12 7 e book by Richard Webb

ceo

celebrating excellence in organisations Vol 12 No 7 - 2013

Leadership

Lessons

A passionate leader and natural communicator, Dr Birgit Andrag, Managing Director of Berry Flavors @ By den Weg, shares her perspectives on the creation of win-win partnerships in business, the benefits of life-long learning and the importance of value creation in business. Leadership

Investment

Human Resources

Motoring

Trust and Control

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Publisher CEO Communications (Pty) Ltd Tel: 0861 CEO MAG Fax: (012) 667 6624 www.ceomag.co.za Chief Executive Annelize Wepener annelizew@ceomag.co.za Director: Strategic Development & Editor in Chief Valdi Pereira valdip@ceomag.co.za Director: Corporate Services Carl Wepener carlw@ceomag.co.za

CONTRIBUTORS

Team Leader: CEO Class Bonita Brown bonitab@ceomag.co.za Event Coordinators Lorraine Majimisi lorrainem@ceomag.co.za Leago Maruma leagom@ceomag.co.za Annemarie Seidel annemaries@ceomag.co.za GM: Media Services George Wepener georgew@ceomag.co.za Journalists Andrew Ngozo andrewn@ceomag.co.za Ilse Ferreira ilsef@ceomag.co.za Head of Production Channette Raath channetter@ceomag.co.za DTP Operators Tenisha Cloete tenishac@ceomag.co.za

Carl Wepener goes on a

Ilse Ferreira learns about

Andrew Ngozo gains new

de-stressing excursion to

the importance of corpo-

perspectives on how IT

Mauritius, with lots to do

rate governance in the

can be used to integrate

and experience he comes

ICT sector and how rapid

seemingly random

back relaxed and with a

changes in technology

customer interactions into

story to tell.

place the legal frameworks

meaningful patterns.

Reinhard Greyling reinhardg@ceomag.co.za

of companies under

Aserie Ndlovu aserien@ceomag.co.za

pressure.

Social Media Coordinator Candice Brown candiceb@ceomag.co.za Marketing Assistant Kholofelo Kutumela kholofelok@ceomag.co.za IT Technician Raymond Mauelele raymondm@ceomag.co.za Team Leader: New Business Development Lucinda van Aswegen lucindav@ceomag.co.za Manager: New Business Development Bruce Nimmerhoudt brucen@ceomag.co.za Client Development Administrator Winston Williams winstonw@ceomag.co.za Data Administrator Heidi du Toit heidid@ceomag.co.za Client Liaison Officer Cobus Kramer cobusk@ceomag.co.za Executive: Finance & Related Services Rudolph Raath rudolphr@ceomag.co.za HR Administrator Tom Viljoen tomv@ceomag.co.za

Pumulani Ncube examines

Valdi Pereira questions

Mark Holtshousen shares

how the spirit and the

where good leadership

advice on how to work

letter of the law can be

for our country will come

for a micro-manager and

two very different things.

from in the future.

maintain your sanity at the same time.

Receptionist Wilheminah Nchwe wilheminahn@ceomag.co.za Office Assistant Minah Mahlangu 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.

Contents

Ed’s Note

Who is taking the lead?

editor

So much has been written and said about the political turbulence that has dominated South African society during the last year that we are starting to come full circle. Who didn’t do what and why stills remains unclear, no matter what assertions have been made in the press. Even more intriguing are the unanswered questions around where the responsible individuals were at decision making time and when, if ever, they expected the chickens to come home to roost. Whether we like to know it or not, this type of ‘handsoff’ approach to leadership projects a cavalier attitude that doesn’t sit very well with the rest of the world. As a nation we have developed the habit of cocking a snoot at convention and while this has worked for us on occasion, it’s unlikely to help us in the current global environment. Probably the most pressing concern is to continue attracting foreign investment. The reality is that investors like stability, security and the knowledge that they are going to be achieving solid returns. As some parts of the developed world run out of steam and need to pause in order to re-gather momentum, we should be presenting ourselves as a viable investment destination. Notwithstanding everything that has transpired in recent times it can still be done. The challenge is to find those South Africans that can take a long hard look in the mirror, accept their own imperfections and be humble enough to drive the country forward. We desperately need these people and quickly.

Valdi Pereira Contents

CEO 2013 Vol 12.7

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CONTENTS COVER

REGULARS 54 Pumulani Ncube

14 The Leading Edge

Pumulani Ncube takes a long hard look at the spirit vs the letter of the law as applied practically with regards the BBEEE legislation in place and the new changes to the codes announced earlier this year. He does not believe the original intention of the law managed to filter through on a practical level.

