Titans Digital Magazine SADC South 2016

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Lessons in

SADC SOUTH 2016/2017

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Leadership

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Global

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Without You ‌ Signature PARTNER

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One would assume that a continental award recognition programme such as Titans: Building Nations would be struggling to find its feet in what are easily the toughest economic times in recent years. Yet, amid such a difficult period, there are those men whose love for our motherland, the only place we can call home, is undying. They forge on to ensure that this continent does not become just another statistic that fails in socio-economic and political terms. We cannot help but honour them.

To say that I am awed by their efforts will be an understatement because; it is worthy to note that each year, nations across Africa produce an entirely new breed of business leaders; all with the sole intention of spurring the African continent into the future. What makes the crop of the men celebrated here even more exciting, is the fact that they are a true representation of our beautiful continent; as diverse and unique as our beautiful Africa.

Riding on the wave of the successes gained in the last year, this year’s awards recognition programme has proved, yet once again, that we will celebrate the moguls in our midst until the end of time. I, and the team at CEO Global, will forever be grateful to our partners and our stakeholders, for without you, another year of celebrating excellence would not have been possible.

Platinum PARTNER

Continental Flight PARTNER

Annelize Wepener Chief Executive: CEO Global

2016

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Virtue of the of

Integration, consolidation and the ability to act as one are key for any group of people to succeed. Given that Africa has more than a billion people, and rapidly growing, one shudders to think about just how much of a global force the African continent will be were it to act as one.

Many men, alive and those who have preceded us, have realised that there are, indeed, many virtues in the power of one. Let us backtrack a bit and think back to the preindependent Africa. Didn’t individual African nations embrace each other in order to fight those who were looting our natural resources? Now that that battle has been won, Africa faces another tough battle: integrating our unique and diverse resources into one so as to emerge as the superpower that we believe we are.

While poverty and strife affect many of our countries, CEO Global believes that there are Titans who are Building Nations with the hope of making Africa one. They exist in various forms, sizes, sectors and nationalities but all have one common identity. They are African men who are, one business at a time, making sure that Africa achieves and utilises its ‘Power of One’.

What is next for a one Africa with its vast resources and more than capable men? CEO Global posits that it will lead to the creation of even more Titans to build one Africa such that our collective success will be beyond our wildest dreams. We are proud to bring you some of these men who hold the keys to our current success and the future of a one Africa in their own hands.

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

who’s who in the zoo

Power one

2016/2017

The

Director: Strategic Development & Editor in Chief Valdi Pereira valdip@ceomag.co.za Director: Corporate & Financial Services Carl Wepener carlw@ceomag.co.za Manager: Office of the Chief Executive Nadine Aylward nadinea@ceomag.co.za General Manager: Global Services George Wepener georgew@ceomag.co.za

General Manager: Global Media Services/ Head of Production Channette Raath channetter@ceomag.co.za Junior Designer Niel Viljoen nielv@gmail.com

Manager: Business Development – SADC South Neville Mukoma nevillem@ceomag.co.za Danny Kabongo dannyk@ceomag.co.za

Journalist Andrew Ngozo andrewn@ceomag.co.za Junior Journalist Taryn Moir andrewn@ceomag.co.za

Team Leader: Continental Programmes Pule Mahodi pulem@ceomag.co.za Continental Project Administrators Sylvia Houinsou sylviah@ceomag.co.za Rumbi Chanda rumbic@ceomag.co.za

Manager: Corporate Support Raymond Mauelele raymondm@ceomag.co.za

Client Development Administrators Winston Williams winstonw@ceomag.co.za Client Liaison Officer Cobus Kramer cobusk@ceomag.co.za

Receptionist Wilheminah Nchwe wilheminahn@ceomag.co.za Office Assistant Minah Mahlangu minahm@ceomag.co.za Security Guard George Mbana

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

Capturing the Light Browsing through a portfolio of professional photographer Brenda Biddulph’s work, makes me want to grab a camera and take a photo.

Attempting to create a visual moment like the many she has created is not easy.

Brenda established her own photographic business four years after graduating from the National School of Photography in Pretoria.

She had gained experience in advertising, corporate photography, weddings, school photography and publications. Today her business, Monsoon Photography, has a faithful following of diverse clients who entrust Brenda and her team with repeat business.

Putting a person at ease is an accomplished skill. Even the most senior executive can be a reluctant subject when a camera is pointed in their direction.

Monsoon Photography has become a popular name to call among organisations needing photos for annual reports and events.

The Monsoon Photography team has the ability to charm a smile out of the most world-weary executive. “We ignite with a jovial professional approach,” says Brenda.

Brenda’s special love is vibrant fusion photography and experimenting with her “fascination for light”. The recipe for success behind Monsoon Photography is simple. “Our enjoyment of the profession

and passion for people attract clients to call on our services again and again,” she says.

Monsoon Photography works on site and in studio, depending on the client’s requirements. Their studio, situated in the eastern suburbs of Pretoria, is perfect for family portraits and for shooting music videos.

The experienced studio and on-line photographers that comprise Monsoon Photography share two things in common: a fascination for light and an eye for detail. With clients as diverse as Deloitte, Sasol and The Land Bank, Monsoon Photography adds a creative and professional touch to whatever the occasion.

Contact 083 452 4530 www.monsoonphotography.co.za

CONTEN THE LEADING EDGE Lessons in Leadership

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CASE IN POINT Midrand Conference Centre- A Host with Style and Elegance KPMG- Global Expertise Made Locally Relevant Egypt Air- Opening Up Foreign Markets Unique Speaker Bureau - The Premier League of Africa’s Professional Speakers Armscor - An Eternal Afro-Optimist

48 67 76 84 96

X &Y FACTOR Without You Annelize Wepener: Behind the Scenes Meet the Judges A Word from our Chairperson Patron: Tsietsi Mokhele - Unlocking Economic Opportunities A Master of His Craft

1 6 8 22 23 24

Winners and Finalists Quick Guide

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NTS SUSTAIN ABILITY Your Digital Footprint and Staying Safe Online How to Dispose of Your Old Office Equipment China The Good and Bad for Africa

43 100 117

EMPOWERED LEADERSHIP The Keys to Leadership Success When Every Second Counts The muscle of your business - teams Ethical Leadership in Business Teen Suicide: The Causes and the Signs Building a workforce High Pressure, High Reward and High Risk Lessons from Leaders: Pushing Through Tough Times

28 32 52 58 62 68 79 88

SKILLSTRANSFER Sustaining Growth in Difficult Economic Times To Study via Correspondence or Not How to Avoid Digital Burnout Lessons from Leaders: Pushing Through Tough Times

36 40 72 84

GOING GREEN The Harmful Effects of Pollution on Sea Life

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OUT OF OFFICE Ferrari California T driven and Ferrari 488 Spider debut The ‘Must Have Apps’ for a Business Executive AMG GT - No Compromise

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X&Y FACTOR

Behind the Scenes

X&Y FACTOR

with

Annelize Annelize Wepener grew up in Vereeniging, South Africa and attended the Vaal University of Technology. She began her career as a secretary in 1981 but it was when she joined Avroy Shlain Cosmetics that she began to make a name for herself.

She went from success to success and became the youngest Regional Director in South Africa. With a passion for business and an eagerness to meet a demand in the market she launched CEO Communications.

In the Beginning Annelize began CEO Communications with a dream and goal in mind: “I really wanted to bring a positive media message into a space that was increasingly becoming cluttered with negative press. In this regard I think we have succeeded beyond our expectations.”

Starting a new business in any market can be a challenge. Annelize shares about the early years and the hardest part about launching CEO into the South African market: “I think the intellectual and legislative business frameworks we have put in place in South Africa are in theory a good idea. They are clearly meant to support the growth of small business. However, I think over the years we have inadvertently over-regulated some areas and this can make it difficult for business to grow.”

Everything In-between Much of what she achieved was nurtured from the mentors in her life. “A lot of what I have learned in the business world has come from Avroy Shlain. A hugely successful entrepreneur in his own right, he has always helped me reflect on challenges and help me identify

the best places to start addressing challenges I may be facing. In the last few years I have also benefitted from the guidance of Commander Tsietsi Mokhele. He has a contemplative approach to business and has taught me to always keep an eye on the bigger picture.”

Since the beginning, the family-orientated leader has never stopped growing and developing her abilities. “I think my greatest challenge is constantly adapting to the pace of change in the business world. The environment is changing all the time and demands rapid responses from all of us all the time. Fortunately my role brings me into contact with a wide variety of leaders and I learn a lot from them through my interaction with them.”

Still to Come CEO Communications has become CEO Global in a few short business years. From one publication to a flourishing organisation that offers four publications and various other services to the African market. There is no limit and the golden-touch entrepreneur Annelize says, “We are on a drive to expand our reach – watch this space, you will definitely see more of us!”

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Judges

Meet the

Adriaan Liebetrau Adriaan is CEO of the Southern African Association for the Conference Industry (SAACI). Prior to his appointment to SAACI, he was the National Conferencing and Events Operations Manager at Travel With Flair. SAACI is the umbrella body of the business events industry as Liebetrau has already restructured SAACI by repositioning the annual congress and bi monthly branch events with an aggressive growth strategy throughout South Africa and the SADC region including Burundi and Rwanda. He lives by actor, Kevin Spacey’s words: “If you’re lucky enough to do well, it’s your responsibility to send the elevator back down.” Adriaan understands the value in collaboration and many of his achievements have been a success due to this understanding within the conference industry.

Aggrey Kankunda Aggrey is a founding Partner of AA&L Associates, one of the best indigenous independent providers of audit, business advisory and financial services in Uganda. He is member of the professional societies FCCA, ICPAU, FCMA and FGMA. Assignments he has been involved in include being Engagement Partner on the audits of UNFPA funded Government programmes/ Projects for the financial years 2008 and 2009; Quality Assurance Partner and Co-Team leader on the audits of both the Uganda Railways Corporation for the financial years 2005 and 2006, as well as the Uganda National Chamber of Commerce and Industry funded by SIDA for the financial years 2007 and 2008 of which he reviewed the finance manual and trained the board members on their roles.

Angela Dick Angela is the founder of Transman. Amongst her Transman responsibilities, Angela is Vice President of CAPES, a Trustee of the CAPES Provident Fund, a former Executive Member of the Federation of African Professional Staffing Organisations (APSO), former Chairman of the Trade Policy Committee of Business Unity South Africa (BUSA), a long term Director of BUSA and SEIFSA. She is also a member of the Millennium Labour Council. In 2006 Angela won SA Businesswoman of the Year: Entrepreneur Award and in 2007 and 2015/2016 she was awarded Most Influential Woman in Business and Government. In addition, Angela won Businesswoman of the Year 2015 in the TOPCO Standard Bank Top Women Awards, she was a Finalist for the Ernst & Young World Entrepreneur Awards, and she won Most Outstanding Woman in Business 2015 at the Motlekar BBQ Awards and was recently appointed President of the Steel and Engineering Industries South Africa (SEIFSA).

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Berdien Petrov Berdien is the Founder and Managing Director of 360° Wellness @ Work which focuses on the in-depth and holistic health and wellbeing of the individual in the workplace. Her 20 years of experience helps to unite teams and establish a happy, healthy workforce with high morale in companies. As a judge, she finds Africa’s Most Influential Women and Titans: Building Nations initiative important as it recognises men and woman who are doing an incredible job in terms of changing people and communities around them by sharing and using their skills sets. “I am honoured to be an adjudicator. There have been some phenomenal candidates this year and selecting winners has been tough. One thing that every winner has in common is their responsibility to the people around them”, communicates Berdien.

Dion Knoeson Dion has been the CEO of CPIS since 1994. He has managed and completed 46 projects successfully in numerous industries in 15 countries.

Dion specialises in strategy implementation, corporate operational and financial improvement and corporate strategic development related disciplines. In the last ten years, he has focused on medium enterprises where demand for growth & development remains high.

Elaine Palmer Elaine is the Manager of Human Resources Professional Services for Exxaro group of mines. Her responsibilities include remuneration, leadership, change management, employee relations, HR development and more. She has formal and informal conversations around performance, individual development, career plans and personal wellbeing. “I always try to steer my team towards working as one,” she says. Being a woman in a male dominated industry is not insurmountable. “You have to work extra hard to prove yourself before getting accepted as an equal counterpart, mostly by the older generation. Important lesson: take control. Do not play the victim. Don’t give others power over you.

Execute, execute, execute is key.”

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Elizabeth Malumo Elizabeth is a seasoned banker and been in the banking industry for 35 years, 20 of which she has spent with First National Bank. She has a wealth of knowledge on helping small and large businesses grow and be profitable. Elizabeth is currently at Barclays Africa as Provincial Head for Gauteng North, South Africa. As a member of the South Africa Entrepreneur Board, she is passionate about developing and seeing women in business succeed. For Elizabeth, a potential winner is someone who “shows passion for what they do, someone who makes their business sustainable and is involved in uplifting the community around them”. She says there have been some phenomenal candidates this year and that selecting winners has been tough. Elizabeth emphasises to all candidates that, “it is important to understand what drives your business and what sustains it, while also operating and benefiting the community”.

Eve Kasirye-Alemu Eve is a graduate in Agriculture and holds a MSc and PhD in Food Science and Technology. She is a Food Science and Food Safety, as well as, Standards and Quality Assurance Expert. She is presently, a Senior International Consultant at BUDE Consultants Ltd, a Techno-Business and Development Consultancy firm. Eve is the founder of Uganda National Bureau of Standards (UNBS), the national apex institution for standardisation and quality and its first Executive Director for a period of 12 years. She was one of the EA Standards CEOs, who established the current common EAC Harmonised Standards programme. She was the National Central Competent Authority officer for safety and quality of fish and fishery products exports to European Union (EU) and led Uganda to total compliance with EU fish safety, export requirements.

Gary Joseph Gary is the Chief Executive Officer of the South African Supplier Diversity Council NPC , a position which he has held since May 2012. He spent two and a half years at the National Business Initiative (NBI) as Director: Corporations & Linkages where he was overall responsible for the legal formation and the commencement of operations of the South African Supplier Diversity Council (SASDC). Prior to joining the NBI, Gary spent 8 years with De Beers, during which he held several roles related to SMME development, preferential procurement and supply chain management. His career also includes 2 years in the public sector where he was responsible for regional investment promotion and SME development programmes implemented by the Northern Cape Provincial Government, South Africa. Gary holds a Bachelor of Science, a Higher Diploma in Education, as well as, a Post-graduate Diploma in Organisation and Management from the University of Cape Town.

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Gerda Potgieter Gerda’s 25 year career in local government led to her eventual appointment as Director: Stakeholder Engagement and Capacity Building at the City of Tshwane Municipality. Gerda holds a Master’s Degree from the University of South Africa (UNISA) and she successfully completed an Executive Leadership Programme from the University of Pretoria (cum laude) for which she received the ‘Best Student’ award.

Besides holding other qualifications and awards, Gerda was recently awarded an Innovation Award for the Enhancement of Internal systems in Government from the Centre for Public Service Innovation (CPSI). She was a finalist in the CEO Global’s Most Influential Women in local government awards.

She successfully project managed the Monyetla work readiness learnership programme, funded by Department of Trade and Industry (DTI), and the Work Skills programme. Gerda was awarded Best Monyetla Work readiness programme for Government and Parastatals for her efforts.

Gervase Ndyanabo: Gervase obtained a B. Com Accounting (MUK) and MBA (EBS) degree, and is a Certified Internal Auditor and Certified Public Accountant. Gervase is currently the Company Secretary and Chief Operating Officer for New Vision Printing and Publishing Company Ltd, Uganda’s leading media house. He was previously, the company’s Chief Internal Auditor for 10 years. Gervase’s added responsibilities include being a Council Member and Vice Chairman of Council and the Chairman of the Finance Committee of Council , both at Uganda Martyrs University; he is on the Board of Trustees Institute of Internal Auditors, Uganda; Head of Laity, Archdiocese of Mbarara and Vice Chairman for Uganda Timber Growers Association.

Jene’ Palmer Jene’ is a Chartered Accountant who has garnered a wealth of experience over the last two decades in the corporate environment including leading a JSE-listed ICT company as its CEO and returning the company to profitability. She geared the company for an acquisition in order to achieve the goal of turning it into a billion rand organisation. Jene’s passion is rooted in assisting companies to reach their full potential and overcome the challenges posed by an economic downturn, weak strategic direction, operational inefficiencies or financial distress. Jene’s areas of expertise are leadership, strategy development, financial management, business optimisation and corporate governance. She was also selected as Finalist in the BWASA Business Woman of the Year 2008 and Finalist in CSSA IT Personality of the Year 2010.

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Kim Potgieter As a Director and Retirement Life Planner at Chartered Wealth Solutions, Kim has combined her two passions: studying the relationship people have with money and advising people on how to get the most life from their money in retirement. She is a certified Financial Planner and specialises in changing the way people view retirement and strongly believes that retirement should be seen as a new chapter. Kim is a Director at the FPI and in this role she aims to encourage financial planners to see their clients as people, not just a financial transaction. Kim is a certified coach with the International Coach Federation and has created an online community to support women financial planners. Her goal is to see younger female planners positively mentored by more experienced colleagues and to provide strong role models within the industry.

Mariana Raath Mariana is the General Manager of Midcomp Azero (Pty). Amongst her many company responsibilities, she ensures the continuous growth and development of this newly merged company. Previously, she was Managing Director for A Format Supplies from 2006 to February 2016, where she turned this small business into a successful company with a turnover of millions. In addition, she worked as a Sales and Business Unit Development manager for Aisel Systems before joining A Format Supplies.

She is a dedicated, customer-orientated manager/director and is known in the industry for her product knowledge, people skills, integrity and unrivalled customer service. She enjoys working with customers in the corporate and mining sector, and specialises in establishing new and innovative ways to address challenges and drive growth.

Professor Mercy Mirembe Ntangaare Professor Mercy’s academic qualifications stand at Doctor of Philosophy (PhD), Master of Arts (literature) and Honours in Bachelor of Arts. She is currently the Associate Professor at the Makerere University, Uganda. She has also received qualifications from institutions in Germany, Netherlands and the United States. She has contributed highly valued articles in refereed journals, magazines and newsletters. She has published a number of books, one being the first eBook to be written by a Ugandan available in Uganda. Professor Mercy has also had her hand in some film/video productions, stage performance, fairs and exhibitions. To add to this she has a number of manuscripts she is working on and has organised, directed and convened a number of conferences, fairs, awards and festivals. She has been the VP of IDEA since 2008, chairperson of the UNCC since 2009 and founder of UTN.

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Monki Hlutwa “I believe that it is important to recognise efforts,” says Monki, Communications Manager at the Metal and Engineering Industries Bargaining Council (MEIBC).Monki previously worked as a Strategy Development & Project Management Consultant running her own business and also for the Gauteng Provincial Housing Department. She looks for people who exceed their job descriptions. “I strongly believe that as an excellent individual, you also need to step up over and above what you do, and what you are paid for, you also do things that touch the heart of others.” The thread of selflessness governs her other criteria as well. “It’s about ensuring that there is a lot of mentorship and coaching. I don’t personally believe in someone who is a one man show or is indispensable. I believe that people need to pass the baton…when they have decided to move on,” she says.

Noreda Bashabe Kiremire Noreda has a Master’s Degree in Business Administration (MBA) Specialising in Information Management & Systems Analysis from Hull University, U.K. She has also achieved a Master of Science, Radiation Physics from Dundee University in Scotland, UK and is currently busy with her PhD. She has additionally obtained a Postgraduate Diploma in Computer Science - MUK, Uganda. Noeta’s strengths lie in her ability to teach, train and lead, and stems from her extensive experience of project management and lecturing in both Science and applied Science in the area of Management, Design and Analysis of Systems. Noreda is innovative and capable of working in an unstructured environment which allows her to have the exceptional ability to pick up new skills.

Nothemba Gqiba Nothemba is the Head of Department for Marketing & Communication at SEFA (Small Enterprise Finance Agency) since 2012 and has been in the SMME and Cooperatives funding sector for almost 10 years. She is very passionate about the development and growth of SMMEs and Cooperatives. In her current position, she is tasked with giving strategic direction in the implementation of the marketing and communication strategy to ensure SEFA has a wider reach to more SMME’s and Cooperatives throughout South Africa. Prior to assuming this role, Nothemba was a Marketing Manager at SAMAF (South African Micro-Finance Apex Fund) were she encouraged rural and peri-urban communities to mobilise their resources to establish financial service cooperatives in order to grow their community businesses.

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Pumulani Ncube Pumulani, a qualified chartered accountant, was a founding member and Chief Investment Officer for Jala Capital, a black economic empowerment (BEE) investment holding company. He is currently the CEO of Beehive Capital, which specialises in enterprise and supply development as well as implementing programmes for SMEs in the public and private sectors. Pumulani works with people in corporates and small business, so it is easy for him to relate to the candidates of MIW and Titans and as a judge he has, “seen some wonderful candidates this year”. All candidates have unique skills, but, for Pumulani, the “differentiating factor is social responsibility and what candidates are doing in their individual capacities in society. The award has great importance for the winner and there is personal gratification when people in the industry recognise what you do, it can only serve to benefit the person and their brand”, says Pumulani.

Sarah Babirye Lubega Sarah is a certified trainer in Industrial Management as well as Entrepreneurship Development and holds a diploma in Legal Practice, a Bachelors of Law as well as Masters in Law degree. She obtained her academic qualifications at the Georgetown University Law School and the Makerere University.

Sarah has been a consultant for Frederick Francis and Associates’ external consultancy services to the Private Sector Foundation (PSF) for the past 15 years. Her areas of expertise include Financial Institutions Law and Practice, Labour & Employment Law as well as Property Law & Conveyance.

Sarah started her career as a Banking Officer/ Legal and worked for the Central Bank of Uganda for 10 years. She has been a member of numerous associations like, FIDA-U, PPDA, ECOTRUST, Uganda Women Entrepreneurs Association and the Uganda Law Society; some of which she has been actively involved in for around 30 years.

Tania Cleary Tania began her career in the motor industry in 1995 with BMW South Africa. She later joined Ford Motor Company in 2000 and then Jaguar Land Rover as the Sales and Marketing Manager. After 20 years in the motor industry, she made the change to home renovations to fulfil a lifelong dream.

Her years of managerial experience aided her through the judging process by allowing her to make informed decisions. “When working through the nominees descriptions of their leadership roles and achievements in their industries you are well positioned if you have been exposed to all the roles within an organisation and have a working knowledge of their industry.” For Tania, the stand-out factor when choosing a winner is “The ability to communicate an idea clearly, succinctly and passionately. This is without a doubt important not only in the competition but also in business.” Her advice to this year’s winners and finalists; “You have been recognised as having potential, if you do nothing with it that is all it will ever be… potential.”

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Vasi Govinder The experienced Most Influential Women in Business and Government judge, Vasi Govinder, is the Director of TSLS Holdings, Legal Services and Telecommunications, which specialises in revenue enhancement and works with the government and local municipalities. Her experience in core business activities gives her a holistic perspective and makes her an ideal judge. “I’m passionate about promoting SMEs and women in business. There is a young crowd that is innovative and it is exciting to be a part of this initiative,” says Vasi. For her, a potential winner shows passion and is serious about what they want to do. Her advice to up-and-coming businesswomen is to “fall and fall again and get up … there is no such thing as failure”.

Victoria Sekitoleko Victoria is currently Chairperson of the Governing Board of Uganda Agribusiness Alliance. She is Founder and Managing Director of the Uganda Culture Community Centre through which she promotes reading by establishing and supporting both urban and rural community libraries. She is also Chairperson to The New Vision Group National Best Farmer Competition. Previously, she worked as Director of the Food and Agricultural Organisation (UN-FAO) and representative to China, Mongolia and DPR Korea; FAO representative to Ethiopia for the African Union (AU) and the Economic Community for Africa (ECA) and FAO Sub Regional representative to Eastern and Southern Africa in Zimbabwe. Victoria was a Member of Parliament (MP) and Minister of Agriculture, Animal Industry and Fisheries in Uganda; MP and Deputy Minister and then Ministry of Agriculture and Forestry in Uganda. She was also Senior Agriculture Banking Officer to Uganda Development Bank.

Wouter Snyman Wouter Snyman is the CEO and founder of the attooh! – the company delivers tailor-made and diversified financial planning solutions to individuals and corporate companies on a national scale. attooh! was recently awarded the coveted title of the number 1 Discovery Financial Adviser Group in South Africa. It has been named the Number One Health Advisor Group in 2011 and the Number One National Advisor Group within Discovery for 2013/2014. The most recent of Wouter’s achievements is winning the Titans Continental Business & Professional Services Award for South Africa. Wouter has a BCom Honours in Investment Management and more than 22 years of experience in the Financial Services arena, heading-up various divisions in Banking and Insurance for world leading companies, such as Standard Corporate and Merchant bank and the Discovery Group.

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The South African Local Government Association - LEADINGEDGE

In this edition of Titans: Building Nations we speak with Xolile George, Chief Executive Officer of the South African Local Government Association (SALGA) and a Continental Winner in the Public Enterprises sector of the Titans: Building Nations programme 2015. He shares his views on the challenges local government faces, draws attention to the progress made in this sphere and reaffirms his passion for seeing local government help transform South Africa.

Local government is in many respects a unique environment – after almost a decade at the helm of SALGA – what have you come to recognise as the key ingredients for successful local government?

Local government is the most important sphere of government. It is at this level where citizens experience the impact of policies that national government has put in place in order to improve the lives of ordinary people.

South Africans often look to local government to realise the aspirations that have been enshrined in our Constitution and Bill of Rights. Issues such as the restoration of dignity, access to adequate housing and shelter, the provision of education and many other rights are often realised in the local government sphere.

To achieve this you need a strong, caring, responsive and agile system of local governance to ensure citizen experiences are indeed positive.

Xolile George, Chief Executive Officer of the South African Local Government Association

Lessons in

Many challenges that exist in the local government sphere are often ascribed to a lack of ongoing leadership capacity development at municipalities. What is your view on this?

