annual leave 64 Workplace Harassment 66 Directors’ liability in Cyberspace 68 Mining - the consequences of poor policy
GLOBAL Expand your business Horizon
Publisher CEO Global (Pty) Ltd Tel: 0861 CEO MAG Fax: (012) 667 6624 Tel: 012 667 6623 info@ceomag.co.za www.ceomag.co.za Chief Executive Annelize Wepener annelizew@ceomag.co.za Personal Assistant to the Chief Executive Betty Yengo bettyy@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 Business Development Manager Amesh Bisram ameshb@ceomag.co.za General Manager: Global Services George Wepener georgew@ceomag.co.za Editorial Team Lakhe Thwala lakhet@ceomag.co.za Motion Graphic Designer Senku Segoapa senkus@ceomag.co.za CEO Class Administrator Nyahsa Rugara nyashar@ceomag.co.za Letlotlo Rampete letlotlor@ceomag.co.za Tawanda Mandizvidza tawandam@ceomag.co.za Manager: Corporate Support Raymond Mauelele raymondm@ceomag.co.za
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* 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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Fresh Thinking Brings Fresh Results by Valdi Pereira
Corrie van der Wath, Chief Executive Officer, Matleng Energy Solutions
In this issue of CEO magazine we speak to the Chief Executive Officer of Matleng Energy Solutions, Corrie van der Wath, about the changing face of electricity supply in South Africa, the importance of being on top of your professional game, the value of diversity in teams and the complex challenges of leadership.
What is the business focus of Matleng Energy Solutions and in what space do you work? We are a consulting engineering firm with a holistic business approach to creating energy infrastructure by providing engineering and housing projects with their energy and electricity supply needs. We cover all the engineering functions and most of our projects are executed as turnkey ventures. These ventures will include engineering, procurement and construction, where the construction is done by one of our independent contracting partners or a contractor procured via a tender
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process, depending on client needs and requirements. It seems a competitive environment in which you operate. How do you differentiate your offering from your competitors? It is a highly competitive environment, especially if you consider that there are substantial barriers to entry; of which include qualifications, background, work experience, professional registrations, software requirements, insurance and the demand for competent engineering designs and project
LEADINGEDGE
management. Our focus is understanding client needs. You will often find that a client knows what they want, but does not always truly understand their needs, opportunity costs, economics or other options that are available. As a result, we focus strongly on identifying the real needs and optimal solutions for the client and building a strong ‘value exchange’ working relationship. The other differentiator is our team and the way we support our business. As a team, we know that mere technical expertise is not enough (solid expertise is a given). We thrive on being the very best in the game. And that game covers demands from ‘People, Product and Profit!’ We underpin these factors with a service ethic where we are available 24/7 for clients regarding any concerns that may arise and of course, to build that strong working relationship.
combination of people, skills and attitudes, led by dedicated individuals with the ability to create synergy and super teams. Successful teams are diverse, respectful towards others, skilled, knowledgeable, energetic and complementary to each other. They have fun and ‘hunt in packs!’.
Energy generation and distribution is a challenging environment in South Africa at present, what is your perspective on where the sector is heading? In my career, which spans over 30 years, I find our current situation the most challenging and exciting. We have a constantly changing global picture, international competition, a volatile political landscape, new technology, and networks that are reaching end of life. All this is taking place against a backdrop of a skills shortage and difficult economic conditions. To keep head above water, you need a lot of patience, a good eye and the ability to continue connecting ‘unusual You have developed a reputation as a leader who focuses dots’. The business cycle is not playing out in the same way on building teams and believes in the strength of a team. as one would normally expect, but we believe that there is What drives this approach? always opportunity in tough times and if you are willing to This approach is driven by the simple fact that people, i.e the walk the extra mile and know what you want to achieve, team, either make a business successful or not. opportunities will always exist. This is where I am in a fortunate Business, in any shape and format, is about people - those position because our teams do not leave any stone unturned, who create it and those who are serviced by it. I have come for them effort is not effort, it is simply what is required to be to realise that as people, we spend most of our lives in a the best. conceptual If I consider world of our You will often find that a client knows what they want, but the broader own making, does not always truly understand their needs, opportunity energy sector which others in South Africa, cannot see or costs, economics or other options that are available. I think the experience. realisation has dawned on all role players that the challenge This is supported by the concept of ‘The Map is not the is at its high point right now and a change of direction is Territory’. As a result, we all assume a lot of things about each inevitable. It is difficult to predict with a high degree of other, without understanding that in life, we all run a different accuracy what things will look like, but I am confident that in race, because we interpret the world differently and have five to ten years things will be very different with advanced different needs. technology, additional role players and tougher competition, As a leader, your responsibility is to understand that your which will all contribute to an improved environment. As people offer you a varied combination of skills, attitudes and South Africans, we need to find a way to believe in our own approaches. How you blend this together in a team to ensure capabilities to create a better future for all. that you enhance the strengths of individuals, is the critical Our energy generation mix is going to be more diversified challenge all leaders face. because of the challenges arising from alternative and I often hear people say that anyone can be a manager renewable energies, as well as immense pressure to produce and manage people, I think it is far more challenging to be an clean energy and avoid polluting the environment. effective leader than many people realise. Technological advances and demand side management will also bring new energy sources and consumer products to the What do you look for when putting together a team? table. Although, these might be expensive at first, they are By acknowledging that business is complex and complicated, increasingly becoming more cost effective and challenging and not everyone is cut out for it, you have completed the the status quo. We as humans are also redefining our usage first step, because you can then actively start managing the and consumption of energy. complexity and identifying the opportunities. Going forward I see ‘source’ moving to ‘load’ (especially for When it comes to developing teams, I do not believe peak load management) and deregulation of our environment in individual superheroes – instead, I believe in the right
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LEADINGEDGE
to incorporate more public & private partnerships. Private funding initiatives will play an important role. Between international funding, optimisation, smart cities and new technology, I believe we are on the brink of significant change.
the human population on earth has doubled from three and half billion to seven billion people. Mankind is now starting to realise that to preserve the earth we must adapt to it and not the other way around. This will have a major impact on how we generate and utilise energy in the future, and will also alter the nature of client demands.
What are you seeing amongst your client base in terms of forward thinking with respect to energy management? How do you remain passionate and focused on your busiAcross the board our clients are far more aware of the impact ness vision? and cost of energy and related infrastructure. One example is It is easy for me to remain passionate and focused because I to consider what has happened in the lighting environment see the value in what is created. And fortunately, I was born and how buildings are now designed to maximise lighting with an abundance of energy and I need to channel it somelevels within the structure. There are new regulations guiding the building energy optimisation in terms of Business, in any shape and format, is about people - those water heating, building who create it and those who are serviced by it. orientation and natural heating/cooling benefits. Housing projects and smart where. Consequently, I choose to use it to create and play in cities are also a very good example in this regard. Nowadays, high performance environments. I love working with people the spread of the energy load (and load factor) is optimised who want to make a difference, who can have fun, who unand the use of renewables and gas in the energy mix is derstand the need to get things done and who are not afraid increasing. of walking the extra mile. In fact, this type of environment only This, in turn, has serious implications for local serves to fuel my energy further. municipalities who buy and then sell electricity to consumers and are now finding their revenue base changing and diminishing. The moment price pressure hits your pocket it becomes a major behavioural – and game changer. How do you cope with the changing demands placed upon you by customers? We not only cope but thrive by expecting that every demand can create a new business opportunity. I firmly believe that demanding clients are good for business, the consulting environment and new thinking, as it keeps us fit, sharp and on our toes. We have an energetic, diverse and vibrant team who enjoys new challenges and acknowledges what business excellence is all about. Our young and upcoming talent realise that these challenges are making them stronger and fitter, and that their effort will be rewarded. They are further encouraged to study, do research and explore ideas for client and industry solutions, and to present their findings via different platforms and in articles and papers. On the technical side, we strive to generate the best solutions and benefits from a variety of energy options, therefore, I am optimistic that we are going to see a new energy mix emerging at the same time. It is an exciting period that we are in, allowing us to push boundaries that we have yet to overcome. The work that is being done on energy storage with super capacitors vs batteries is a good example of the type of developments that can be pursued. During my lifetime,
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Does this influence the way you put together your work teams? It certainly does, and my way of cultivating teams will always include the ingredients mentioned above. Finding and establishing good people combinations in a team is a tough leadership challenge, and it takes knowledge, skill, effort and patience. If you get it wrong, the price is high (for the company, the person and the client). If, as a leader you have managed to get the people choice and mix right, and you give people space and autonomy, they will grow and serve their own needs and that of the team well. I believe exposure, growth, fun and room to play are important for individual team members. It can be challenging in a professional environment, because often you are working with clients who expect that you will get everything 100% correct all the time. We must realise that performance in a business environment is a moving target that needs continuous evaluation, and this may lead to a need for individual team member retaining, redeployment or even replacement - very similar to professional sports teams. You therefore constantly need to review and rebalance team members to ensure that you have the best team in place, this is sometimes also necessary from project to project. The same applies to leaders - you reach a point where you realise that your time to serve is coming to an end, and
LEADINGEDGE
it would be beneficial to pass the reins over to someone else and seek fresh challenges. In a world that is becoming increasingly complex form a socio-economic perspective, there appears to be a parallel growth in the complexity associated with the leadership of people.
at the same time realising the importance of life affirming moments. All of this will surely have an impact on various levels in the future.
Companies like Matleng Energy Solutions are often at the sharp end of dealing with the many challenges that face entrepreneurial companies. Do you think enough has been done over the years to make the business environment Has this impacted on your leadership approach? conducive to the growth of entrepreneurial enterprises? I probably work harder than ever to understand my role as a It is very difficult to do what is needed to optimise the leader and spend ample time reading about leadership and business environment conditions, and I believe that not people. I do this not only to learn more about people and how enough is being done, both in South Africa and across the to obtain the best from them, but also to build an understandcontinent. For many SMEs it is a question of survival. Fighting ing for myself, as I believe self-knowledge and understanding red tape and the environment they find themselves in, is not is key to being a successful and great leader. It is about doing conducive to focus on business growth. the right things right, and to carry that principle through in all There are many studies that prove the positive correlation your actions. between entrepreneurship and poverty alleviation. If one We are experiencing a period of rapid change and considers the huge challenge Africa is facing with respect to the emergence of new knowledge and technologies the increase in youth unemployment, entrepreneurship will are undeniably having an impact on society. These help alleviate this pressure and needs to be fully supported advancements demand evolving approaches from leaders. and explored. People who can create sustainable businesses It is therefore important that leaders have a compelling create work, employment, economic growth, money for good vision and help their followers lead meaningful lives because nutrition, education and I firmly believe that demanding clients are good for prosperity.
business, the consulting environment and new thinking, as it keeps us fit, sharp and on our toes. everything in life has an opportunity cost and you need to ensure people maximise their potential while maintaining an appropriate work-social life balance. A lot is made nowadays about the generation of the future and what type of leadership they will display.
Where would you start to address the challenges SMEs face? Cutting the bureaucracy that is required to operate a business and reviewing the tax structures. One of the key issues is also the need for government(s) and big businesses to support successful entrepreneurs. Too much money is spent and thinly spread to make everyone an entrepreneur, forgetting to support those that are clearly making an impact and being successful. Focus on assisting successful small businesses to become medium and big businesses.
What are your thoughts in this regard?. My generation is guilty of prizing work ethic and task orientation above everything. The negative side of this is that often our relationships (the When it is most important thing Finding and establishing good people combinations time for you to in life) have suffered in a team is a tough leadership challenge, and it takes move on and because we have pursue other focused primarily on knowledge, skill, effort and patience. challenges work deliverables. In what do you short, I think we have hope people will remember about your time at the helm of often promised a lot in our relationships but have not always Matleng Energy Solutions? been present to fulfil those promises. I trust people will remember me for my endeavours to be firm, Our children, ‘the millennials’, often had to endure the friendly and fair, my focus on value creation, honest work, fun negative impact of this fixation with work and I can see a and my belief that all people and things should be respected. definite effort on their part to identify what is truly important In the end, life is only about relationships created with those in life. They have a greater appreciation for relationships and things that will transcend death; fellow human beings, the enjoying their work – life is short. living earth and whoever you see as your creator. From what I am experiencing, they have an appreciation for the journey that needs to be travelled to acquire skills, whilst
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As more vendors push their clients to adopt Cloud services, there’s a logical first step that can provide the impetus for full-scale Cloud transformation.
The ‘quick win’ that can kickstart your Cloud
‘Slowly, and then all at once’. This eloquent line from author John Green aptly describes the nature of Cloud migration for South African enterprises. For years, we have discussed the Cloud in abstract terms, tested it out in isolated projects and imagined the possibilities it enables. Today, as organisations race to transform and lead the way in a new digital economy, Cloud Abrie Joubert, DSM Expert: End User migration is happening in a full-blown, enterprise- Services at T-Systems South Africa. wide manner across many large and midsize local organisations. But for those CIOs and IT leaders that are still struggling to convince their business stakeholders to make the leap into the Cloud, there is a premises services will be left unsupported, posing massive logical way to begin the journey, and attain a ‘quick win’ to operational and security risks to the business that fail to propel one forward on their Cloud migration journey. That migrate to the Cloud. quick win can be found in the end-user desktop computing environment. Dynamic platform With Microsoft being the dominant vendor in the endCarrots and sticks user computing space, it’s likely that your businesses uses a Consider that all the major global technology vendors number of Microsoft services – such as Microsoft Exchange, are pushing businesses to move to Cloud-hosted software. Windows, Outlook, Internet Explorer, SharePoint, Skype for They’re pricing their Cloud offerings in highly attractive Business among other popular tools. ways (such as consolidating and bundling enterprise license The Windows 10 platform – delivered as a service to agreements to cover whole suites of software) and starting to enterprise users – represents the ideal ‘first step’ on one’s raise the prices of the traditional on-premise alternatives. journey to Cloud migration. From there, as confidence levels Cloud ‘laggards’ are not only suffering from a cost build, one can move more complex and bespoke systems (like perspective. Over the coming few years, these vendors will ERP, CRM and other major engines) into Cloud environments. terminate updates and support for on-premises infrastructure. By shifting to Windows 10 as a Service, businesses gain If you still haven’t started designing your Cloud migration the advantages of the latest feature enhancements and pathway yet, time is certainly running out. Eventually, onsecurity updates, delivered seamlessly to all employees. There
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By adopting the latest platforms, organisations gain access to a host of new digital opportunities – including the roll-out of new digital services, the formation of new digital partnerships, and vastly enhanced customer experiences.