72 Carl Wepener

Carl Wepener had the opportunity to visit the island of Mauritius and to relax â&#x20AC;&#x201C; to take stock and to unwind with Air Mauritiusâ&#x20AC;&#x2122; new wellness programme.

FEATURE 18 Discourse

79 Nicci Robertson

The majority of Chief Executive Officers across the globe does not believe enough is being done in the field of sustainability, and that more decisive action should be taken to address this issue. This article investigates their thoughts and suggestions about this topic.

Nicci looks at living an inflamed lifestyle: all the things we do that contribute to an unhealthy biological landscape: and how it contributes to chronic inflammation in our bodies.

18 Contents

CEO 2013 Vol 12.7

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Case in Point

48 TCTA

20 ARC

50 Effectiveness Company

Research for food security

Metaphysics in transformation

Optimising systems integration

DISCOURSE

26 ECIC

18 Sustainability

24 Business Connexion

A new word for water

Keeping legal compliance

Big Challanges Ahead

30 KZN Wildlife Marketing biodiversity a challenge

IN BLACK & WHITE

32 Lentswe Arts Project

54 Pumulani Ncube

Towards artistic development

Taking a look at the employment equity legislation

35 MEIBC

56 Mark Holtshousen

Greater than the sum of its parts

Working for a micro manager has many challenges

40 NSA Towards a better skills landscape

Focus on Excellence

44 Neotel

88 Ferose Oaten

Neotel continues ringing the changes

Thriving in a previously male oriented environment

46 Planet Image

90 Farisa Bedwei

Serving in order to lead

Makes her way in the software industry

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68 Air Mauritius

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A Shift in HR for 2020 workplace readiness

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YOUR WORLD IN REVIEW 11 Business in Brief Women bring value to the boardroom, Japan’s Battle Hits Landmark, Harness the web for social progress

IDEATE

At a Glance

59 Business

3 Editor’s Comment

The path of least resistance for hackers

62 BRICS BRICS to deal with urbanisation challenges

9 CEO to CEO

92 Last Word CEO 2013 Vol 12.7

1000

Words Words *Photos by Tenisha Cloete *Photos by Julian Fischer and and Channette Channette WepenerRaath

A man of words and not of deeds is like a garden full of weeds. ~ Author Unknown

â&#x20AC;&#x153;Man cannot discover new oceans unless he has the courage to lose sight of the shore.â&#x20AC;? ~ Andre Gide

CEO 2 CEO

Business

cultures and a variety of languages, but this situation is further convoluted by antiquated financial services, telecoms, and supply chain infrastructure, to name but a few. Supply chains within the continent are dominated by road transport as the primary channel for import and export trade flows, with more than 80% of freight accounted for in this category in 2012. Air freight accounts for the majority of the remaining freight movement on an inter-country basis, but destinations beyond capital cities are still serviced in conjunction with road and other interesting forms of last-mile distribution. A lack of capital investment in infrastructure over the years has left these modes uncompetitive by global standards in terms of reliability, transit time and cost. However, this is changing with increasing interest and foreign direct investment from China, Europe and America – driven predominately by the demand for the rich and abundant resources found on the continent. On the other side of the coin, outsourced logistics service providers also face challenges in providing competitive solutions for the market. That said, overcoming the challenges faced in conducting business in Africa is not an impossible feat, but rather a matter of selecting the right business partners for those who have an appetite for success in Africa. The selection of a supply chain service provider is therefore paramount in successfully conducting business in Africa. A partner-based relationship, as opposed to that of an arm’s length supplier, ranks as the most preferable in being able to add value to your business through the partner’s network, relationships, and local knowledge of customs and government regulations. Infrastructure owned by the service provider is key in offering the most cost-effective solution, together with seamless inter-country services, backed by common

Opportunities Nick Brown, Country Manager, Aramex South Africa

CEO 2

Africa is one of the hottest topics for boardroom agendas today. Recognised globally as a growing market for everything from telecoms to luxury goods, the consensus is that opportunity abounds. Furthermore, of the world’s top 10 fastest-growing economies, four are in Africa.

s is to be expected though, trade in Africa is not without its challenges. The obvious obstacles to trade in any foreign country are present, including government regulations, diverse

in Africa

service-level standards and IT systems – three of the fundamental aspects of any supply chain. Aramex has been operating in Africa since 1982 and has the experience and technology that suit the unique requirements of the market. With our own established offices and infrastructure in 14 African countries already, we plan to expand into a further 6 countries within the next year. Our aggressive expansion plans are testament to our belief in the strong growth potential of the African continent. Future success in Africa will be driven by the level of competitiveness, expertise and network of your supply chain partner, which will directly affect your ability to compete in this complex and dynamic environment.