It is always important, as South Africans, to appreciate where we come from. While we are 22 years into the democratic life of South Africa, local government as we know it today, has been in existence in this form for a mere 15 years.

Each municipality has played a role in ensuring South Africans enjoy access to basic services in order to promote the restoration of human dignity. The right to have access to water, sanitation, solid waste disposal, streetlights and other basic services of this nature, are highly aspirational in our emerging democracy and municipalities have worked hard to realise these aspirations.

Leadership

by Valdi Pereira

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LEADINGEDGE - The South African Local Government Association

The SALGA centre for leadership and governance has been created with a view to developing a generation of local government leaders who appreciate the importance of being accountable Of course, there have been positive and not so positive experiences for citizens with respect to the progress that has been made in delivering upon basic services. Opinion makers in a variety of news mediums and protestors obviously seek to highlight those situations where delivery has been less than desirable.

At SALGA we know that a lot has been achieved by local governments in the past 15 years. This is not to suggest that all is well, there is still a lot of work ahead of us. We do however encourage everyone to arm themselves with the right knowledge of local government achievements before making pronouncements and forming opinions on perceived failures in this sphere.

One only needs to look at the authoritative bodies in the form of the Auditor-General, National Treasury and Statistics South Africa, who engage with and interrogate the performance of local government from a multitude of governance, financial and delivery perspectives, to realise that any claims made with respect to progress in this sphere have been examined and verified.

They provide us with metrics to access local government performance and if necessary, contest poor performance by local governments. In terms of the key metrics such as access to water, sanitation, electricity, the provision of roads and other services, 85% of South Africans can now claim to have access to these.

In our view, this clearly demonstrates the success local governments have achieved and it is something, I think all South Africans can take pride in.

In recent years the Auditor-General has commented favourably on the improving level of financial and governance compliance amongst municipalities. Yet, there is still a fair share of criticism directed at municipalities. Why do you think this is the case?

In 2011 the Auditor-General stated that less than 5% of municipalities achieved clean audits. Presently 59% of our municipalities are achieving unqualified audits, which is the highest audit standard which can be achieved in the public and private sector. The situation is far from gloomy, we are clearly on the right track and are certainly targeting 100% unqualified audits.

The challenge for local government, particularly when it comes to criticism, is that a service delivery failure is localised and in many ways a personalised matter. The moment you get into your car to drive to work and you turn a corner to find a robot out of order or see other public facilities that are not properly maintained, you feel directly affected by the problems.

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You expect running water at home, consistent electrical supply and the provision of utility services. If these things are not there, your thoughts immediately turn to your municipality and what you believe they should be doing.

As taxpayers we all want to know that our money is being spent wisely and in a fashion where municipal officials are accountable for the decisions they take.

The demands and expectations on municipalities are therefore very high and a lot of hard work has to go into keeping citizens satisfied.

Despite acknowledging the progress that has been made in local government, you have also been frank about the challenges that exist in this sphere. What do think can be done to address these challenges?

Citizens are frustrated because of leadership that comes across as unaccountable and uncaring. This has been at the core of many tensions that have been experienced at local government level. Our view as SALGA is that we need a responsive and accountable system of local government – in fact our Constitution promises this to every South African.

In these 15 years what have we learned? We think that as SALGA we must work collaboratively with as many players as possible to invest in building capable leaders, whether it be political or administrative leadership.

If we can achieve this then we will create a resilient system that will stand the test of time and is accountable and caring. This is the ideal that we want to work towards, to ensure people can fulfil the roles they have been given because they have suitability in terms of attitude and background for the role they must fulfil.

The SALGA Centre for Leadership and Governance has been created with a view to developing a generation of local government leaders who appreciate the importance of being accountable, understand the power of innovative thinking and acknowledge that the answers to the challenges they face, will need to be developed in conjunction with their communities.

How do you think the performance of local government can be further lifted?

Linking consequences and accountability is an important step that can be taken. If there is an Auditor-General report which does not reflect well on a particular municipality, what is the action that needs to be taken? Do we hold the Municipal Manager accountable or the people that report to him?

The South African Local Government Association - LEADINGEDGE

One cannot have a situation where there is no consequence for poor performance. If you do not take action you are simply making mediocrity and tolerance of poor service inbred in all your actions.

At SALGA we want to drive issues around consequence and accountability. We want to create and army of people who inspire others to achieve great things in the local government sphere.

It is sometimes suggested that local government is not making enough of the opportunities the digital era presents. Do you think there are opportunities in this regard?

There is no doubt that we need to exploit the fourth industrial revolution. Decision making in municipalities must be improved. As local government leadership we need to exploit the various avenues of the digital era that we are living in. We must serve citizens in a much better fashion. We need to move away from archaic systems.

There are many ways that we can draw ideas from citizens without being prescriptive in terms of when and where they can interact with local government.

Contemporary approaches can be adopted through the use of appropriate technology and I have no doubt it will also contribute to accountability.

What do you see as the biggest challenge local government faces today?

The sheer scale and magnitude of inequality, poverty and unemployment is a vexing problem for local government.

These triple challenges continue to tear at the fabric of our society and it is felt at all levels of government.

It is a historical challenge rooted in 300 years of systematic marginalisation of people along racial lines.

It is not something that will be easily eradicated and the challenge we now face is that we have people living in communities that are never going to be able to lift themselves out of their circumstances unless there is some form of intervention.

Statistics South Africa has recently released a report showing how deeply ingrained the inhibitors of success are for poor communities and how poverty easily becomes intergenerational for these communities if there isn’t investment in education and skills development programmes to improve the catchment areas in a municipality of skills that can serve its local industries.

This is very important because migration from certain areas often occurs because people feel they can better opportunities in another. This urbanisation often chokes service delivery in certain municipalities because there is such strain placed on their resources that they cannot cope.

This in turn gives rise to the spectre of protest, even if an affected municipality is doing their utmost with their resources. Until we confront the issue of building balanced economic growth we are going to continue having

municipalities doing very well, like the City of Joburg, but having to deal with protests over matters which are in essence driven by relative deprivation and not poor service delivery.

What do you think can be done to address the issue of migration?

By improving the intelligence building capabilities of municipalities, ensuring they become developmental in their solutions and harness ideas from areas around them. They need to work with key players in their areas to create interventions that could spark greater development, thereby making sure that people don’t need to leave their home region and move to a city to increase their prospects.

SALGA has been helping some associations in countries in East Africa; including Rwanda, Uganda, and Kenya in capacity building and in refining their systems of government. What progress has been made in this regard?

We have a unique situation in South Africa – one that is worth celebrating. We possess a democratic dividend in the form of a constitution that places citizens and not government, at the centre of benefit.

Our government is defined in three spheres: national, provincial and local. If you look at the spherical notion of government it is clear that all three pulling together fulfil the functionality of the state.

Our local government is defined in the Constitution and we have direct powers and functions. In contrast, others don’t have system of local government that is constitutionally guaranteed. It is often defined in subsidiary statutory legislation where powers can be given or taken away – something which cannot be done in South Africa.

In this environment SALGA is a shining symbol because we are an organisation created in the constitution. We are therefore a point of reference for many countries for governance models, defining the role of local government in their systems, capacity building and leadership.

In fact, SALGA is the most advanced local government association in the world because of its guaranteed constitutional existence. In South Africa we sit in parliament and partake in development and raise issues when law making takes place.

We are benefitting from the foresight and wisdom of the architects of our Constitution. It has allowed us to build capacity from a vantage point that others do not have.

On the continent we have recently formed a pan African association of which we are member. It allows us to share lessons learned, leadership learnings and constitutionally reform perspectives amongst others.

2016

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19

LEADINGEDGE - The South African Local Government Association What are the blockages which stand in the way of having South Africa, and African, local municipalities being run as well as some of the best in the world?

In many African countries I think the challenge is that local governments do not have sufficient autonomy. It is one area that is holding back local government from promoting participatory democracy.

One of the big advantages of local government as it is designed in South Africa is that you get to vote for ‘faces’ that you know. You choose the ‘face’ you want to represent you. It is an important differentiation between provincial and national level leadership selection.

The other challenge is that local governments cannot raise their own revenue. In South Africa there are local governments that struggle with this, but it only occurs because of structural economic conditions.

In many parts of the continent, local governments do not have fiscal powers to raise their own revenue, to borrow funds and make critical investments from which they in turn can derive revenue from, they are going to struggle to become viable government enterprises.

South Africans often look to local government to realise the aspirations that have been enshrined in our Constitution and Bill of Rights.

Productivity, inclusivity and sustainability are but some of the issues that pose significant future challenges for local governments and the cities they manage. Do you think local governments are positioned to deal with the big changes that will be coming our way in the next two decades?

It is a function of cities to arrest the scourge of migration. There is nothing wrong with urbanisation, but there is something very wrong with migration when it becomes a push factor and starts to run rapidly at a scale that is not easily manageable for cities.

We can look at the City of Joburg as an example. On a monthly basis they receive 10 000 new citizens. Just think about the impact of this over five years in terms of resources needed to match this growth.

The problem with this growth is that it takes places on the fringes of the city – on the spatial edges. You then have development taking place that is not defined by a spatial development framework or that the city is not even geared towards responding to.

All our big cities face this challenge, on a daily basis.

There is little doubt that our big cities are very important, they are places of trade, centres of investment, some of them are financial capitals, the home of arts and culture and very often they have leading institutions of learning.

Their role in driving the economic growth of the country is important and they need to have strong

20 2016 TITANS

leadership in place. They also need various levers of control available to them to respond to these issues.

One of these put in place by our government, which SALGA will continue to lobby in favour of, is the need to embrace urbanisation and guide it, so it does not become a bigger challenge than it already is.

If you consider that currently 50% of Africa’s population live in urban centres and that this number will climb to 75% by 2050, you start to realise the urgency of the challenge, because it is a very rapid rate of urbanisation.

We are going to need strong governance models, mechanisms to raise funding and innovative approaches to dealing with spatial inequality challenges if our cities are going to be able to deal with the demands upon them.

In this respect the City of Joburg, with its 2040 strategy – called Corridors of Freedom, is setting a good example of how to provide spatial justice whilst also looking to deal with the myriad of challenges, thereby creating a connected growing city that uses resources in a way that creates opportunities for its people and promotes social cohesion.

Are there any other thoughts that you would like to share with our readers?

As SALGA we stand ready to navigate the transition to our forth form of local democratic government. We will be welcoming a new crop of local government leaders that will be elected by the citizenry and we are ready to play our part in preparing them to navigate the local government space.

Because of the intersection of many factors at play in this space: political, economic, social and developmental, it is possibly the most challenging environment one can find. It is also an environment where councillors find themselves face to face with the stark realities many citizens confront on a daily basis. It is therefore our responsibility to make sure our leaders are strong, emphatic individuals who are passionate about making our local government experiences, positive and uplifting.

It is also my belief that we need to surface those people that are doing good and showcase what they have done so we can learn from them. We need to build local government that is capable if we want to contribute to the National Development Plan. In order to do this local government needs to be able to interpret its environment, exploit opportunities and makes our experience as citizens a positive one.

The Best Leader By Far

Xolile George’s litany of accolades is vast. It includes, but is not limited to the following:  Continental winner of Titans: Building Nations (Public Entities Category),  Received seven successive unqualified audits and four successive clean audits as CEO of SALGA,  Boss of the Year finalist 2014,  National Business Award finalist 2015 (Public Entities Category),  Recipient of two special awards as Best Executive in the city of Joburg 2004/5, and  Recipient of the SALGA Chairman's Special Leadership award for excellent leadership in 2015.

X&Y FACTOR

What makes one “Titan” stand out from another?

It is a question hotly debated by judges. As a Titan was originally a person of incredible strength, in the business world of 2016 individuals seeking to become a Titan of their sector are going to have to display strength of character, strength of persistence and passion and strength of commitment to their community.

Creating a

Borderless

Business Environment

T

he 2016 judges were looking beyond individuals that are successful within their chosen career to find men that are aiming for regional economic integration. Men that are facilitating gender integration, who see opportunity to succeed fairly and who never walk away from any difficulties they may encounter in trying to achieve their goals.

These motivators can be working in the Entrepreneurial, Professional, Corporate and Government worlds but all are focused on creating a borderless business environment. They are men that recognise the route to ‘integration’ will arise from ‘co-operation’. And they view the many benefits that will arrive objectively not competitively.

Understanding that co-operation will lead to collaboration and this, in turn, will increase bargaining power means setting aside self interest and ego. This year’s crop of ‘Titans’ is prepared to put all else before their own gain to ensure that the ‘wealth’ of their sector is preserved and increased.

2016 has brought to the fore Titan’s of truly great stature. Every nominated man is making his mark and whilst this creates headaches for the judges it is rewarding, and humbling, for them to read testimonials

22 2016 TITANS

that prove the real influence a person is having on their immediate environment and for the greater good.

In every Awards process there are winners and those that miss the mark. That doesn’t mean they are ‘losers’, it just indicates that others nominated are individuals whose reach is greater in 2016.

Vital in the entire process is the value of the work that every finalist is producing. The Continent of Africa needs these Titans to bring international recognition and business interactions. It needs to message that it is not a poor second cousin to its perceived First World business companions. The greater collaboration from a unified African business environment, the more opportunities for elevation for its people will be enhanced.

The Titans: Building Nations of 2016 are men of strength, men of valour and men who refuse to see country borders as a barrier to expansion. They bring with them the determination that has its foundation in pride. Pride at what they have already achieved and what they aim to continue to accomplish in the coming years.

Yvonne Finch Chairperson - Judging Panels

X&Y FACTOR

Until recently, Tsietsi Mokhele was the chief executive officer of the South African Maritime Safety Authority (SAMSA). Also known as the Commander, he is the Patron of the Titans: Building Nations programme. He says the private sector has not taken full advantage of opportunities presented by government’s focus on the ocean economy under Operation Phakisa. Among other targets, Operation Phakisa aims to unlock economic opportunities from South Africa’s oceans, estimated to have the potential to contribute R177 billion to GDP by 2033, up from R54bn in 2010.

Opportunities T

he operation aims to fast-track goals laid out in the National Development Plan. The sectors that government hopes to develop include marine transport and manufacturing, offshore oil and gas exploration and aquaculture. Commander Mokhele, who helped develop the maritime strategy under Operation Phakisa, says he would like to see the private sector take better advantage of commercialisation and industrialisation opportunities..

Commander Mokhele held the position since 2008 on an initial five-year contract which was later extended. “I am staying in the maritime industry to mobilise our industry to make sure it takes advantage of the opportunities under Operation Phakisa,” he says. He believes companies have been slow to pursue greater industrialisation in the sector. “The state is leading where the private sector should be leading,” says Mokhele.

Operation Phakisa has good intentions, including its plan for more local ship-building to carry more South African goods. But he says it was another

attempt by government to demonstrate that it has a role in the economy. “More government intervention even though it may seem that government is doing something, often has the unintended effect of slowing things down,” Commander Mokhele says. “Are there no other ways of achieving the same objectives with less state involvement?”

State participation, he says, is more important in the protection of the ocean environment from the shipping industry.

The Commander is largely acknowledged to be the driving force behind to give the maritime industry more prominence at government level.

He is passionate about what he calls the “10th Province” and his efforts to highlight its importance to the president. “Having driven the maritime policy and administration leadership agenda and the strategic lobby for positioning maritime as a new economic growth potential for South Africa and the continent, we are not gaining traction on mobilising private sector for greater leadership and higher levels of investment,” he adds.

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When all your clients have positive feedback about you, then you know you have done well in a cutthroat industry. This is true for Justin Cohen, the author of four books and seven audiobooks. He hosted a TV show in which he interviewed some of the world’s top experts on success. As a leading authority on human potential, with a postgraduate degree in Psychology, Justin speaks and trains in the fields of motivation, sales, service and leadership. Over the past 15 years he has presented in almost 20 countries, and in virtually every industry, to an average of 8 000 people annually. Justin is a Certified Speaking Professional and a South African Speaker Hall of Fame inductee.

Justin Cohen, 2016 programme director for Titans: Building Nations and a Master of Ceremonies and facilitator at Unique Speaker Bureau

X&Y FACTOR

A Master of His Craft

By Andrew Ngozo

J

ustin is the 2016 Titans: Building Nations programme director, a conference speaker, emcee and facilitator at the Unique Speaker Bureau. In addition to being a top international conference speaker and author, Justin also facilitates strategy sessions and emcees events. Justin had his own SABC 3 television talk show where he interviewed some of the world’s leading experts on success, so, where applicable, he will conduct lively interviews or facilitate panel discussions. Justin won’t just read a script. He thoroughly researches your organisation and its objectives and ensures that each introduction is relevant and personalised.

Bringing his extensive experience as a conference speaker, Justin will be the thread between the various presentations, providing entertaining insights and inspiration.

Engaging and Enthralling Audiences Let’s share some of Justin’s clients’ feedback. “Justin delivered a powerful message that will have a long lasting effect on our people. We are experiencing early returns on our investment with a clear increase in sales numbers,” said Raymond O’Neil, managing director of HSBC in Dubai. From the Illinois Central College, USA, Ellen George, Dean of Corporate Education said: “Justin knocked it out of the park! The audience was enthralled,

24 2016 TITANS

engaged, laughing, and on the verge of tears at times which, in my book, makes a great presentation and a great speaker.

There were a lot of takeaways for the entire organisation.”

Justin does not offer a one-size-fits-all package for his clients. As Leon Lourens, managing director of PEP Stores asserted: “Your work ethic and extra effort to make your message special for each group was highly commendable.

Your 94% rating confirms that your talk was the highlight of the conventions.”

As for the effect that Justin has on his audience, let the comments below point you in the right direction.

“Justin electrifies his audience… He was the best speaker,” noted Eric Peacock, Director at the Academy of Chief Executives, UK. Dave Goranson, President, American Society for Training and Development, HOI, summed up his experience thus: “I have seen a lot of speakers and sat through a lot of breakout sessions. Justin Cohen is the most informative, entertaining and inspiring that I’ve seen. He is the key reason that this year’s annual convention was rated the best in our chapter’s history.”

At this juncture you may [literally] be itching to get your hands on Justin. Well; for enquiries, or to book him to emcee or facilitate at your next function, please contact Unique Speaker Bureau on 011 465 4410 or email refiloe@ uniquespeakerbureau.com.

Quick Guide ►

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Lifetime Achievers Partner - City of Johannesburg Prof Douglas Boateng; Paul Harding

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Agencies & Regulatory Authorities Partner - SALGA Country Winners: Howel Okechukwu Ubani; Mohale Ralebitso Regional Winner: Conrad Mutonga Lutombi

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Agriculture Partner - KPMG Regional Winners: Abdul Rudahunga; Omri van Zyl

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Media Partner - USB Regional Winners: Kayambila Mpulamasaka; Reggy Moalusi

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Medical & Veterinary Partner - CEO Global Regional Winners: Dr Patrick Tusiime; Robert Muhia Karanja

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Mining Partner - Ontario Private Equity Regional Winner: Dr Freddy van der Berg

p91

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Arts & Culture Partner - Monsoon Photography Regional Winners: Eddy Kenzo; Zwai Bala

Public Enterprises Partner - Armscor Regional Winner: Siyabulela Mhlaluka

p95

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Building & Construction Partner - CEO Global Regional Winner: Pravin Darad

p100

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Business & Professional Services Partner - Midrand

SME Partner - SEFA Country Winners: Bheki Kunene; Corne Schalkwyk; Edwin Zulu; George Rexford Benny Nyarko; Rubin van Niekerk Regional Winners: Braam Malherbe; Paul Orajiaka; Senai Wolderufael Gebru Tourism & Leisure Partner - Air Mauritius Regional Winners: Pierre Moifo; Titus Mutua Kangangi

p106

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Welfare & Civil Society Organisations Partner - Transman Regional Winners: James Chinkubila Kasongo; Martin Osangiri Okiyo

p110

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Wholesale & Retail Partner - CEO Global Regional Winner: Cuthbert Malindi

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Conference Centre

Country Winner: Mehrteab Leul Kokeb Regional Winners: Dr Allan Shonubi; Denford Magora; Dipak Chummun

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Chemical, Petrochemical & Pharmaceutical Partner Shell South Africa

Regional Winner: Dr Kamamai Wa Murichu

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Education & Training: Academic Partner - CEO Global Country Winners: Ayub Gitau; Ceaser Siakacha; Chomora Mikeka Regional Winners: Prof Ahmed Hamza H Ali; Prof Edson Gandiwa; Prof Keto Elitabu Mshigeni; Prof Letlhokwa George Mpedi; Prof Oyelami Benjamin Oyediran

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Education & Training: Private Partner - CEO Global Country Winner: Kelvin Kaunda Regional Winner: Eugene Herbert

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Financial Services Partner - ABSA Country Winners: Danstan Kisuule; Musa Bako; Paul Njeru Regional Winners: Augustus Abdul Kanu; Joseph Mwansa Chikolwa; Ndjoura Tjozongoro

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p70

ICT Partner - CEO Global Regional Winners: Dr Matthews Chinombo Mtumbuka; Roshan Seetohul

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Logistics & Shipping Partner - Kenya Airways Regional Winners: David Logan; Omar Ingels Kassim

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Manufacturing & Engineering Partner - CEO Global Country Winner: Rowland Franklin Msiska

Finalists 2016

Agriculture Anton Rabe Arts & Culture Benon Mugumbya; Isaiah Katumwa; Sibongeleni James Ngcobo Building & Construction Thembelihle Madonka Business & Professional Services Cephas Birungyi; Davison Kanokanga; Dr Mayur Madhvani Chemical, Petrochemical & Pharmaceutical Muhimbise Tom Mudenge; Dr Paul Nganda Mwaniki Education & Training: Academic John Mankhomwa; Lusayo Mwabumba ICT Hon Consul Bernard Eric Typhis Degtyarenko Logistics & Shipping Christopher Kaweesa Manufacturing & Engineering Stanley Richie Malombe Media Arye Kellman Welfare & Civil Society Organisations Josphat Njobvu

Sector Foreword

LifetimeAchievement

Lifetime Achiever The Lifetime Achiever Award is given to an individual that has given selflessly of themselves to the betterment of their fellow human beings.

The Lifetime Achievement Award gives us the opportunity to bring together the true pillars of our community for both networking and the exchange of well-earned wisdom. It recognises successful leaders within their industry or our community.

T

he Lifetime Achievement Award recognises Africans whose business leadership has made a substantive contribution to the economic and social well-being of the continent’s people at large over a lifetime.

A World Class African city, the City of Johannesburg would like to congratulate these selfless thought leaders, business gurus and worthy men of the motherland. It is through their countless sacrifices that our continent is a much better place to live in today and all respect goes to our Lifetime Achievers.

From South Africa

Prof Douglas Boateng

P

rofessor Douglas Boateng, Africa’s first ever appointed Professor Extraordinaire for supply and value chain management (SBL UNISA), is an International Professional Chartered Director and an adjunct academic.

Independently recognised as one of the vertical specific global strategic thinkers on procurement, governance, logistics, and industrial engineering in the context of supply and value chain management, he continues to play leading academic and industrial roles in supply chain strategy development and implementation, both in Africa, and around the world. Recognised for his contribution to the advancement of local and international aspects of supply chain management he was honoured with a Platinum Life Time Global Achievers Award (2016) and a Life Time Achievers Award (2013) by the Chartered Institute of Procurement and Supply, and its various local industry associations. He adds to that impressive list of accolades with the Lifetime Achievers Award in Titans Building Nations in 2016. Professor Boateng has several international qualifications.

LifetimeAchievement

From South Africa

Paul Harding

H

e is a Lifetime Achievers Award winner. Paul Ernest Harding, managing director, South African Quality Institute, has 40 years’ experience in management and 28 years’ experience in the quality management field.

He has been on the SABS Technical Committee TC 176 for 22 years and has spoken on quality at over 60 conferences both locally and internationally. He has promoted SAQI’s Quality in Schools programme covering many previously disadvantaged schools in South Africa. He has established links with international quality organisations including the CQI in UK, ASQ in USA and the NQI in Canada. SAQI has also set up MOU agreements with many other African and Southern African countries. In 2011 Paul received the South African DTI National Quality Champion award for the biggest individual contribution to promoting quality in South Africa from the minister. He is the current African representative on the American Society for Quality QMD Technical Committee for Organisational Excellence,

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The Keys to Leadership Success

by Andrew Ngozo

Are leaders born or made? That is a difficult question that no one answer can sufficiently address. But, in an increasingly dynamic world, organisations are only as strong as their leaders and managers. Leaders and managers can learn more about themselves, and how to manage others and the organisation they work for. Thus, as a leader, make sure that you are prepared for the challenges ahead. Having robust skills in multiple areas opens up a whole new world of possibilities for success; you will adapt more easily, deal with shortcomings, collaborate more successfully and become far more valuable to your organisation.

28 2016 TITANS

EMPOWERED LEADERSHIP

R

egardless of whether you are born or a made leader, for many businesspeople, the last thing you want to worry about, or do, is managing people.

As a leader you want to get out there and meet customers and create awesome products and bring exciting new opportunities through your front door. But unless you have hired people to take on the task of managing your employees, then you are still on the hook. The good news is that you can make that task a little bit easier for yourself by remembering some essential leadership keys, and your organisation will benefit as a direct result.

Delegate Wisely The key to leadership success is to learn to effectively delegate both the responsibility for completing assignments and the authority required to get things done. Many bosses feel that they need to control every little thing that their employees do. This is a recipe for disaster. When you delegate work to employees, you multiply the amount of work you can accomplish while you develop your employees’ confidence, leadership and work skills.

Set Goals Every employee needs goals to strive for. Not only do goals give employees direction and purpose, but they ensure that your employees are working towards the overall organisational goals. Set specific and measurable goals with your employees, and then regularly monitor their progress toward achieving them.

Communicate Far too many bosses communicate far too little. It’s often difficult for busy business owners and executives to keep their employees up-to-date on the latest organisational news.

Regardless, you must make every effort to get employees the information they need to do their jobs quickly and efficiently.

Make Time for Employees Above all, leadership is a people job. When an employee needs to talk with you-whatever the reason-make sure that you set aside the time to do so. Put your work aside for a moment, put down your smartphone, and focus on the person standing in front of you.