Today, as organisations race to transform and lead the way in a new digital economy, Cloud migration is happening in a full-blown, enterprise-wide manner across many large and midsize local organisations. is far less need for in-house or outsourced desktop support teams to manage desktop updates and rollouts. Windows 10 provides the business with a far more dynamic platform, enhancing productivity and collaboration between employees, and enabling the organisation to more easily integrate their value-chains into partner companies that are also running on the Windows 10. Today’s digital business ecosystems are fluid, they’re realtime, and organisations need to interact with each other and transmit large volumes of data securely. By adopting the latest platforms, organisations gain access to a host of new digital opportunities – including the roll-out of new digital services, the formation of new digital partnerships, and vastly enhanced customer experiences. Getting Intune with the times One of the most compelling advantages of Microsoft’s Cloud-based solutions for desktops is the fact that they can pull the remote management tools into Microsoft Intune – the vendor’s desktop and mobile device management tool.
This drastically reduces the need for local organisations to have distributed infrastructure to manage their users’ desktop updates, maintenance and support needs. While there may be an interim need to manage both on-premises infrastructure in conjunction with the new Cloud platform, this should only be a temporary situation, as the phased rollout takes effect. In time, as Microsoft continues to release new updates in ever-faster iterations, those organisations deploying updates in the traditional manner will simply not be able to keep up. Ultimately, CIOs want their organisation to be future-proofed, to provide their business with the latest and greatest software services. To help them convince CFOs of the cost-benefits, there are a number of reasons showing that migrating desktop services to the Cloud will have a positive financial effect – in lower licensing costs, decreasing local support needs, and of course accessing new revenue opportunities.
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PERSPECTIVE
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Edward Carbutt, Executive Director at Marval Africa
critical elements to protect your business against cybercrime In the wake of last year’s surge of debilitating ransomware attacks, many businesses are investing heavily in cybersecurity technology, with Gartner predicting that worldwide security spending will reach unprecedented highs at an estimated $96 Billion this year alone. However, according to Edward Carbutt, Executive Director at Marval Africa, technology is only one of the components that make up a strong defence against cyberattack. “Even with the right technology in place, organisations are still vulnerable to attack, and should protect themselves in other areas, too,” says Carbutt. “For optimal cybersecurity, organisations can look towards addressing five key elements: people, processes, technology, change and culture.” People, Processes and Technology have long been the cornerstones of Information Technology Infrastructure
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Library (ITIL) frameworks, often referred to as the “golden triangle” for successful project implementations and change management. Carbutt says that the ability to implement change and an organisation’s culture are just as critical to security and play an important role in today’s rapidly evolving digital world. People “People form the basis of any organisation. How they interact with customers, each other and the technology they use is important for business success,” says Carbutt. “In many instances, cyber-attacks and security breaches arise because of human error or interaction. Whether a user downloaded a file containing malware or accessed and unwittingly shared data that they were not authorised to, data can be disseminated and infiltrated through sheer lack of knowledge of security principles.” Carbutt stresses the importance of not only providing an organisation’s people with clear cut policies on security protocols, but that it be enforced through frequent
training, knowledge sharing and updates about those policies. Training should be part of any plan for security, risk management, business continuity and compliance. Knowledge sharing in the form of frequent reminders, updates on new malware and safety tips are great way to reinforce training and policies, Carbutt says. “People who are aware of what security risks are out there, and how they are able to protect themselves from those risks are better equipped to prevent cyber-attacks through accidental or unwitting actions. Processes A fundamental element of success, according to ITIL, is not only having the right processes in place, but ensuring they are adhered to. “When organisations establish and reinforce processes for every action, things are done properly according to the prescribed steps,” Carbutt states. “In security, if every member of a business follows the approved processes for securing, accessing and sharing data based on the parameters laid out for that type of data, the window for a security breach closes considerably. As soon as there are deviations, there is room for errors to be made.”
Change Continual improvement forms the basis of ITIL. According to Carbutt, businesses should to be prepared to refresh and update their systems, processes, policies and security often, to keep apace of changing security demands. “Organisations
Technology Carbutt reminds us that we are living in a tech- People form the basis of any organisation. How they interact with nology driven customers, each other and the technology they use is important for world and business success. cybercriminals are developing smarter techwho are dependent on dated technology - or who do not nologies to carry out attacks every day. To combat cybercrime, even know what technology they have in their businesses organisations needs to stay a step ahead, and this means are at risk of cybercrime. Organisations who rely on processes investing in the right security technology. It’s about more and policies which are designed around old cybercriminal than just having the right firewalls and malware protection behaviour are at risk of cybercrime. Updating infrastructure, in place, says Carbutt and continues, “By automating tasks policies and processes keeps everything Organisations who are dependent on dated technology - or current while who do not even know what technology they have in their minimising complexity and eliminating businesses - are at risk of cybercrime. potential blind spots,” says Carbutt. and software updates, not only do we save time, but we also Culture make sure that no critical task is forgotten or ignored, thereMaintaining a safe business environment is the fore compromising safety. Feature-rich tools, like IT Service responsibility off every member of the organisation, from Management Software, help identify potential risks, recognise senior management to end user. “Where a culture of safe, security alerts, prioritise tasks and escalate incidents to the secure practices is engendered, and security is prioritised, the team experts easily and quickly. Risk and incident manageother elements people, processes, technology and changes ment becomes far more effective and businesses are then will automatically follow, ” concludes Carbutt. capable of responding faster to threats.”
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EFFICIENT, SUSTAINABLE AND EFFECTIVE FACILITIES MANAGEMENT
A well-maintained facility is imperative for any business. Poor working conditions lead to a decline in the health and motivation of staff members, which, in turn, leads to a decline in productivity and profitability. Facilities that are not properly cared for can potentially result in the ‘sick building syndrome’, whereby office workers are commonly affected with symptoms such as headaches and respiratory problems. There is much debate around the definition, validity and cause of the syndrome but according to medicinenet.com “...known causes of illness such as lead CEO 2018 Vol 17.3
poisoning, formaldehyde fumes, and many others have been associated with individual buildings.” It is no secret that a facility (where people are often working for many hours of the day) that is green and free of harmful radicals and chemicals, is a healthier environment for employees. According to FMLink “High-performance buildings are characterised by their efficient use of resources and their ability to enhance the safety, health, and productivity of occupants. The Energy Independence and Security Act of the United States identified the following characteristics of a high-performance building in 2017: Reduced water, energy and material use, improved indoor environmental quality, reduced negative impact on the environment, increased use of environmentally preferable products, increased reuse and recycling, integrated systems in buildings, reduced environmental and energy impacts of transportation, consideration of the effects of the building on human health.” Based on these characteristics, environmentally friendly, green cleaning products are an asset to facilities management as they help to improve and maintain the indoor environment of the facilities. The organic nature of
John J Coetzee, CEO at Green Worx Cleaning Solutions
these products reduces the negative impact that One such triumph was the recent launch of the Green Building Council their chemically manufactured counterparts have of South Africa’s (GBCSA) new offices, situated in Rosebank. Officially on the environment, as well as on the health of opened on the 8th of May, “the offices have been designed and built employees working in the buildings. to be completely green. Grahame Cruickshanks, Managing Executive at While reducing instances of sick building syndrome, these products are also often more cost GBCSA says that every item from the light fittings and air conditioning effective, requiring less water and cutting the amount of product needed to clean a facility by 50 These greener, more sustainable spaces help to maintain the percent. “This saves resources, desired effect of healthier environments for people to work in. while cutting down financial expenditure,” explains John J Coetzee, CEO at Green Worx to the recycled furniture used in the décor, has been carefully selected Cleaning Solutions. “Many facility managers have started taking the green working environment very to be environmentally friendly,” states Leading Architecture and Design. seriously, and with positive results. Green buildings Coetzee was among the guests to attend the event, representing Green Worx and its donation of year’s supply of green cleaning products, are becoming more commonplace as healthy helping to keep the GBCSA offices as sustainable as possible. environments emerge as the new desired goal.” “We are happy to do whatever we can to support such a wonderful With the Facilities Management Expo recently endeavor. The GBCSA’s dedication to sustainable, eco-friendly office having been held in Johannesburg, South Africa, spaces should be an example to other South African Businesses. They’re May is quickly becoming recognised as the working hard to create a cleaner, greener and smarter corporate South month of FM. Many sustainability goals are being Africa.” These greener, more sustainable spaces help to maintain the set, with their achievement being seen as major desired effect of healthier environments for people to work in. accomplishments. 18.2 CEO 18.3 CEO2018 2019 VolVol
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Change Management reimagined:
creating lasting success for your technology initiatives
A mere decade ago, the world’s biggest companies were the likes of General Electric, Royal Dutch Shell, Exxon Mobil and CitiGroup. Today, that list is dominated by technology players such as Apple, Alphabet, Microsoft, Amazon, Facebook and China Mobile.
Wowed by the astonishing growth of technology-led companies over recent years, firms in every industry are rushing to digitise and transform. They are scrambling to build new apps, move systems to the Cloud, and automate parts of their operations. Companies are rolling out the latest and greatest technology offerings, as the ICT landscape comes alive with rapid, relentless innovation. In this surge to digitise, however, we often see many organisations losing their way. New technology projects create additional layers of complexity, billowing costs, new security risks and confusion among teams. The impact of the new technology is quelled and we’re left asking what went wrong? Through T-Systems’ and Intervate’s experience in handling some of the biggest and most ambitious technology programmes for large clients, we believe the problem can frequently be distilled down into one essential root cause: change management simply hasn’t kept pace with the new digital era.
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Walking in lock-step with users While traditional change management may have been focused on the internal awareness, enablement and upskilling of staff - in the digital era we need to broaden our focus to cater not only for internal staff, but also for the external customer.Furthermore, this process doesn’t only kick-in at the end of your software development cycle, when you are ready to launch a product. In the digital world, the process of change management occurs at the very beginning of the ideation and creation phases. Design Thinking processes help us to hone in on what the customer really needs and what they feel about a particular feature, product or service. In times of escalating complexity, Design Thinking cuts through the clutter, getting to the heart of what’s important to our external users. This process of engaging, co-creating and assisting them to get acquainted with a new product then continues all the way to launch and beyond. In today’s world that is saturated by new digital services
at every turn, simply throwing a new app into the store won’t work. Instead, we need to walk in lock-step with our users, helping them to see the value of a service, designing change management and marketing strategies to stimulate adoption. In some cases, the need to nurture external adoption is
We believe the problem can frequently be distilled down into one essential root cause: change management simply hasn’t kept pace with the new digital era. even more obvious. Imagine the large, lumbering corporate that has taken some time to begin its digital transformation journey: it would come as quite a shock to users if they were suddenly presented with a range of digital services boasting leading-edge Artificial Intelligence (AI), Cloud, virtual reality, geolocation or similar technologies. Making things ‘Sticki’ Our approach - which we’ve packaged as our ‘Sticki’ consulting and user adoption offering - harnesses Intervate’s decade-long streak of award-winning IT deployments for local firms, as well as the depth of its parent company, T-Systems’, global resources and capabilities. Our focus is to help organisations, their staff and their customers, see the true value of a given technology or digital service - to situate it in the context of each of our individual lives, and articulate the value that it adds. While in bygone industrial eras we may have all been forced to accept ‘one size fits all’ products (as organisations focused on efficiency, scale, distribution and costeffectiveness) – this is no longer necessarily the case. Today, the game has fundamentally changed. As customers we expect highly personalised, tailored solutions that are crafted for our individual needs. We expect our voices to be heard as we type out our product reviews on eCommerce sites, and contribute to company forums and beta trials.
In today’s world that is saturated by new digital services at every turn, simply throwing a new app into the store won’t work. Against this backdrop, the approach to change management needs to become far more dynamic, reaching out to staff and customers alike and evoking our emotions and our imaginations. It’s only by getting this right that one can hope for successful digitisation initiatives and lasting results.
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financial tips for savvy female entrepreneurs Casting off the security of a nine-to-five job to kick-start your own business can be both enormously challenging and rewarding, especially for aspiring female entrepreneurs making their way in traditionally male-dominated fields. It’s therefore encouraging to see more and more women taking the leap and pursuing their ambitions than ever before, says Citadel Advisory Partner Anelisa Mti. Pointing to the Global Entrepreneurship Monitor (GEM) report, she notes for example that for every ten male entrepreneurs in South Africa, there were an estimated seven female entrepreneurs, demonstrating a gradual closing of the gender gap. “Small and medium enterprises play an absolutely vital role in driving job creation and economic growth, so it’s really positive to see an increasing number of women seizing the opportunity to capitalise on their ideas and run their own companies.” She adds however that many female business owners continue to cite difficulty in accessing funding or financial support as their primary barrier to success. “It’s therefore absolutely critical to seek expert advice in putting together a comprehensive business plan that will attract investors, as well as advice in successfully managing
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your personal finances while your business becomes profitable.” Mti also offers five practical financial planning tips for those women looking to stake out on their own: 1. Get your business strategy in place A sound business strategy outlined through a detailed business plan is your best tool for drawing potential investors into supporting your business, says Mti. This should include the key differentiators or selling points for your product, your target audience and marketing plans, extensive competitor research and a practical financial model outlining projected income and expenses. Obtaining objective advice and input on your business strategy is key to ensuring that your business plans
even once your business has taken off. Avoid looking at your business as your retirement plan, because if you are not able to eventually sell the business as you expect, you could land up with an underfunded retirement.”