Contents

CEO 2013 Vol 12.7

YOUR WORLD IN REVIEW

Your

W RLD in

Review

Contents

YOUR WORLD IN REVIEW Business in Brief

Women bring Value to the Boardroom

Women not only bring different perspectives to maledominated boardrooms, but research shows that they also improve their company’s bottom line and operational performance. “Much has been said in recent years about the need to increase women’s participation at board level, but progress remains slow,” says Sandra Burmeister, Chief Executive Officer (CEO) of executive search firm Amrop Landelahni. According to Burmeister, Credit Suisse Research Institute research on gender diversity and corporate performance globally shows that companies with one or more women on the board have delivered higher average returns on equity, lower gearing and better average growth over the past six years. Its report states: “Net income growth for companies with women on the board has averaged 14% over the past six years compared [with] 10% for those with no female board representation.”“Interestingly,” says Burmeister, “companies with women on boards performed well after the 2008 financial crisis, with their companies showing less volatility in earnings and achieving lower gearing ratios.”

Violence Costs Mexico 15% of GDP

Violence in Mexico has reached alarming levels in the past few years, harming the country’s image outside its borders. Within Mexico, crime claims not only its direct victims, but is also costing the country a significant chunk of its gross domestic product (GDP). Violent crimes cost Mexico between 8 and 15% of economic output every year, says Mercedes Juan López, head of the Health Department. The costs of material damage, insurance, and medical care for victims, as well as lost productivity, account for the surprising figure, she notes. According to the World Health Organization, homicides went from being the tenth leading cause of death in Mexico to the sixth in 2012. In the same year, 59 000 Mexicans met violent deaths through, among others, assaults, domestic violence and suicide. “Insecurity is affecting foreign investment and tourism to the country, and it is increasing companies’ expenses since they have to pay for protection and safety,” she adds, saying that insurance companies expend USD930-million yearly in life insurance and protection.

Skype’s Founder shuns Chat Apps South African Companies making Progress

South African businesses have reached a plateau in integrating sustainability into their business beyond which they cannot progress without radical changes being made to market structures and systems. According to PricewaterhouseCoopers (PwC), businesses need to look beyond their financial metrics to their wider outcomes to understand their total footprint on society in terms of economic, environmental, tax and social effects and use what they find to guide their strategic decision making. Jayne Mammatt, a partner within PwC’s Sustainability and Integrated Reporting Department, says: “While it is clear that progress is being made by a number of companies regarding the integration of sustainability in a business, organisations still have much work to do to reach the point where integrated management can be considered business as usual. Initiatives still tend to be case study driven and spoken about in qualitative terms.”

CEO 2013 Vol 12.7

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Niklas Zennström, the CEO of venture firm Atomico and the founder of messaging service Skype, says that he is unlikely to invest in fast-growing chat applications such as Snapchat from Atomico’s latest fund. According to The Financial Times, the London-based firm, which has offices in São Paulo, Beijing, Istanbul and Tokyo, recently announced that it has raised a new USD476-million fund which it plans to invest in technology companies primarily outside of Silicon Valley. In an interview with The Financial Times in San Francisco, Zennström said that Atomico looks to back innovative, product-centric entrepreneurs with an international outlook who typically make money from transactions with online payments firms such as Klarna or Supercell, which sell in-game items for players of their titles Clash of Clans and Hay Day. This entrepreneurial approach is in contrast to the likes of Twitter, Facebook and now Snapchat, which all attracted a large audience online before figuring out how to make money from it.

YOUR WORLD IN REVIEW Business in Brief

Africa Rising, but not for Everyone

African countries have experienced incredible economic growth over the past several years and this so-called ‘Africa rising’ phenomenon has spawned an optimistic new narrative, supplanting outdated ideas about a continent plagued by poverty and torn apart by ongoing conflicts. The World Bank projects that GDP growth in sub-Saharan Africa will hit 4.9% this year, will rise to 5.3% in 2014, and will climb to 5.5% in 2015. But a new report from the United Nations Conference on Trade and Development (UNCTAD) poses a compelling question: What good is economic growth if it only benefits a fraction of the population? UNCTAD’s ‘Least Developed Countries Report 2013’ finds that, although African economies are recording impressive GDP expansion, many citizens have yet to reap the benefits. At the heart of African challenges is a youth bulge, which could become a liability if youth employment rates continue to lag.