Recognise Achievements Every employee wants to do a good job. And when they do a good job, employees want recognition from their bosses.

Unfortunately, few bosses do much in the way of recognising and rewarding employees for a job well done. The good news is that there are many things bosses can do to recognise employees that cost little or no money, are easy to implement, and that take only a few minutes to accomplish.

Think About Lasting Solutions No matter how difficult the problem, there is always a quick solution, and leaders are happiest when they are

devising solutions to problems. The trouble is that, in their zeal to fix things quickly and move on to the next fire, they often overlook the lasting solution that may take longer to develop. Although it’s more fun to be a firefighter, the next time you have a problem to solve in your organisation, deal with the cause of the problem instead of simply treating the symptoms.

Don’t Take It All Too Seriously Without a doubt, running a company is serious business. Products and services must be sold and delivered, and money must be made. Despite the gravity of these responsibilities, successful leaders make their organisations fun places to work. Instead of having employees who look for every possible reason to call in sick or to arrive to work late or go home early, organisations who work hard and play hard end up with a more loyal, energised workforce.

A Guide for First Time Managers A brief read through the above leadership necessities can, at the best of times, be used by experienced managers who have become masters of their game. But then, in every organisation, there is that crop of [young] individuals who have the potential to go from being ‘good to great’ managers.

So if you are one such individual, taking up a management or leadership position for the first time, here are some tips and strategies on how to be the best at what you do.  Use existing strengths to meet new expectations: When you move up to a leadership position, your day-to-day activities and overall role in the company are going to change. The challenge that many new managers face is understanding how the skills and strengths they gained in their previous position can help them adjust to their new one.  Transparency is vital: As a non-managerial employee, you probably didn’t have access to a lot of the company information your boss did. Now that you are a leader, you will be more involved in planning and strategy work and it’s important to keep your team informed about what’s going on in the organisation as a whole.  Establish a strong relationship with your team: Anyone in a new managerial position should get to know their people before they start making changes.  Recognise your employees when they do a good job: Take time to build recognition into the team culture. Frequent recognition fosters a positive team environment and creates a culture of gratitude. Do not just wait until the big wins to recognise team members.

For example, thank employees who took the initiative to clean up after an office party.  Accept feedback, but find your own unique way to lead: Everyone is going to have their own opinions and advice on how you should lead. While it is good to listen to what your mentors have to say, you ultimately must develop your own unique leadership style.

Additional Source: Business News Daily (Online)

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Sector Foreword

REGIONALWINNER

Agencies & Regulatory Authorities Regulatory authorities and agencies are the independent legally mandated bodies that ensure well-functioning industries and implement as well as enforce specific laws. An agency has quasilegislative functions, executive functions, and judicial functions.

A

ccording to www.study.com regulatory agencies serve two primary functions in government: they implement laws and they enforce laws. Regulations are the means by which a regulatory agency implements laws enacted by the legislature. You can think of regulations as formal rules based upon the laws enacted by a legislature that govern specific social or economic activities.

It is in this vein that

the South African Local Government Association takes

its hat off to the men in the Agencies and Regulatory Authorities Sector. Their tireless efforts surely have come to bear fruit and we salute them.

From Namibia

Conrad Mutonga Lutombi

H

e is a regional and country winner in the Agencies and Regulatory Authorities sector for SADC South and Namibia respectively. Conrad Mutonga Lutombi, the CEO of the Namibian Roads Authority is a dynamic, results orientated leader with a proven track record of high performance and turnaround strategies. He is capable of resolving multiple complex situations while dealing with constant difficult challenges and changes. Being a CEO for the past six years Conrad has gained excellent skills and experience in strategic leadership and management, human resource management, change management, and financial management and controls. He commands good skills in building stakeholder alliances and relationships, effective communication skills and strategic negotiations.

Furthermore, Conrad has skills and experience in managing people and organisations as well as coaching, motivating and inspiring staff to perform beyond their own perceived abilities, thereby achieving organisational goals. He serves on several boards and committees in the transport industry and road safety.

COUNTRYWINNER From Nigeria

Howel Okechukwu Ubani Howel Okechukwu Ubani wears many hats for the National Cooperative Insurance Society of Nigeria as the board secretary, general manager and CEO, all at once. Part of his duties includes driving the growth path of the society. To that end, he says he recently introduced cheap and affordable insurance products such as the Community Based Health Insurance, Group Personal Accident and Group Life Assurance to members of cooperative societies in Nigeria. Howel is a former active unionist and past president of various organisations.

From South Africa

Mohale Ralebitso South African country winner Mohale Ralebitso, CEO of the Black Business Council (BBC) is an alumnus of the Harvard Business School. He is a director of several companies and has in excess of 20 years’ experience working in various sectors. Mohale is a seasoned strategic marketer who has driven strategy development and execution of a number of South African and international brands across a wide array of sectors. An activist by nature, Mohale has served as the vice president of the Black Students Union and the Future Black Lawyers.

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EMPOWERED LEADERSHIP

When Every

by Samantha Barnes

Second Counts Shanelle Gordon has worked as a paramedic for five years. She has had moments where she has contemplated changing careers: she wouldn’t be human if she hadn’t. The hours are irregular and long. Stress is a given when you are dealing with emergency situations where people’s lives, including your own, rely on your response.

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ome paramedics have been in the industry for 25 years, while others ‘want out’ after a few years. “It depends on the person, on how much you can handle,” says Gordon. She has never panicked. “I have never had to deal with myself reacting ‘Oh my goodness, how am I going to handle this’. I am calm in the situations I face by nature. If I freak out it is not going to help,” she explains.

“After dealing with something quite hectic,” she has wondered about changing careers. “It’s not something you can do forever, because of the lifestyle and the hours.”

The Best Part “Being able to see my patients smile when they have been so scared is the most rewarding part of being a paramedic,” says Gordon. “Treating every patient equally, holding their hand… It’s not even about them saying thank you.”

The idea of becoming a paramedic took hold when she was in grade 11. A friend was a paramedic for Netcare 911, so Gordon shadowed her for a day. “A diabetic man hadn’t eaten but he had taken his insulin. He was going into a diabetic coma. I was impressed with how they treated him and I knew this was what I wanted to do. I was fine.”

Fighting Fires “The toughest part of my training was doing my firefighting course.

I worked on a fire engine and on

EMPOWERED LEADERSHIP

Shanelle Gordon, Paramedic

structural collapses and structural fires. This also included house fires or building fires.

Doing vehicle extrications - where you need to get a patient out - is difficult when you are wearing bunker gear. It is heavy! The boots weigh 2 kilogrammes, and the trousers and jacket each weigh 4 kilogrammes. You are trying to run around when you have breathing apparatus on your back that weighs 12 kilogrammes. In the actual situations you don’t notice the weight, because your adrenalin is high.”

Being a paramedic requires composure under pressure and adaptability. The jaws of life are used in some instances. A paramedic needs to be familiar with multi tools connected to that which include cutters and spreaders.

First at the Scene Gordon’s first priority when she is despatched to an emergency resulting from a shooting or an assault is first making sure that she is safe. “I size up the scene, make sure no one harmful is around, and I always put my gloves on. After that the most important thing is treating the patient.”

“For the patient it is the most frightening time of their life. We know what is going on. They don’t. Even if their life is not at risk we must treat them as if it is a critical situation. I believe in treating each patient equally.

Holding someone’s hand can calm them.”

Managing Stress Gordon’s previous employer didn’t provide debriefing facilities. Eventually the constant pressures of extended working hours and witnessing trauma took its toll. “I dealt with it in my own way,” says Gordon. She ended up being treated for depression and anxiety at Riverfield Lodge, a Life Care facility.

She has learned from the experience. Her recuperation is not something she readily wants to share. Asked how often she should go for a debriefing, Gordon responds: “I know when I need to go: when I should actually go. Obviously I need to suck it up and go for debriefing.”

Not all emergencies have a satisfactory outcome: not all patients pull through. There are some interactions that Gordon finds difficult to come to terms with. Like the patient who had triple pneumonia. Her oxygen saturation should have sat at around 90, but was at 54. She passed away. It still troubles Gordon that she told her everything would be alright. Some things she cannot control.

Gordon cautions that anyone considering becoming a paramedic must be aware that there are some things you have to deal with whether you like it or not. Paramedics are notoriously overworked and underpaid. “You don’t do it for the money,” she says. “You do it for the person.” She would like to see corporates doing more to support the paramedic profession, whether through sponsorships or donations of equipment.

She finds it difficult to switch off from work.

“Sometimes I use the lingo that we use as paramedics and my family doesn’t know what I’m talking about! But I am able to switch off when I’ve been off duty for more than 12 hours, which is basically when I’m on holiday.”

A Calling Many people mistakenly think that paramedics are ambulance guys. “We have worked extremely hard to get where we are. Becoming a paramedic is not easy,” says Gordon. It is her dedication to saving lives and alleviating discomfort that drives her. The world is a better place for the people we call paramedics who go all out to save lives, often putting their own lives at risk.

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Sector Foreword

REGIONALWINNER

Agriculture It has often been said that agriculture will be at the forefront of Africa’s transformation.

Most Africans, including the vast majority of Africa’s poor, continue to live and work in rural areas, principally as smallholder farmers. In the absence of a flourishing agricultural sector, the majority of Africans will be cut adrift from the rising tide of prosperity.

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o achieve such a transformation, Africa will need to overcome three major obstacles: a lack of access to formal financial services, the weakness of the continent’s infrastructure and the lack of funds for public investment, says the African Progress Panel. It goes on to say a lot needs to be done

by Africans in order to deal with the bottlenecks that stand in the way of Africa’s people to benefit from their continent’s extraordinary wealth.

African men in particular, have not been idle in this regard. KPMG toasts the men in this sector; for they have realised that our transformation starts now and, indeed, it begins with using our agricultural land, one of our most precious resources.

From Rwanda

Abdul Rudahunga

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reat Lakes region and Rwanda country winner in Agriculture, Abdul Rudahunga is the managing director of Simbi Coffee. He worked as a civil servant in Kigali from 2004 to 2007 as a city planner, after which he worked as an entrepreneur in urban planning and agribusiness. In 2010 he started a coffee business in Kamonyi District by renting a coffee washing station and from 2012 he started construction of his coffee washing station in Simbi sector, Huye District which has two certificates in Cup of Excellence from Alliance for coffee excellence. Abdul says building a coffee washing station in the area of Simbi was a relief for coffee farmers in the region. They significantly reduced the travel time to bring their production to washing stations which were away from home. In association with the coffee washing station, coffee farmers are able to cater for the daily life necessities such as school fees and health care costs.

REGIONALWINNER

From South Africa

Omri van Zyl

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ADC South and South African winner in the Agriculture sector is Omri van Zyl, executive director Agri SA. He took up the position of designate executive director in July, was previously a senior associate at Deloitte heading up the Deloitte Africa Agribusiness Unit and Business Development for Deloitte Consulting in Africa. He had also been the lead director in a multitude of agricultural consulting projects. His organisation represents approximately 27 000 commercial farmers, 900 000 workers, has nine provincial affiliates and 24 commodity organisations. All of these have 23 CEOs that form part of the general council. Omri has a deep understanding of economics and politics − strategic planning and execution. He is driving the South African agriculture strategy development and execution. A master negotiator and lobbyist, Omri intends to unite all the players in the agriculture sector in sub-Saharan Africa thereby making it the next breadbasket of the world.

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SKILLSTRANSFER

Sustaining Growth in

by Andrew Ngozo

Difficult Economic Times

Times are tough. Companies everywhere are downsizing or, at worst, closing shop. People are losing jobs daily marking the beginning of an indefinite period of unemployment at a time when too many people chase too few jobs. As you read through this, many millions are scratching their heads not knowing where their next meal will come from. Amid such a dire state of affairs, life, inevitably, has to go on. Economically, companies and business leaders still wish things were better and they can not only be sustainable but achieve considerable growth while at it. Therein lays the problem: how do companies of all sizes maintain stability and growth in tough economic times?

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ccording to Glenn Llopis, a Forbes opportunity expert, growing a business requires the right intellectual capital, carefully selected strategic partnerships, and products and/or services with strong marketplace demand. “Beyond these fundamentals, sustaining growth requires a strong operational foundation to reduce the risks to the business over time,� he says. Glenn shares a story about a certain client of his.

They have been in business for more than 15 years and the technology entity has a strong value proposition and service offering. But while the business model is scalable, he points out; it lacks a strong foundation from which to confidently invest in its growth. The CEO knows that business revenue can exceed five times its existing base but there is a lack of top talent, inconsistent operational efficiencies and overall leadership that is afraid to face growth head-on.

The abovementioned slow down growth and make it difficult to consistently service clients, design a workplace culture that can help employees thrive, build the right teams to increase productivity, and form the external partnerships to make the right strategic decisions to create an even more profitable organisation. But, Glenn says that before a business can grow and sustain its momentum, one must take action in support of the following things to assure their company builds a strong foundation for long-term success.

Top Talent Without the right people, a business can’t grow and it certainly makes it difficult to sustain momentum over time. Business is about people and without the right people a business can’t grow and mature. Often, this requires an organisation to refresh its talent pool in support of the organisation’s business model and the unique needs of its clients.

Operational Efficiencies Efficiencies drive costs down and embed a mind-set within the workplace culture that makes people sensitive to costs and ways to streamline how the organisation communicates, operates and connects the dots of opportunities. This helps to assure that activities within the organisation are in alignment with the needs of the business to create and sustain growth.

Prospecting the Right Clients Says Glenn: “Entrepreneur is no longer just a business term anymore, it’s a way of life. You must always embrace an entrepreneurial attitude to see and seize the right opportunities – especially those previously unseen or that others don’t see at all.” He continues that this is why you must embrace an entrepreneurial spirit when prospecting the right clients –to guarantee the business not only grows, but sustains itself over time.

Sound Decision Making Problem solving is the essence of what leaders exist to do. As leaders, the goal is to minimise the occurrence of problems – which means we must be courageous enough to tackle them head-on. “We must be resilient in our quest to create and sustain momentum for the organisation and people we serve,” Glenn points out.

Great Leadership The most successful leaders are instinctive decision makers and thus have the circular vision to see opportunity in everything, he says. Having done it – made decisions – so many times throughout their careers, Glenn contends that great leaders will become immune to pressure situations and extremely intuitive about casting strategic, long-term plans for the future. Nourishing business growth demands leadership that can see the glass as half full – even when everyone else is seeing it as half empty.

Don’t Be Afraid to Grow To sustain growth, you must have the mind-set of embracing risk as your best friend. The moment that employees are not encouraged to share their ideas and ideals, it becomes difficult to take ownership of the needs of the business – and the marketplace quickly begins to pass you by, the opportunity expert stresses.

Glen concludes that supporting growth requires you to share your drive with others. “It demands that you have

the best interests of others on your team, and colleagues throughout the organisation, at heart. Driving sustainable growth can never happen alone. It not only demands a strong team, but collaborative departments/business units that together make up a strong ecosystem with the right intellectual capital.” So it follows that when diversity of thought is embraced, it serves as a powerful unifier to leverage unique thinking and the opportunities associated with it – to sustain growth.

When sustainability becomes part of your organisational central ethos, you’re not only better able to sustain business growth – you’re able to remain five steps ahead of the game. “To get there, leaders must be potent pioneers; blazing new paths few would see through to the end, let alone go down in the first place. This can fuel opportunities previously unseen and infuse the workplace and employee engagement with new-found purpose and excitement – further sustaining the growth of the business,” he ends.

Key Signs of Depression The main body of the article has been generic in its focus for sustaining growth. However, this block will serve to steer the real drivers of economic growth, small businesses, to business sustainability and growth in these difficult times. The salient points below should provide some light and point you in the right direction.

 Reinvent your business  Sell on the internet  Get involved in social media  Be mobile friendly  Contact former customers  Contact competitors of present or former customers  Call former prospects  Sell additional products and services to existing customers  Work your contact list  Team up with other vendors for joint sales  Develop multiple revenue streams  Prioritise and act Source: http://www.businessknowhow.com

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Sector Foreword

REGIONALWINNER

Arts & Culture Our continent has always been recognised as the bedrock of everything arts and culture. It is no wonder that many international and foreign artists have to visit the motherland at some point in their careers, if only to affirm their artistic maestro.

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frican art and culture, in many instances deals with making sense out of the world.

It also deals with the religious aspects of life. The first African art were terracotta figures that didn’t bother with normal human representation. That’s because African art doesn’t focus on recreating the world in another form, but rather concentrates on explaining the world to reduce the fear of the unknown. It speaks to the heart and soul.

Today, Africa has come a long way from that era. Its sons have ensured that its diverse and rich history will continue to be told in one form or the other for decades to come. To all the men who triumphed in this sector, Monsoon Photography, the bedrock of photographic excellence, says, may your artistic fountains continue to flow richly!

From Uganda

Eddy Kenzo

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drisah Musuuza, popularly known as Eddy Kenzo is a Ugandan whose life story is nothing short of magical.

At the tender age of four, Eddy lost his mother who meant everything to him; he was forced into living as a street kid for more than 13 years because he did not know where his father was. As a homeless child he had to survive on the streets on his own because he did not know anyone from both sides of his family and music was his safe haven.

Eddy Kenzo has gotten many breakthroughs in the music industry; his freshman hit was a song titled ‘Yanimba’ in 2008 in Uganda. Secondly ‘Stamina’ was a mega hit across the East African community and was even used by the President of Uganda for his political campaign, as well as by other political parties. His songs have garnered millions of views and been shared by prominent celebrities.

REGIONALWINNER

From South Africa

Zwai Bala

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wai Bala has journeyed and matured from the kwaito trio TKZee into a musical entrepreneur. He is recognised as one of the top crossover producers and musical directors in the country. Zwai has been at it since he was 11 when he first entered The Shell Road to Fame in 1986 along with his sister Pinky Bala and reached the semi-finals. At age 12 he entered again, this time as a soloist and was placed 1st runner up in the national finals thereby becoming the youngest soloist ever to claim that position. Zwai’s life has always been history in the making – he entered the 1987 annual talent scout Golden Voice Competition organised by the Drakensberg Boys Choir School (DBCS), and he made it to the final seven. His life changed when he was offered a bursary to the DBCS. He became the first black pupil at the DBCS.

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SKILLSTRANSFER

To Study via

Correspondence or Not

by Andrew Ngozo

In the years gone by, at least prior to the turn of the 21st century, it was fashionable and considered a privilege to be enrolled at a university where one actually spent on average four years of full time face to face tutoring.

Back then distance education was for the select few who could afford both the luxury of the time and money to enrol at international prestigious institutions such as the University of South Africa and others. Fast forward to more than a decade later, when online universities are abound and technological gadgets that enable access are even more plentiful, one is often in a quagmire about which route to take vis-à-vis further education. The question is often whether ‘should I take the correspondence online route and do something on the side at the same time or it is much better to become a fulltime student who sits in a lecture room with a lecturer daily?’

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, for one, would argue that both forms of acquiring an education have a place in today’s world. I will explain. On the one hand there may be a young teenager, who is not a fully formed adult from high school. This individual, in order to adequately prepare for the ‘adult world’ will need to physically attend a university or college so as to be slowly introduced to the realities of the world out there. On the other hand, it could be an executive who has to juggle between work and life and now has the added burden of furthering their studies. It can be argued that to create a healthy balance of the three would simply require something resembling some magical powers. It is here, then, that education via correspondence fits in. A busy executive will be able to enrol online and study at their own pace while giving enough time to both family and work. Regardless of which form of education you are aligned to, both have, nonetheless, their merits and demerits.

Merits and Demerits The South African College of Business (SACOB) argues that vis-à-vis the abovementioned, the difference between the two comes in when asking what is actually distance and face to face learning? There are so many aspects to both but simply put, face to face learning is where you attend on campus classes on a daily basis and have your lectures at specific times and days and distance learning is where you complete your studies at your own pace and time. However, it should be noted that distance learning is broad in that there are different

anywhere. Last, but not least, timing is critical for online or correspondence learning. Having the freedom to study at your own time, takes dedication and this can be lost quickly if your dedication is not 100% driven to your studies. But by having everything you need accessible to you online, you can juggle both work and studies together, allocating your lunch break to your studies is one start.

Apart from equipping an individual with a good work ethic, face to face education is by far the best, arguably. Regarding communication, lecturers speak to a class full of students and only have a certain amount of time to get through certain areas but notes are given in class and additional notes can also be jotted down and compared with classmates. Questions can also be asked and feedback given immediately although not all students will have the opportunity to do so. They can, however, meet after a session and discuss and share ideas which can be even more efficient. Further, because face to face learning is the most traditional method hard copy text books will have to be used. Textbooks tend to weigh a lot and one needs to carry around the required textbooks for their class or their laptop or gadget to have their E-book version on and one can make direct notes in their textbook or on their note/writing pad after class.

The Best of Both Worlds When taking a look at the above pros and cons of learning via correspondence and face to face tuition, it can be concluded that one need not be limited by one or the other of these two. This is because they can both be used

This will mean that one has to have data for connectivity in abundance. In any case those who prefer physical interaction with a tutor and on the spot feedback may find online education to be unsatisfactory without that human touch. ways in which one can complete their studies through this type of learning. The most basic methods of distance learning that come to mind include online learning; part time learning, blended learning and self-study when students complete studies solely on their own without the support of a tuition provider.

It can be still argued that the conventional face to face education will always be the best way to go. The reasons below explain. For starters, because we live in a digital age most of the correspondence will be done online.

This will mean that one has to have data for connectivity in abundance. In any case those who prefer physical interaction with a tutor and on the spot feedback may find online education to be unsatisfactory without that human touch. Adding to the data puzzle will be the fact additional data may be required in order to access online video tutorials and e-books. On the upside, learning online can mean the availability of study material 24/7

to suit your needs, thanks to the highly technological and connected world in which we live in. For instance one can choose to attend a lecture in class once a week and then access the rest of the material via their gadget online.

However, it is entirely up to an individual to look at their immediate surroundings and assess which method of learning will work to their best advantage. Either way, I posit that with enough dedication via whichever method, you can achieve your goals.

Regardless of which mode of study you choose, remember Arthur W. Chickering and Stephen C. Ehrmann’s quote regarding both forms: “Students do not learn much just sitting in classes listening to teachers, memorising pre-packaged assignments, and spitting out answers. They must talk about what they are learning, write reflectively about it, relate it to past experiences, and apply it to their daily lives. They must make what they learn part of themselves.”

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Sector Foreword

REGIONALWINNER

Building & Construction The World Population Bureau estimated that the population of Africa will rise from 1.1 billion in 2013 to 2.4 billion in 2050. This means that most of the continent’s economies will have to double in size in the next 34 years. If that is to happen, then the stock of Africa’s infrastructure assets, including all of its residential, industrial and commercial buildings and power, transport and sanitation systems, will have to double in size. In other words Africa will have to be built again in a single generation.

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his will require unthinkable amounts of cement, building materials, construction planning, manpower, products and services to accomplish such a momentous task.

And, for this reason, infrastructure investment is providing the platform for the strong economic growth trends that will pave the way for businesses, to explore a number of exciting commercial and business development opportunities in Africa’s construction sector.

As the continent grows, there are those Titans that have been building our nations and continent. These are men who realise that Africa is the next big thing as far as infrastructure development is concerned.

At CEO Global we say many thanks are due to you

GLOBAL Expand your business Horizon

From Seychelles

Pravin Darad

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Born in a small village in the Kutch District of Gujarat; Pravin V. Darad completed his primary schooling in Maska, a tiny hamlet near Mandvi.

After his secondary education in the Science Stream from K.R.K.V. School, Mandvi, he enrolled for Civil Engineering in Saurashtra University, and he passed his degree with First Division in 1986. Armed with a coveted First Class Degree in Civil Engineering, he advanced his career with higher education and degrees. He worked for a construction firm in Gujarat and Mumbai for a few years. His avid appetite for challenges took him to the Kurjibhai Group in Mauritius in the year 1993. The year was also the beginning of a new journey for him with Mrs. Beena Darad, a school teacher joining him as a life partner. Pravin is a member and chartered engineer with the Indian Institute of Engineers and a fellow and approved Valuer with The Institution of Valuers (India).

Your Digital Footprint

by Andrew Ngozo

and Staying Safe Online

Nowadays, almost everyone is tech savvy and has a quasi-smart gadget of some sort. It is this gadget that opens up a universe of possibilities; mainly through the internet. But many people are so preoccupied about exploring that they forget that they leave a trail behind. This trail is often what bad people such as hackers, identity thieves and fraudsters prey upon to wreak havoc on a person’s life. So, even if you are not ecologically inclined, you may probably have heard the term “carbon footprint”-a phrase that refers to the amount of excess carbon an individual, family or organisation contributes to the earth’s atmosphere. But are you as aware of your “digital footprint?” Well, you should be.

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he cyber dictionary www.netlingo.com defines digital footprint as “the trail you leave in cyberspace and on any form of digital communication.” Hackers, identity thieves and other cyber crooks can use your digital footprint to collect identity theft data and misuse your personal identifying information. Companies may use legally collected information to market to you, and potential employers may review public parts of your footprint-such as your social media presence when considering you for a job. Essentially, it pays to not only be aware of your digital footprint, but to also take steps to manage it.

Making Tracks So how does a digital footprint occur? Simply put, everything you do in cyber space-emails, text messages, web browsing, logging on or off a network, etc.-leaves a trail. Some of the information that makes up that trail are things you voluntarily share, such as anything on your social network profile, but other aspects occur invisibly, without your express consent or knowledge. Most of us have only a rudimentary understanding of how to follow our own digital footprints (think backtracking through your browser history to find that cool site you came upon the other day). Cyber crooks, however, know how to track your trail straight to usable information. With the use of mobile devices such as smartphones and tablets becoming wide-spread, the average person’s digital footprint has grown even larger.