A sound business strategy outlined through a detailed business plan is your best tool for drawing potential investors into supporting your business. adequately address investors’ questions or concerns. You should also make sure to check in regularly with a financial professional to avoid making emotional or ill-advised decisions while you get your business off the ground. 2. Keep your personal and business expenses separate “Make sure to keep paying yourself an income, but avoid counting your business profits as your income. This will help you to better differentiate and keep a record of your personal and business expenses, and also prevent you from placing unnecessary financial pressure on your business,” she observes. Once your business is turning a profit, utilise the surplus to create a business emergency fund to protect against cash flow constraints or other unexpected events that may arise. This should cover at least three to six months operational expenses. 3. Keep investing towards your retirement “You may need to put some of your own capital into your business at first, but avoid investing all your savings into your business – you may have a great idea, but many start-ups fail,” cautions Mti. If you do not have enough equity to fund your business operations initially, you could look at taking out a business loan instead. “Remember that you will also need to keep saving towards your other financial goals such as retirement,
4. Get creative in managing your cash flow Managing cash flow can be one of the biggest challenges for small start-ups, but there are a number of ways that you can work around any liquidity constraints. One of the simplest options is to apply for an overdraft facility on your business bank account, which would enable you to keep covering your expenses while you await payment. Be wary of spending too much on credit, however, and check that you understand the additional banking charges or fees that may apply. “Other options could include offering a discount for early payments, or asking for a 50% deposit before beginning the work and the remainder to be paid on delivery.” 5. Invest in financial protection “As a breadwinner, you need to ensure that you have sufficient
Once your business is turning a profit, utilise the surplus to create a business emergency fund to protect against cash flow constraints or other unexpected events that may arise. insurance cover in place should anything happen to you, especially if you have a family or dependents. This will include disability, critical illness and life cover,” emphasises Mti. “As a business owner, you will also need to consider shortterm insurance on your home and vehicle, as well as business assurance such as key man assurance or business overheads cover to help cover business expenses should something happen to you or a key employee.” “If you have a business partner, you should also discuss putting a buy and sell policy in place to ensure that you are able to buy each other’s share of the business out should something happen to either of you to prevent any future conflicts”.
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FLIPSIDE
Phone fraudsters are stealing billions every year around the world
Telephony-based fraud is getting out of hand on a daily basis and unfortunately there hasn’t been a major breakthrough to dealing with this massive challenge. The fraudsters have made billions over the past decade through a scheme called IRSF. The International Revenue Share Fraud (IRSF) centers around the existence of premium phone numbers. Premium phone numbers have existed in the telephony landscape for decades and they’ve been introduced to support automatic phone-based purchases. Several people have raised the issue of telephony-based fraud but it seems as if these fraudsters are one step ahead because they vanish after committing these crimes.
The magical watch, the impossible made possible
No batteries required, Matrix PowerWatch2 is powered by the sun and the heat of your body. Thanks to the 21st century for reaching the unpredicted within a short period of time. Who have imagined that by this time in the world, there would be a watch that can easily accommodate everyone and doesn’t require new batteries? Wearables provide a huge amount of health and fitness data but gaps exist in this data collection process when they are on the charger. There’s no need to take it off when the owner wants to charge it. Your body heat and solar will perform the batteries function. It possesses several unique elements such as the thermoelectric and solar cell technology. What a time to be alive!
Facial recognitions fail to live up to expectations for smart phone models
A Dutch non-profit tested 110 smartphone models and found that facial recognition feature used for locking devices has left several people disappointed after failing a basic photo test. The study, carried by Consumentenbond and its international partners, found that holding up a photo of the phone’s owner is enough to unlock 42 of the tested smartphones. Photos obtained from social media, CCTV footage and other means can be used to access the owner’s phone meaning it’s not safe. Using a printed photo of the owner’s face is the first test that regular users, pen-testers, and attackers alike would use to break into a facial ID-protected smartphone before they move to try more complex attacks. Any facial recognition that fails the ‘photo test’ is regarded as useless.
Investigators can now use a drone to track the owner’s identity
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Some people often use drones for wrong reasons but investigators have found a way to end this challenge. Even if investigators found a damaged drone they have the resources and abilities to reveal the pilot’s personal details. Drone forensics is an emerging field that finds hidden clues inside these trendy flying devices. In recent years, drones have caused problems such as crashing into crowds and carrying drugs over international borders. Drones are proving to be an important part of investigations. Investigators could spot that a drone repeatedly takes off from the same location. In addition, drones might have user information such as username or credit card details that could link the drone to its owner. CEO 2018 Vol 18.2
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ON POINT
PoPI and GDPR – a forgotten essential in HR The Protection of Personal Information Act (PoPI) in South Africa and the General Data Protection Regulation (GDPR) in the European Union, have shone a light on the importance of protecting valuable personal information. However, while the focus has predominantly been on data belonging to customers, it’s important to also bear these legislations in mind when it comes to employee data, too. In fact, as Gary Allemann, Managing Director at Master Data Management, points out, employee data can be some of the most sensitive information that a business can possess The impact of PoPI and GDPR on HR “Human Resources (HR) departments deal with incredibly sensitive information,” says Allemann. “Employee files contain salary information, banking details, credit and criminal records – if any – and also medical information, including data on mental health or, in some cases, HIV (Human Immunodeficiency Virus) status.” The information that Allemann talks about is typically very personal, often more so than the relatively basic data that organisations store on their customers and other contacts. Apart from protecting this data from external exposure, it also needs to be kept safe from internal access or distribution, including that of unauthorised HR personnel. Considering the pending legislature, Allemann says, “Employee data has always been sensitive, so most organisations already have stringent security measures in place. However, today’s human capital data environments are more complex than ever before, with multiple platforms and layers adding to the complexity. “Keeping track of the ebb and flow of HR data can be a challenge, especially with PoPI and GDPR demanding that organisations show transparency in the management and security of their data.”
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Gary Allemann, Managing Director at Master Data Management
The governance role The complexity of HR data environments that Allemann alludes to is caused, in part, by the increasing uptake of cloud and hybrid environments. HR data is moved across these platforms – different clouds, different countries, internal and external environments – daily, and used for various processing purposes. There are a number of cloud-hosted HR, payroll and workflow tools that integrate with an organisation’s own inhouse systems, wherever they may be hosted. “Businesses have to have a clear understanding of where their data is at any given time, as well as who is accessing it, for what purpose and whether or not it is adequality secure, at rest or in transit,” Allemann affirms. “This becomes a big challenge, which governance can help to address.” Governance becomes a critical component of managing HR – and all – data. Helping to define policies, processes and security measures around data, governance ensures that data is properly classified and used only for the purposes it is intended and by the people who may use or access it. Says Allemann, “Within an HR department, not everyone needs to access all aspects of an employee’s information. A commission payment, for example, would only require access to an employee’s hours, commission structure, sales data and
ON POINT banking information. “Data such as their medical record or even salary details would need to be kept privileged unless it plays a role. Proper governance would ensure that the right process is followed, every time.” An opportunity According to Allemann, GDPR and PoPI should be viewed as an opportunity for organisations to take inventory of their HR data and ensure it is being governed and managed properly. “Apart from the financial ramifications, non-compliance with regards to protecting HR information can also have as significant an impact on a business and its reputation as not protecting customer data,” he says. “Dissemination or leaking of privy employee information can create company discord through disgruntled employees and a reputation as a business nobody wants to work for. That said, employees who understand what could go wrong within their environment may be inclined to be more forgiving than a customer, who will simply take their business elsewhere. The right governance policies will not only minimise the risk
Apart from the financial ramifications, non-compliance with regards to protecting HR information can also have as significant an impact on a business and its reputation as not protecting customer data.
of data loss, but also allow for employees to understand how their own data is managed and how to handle any possible breaches, leaks or errors.” While building a governance policy can address legislative requirements, it also helps to streamline. Allemann says that organisations can take the chance to dispose – securely – of outdated or irrelevant employee data, move to more digital environments if not yet done, update their records, avoid duplications and ensure that their data is being used for the right, most sensible Keeping track of the ebb and flow of HR data can purposes. “PoPI and GDPR gives organisations be a challenge, especially with PoPI and GDPR an opportunity to step back and evaluate their HR function, ensuring its demanding that organisations show transparency in data is secure, classified, compliant and management and security of their data. working for the company,” concludes Allemann.
the
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Secure
your data and devices while working in public
The ubiquity of Internet connectivity allows people to work from almost anywhere in the world and make better use of down-time during trips. However, travellers need to be aware of the security risks involved with mobility. Mohamed El Aougri, Director of Sales at Targus South Africa shares some tips on protecting your work and equipment in public spaces.
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ON POINT
Always use robust security software and make sure it’s regularly updated. 3.
Protect your hardware The most basic, practical way to protect your work is to carry your equipment in a secure carrier. The Targus Mobile VIP backpack has been developed with the business traveller in mind. This classically styled professional carrier uses a unique Multi-Fit system to protect a range of differentsized hardware and offers a reassuringly snug fit for laptops between 12 and 15.6 inches. The carrier easily fits into most overhead compartments or under seats and has intuitively organised pockets, so you’ll always find what you’re looking for, saving you time and leaving you free to pay attention to your surroundings. 1. Location, location, location… Never leave your bag unattended, and if possible always Try to keep your back to a wall (or be in contact with it, or at least keep it within sight. a window on the upper floor) as much as you can and be aware of anyone who might be lurking behind or next to you. For extended work, try to sit away from crowds where you can more easily distinguish 4. Screen individuals. Never leave your bag unattended, Cover and if possible always be in contact with it, or “Shoulder surfing” at least keep it within sight. or “visual hacking” is a very real threat 2. Beware the public network that can compromise Hackers just love public wi-fi as this is competitively sensitive where vulnerable web surfers can leave information. The themselves open to unwelcome breaches. practice of people According to the Norton Cybersecurity spying from the side to Insights Report, 594 million people around see credit card details, the world were victims of hacking in 2015. ID numbers or other That number rose to 978 million people in private information 20 countries by 2017. Attacks are becoming isn’t just limited to ATM increasingly aggressive, with public wi-fi being tellers. Using a privacy especially risky as data on these networks is screen can significantly reduce the risk of sensitive data being seen Using a privacy screen can significantly reduce the risk of by the wrong people, especially during sensitive data being seen by the wrong people, especially events such as conferences where hundreds of people (including industry competitors) during events such as conferences where hundreds of crammed into a small area. This simple people (including industry competitors) are crammed into are cover uses an anti-glare, non-reflective a small area. surface and varies in screen size, completely blocking the view from anyone outside of a 30-degree angle on either side. often unencrypted and unsecured. Targus Privacy Screens and a variety of secure, rugged If possible, stay off unknown networks, and when laptop bags are available through all Targus distributors, absolutely necessary, stick to very basic messaging rather than including master distributors Axiz and Tarsus, supporting banking and other sensitive transactions, which you can do corporate and retail markets with a full range of products to later. carry, connect and protect their technology. CEO 2019 Vol 18.3
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STATE YOUR CASE
Accenture Africa – aspiring to accelerate Africa’s economy through digital transformation
Vukani Mngxati, Chief Executive Officer, Accenture
A rising tide of digital disruption is sweeping the globe and pressure is mounting on businesses to digitally transform their operations to remain competitive and relevant. To do so companies must keep step with innovation, rival emerging digital native businesses and meet shifting customer expectations and demands. According to Accenture’s Technology Vision 2017 report, 78 percent of companies in South Africa already understand the need to digitally innovate at pace to maintain a competitive edge. In fact, larger companies in South Africa expect to generate 29 percent of total revenue from digital technologies, products and services by 2020. “The ‘digitisation of everything’ trend is evolving at pace and Africa cannot afford to play catch-up,” states Accenture Africa’s new Chief Executive Officer, Vukani Mngxati. He believes that Africa is largely unconstrained by the challenges posed by overhauling legacy systems, which creates opportunity for businesses on the continent to leverage emerging and maturing digital technologies. “Due to the prevailing socio-economic landscape, it is unsurprising to see the ingenuity that has arisen from our proud continent. By embracing and tilting toward the future through digital transformation, a unique opportunity exists for African nations to leapfrog other industrialised countries and play a leading role in the modern digital economy. “While digital transformation has become a strategic imperative, embracing digitisation comes with significant complexities..” And it is Accenture Africa’s plan to enable this transformation by establishing itself as Africa’s digital
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accelerator. Since taking on the responsibility of CEO six months ago, after 20 years working in different roles within Accenture in both the private and public sectors, Mngxati is now leading a number of positive developments at the company. “We believe that African organisations that embrace and harness digitisation intelligently will improve bottomlines, while contributing to the economy and creating employment opportunities across the continent.” As Africa’s most industrialised nation, Mngxati believes that the country is well positioned to drive the digital transformation agenda. “Increasingly, conversations in local boardrooms are being dominated by the need to implement digital capabilities that can boost organisational performance, unlock operational efficiencies and find new sources of growth.” To meet this demand, Accenture Africa has taken steps to be at the forefront of discussions around digital transformation. The central tenet of its business strategy is applying relevant new technologies for impact in businesses across industries to enable them to ‘lead in the new’. “Companies need to adopt a new approach to organisational change. We call this approach ‘a wise pivot’. It involves a series of decisions about how to transform and grow the existing business, and how to continuously
STATE YOUR CASE
business-to-consumer value chains and increasingly blurred industry lines, the power of the platform economy will prevail.” In this regard, Accenture helps to link companies to suppliers, partners and consumers in relevant and personalised ways within a digital ecosystem that can unlock and rapidly scale new lines of business to create previously unimagined possibilities. According to Mngxati, it is the cloud environment that enables these forms of digitisation. “Migration to the cloud environment underpins the ability of businesses to achieve hyper scale and reap the benefits of greater speed and agility.” Beyond the experience of these digital touch points, all interactions must also be safe and secure, adds Mngxati. “By securing digital transformation we help our clients to establish digital trust among their customers and build resiliency from the inside out to ensure business success.” A wise pivot also requires the right strategy To drive social impact on the continent, Mngxati explains that Accenture Africa is engaging and to ensure the timing, scale and direction of collaborating with the public and private sectors on investments are calibrated adequately. projects that will have a big impact in Africa and will change how its citizens work and live. Mngxati believes that Accenture’s unique approach To help companies shift into new business activities and will drive the required step-changes and exponential growth new markets with speed and confidence, Accenture offers an needed to transform how companies do business in the end-to-end solutions set that has been tested time and again digital economy. “It is a dynamic and continual process and both globally and locally. there is no box-drop solution, which is why we also assist “Our capabilities stem from the strength of our clients with change management and constantly engage with transformation acumen, which is delivered though our them. This will ultimately ensure that Accenture Africa and our corporate leadership, who have a birds-eye view of global South African and African clients are able to compete in the industry movements and rapidly evolving innovation and global marketplace, today and into the future. ” technology trends, and the skills of our digital talent pool, While Accenture’s immediate focus is on entrenching its which increasingly comprises individuals from the digitallyleading role in the local market, the CEO sees significant scope savvy Millennial generation. for growth into Africa in the medium term. “My immediate This is coupled with the horse-power of our technology vision is to bolster our South African presence. We have solutions and new capabilities that reside in our leading specific business objectives around growth and revenue Accenture Digital customer experience agency and our new targets, which we want to achieve before scaling the business local Fjord design studio.” throughout the continent. In an age of perpetual disruption, shifting to the ‘new’ “The opportunity is there and our aim is to scale the begins with a design-led process where Accenture spends South African practice to deploy into Africa within the next 18 substantial time with clients, strategising how to co-create to 24 months. ” a digitally-enabled organisation that delivers products and Mngxati considers the numerous recent changes at services faster and better. Accenture Africa as a symbolic point of departure for this “We then help our clients to answer real business broader South African and African growth odyssey under his challenges to unlock the economic opportunities that new leadership. digital-enabled innovations create and convert those “Having recently moved into new offices in Waterfall opportunities into real value.” This is achieved through the City, which offer a new and vibrant environment to base our application of intelligent operations (IO), which delivers the operations, we are ready to shift the market and drive digital fuel for organisational growth, adds Mngxati. “In this regard, transformation under the banner of our new ‘United, for our we partner with our clients to reposition them for growth and new era’ brand campaign. focus on their core differentiators through the use of diverse “I am honoured to be driving Accenture Africa’s bold new data.” strategy at such an exciting time, both for our business and To grow the core business, it is also vital that organisations the country. It’s the start of a new dawn for both South Africa re-evaluate the health of their current revenue streams. and Accenture Africa and we are excited about what the “We believe that at the confluence of evolving digital future holds, ” concludes Mngxati. technologies, increased friction in business-to-business and and synchronously scale new businesses. A wise pivot also requires the right strategy to ensure the timing, scale and direction of investments are calibrated adequately.” According to Mngxati, the key to success is building sufficient investment capacity for change and determining how to release resources within the organisation to enable innovation by design. “How do you radically shake up a legacy business? Do you divest some parts while revitalising others? Do you have the capabilities to scale new investments at the right pace so that they neither miss the moment, nor overreach themselves? Answering these questions will be vital if companies hope to pivot their core business into the new, without compromising their long-term sustainability.”