Harness the Web for Social Progress

Sweden tops the annual Web Index country rankings for 2013, whilst the emerging BRICS economies of Brazil, Russia, India, China and South Africa are falling behind in using the World Wide Web to drive development and innovation. The Web Index 2013 Report shows that China and Russia censor Web content extensively and have no meaningful safeguards against online spying by security agencies. In India, censorship is moderate, but Brazil and South Africa combine low levels of blocking with reasonably good safeguards against unwarranted surveillance. Russia ranks first among the BRICS countries for the quality of its communications and Internet infrastructure, with China, Brazil and South Africa close behind and India lagging at a distant fifth. Brazil and Russia are among the top 20 countries in the world which experience the greatest social and environmental impact by the Web. The World Wide Web Foundation’s annual ‘Web Index Report’ is the world’s first measure of the Web’s contribution to social, economic and political development in 81 countries.

Chile: Latin America’s Best Japan’s Battle hits Landmark Chile is the best country in Latin America to do business with, says the World Bank in the latest edition of its report ‘Doing Business’. The South American powerhouse was the highest-scoring country of the region, clocking in at 34 out of 189 nations surveyed. Furthermore, Chile has advanced 19 positions in the last four years, strengthening its role as Latin America’s most welcoming economy and one of the best 40 countries to do business with in the world! The International Business Times reports that the rise of Chile can be explained by its open laws on establishing companies, which can be completed in a day, and its trade policies. As one of the countries in the world with the most free-trade agreements, it has few obstacles in respect of imports and exports. Chile’s weaknesses, however, lie in construction, where permits are harder to come by, and the resolution of debt and bankruptcy, which are currently without a proper framework. Nevertheless, it is expected that several bills currently under consideration in the Chilean Congress will remedy this.

Shinzo Abe’s quest to haul Japan out of deflation recently reached a landmark when rising prices set back a longcherished project to replace Tsukiji, the iconic fish market in the heart of Tokyo. For more than a decade, the Tokyo Metropolitan Government has aimed to uproot the 78-year-old market to a new site on reclaimed land across Tokyo Bay. But it has announced that three of four tenders for the Y70-billion (USD700-million) project had failed to attract low enough bids from some of the nation’s biggest contractors. Koji Ishii, a finance manager at the government’s wholesale markets division, says that ‘price surges’ in the cost of labour had opened up big gaps between what companies bid and the government quoted. The weaker yen has exacerbated the problem, he adds, as it has driven up the cost of construction materials. The failure of the project to overhaul the world’s largest fish and seafood market is a very symbolic action observes Kentaro Maekawa, an analyst at Nomura Securities in Tokyo.

Contents

CEO 2013 Vol 12.7

Leading Edge By den Weg by Richard Webb

Leadership Lessons

Dr Birgit Andrag, Director of global change consultants, Systemic Excellence Group and the recipient of Africaâ&#x20AC;&#x2122;s Most Influential Women in Business and Government prestigious Agri-Businesswoman of 2013 award. She is also the Managing Director of Berry Flavors @ By den Weg, the fresh berry packing and agri-processing business she and her husband Paul established in 1994, initially only to provide women on the farm with full time employment.

Dr Birgit Andrag, Managing Director, Berry Flavors @ By den Weg

CEO 2013 Vol 12.7

Leading Edge By den Weg

passionate leader and natural communicator, she authors strategies that enhance the lives of her employees and the income of her business partners in their value chain. A firm believer of the ‘stand for something, or you’ll fall for everything’ principle, she also finds time to mentor others and to meditate upon really important stuff, like being a wife and mother to their three children. Richard Webb slowed her down long enough to share a glass of Sauvignon Blanc at the Mount Nelson Hotel and talk to her about life and business. She shares her beliefs and hard learned Leadership Lessons in the Agribusiness Sector.