It’s important to realise that it is virtually impossible to entirely erase your digital footprint. Instead, focus on management techniques to ensure your footprint is small and positive. Here is how:  Track your own footprints as much as possible. You can find online calculators that can help you understand the reach of your digital footprint. Open your web browser and search for your own name. Take steps to remove your information from mailing lists and web lists.  Another way to narrow your footprint is to delete all your social media accounts - something most of us are not willing to do. A better option is to carefully review privacy settings on all your social media accounts, and choose settings that ensure the maximum protection for your information.  When working online, always read a website’s privacy policy (no matter how long and dull it may be) before entering any personal information on the site. When shopping online, only deal with reputable websites that have demonstrated security measures in place.  Regularly clear cookies and history from your browser, especially if you have used a public computer (such as in a hotel business centre or at an internet cafe) for personal business. Avoid conducting personal online business over unsecured wireless networks.

As our digital lives continue to evolve, so will the ways in which we leave tracks through cyber space.

Taking steps to manage you digital footprint can help ensure that cyber criminals never pick up your trail.

Managing Your Footprint You can take steps to minimise privacy issues and identity theft risks associated with your digital foot print.

Tips for Staying Safe Online Perhaps at the centre of our digital lives is social media because many people belong to one social media

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Hackers, identity thieves and other cyber crooks can use your digital footprint to collect identity theft data and misuse your personal identifying information. platform or the other. In the unlikely event that you don’t have an account, you still inevitably have an online presence.

It is your responsibility to ensure your own safety online.

According to www.hashplay.co.za, you need to make your online experience a fun and safe one. Follow these tips to safely enjoy social networking: Empower yourself Before you use a particular social media networking site, you need to learn about it as much as you can, learn about how it works, the security features and all that will make your experience fun and exciting.

Your privacy is your choice and responsibility!

Learn to keep your phone number and other private information such as your full name, address, mobile number or school off the social media networks.

Think before you click, post, share, retweet or like Watch what you do and say online. Express yourself freely and boldly but do it responsibly.

Be careful who you trust online You need to be cautious when online. A person can pretend to be someone they are not.

Treat people the way you want to be treated Don’t forget that on the other side of your computer or mobile phone is a person with feelings just like you.

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Do what you would do offline online Remain true to yourself and don’t allow your standards to be altered by another’s rude behaviour online.

Manage your friend list Carefully choose your friends online.

Keep your cool; learn to walk away Don’t be confrontational for the sake of confrontation.

Your naked pictures are not as cool as you think they are Photos of children in sexually suggestive or explicit poses are ILLEGAL. Learn to respect others Come to terms with the fact that people hold different opinions to yours.

Watch out for spam scams!

If it sounds too good to be true it probably is. If you have not entered any competition then you haven’t won anything.

Your selfie might not be your bestie!

Posting evidence of your illegal behaviour online is like shooting yourself in the foot.

Always log out!

Someone can use the same computer as you used, see that your account is still open and post malicious messages using your account.

Additional Source: http://hashplay.co.za

Sector Foreword

REGIONALWINNER

Business & Professional Services Professional services include a range of different occupations which provide support to businesses of all sizes and in all sectors. People working in professional services provide specialist advice to their clients. This includes things like providing tax advice, supporting a company with accounting or providing business advice.

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he kinds of services provided mean that the professional services sector helps to improve productivity and growth across the economy. Professional services are critical to the success of the Africa’s economy, representing a sizeable share of gross domestic product, employment and exports.

For supporting businesses of all sizes and in a wide range of industries, we salute the men in this sector. For their continued dedication to service excellence,

Midrand Conference Centre, your one stop shop for all your events in the heart of Gauteng, recognises all the efforts of the men in the Business/ Professional Services sector.

MIDRAND CONFERENCE CENTRE GUEST HOUSES & WEDDING VILLAGE

From Uganda

Dr Allan Shonubi

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r Shonubi has been the founding partner of Shonubi Musoke since it started in 1987. He is a notary public/advocate and former president of the East Africa Law Society in 2008-2010. He started the Shoal group of companies which has a real estate portfolio worth millions. He is chairman and shareholder of Uganda Breweries Limited and a director/shareholder of East Africa Breweries Limited. Dr Shonubi is chairman and largest Ugandan shareholder in Uganda Baati Limited and a director shareholder in KK Security; a director at AAR Health Services Limited and chairman of Entebbe Hospital.

Other roles include directorships at Ugacof Limited and Interswitch Limited. He went to the prestigious Kings College Budo and later Makerere University. Dr Shonubi attended the Law Development Centre and was later awarded a doctoral degree by Nkumba University. He started the Law Firm Shonubi Musoke & Co. Advocates which has grown to a top tier law firm with about 25 lawyers and about 10 support staff.

REGIONALWINNER

From Zimbabwe

From Mauritius

Denford Magora

Dipak Chummun

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enford Magora is passionate about the advertising industry and the power of effective ideas. He was educated in Canada as well as at Ellis Robins in Harare, Zimbabwe. Denford has worked on a number of leading brands in Zimbabwe, Namibia, South Africa and London. He is the founder of Jericho Advertising, which he started at the end of 2009. In that time, he has grown Jericho to become the largest advertising agency in Zimbabwe, handling an impressive portfolio of the majority of Zimbabwe’s blue chip companies, as well as Pan-African work for brands like SABMiller, Unilever and Western Union. In 2012 Denford entered into a licensing agreement to establish The Jupiter Drawing Room in several Southern African countries and was appointed as Group Chief Executive Officer for Southern Africa. Jupiter (Harare), Jupiter (Lusaka) and Jupiter (Blantyre) have already been established under his stewardship between 2012 and 2014. He is a regional and country winner.

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ipak Chummun, the chief financial officer of Ireland Blythe Limited, is a Fellow of the Institute of Chartered Accountants in England and Wales (ICAEW). He holds a Bachelor’s Degree in Computer Science from the University of Manchester and was a National Scholar in Mauritius. He qualified with PricewaterhouseCoopers in London and has held various senior group and regional roles in treasury, corporate and investment banking, strategy and finance with major international banks Standard Chartered, Barclays, Emirates NBD and Deutsche Bank in their hubs in London, Dubai, Singapore and Frankfurt. Dipak was appointed CFO for the Group in January 2015. He is a Director of Ireland Blyth Limited and Mauritian Eagle Insurance Company Ltd; both companies listed on the Stock Exchange of Mauritius and was formerly an International Advisory Board member of the ICAEW. Dipak is a regional and country winner in the Business and Professional Services sector.

COUNTRYWINNER From Ethopia

Mehrteab Leul Kokeb Mehrteab Leul Kokeb is the founder and Principal Lawyer of Mehrteab Leul and Associates Law Office. He earned his LL.B from Addis Ababa University Faculty of Law. He has worked as a judge in the High Court of Ethiopia prior to founding MLA. He has over 20 years of experience as a legal professional. He advises national and multinational companies on corporate and investment issues. He also represents clients in arbitration and court cases.

He is the Ethiopian country winner in the Business and Professional Services sector.

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CASE IN POINT

A Host with

Style and Elegance

by Andrew Ngozo

Midrand Conference Centre has been nominated as one of the top two conference venues in Gauteng by the Star Readers’ Choice Awards. It was also voted one of the top two wedding venues in Gauteng by the prestigious ABIA annual Brides’ Choice Awards and given the 2014 Award of Excellence by www. booking.com’s guests. This award winning venue is the perfect host for any kind of event. Situated across the road from the Gallagher Convention Centre and between the largest business hubs of Pretoria and Johannesburg, the Centre offers hospitality and service unparalleled in the industry.

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idrand Conference Centre boasts eight 4-star guest houses and one boutique hotel with 136 rooms to accommodate outof-town guests. A total of 17 conference venues complete with free Wi-Fi easily make the centre a firm popular in Gauteng. According to Kaylene Wishnuff, general manager of Midrand Conference Centre, they offer a range of exciting, affordable and custom designed packages that are perfectly tailored for conferences, functions, weddings and accommodation. The various conference venues can host anything from intimate meetings of 10 people up to a group of 700 in just one venue. Midrand Conference Centre is renowned for being a beautiful and tranquil environment with professional, friendly and helpful staff who deliver a quality service.

Says Kaylene: “We want our guests to be comfortable and happy here and are flexible enough to make adjustments to do just that. We recognise that satisfying our clients requires an individualised response to their needs.”

“We want our guests to be comfortable and happy here and are flexible enough to make adjustments to do just that. We recognise that satisfying our clients requires an individualised response to their needs.”

The Centre can make any function or celebration stylish and memorable. “Whether it is an awards ceremony, product launch, gala dinner, staff party or a 21st birthday party, we have hosted them all in a choice of six different themed venues,” Kaylene states and adds that their highly skilled and qualified chefs create customised menus to suit your style, budget or catering requirements. Villa Tuscana Wedding Village, she shares, is a wedding venue made to order as it has it all; from chapels, lapas, gardens and reception venues. Of course, the venues vary in size and design in order to meet specific yet varied client needs and tastes.

The guest houses at Midrand Conference Centre are your home away from home. Kaylene explains that besides its central location, there is free secure parking, a shuttle service, 24/7 security and free high

speed WiFi. “Our eight quality guest houses and boutique hotel are fully equipped with digital satellite television. They are set on 10 acres of beautifully manicured gardens and can also accommodate up to 272 out of town guests. If you have any special requests, simply ask and we will make a plan for you.

Facilities include a gym with professional strength and stamina equipment which is free to our guests and a la carte restaurant,” she says.

Whether the aim is to create memorable moments or host a productive teambuilding exercise or conference, Midrand Conference Centre is the place to be. Simply log on to www.midrandconferencecentre.co.za or call +27 11 315 8326 or email info@midrandconferencecentre. co.za to enquire on how to start experiencing all that the centre has to offer.

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Sector Foreword

REGIONALWINNER

Chemical, Pharmaceutical & Petrochemical The African chemicals industry contributes a sizeable chunk to the continent’s gross domestic product, while the South African petrochemicals sector is the largest sector contributor to the chemicals industry in South Africa, with a contribution of 55%.

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ccording to consulting firm Frost & Sullivan, chemicals, materials and food industry analyst Dilshaad Booley, petrochemicals growth will be driven by the demand from end-users, such as the paints and coatings, automotive, mining and construction sectors, where large amounts of chemicals are still procured locally, as the local refinery capacities meet the bulk of local demand. “The market for petrochemicals is expected to grow at a compound yearly growth rate of close to 2%, owing to limited investment in local refineries and old technology limiting efficiency,” Dilshaad asserts.

Shell South Africa, active in

South Africa since 1902, would like to congratulate the winners in this sector. It is their zeal for innovation that will surely take Africa’s economy forward.

From Kenya

Dr Kamamia Wa Murichu

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r Kmamia Wa Murichu is a Kenyan born pharmacist.

He has a private college and chemists in Kenya and is also the secretary general of the East African Health Platform (EAHP), an umbrella body of the private sector, faith based organisations and civil society that advocates for health and health rights within the whole of the East African Community. He is also the chairman of the Kenya Pharmaceuticals Distributors Association (KPDA).As the KPDA chair, his main responsibility is to source for global markets which are highly regulated. He also ensures that all necessary importation documents such as import permits from the drug regulator are available. Over the last 10 years, prices of medicines in Kenya have come down. This is as a result of the competition and availability of choices offered by parallel and alternatively sourced medicines. This is now one of Dr Kamamia’s greatest achievements. He is a country and regional winner.

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TITANS

EMPOWERED LEADERSHIP

by Stephen Asbury, CEO of Frontera and a 21st Century

the muscle of your business?

IT’S TEAMS! If your organisation structure is the bones and joints of your business, then teams are the muscle. Just like ligaments and tendons in the body, teams tie the parts of your enterprise together and make things move.

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S

o if you’re going to succeed – deliver quality products, provide great services and delight your customers - you need teams that work, and work well. Without effective teams you’re just the walking dead without the motor skills to go where you want to go.

First off, are you clear about your direction?

Do you have market focus? Exactly what do you offer to which customers for what benefit to them? Have you set clear business goals – for this month, this year and maybe next year? Are you organised to deliver your strategy in the simplest way possible?

All good. You’ve got direction. Now you need teams to get it done. To borrow from the old mantra for the property business, the three golden rules of strategy are Execution, Execution and Execution!

Or maybe that should be Execution, Execution and Capacity Building, because – just like an athlete - you can’t sustain performance without building up your strength.

So start with building the capability of your teams – the strength training for your business.

What is a team? A team is any group of people who work together to achieve something, a shared outcome. It may be a sales team, or a call centre team, or a rugby team, or the executive team of a multinational corporation. The same simple rules for success apply to all of them.

It starts with the team leader. Every team needs a leader, a captain, a chief. And the success of that team is almost entirely dependent on what the team leader does - and doesn’t do.

Let’s get something out of the way right up front.

Great teamwork isn’t achieved with white water rafting, or fire walking or murder mystery evenings. Sure, it’s good to know more about your colleagues and what makes them tick. But that’s not even the beginning of getting things done.

Great teamwork is achieved by consistent application of some age-old basics: 1. Clear accountabilities. Does everyone know exactly what they are accountable for? Even with detailed job descriptions, people often don’t really know what they are supposed to do. The team leader needs to make the team is crystal clear about its RACI (Responsible,

Accountable, Consult and Inform – a simple powerful tool you can easily Google).

2. Simple measures. Are there a few clear measures for each individual, and for the team as a whole? People love to know when they are doing a good job. They want to know what they must deliver and whether they are getting it right.

3. Robust disciplines. Good teams have solid routines that create a regular cadence – daily, weekly or monthly – usually in the form of team meetings.

Plan-Do-Review – the drumbeat of performance.

4. Coaching for performance and growth. Team members thrive on good, objective feedback.

They will be more committed if they feel their performance is fairly assessed, if their good work is acknowledged and fairly rewarded. A sense that one is being encouraged to grow and advance is profoundly motivating.

5. Skills. Team members need technical skills to get the job done - accounting skills, or merchandising skills or front desk customer service skills. And also management skills – especially for team leaders – to keep the team engaged, focused and productive from Monday to Friday.

What are these management skills then? What does a team leader need to help his or her team become successful?

We find that that many South African managers have never been given the simple basics of management, how to run an effective meeting, how to give constructive feedback, the essentials of communication – especially listening skills, problem solving and decision making using the power of the team, resolving conflict and boosting motivation.

With these simple skills a manager is equipped to build a real performance and growth relationships with each member of his team, and manage the work and dynamics of the group as a whole.

Without management skills, the team leader will not be able to lead. Her team will be no more than a bunch of people who are never going to get to where they need to go.

Practise these basic techniques to help your teams build their strength. Make your teams the real muscle of your organisation.

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Sector Foreword

REGIONALWINNER

Education & Training: Academic According to the World Food Programme, 66 million primary school-age children attend classes hungry across the developing world, with 23 million in Africa alone. The WFP calculates that USD3.2 billion is needed per year to reach all 66 million hungry school-age children.

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frica’s education crisis demands the urgent attention of political leaders and their aid partners. The target of universal primary education by 2015 was missed by a wide margin, leaving millions of children out of school. Meanwhile, many of the children in school are receiving an education of such poor quality that they are learning very little. Africa also has some of the world’s most glaring education inequalities.

These include, children who are born poor, female, or in rural or conflict-affected regions who face extreme disadvantage in education.

Amidst such a state of affairs, there are those among African men who have stood out to be counted and become beacons of hope for the continent’s education system. CEO Global salutes these icons for equipping the continent’s future with the skills they need to escape from poverty and build shared prosperity.

GLOBAL Expand your business Horizon

From Egypt

Prof Ahmed Hamza H. Ali

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egional and country winner Ahmed Hamza H. Ali is a Professor of Refrigeration and Air-Conditioning at Assiut University, Egypt where he has been since June 1987. He was a Director of Research Excellence Centre for Energy Resources and Management, and chairperson of the Energy Resources and Environmental Engineering Department, and professor of Renewable Energy Systems at the Egypt-Japan University of Science and Technology, in Alexandria, Egypt from May 2010 to January 2015. In April 1999, he obtained a Doctoral Degree in Engineering from Muroran Institute of Technology, Hokkaido in Japan.

Ahmed Hamza worked as a Professor of Energy Systems at Fraunhofer Institute for Energy Systems and Environmental Engineering, UMSICHT, Germany from March 2006 to April 2008. He is a Professional Certified Consultant for Renewable Energy Systems and Energy Efficiency. His areas of expertise include basic and applied research in renewable energy systems, energy and buildings and industrial energy audit and energy efficiency.

REGIONALWINNER

From Zimbabwe

From Tanzania

Prof Edson Gandiwa

Prof Keto Elitabu Mshigeni

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rofessor Edson Gandiwa’s career has focused on wildlife ecology and conservation. He started his career in wildlife conservation in 2004 when he joined the Zimbabwe Parks and Wildlife Management Authority as an ecologist based in Gonarezhou National Park. He worked as an ecologist for almost nine years before joining Chinhoyi University of Technology, Zimbabwe in 2013 as an Associate Professor in the then Department of Wildlife and Safari Management. In 2014, he was appointed the inaugural Executive Dean for the School of Wildlife, Ecology and Conservation where he currently provides academic leadership in terms of research, teaching and engagement with industry/community on wildlife related issues. In September 2015, he was appointed Full Professor of Wildlife Ecology and Conservation. He has published over 70 scientific articles as peer-reviewed journal articles, book chapters, conference proceedings and technical reports. Professor Gandiwa’s expertise has been vital to sustainable conservation.

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s CEO of Hubert Kairuki Memorial University (HKMU) in Dar Es Salaam, Tanzania, Professor Keto Elitabu Mshigeni’s responsibility is to provide exemplary academic, administrative, financial management, research, and consultancy leadership in the institution, with a view to promoting excellence, and enhancing a good international image of the University. The regional and country winner in the Education and Training: Academic sector is a trusted academic who has won many prizes of excellence during his student days. He committed himself towards rendering work characterised by excellence in all his pursuits when he entered the world of work. Professor Mshigeni has strong writing and networking skills, and a strong passion towards reaching the unreached poor in society. As the first PhD graduate in marine botany in East Africa, he earned a name when he reached out to poor people, sharing knowledge with them, and giving them skills and technologies on seaweed farming.

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REGIONALWINNER

From South Africa

From Nigeria

Prof Letlhokwa George Mpedi

Prof Oyelami Benjamin Oyediran

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lateau State University Bokkos’ Professor Oyelami Benjamin Oyediran is a specialist in mathematical modelling and simulation who has succeeded in organising many workshops, seminars, conferences in this regard when he was in the National Mathematical Centre, Abuja, Nigeria. He has written monographs published by an internal publisher. His activities on modelling have influenced many scientists in Nigeria to go into modelling.

As a result, he says, many research institutes in Nigeria are investing in modelling. Professor Oyediran is the group leader of COMSATS International Thematic Research Group working on mathematical modelling for air and water pollution. He organised the international conference on mathematical modelling on climate change which many international scholars attended and presented papers. He has published papers on mathematical finance and on impulsive systems. His PhD on impulsive systems was the first of its kind to be obtained by a modern day African. He is a regional and country winner.

outh African and SADC South regional country winner, Professor Letlhokwa George Mpedi, is a member of the executive leadership group of the University of Johannesburg and, as an Executive Dean; he contributes to the institution-wide leadership and management. He manages the human and financial resources of the faculty so as to ensure that the faculty realises its strategic objectives within the broader vision and mission of the university. Professor Mpedi is an academic with about 13 years of experience. He also served in various managerial capacities which include head of department and vice dean at the same institution prior to his appointment as Executive Dean. As one of the few South African black law deans and also as the first black law dean at his faculty, he believes that this has a profound and positive influence on young and upcoming generation of academics – particularly those from a humble background such as Professor Mpedi.

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COUNTRYWINNER From Kenya

Prof Ayub Gitau Professor Ayub Gitau is an agricultural engineer (registered with Engineers Registration Board of Kenya) with 28 years of academic and practical experience in Agricultural Mechanisation and Infrastructure Development, Renewable Energies; Conservation Agriculture Technologies and Power and Machinery Engineering. Thus he lectures and consults in those fields. He is currently the chairman of the Department of Environmental and Biosystems Engineering at the University of Nairobi and has acted as the Dean of the School of Engineering. He is a Kenyan country winner.

From Zambia

Ceaser Siakacha He started working at the National Institute of Public Administration in 2009. Zambian country winner Ceaser Siakacha has been a lecturer in research and development studies since then. He says because of a shortage of research consultancy firms in his country, he decided to use his skills and expertise to register Datafield Research Consultancy in 2013.

He has used the firm as a shelter to accommodate the hundreds of young people who are unemployed in Zambia while developing their understanding and appreciation of the value of research.

From Malawi

Dr Chomora Mikeka Country winner Dr Chomora Mikeka, senior lecturer in physics at the University of Malawi, holds a PhD from the Yokohama National University, Japan. He is an innovator who collaborated in the design, simulations and fabrication of an ultra-low power DC-DC buck boost converter with regulated output for less than a milliwatt RF energy harvesting used in modern day communications devices. Apart from being a lecturer, Dr. Mikeka coordinates the e-Communications Research Group (eCRG) on several research topics and projects.

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EMPOWERED LEADERSHIP

by Andrew Ngozo

Ethical Leadership in Business

Regarding the topic of what is ethical leadership literature is abound on the subject on the internet and in print. While one can consume pages, chapters and gigabytes on the subject, I will posit that ethical leadership is not something that you can read up on but [it] is something that comes with an individual who knows that doing the right thing at the right time is the only thing to do all the time. I will then further submit that by so doing, ethics become embedded in your being as a leader and you can never fail.

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efore delving deeper into the topic of ethical leadership it would be prudent to point out that the results of unethical leadership and business practices on the overall economy are dire.

Fortunately, there are also many positive examples of ethics in business which underscore the importance and power of ethical considerations to drive business success. With consumers and potential clients more aware of business ethics than ever before, it is important that organisations take ethics seriously and develop a framework and workplace culture that regard ethics in high esteem.

Ethics are Profitable To be an organisation that is committed to a high ethical standard is not only the right thing to do, it is also profitable, even for smaller and mid-size companies. Money scandals,

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weak leadership and unscrupulous business practices are costly and potentially lethal for any organisation. In addition, poor ethical practices weaken the trust that people place in the economy and in the businesses that drive it. In a recovering business climate, businesses need to be proactive in their sincere and demonstrative commitment to business ethics. To be ethically sound, leaders need to include explicit guidelines and practices in training literature. In addition, ongoing ethical training is desirable in order to raise awareness levels and set the standards that are the responsibility of all. Leading through example and developing ways for teams to engage in meaningful dialogue about ethical practices is also important.

In order for leaders to discuss ethics with current employees and new hires, there must be a clear set of standards which are central to the organisation’s mission statement. Ethical standards across divisions may be communicated differently, but the underlying cohesive nature of the standards should be felt at all levels. Explicit training on an organisation’s “Code of Conduct” is generally standard practice when new hires enter an organisation. For companies that grew from just a few people into a larger organisation rapidly, those formal documents may not exist. But as companies evolve it is important to spend time creating the documents that explicitly communicate the ethical standards vital to the organisation’s continued prosperity.

Leadership development in today’s diverse business settings requires ongoing training and communication in order to stay on top of the hottest topics and most important business trends. In recent years, business ethics has emerged as the standard with which to judge an organisation. While formal studies and reports that rate major corporations exist, small business owners need to also be aware of the importance of promoting business ethics in today’s competitive climate. Organisations that build positive business ethics into their corporate culture create a framework to keep the dialogue open and responsive to ethical considerations even as the business evolves and takes on new challenges. Knowing how to organically infuse ethics into everyday business practices and understanding how to communicate the importance of ethical behaviour across divisions is a strong top-level leadership skill to develop.

A Short Refresher Course on Ethical Leadership It has already been alluded in the preceding pages that ethical leaders are not made but are born. But as mortal human beings we will always falter at some point and choose to do something unethical in order to achieve a certain business objective. In that vein we will take a short refresher course on how to become the greatest ethical leader that you can be.

The following steps to being an ethical business leader have been supplied by author Linda Fisher Thornton in her book 7 Lenses: Learning the Principles and Practices of Ethical Leadership (Leading in Context, 2013).

 Face the complexity involved in making ethical choices: Openly discuss the ethical grey areas and acknowledge the complexity of work life. Involve others in more of the ethical decisions. Be a leader who talks about the difficult ethical choices, and help others learn to take responsibility for making ethical decisions carefully.  Don’t separate ethics from day-to-day business: Leaders must make it clear to their employees that ethics is “the way we operate” and not a training programme or reference manual. Every activity, whether it is a training programme, a client meeting or an important top management strategy session, should include conversations about ethics.  Don’t allow negative interpersonal behaviours to erode trust: Make respect a load-bearing beam in your culture.

Be an ethical leader who expects it and practices it.

Cultivate a respectful environment in which people can speak up about ethics and share the responsibility for living it. Build trust, demand open communication and share the ownership of organisational values.  Don’t think about ethics as just following laws and regulations: Leaders need to take action and show consumers and other stakeholders that they are actively engaged with ethical issues that matter. Recognise how ethics influences consumers’ reasons to buy from you, and demonstrate a commitment to go beyond mere compliance with laws and regulations. They must prove that they are committed to ethical issues, including human rights, social justice and sustainability.  Don’t exempt anyone from meeting ethical expectations: Allow no excuses. Make sure that no one is exempted from meeting the ethical standards that are adopted.

Maintain the status of ethics as a total, absolute, “must do” in the organisation. Hold everyone, particularly senior leaders and high profile managers, accountable.

No exceptions.  Celebrate positive ethical moments: Be a proactive ethical leader, championing high ethical conduct and emphasising prevention. Managers should talk about what positive ethics looks like in practice as often as they talk about what to avoid. Take time to celebrate positive ethical choices.  Talk about ethics as an ongoing learning journey, not a once-a-year training program: Integrate ethics into every action of the organisation — everything people do, touch or influence. Talk about ethics as an ongoing learning journey, not something you have or don’t have. Recognise that the world changes constantly, and that ethical conduct requires that everyone remain vigilant.