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LEAVING A LASTING LEGACY
OF SKILLS DEVELOPMENT AND TRAINING A Chinese Proverb wisely indicates that: “If you are planning for a year, sow rice; if you are planning for a decade, plant trees; if you are planning for a lifetime, educate people.” To ful l its mandate to develop the skills necessary to bolster economic participation, the Finance and Accounting Services Sector Education and Training Authority (Fasset) has vowed to leave a “Lasting Legacy” – and it aims to do so by following a carefully mapped, strategic plan. To deliver on its mandate, while remaining effective and relevant, Fasset has developed a strategic plan that would ensure positive results. In consideration of stakeholder needs, and in response to the changing SETA landscape (as proposed by the Minister of Higher Education and Training, Dr Blade Nzimande); Fasset developed #LastingLegacy strategy. This new strategy presents a more focused approach, rather than a change in direction. The strategy hinges on two pillars: placement (direct placement into employment, including learnerships and internships), and academic support (supporting learners to complete their degrees, professional qualifications and/or designations). Fasset recognises that if it is to leave a lasting legacy, it needs to build a robust and sustainable skills pipeline. Engaging on issues of skills development and transformation is important to Fasset. With a noted under-representation of African Black people in all nine provinces and Coloured people in the Western and Northern Cape provinces, Fasset has honed in on these areas to facilitate the transformation
imperative. This means that Coloured learners in the Western and Northern Cape provinces can now access Fasset’s bursary schemes, apply for grants and be funded on discretionary projects. Resultantly, Western and Northern Cape Province employers also benefit, as they can now fully utilise the grants available to them. Fasset’s #LastingLegacy strategy strives to benefit the sector, the learner and the employer. To get more information about the revised interventions, please visit Fasset’s website on www.fasset.org.za to access more information.
“The future belongs to those who believe in the beauty of their dreams” Eleanor Roosevelt
when looking to the future, SKILLS are AT THE HEART OF A HEALTHY ECONOMY. Accountants, auditors, financial planners, wealth managers – their skills keep the South African economy ticking over and safeguard its reputation for the benefit of all citizens. Fasset ensures that finance and accounting professionals are trained to anticipate the unexpected; that those responsible for managing corporate finances are fully versed in legislation and governance, and that consultants relied on by South Africans to dispense responsible financial advice have the knowledge and acumen to do so. Fasset is building a lasting legacy to shape South Africa’s financial future. Visit www.fasset.org.za.
facebook.com/fasset.org • 086 101 0001 • fassetcallcentre@fasset.org.za • www.fasset.org.za
Re-thinking Energy by Valdi Pereira
Corrie van der Wath, Chief Executive Officer, Matleng Energy Solutions
In an era where the supply and distribution of energy in South Africa is faced with many challenges, Matleng Energy Solutions are focused on helping clients achieve energy supply solutions that are forward focused and sustainable.
“As energy consulting engineers, we do a lot of feasibility studies on projects for clients and this is beneficial to us in the sense that we are at the sharp end of new developments and thinking in our industry�, shares Corrie van der Wath, Chief Executive Officer of Matleng Energy Solutions. The company’s core services focus on a holistic business approach in creating energy infrastructure to supply engineering and housing projects with their energy and electricity supply needs. It covers all the engineering functions and most projects are executed as turnkey ventures. The company services a large portion of the energy sector, from electricity distribution and reticulation, gas, solar and other renewables and alternative energy sources.
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State Your Case
services and solutions underpinned by an all-encompassing approach to solving challenges. Van der Wath readily admits that client expectations regarding the quality of solutions (business related, economics and technical) are very high. As leading energy consulting engineers and prominent business professionals, the company and its team are viewed as experts in their field and clients therefore, expect the best all round solutions. As a result, the organisation places a lot of emphasis on providing the highest level of technical and business expertise to its clients and has a strong focus on developing its people.
Changing Environment Van der Wath notes that there are many changes on the horizon for the energy sector The Fourth Industrial Revolution and changes that were and that the next decade will see it undergoing a rapid brought about by the ‘Internet of Things’, means that we transformation. “The Fourth Industrial Revolution are going to witness tremendous optimisation and growth in and changes that were brought technologies. about by the ‘Internet of Things’, means that we are going to witness tremendous optimisation and growth in technologies. “Whenever possible, we choose to recruit young engineers Many of these technologies will enable us to create new and expose them to the rigours of the energy sector” he solutions with respect to the way we manage energy and explains. “We let them tackle some of the toughest challenges future smart cities.” we face in conjunction with experienced colleagues. In this One of the many significant challenges we face in the South way, we believe they are rapidly developing into the type of African energy sector is a much-needed business approach energy professionals that our sector will need in the future. We to energy generation and the supply thereof, to industry and are also of the view that a high level of technical competence customers. helps to differentiate us from our competitors.” “I think we are certainly on the threshold of substantial changes within the energy generation space. We have new Sector Leading Solutions political leadership signalling that they are unlikely to be as “A great deal of our work is conducted for private sector companies, particularly where large housing developments Our clients are demonstrating a definite need for us to are in progress. It is apparent carefully consider how we can combine energy sources and that there is a strong focus on technologies to provide cost effective sustainable including alternative energy options, such as gas and solutions for customers. solar, into the energy mixes of these developments, when generous with financial assistance for Eskom, as has been the compared to several years ago,” reveals van der Wath. “The case in the past,” states van der Wath. “In the short-term I think days of simply connecting a bulk supply of electricity to a this will generate opportunities for investors, independent housing development are rapidly receding. Our clients are power producers and public & private partnerships, and in the demonstrating a definite need for us to carefully consider how medium-term it is likely to have a significant impact on the we can combine energy sources and technologies to provide energy generation mix.” cost effective sustainable solutions for customers.” The solutions that the company develops for its clients are Technical Skill aligned with its long-term view that the transformation The focus of Matleng Energy Solutions revolves around of energy supply will see a form of ‘distributed generation’ solving the energy challenges clients experience in creating occurring where localised forms of energy generation along energy infrastructure. These challenges are mainly related to with renewable energy is going to start playing an important project approvals, infrastructure design requirements, practical role. technical issues, regulated processes, implementation “We strive to provide optimised energy solutions for our standards, tariffs, construction, commissioning, handover and customers as we believe that this is ultimately what is needed, interaction with local authorities. Consequently, the company not only for the development of South Africa, but the African adopts an approach that is focused on delivering competent continent as well”, concludes van der Wath.
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Attendance at board meetings – a critical director’s responsibility Recent news reports relating to the withdrawal of a non-executive director up for re-election due to his non-attendance at meetings for four years by Purple, a JSE-listed company, highlight one critical area of a director’s responsibility: the necessity to attend board meetings. Parmi Natesan, CEO Elect of the Institute of Directors in Southern Africa (IoDSA) says that King IV recommends that attendance at board meetings is an important responsibility for directors. alchemy begins with directors interacting with each other at meetings.” Attendance at meetings of the board should also be taken into account when assessing the performance of a director who is up for re-election. In light of this, nomination committees should carefully consider whether the director up for re-election has attended meetings, has been well-prepared for the meetings, was able to engage fruitfully at meetings, and has added value to the King IV is clear that members of the governing body should attend Board and the organization as meetings in order to fulfill their responsibility to discharge their duties a whole. effectively. Directors can only make a positive contribution at meetings if they are present and Attendance of directors at meetings is also thus one of the well-prepared, she says. “Of course, in today’s digital world items that should be disclosed. that attendance need not necessarily be physical — directors “It is important to note that boards take decisions in other parts of the world can still be present electronically. collectively, so the process of debate that leads up to the Dialing in is always an option but, even better, videodecision also needs to be a collective effort. It is not simply conferencing offers an increasingly good platform for personal a matter of providing input in between meetings, although interaction,” she adds. “A good resolution to begin 2019 is for that’s part of it,” she says. “It is in the process of constructive directors to pledge to attend board meetings and make their challenge and debate that ideas and decisions come to light. contribution really count.” A good board is more than the sum of its parts, and this “King IV is clear that members of the governing body should attend meetings in order to fulfill their responsibility to discharge their duties effectively,” she says. “Non-executive directors need to prepare for, attend and participate in meetings in order to make a genuine contribution.” The need to attend meetings forms part of the recommended practices for achieving Principle 1 of King IV: The governing body should lead ethically and effectively.
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We celebrate
LIFE
Providing high quality holistic care since 1970, Avril Elizabeth Home is a leader in the field of caring for the intellectually challenged. www.avril.org.za 011 822 22 33 aehome@mweb.co.za
QVC/2013/AEH/01
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In a tough job market, know
who you are dealing with!
Times are tough, and the local job market continues to have a rather bleak outlook. Stats SA recently reported that the official unemployment rate increased by 0,5 of a percentage point, sitting at 27,2% when compared to stats for Q1 2018. According to Pine Pienaar, Managing Director of Afiswitch, this reality faced by citizens calls for both job seekers and employers to ensure they know who they are dealing with.
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Says Pienaar; “A relatively high unemployment rate, like that of South Africa’s, is something that can be seen by opportunists - to exploit those either seeking work or those hiring, especially part time help”. Be alert - don’t fall victim When times are tough and job opportunities are few and far between, job seekers can often find themselves in a desperate situation to find any sort of work that will see them earn an income. Continues Pienaar; “With the growth of the Internet and online job placements, citizens today have many options available to them in seeking work. But how do these job seekers know who they are dealing
Nearly 20% of all job seekers represent a degree of risk. And in our experience, small businesses are particularly vulnerable. with and if the job post/listing is in fact real and not a scam?” Pine Pienaar, Managing Director of Afiswitch Fake job listings are a reality that citizens seeking work must be cognisant of and take measures to ensure they don’t fall victim. “It is always advisable to use an accredited recruitment any harm to their potential employer, there are of course agency when seeking work, to avoid such a scenario. Though, deliberate cases of non-disclosure, which could pose high risk if this route is not possible, then undertaking thorough to the employer,” adds Pienaar. research on the organisation one is applying for a job at A Police Clearance Certificate can be obtained from becomes key.” the South African Police Service, while other methods of On the other side of the spectrum, those seeking certification, namely Fingerprint Search Clearance Certificates, support and offering jobs should also practice caution – to are issued by Afiswitch and their recognised service providers. fake candidate applications or false employee information Undertaking such checks can ensure that accurate and up to – especially in a tougher economic environment with many date previous conviction or case awaiting trial information people competing for the same limited number of available is received timely, which in turn can support making a more jobs. informed and risk adverse decision. “Nearly 20% of all job seekers represent a degree of risk. “Using such preventative measures supports in the And in our experience, small businesses are particularly vulnerable. Those responsible Keeping track of the ebb and flow of HR data can be a for employing people in their home or business must make challenge, especially with PoPI and GDPR demanding that sure they do the due diligence, or risk making a bad hiring decision,” organisations show transparency in the management and states Pienaar. security of their data. The importance of previous conviction enquiry checks Background screening and very importantly, previous process of enhancing safety and security while verifying conviction enquiries, should be considered as prominent tools the individual. In tougher economic times, where jobs are for anyone hiring today. “With a large unemployment rate not readily available, job seekers as well as employers must comes the risk of false information being provided or ‘sold’, be careful and undertake the required research or invest in in an aim to secure a much-needed job. While there may be available processes to ensure they know exactly who they are times where the applicant may not be malicious or intend dealing with,” concludes Pienaar.
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How to deal with toxic gossip in the workplace We have all found ourselves in a conversation where our boss or a colleague is being talked about behind their back. Sometimes these conversations are done in jest and with a little banter, but more often than not a line from ‘play to poison’ is crossed.
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Helene Vermaak, director at corporate cultural experts, The Human Edge says that in these situations silence is definitely not golden. “By keeping quiet you are displaying your agreement of the discussion and support for the individuals doing the bad mouthing.” The group having the discussion are creating a villain story at someone else’s expense, without stopping to question the story’s truth or giving the person a chance to respond. A villain story is something we tell ourselves when we’re disappointed, threatened, or at risk. We automatically assume the worst possible motives while ignoring any possible good or neutral intentions a person may have.