It is not often that one finds a dental surgeon who is also an agriculturist. What attracted you to the latter sector? I married into a traditional Cape Dutch culture and this environment lends itself to cultivating a lifestyle of health, energy and vitality, which founded my guiding principles of today, even in business. I have a passion for life and for the well being of people, so dentistry was a fine career choice for me - and I could choose my own work hours and raise our kids, all whilst developing my identity as a woman. In a sense, I was as much a psychologist as I was dental surgeon and my natural curiosity drove me to find out what makes people tick – a habit that still endures. A patient friend of mine announced from the dentists’ chair that he was doing some pioneering research into berry cultivation and production, and this led to my fascination around the health-giving properties of berries. My husband has always actively encouraged my multiple interests, never making me feel inferior in any way. We have both come to learn that my strengths and independence has helped us to develop functional teams. My background in the health sciences taught me that science is directly applicable to all interdependencies of wellbeing, health and vital food. This has spoken into my work and strategic direction for Berry Flavors. Added to that, my husband, Paul, an agricultural scientist, is largely responsible for our scientific-agricultural approach to farming and researches and develops production techniques, irrigation and new plant varieties.

There is currently a lot of focus on small scale farming as one of the ways to stimulate entrepreneurial growth in South Africa. Do you think it is feasible? In the BdW Group we optimise shared resources. By sharing and pooling resources, we save money on a host of services, like human resources, consultant’s fees, auditing and control services. It has become one of the strengths of our group and it has led me to hold clear views on the subject of small-scale farming. So much so, that I am in the

process of enrolling for a PhD on the very topic of leadership and entrepreneurial growth in the agricultural sector in subSaharan Africa. Simply put, small scale farming on a subsistence level will not stimulate meaningful entrepreneurial and especially economic growth in this country. The only circumstances when this will become a driver for growth is if you are linking into the bigger picture value chain and specialise in a vital component of that chain. Entrepreneurial businesses often fail within five years because they do not visualise or link their business to growth, and direct it to where they will thrive and prosper and this sector is fraught with those failures. Whilst commercial, farming certainly does contribute to growth, perceived inherent revenue distribution problems within that model threatens sustainability at the moment. A model to a more equitable distribution of value or wealth would ensure a brighter future for big-scale farming. I remain convinced that we South Africans can design our own solutions. Ours is a different agricultural context to the western world and that means we need to research and create our own business models and solutions. In Africa, there is a different way of doing things and we should be allowed to apply methods that are more harmonious to Africa’s potential. An interdependent model, incorporating the African boardroom’s wisdom into the more westernised suit and tie meetings, might assist us in finding more sustainable solutions. This is a question which will be heavily debated and part of the appeal of the Africa Academy of Management 2nd Biennial Conference in Botswana, at which I am a speaker next year. This conference integrates American, European and African researched Management Models. We need to be cognisant of, and integrate African solutions and pay attention to integrating agricultural studies conducted in Africa into agribusiness management models.

Much of what you achieved over the years in the berry-growing sector has been pioneering work. What are the key business lessons you have learned along the way? My scientific training taught me to diagnose the root causes before treating the symptoms, and that also means asking probing in depth questions. Relationships are the single most important component of our business. All of our partners are with us for 17 years, and that takes a lot of worthy effort to nurture that kind of commitment. I recall one occasion when a major retailer rejected a consignment of strawberries, which were already on the retailer’s shelves for sale. We fixed the problem but refused to invoice our client, because our ability to provide the best possible product is the bedrock of our value system. Sometimes, as a German, I know I can come across very

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CEO 2013 Vol 12.7

Leading Edge By den Weg

strongly and I make my views about trust, integrity and ethics known – I will not shy away from standing up for what I believe in. Having said that, our business partners are becoming dear friends, but that does not preclude the possibility of us pointing out things that need to be challenged. I remember a time when my knee operation went badly wrong and I anticipated that I would not be able to follow through on a few commitments to a client, within the agreed timescales. Transparency and the ability to be honest won the day – and still do. Far too often I have seen businesses break down through lack of transparency or non-alignment of stakeholder objectives. It is never easy to make customers feel valued, but my Executive MBA has increasingly taught me that face-to-face and telephone communication helps develop relationships like nothing else. I recall dealing with a looming crisis with one of our key partners, a call straight to the CEO got to the heart of the matter and led to a rapid, sustainable solution to the problem. I tend to keep all business and employer relationships very direct, with as few management layers as is practicable, which enables me to understand workers’ needs.