Additional Source: 7 Lenses: Learning the Principles and Practices of Ethical Leadership by Linda Fisher Thornton (Leading in Context, 2013)

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Sector Foreword

REGIONALWINNER

Education & Training: Private Is Africa’s middle class rejecting the public school system? Education experts have been pondering this question amid the growing demand for private schooling despite the high fees many of them charge.

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n South Africa alone the number of learners attending independent schools has risen by 40% over the past five years. At the end of last year, there were 1681 registered independent schools with 538 421 pupils, according to the department of basic education’s 2014 School Realities report. In 2009, there were 1 174 independent schools with 386 098 learners. Many countries around the continent, can attest to a similar state of affairs where private education is thriving.

CEO Global salutes all the players

in this industry, especially those whose efforts have been recognised. May they forge, tirelessly, ahead as they ensure that the continent has a viable and thriving private education system.

GLOBAL Expand your business Horizon

From South Africa

Eugene Herbert

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ugene Herbert started his career in the motoring industry in 1975 as both the owner of a risk management company and a motoring journalist.

Over the years he gained a wealth of insight into, not only the performance of vehicles but, the people who drive them as well. He used this knowledge to start his company RAC which has evolved into a multifaceted training company which offers programmes ideally suited to South African drivers. It is now an ISO 9001 company.

Corporations use Eugene’s experience in risk management to strategise the management of their drivers and fleets.

He has assisted many companies in improving their driving standards and safety, security procedures in cases of hijacking and kidnapping, and application of AARTO legislation. The training is developed to international standards and is currently being exported to a number of other countries. Eugene is a country and regional winner.

COUNTRYWINNER From Zambia

Kelvin Kaunda Country winner Kelvin Kaunda is founder and chief executive officer of Eden Institute, an institution of higher learning established in 2010. It is registered and accredited by the Ministry of Higher Education in Zambia and has a student population of slightly above 3000 with a staff compliment of over 200. As the school is on its growth path, Kelvin sees to it that the policy on infrastructure development is adhered to and followed. Secondly the policy on strategic partnership and linkages is also followed to ensure growth.

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EMPOWERED LEADERSHIP

Teen Suicide:

Causes and the Signs

The

by Andrew Ngozo

Losing a loved one naturally is never easy to come to terms with. But if that loved one commits suicide, their immediate circle of family and friends are left with more questions than answers. Often, they blame themselves for having failed the departed person.

What happens then, if the person who committed suicide is a teenager with a full life beckoning ahead of them? As much as this may seem more stranger than fiction, the reality is that today, teens and children as young as seven years old have been increasingly known to succumb to suicide for one reason or the other.

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y now you may be wondering about the intentions of this article. This article is a must read for any parent or concerned citizen who has a teenager or adolescent in their midst.

It is aimed at assisting you to understand what causes a young person to take their own life and how to spot early on the signs of a suicidal teen or child. According to the South African Depression and Anxiety Group (SADAG), about 9% of all teen deaths in South Africa are a result of suicide. SADAG founder

Zane Wilson points out that most susceptible to suicide are female teenagers aged between 15 and 19 years. “There is a major link between depression and suicide. Most of the time teen depression is a passing mood. The sadness, loneliness, grief and disappointments we all feel at times, are normal reactions to life’s struggles. However undiagnosed depression can lead to tragedy. Up to one third of all suicide victims had attempted suicide previously,” says Zane.

Why Do Teens Commit Suicide?

What’s important to remember is that teens attempt or commit suicide not because of a desire to die, but, rather, in an attempt to escape a bad situation and/or painful feelings. It’s rare that only a single event leads to suicide. This means that by helping a teen turn around a bad situation or by teaching her or him how better to deal with painful feelings, we can defeat the causes of teen suicide. Most times, this requires professional help by a doctor or a psychotherapist and may also involve the teen’s school, such as in cases of teen bullying. Zane shares that the South African Depression and Anxiety Group answers the national toll free suicide crisis line which takes a huge number of calls from teens who are calling for themselves or on behalf of a friend.

Causes of teen or child suicide can be broadly classified into two criteria namely, the emotional causes and the

EMPOWERED LEADERSHIP environmental factors. According to Healthy Place, an American mental health channel, most teens who have been interviewed after a suicide attempt say that what causes teen suicide are feelings of hopelessness and helplessness.

Suicidal teens often feel like they are in situations that have no solutions. The teens can see no way out but death. The teens feel like they have no control to change their situations. Other emotional teen suicide causes stem from trying to escape feelings of pain, rejection, hurt, being unloved, victimisation or loss. Teens may feel like their feelings are unbearable and will never end, so the only way to escape is suicide. Teens may also be afraid of disappointing others or feel like they are a burden to others, such as their parents, and these can be additional causes of teen suicide.

Environmental Factors Situations often drive the emotional causes of suicide.

Bullying, cyberbullying, abuse, a detrimental home life, loss of a loved one or even a severe breakup can be contributing causes of teen suicide. Often, many of these environmental factors occur together to cause suicidal feelings and behaviours. Let us take a look at Ethan’s story. He felt like there was no point going on with life. Things had been tough since his mom died.

His dad was working two jobs and seemed frazzled and angry most of the time. Whenever he and Ethan talked, it usually ended in yelling. To add salt to injury, Ethan had just found out he had failed a maths test, and he was afraid of how mad and disappointed his father would be. In the past, he always talked things over with his girlfriend — the only person who seemed to understand. But they had broken up the week before, and now Ethan felt he had nowhere to turn. Ethan later went on to seek out his dad’s gun with which to attempt to take his life. As in Ethan’s story, it is typical that many factors – both emotional and environmental – contribute to the cause of a teen suicide or teen suicide attempt.

Signs of a Suicidal Teen The fact that huge numbers of young people still take their own lives spurs on teachers, educators, police, clinics, churches, NGO’s, community based organisations, youth and support groups to even greater efforts to halt this increase. But with all hands on deck, teen suicides can be stopped. SADAG compiled a list of vital signs of depression that may [ultimately] lead to a teen’s suicide.

Key Signs of Depression  Loss of interest in things you like to do  Sadness that won’t go away  Irritability or feeling angry a lot  Feeling guilty or hopeless  Not enjoying things you once liked  Feeling tense or worrying a lot  Crying a lot  Spending a lot of time alone  Eating too much or too little  Sleeping too much or too little  Having low energy or restless feelings  Feeling tired a lot  Missing school a lot  Hard time making decisions  Having trouble thinking or paying attention  Thinking of dying or killing yourself Take a look at the list above and check the things that describe a loved one’s thoughts, feelings or actions in the last two weeks. If any one or some of the above have been visible or experienced for a long time, seek help immediately for a stich in time may save nine.

For more information on where to get help please visit www.sadag.org.

Sector Foreword

REGIONALWINNER

Financial Services Globally, the outlook for financial services is solid. But the rise of disrupters in the market, especially from unexpected places, has provoked the need for financial services entities to rethink their strategies. It also means that innovation and technology have moved a few notches up on their agendas. This is particularly true for Africa where the market is less mature or saturated, giving rise to opportunities for new entrants to challenge the status quo.

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oupled with this is the expected growth of Africa’s economies, postulate financial experts and analysts. More and more of the population are becoming part of the formal financial system with elements unique to the African market, such as mobile phone technology and its prevalence, fuelling growth. A large portion of the market still remains untapped and the race is on for financial services companies to find new and innovative ways to get customers on board.

ABSA, one of South Africa’s largest

financial services organisations, serving personal, commercial and corporate customers, would like to toast all the men at the forefront of driving the continent’s financial services sector into the future.

From Zambia

Joseph Mwansa Chikolwa

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oseph Mwansa Chikolwa from the Zambian National Building Society is a chartered banker with over 25 years of experience in a number of areas in the financial sector. He has held executive positions in banks, investment holding companies and the Lusaka Stock Exchange. Joe has a strong knowledge of company valuations, acquisitions, debt restructuring, raising finance, developing strategic business plans and conducting due diligence exercises.

In addition, he has a strong management background at senior levels. He has a very strong network among business leaders in various business segments such as corporations, multi-national companies, development organisations, aid agencies, financial institutions, pension funds and investment houses both locally and internationally. As a member of various boards he developed a systematic approach to establishing and maintaining world-class control mechanisms to managing any institution. Joe has an impeccable record of integrity; working and living by values that can enhance the performance of any business.

REGIONALWINNER

From Namibia

From Sierra Loane

Ndjoura Tjozongoro

Augustus Abdul Kanu

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amibian and SADC South winner in the financial services winner Ndjoura Tjozongoro, CEO of National Special Risks Insurance Association was appointed as the Deputy Registrar of Insurance and Pensions by the then Namibian permanent secretary of finance in 1991. Since then he has never looked back and has worked in various Namibian financial services companies. He was appointed to his current portfolio in 2006. The National Special Risks Insurance Association is the only company in the Namibian market that is responsible for providing cover to the Namibian market in the event of riots, strikes, civil commotion and labour disturbances etc. NASRIA is the only company entered into an agreement with the Namibian government to conduct this type of transactions. He firmly believes in continuous professional development and says his team members are regularly sent for refresher courses in order to stay at the top of their game in a highly competitive financial space.

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ugustus Abdul Kanu is the head of administration of the commission. His main responsibility is to supervise, regulate, monitor and administer the business of insurance in Sierra Leone and principal adviser to government on matters of insurance. Augustus has been in the insurance industry since 1975 and rose through the ranks in at least three insurance companies. At NIC, he was promoted as head of the Marine Department and subsequently reinsurance manager. In 1991, Augustus left for RITCORP and was appointed senior manager, Life and Pensions. In 2002, he was appointed acting head of the company during the absence of the managing director.

In September, 2003 he was appointed commissioner of insurance by the president of Sierra Leone. Augustus introduced a Public Complaints Bureau in order to help aggrieved, the insured and the general public. He also established a training centre for both commission and industry staff on supervisory and insurance matters.

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COUNTRYWINNER From Uganda

Danstan Kisuule Danstan Kisuule, CEO of Y-Save SACCOS, an engineer by profession, resigned his job with the National Housing and Construction Corporation to manage the Y-Save SACCOS as CEO. He started a savings club at Watoto Church to teach young people a saving culture. Today, the club has a membership of about 4 000 members. He says the business has thrived because of its leadership, which comprises people of integrity and honesty. Dunstan is a Uganda country winner in the Financial Services sector.

From Zimbabwe

Musa Bako Responsible for running Eagle Insurance Company as the Managing Director, Musa Bako’s main responsibility is to ensure positive profitable growth for the company. He joined the company in 2003 and has over 24 years’ experience in the short-term insurance sector. Musa is also a Chartered Insurer and an Associate of the Insurance Institute of the United Kingdom through which he is pursuing a fellowship. He has attended several international courses in insurance including the Africa Re Treaty rating course in Lagos, Nigeria.

From Kenya

Paul Njeru Paul Njeru started off as a clerk in Barclays Bank. He rose through the ranks to a manager in the corporate department, before joining Stanbic Bank where he gained experience in growing corporate portfolios in a bank that had little experience in the corporate world.

Meanwhile, the family business, a vehicle rental company was growing and also getting leasing requests. In 2006, the family formed the Vehicle and Equipment Leasing Limited (VAELL) to cater for these requests. He is a country winner.

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Global Expertise Made

Locally Relevant

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he financial services firm sees itself playing a vital role in unlocking the [economic] potential of Africa’s emerging markets. As a leading global Audit, Tax and Advisory firm KPMG has a significant role in unlocking the potential of Africa’s emerging markets by bringing global expertise and practical experience to clients to assist them with innovative solutions to improve their competiveness in the markets.

The aforementioned are critical factors given that Africa has an abundance of undeveloped human capital potential as KPMG strongly believes that they are contributing to the unearthing and development of this largely untapped potential. As a training institution KPMG plays a significant role in recruiting, training and exposing hundreds of graduates every year. This exposes young talented people to a great experience within a global organisation. It also speaks to the fact that once exposed to the work ethic at KPMG; these young graduates can then bring best practices to uplift the continent’s economy.

Quality at the Centre For any company to succeed on a global scale, particularly in the cutthroat financial services sector, it means that it has to stay on top of its game and one step ahead of the competition in order to

by Andrew Ngozo

The world’s economic outlook is gloomy at best.

Africa, being the fastest growing region in the developing world is likely to be the worst hit especially given the recent events locally and abroad. However, the continent is blessed in that it is home to one of the world’s leading financial services firms who are sure to steer us out of the stormy waters to shore. KPMG, a global network of professional firms providing Audit, Tax and Advisory services, is on hand to make sure that their global expertise is brought to bear and avert possible crises. thrive. For KPMG, the recipe for its global success is that quality is at the centre. It is the cornerstone of everything that the firm does. Quality is, simply, a non-negotiable element of KPMG’s service.

With a worldwide presence, KPMG continues to build on its member firms’ successes, thanks to their clear vision, maintained values, and their people. At the core of KPMG’s vibrant culture are a set of values that bring out the best in their people. The firm does not want to be the biggest professional services firm. Quite simply, it wants to be your clear choice of professional services firm. This will be done by, among others, attracting and keeping the best people, winning the best mandates, doing the best work for the best clients and being the most trusted firm.

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BUILDING A WORKFORCE facilitating change & engineering perfection

by Paul Olivier, Managing Director, JG Afrika (formerly known as Jeffares & Green)

Over the last two decades, the African continent has seen immense transformation, development and economic pressure. In South Africa, the engineering industry in particular has experienced significant change. It has moved away from the classic professional practice process - where companies were appointed based on merit and performance – to a system hinging on tenders, often won based purely on price. This leaves little room for evaluation of experience or quality.

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hile the pitfalls of the tender system have been recognised by the National Treasury, and quality is being introduced into the tender evaluation process, this will take time to implement and filter through to all public departments. For now, price remains the bottom line.

In these market conditions, managing change, developing a productive workforce and building a successful firm is certainly a challenge; but it can be done.

The first step to success is maintaining the company’s core values. No matter how the market changes, or how much the approach to business must be adapted, never compromise your standards. An established ethos provides a sound foundation, which drives the business from its core.

The second step is to remain relevant. To achieve this, remaining professional is essential, a customer focus is required, and innovation is key. Ensuring that pricing models are accurate, and that the right product is delivered to meet the customer’s needs, will ensure consistent growth. The correct standards must be met, sustainable infrastructure implemented, and environmental sensitivity fostered.

Remaining relevant also requires the development of skills, and a focus on real experience. In engineering, you can’t learn experience.

Patience is required, because each project is unique, offering new learning opportunities. Having completed one or two projects by no means develops an expert – it takes many years of dealing with the varying issues that arise in each distinctive project to build expertise. It is a continuous process.

In building a strong business, the third step is a keen management focus. By cultivating teams that put the project first, concentrate on what’s best for the project and the client, and ensure value engineering, success becomes inevitable. How staff are managed is critical. Employees are any business’ greatest asset – value them. Their wellness is key.

The JG Afrika management, for example, has built a strong family culture, and reaps the benefits of that daily. By remaining proudly independent and South African, the business is strictly aligned to the

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continent’s culture, demographics and unique needs.

In any organisation, management must be well versed in sound decision making processes, enabling fast, decisive action to be taken. Thanks to efficient decision making, the Jeffares & Green rebrand to JG Afrika took a mere six months from conception to completion, including implementing a 51% percent empowered ownership structure and garnering buy-in from all staff, stakeholders and shareholders.

Effectively managing a diverse workforce is the fourth step to engineering business perfection. The most effective approach is an inclusive one, building an intimate culture that develops interpersonal skills, effective communication and team cohesion. Building trusting, mutually beneficial relationships creates understanding and cultivates a working environment that is enjoyable and sought after.

One of the key elements to managing diversity is taking cognisance the country’s history, the history of the staff, and their demographics. Sensitivity to

different cultures and backgrounds, will aid in creating a culture of acceptance, appreciation and camaraderie.

The fifth and final step is managing change. Again, an inclusive approach is preferred over a dictatorial process. By discussing the alternatives and agreeing on a direction, staff are engaged, part of the process and more likely to support the decision going forward. Achieving 100 percent consensus is not always possible, but by utilising a democratic approach, buy-in is accomplished.

By doing it right you end up getting it done right, and if you get it done right then people are happy with what you’ve done.

No matter how well the process of change is handled, it can be unsettling. Support staff through change by keeping them informed, making them a part of the process, and advising them if their suggested route wasn’t taken, and why. An open door management policy works well, allowing staff to contribute their ideas, share their thoughts or communicate concerns.

Building a strong team will empower the business to succeed, and enable the manager to focus more on strategy and less on micro-management. The five key elements to building strong teams are: have a lot of time for your staff; always put the project first; ensure value, keeping up to date with latest industry standards; focus on developing your people, delegating, challenging them and creating excitement in the workplace; and remember that good always triumphs bad, so stick to your core values.

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Sector Foreword

REGIONALWINNER

ICT Information and communication technologies (ICTs) have the potential to transform business and government in Africa, driving entrepreneurship, innovation and economic growth. The ICT sector has proven to be a strong driver of GDP growth in nations across the world.

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he ICT sector is socially and economically relevant to Africa in that it has been the major economic driver in Sub-Saharan Africa over the past decade. Although mobile and internet penetration remains comparatively low in Africa, never before in the history of the continent has the population been as connected as it is today.

It is thanks to the efforts of the genius innovators in the ICT space that Africa is a thriving ICT continent in its own right.

CEO Global would like to applaud your inventive genius.

GLOBAL Expand your business Horizon

From Malawi

Dr Matthews Chinombo Mtumbuka

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r Matthews Chinombo Mtumbuka is a regional and country information and communication technology sector winner in SADC North and Malawi. His experience spans four industries: research, oil, banking and telecommunications. He has worked across Africa and Europe for Shell and coordinated IT service delivery for eight European countries. Dr Mtumbuka has served on several boards of directors including currently for one of Malawi’s leading banks. In 2014 he won an award as the best IT Director for Project Execution in Airtel Africa (17 countries). He holds a PhD in Modern Communications Systems from the University of Oxford, England, UK where he was a Rhodes Scholar. He had previously obtained a BSc in Electrical Engineering (with distinction) from the University of Malawi. He is a certified IT Business Analyst and a Professional Member of UK Institution of Engineering and Technology, British Computer Society and the Malawi Institution of Engineers.

REGIONALWINNER

From Mauritius

Roshan Seetohul

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oshan Seetohul, Executive Vice President- Corporate Affairs for Africa & Indian Ocean at EURO CRM, has been occupying several key positions at senior management level during the past two decades. Among his key responsibilities, Roshan looks after strategic corporate issues and manages the human capital of his company comprising some 1000 members. He also advises the company’s main shareholders on corporate strategy and management. As a passionate and accomplished professional, Roshan is closely involved in organisations geared towards promoting the development of business and best management practices in Mauritius.

As such, he has served as President of the Outsourcing and Telecommunication Association of Mauritius for four years and has been the treasurer of the Mauritius Employers Federation for more than two years. To date, Roshan remains actively involved, not only in professional organisations, but devotes his spare moments to further social causes such as youth empowerment, assistance to vulnerable groups and promotion of sports.

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SKILLSTRANSFER

How to Avoid

Working long hours, and the stress and strain that usually accompanies a challenging job, is traditionally what causes people to burn out. However, digital burnout is something entirely new, and therefore not clearly understood. Nevertheless it is on the rise and because it stems from our virtual existence; we don’t see it coming and the result is devastating. Once it hits, taking some time off does not solve the problem. Some people end up in hospital; others fall into a dark hole for months. It is a new threat to human resources, for all businesses.

SKILLSTRANSFER

Digital Burnout

by Andrew Ngozo

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o, perhaps, the biggest question in a highly connected world is: how does one avoid a digital burnout? It would be prudent to get back to basics and breakdown the whole concept or phenomenon of digital burnout. Just what is it? Looking at a screen all day, having your phone on all night to receive emails, checking for news in case you need to react to a crisis and checking your social pages every now and then are all signs of a person addicted to all things tech. Then slowly, but surely, because you cannot be divorced from technology for a long time, you will suffer a digital burnout which may leave you in a hospital or in a dark hole from which you can’t crawl out of. How can you switch off and recharge your batteries?

Technology offers us a smarter way of working; only a few years ago we were desk-bound at a fixed location from 9 to 5, whereas now we can access our work from anywhere. Anyone can reach us at any time, and vice versa. We have evolved into a highly mobile society, so we would be crazy not to use the great new options technology offers us to be smarter... wouldn’t we? A recent Flux Trends presentation by Dion Chang suggests we need to strike a better balance between our supposedly smart new ways of working and the not-so-smart new disease it has brought with it: digital burnout. Symptoms include low productivity, inability to cope with routine, constant tiredness and inability to control emotions.

Everyone is at Risk It’s no surprise that anyone involved in the digital world, in one form or the other, is at risk from burnout due to the ‘24/7’ nature of the industry, whether it’s web design, development, online marketing or social media for personal or business use, says Henna Baig, development recruitment consultant at Sanderson Recruitment Plc. “We are surrounded by gadgets that demand our attention constantly, affecting our ability to properly focus on day to day activities. The physical effect of the internet is so high but we don’t really understand the risks it poses to our mental health,” she says. Psychologist Larry Rosen claims that personal gadgets make us mentally ill and are contributing to the result of other problems such as depression or obsessive-compulsive disorder.

Henna states that connection and communication have taken on new importance in today’s 24/7 world of work. “Those who manage their stress levels are able to stay ahead and sustain high performance which is not

easy. Everyone manages a social network differently; it’s an intimate and personal experience. We all have close connections with which we can exchange ideas and openly vent. However, in the modern world our social circles are growing rapidly; keeping pace requires a strategy,” she observes.

Steps to Prevent Digital Burnout Individuals whose role heavily relies on the internet don’t have the luxury of disconnecting from the internet, particularly as their work depends more and more on it. However, Henna says, there are various steps you can take to prevent the negative effects it may have and prevent digital burnout. She suggests the steps below.  Determine what triggers burnout and what you need to alter. One way of doing this is to find out what energises you and what drains you and then make the necessary changes to avoid wearing yourself out.  Make an “escape list” of everything you need to do in order to escape a lifestyle that’s driving you bananas. You might never follow up on the items in your escape list but the process of writing one will help clarify in your mind that you are not truly stuck but you have options.  Holidays are supposed to be about spending time with the loved ones and relaxing. So why not spend some phone-free time? If you think your holiday would benefit from less screen time, set some gadget ground rules. Although nobody wants a dictatorship governing the holiday whatever the rules are, make sure you try and keep to them.  Clarify what is most important in your personal and professional life. This will be critical in order to identify conflicts between personal and professional goals. Control your work schedule to maintain a work-life balance.  Getting enough sleep is crucial to avoiding fatigue.

Staring at a bright screen just before bedtime is proven to disrupt sleep, so don’t use your phone for at least half an hour before you go to sleep.

Whilst these factors might seem fairly obvious, we’re all guilty of some of the above pitfalls. Awareness of having a problem with work life balance is half the battle so by focussing on how to avoid burnout we’re already making a great start to doing just that. The best part is that you can start today and all these things are free so put your gadgets away and focus on what matters!

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Sector Foreword

REGIONALWINNER

Logistics & Shipping More than a billion people, 54 countries, a continent bigger than the USA, Europe, China and India combined. Yet Africa is barely present on the map of world trade. The continent still isn’t a major source of exports and its consumer markets are tiny in comparison to Asia, Europe or the Americas, despite its enormous size.

So Africa seems relatively unimportant for the transportation and logistics industry.

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r is it? There’s no doubt that Africa faces huge challenges – arguably bigger than any other region. Recent news about growing flows of refugees from Africa to neighbouring continents show us quite plainly how desperate living conditions are for many in their African homeland. Not surprisingly, for many the phrase African logistics currently brings to mind humanitarian logistics.

But the situation is changing fast. African logistics stands for much more – namely the chance to build tomorrow’s markets.

And thanks to the players in this sector Kenya Airways is confident that the logistics industry can play a vital role in Africa’s efforts to gear up and ultimately help create jobs for its people.

From South Africa

David Logan

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avid Logan, CEO of the South African Association of Freight Forwarders (SAAFF) spent over 30 years in the freight forwarding and clearing industry in both South Africa and the United States holding various positions in finance, information systems, and operations.

He was appointed to his current portfolio in 2010. He has established high level relationships with government departments such as the South African Revenue Service, Transnet, Department of Trade and Industry and the Department of Transport for the purposes of meeting and lobbying on matters of importance on behalf of the association’s members. In addition he has maintained relationships and collaborated with other associations i.e. the International Federation of Freight Forwarders Association, Business Unity South Africa, the Road Freight Association, Maputo Logistics Corridor Initiative, the S.A. Shippers Transport and Logistics Council, Federation of Supply Chain Management Associations and the Consumer Goods Council of South Africa.

REGIONALWINNER

From Uganda

Omar Ingels Kassim

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mar Ingels Kassim is a business oriented person who started doing rudimentary business when he was still in college with the help and support of his father who constantly preached the gospel of selfreliance and a tough world ahead to all of his 13 children.

His experience served to spur him with the capacity to accept failure and to relish success with equal glee.

Today, he has been very successful in life, not financially but socially and academically. The history he brings with him has enabled him to scale many ladders of authority which he never imagined possible. Key amongst these is Kassim’s oratory ability to articulate on issues and raise passions with ease. He now chairs and sits on many boards, including a government authority board that has deeply appreciated the cohesion he brought in since his appointment as the chairperson.

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CASE IN POINT

Opening Up

Foreign Markets

by Andrew Ngozo

EgyptAir is one of the most valuable aviation companies in Africa. It is the major employer in a sector that boasts 197 000 jobs in Egypt.

This total, says, Ashraf Hakim Alsayad, Regional General Manager of EgypyAir South Africa, is further broken down in the following manner: 53 000 jobs are directly supported by the aviation sector; 97 000 jobs indirectly supported through the aviation sector’s supply chain; and 46 000 jobs supported through the spending by the employees of the aviation sector and its supply chain. In addition there are a further 1 384 000 people employed through the catalytic (tourism) effects of aviation, he states.