The group having the discussion are creating a villain story at someone else’s expense, without stopping to question the story’s truth or giving the person a chance to respond. “As the story is repeated and grows unchallenged, it poisons the workplace,” warns Vermaak. These conversations can be as simple as not giving the person the benefit of the doubt, but more often than not there is more going on. Your colleagues could be motivated by jealousy, revenge, fear or dislike. “Whatever the reason for the toxic gossip, you need to speak up when you hear and see inappropriate behaviour,” says Vermaak. Vermaak suggests using CPR – Content, Pattern and Relationship Whatever the reason for the toxic gossip, you need to to deal with toxic gossip. CPR will speak up when you hear and see inappropriate behaviour. help you to focus the conversation by addressing the issues that are closest to the heart of your concerns. • Relationship: The long-term impact of corrosive conversation is the • Content: undermining of trust and respect. Relationships are put at risk. By addressing the content you focus on the facts in the If you feel that people’s comments reveal a break in basic trust person’s statement. This is usually the simplest and safest way and respect, then you might address the relationship itself: to respond, as you don’t draw any conclusions beyond what “It sounds as if you’re questioning whether you can trust and the person has just said. Addressing the content frames the respect her. Is that right? If that’s your concern, then I think problem as a question of facts. you need to find a way to talk with her and hash it out.” You may prefer to have this conversation in private, instead of • Pattern: putting the person on the spot in front of others. Again, it’s Suppose this comment is just one in a pattern of passivea tough discussion, but it may be closer to the heart of your aggressive comments this group uses to badmouth a concern. colleague. You might address this pattern by saying, “I like Vermaak says that many times we only focus on the the way we kid around with each other, but not when we content, as this is the easier discussion. However, for the start to throw people under the bus, people who aren’t problem to be resolved, the problem that you really care here to defend themselves.” Addressing the pattern focuses about and which will yield best long-term outcomes, is what on perpetuating inappropriate behaviour. It’s a tougher needs to be addressed and resolved. discussion, but it may be closer to the heart of your concern. 18.2 CEO 2018 18.3 CEO 2019VolVol
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It’s time to get
SMART We can’t get around it, and why should we, the world around us is becoming smarter. Things and, more importantly, consumers are becoming more connected and making more immediate demands.
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o, what can you do to ensure your business stays on par with or, better yet, ahead of this industry curve? Simple, you embrace Smart Manufacturing. The market is becoming more cut-throat by the day, which means you can no longer afford to wait for trends; you need to be the one setting them. Not even to mention the implications of having to recall your product. How can you prevent these issues from causing havoc in your business? Smart Manufacturing. How can Smart Manufacturing future-proof your business? By using technology to connect all systems, operations and departments you build a smart manufacturing network for your business. This network provides access to real-time data as well as analysed data that all the decision makers can have access to when needed. The whole principle behind Smart Manufacturing is to make business run smoother, quicker and more transparently. A Smart Manufacturing network is capable of collecting shop floor data, as it happens, from personnel and machines to translate it into actionable information to guide business. Real-time data that is processed and analysed correctly enables companies to cut out the broken telephone syndrome, as everyone will have a clear view of what’s happening where. Moreover, you’ll enjoy insight into how you can further develop products and the manufacturing process, where you can optimise and what can be cut altogether. So, instead of staying alongside the trends, you’ll be in a position to identify industry gaps before your competition, disrupting the game entirely and stepping into the lead. As the data collected is so accurate in a Smart Manufacturing network, you’ll be able to pinpoint exactly
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where something went wrong and where that batch went. You’ll be able to recall the exact defected products and have the evidence on your side that what you send to market is of the highest quality; hence, avoiding a PR nightmare. Better yet, this kind of system can even indicate when something might potentially go wrong, based on either human error or machine malfunction. You will also be notified when machinery needs services or to do maintenance. Practising preventative manufacturing creates a safer and streamlined working environment. In addition to Smart Manufacturing software, such as Epicor, you can also use stock-taking drones that record shop floor data. Relying on technology to reduce the menial and repetitive tasks, such as stock take, that your staff needs to complete, you’ll be able to free them up to do additional and more satisfying work; hence, building a stronger workforce. One of the key aspects to survive and profit in an economy that’s under pressure and in a competitive market is to use accurately interpreted shop floor data that forms part of a Smart Manufacturing network. So, stop wasting precious time and get smart.
Are You brave enough to take the
CEO CHALLENGE?
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NATIONAL TREASURY SEEKS TO
EMPOWER LOW-INCOME EMPLOYEES
National Treasury’s proposal in the draft 2018 Taxation Laws Amendment Bill (2018 draft TLAB) to remove the taxable benefit concerning low or interest free loans granted to low-income employees for low-cost housing (the Proposed Amendment) was discussed on Day 2 of the recent National Treasury Workshop on the 2018 draft TLAB (Tax Workshop).
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urrently, if an employer provides a low or interest free loan to an employee for the acquisition of a low-cost house (i.e. a house valued at less than ZAR 450,000) instead of solely providing low-cost housing to a low-income earning employee (i.e. an employee earning less than ZAR 250,000 remuneration per annum), the low or interest free loan will be regarded as a taxable benefit in the hands of that low-income earning employee. National Treasury confirmed the Proposed Amendment at the Tax Workshop and stated that the relief from triggering a taxable benefit will be extended to apply to a low or interest free loan provided by an employer to an employee with a value not exceeding ZAR 450,000, provided that the loan is granted for
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the acquisition of residential accommodation and not merely immovable property. National Treasury also reiterated Government’s policy intention at the Tax Workshop, stating that this proposed amendment is intended to encourage employers to empower their low-income earning employees through homeownership. Given that the Proposal is specifically targeted at low-income earning employees, the market value threshold of the residential accommodation will therefore be retained. Although there is scope for further refinement in future legislative cycles, we welcome the Proposed Amendment and support National Treasury’s policy intent in this regard. We anticipate that when the Proposed Amendment comes into operation on 1 March 2019, a number of employees caught in the “no-man’s land” between not qualifying for government funded housing, or being eligible for bank loans, will finally receive welcome assistance from their employers and become empowered homeowners for the first time.
INTHEKNOW
CONTINUING TO GROW THE WOMEN IN MINING At Exxaro, we pride ourselves in recognising that our strength lies with our people - including our female employees - who are our greatest asset. We are steadfast in our quest to increase the inclusivity of women at all levels of our organisation, building on the 42% women representation on the Exxaro Resources Board and 33% females in top management.
www.exxaro.com
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Enter the
drones Whether it is showing customers how construction sites are progressing in India, helping utility companies spot faults in distribution lines across the United States, and assisting with stock take at warehouse operations in South Africa, drones have changed the way business works.
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o, what began with aspirations of home pizza deliveries has grown into an industry that can add value to just about any sector of the market. Given how rapidly the technology has evolved, drones are sophisticated tools that can capture data accurately (think HD cameras, GPS locations, and other embedded sensors), can access high-risk areas without compromising the safety of employees, and are secured using sophisticated algorithms. Just consider trying to inspect the safety of a 60-floor skyscraper. In the past, this was a labour-intensive task often involving hiring an expensive helicopter. Today, this has largely been taken over by drones that can capture inspection information and measurements as well as take marketing photographs.
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It is estimated that there will be 600 000 drones operating commercially in the US by the end of this year. This reflects how pervasive these devices have become and the opportunities they provide business. As mentioned, these units have become invaluable for inventory management and stock take. Even better, it can take place without requiring a business to be shut down as it is not a pervasive activity as getting employees to manage the stock take process themselves. Real-time delivery So, whether it is stock taking, surveying, photography, security, emergency services, or any other application, drones do offer several use case scenarios. One of the most significant advantages the technology provides is the ability to transmit data in real-time. While much has been written about the pervasiveness of the Internet of Things (IoT), thoughts generally turn to land-based devices. However, the appeal of drones should not be neglected as it can provide a significantly different perspective as opposed to land-locked systems. All this data being generated can feed directly into an integrated enterprise resource planning (ERP) system. On its own, the drone data is useful, but the real power of these devices lie in unlocking insights through the ERP of
the business. With the data being generated on a real-time basis, the business can also respond faster than before thanks to the powerful analytical solutions at their disposal. Business insights Consider the impact this real-time response could have on security for example. Being able to monitor securely from above, armed response companies can send additional support to crime zones as required. They are also able to view hotspots before dispatching units for more accurate risk assessments. From a manufacturing industry perspective, we have touched on the positive impact on stock take. Building from here when it comes to inventory management, drones (when linked to ERP) empower decision-makers with insights necessary to meet customer needs more organically than previously. Drones should therefore be viewed as an invaluable business tool especially when integrated with more dynamic ERP solutions. It provides decision-makers with an invaluable solution to deliver on customer expectations faster than before and help influence strategy in ways previously unimaginable. One day, drone pizza delivery will be ubiquitous, but there are already so many more things to be done with the technology.
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Muslim women’s rights rulings:
Are we still in denial By Devan Moonsamy
The Western Cape High Court made a ruling which provides legal protection to Muslim women and their children in cases of divorce. The Weekend Argus reported, ‘The Western Cape High Court judgment ordering Muslim marriages to be legally recognised speaks directly to “a very patriarchal Muslim society”, which has always benefited men and left women with nothing after divorce.’ The Muslim Judicial Council welcomed the decision, which it seems should have been made long ago.
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t is not the only recent legal development which has sought to protect women’s rights in Muslim marriages. Why should there even be a need for this? South Africa is supposed to be among the nations with the best legislation worldwide. Isn’t this already in place? Surely when we got our full Constitution in 1996 it cleared all this away? No, it didn’t. It hasn’t solved all our problems. The High Court and the Constitutional Court still have a lot of work to do in protecting people by ensuring the correct interpretation and implementation of our laws. This is a strong case in point when it comes to women’s rights denialists who continue to stare blank-faced at the plight of women (and other victims of discrimination too). By this I mean that some people assume women have equal rights in law – they definitely do not in all cases – and this has fixed everything. But even where everyone has equal rights in law, in practice true justice is sorely lacking. Why do genuine victims of discrimination still get no recognition? Some women are still cast aside when their husband dies. Our laws and rulings like these are not an excuse to sit back on our laurels and turn away from the plight of others. Black people still suffer in this country because of their colour.
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Women still suffer because of their gender. Children, youths and the elderly still suffer because of their age. We have to stop denying these facts. I feel so frustrated sometimes when I hear people say things like, ‘But women/black people/youths have been given everything they want.’ The real attitude behind such statements is that they have ‘lost out’ because of this. ‘We’ve given you what you want – equal rights, jobs, education, etc. – what more must we do for you?’ They think it’s because people who are facing serious challenges are just ungrateful. Do we really think that people in subordinate positions are complaining because they have nothing better to do? If this is true, why do we still need court rulings to protect women after the death of their husband? Despite such developments, women’s struggle against patriarchal dominance continues. We have to start seeing the truth behind excuses that people have ‘equal rights’, that the women’s liberation movement has already achieved its ends, that racism and sexism outlawed has brought a closure to the matter. We need to keep our eyes and hearts open to the plight of anyone and be willing to see and empathise with their pain. If we don’t, injustice of all kinds will continue to eat away at our lives because ‘None of us are free until all of us are free.’
INTHEKNOW
Lifestyle Retirement Property
hits high notes with up to 20% investment returns
More and more South Africans are investing in retirement lifestyle developments and enjoying superior returns of up to 20% per annum. With the benefits of excellent security, luxury lifestyle, close-knit community, full ownership and quality medical and nursing facilities on your doorstep, it’s not hard to see why demand for these properties far outstrips supply.
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here is incredible investment growth in retirement lifestyle developments, so many people take the opportunity to invest in properties well ahead of retirement age, renting out the units and paying off their bonds until they are ready to retire and use the properties themselves. For those looking to scale down a little sooner, most retirement lifestyle developments allow residency from 50 years of age. It really gives people an opportunity to plan in advance for their retirement. They can buy at today’s prices while also getting excellent capital growth of up to 12% and rental returns of up to 8% totalling a return on investment of up to 20% in the process,” explains Charl van Niekerk, Central Developments’ Marketing Manager for Celebration Retirement Estate. “Perceptions around retirement have changed significantly because people are living longer, healthier and more economically active lives than ever before. In planning for retirement, people look to buy into an active lifestyle for their silver years with the very best amenities, leisure, social and medical facilities, as well as investment returns. At the same time, no one knows what the future may hold, so frail-care facilities and state-ofthe-art security from phase 1 are probably two of the most important upfront determinants of where to buy your retirement nest,” adds Charl. Celebration Retirement Estate, just off Malibongwe drive opposite Northgate Shopping Centre, is Central Developments’ 12th retirement lifestyle development and they have brought years of experience and important lessons learnt to make this one of their very best yet. Everything is purpose built for the needs of an
ageing resident – from one-bedroom apartments to luxury threebedroom townhouses – and situated in a state-of-the-art security estate with a restaurant and dining room, coffee shop, fibre internet connectivity, medical suites, hair and beauty salon, laundry services, indoor heated pool, post boxes, a convenience store, library, games room, outdoor green belt and a vibrant social club. Taking care of future health demands “There is a lot to think about when choosing a retirement estate, but one of the key things to consider is the ability to meet your changing needs within the same development. Earlier on people are looking for free-standing homes where they can enjoy their garden, the outdoors and their independence. Later on, should their health and physical abilities change, they can move to a smaller apartment and access home-based care while recuperating from a health event, or even move into frail care for 24-hour care if required – all within the same development,” explains Charl. Being in South Africa, as with all residential developments, security is another crucial consideration. With advancing age, comes increasing vulnerability to opportunistic criminals. Lifestyle retirement estates provide state-of-the-art security measures such as 24-hour security and patrols, access control, perimeter electric fencing, number plate recognition, CCTV surveillance, personal panic buttons as well as telephone handsets in each unit linking the entire estate to the on-site security and medical services. When compared with the monthly expenses and upkeep of a house along with all the security costs, maintenance and risks of being isolated in advanced age, many South Africans are finding great peace of mind coupled with outstanding investment returns by moving to a retirement lifestyle estate. Choosing a retirement community is an important decision that involves a lot more than a mere floor plan. It’s about creating the lifestyle that you’ve worked all your life to enjoy, at the pace you choose. It’s about taking care of your social, recreational and financial needs and making sure there is a range of medical care in place to meet your needs if and when these change. Savvy South Africans have ditched their misconceptions about retirement living and are investing in a serviceenriched, secure residential lifestyle that’s all about making their silver years as independent, comfortable and burden-free as possible – with a return on investment of up to 20% per annum to sweeten the deal.
