THOUGHT LEADERSHIP
South Africa’s quality gatekeeper
The South African Bureau of Standards (SABS) is being remodelled and realigned. Alastair Currie speaks to Jodi Scholtz, lead administrator, are many opportunities for a change in direction. SABS, about the key steps being What are the key taken to bring the organisation elements of the SABS’s back on track following turnaround strategy? Dr Rob Davies, the former Minister a period of sustained of Trade and Industry, cited various governance and performance issues, financial losses.
How does the SABS rank against other international standards bodies? JS The SABS celebrates its 75th anniversary in September 2020 and remains a respected brand worldwide. Internationally, there are two standards bodies – namely the International Organisation for Standardisation (ISO) and the International Electro-Technical Commission (IEC). The SABS is a member of both. In fact, the SABS is a founding member of ISO. We also play a pivotal role on the African continent. For example, we are affiliated to the African Organisation for Standardisation, and the African Electro-Technical Standardisation Commission. In terms of reputation and brand management, the SABS has successfully evolved through many testing years of technological change. With Covid-19, there
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IMIESA July 2020
which subsequently led to the SABS being placed under administration. This process began in July 2018 and, from the beginning, we had a three-pronged strategy: Stabilise, Fix and Chart a New Course. We’ve reached the stabilisation stage, which has entailed undertaking a comprehensive organisational review to ensure a fit-for-purpose SABS. As we emerge out of Covid-19, we’re going to need different types of skill sets. Traditionally, the SABS received around 30% of its funding from the Department of Trade, Industry & Competition (DTIC). The balance was sourced via our conformity assessment services. This DTIC funding has now been reduced even further, which means that the SABS must rethink and reposition itself to remain commercially viable. For this reason, we’re engaging extensively with our external stakeholders. What assurances are in place for clients? Concrete steps so far include major
investments in our laboratory testing infrastructure, which is the backbone of our technical capability. We’ve made infrastructure investments in the humidity chamber for fibre and polymers, the rubber and plastics laboratories, in the pharmaceutical chemistry laboratory, as well as in the chromatographic services laboratory, to name but a few of the investments that have been made. We’re also shifting the organisation towards a more sector-focused approach. Once you have a sector focus, you’re able to deepen the technical know-how, skills and understanding within a specific industry. Standards are developed from an industry perspective, so maintaining a win-win partnership is essential. Tertiary institutions must also be part of the process.
Jodi Scholtz, lead administrator, SABS