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visionary, Ashraf says African countries ought to apply the open skies policy, even internally amongst themselves, in order to cut costs and have more profitable operations as well as faster intermodal transportation. “Operating in this space has several challenges of its own. These include, but are not limited to, the following: air traffic rights difficulty especially on the fifth freedom; the transport of cargo from one African nation to the other sometimes may not be possible. That we have to fly to Europe in order to fly back to Africa contributes to the enormous costs added to the movement of cargo from/to sister African countries. Local currency devaluation has a negative impact on the trade exchange between states.

Movement and governmental rules are stricter on transferring airline dues,” he points out.

A Rich Heritage EgyptAir has a rich heritage and aviation leadership role in the Middle East and North Africa

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and will continue to ensure that they build on this successful track record. Captain Bassem Goher, chairman EgyptAir Cargo elaborates that within five years EgyptAir Cargo will acquire a mixed fleet comprising of long, mid and short range aircraft.

It will consist of five freighters (three aircraft type A330-300F and two aircraft type A320F) to cope with its expansion plan on the network. He continues that the future of air transport is bright with regards to efficiency and economic growth. To validate this fact, Ashraf cites a study done by the International Air Transport Association (IATA) and Oxford Economics.

The aviation sector contributes EGP15 billion (1.2%) to Egyptian gross domestic product. Declares Ashraf: “This total comprises EGP7.7 billion directly contributed through the output of the aviation sector (airlines, airports and ground services); EGP4.9 billion indirectly contributed through the aviation sector’s supply chain; and EGP2.3 billion contributed through the spending by the employees of the aviation sector and its supply chain. In addition there is EGP81.1 billion in catalytic benefits through tourism, which raises the overall contribution to EGP96.1 billion or 8% of GDP.” To conclude, Ashraf says the aforementioned positively impact air transport with regards to Egyptian economic growth. It means that it opens up foreign markets to Egyptian exports and lowers transport costs, particularly over long distances, thereby helping to increase competition because suppliers can service a wider area and potentially reduce average costs through increased economies of scale. It also increases the flexibility of labour supply, which should enhance allocative efficiency and bring down the natural rate of unemployment. Lastly, it encourages Egyptian businesses to invest and specialise in areas that play to the economy’s strengths.

Sector Foreword

REGIONALWINNER

Manufacturing & Engineering Manufacturing remains a critical force in both advanced and developing economies. But the sector has changed, bringing new opportunities and challenges to business leaders and policy makers, says the McKinsey Global Institute.

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he global manufacturing sector has undergone a tumultuous decade: large developing economies leaped into the first tier of manufacturing nations, a severe recession choked off demand, and manufacturing employment fell at an accelerated rate in advanced economies. Still, manufacturing remains critically important to both the developing and the advanced world. In the former, it continues to provide a pathway from subsistence agriculture to rising incomes and living standards. But the manufacturing sector has changed; bringing both opportunities and challenges—and neither business leaders nor policy makers can rely on old responses in the new manufacturing environment.

Amidst such a seemingly volatile situation there are men who tirelessly forge on in the Manufacturing and Engineering Sector. CEO Global would like to pay homage to the sons of the soil in this space.

GLOBAL Expand your business Horizon

From Malawi

Rowland Franklin Msiska

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s the managing partner of Sections and Profiles formerly Romana Consulting Engineers, Rowland Franklin Msiska takes pride in their work as they see infrastructure making a difference in the lives of people through the provision of services such as water, road networks and housing. He has done really well for himself for Rowland is the only child in the family who went to university and interestingly he had never been outside his birth district before getting selected to attend secondary school. His parents were not educated. To pay school fees for him at the secondary school, his father had to get a job as a cattle herdsman. During the holidays Rowland had to take over from him till he finished his four years of schooling. On the other hand, his mother used to support the fees cause by brewing and selling local beer from millet. He has been working for consulting engineering firms throughout his career.

Life in the executive fast lane is becoming even more competitive and developing us into a society of stress which is stressful news for executive stress.

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dvocating for this stress is the pressure that comes with skill and job shortages and the piling on of pressures to hit performance targets, not to mention red tape. We are told to acknowledge the effort we put in and not follow and focus on the pressures that come with the climbing of the preverbal corporate ladder but how do we find the balance and is it worth the reward? Is the principal consequence of work-related stress eventually burnout?

Brian Joffe – CEO and founder of BIDVEST Group uses photography as his outlet to evade stress fatigue from his international investment holding company which has investments across the foodservices, broad services, trading and distribution industries.

“Spending my working hours in the cut and thrust of the corporate business world means that stress fatigue is a constant threat to physical and spiritual well-being. That is why I plan my schedules to allow frequent photographic outings to places like Botswana, where the Land Rovers of the game-park trips and the boats of the Chobe River photo shoots are instruments of pure therapy. Putting my eye to the view finder of the camera becomes an act of regeneration in an outdoor environment that I love, despite the challenges of its kaleidoscope of changing elements.”

This was an extract from the photography book, Nature’s Best Photography Catalogue 2015, whereby Joffe won The Photographer of the Year 2015.

How do we maximise efficiency through developing a culture of wellbeing instead of creating a society of stress and eventualy result of complete burnout. We try to regenerate with time away from the office but how do we include this culture of wellbeing in the workplace for the better of management and leadership?

In the Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management, burnout is discussed. It mentions the aspects of this phenomena

High Pressure, high Reward

and

by Taryn Moir

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evolved from work stress are emotional exhaustion, reduced personal accomplishment and decreased enthusiasm about work.

Elaine Harman is the founder and CEO of The Time Clinic, a time management training company that tackles time management a little differently. The Time Clinic addresses time management by focusing on the psychology that causes us to be ineffective, and utilises tools that promotes behavioural change whilst addressing stress management at the same time.

Elaine informs that, “As a CEO myself, I have had to learn to be relentless in terms of being ‘self-regarding’ both at work and on a personal level. This may sound callous, as the word ‘selfish’ is pretty loaded and the perception is to care for oneself comes at a price to others. The truth however is that unless we look after ourselves first we are of no use to others, nor can we perform at optimal levels. You have to value and regard yourself as a resource.”

Elaine advises, firstly, before accepting any task, it is important to ask yourself if this is really work you should be doing and if you can delegate this work to someone else. If someone else can handle this task, the valuable resource that is yourself can be best applied to that which you are truly good at, such as more strategic work.

Delegation is a sore point for so many of us, as we fear that others ‘cannot do as good a job as we can’. This thinking will ensure that we will remain the only one who can do this work, so we have to let go, and remember how it was that we learnt. Letting go allows us to create opportunities for others to grow.

Secondly, in high pressure environments, stress levels absolutely cannot be ignored. If we are not healthy and creating a work life balance, we will suffer burnout: mentally, physically and spiritually and will no longer be able to perform at maximum capacity. Time has to be reclaimed in order to manage all aspects of our health, and this is not limited to performing at the gym, but also taking mental rest on a daily basis through practices such as meditation, mindfulness or even pursuit of a hobby or passion. Such practices bring rest and change of focus in order to recharge our batteries.

It is important to remember that quantity is not quality, and taking time out for ourselves enables us to return rejuvenated and recharged.

We are also then better able to recognise patterns of burn out and fatigue in others and recommend interventions before we lose quality staff to demotivation and fatigue.

Thirdly, when we view ourselves as valuable resources, we start to understand that as resources we have to be ‘maintained’ and that a certain amount of time is required to ensure that our systems are not only working at a quality level, but that the resources that we are, must be allocated to the high level items that will result in the most dramatic impact. View yourself as the most important resource you have, be relentless in caring for this resource and you will automatically find that you make the time to address that which will ensure your wellbeing both at work and in your life.

“There is no passion to be found playing small – in settling for a life that is less than the one you are capable of living.” ~ Nelson Mandela

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A laid-back salon in the heart of Rivonia, Burgundy Beauty Salon offers a holistic approach to beauty, wellness and grooming.

We offer a wide range of beauty treatments, and mobile services to cater for various functions, corporate and social events.

The salon encourages relaxation and helps patrons find the time for a pamper session.

Treatments on offer:      

Massages Facials Waxing Laser Lipo Nail treatments Manicures and pedicures

info@burgundybeauty.co.za  076 7327584  10 Wessels Road, Rivonia, 2128

Sector Foreword

REGIONALWINNER

Media Media in Africa is among the fastest growing industries, but the sector has not commanded the level of financing that is required to unlock its full potential, says media expert Parminder Vir.

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ith a commodity crunch in Africa’s major economies slowing down economic growth, there’s some good news on the entertainment economy front. Africa’s entertainment industry, especially in the two biggest economies, Nigeria and South Africa, is expected to grow exponentially over the next few years according to a major study looking at the continent’s entertainment industry growth.

Many men are tapping into the economic opportunities posed by this growth.

Unique Speaker Bureau, the premier league of professional speakers, entertainers and MCs, would like to commend the winners in this sector.

From Zambia

Kayambila Mpulamasaka

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s a creative art director and multimedia producer at GroundXero, Kayambila Mpulamasaka not only is able to direct, but possesses hands on skills in the production of multimedia for TV, radio, print and digital advertising. This allows Kayambila to produce media from start to finish or direct the entire production process. A country and regional winner in the media sector, Kayambila is a multi-talented individual with experience in producing, directing, copywriting, scripting, cinematography, 2D animation, motion graphics, graphic design, video editing, visual effects, audio editing, sound design, art direction and voice over artistry, He was the official Airtel Zambia voice artist from 2013 to 2015. Some of his notable works include DSTv/ Zambezi Magic’s Kool Roc Show, a youth variety edutainment TV Show. He believes that he has constantly challenged and inspired Zambian media houses to produce better quality content in commercial advertising and entertainment, thereby contributing to the country’s current media production trends.

REGIONALWINNER

From South Africa

Reggy Moalusi

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ADC South and South African winner in the media sector Reggy Moalusi is the editor-in-chief of the Daily Sun and Sunday Sun. He was formerly the deputy editor of Daily Sun. Reggy started as a journalist in 2002 at the Mail & Guardian. He worked on Sunday World and the defunct Nova newspaper before joining Daily Sun in 2006, where he has been news editor, senior assistant editor and acting editor. He oversees the entire editorial process of both newspapers; being the face of the two titles and representing the brands among key clients and readers. He says he has purposefully influenced his environment by leading his team into better management systems as well as driving fellow journalists at his organisation to practise ethical journalism as a rule of thumb. He realises the importance of being an approachable leader who makes use of an open door policy to improve and increase productivity.

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Paul Mc Connon established Unique Speaker Bureau seven years ago, inspired by his vision to build collaborative relationships with speakers and facilitate these speakers collaborating amongst themselves.

Africa’s Professional Speakers The Premier League of

The art of attracting a blue chip corporate’s most influential players to pleasurably anticipate spending their invaluable time at a conference is rare. The most experienced marketing professionals know that not only do you have to offer them an exceptional speaker, the speaker themselves have to own the type of influence that those individuals will admire and respect.

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owever, it is really only the most exceptional marketers who are able to pair the right speaker with the right event and enjoy seeing those speakers charging the atmosphere of a room with electric energy.

How do they do it? Little known and seemingly counter-intuitive, these exceptional marketers seldom book key note speakers and programme directors based on their biographies and “celebrity” status alone.

They also don’t rely on the conference venue and surroundings – they recognise that these are secondary

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to the powerful delivery of a meaningful and inspiring message delivered by a consummate communicator.

Professional marketers choose keynote speakers, MCs and programme directors (facilitators) based on recommendations from professional agents, who can substantiate their qualifications, experience and ability to deliver original content in a dynamic manner. This is followed by a speaker briefing meeting, where the specific goals and objectives of the event are identified and the speaker has the opportunity to tailor their content to meet the client’s needs.

This secret is shared by Lynn Baker, a certified World Class Speaking Coach, Executive Presence Consultant and Professional Speaker who is Programme Director for an Executive Speaker Programme presented by Unique Speaker Bureau (USB), in collaboration with the Henley Business School.

Baker excels at training, mentoring and consulting with local and international professionals, with a world-wide proven track record.

In her distinguished career, Baker has witnessed the reality of speakers across Africa igniting a room and giving mesmerising presentations that inspire action,

CASE IN POINT

catalyse change and motivate progress. She’s also seen influential speakers taken from the USB stable into the confidence of the continent’s most powerful leaders and become trusted advisors to them.

Speaking from her office in Johannesburg, she outlines that some events require more than one speaker which is why USB also bases their selection on the speaker’s presentation content, professionalism, expertise, experience, depth….and ability and willingness to collaborate. In this case, the bonus of using USB is the cohesiveness that they can quickly generate.

Baker explains: “When you’re leading an organisation and influencing the shape of our continent’s socio political landscape, you become highly discerning and are only interested in investing your time and attention on a masterful speaker who can truly teach you something.”

To this end, the bureau has assembled outstanding experts across various business disciplines ranging from social media, scenario planning, marketing, sales and change management, amongst other subjects.

She outlines how by doing this, USB has already started to impact businesses outside the borders of South Africa evident from the growing demand for USB’s speakers.

conference is relevant and aligned to its objectives – the best investment to guarantee success.

Economically, Africa finds itself in paradoxical circumstances with strong potential for growth, whilst contending with some of the most taxing systemic issues and challenges that require unconventional means to inspire, create and drive sustainable change.

Baker says USB delivers well-matched speaker solutions to Africa’s businesses because it is committed to building capacity and expertise through speaker development throughout Africa, thereby delivering a blossoming pool of talent to further enhance the current reputation as the “preferred speaker bureau” in South Africa.

USB now also offers a presence in Zambia, Malawi, Mauritius and Zimbabwe. Amongst others, it has plans to expand into Namibia, Botswana, Tanzania, Kenya and Ghana.

Baker also points to USB’s key success factor that they train speakers to build conference delegates into brand ambassadors, something she herself has excelled in. They achieve this by consistently delivering bespoke, relevant and cutting edge content and solutions to Africa’s businesses.

Baker explains: “When you’re leading an organisation and influencing the shape of our continent’s socio political landscape, you become highly discerning and are only interested in investing your time and attention on a masterful speaker who can truly teach you something.”

She elaborates: “I specifically chose to partner with USB because I recognised the type of excellence that has been instilled throughout USB as an organisation by its founder Paul Mc Connon. He embodies that rare talent that continually identifies charismatic speakers and creates innovative opportunities for them to collaborate with each other and up their game. Speakers capable of enthusing and inspiring audiences of diverse cultures, skills and backgrounds.”

Some of USB’s speakers are native to South Africa, others have entered South Africa from their birthplace in other countries of the continent. And yet other international speakers fly into South Africa when booked

by USB for conferences – from their home towns and directorship roles assumed and executed in locations around the world.

They also have the unique understanding of markets and the knowledge and experience to ensure the

This positions the company to take their place as the bureau of choice on the continent for those sourcing exceptional talent for both their large scale and intimate events because it provides the highest level of support when it comes to planning, coordinating and managing speakers – a key differentiator that attracts their clientele of master marketers.

Baker concludes by asserting her admiration for USB being resolute in questioning conventional ideas and exemplifying a company of thought leaders who break barriers in relentless and passionate pursuit of creating magical and impactful moments.

If you would like to attend one of the showcasing events offered by USB or would simply like more information, contact their experts on +27 11 465 4410 or check out www. uniquespeakerbureau.com. Alternatively contact: Paul@ uniquespeakerbureau.com.

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Sector Foreword

REGIONALWINNER

Medical & Veterinary The importance of primary healthcare is increasingly recognised on international, national, regional and local levels. Despite this emphasis and the best efforts of the public primary health system in Africa, many of Africa’s poor and marginalised communities receive services that are often not sufficient, efficient or effective.

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n many cases, these communities are not knowledgeable about or proactive when it comes to their own health and well-being.

They are generally unable to access private healthcare, due to the relatively high costs involved, and don’t know how to access public health services. Compounding these problems is the fact that once qualified many medical and health sciences students lack the proficiency, experience, confidence and good interpersonal skills required to speedily and effectively undertake their work and take up leadership positions.

However, in our midst, are medical practitioners who are bent on ensuring that quality healthcare is accessible to all across the entire continent.

CEO Global would like to salute these courageous heroes across the motherland.

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GLOBAL Expand your business Horizon

From UGANDA

Dr Patrick Tusiime

D

r Patrick Tusiime is the Kabale District Health Officer in South Western Uganda. A former captain in the military, he has worked in both military and civilian settings. Dr Tusiime served in the Ugandan military for 10 years during which he occupied different posts such as commander, medical doctor and public health physician. His service to all areas of Uganda allowed him to experience both the good and bad conditions and to serve and interact with people from all walks of life.

It was then that his passion to serve the less privileged and vulnerable communities was rekindled. Since his appointment to his current post in 2004, he has managed to completely turnaround the health service delivery of the medical fraternity with a particular emphasis on underserved, difficult and hard to reach areas. As a result, Kabale has stood out among the excellent performers in all indicators.

REGIONALWINNER

From Kenya

Dr Robert Muhia Karanja

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r Robert Muhia Karanja serves as the CEO of Villgro Kenya where he is spearheading the replication of the Villgro incubation model of social entrepreneurship and impact investment in the healthcare and life sciences industry. He has over 10 years of experience in global health R&D as a biomedical scientist at the Kenya Medical Research Institute where he discovered his passion for impacting peoples’lives through science and innovation.

This resulted in the establishment of two key partnerships with the Kenya Industrial Research and Development Institute for the initiating of a common manufacturing cGMP facility for development of phytomedicines and nutraceuticals at KIRDI, and bridging the science/academia and industry gap through bio-entrepreneurship boot camps in partnership with the Strathmore Business School.

Today Robert continues to work at the interface of science and industry, replicating the Villgro incubation model to pioneer social entrepreneurship and impact investment in healthcare and life sciences in East Africa.

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EMPOWERED LEADERSHIP

Lessons from Leaders:

by Samantha Barnes

Pushing Through Tough Times

Will the real leaders among us please step forward? The point is, in a world filled with political correctness, wisdom can be gained from leaders who are authentic. People who do not sugar coat their words: they spell out issues and address them. They risk standing up and being counted even if they are the only one in the room doing so. They understand that leadership is about responsibility rather than power.

EMPOWERED LEADERSHIP

When a company lets people go, keeping up the morale of the people left behind is important,” explains Chengadu.

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oday’s leaders face common challenges, among them retaining staff. “Business is fishing in the same pool,” says Shireen Chengadu, executive director, Centre of Leadership and Dialogue at Gordon Institute of Business Science (GIBS) “How do we retain staff? This is irrespective of sector; business or government. They say that people are your best asset.”

Equally important is the need for senior people to support and develop the talent shown by younger people: supporting them rather than blocking their growth. Wayne Duvenage left his position as former CEO of Avis to lead Organisation Undoing Tax Abuse (OUTA), where he fulfils the role of chairperson. He sees too many senior managers and directors overstaying their welcome in their respective positions.

“They are unable to keep pace with the rapid pace of change and thereby block off growth opportunities for youth to move up and take these businesses to higher and innovative levels”, says Duvenage. “A great leader is able to challenge and push themselves to new frontiers and boundaries of the industry in which they operate.”

“They look externally to those industries and suppliers that influence their business, and feel the forces of change in these external spaces, enabling them to grow with greater vision and impact on their organisations.”

Seeking a Middle Ground We are seeing civil society, business and government increasingly at loggerheads with one another. In Chengadu’s view we need a middle ground between business, government and unionised organised labour.

“At high level business and government talk past each other. There is mistrust. We have a historical legacy of business versus government rather than ‘and’ - effective partnership.” She recommends a shift from the silo mentality of pointing fingers.

“Economies everywhere are affected by the snowball effect of a dip in GDP growth in leading nations. The true worth of business is tested in whether they see business as usual or they are astute and aware of the nuances in a changing environment.”

Inclusivity Don’t underestimate the impact of staff morale on an organisation. “When a company lets people go, keeping up

Shireen Chengadu, Executive Director, Centre of Leadership and Dialogue at Gordon Institute of Business Science (GIBS)

the morale of the people left behind is important,” explains Chengadu. “We can’t respond in the old leadership styles of a hierarchical culture, when we have a new generation who is deeply questioning, and calling for inclusion.” “We are making incremental changes with regard to gender and race, but this does not part of the strategic plan of organisations,” Chengadu cautions. “Business is not just about the bottom line. It is inclusive of the environment.”

She refers to the thinking of Otto Scharmer, an American economist and senior lecturer at the Massachusetts Institute of Technology. Sharmer describes this personal shift, as moving from an ‘ego system’ to an ‘eco system’. Chingadu says, “This implies an understanding of the interplay between all parts of our society, and the value each brings to the whole.”

Bold Leadership Asked what separates a bold, visionary leader from a leader operating out of a place of fear and pressure, Chengadu says a healthy dose of fear can inspire best thinking and efficiencies, whereas a dangerous leader operates from a point of egocentricity.

“Leaders today are not the sole custodian of plans.

Talk to your leadership team, use your strategic intuition (gut) and look at multiple perspectives. Decisions should never be about the way we’ve always done it. Leaders that continue in the same old fashion are doomed. There is a war for talent. Be open to a new way of business. A given is complexity, volatility and constant change.”

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EMPOWERED LEADERSHIP

“They (business) need to use, support and empower their industry associations to challenge issues that must be taken up, to hold the public service to account and to deliver,” says Duvenage Take a Long Term View Wayne Duvenage represents that brand of leadership that is sadly lacking in society today. He has the courage of his convictions. While many may not agree with him, his belief that leaders should stand up for what is right is commendable.

Leading OUTA has taught Duvenage some things about the way many businesses operate. They make decisions which are at the expense of the greater good of society.

Duvenage explains: “Businesses tend to maximise this year’s profits at the expense of tomorrow’s greater good, for both business and society at large.

It’s the top leaders that earn the big bonuses. They make the decisions to turn a blind eye to issues that need to be challenged, but which they may prefer to ignore, if indeed it has an impact on their profits and bonuses. They do no favours for tomorrow’s leaders and the prosperity of society, if they don’t stand up for what is right from a medium-to long-term sustainability perspective, at the expense of some profit reduction for today.”

Duvenage would like to see big business displaying civil courage and playing a greater role in standing up to government. “It is after all big business that pays over our taxes, our PAYE, the VAT to government. Yet they tend to turn a blind eye to the degradation and poor policy making. Their behaviour sail’s closer to the line of morally bankruptcy, where they fall into government’s trap. It really is a sad situation for our children’s future.”

He urges business leaders to look beyond the boundaries of business for short-term profits. Duvenage constantly encounters a fear by business leadership to put public servants under pressure to deliver, because somewhere along the line, there is a connection or business contract that may be under threat.

“For this reason,” he says, “Business leadership puts up with degradation of infrastructure, or forks out more money than they ought to for services that they shouldn’t be paying for. They need to use, support and empower their industry associations to challenge issues that must be taken up, to hold the public service to account and to deliver.”

Visionary Leadership “Visionary leadership goes beyond the boundaries of their own business,” explains Duvenage. “They lead

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Wayne Duvenage, Chairperson, Organisation Undoing Tax Abuse (OUTA)

industries within which they operate, normally excelling in three areas of impact. Firstly they drive innovation and improved efficiency. Secondly, they pay a lot of attention to their people, ensuring talent search and training lives as a high priority in the business and thirdly, they pay immense attention to their customers.”

So rather than adopting a defeatist approach where external factors are blamed for a business’s demise, good leaders adapt their businesses to suit the external needs and desires and their customers.

Chengada encourages businesses to ride out the tough times. “We are highly resilient people. What Team SA can learn from attending the discussions in Davos, is that our complacency as a nation has been tested. We need to become even more determined.” She would like to see organised business having more clout with regard to the implementation of the National Development Plan.

This calls for effective partnership. Chengadu reflects that the Centre for Leadership and Dialogue is going some way to achieving a common understanding around societal leadership with debate on various topics. “Businesses should change their usual places of learning. Visit Alexander township. See the business opportunities and understand the socio dynamics at play,” she says.

One thing is certain from these two leaders’ thoughts surrounding leadership. With so much around us appearing fragile - from dwindling physical resources to the blatant failure of leadership to make wise choices, to declining moral standards: we need a complete rethink of the motivation underlying the choices we make. Selfish, egocentric leadership has failed us dismally.

Sector Foreword

REGIONALWINNER

Mining The mineral industry of Africa is the largest of the mineral industries in the world. For many African countries, mineral exploration and production constitute significant parts of their economies and remain key to economic growth.

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ur continent is richly endowed with mineral reserves and ranks first or second in quantity of world reserves of bauxite, cobalt, industrial diamond, phosphate rock, platinum-group metals, vermiculite, and zirconium. Gold mining is Africa’s main mining resource. According to African Mining, South Africa, Ghana, Tanzania and Burkina Faso are host to 48% of Africa’s gold mining companies while 50% of Africa’s copper mining companies are located in Zambia, the Democratic Republic of Congo and Namibia.

All due respect goes to the men in this sector as they have realised that mining is one opportunity that can be used to take the continent into the future. Ontario Energy Holdings urges you to keep working while we invest with, and for, you in mining in Africa.

From South Africa

Dr Freddy van der Berg

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eing an entrepreneur and part of the executive for over 19 years, Dr Freddy van der Berg is the group chief operations officer of Mukundi Mining Resources.

His responsibilities include developing, maintaining, compliance and future technological planning. Dr van der Berg is also the chief strategic executive at Black Diamond Corporation and chairman of the board at Jireh Holdings.

As the chief strategic executive he is responsible for the overall vision and mission, focuses on individuals’ ability to conceptualise and formulates strategic initiatives that further that mission. He articulates, collaborates, creates, assesses, analyses, communicates, develops and represents his organisation. He also plans, reviews, structures, organises, directs, executes and controls the activities of the operational function of the Mukundi Mining Resources group and divisions, both nationally and internationally. Dr van der Berg is the regional and country winner in the mining sector for SADC South and South Africa respectively.

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GOING GREEN

The

Harmful Effects of

Pollution on Sea Life

by Andrew Ngozo

There are many of types of ocean pollutants that endanger marine life. Some of them are more obvious than others, but all contribute to an unhealthy ocean and many times, the death of its creatures. So, if you are worried about the effects of ocean pollution on marine life, you are not alone. The increase of pollutants in the world’s oceans is, indeed, affecting the variety of creatures that live there.