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Water Security and future water conflicts by Peter Monyelo
One of the most important global challenges is access to sufficient and good quality water. The world is faced with the crisis of water and the bad news is that the situation is getting worse. Water is the source of life and access to saving water is regarded as a basic human right and a symbol of dignity. It is also a powerful symbol throughout the world, carrying with it ideas of baptism and new life, cleansing and healing, and the promise of growth and prosperity. Therefore, the increasing scarcity of water is posing devastating threats to development processes such conflicts and catastrophes.
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B
efore going into an in-depth discussion of water security it is important to define what water security is. Water security can be defined as the capacity to provide and protect sustainable access to clean water. Water security constitute of four pillars. The first dimension is that the high demand of good quality of water goes hand in hand with the appropriate use of water. Secondly access to good quality of water include adequate facilities and resources required for obtaining enough quantities. Thirdly, water supply involves sufficient quantities. Lastly water availability has to do with the identification and development of the sources of water. In a region of growing demands on a limited resource, South Africa is classified as a waterscarce country, being the 29th of the driest country in the world. South Africa’s water security is depended on a number of factors such as rainfall which varies from season to season. One of the biggest challenges in South Africa is that the available water which is also limited, is distributed unfairly across the country. This is common in the rural areas of south Africa. In 2015 the country received 403 mm of rainfall which is the lowest annual total on record. This caused the South African average dam levels to drop from 93% in March 2014 to 48% in November 2016. Early 2017, the quantity of water declined but are now considered to be moderately low standing at about 59%. The crisis of water in South Africa spread out to the parts of Western Cape Province in 2017. In February 2017, the Western Cape dams were at 36% of their total capacity, down by nearly 7% from 2016. It was assumed that if the water level falls below 20% it can no longer be pumped out in this area. During this crisis the city implemented increasingly strict restrictions to secure the available water. The projection is that in 2030 this country will face a serious water crisis and interventions and solutions are required to ensure that sufficient water is secured. With the above crisis of water mentioned, one can argue that an intervention is urgently required. However, it is important to address this crisis by starting with what causes of the problem. There are a number of factors contributing to water crisis and the first one is water pollution. In most cases water is polluted by the deposited wastes from industries such as mines, making the water unhealthy and unsafe for human consumption and other living organisms. The second challenge, is the over usage of water, which normally occurs when people make use of larger quantities of water for different purposes. This is because the agricultural sector uses about 75% of the world’s clean water. Drought is also a major contributing factor to water crisis, and this normally happens when there is no rain fall for longer periods. Conflict is also contributing to water crisis, especially when people fight over the control of water sources like rivers resulting with some people not having access to water. In some cases, the distances to the sources of water might discourage other people to fetch water especially if they must travel longer distances and that is most likely to result in water shortage.
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To be able to tackle these water crisis, the roots to all the solutions lies in “Education”. People should be educated more on how they can prevent the problem from becoming worse in the near future. Civil society must also be educated about water pollution, touching on important aspects of preventing water pollution. Apart from just educating people on how to use water, research and innovation can be used as a tool of implementing projects to tackle the water crisis. Through the application of research and innovation, BRICS took the initiative of establishing a platform of joint research and innovation, to ensure a thorough and coordinated approach, among research communities. The water research communities are formally organised in the established BRICS Network University and several South African Universities for instance the North-West University are actively participating in research projects. There are three universities in south Africa including the North west university that participate in the research and the other two are Durban University of Technology and Central University of Technology. Brazil has two universities that participate in the research and they are the University of Campinas and the Pontifical Catholic University of Rio de Janeiro. India also has two university and they are the Indian Institute of Technology Kanpur and National Institute of Technology Durgapur. China has five universities and they are Jilin University, Hohai University, Southwest University, Sichuan University and the North China University of Water Resources and Electric Power. In Russia there are ten universities that participate in water resources and pollution treatment research. Those universities are: St-Petersburg State University, Ural Federal University, Tomsk State University, Moscow Institute on Physics and Technology, Moscow State University, Moscow Institute on Physics and Technology, National
University of Science and Technology, Tomsk Polytechnic University, Higher School of Economics and the Peoples’ Friendship University of Russia. Furthermore, maybe it is time to introduce stricter law enforcement with the establishment of a Water Police Enforcement Agency. The Water Police Enforcement Agency can also be employed in the agricultural sector ensuring that farming and irrigation practices are improved to reduce water usage. In addition, strong emphasis should be reinforced with regard to water recycling. Recycling goes beyond saving enough quantities of water, but it can also save people some money as well. People should avoid keeping taps of water running when not needed. People should also obey the water restrictions enforced and sustainable home living needs to be practiced. There is a significant need to repair and improve existing sewerage systems. Water is the source of life. People and other living organisms depend on water; the industrial sector and the agricultural sector also depend on water. If water crisis continues to rise with no interventions occurring, then water conflicts will definitely rise
with neighbouring countries and communities fighting over sources of water. This water conflicts will threaten the lives of individuals, food security, energy and at large economic development of developing and developed countries. This is because, water security is regarded as the foundation of energy and food security. Water quality ensures and reinforces good health, nutrition and economic growth and without it the world is faced with endless conflicts over these scarce resources.
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Higher Certificate in Management of Technology and Innovation with the elective stream: Principle-Based Leadership
“Empowering you with principled insight and core skills in all areas of leading self, others and change, for current or future leadership roles.� The Da Vinci Institute is a School of Business Leadership focusing on the Management of Technology, Innovation, People and Systemic Thinking. Da Vinci prides itself on having a reputation for state-of-the-art thinking in all aspects of innovation, people and technology management and acts as a catalyst for government and leading industrialists through high-level think tanks, while adopting the Seven Da Vincian Principles in its approach. Through its South African and international partners, they offer a spectrum of programmes to create a cadre of business leaders who have the competence to lead their organisation successfully.
is registered with the Department of Education as a private higher education institution under the Higher Education Act, 1997. Registration Certificate No. 2004/HE07/003. The programmes at The Da Vinci Institute for Technology Management are accredited by the Council on Higher Education and offers Higher Certificates, Diplomas, Masters and Doctorate qualifications in the Management of Technology and Innovation and Bachelor of Commerce (Business Management).
The Da Vinci Institute for Technology Management
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Tel: +27 11 608 1331 Website: www.davinci.ac.za Email Address: info@davinci.ac.za
WARNING
WARNING VIRUS DETECTED
Ransomware by BernĂŠ Burger
can you pay?
Ransomware, also referred to as a crypto-virus, is malicious software that is used by cybercriminals to illicitly infect, lock-out and then take control over digital systems in order to prevent owners from re-accessing them. In doing so, cybercriminals use the ransomware to extort monies contingent on the promise of restoring owners’ access to their systems. The two common ways through which Ransomware is installed are via phishing emails and/or the visiting of websites with malicious software.
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In THE KNOW
“T
he use of ransomware has increased dramatically both nationally and internationally over the past few years, contributing to an ever growing list of cyber threats and cyber criminality. In South Africa alone approximately R5.7 billion is lost by victims of cybercrime annually - and this figure is likely on the rise.
of Corrupt Activities Act would also cover ransomware victims being obliged to report incidents of ransomware/ extortion to the police. However, outside of the legal realm, the payment of a ransom to cybercriminals may have many negative effects, such as: (1) No guarantee that the hackers will return the hijacked data; and (2) paying a ransom not only emboldens current cybercriminals to target more organisations, it also offers an incentive for other criminals to get involved in this type of illegal activity. Such effects are more of a commercial nature than legal nature.
Criminality of Ransomware Cybercriminals behind ransomware can be prosecuted in terms of the common law crime of extortion. The crime of extortion is defined as the taking from another party Prevention monetary value by intentionally and unlawfully subjecting In order to prevent ransomware attacks, information that party to pressure in order to do so. Accordingly, systems need to be created in such a way that will require cybercriminals who force companies or persons under attackers to spend more time on a given attack. This can duress to pay sums of monies in order to regain access be done in numerous ways from having more firewalls, to to their digital system commit extortion. The Regulation using encrypted VPNs, and/or imposing additional access of Interception of Communications and Provision of controls. Inevitably, this will make the attacks less profitable Communication-Related Information Act (RICA) criminalises the intentional monitoring of any conversations and/or Cybercriminals behind ransomware can be prosecuted communications by means of a monitoring device, so as to in terms of the common law crime of extortion. The gather confidential information crime of extortion is defined as the taking from another concerning any person or body. Thus, in instances where party monetary value by intentionally and unlawfully ransomware is used to gather subjecting that party to pressure in order to do so. confidential information, a contravention of RICA will have Accordingly, cybercriminals who force companies or taken place. persons under duress to pay sums of monies in order to Chapter XIII of the Electronic Communications and Transactions regain access to their digital system commit extortion. Act (ECTA) aims to deal with cybercrimes, and, in doing so, and the capture of the perpetrators more likely. attempts to provide legal certainty in this regard. In terms of ECTA, any unlawful access and interception or interference Naturally, with larger companies, this task is more with data is a criminal offence. Moreover, ECTA plainly difficult, as cybercriminals tend to be more persistent in their criminalises cyber extortion by providing that a person attacks against large organisations, due to great potential who intentionally accesses or intercepts any data without reward. With smaller companies, the difficulty of funding authority or permission to do so for the purpose of obtaining sufficient information system security remains prevalent. any unlawful proprietary advantage is guilty of an offence. The Cybercrimes and Cybersecurity Bill in its current form Conclusion also clearly defines and criminalises cyber extortion. Cybercriminals are constantly finding new ways to penetrate security systems. The innovative use of intelligent Legality of Paying Ransoms systems, sharing of cybersecurity information and creation There is no broadly applicable South African legal of more skilled cybersecurity professionals are all essential principal which makes ransom payments illegal. However, to the improvement of the security defense of large the broad duties set out in the Prevention and Combating corporations.
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The
technical
Cape Town – South Africa is now officially in a technical recession. This is the first time the country has slipped back into a recession since 2009. While this has people rechecking budgets, cutting costs and recalculating their finances, the big question still remains: how will this recession affect ordinary South Africans?
“L
et’s start by understanding what a technical recession actually is,” says Monty Stephenson, financial executive of bsmart. “When a country’s gross domestic product – or GDP – reflects in the negative for a second consecutive quarter, the country will find itself in a technical recession. This happened with South Africa, where calculations have shown a decrease in GDP for the months of April, May and June.” Statistics South Africa, according to a recent article written by Business Report, finds that the decline in GDP was led by agriculture production, which “fell by 29.2% in the second quarter of 2018, following a 33.6% plunge in the first quarter”. Stephenson explains that extensive crop damage and massive droughts across the country were the leading causes of the decrease in production heading into the second quarter.
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Affordable credit One of the main issues South Africans will face heading into this recession, is the reduced access to affordable credit, which could in turn result in a potential interest rate hike. “The knock-on will see individuals battling to access affordable credit options, with the cost of lending increasing significantly,” says Stephenson. “Higher interest rates will increase the cost of personal loans, home loans, vehicle repayments and credit card debt – something too many South Africans know all too well.” This steady increase in the cost of living usually results in individuals tightening their belts where they can, to ensure they aren’t caught off guard when money is needed. A trend we tend to see is people panicking and pulling out of much-needed investments like RAs, unit trusts and shares.
Recession: How does it affect me?
Disclaimer: bsmart does not provide financial advice. The above article is for information purposes only, to share current economic and financial topics and trends. Please consult a suitable and qualified financial services provider if you require financial advice.
While you need to be wise when it comes to the state of your finances in a recession, “saving absolutely everything and not allowing yourself small spends like eating out once in a while or buying the clothes you need will only perpetuate the situation”, states Old Mutual. “We know that South African consumers still need to buy their groceries and everyday essentials, and this is why we continually negotiate discounts with top retailers, so we can pass these on to our members. When they shop using their bsmart cards, they receive cashback that can be saved for a rainy day,” says Stephenson. “Our focus is to help our members spend smart, save smart and live smart, especially in these financially tough times.”
About bsmart bsmart, previously Cape Consumers, is a consumer co-operative that was established in 1947. It uses the buying power of its 40 000 members to negotiate discounts with over 10 000 retailers nationwide. Members use their bsmart card to make purchases at these partner stores and receive cashback. bsmart exists solely for its members, and adds value to their lives by helping them spend smart, save smart and live smart. For more information visit www.bsmart.co.za or call 021 409 7600. About Stratitude Stratitude is a full-service marketing agency that provides strategic and creative solutions focussed on making an impact on their clients’ brands and their bottom lines. For more information visit www.stratitude.co.za.
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INTHEKNOW
Employees’
social media profiles can put company
data at risk
Even for companies that have robust IT Security solutions in place, protecting networks and data is growing increasingly complex as security gaps emerge where they are least expected. With the emphasis on technology to protect data assets from threats from the outside, internal threats – such as a company’s employees – are often overlooked.
“E
mployees, their social media profiles and the devices they use to access a company’s network and resources provide a plethora of gateways into the infrastructure for cyber criminals. Organisations should take care to not focus purely on traditional defences. Attackers will quickly change their strategy from trying to bypass a strong perimeter defence to attacking the human element,” says Charl Ueckermann, CEO at AVeS Cyber Security.
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AVeS Cyber Security recently conducted a vulnerability assessment as well as internal and external penetration tests for a large mining company. The company has 5 500 users on its system, with 1281 of them using company-associated LinkedIn profiles. This equates to 23% of employees on LinkedIn. The company’s IT security status appeared to be excellent, with a few vulnerabilities detected, until AVeS Cyber Security suggested a simulated social engineering attack.
In THE KNOW
“Employees, their social media profiles and the devices they use to access a company’s network and resources provide a plethora of gateways into the infrastructure for cyber criminals. With just a week of researching employees’ LinkedIn profiles and gathering information about them using publicly available resources on the internet, AVeS Cyber Security’s team was able to identify employees that would be suitable targets for the social engineering project. Social engineering is the process of deceiving people into giving away access to protected systems and confidential information. Attackers use a variety of means to con their targets into giving away sensitive data or personal details, with phishing emails and social media monitoring being amongst the most commonly used. It is a formidable threat to even the most secure networks. “We were able to get their contact details, designations and other relevant business information. This allowed us to contact them under the guise of being from internal IT support and request that they conduct an update on their computer. This way, we were easily able to convince a number of employees to install unauthorised and dubious software on their systems. None of them questioned the legitimacy of the request to install software from an internet site that did not form part of the organisation’s approved IT landscape. This gave us full access to the computers, including private and sensitive data, without the user knowing that their system had been compromised. We were also able to crack into a machine that was part of a local admin group, and through this account, we were able to get access to almost all of the computers in the company’s network.” In a real-life attack scenario, this is a breach of data — where information that is sensitive, protected, valuable or confidential is copied, transferred, viewed or taken by a person who is not authorised to do so. Data breaches can include financial data where your credit card details, personal information, trade secrets, customer information, and intellectual property is used by someone else. The loss of sensitive or confidential data can result in financial losses, penalties and reputational damage. Data breaches that results in identity theft or a violation of government or industry compliance regulations can cause a business to face fines or other civil or criminal prosecutions. “The defence against social engineering should have multiple layers of protection so that if an attacker is able to penetrate one level, such as an individual user’s computer, they would be stopped at the next level. Remember that a social engineering predator will keep searching for a weak spot until they find one. That is why it is so important for the network to have several layers of protection to fight back, and at the very least be able to recognise when it is under attack.” He stresses that employee education should be part of every organisation’s IT security strategy given that social engineering
is not a technology shortfall but rather a human one. When people are properly educated about the dangers of giving away personal details, clicking on unsafe links, responding to strange requests for information, downloading unsafe applications or posting too much information on social media, they are less inclined to do so. “Importantly, employees must understand the risks of social engineering. Good training and procedures can help reduce the risk of accidental data loss. They also need to understand the value of data to the business. A loss of critical data or intellectual property can have severe consequences,” says Ueckermann. Ueckermann concludes with some advice for companies and their employees to take heed of: Don’t publish confidential company information on social media. Don’t take pictures of your desk and post it online. A picture tells a thousand words (i.e. an attacker can see what type of computer you are using and where you are based with geo-tagging, even if no confidential company information is visible in the picture). Do not accept social media requests from people that you do not know. Your social media contacts/connections have access to your connections. This means that they can view your detailed profile and career history, among other information. Never action requests to conduct updates on your system, even if the caller or emailer seems legit. If they claim to be from IT support, tell them you will call them back on their extension. Never install or update programmes from public facing websites, even if someone posing as IT support asks you to do so. Only download updates from your computer when prompted by the specific application’s update centre (i.e. Adobe, Microsoft, etc.). Never switch off vulnerability scanning on your computer. These scans, which run through endpoint security software, are crucial. Do weekly vulnerability scans on your computer at work and home. Never click on links in emails if you don’t trust the sender or the link’s destination. These could be phishing emails that put your device and information at risk. Scroll over the link to see if it is the correct URL. Do not save your passwords in an unencrypted format. Use a password manager to create and save passwords on your behalf — then you can easily change your passwords every three months.
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Reversing Africa’s
Health Sector Brain by Terri Chowles
Africa’s health sector brain drain continues to be of concern, given that the continent carries roughly a quarter of the burden of the world’s diseases but only 1.3% of the world health workforce. Sub-Saharan Africa is perhaps more affected than other regions.
W
hile countries in sub-Sahara continue to provide government subsidised training to doctors, these investments into medical education are being lost through the emigration of doctors to developed countries. The College of Surgeons of East, Central and Southern Africa (COSECSA), a non-profit body which provides postgraduate education and training in surgery, indicates that in sub-Saharan Africa there are just 0.5 surgeons per 100 000 population.
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Drain Investing in medical education COSECSA has shown that investing in education has given African doctors an incentive to remain home and make a positive contribution to their patients’ lives – it is the second largest surgical training institute in sub-Saharan Africa and offers a Membership and Fellowship programme in various surgical disciplines as well as in-service training and an e-Learning platform for surgical trainees. One of the programmes is geared toward getting more women surgeons into operating theatres. It also boasts 94 accredited hospitals with 196 accredited trainers and 350 trainees enrolled. Recent research showed that 93% of the surgeon graduates from the COSECSA programme are retained in surgery in the sub-Saharan region counteracting the brain drain that occurred in the past. “Our primary objective is to advance education, training, standards, research and practice in surgical care in this region in order to improve access to surgical care for the neglected surgical patient,” said President of COSECSA in Kenya, Professor Pankaj G. Jani. “We deliver a surgical training programme with a common examination and an internationally recognised surgical qualification. Admission to the College is open to all registered medical practitioners who comply with the professional requirements for admission,” continued Prof Jani.
While countries in sub-Sahara continue to provide government subsidised training to doctors, these investments into medical education are being lost through the emigration of doctors to developed countries.
The low numbers of surgeons globally and the risks associated with surgical procedures formed a key focal point at the Africa Health Conference held in Johannesburg. “6.5% of the global burden of disease is amenable to surgery. Africa has approximately 25% of the burden of the world’s diseases but only 1.3% of the world health workforce and most surgeons are based in urban areas,” said Prof Jani. In sub-Saharan Africa, women make up half the population yet represent only 9% of surgical healthcare professionals, according to Operation Giving Back, a volunteerism initiative of the American College of Surgeons (ACS). “The primary goal for this scholarship programme is to support women in surgical residency to complete their training and encourage other women in medicine to consider surgery as a profession,” said Prof Jani. Meanwhile, a new voluntary code urges governments and private agencies benefiting from doctors immigrating to provide financial and technological support for developing countries with a shortage of healthcare professionals.
Technology to the rescue Head of Research and Content at Medical Realities and Consultant Surgeon and Course Director at Barts Cancer Institute in London, Dr Bijendra Patel, suggests using virtual reality (VR) as a solution. “In 2005 I pioneered the curriculum for the world’s first masters in surgical skills and science using VR simulation,” said Dr Patel. “I am researching and developing courses and curriculum for technology enhanced learning for acquiring surgical skills by simulation, VR and augmented reality. My vision is globalisation of surgery and global transfer of surgical skills,” continued Dr Patel. According to Dr Patel, these distance learning programmes place students at the heart of the operating theatre using the latest in VR technology and allows for accelerated training in the rapidly evolving world of surgery. Dr Patel added that these programmes are open to any student trainee with a computer, Internet access and VR headsets, and can be conducted on a smartphone. Source: http://ehealthnews.co.za/reversing-africas-health-sectorbrain-drain/
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INTHEKNOW
This is why you MUST take
AnnuaL Leave Avoid burnout and use your annual leave to get some well-deserved rest. Your body and mind will thank you. If you check your pay slip, you should see a number that indicates the amount of leave days you have – but how often do you actually use that leave? And more importantly, how often should you take leave?
E
xperts agree: take your annual leave and avoid burning out mentally and physically. Think about all the devices you have access to – from your car to smart phone and computer. Have you ever noticed how they have the ability to idle or hibernate? “This function saves battery life,” explains clinical psychologist Dr Colinda Linde. “Think about the last time you had too many tabs, files or apps open on your computer, and how the device became sluggish. “Humans are the same – if our bodies and minds are switched on in ‘work’ mode 24/7, it results in inefficient performance, exhaustion and errors, as well as mood changes such as becoming more sensitive, more reactive, less tolerant.”
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The importance of taking annual leave “It’s important for people to take time off. All the research shows that proper rest periods improve wellness, reduce stress and increase productivity,” says Shelagh Goodwin, general manager of human resources at Media24. “Under South African labour law, it is mandatory for employers to give paid leave to employees.” Goodwin says she can rest well over a long weekend, as long it comes with a complete change of scenery and she doesn’t check emails. However, she believes a proper break should be at least two weeks long. Patterns of annual leave Is there a pattern you should follow when it comes to taking annual leave? Goodwin believes it depends on the individual.
In THE KNOW
“It is best to take chunks, rather than a day here and a day there, but whether you choose to take two two-week holidays in a year or one four-week holiday is up to you. Personally, I’m a fan of two holidays a year – and I really feel it when I have not had a break in more than six months.” If it is not possible to take regular leave throughout the year, you do need to make the time to take a break from “work mode”. Dr Linde says regular mini-breaks tend to work better as there is a periodic opportunity to recharge and reset. Listen to your body. Not taking a proper break can lead to burnout. “Take holidays!” Goodwin urges. “It’s good for you and it’s good for your company.” She does caution that employers have the right to determine when your leave may be taken. “If it’s a bad time to take leave from an operational point of view, the employer may refuse to approve it.” Make sure you plan your leave around your company’s operational needs so that you can take a break when you really need it. Identifying burnout “Burnout starts with feeling there is too much to do but somehow this is managed by skimping on sleep, social activity, and other ‘luxuries’ that get in the way of work,” says Dr Linde. Then exhaustion sets in, along with mood and body symptoms, for example irritability, tearfulness, and inexplicable aches and pains, headaches and digestive issues.
“If our bodies and minds are switched on in ‘work’ mode 24/7, it results in inefficient performance, exhaustion and errors, as well as mood changes such as becoming more sensitive, more reactive, less tolerant.” “In the beginning there is still an internal – and sometimes external – pressure to achieve, and willpower can keep you going along with very short breaks,” explains Dr Linde. “After a prolonged period, cynicism and lack of meaning sets in, along with more apparent mood, body and behavioural symptoms – you may need caffeine to get started in the morning, you develop sugar cravings and your sleep is impaired.” Your performance starts to drop and mistakes occur due to fatigue, poor concentration and poor memory. Planning your annual leave is the first step you can take to avoid burnout. Factors that contribute to burnout include high stress, a heavy workload, a lack of control over job situations, a lack of emotional support and long work hours. Over time, this will lead to physical wear and tear. Signs of burnout include: Feeling of lack of control over commitments Loss of purpose Loss of motivation Detachment from relationships Feeling tired and lethargic Feeling that you’re accomplishing less Increased tendency to think negatively Learning to switch off Dr Linde says it takes time to shift from work mode into rest/play mode, especially mentally. “If it feels too difficult to shut down from work completely, especially if you run your own business and feel uncomfortable being away for too long you could compromise,” she says. “Be available for phone or mail contact once (or twice) daily, at a set time, and not for too long (30-60 minutes).” At the end of that time, you need to shut off devices and keep away from work triggers until the next check-in time. “You’ll be surprised at how quickly people will learn that they cannot access you outside the agreed times. They will adapt and learn to bring up the important matters at the time that they can contact you.” Source: https://www.health24.com/Lifestyle/Healthy-you/heres-why-youcant-afford-to-not-take-annual-leave
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Preventing
by Myron Curry
By its very definition, workplace harassment is an act or instance of disturbing, pestering or troubling repeatedly. These events are unwelcome in nature and can cause a significant amount of anxiety, especially if the harassment is taking place at work.
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In THE KNOW
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very single member of the workforce should be able to work without the fear of being harassed at work. The government has adopted legislation, which is intended to protect workers, but putting an end to harassment starts with you. All workers and managers should know their rights. Read up on changes to workplace harassment laws and know where you stand. Consult with your Human Resources (HR) Department if you have cause for concern or need to learn more. Read on to learn how to better recognize and report harassment in your workplace. Common Types of Workplace Harassment There are many forms of workplace harassment, below we have listed some of the most common types: Sexual harassment is the most common form of harassment - It refers to persistent and unwanted sexual advances, typically in the workplace, where the consequences of refusing are potentially very disadvantageous to the victim. Quid pro quo sexual harassment - this happens when a direct supervisor seeks sexual favors in return for something within the supervisor’s powers, such as threatening to fire someone, or offering them a raise. Quid pro quo has been recognized as actionable for decades, but courts have only recognized hostile environment as an actionable behavior since the late 1980s as they made findings that the loss of employment or constructive dismissal has been caused by such behavior. Religious harassment - Verbal, psychological or physical harassment is used against targets because they choose to practice a specific religion. Religious harassment can also include forced and involuntary conversions. Social Media Harassment - occurs when an employee is harassed by a coworker via social media. Workplace Bullying - Occurs when an individuals or group uses persistent aggressive or unreasonable behavior against a co-worker or subordinate. Racial harassment - this happens with the targeting of an individual because of their race or ethnicity. The harassment may include words, deeds, and actions that are specifically designed to make the target feel degraded due to their race or ethnicity. Workplace aggression - is a specific type of aggression, which occurs in the workplace. Workplace aggression can include a wide range of behaviors, ranging from verbal acts (e.g., spreading rumors) to physical attacks
Workplace aggression - is a specific type of aggression, which occurs in the workplace. Workplace aggression can include a wide range of behaviors, ranging from verbal acts (e.g., spreading rumors) to physical attacks (e.g., assault). (e.g., assault). Collection of Evidence If you suspect that a colleague is being harassed, or if you yourself are being harassed, you need to report the problem as soon as possible. First, gather evidence. Emails, voicemails, witness reports, anything you can get your hands on to take to your supervisor. Of course, if the problem is with your supervisor you will have to take the complaint to his superior or HR. If you are giving copies of emails or transcripts of voicemails to another authority, make sure that you keep the originals for yourself. Reporting A Problem So, you’re ready to make a formal complaint for harassment in your workplace, good for you! This is one more step towards positive change. Take your evidence and witnesses in to your HR department or Manager and let them know what has been happening. You should know that it is illegal for anyone (including HR) to pressure you into quitting your job as a result of your reporting workplace harassment. If you find that after you report harassment that your scheduled working hours have been reduced or that your supervisor or HR representative has suddenly created a very hostile work environment for you, take the matter further immediately. Remember, you have the right to work in a safe environment, free of all type of harassment. Please Note: This article was written for informational purposes only. It is not the intent of author to render legal advice. If legal advice is required, you should seek the services of a competent lawyer.
About the Author: Myron Curry is the President and Founder of Business Training Media, a leading provider of business management training material for corporate training and development, workplace safety, human resources and professional development. Visit www.businesstrainingmedia.com
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The liability of directors in
cyberspace by BernĂŠ Burger, an Associate and Daniel Vale, a Candidate Attorney at Webber Wentzel
Cyber risks are evolving on a near daily basis posing countless threats to companies, and accordingly, directors need to stay abreast of legal developments to protect themselves and their companies in their fiduciary duties. The outline of such duties, in broad terms, is contained in legislation, common law and in the King IV Report on Corporate Governance for South Africa. Furthermore, duties which may not have been relevant to a director ten years ago may now have become relevant due to the development of technology and the associated risks.