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ne of the biggest pollutants of our waters is oil, says Annette McDermott, a natural healing specialist. Although the big oil spills from offshore drilling get a lot of attention, there are millions of gallons of oil dumped into the world’s oceans every year from other sources.

According to her, oil in the oceans can be classified into four main types. These are: natural seeps, petroleum extraction, its transportation and its consumption. Oil is dangerous to marine life in several ways. According to the American National Oceanic and Atmospheric Administration (NOAA), if fur-bearing mammals or birds get oil on their fur or feathers, they may not fly or move properly, maintain body temperature, or feed. The oil washes up on beaches and contaminates nesting areas and feeding grounds. As marine mammals try to clean themselves, they may ingest oil which can poison them. Annette points out that although

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fish and shellfish are not impacted immediately, long-term exposure may lead to organ damage, reduced growth, reduced respiration, and may adversely impact reproduction and larva development and survival.

Coral Reef Impact Oil may impact coral reefs in a negative way, Annette points out. These reefs are not only beautiful; they provide a habitat for many sea creatures. NOAA indicates the impact of oil on coral reefs is difficult to predict. “Oil also clogs up the gills of the fish that live there and suffocates them. When oil floats on the surface, it blocks sunlight and prevents marine plants from using light for photosynthesis. These plants are important parts of the food chain and the reef habitats found in the oceans,” she says.

Toxic Materials Toxic materials are a side effect of modern living. Sea Web reports that, thanks to water’s solvency, toxic pollution often ends up in the ocean, sediment, and the sea surface micro-layer.

Toxic pollution sources include: industry and sewage waste discharge, pesticides, air emissions, plutonium processing, nuclear power plants, nuclear waste dumps, nuclear submarines and household cleaning products. Says Annette: “Pollutants find their way into the ocean and sink to the bottom where bottom feeding organisms ingest these chemicals and contaminate the food chain. The smaller fish is eaten by the larger fish, which is then eaten by a human. Toxins build up in the tissues of the

GOING GREEN

people who eat the contaminated fish and may lead to illnesses like cancer, reproductive disorders, birth defects, and other long-term health problems.�

Trash and Other Debris Plastic bags, balloons, medical waste, soft drink and beer cans, and milk cartons all find their way into the oceans of the world. These items float in the water and wash up on beaches.

According to the Environmental Protection Agency, marine debris creates health hazards for marine life. Ocean mammals get entangled in old nets and drown because they cannot get to the surface for air. Birds, turtles, and fish ingest a variety of plastic items and their digestive systems become clogged. Sea turtles are attracted to floating plastic bags which appear to be jellyfish, one of their favourite treats. Annette notes that, sadly, the plastic bags block their digestive system and cause a slow and painful death.

Various pieces of trash cause entanglement, starvation, drowning, and strangulation. When the trash washes up onto beaches and into marshes and wetlands, it ruins breeding grounds and habitats. Marine plants may be strangled by debris and die and debris removal efforts may adversely alter ecosystems. With regards to just how much plastic is in the ocean, Fortune reports that there are 5.25 trillion pieces of plastic in oceans around the world and eight million tons [are] being added to that number each year!

Toxic pollution sources include: industry and sewage waste discharge, pesticides, air emissions, plutonium processing, nuclear power plants, nuclear waste dumps, nuclear submarines and household cleaning products.

Statistics on the Effects of Ocean Pollution Statistics on the effects of ocean pollution on fish and other marine life are difficult to determine because of the number of animals involved and the size of the ocean, says Annette. Scientifically, she says, there are many unknowns.

However, there have been some interesting studies done in small areas of the ocean and test groups of marine life.

Elliott Norse, president of the Marine Conservation Biology

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Although the big oil spills from offshore drilling get a lot of attention, there are millions of gallons of oil dumped into the world’s oceans every year from other sources.

Institute, found plastic in the stomachs of 300 Albatross chicks on Midway Island, 1 600 km from the nearest land. Further, according to a report published in the Review of Research Journal, the Marine Academy’s Oceanography website reports “there are over 46 000 pieces of plastic floating in each square mile of ocean off of the Northeast coast of the United States alone.” The plastic contributes to the death of millions of sea birds and at least 100 000 marine mammals each year.

A Centre for Biological Diversity report states that within a year of the British Petroleum oil spill in the Gulf of Mexico, 82 000 birds of 102 species were likely harmed or killed. In addition, approximately 6 165 sea turtles, 25 000 marine mammals, and an unknown number of fish were harmed or killed. As of mid-June, 2010, the spill contributed to the death of 658 sea birds, 279 sea turtles, 36 sea mammals, and countless fish. According to a New York Times report, on one Galapagos Island, the numbers a rare species of iguana dropped to 10 000 from 25 000 after an oil spill off the coast of those islands in 2001.

As dire as these statistics may seem, it is in every individual’s power to play a small part in avoiding sea pollution in particular and environmental contamination in general.

Research Helps to Protect Ocean The amount of research done by marine biologists, environmentalists, and others is staggering. There is worldwide concern over the growing problem of ocean and other water pollution and no clear and easy resolution to the problem in sight. The oceans are an important part of the earth’s environment, and it is imperative they are protected and kept clean to protect marine health and, ultimately, human health.

Source: www.greenliving.lovetoknow.com

Sector Foreword

REGIONALWINNER

Public Enterprises Worldwide, the public service needs to respond to a changing environment to meet the demands resulting from globalisation, growing consumer expectations and increased physical demands.

Despite a strong economic policy framework, in many countries, job creation and productivity growth remain too low to underpin the rapid and sustained GDP per capita growth that is required.

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etter performance on these fronts is needed to reduce poverty. Public and private enterprises of all types and sizes have to become adaptive, innovative and internationally competitive. The challenge for every government is to build a platform for growth consisting of suitable infrastructure and logistics, competitive input prices, skills, technology and innovation and partnerships, efficient regulation and effective government offerings. For Africa, SOEs are vital to the growth of the economy and in the development of the continent’s strategic sectors, especially energy, transport, telecommunications and manufacturing.

The Armaments Corporation of South Africa (ARMSCOR), the premier technology and acquisition agency for the South African government and governments of the SADC region, would like to celebrate the public servants in this sector. It is through their efforts that Africa has governments that deliver on the needs of their people.

From South Africa

Siyabulela Mhlaluka

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e is the General Manager: Eastern Cape Operations at Transnet Port Terminals. Siyabulela Mhlaluka, country and regional winner in the Public Enterprises sector is an expert in operations, customer service and leadership. He holds several qualifications including Transnet Executive Development Programme, Master in Business Leadership (MBL), Post Graduate Diploma in Marketing Management, Bachelor of Education (Post Graduate), a B.Comm and a qualification in Advanced Strategic Management (IMD). Siyabulela sits on the Transnet Port Terminals executive committee and is an extended exco member of Transnet Group. He has travelled extensively in his career, visiting various terminals around the world for benchmarking and experiential learning purposes. His international highlights include presenting a paper at an international conference in China in 2006.

Other countries visited by Siya include Belgium, Germany, United States of America, Thailand and Switzerland. He is a past president of the Port Elizabeth Business Chamber and a member of council of Nelson Mandela Metro University.

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CASE IN POINT

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aving traversed the corporate corridors of power for most of his career, Kevin is the former South African Chamber of Business (SACOB) chief executive officer who lost his job after he blew the whistle about the plummeting rand nearly 15 years ago. “I really do not have any regrets about my actions then, and I would gladly do it all over again. I also strongly believe that my ability to speak truth to power also worked in my favour at Armscor,” he says. Among his other roles, Kevin was instrumental in the turnaround strategy at the East Cape Development Corporation. He also advised a national minister, the Minister of Home Affairs, on the national turnaround of that department as project adviser and was the chief executive of the Port Elizabeth Regional Chamber (PERCCI).

An Eternal

By Andrew Ngozo

An Entity Relevant to the African Continent With slightly more than a year as the Armscor CEO, Kevin is hopeful about the state entity, its future and contribution to the broader African continent. “My hope is to steer Armscor into a highly capable research and development and acquisition agency.

Because that is our core mandate, I would like to see us procure our products on a capability basis rather than as a service or product based organisation. I would like to see at

Afro-Optimist

Kevin Wakeford, Chief Executive Officer of the Armaments Corporation of South Africa (Armscor)

Kevin Wakeford, chief executive officer of Armscor, is an economic patriot who believes that his knowledge of the economics environment placed him ahead of the pack for leading a globally respected arms procurer which has the potential to be a game changer in the broader national economy. With a track record that speaks for itself, Kevin is confident that his different approach and ability to think and do things creatively will set Armscor on the pedestal of success, now and in the future. According to him, his appointment to take the reins could not have come at a better time. Armscor was looking for a strong minded and strong willed leader who would keep its integrity intact while maintaining its status as an economically relevant organisation after a somewhat tumultuous time.

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CASE IN POINT

With slightly more than a year as the Armscor CEO, Kevin is hopeful about the state entity, its future and contribution to the broader African continent. least 80% of our procurement being localised. By this, I mean that at least 80% of our products and equipment being designed and manufactured indigenously,” states Kevin. Further, it is his vision to see a South African and African entity such as Armscor being relevant to the rest of the continent. Kevin states that Armscor has the capability to assist many African states to set up their own capabilities in this regard. “We can even advance Afrocentric capabilities for defence and defence related industries,” he points out.

Given South Africa’s history, the country had an inward looking economy which meant that the defence sector was a highly developed one. Kevin elaborates thus: “With the dawn of democracy, Armscor even has more capabilities which we and the Department of Defence are focusing our energies on. This will enable us to grow our industry, not only through local procurement but also through African procurement and joint ventures. This is quite a huge opportunity because we have incredible engineers and skills in this sector. Armscor is building on these since we have young people of all races coming into the fold (this is doing wonders for our employment equity ratios). There are also female scientists and engineers coming in. In essence, we are positioning the defence sector for a new industrial ‘revolution’.”

The Best Defence Material Acquisition Agency Although Kevin may come from what could be referred to as the ‘old guard’ of leaders, he firmly believes that South Africa’s next crop of leaders has what it takes to steer the defence industry and South Africa forward. What would he look for in such an individual? “One can never over emphasise the need for a passionate desire for further education. We also look for a patriotic commitment and, obviously, a

strong base in maths and science. Last, but not least, one needs to always be willing to go the extra mile; think beyond the conventional 8-5 job, which is a means to buy all the life’s luxuries. We want people who are excited about the research and industrialisation opportunities that we offer. Armscor wants people who are committed to making things happen and dedicated to delivering. These are individuals who think out of the box, stretch their boundaries and are not scared to assume responsibility for a project,” he elaborates.

According to Kevin, Armscor is one of the best defence material acquisition agencies in the world.

“With certainty we are a leader in arms procurement and research and development in the world. Of course, Africa, where peace keeping has become the order of the day, has huge opportunities. We will not exploit these at our own peril. It is our mandate to stabilise unstable areas in order to make economic activity possible.

Thus we are enjoying increased contact with such organisations as the United Nations, the African Union, respective national defence forces as well as industries.

One must never underestimate the capabilities that lie on the continent,” Kevin shares.

He concludes that it is well known that many are sceptical about Africa, but Kevin is an eternal Afrooptimist. He explains: “I believe Africa is the next best thing that will happen to the world economy. That is why, recently, different nations from other continents have displayed an acute interest in our continent.

Therefore, wherever you go across the continent, you will notice the presence of former colonial powers, multinational organisations and corporations. Of course, almost every African city has a South African store such as a Nandos or Shoprite, cellular companies, car dealerships and vehicles. My view is that we are well positioned but we need people who are alive to the possibilities. That has been half of our problems up to now. Our nation needs to be alive to the African possibilities because, thus far, we have always looked to the West and the Americas for trade when we can play in our own African backyard. As Africans, we need more people on the ground to pick on all the opportunities that are plentiful in Africa, for there is a new awakening of the continent that we can’t just allow to pass us by.”

Although Kevin may come from what could be referred to as the ‘old guard’ of leaders, he firmly believes that South Africa’s next crop of leaders has what it takes to steer the defence industry and South Africa forward.

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SKILLSTRANSFER

New life in

manufacturing prototypes

By Martin Kuban, Senior Research Analyst, IDC Manufacturing Insights

IDC has recently recorded increasing interest in 3D printing-related topics and opportunities from the media and manufacturing audience across Central and Eastern Europe, the Middle East, and Africa (CEMA). Back in the 1980s, 3D printing started as a production alternative for the creation of prototypes in various manufacturing facilities. Today, 3D printing technology is still used primarily for prototyping and distributed manufacturing, but we are seeing valuable new applications in construction, architecture, industrial design, the automotive industry, aerospace, engineering, the military, medical industries, fashion, footwear, jewelry, art, education, food, and many other fields. And in light of such promising developments, IDC expects worldwide shipments of 3D printers to rocket from just 22,542 units in 2012 to a remarkable 283,435 units in 2017.

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o where does the future of this seemingly boundless technology lie? For a start, its ability to produce exact models of future products at significantly lower costs than more conventional prototyping methods ensures that this particularly line of use will continue to develop. When it comes to mass production, however, 3D printing poses no threat to modern manufacturing models. Firstly, 3D printing remains a relatively time-consuming operation; based on the quality and size of a given model, the printing time can range from several hours to several days.

Secondly, unit production costs remain constant and are much higher than in the case of mass production.

But the applications of 3D printing in manufacturing are not aimed at competing with current production models; rather they are designed as complementary technologies that can help drive efficiencies in product development, machine maintenance, and the supply of spare parts supply, among other areas. Leading manufacturing companies, for example, will soon begin to realize the benefits involved in being able to independently print their own unique parts, thereby reducing the need to

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outsource and enhancing their own flexibility. Such an approach can improve lead times and quality (thanks to the precise adjusting of printing parameters), reduce the complexity of the manufacturing process, and speed up the delivery of the end product to the customer. Simply put, 3D printing brings with it a whole new wave of flexibility and efficiency advantages for various manufacturing industries.

We have already seen numerous interesting uses for 3D printing, and many of the companies that are now leveraging this technology are focused on developing unique and, in many respects, creative ways of designing 3D print applications. In addition, several progressive artists have demonstrated the magic of 3D printing through their artistic works, while there have also been well-documented cases of the technology being used to develop prosthetic limbs for amputees in Africa. And as the originality of product design plays a hugely significant role in differentiating commercial products in the marketplace, the technology seems to be a perfect fit and thus deserves to be more deeply explored by manufacturers.

The 3D printing process starts well before the 3D printer is actually used. 3D modeling tools are

essential in the design phase, and companies must first carefully choose and master these tools before they are in a position to develop the applicable models.

In terms of skills, the efficient use of 3D printing in manufacturing is a rather long-term process that involves a lot of engineering and testing. However, once these advanced capabilities have been developed, the results can be easily transferred and the models can immediately be printed anywhere in the world.

The increasing popularity of 3D printing is also supported by the fact that the price of these machines is decreasing, and smaller models for home use are now appearing on the market. The range of materials available for 3D printing is also developing dynamically, and already includes many types of plastic, foam, metal, wood, glass, and paper. Nevertheless, IDC believes that a focus on discovering new applications for 3D printing and developing internal design capabilities are the most viable long-term strategies for leveraging this technology. Investing in the ownership of expensive top-notch 3D printers can easily be offset by outsourcing the printing process to a locally established third party. This is a crucial consideration, because at this point in time the exorbitant hardware costs can still destroy many otherwise valuable business cases.

Another key driver of the market’s growth came in February this year with the expiration of various longstanding patents that prevented competition in the market for the most sophisticated and functional 3D printers. These patents included a technology known as laser sintering, which boasts such high resolutions that it can create goods that can be sold as finished products. As these key patents continue to expire, IDC expects to see a significant drop in the price of such devices, which is exactly what happened when key patents on a more basic form of 3D printing – known as fused deposition modeling (FDM) – expired. The result was an explosion in sales of open-source FDM printers, including MakerBot and RepRap. In just a few years after the patents expired, the price of the cheapest FDM printers had decreased from many thousands of dollars to just a couple of hundred.

When combined with the ever-broadening range of applications and materials available for 3D printing, it is clear that the expiration of these patents and the resultant fall in prices will play a critical role in spurring the period of phenomenal growth that IDC expects to see in the global 3D market over the coming years. And once the inherent advantages of employing 3D printing technology within the manufacturing process become even more obvious, there will be no bounds to how far its use can go. So watch this space!

The applications of 3D printing in manufacturing are not aimed at competing with current production models; rather they are designed as complementary technologies that can help drive efficiencies in product development.

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Sector Foreword

REGIONALWINNER

SME According to the World Economic Forum, these are exciting times for Africa and its people. Over the past decade, economists have witnessed the region become the world’s most exciting economic frontier, transforming nation states and offering hope to a new generation of accomplished and engaged youth.

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y 2035 the number of Africans joining the working age population will exceed that of the rest of the world combined, according to the International Monetary Fund (IMF).

Africa grew despite the global recession and it shows no signs of abating. There is something unique about what is happening on the continent now. This time, the heart of the story is the boom in small and medium-sized enterprises (SMEs). Today, these small and growing businesses create around 80% of the region’s employment, establishing a new middle class and fuelling demand for new goods and services.

To these engines of our regional economy, the Small Enterprise

Finance Agency (SEFA)

would like to salute each and every SME owner who has taken that gem of a idea into a thriving business entity.

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From South Africa

Braam Malherbe

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raam Malherbe is an extreme adventurer, conservationist, youth developer, motivational speaker, TV Presenter and author of the best seller ‘The Great Run’. He has an infectious energy that is fed by his life-long passion to protect the environment and has inspired countless others to do the same. From early on, he dreamt up and completed extraordinary distance runs to raise awareness and funds for conservation. He has been involved in counter poaching operations as an Honorary Ranger for SANParks, co-founded the Table Mountain National Park’s Volunteer Firefighting Unit, and is actively involved in numerous NGOs, conservation groups and making it his life’s mission to fight poaching, environmental irresponsibility and the destruction of precious natural resources. Braam says in his talks; “Our planet is just a dot in the universe; we are just dots on the planet, but if all of us just Do One Thing we can reshape our planet’s destiny.”

REGIONALWINNER

From Nigeria

From Ethopia

Paul Orajiaka

Senai Wolderufael Gebru

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ountry and regional winner Paul Orajiaka is the chief executive officer of Auldon Limited, a toys trading company famously known for its African themed dolls Unity Girl. He holds a Master of Science degree in Management and a B.Sc. degree in accounting from the University of Lagos, an Executive Master in Business Administration and an Advanced Management Programme Certificate from Lagos Business School of the Pan Atlantic University. He is an alumnus of London Business School, IESE Barcelona and the University of Wisconsin USA Executive Management Programmes. In October 2013, Paul was conferred with the award of Most Outstanding Entrepreneur by the Traders’ Rights Protection Initiative and was recently recognised by the Lagos State Government for his organisation’s Support our School initiative carried out through the Unity dolls social impacts on schools rehabilitation. Recently he made the All Africa Business Leaders Award (AABLA) entrepreneur of the year finalistWest Africa category.

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hree and half years ago, Senai Wolderufael Gebru was working for Ethiopian Airlines as a customer service agent. He noticed that every evening flight, usually to Europe and USA, most Ethiopians living in the diaspora had their bags full of Ethiopian spices. Every night many Ethiopian passengers had to pay excess baggage to take those spices back to their resident countries. It was at that moment that Senai had an idea to start his own company which was going to legally export these products i.e.

Ethiopian spices and dry food items to wherever they were needed. With his friend Eyob, they took the risk. He says: “I quit my job and we started FGE Exports plc. With hard work, smart planning and a positive attitude we were able to raise just above USD 400 000 in just three years of operation. We now have our own pepper farm, a large production facility, heavy machineries and vehicles.”

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COUNTRYWINNER From South Africa

Bheki Kunene Bheki Kunene, founder of MindTrix is one of South Africa’s most celebrated and respected young entrepreneurs. The success of his company enables him to change the lives of many people. Bheki has shown that with determination, it is possible to surmount almost impossible odds and become a successful entrepreneur. He started Mind Trix Media with R600 and no business knowledge nor capital but turned it into a globally reputable brand with clients all around the world. He assists previously disadvantaged individuals acquire free tertiary tuition.

From Namibia

Corne Schalkwyk Corne Schalkwyk has been with Bachmus Oil & Fuel Supplies since 2008 and has been one of the directors from 2011. He started his career by joining South African Airlines in 1999.

He is involved in the day to day operations at Bachmus, from logistics to marketing. Last year he got two very prestigious tenders to supply offshore fuel for one year. In total these tenders are for a supply of about 60 million litres of fuel.

From Zambia

Edwin Zulu Having gone into public life at age 11, Edwin Zulu did his first business project at age 12 and business management at age 23. He later studied project management short courses, but the bigger value of his life has been learning by practice and experience. He now has over 20 years of business management, projects development experience. He is proactive and has championed work and initiatives in the SME and entrepreneurship subsectors locally, nationally, regionally across Africa.

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COUNTRYWINNER From Ghana

George Rexford Benny Nyarko George Rexford Benny Nyarko is an information communication technology professional who specialises in using advanced and latest technology to create working business modules and infrastructure that help the corporate industry to operate at its top performance while reducing costs. Drawing on over eight years of IT experience, he is now the head of operations for GBN concepts, an ICT organisation he founded in the first year of his tertiary education to bring out his idea of how information technology should help organisations grow.

From South Africa

Rubin van Niekerk Country winner Rubin van Niekerk founded Africa’s first gay business network named, The Family Business in January 1992. By early 1994 they had arranged many cabaret shows at the Johannesburg Civic Theatre, where they networked and introduced new members to audiences of about 150 people. He says their newsletter was not sufficient for the business association anymore and they published a business directory which evolved into the Gay Pages and was launched on 10 December 1994. The Gay Pages became a fully-fledged lifestyle magazine and the content became more varied.

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Ferrari California T driven and

by Carl Wepener

Ferrari488 Spider debut

Again I cannot tell you in words how much I love my work. Only if you can experience the exhilaration of driving Ferraris or being at a launch of these Prancing Horses and being part of the whole event, will you appreciate what I have experienced.

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ome time ago I was at the press introduction of the Ferrari California T that charged into South Africa and I was looking forward to experiencing this lovely Italian.

Well I have had the opportunity in Cape Town to get acquainted with this lovely red Ferrari and Annelize and myself, after picking up the Ferrari from Scuderia South Africa in Cape Town, drove all over the Peninsula while making maximum us of the lovely weather by having the top down. Not only was the scenery more enjoyable but it was so lovely to listen to the Ferrari’s entirely new V8 turbo power unit’s sound track when idling, when pulling away with zero turbo lag, when driving on the highway,

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when gearing back and catapulting to meet the future a bit sooner than travelling at 120kph. Add to that the lovely twisty roads of Helshoogte on the outskirts of Stellenbosch and some other sought after roads and you know that we have had a most enjoyable fun filled day with the Ferrari that now delivers 412kW at 7 500 rpm and a power output of 755 Nm. The new steering box is precise and it also has much reduced body roll, not that I have ever before found body roll to be a problem. I have been asked what the radio in the California sounds like, but I must admit I never turned it on. Sorry! And I must also confess, although accelerating and driving fast, I never tried to see if the figures given from 0 to 100km/h sprint can be done in 3.6 seconds and reaching a top speed of 316km/h.

Stopping the California T from 100 to 0 km/h takes but 34 metres with its carbon ceramic brakes.

What was really fantastic about the new California T 2+2 concept is that the ergonomics are much better, the comfort levels have been increased, and craftsmanship is not only excellent but the interior exudes warmth with its Frau semi-aniline leather trim. Boot space is much more efficient even with the top down. By the way it takes only 14 seconds to transform the California T from a coupĂŠ into a spider.

The California T is a gem of a sports car with its own individual personality and its manners on the road are exquisite yet it remains a very comfortable ride. I don’t care what the purists say, but the California T is a true bred Ferrari to be enjoyed by everyone who can afford one.

I have also been invited to the debut of the all new Ferrari 488 Spider and wow! What a lovely looking Ferrari, not that any Ferrari is not a looker, but this one really is a sculptured masterpiece. I am not going to bore you with the technical wizardry and differences of the 488 Spider except to say that it is the most high

performance Spider ever built by the Prancing Horse.

It is powered by a 3902cc turbo-charged V8 delivering 492 kW at 8000 rpm and 760 Nm at 3000rpm in seventh gear with its F1 dual-clutch transmission and F1-Trac, electronic control. The Spider uses a retractable hard top that can be raised and lowered in 14 seconds.

The 488 Spider is really a sculptured beauty and is further advanced by the lovely mesh grilles and with its flying buttresses which channel airflows to the engine cover. As with other Ferrari’s the 488 Spider has its unique and distinctive soundtrack which is seductive but not invasive when the top is down. Both volume and clarity increases in signature Ferrari fashion as the engine revs rise.

Mervin Eagles, CEO for Scuderia South Africa says the 488 Spider has been designed to set new technological benchmarks for the sector. Considering the engineering and technology incorporated into the 488 Spider I cannot but agree with Eagles that the 488 is a marvel. I will reserve any further comments for after I have driven the 488 Spider, which will be in the near future.

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Sector Foreword

REGIONALWINNER

Tourism & Leisure Tourism is a powerful vehicle for economic growth and job creation all over the world. According to the World Bank, the tourism sector is directly and indirectly responsible for 8.8% of the world’s jobs; 9.1% of the world’s GDP; 5.8% of the world’s exports; and 4.5% of the world’s investment.

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he World Travel & Tourism Council estimates that 3.8 million jobs, including 2.4 million indirect jobs, could be created by the tourism industry in Sub-Saharan Africa (SSA) over the next 10 years. Tourism’s main comparative advantage over other sectors is that visitor expenditures have a ‘flow-through’ or catalytic effect across the economy in terms of production and employment creation. During the construction phase of tourist accommodation and services, tourism creates jobs in that sector. If the country is sufficiently developed, the investment can generate demand locally for furniture and furnishings, and even for capital equipment.