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“ThereThe Law The South African law prescribes duties that directors of companies must abide when acting and/or carrying out the functions of their office. The bulk of these duties has developed over the course of South Africa’s corporate and legal history and is enshrined in the common law. Despite clearly stipulating legal obligations for directors, these duties have historically been meekly enforced, giving directors wide discretion in conducting company business. However, the passing of the Companies Act, no. 71 of 2008, (the Companies Act), codified particular common law duties that limited discretionary powers of directors, enforcing legal obligations more stringently. The common law stipulates that directors have the fiduciary duties of good faith, honesty and loyalty towards their companies. Fiduciary duties are duties derived from a relationship of trust and confidence between the respective directors and the company itself. A director must, therefore, exercise reasonable care and skill when acting and/or carrying out the functions of their office in terms of the common law. The duty of reasonable care and skill is judged subjectively: A director is expected to only exercise the degree of care and skill expected from a director with their particular set of skills, experience and ability. Should a director be less qualified than another, they would be judged on a lower threshold and, accordingly, expected to exercise less “care and skill”. In essence, a director’s ignorance and/or inexperience would protect them from liability, since less would be expected from them. The passing of the Companies Act has changed this stance. Since codification of the duty of reasonable care and skill under section 76(3)(c) of the Companies Act, a more objective obligation has been imposed on directors. In terms of section 76(3)(c), a director is expected to exercise such reasonable care, skill and diligence that a person carrying out the same functions as the director, with the same general knowledge, skill and diligence as said director, would be expected to exercise. This new test is two part: Subjectively assessing what general knowledge, skills and diligence a director might have. Objectively assessing said director’s conduct in light of these skills. This codified duty in conjunction with King IV imposes obligations upon a director of a company to maintain a degree of oversight and understanding of a company’s cybersecurity and risks. King IV Report on Corporate Governance for South Africa King IV is the yardstick for corporate governance in South Africa and becomes compulsory if the relevant company is listed or seeks to be listed on the JSE. Outside of JSE listed companies, the principles set out in King IV are of value in providing the framework within which good governance takes place, and
what companies and its directors are required to do to ensure good governance. The code provides interpretative clout when adjudicating matters of good governance too. King IV, published in November 2016, signalled a significant change in the approach to corporate governance in light of advances in technology and digitisation that are revolutionising business and transforming products, services and business models. King IV urges organisations to strengthen the processes that help them, to anticipate change and to respond by capturing new opportunities and managing new risks. This is perhaps best encapsulated in principle 12 of King IV, which applies to information and technology and sets out eight detailed practices that a company ought to comply with. The recommended practices emphasise the need for responsibility, continuous oversight and policies to ensure information security and management. King IV also introduced onerous disclosure requirements relevant to all its principles, including principle 12. Whilst the principles and recommended practices do not directly speak to a director’s liability, it can have the effect of increasing the expectation of a director’s duties, and an increase in duties can lead to an increase in potential liability. If a director of a company fails to follow the recommended practices set out in principle 12, and the company suffers a cyberattack that could have easily been avoided had the principles been followed, a court would be inclined to look at the recommended practices and the director’s compliance , or lack thereof, to determine whether the director acted with the reasonable care, skill and diligence required in the Companies Act. Thus, King IV provides interpretive clout when determining the legal obligations of directors, especially so in the sphere of cybersecurity. The Legal Reality It is clear that directors of companies have acquired legal obligations to ensure the continuous oversight of policies and happenings designed to maintain information and technology security and management at their respective companies. This duty is encapsulated in the conjoined reading of the Companies Act and King IV. Although stipulating varying thresholds for directors with different skillsets, it is plain that all directors must maintain a degree of oversight over their companies’ information and technology security. With the increased prominence of e-commerce and the digitalisation of businesses, complete ignorance in this regard can no longer be pleaded. Moreover, when completely enforced, the Protection of Personal Information (POPI) Act will only bolster such requirements further, as directors of companies - specifically, chief executive officers - are automatically appointed as “Information Officers” and are responsible for compliance with the Act. It is pivotal that directors stay in tune with the duties with which they are obliged to fulfill in the developing world of information and technology.
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Mining: INTHEKNOW
by Jonathan Veeran & Bruce Dickinson, Partners at Webber Wentzel
Finding solutions to the unintended consequences of poor policy Government, under the leadership of President Cyril Ramaphosa, is seeking to stimulate growth and encourage greater investment in South Africa. The, however, economy continues to stagnate under lingering policy uncertainty, much of which stems from the previous administration. Nowhere is this more evident than in the mining sector.
I
n recent months, economic pressure, declining demand for certain commodities, lower prices, ever increasing costs and regulatory limbo has been brought to bear on the South African mining industry. Lonmin are looking to lay off 12 600 miners, Implats has announced the restructuring of its operations which will result in 13 000 job losses, and Gold Fields has announced the retrenchment of 1 560 workers as it tries to turnaround its loss-making South Deep operations. On this stage Mining Resources Minister Gwede Mantashe is seeking the final public consultation on the reworked third
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iteration of the Mining Charter. Since taking over from Zwane, Mantashe has made the cementing of this version of the charter a priority. To his credit, Mantashe has shown a willingness to engage and work with, labour, business, communities and other industry stakeholders to find solutions to challenging issues. Although the ‘Mantashe’ charter is an improvement on Zwane’s, and laudable in its intentions; it remains flawed. It is divorced from economic reality and drafted without proper economic impact assessments. In the rush to get the charter ratified, perhaps feeling the pressure of a forthcoming 2019 election, there has not been enough thought directed towards the impact this legislation has on the economy as a whole. Research clearly indicates that since the coming into effect of the Mining and Petroleum Resources Development Act (MPRDA) and subsequently the initial Charter, the mining sector has shrunk significantly, with very little new or real investment into what has, in essence, become a “hand-medown” sector, rather than what it should be, the back bone of the South African economy. Over the past 15 years some nine million people have lost their income or source of support as a direct or indirect result of this contraction in the industry. This staggering and sobering number calls into question whether or not the way in which the industry is being regulated benefits anyone, particularly those most affected by an industry in trouble.
In THE KNOW
In recent months, economic pressure, declining demand for certain commodities, lower prices, ever increasing costs and regulatory limbo has been brought to bear on the South African mining industry. One key area where we believe government needs to re-evaluate its policy is around the issue of ownership and transformation. Two issues need to be remembered when we talk about equity. Despite popular rhetoric, the first is that ownership is often not the best driver of socio-economic change and transformation. Equity often only benefits a few elites and there are other (and better) means of achieving socio-economic transformation. Solutions also need to consider the long-term sustainability of communities. The second issue that should be addressed is that we are mining finite resources and mines have limited lifespans. Therefore, when policies are put in place they must take cognisance of how communities will survive once the mine that supports them is closed at the end of its life cycle. We believe the best solution lies in formulating policies that move away from the focus on ownership and allow mining companies to redirect their resources more flexibly to more sustainable developments and projects like aggregated social and labour plans, investment into local infrastructure development, and socio economic upliftment for mining communities. We see this as being far more productive than throwaway terms like ownership with the free carry condition where people are led to believe that the floodgates of money will just open. But for this approach to work, government needs to break down the silos in which it operates and create policy cohesion between various government departments. This issue is starkly highlighted by the misalignment between
very stringent DMR codes versus the DTI codes. The DMR, through this charter, seeks to regulate industries that are not under its control, but that work within the sector. This lack of departmental cohesion is resulting in these laws having an unanticipated negative economic impact on the industry and the communities they are meant to benefit. Our stance is by no means a pro-business agenda; rather we believe it is critical to seek a pro-South Africa solution. South Africa is struggling with increasing wage demands, some of the world’s deepest and most costly mines to run, increasing infrastructure costs, and falling demand resulting in a reduction in the prices which our mineral resource offerings can demand. Instead of the DMR actively encouraging mining activities through initiatives that reduce the cost of doing business, streamline administrative processes, create a lite compliance regime for prospecting rights and allow for better market access and other enabling programmes, they have continuously chosen to beat with a stick, rather than entice with a carrot. As a country, and as an industry, we need to be asking: “How do we create an enabling environment which will encourage business to invest in South Africa?� The last two decades have seen very little foreign investment into the mining sector. Instead we have seen the shuffling of an ever -diminishing pool of local investors, while the big global players have left or are leaving. We need to question whether the current model works or whether there is a better way to do business in South Africa. We need to find a better way forward and - although any government policy being pushed through before the 2019 General Election may smack of politicking - what Mantashe has indicated is that if industry can offer innovative solutions, he is willing to talk. Now is the time for industry to step forward and bring workable solutions to the table for the benefit of all South Africans.
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Functionality, fashion and tradition
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by Richard Webb
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Our world moves so fast and we are apt to miss so much of what is happening right now. Richard Webb travels to the Concorso d’Eleganza Villa d’Este for a fresh perspective
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s humans often align ourselves with polarised beliefs: We’re an ‘A’ or ‘B’ type personality; we’re a Springbok or an All Blacks supporter. Lots of us are like this about cars – we are either entranced by them or see them as white goods – a kind of tumbledrier of mobility. My recent time at the Concorso d’Eleganza Villa d’Este at Lake Como, Northern Italy was enough to inspire even the most disinterested automotive anarchists amongst us. I challenge you not be moved by the incredibly beautiful pieces of machinery displayed around the gardens of the best hotel on the shores of the most beautiful lake in Italy. Automotive beauty pageants have been popular since the 1920s as the great and beautiful gather with proud owners and fans to celebrate motorised transport filled to the brim with drama, passion and history. Arguably, this event is the most coveted display of automotive luxury and heritage in the world. In an enduring partnership with BMW Group Classic, the world’s most extraordinary historic cars and motorcycles were assembled once again for an unmatched automotive beauty contest covering all cinematographic eras – from silent movies to the era of modern blockbusters under a ‘Hollywood on the Lake’ theme. 34 motorcycles and 56 cars were entered this year, from Bentley, Ferrari and Porsche, to historic marques from the past like the exotic Isotta Fraschini Tipo 8A SS and newcomers like GFG Style Sibyalla. Prizes were based on authenticity, rarity, provenance, and naturally – breath-taking beauty. Whilst this is predominantly a classic event, BMW Group normally launches a concept car and concept bike at Villa d’Este
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and this year was no exception. Along with the historic and iconic 507, 3.0 CSL and the Roadster M1 present, I was also able to get a glimpse past the history and into the heart of the future. With strong brands like BMW, where image and provenance is seemingly unassailable, car brands should be well placed to transition into the coming postcombustion landscape. The M8 Gran Coupe concept. As we edge quietly into that post-combustion landscape, BMW introduced its current design thinking – linked with some of its most desirable power-plants. The main star of the show was the M8 Gran Coupe concept. It at first appears similar in form to the current generation 6 Series Gran Coupe – but it also displays new form-building techniques and design ideas. The Concept 8 Series – presented in its distinctive Salève Vert shade reveals much of what is to come. Immediately recognisable as a BMW, this beautiful four-door coupe offers a look ahead to the actual car that goes on sale next year.
Automotive beauty pageants have been popular since the 1920s as the great and beautiful gather with proud owners and fans to celebrate motorised transport filled to the brim with drama, passion and history.
Punctuated by long bonnet, powerful haunches, sleek roofline and elevated boot spoiler, we can expect a spectacular 0 to 100km/h time of around 3 seconds. This, the revived 8 Series, will consist of a traditional coupe, a fourdoor sedan and convertible variants. I understand the production M8 Gran Coupe will take the 4.4-litre biturbo V8 engine, which is good for about 447 kilowatts. It will boast an eight-speed automatic gearbox and an xDrive AWD system like the one in the current M5 sedan. The winds of change. Fuelled by the pursuit of better solutions to technical challenges, design innovations may seem to have played a less significant role on motor-cycles than they have on cars. But Edgar Heinrich, design director of BMW Motorrad, is shaking this view up. I spoke to him at lake Como, where he told me that the Concept 9Cento was based on an existing chassis and engine. “The design process was completed in just four months. It acknowledges the need for touring bike practicality but also ups the desirability factor of a touring bike’. Touring bikes are normally known more for their long-distance practicality rather than their flamboyant style, but this concept blends the wow factor with every-day practicality. The impact of fashion is not limited to these beautiful automotive creations. At the Concorso, its manifestation is obvious; elegantly dressed crowd sip champagne in the sunshine as the cars are slowly paraded past. The frocks, hats and high-heel shoes are worn not to complement the cars, but to compete head-on with them. But aside from the achingly beautiful displays, the event also points to the future. It seems that the automotive future is indeed bright.
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InConversationWith What occupies your time outside work? Entertaining guests for dinner parties and weekend brunches; cooking; gardening; visiting wine farms for lunch and wine tastings; traveling up the coast with my fiancé and friends; spending loads of time with the family; trail running, mountain hikes, yoga; Saturday courses (I recently completed my Interior Design and Decor course) and drawing. Favourite food? Probably leaning towards French – Asian fusion.
JD
Jade Allen Equipped with over twelve years’ experience in communications, marketing and events, Jade Allen, Managing Director of Red Carpet Concepts has represented a plethora of leading South African and international bespoke and blue chip accounts from luxury brands, food and wine, hospitality, fashion and beauty to humanitarian, CSR, property and health sector enterprises, accumulating a wealth of knowledge across the board.
What is the number of employees in your organisation? Currently four permanent and one freelance, however we are looking to hire What does a typical working day entail? A mix of team and client meetings, press release writing and dissemination, liaison with influential press, site meetings with third party event suppliers and stakeholders, social media activities, photography and videography on occasion, website updates, design of marketing material and a whole lot more.
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Favourite music? Pink Floyd, The Doors, Jimmy Hendricks, The Producers, Purity Ring, Santagold, café style lounge music, deep house for a bit of a party vibe. What was your dream job as a child? An interior designer for sure. What led you to your current career path? After double majoring on scholarship at UCT, studying English Literature and the Performing Arts I moved to New York and Aspen Colorado for a gap year. Upon my return I dabbled around in various jobs whilst acting and modelling, until I landed a great position as Group Communications Manager with Gatsby International Hotels based at the Lanzerac in Stellenbosch. From there I worked for a few other PR agencies before starting up my own. Three words to describe your leadership style? Enthusiastic, uplifting and responsive Businessperson you most admire? Sir Richard Branson What’s the best decision you ever took? Starting up my company What advice would you give to someone aspiring to your position? Hire a business coach. Stabilise the company’s foundations before you grow it. Document all accessible measurements in order to continuously benchmark. Stay inspired. Set dreams and goals to work towards, without written down goals you’ll plateau. Take accountability. Share your wins with the team. What do you know for sure? I know I will achieve my goals and fulfil my dreams.
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