As a significant global player in the sector Air Mauritius would like to extend its gratitude to the creators of employment in this sector. Your efforts are vital to showing off the beauty of our motherland in all its glory.

From Cameroon

Pierre Moifo

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efore his appointment as the general manager of the Hotel SAWA in Doula, Cameroon, Pierre Moifo was in charge of the Hotel Mont Febe in Yaoundé where he was asked to restructure the old hotel built in 1968. The hotel had literally been abandoned with little chance of survival and success. But due to Pierre’s efforts, five years later, the hotel was at the top in respect of market share, revenue collection, quality and profit. When he took over as the general manager at Hotel SAWA, the hotel was at the bottom in terms of both revenue and value for money. However, he says, now they are working hard to improve the service and products. He says their efforts will certainly boost the reputation of their destination and have prompted competitors to go on a radical path of revamping lest they lose out. Pierre is a regional and country winner.

REGIONALWINNER

From Kenya

Titus Mutua Kangangi

T

itus Mutua Kangangi is an experienced hotel and hospitality expert with 20 years’ experience with local and international leading hotel chains. As a highly respected professional, Titus has a very good track record of providing expert services in a wide range of subjects, including, operational skills, administration, training and development as well as event planning solutions for hotels and restaurants of high star rating.

As a graduate from the Swiss leading hotel training college, Les Roches, and a holder of a degree in hotel and hospitality management from the Moi University, Titus has earned himself a great deal of honour and respect from the industry. He has not only served as the chairman of the Kenya Association of Hotelkeepers Coast Region but also as a director of Kenya Utalii College, a leading hotel training college in Kenya. He has also served as a director at the Coast Water Service Board.

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The

‘Must Have Apps’ for a Business Executive

In an age where literally everything happens in cyberspace, nearly all of us have a smart gadget or the other. However, executives will have the ‘smarter’ gadgets which are more than just communication devices. These gadgets have become part of their blood stream because life would be unimaginable without them. This is because these gadgets contain applications that can be anything from a fitness trainer to one’s personal assistant and even doctor. For the business executive, there are apps that any one worth their salt must have on their list of downloaded apps.

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ranted, it would be folly to place the African executive on the same pedestal as their western counterpart.

But the beauty of technology is that while there is a considerable gap between the two, Africa is known to be one of the fastest growing markets vis-à-vis technology and its uptake. Please bear in mind that at the rate at which the technology revolution is taking place nowadays, some of the apps discussed may be ‘obsolete’ by the time you read this.

For business executives, it is important to highlight that not all apps are created equal. The Application Resource Centre (ARC) released its 2016 list of the best and worst mobile applications for business executives based on a total of about 12 million reviews from iOS and Android users. The applications were ranked on a scale of 0 to 100 with an average app quality score of 67.3. All apps included on the ARC’s list fit into five categories: “Communicate,” which includes messaging apps as well as those for language learning and translation; “Organise,”

such as calendars and note-taking facilitators; “Work,” which help increase overall productivity; “Secure,” which is pretty self-explanatory; and “Forecast,” because weather could affect business decisions like traveling and wardrobe.

“Organise” is by far the largest category, followed by “Work” and “Communicate.” The ARC included mobile apps with a minimum of 1 000 total iOS and Android reviews, but in order for apps to qualify for the top 10, they had to have more than 100 000 reviews. The only category that didn’t make it into the top 10 was “Work,” for the simple reason that none of the rated apps received the required number of reviews.

The

‘Must Have Apps’ for a Business Executive

In an age where literally everything happens in cyberspace, nearly all of us have a smart gadget or the other. However, executives will have the ‘smarter’ gadgets which are more than just communication devices. These gadgets have become part of their blood stream because life would be unimaginable without them. This is because these gadgets contain applications that can be anything from a fitness trainer to one’s personal assistant and even doctor. For the business executive, there are apps that any one worth their salt must have on their list of downloaded apps.

G

ranted, it would be folly to place the African executive on the same pedestal as their western counterpart.

But the beauty of technology is that while there is a considerable gap between the two, Africa is known to be one of the fastest growing markets vis-à-vis technology and its uptake. Please bear in mind that at the rate at which the technology revolution is taking place nowadays, some of the apps discussed may be ‘obsolete’ by the time you read this.

For business executives, it is important to highlight that not all apps are created equal. The Application Resource Centre (ARC) released its 2016 list of the best and worst mobile applications for business executives based on a total of about 12 million reviews from iOS and Android users. The applications were ranked on a scale of 0 to 100 with an average app quality score of 67.3. All apps included on the ARC’s list fit into five categories: “Communicate,” which includes messaging apps as well as those for language learning and translation; “Organise,”

such as calendars and note-taking facilitators; “Work,” which help increase overall productivity; “Secure,” which is pretty self-explanatory; and “Forecast,” because weather could affect business decisions like traveling and wardrobe.

“Organise” is by far the largest category, followed by “Work” and “Communicate.” The ARC included mobile apps with a minimum of 1 000 total iOS and Android reviews, but in order for apps to qualify for the top 10, they had to have more than 100 000 reviews. The only category that didn’t make it into the top 10 was “Work,” for the simple reason that none of the rated apps received the required number of reviews.

Here are the ARC’s top 10 apps for business executives, and the only 10 with more than 100 000 reviews that scored above average:

ColorNote (93.0)

360 Security (89.5)

Duolingo (88.5)

CamScanner (85.0)

CM Security (84.0)

Evernote (78.0)

Yahoo Weather (78.0)

Avast Mobile Security (75.0)

Mint (71.0)

Viber (67.5)

Moving over to the general populace, Joe Hindy a tech expert at The Android Authority says one should get ready to be schooled because there are certain apps that many will swear they can’t live without. Many of these apps are available for free on such platforms as Google Play Store while others are paid for apps on the platform.

Evernote Evernote is arguably the most powerful note taking application ever created. It comes with a ton of note taking features including the ability to create lists, insert audio/video/images, and all of that is synced to the cloud where it can be accessed from any web browser.

Google Drive Google Drive is a cloud storage solution available on Android where all new users get 15GB for free permanently upon signing up. You can, of course, buy more if needed. What makes Google Drive so special is the suite of applications that are attached to it. They include Google Docs, Google Sheets, Google Slides, Google Photos, and Google Keep.

Google Play Music Google Play Music is a special case, says Joe. While there are music apps out there that let you play local content and there are streaming apps out there that let you stream content.

“Do you know how many apps combine these two concepts?

One, and it’s Google Play Music. The service lets you upload up to 50 000 of your own songs to Google’s cloud for streaming wherever you are. That functionality is totally free,” states Joe.

Groupon ES File Explorer ES File Explorer has been around since the “good old days” of Android and has been consistently improving and evolving ever since, says Joe. The app is totally free to use and it always has been without any catches although it now comes with an option pro version that adds a few new features. This app is powerful and should work well for just about everyone.

Groupon is a popular coupon app that tries to help you find deals and coupons for businesses, restaurants, and events in your area. Each coupon found can be used immediately and you can store them for later use if needed. There are a variety of uses for an app like this, including vacations, holiday shopping, and when you’re out on the town.

HERE Maps This app’s claim to fame is the ability to download and use maps offline while still providing totally offline turn-by-turn navigation. Much like Google Maps, it lets you check out restaurants and various places in your area although it’s not quite as in-depth as Google Maps. It’s totally free and anyone who needs offline navigation should try this.

Now; to close off a discussion which could use up tons of pages, we will try and see what the experts regard as the best app that ever happened to a mobile gadget. This may be subject to debate but most experts (according to a desktop research) believe that there is no app that could be termed the best of all time. The simple reason given by many is that each app has its merits and demerits and with too many applications flooding the market; one would never do justice in trying to find an answer as, of course, every individual will give you a different answer based on many factors such as type of smart phone and lifestyle etc.

Sector Foreword

REGIONALWINNER

Welfare & Civil Society Organisations The last decade has witnessed a tremendous growth of non-governmental actors, such as NGOs or labour unions, commonly referred to as Civil Society Organisations (CSOs). This has followed the trend of the globalisation of social, economic and environmental issues which are less and less limited to a specific country or field.

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SOs play a central role at a national and regional level. Their weight, capacity, sustainability, impact and structure differ greatly depending on the social, cultural and economic background of countries. It is clear that CSOs’ role and influence in global governance depends on the field of intervention and of the international institution concerned. The major civil society actors at a global level are not necessarily the same as civil actors which act at a national and regional level.

Whether at local, regional or global level, the world needs organisations who will be our guiding mast. CEO Global congratulates all the winners in this sector.

GLOBAL Expand your business Horizon

From Zambia

James Chinkubila Kasongo

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ames Chinkubila Kasongo is the Country Director for Heifer International Zambia, an international nongovernment organisation involved in sustainable community rural and peri-urban development. James holds a Master of Business Administration obtained from Edith Cowan University, Western Australia; a Master of Science in Agriculture obtained from Sokoine University of Agriculture, Morogoro, Tanzania and Bachelor of Agricultural Sciences obtained from the University of Zambia. He has 27 years’ working experience in rural development and poverty reduction, 22 years of which has been in senior management positions. Before joining Heifer International Zambia, James worked for various organisations which include Zambia Agricultural Development Limited where he served as Director of Programmes, Ministry of Science, Technology and Vocational Training as Senior Science and Technology Officer, Executive Director Keepers Zambia Foundation and the Senior Programme Officer at the Danish Association for International Cooperation. James also taught at the Natural Resource Development College as a part-time lecturer.

REGIONALWINNER

From Kenya

Martin Osangiri Okiyo

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e coordinates ICEVI’s flagship programme Education for All Visually Impaired, EFA-VI Global Campaign in over 11 countries. Martin Osangiri Okiyo advocates for increased educational achievement of learners with disability and, in particular, those with visual impairment. The campaign is not a stand-alone project and they work with existing initiatives in education to raise consciousness on the needs and concerns of learners with special needs. Martin has the experience of being a person with a disability and this is his source of motivation and inspiration for the personal touch that he needs to make things better than he experienced when in school. He also volunteers in Paralympic sports nationally and regionally. For over nine years Martin has served the disability and development sector in various programmes and projects on education, accessibility and capacity building. He is currently pursuing a second Master’s Degree in Educational Leadership and Administration.

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by Carl Wepener

AMG GT

How do you start to describe the AMG GT. It is potent. It is mean. It is a brute. It is an animal. It is actually all of these things but Annelize my wife says when it idles its sounds like a kitten.

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hat it definitely is, is a most enjoyable two seater sports coupe that is as appealing to women as it is to men. I had to keep the keys with me in order for me not to find the GT gone for the day.

Although by prestige standards the ride is harsh I found it ‘comfortable’ for a sports car.

Power is of course unbelievable and the hand built 4.0 liter V8 coupled to the 7 speed twin clutch automatic transmission catapults this rocket like a bat out of hell. That is when sound eclipses any other sensory faculty, except for sheer pleasure, while tuning into that AMG sound festival. Of course flooring the pedal does bring the fuel economy way, way down from an otherwise credible, for a V8 sports car, of 14,8L per 100kms.

Practicality is debatable but Annelize got the boot filled with more groceries than I thought possible. Of course it was one of the few times our English springer spaniel had to stay home when testing cars.

For the safety conscious that includes me, the AMG GT is right up there with the best of the best. Should you want more you can always opt for the additional features and packages. Since we are talking of trims packages, what is standard and what is new?

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No

compromise The AMG GT sports as standard keyless entry and start, Burmester sound system, dual zone climate, heated and power adjustable performance seats, soft feel Nappa leather seats and upholstery, navigation and rear view camera.

Standard on the exterior is that lovely AMG performance exhaust, silver chrome trim, front and rear parking sensors and full LED headlights

Optional features to consider are: Attention Assist, forward collision warning, BAS brake assist system that provides additional braking force in an emergency.

If you opt for the lane keeping assist and blind stop warning it is available as part of the lane tracking package. Once you get used to this package you don’t want to be without it.

The optional exterior features includes a panoramic sunroof, carbon ceramic brakes, the AMG Dynamic Plus package that includes a widened powerband, performance optimised calibration for the steering and suspension.

The AMG GT is a well-developed sports car that handles extremely well and its engine and gearbox is well tuned to deliver optimum power at all times. It is thrilling to drive fast and just as lovely to drive at a sedate pace while enjoying the car itself especially on the open road. Being one of the lucky few I have enjoyed this car on the track and the road and it is as at home on the track as it is on the open road.

The AMG GT is really one of the few cars that oozes as much luxury as power and performance while not compromising itself.

At a glance:

http://www.mercedes-amg.com/gts.php?lang=eng#specifications_section

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Sector Foreword

REGIONALWINNER

Wholesale & Retail Africa is home to more than one billion people, presenting a massive potential consumer market.

Moreover, population growth remains rapid, and the United Nations Population Division forecasts that the continent’s population will surpass the 1.5 billion mark by 2026 and the two billion mark 15 years later. In addition, Africans are increasingly moving to cities, making it easier for companies to target certain consumer groups.

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lthoughthe demographic make-up of the continent is extremely favourable, success is not guaranteed. Firstly, there are vast differences across countries – North Africa is for example far more developed than sub-Saharan Africa (SSA), while the retail market opportunities in countries will differ due to variances in consumer tastes, culture, income, and demographics.

Secondly, it is important to distinguish between opportunities at the national and at the city level.

Finally, simply because a country has favourable demographics does not mean that this will necessarily translate into higher levels of economic growth and consumer spending.

Despite the variance in the continent’s consumer, wholesale and retail markets, Transman would like to commend all the winners and in this space.

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From Zambia

Cuthbert Malindi

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ountry and regional winner Cuthbert Malindi is a chartered accountant and qualified investment analyst and fund manager and a member of the Association of Investment Management and Research.

He lived and worked in South Africa for 20 years but has had exposure to investments and businesses throughout Sub Saharan Africa and internationally, having worked in England, South Africa, United States, Zambia and Botswana and been involved in private equity deals in Zimbabwe and other SADC and East African countries. Cuthbert is a co-founder of a consumer finance and business services retail company in Zambia, PostDotNet where he has been executive chairman until February 2016 where he managed to scale the business from seven retail outlets to 26 in eight years. The main business is money transfer, mobile money, agency banking and payment services.

Cuthbert is very passionate about private equity, and has achieved many milestones and gained a lot of experience.

Dawid Mocke Four-time World Surf Ski Champion

Colour could save your life.

Wear a life jacket and bright colours when out paddling.

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FINALIS 2016 FINALISTS Agriculture

Anton Rabe, South Africa

AWARD

Business and Professional services

Cephas Birungyi, Uganda

Education & Training Academic

Manufacturing & Engineering

John Mankhomwa, Malawi

Stanley Richie Malombe, Malawi

Arts and Culture

Media

Davison Kanokanga, Zimbabwe Benon Mugumbya, Uganda

Lusayo Mwabumba, Malawi ICT

Arye Kellman, South Africa Welfare and Civil Society Organisations

Mayur Madhvani, Uganda Isaiah Katumwa, Uganda

Chemical, Pharmaceutical & Petrochemical

Hon. Consul Bernard Eric Typhis Degtyarenko, Mauritius Logistics

Sibongeleni James Ngcobo, South Africa

Muhimbise Tom Mudenge, Rwanda

Christopher Kaweesa, Uganda

Buildling and Construction Dr Paul Nganda Mwaniki, Kenya

Thembelihle Madonka, Zimbabwe

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Josphat Njobvu, Zambia

SUSTAIN ABILITY

D

China: Good or Bad for Africa?

By Andrew Ngozo

China’s growing presence in Africa is one of the region’s biggest stories, but even seasoned analysts cannot decide whether this booming relationship is good or bad for Africa. Critics say Chinese strategy is entirely self-promotional, aimed at maintaining access to Africa’s precious mineral resources even when that means propping up detestable governments. China’s supporters say the Asian superpower is strictly neutral and business-oriented, preferring to generate economic growth, not a dangerous dependency on aid.

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ccording to Peter Eigen, a member of the Africa Progress Panel and chair of the Extractive Industries Transparency Initiative, China has certainly been contributing to Africa’s economic growth, both in terms of trade and in building infrastructure. “All over the continent, it has built roads, railways, ports, airports, and more, filling a critical gap that Western donors have been shy to provide and unblocking major bottlenecks to growth,” he says. Eigen elaborates that the rehabilitated Benguela railway line, for example, now connects Angola’s Atlantic coast with the Democratic Republic of Congo and Zambia.

Chinese-financed roads have cut journey times from Ethiopia’s hinterland to the strategic port of Djibouti, facilitating livestock exports.

Meanwhile, Eigen points out, bilateral trade between Africa and China continues to grow at an extraordinary pace, reaching USD160 billion in

2011 from just USD9 billion in 2000. “But then again some 90% of Sino-African trade is still based around natural resources – oil, ores, and minerals. Exports of natural resources by themselves do not help Africa to develop, as can be seen from the examples of Nigeria and Angola, sub-Saharan Africa’s two largest oil exporters,” he shares. Firstly, oil and mining are not labour-intensive industries. “So while natural resources may create impressive headline growth figures, they do not necessarily translate into widespread job creation.” Secondly, in the Netherlands in the 1960s and in Norway today, large oil and mineral reserves can distort the local currency, pushing up prices of other exports, such as agricultural products, and making them much harder to sell overseas.

“Thirdly, without careful management, oil and mineral revenues have often fuelled corruption, which has a severely negative impact on a country’s development. It’s notable, for example, that China is not yet one of the supporting countries for

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But at the Africa Progress Panel we see little evidence of China pushing hard for improved market access for African products in non-African markets, although South African and other manufacturers have frequently complained about the crushing competition from Chinese textiles.

Nor is China visibly seen pushing for any meaningful breakthroughs in climate negotiations that would favour African nations, notes Eigen.

the Extractive Industries Transparency Initiative (EITI), an initiative to promote transparency and accountability in the governance of natural resources,” he points out. Shifting the focus away from the oil and mining industries, Chinese critics say they don’t see much evidence of China advocating for Africa on global issues either, says Eigen. Climate change and better access to overseas markets are two such issues. “But at the Africa Progress Panel we see little evidence of China pushing hard for improved market access for African products in non-African markets, although South African and other manufacturers have frequently complained about the crushing competition from Chinese textiles. Nor is China visibly seen pushing for any meaningful breakthroughs in climate negotiations that would favour African nations,” notes Eigen.

According to him, and more heavily publicised, Chinese use of its veto in the United Nations Security Council to inhibit international action on Darfur has made a mockery of China’s supposedly ‘neutral’ stance. So what else could Africa and China do so that Africa benefits more from its growing relationship with China, Eigen asks?

For a start, African countries could diversify their economies as much as possible away from supplying unprocessed natural resources to China. This will make them less dependent on the whims of both the

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Chinese economy and the ups and downs of global commodity prices. Trade with China may have helped insulate Africa from the full impact of the 2008 financial crisis, but Africa still looks vulnerable to China’s economic slowdown. He suggests: “Meanwhile, African nations should also prepare for the day when they no longer have natural resources to sell. Thus they should start looking at transforming natural resource wealth into human capital, by investing revenues into health and education.”

Invest in a Growing Population African countries need to encourage Chinese investment in more labour-intensive sectors. Africa’s population is growing faster than anywhere else in

But then again some 90% of SinoAfrican trade is still based around natural resources – oil, ores, and minerals. Exports of natural resources by themselves do not help Africa to develop, as can be seen from the examples of Nigeria and Angola, sub-Saharan Africa’s two largest oil exporters, he shares. the world, and job creation is a top priority. If Africa cannot create jobs to keep up with the growth of its workforce, then the continent can expect to see a large and growing population of frustrated, jobless youth. “As China’s relationship with Africa shifts from being essentially government-to-government to business-to-business, some analysts see enormous potential in the manufacturing industry, especially for clothing and textiles,” Eigen points out. “Rising Chinese wages in this sector may lead Chinese manufacturers to export jobs to African countries where labour prices are lower.” An example of how this might work is Zambia, where some 300 Chinese companies now employ around 25 000 people.

Ethiopia’s shoemaking sector has also benefitted from Chinese investment that has created jobs and exports.

For the most part, however, and despite the scale of investment, linkages between Chinese investment and local economies remain weak.

Furthermore, African countries could negotiate better terms with Chinese investors, including quality control and better linkages with local economies.

African governments could urge China to improve market access for African goods overseas, for example in trade mediums such as the World Trade Organization. The IMF (International Monetary Fund) estimates that the average import tariff faced by low-income countries in Africa in the BRICS stands at 13% – around three times the level in the United States and the European Union (which also operate a range of non-tariff barriers). On quality, observers describe shoddy workmanship in a range of Chinese investments from crumbling walls in a Chinese-built hospital in Angola, to enormous potholes in Ghanaian and Zambian roads, to a leaking roof in the African Union’s new USD200-million headquarters.

Fairly or unfairly, many in Africa complain that Chinese projects do not employ enough Africans or do enough to transfer skills and technology. “The reality is that this will vary from project to project. When a country is emerging from a decade or two of civil war, its labour force may not have sufficient capacity to work on technical projects. However, be that as it may, job creation is a priority issue for Africa’s development.

Skills development has a major role to play in this respect,” he states. When Africans are employed, working conditions are sometimes substandard. Human Rights Watch reports dangerous work conditions in Zambian mines. And pay disputes at a copper mine, also in Zambia, led to two Chinese managers shooting at miners in 2010, then to the death of a Chinese manager in August 2012.

Lastly, Africa could keep working to make itself as attractive a business environment as possible. In conclusion, Eigen says, the Africa Progress Panel considers further African regional economic integration to be a priority. “Africa’s population will one day represent the world’s largest consumer market. If they can get increased market access by investing in a single country, Chinese businesses will want to invest much more,” he says. Analysts see more Chinese businesses coming to Africa, meaning that the Africa– China relationship is diversifying away from simply government-to-government relationships. This makes it harder to characterise the relationship as either good or bad. However it is viewed, China’s growing presence in Africa is part of a rapidly changing reality that presents enormous opportunity.

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The History of China–Africa Economic Relations

According to Wikipedia, economic relations between China and Africa began centuries ago and continue through to the present day. This includes the ongoing move by the People’s Republic of China to secure highly needed natural resources through Chinese–African trade and diplomatic relations. The quest for key resources in Africa targets areas rich in oil, minerals, timber, and cotton, such as Sudan, Angola, Nigeria and South Africa.

Many African countries are viewed as fast-growing markets and profitable outlets for the immediate export of cheap manufactured goods, and the future export of high-end products and services.

Large-scale structural projects, often accompanied by a soft loan, are proposed to African countries rich in natural resources. China commonly funds the construction of infrastructure such as roads and railroads, dams, ports, and airports. These amenities aid the movement of natural resources back to China, and provide China with leverage to obtain exploration and drilling rights. While relations are mainly conducted through diplomacy and trade, military support via the provision of arms and other equipment is also a major component.

In the diplomatic and economic rush into Africa, Taiwan, the United States, France, and the United Kingdom are China’s main competitors. France and the United Kingdom were once the primary commercial partners in Africa, but China recently became the largest trading partner, with trade of USD90 billion in 2009. The United States ranked second, with USD86 billion. Although Africa has seen economic growth through commodity exports to China, critics argue that Chinese exports to Africa – as well as Chinese business practices –have impeded aspects of African development, but much better than little to no growth coming from the United States or Europe. China continues to expand its influence in the region on diplomatic, cultural, and commercial fronts, while working to secure and stabilise the region for long-term gains.

Incentives for Cooperation

Both China and Africa proclaim a new, mutually beneficial economic, political and regional alliance. China sees a source for raw materials and energy, desperately needed to support its feverish industrial and economic growth. Success in this quest means high employment and a higher quality of life for Chinese citizens, as well as increasing social stability and political security for Chinese elites. Through Africa, China has also found a way to isolate Taiwan, its diplomatic arch rival. Chinese oil companies are gaining the invaluable experience of working in African nations which will prepare them for larger projects on the far more competitive world market. The efficiency of Chinese assistance, loans and proposals has generally been praised. Finally, Chinese industry has found in Africa a budding market for its low-cost manufactured goods.

Chinese diaspora in Africa have been actively supported by Chinese embassies, continuously building the ‘Blood Brother’ relation between China and Africa as perceived victims of Western imperialism. African leaders earn legitimacy through Chinese partnerships. They work together with the Chinese to provide Africa with key structural infrastructure – roads, railways, ports, hydroelectric dams, and refineries – fundamentals which will help Africa avoid the ‘resource curse’. Success in this endeavour means avoiding the exploitation of their natural wealth and the beginning of fundamental social and economic transformations on the continent.

African countries partnering with China today are signing with a future world superpower. In Africa, this Chinese alliance provides strong psychological consequences. It provides economic hope and shows African elites an example of success which they may take as exemplars of their own future. Writer Harry Broadman commented that if Chinese investments in key sectors of infrastructure, telecommunication, manufacturing, foods and textiles radically alter the African continent, the main change will have taken place in African minds. With the recent growth and economic improvement, more Africans students are returning to Africa after studies abroad in order to bring their skills and industry home.

Large infrastructure projects

Below are some of the major Chinese projects on the African continent. ► Nigeria: The Lagos–Kano railway line worth USD8.3 billion was built by 11 000 Chinese workers, and a 2 600MW hydroelectric plant was built on the Mambilla Plateau. ► Angola and Zambia: The vital Benguela railway line built together with the British and linking Zambia and RDC’s copper mines to Angola’s Atlantic port of Lobito was to be rebuilt by the Chinese company CIF (the project was cancelled after USD3 billion disappeared). China is the world’s largest consumer of copper. ► Guinea: In 2006, a free-of-charge industrial ‘package’ including one mine, one dam, one hydroelectric station, one railway, and one refinery was proposed to the Guinea bauxite/aluminium industry by China, funded by the EximBank, which will be repaid by purchasing alumina at a preferential price. ► Algeria: A 1 000km freeway built by Chinese workers. ► Tanzania and Zambia: Decades ago, the 1 860km Tazara railway was completed in 1976, with 47 bridges and 18 tunnels made by 50 000 Chinese workers. ► Sudan: A pipeline and oilfields were connected with Port Sudan within two years.

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