You are a strong believer in life-long learning. Why is this? The cycle of lifelong learning forms a backbone of our BdW business systems. For 2014, a female employee of Khayalitsha is sending two children to university, which is most gratifying. I keep learning to learn others. I have the pleasure of being mentored by Dr. Paul Cluver, a neurosurgeon and successful entrepreneur in the field of leadership science. It is a mutually respectful relationship that transcends business. Dr George Roux is my EQ mentor, where we sometimes chill out over a beer to ponder life’s complexities and joys, whilst Dr Ailsa Stewart-Smith, the Director of the University of Cape Town Graduate School of Business Executive MBA programme is my only female mentor. As member of SuccesUnited, I also tap into the expertise of this global network for woman business owners. I am privileged to be a mentor to many other people, either individually or through teams at a leading South African bank and one of our major sporting codes.

You have a reputation as someone who approaches business from a relationship building perspective. Do you think such an approach gives a competitive advantage? During the ‘economic downturn’ since 2008, we expanded our own business, and even in this difficult climate all our partners have grown their businesses during the last two years. We identify where we can all add value to each other.

CEO 2013 Vol 12.7

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Leading Edge By den Weg

For me, it’s far less about building our brand and much more about growing our relationships. We have developed a highly mobile and flexible workforce, skilled in many areas of the value chain. If it’s raining, they move to production roles under cover, and so on. Even our logistics driver buses employees home. I tend to coax our team along, involving myself in a direct, spontaneous way, whilst Paul tends to be more strategic, more insightful. Each to their own strengths. It is often the attention to detail that super cedes. For example, email is often over-used as a business tool, with many business people using this to hide behind. That does not build relationships and often leads to misunderstandings. I’d much rather pick up the ‘phone, or even better, go and see them in person, because one clarified conversation is worth five hundred emails. Utilise mails as a practical management tool and, try and keep it to about three lines just to clarify the fact; an added attachment will provide more detail if required. Professional email communication is as such, already is a competitive advantage.

There is a school of thought that suggests South Africa is losing its competitive edge in the global market. What is your perspective on this?

executives has impacted profoundly on my thinking on leadership in our South African context. The biggest mistake made in terms of Affirmative Action has been in respect of the premature promotion of many promising people. This sets one up for failure. We can accelerate the five steps of leadership (self leadership, supervisory level, leading teams - like operations and processes which eventually leads into executive or spiritual leadership), but you cannot miss any of these steps... Too many people have skipped one or more of these vital stages. This means that the ability to think clearly in increasingly complex scenarios is restricted exponentially and is a vital missing link as you develop your emotional ability to lead. There is gain in that pain and one has to go through every step thoroughly to lead well.

ntrepreneurial businesses often fail within five years because they do not visualise or link their business to growth, and direct it to where they will thrive and prosper and this sector is fraught with those failures.

This is an issue that encapsulates many different facets, presently there is a leadership vacuum in South African agriculture. It is fuelled by a number of inhibitors, like legislation that prevents growth from happening at the optimum rate. To a certain extenet it comes back to relationships. We need to strive to constantly deliver a product that is 100% quality produced by 100% quality people, then we will be more competitive. After all, did we not have even more restraints on our business – with sanctions in place – pre 1994? Frankly, business can thrive despite government, not because of it. We need the right political environment for sustainable growth, and we need the expertise of successful businesses leaders to bear upon government thinking to achieve meaningful growth and to benefit all stakeholders. There is the sense that this has not yet been fully enacted, and this is why the perspective exists that we are losing our competitive edge.

It is often suggested that South Africa is suffering from a dearth of quality business leadership. Do you think South African is severely challenged in this space? Dr. Perry Zeus’s Singapore based Behavioral Coaching Institute is the world’s leading institute of workplace coaching knowledge and my time there amongst global

When it is all said and done for you one day, what type of legacy do you hope to leave behind? Firstly, I want to be known for having the courage to stand up for what I believe in. I will fight tooth and nail to pursue an ethically justifiable end. I am not arrogant about it, but it’s an absolute truth for me. People tell me that they would happily go to war with me at their side, such is my passion for life and people. Secondly, I want to add meaning to our existence on earth. Frankly, window dressing in every way gets me very upset. For example, if prepare a Sunday meal and discover that half the weight of the food product I have purchased is accounted for by packaging, where’s the sense in that? What does the accountable seller really contribute to environmental sustainability then? Why use expensive non-recyclable plastic packaging which makes up half of the product price when paper will sometimes do? I will always question the mundane or the unnecessary. Having said that, she concludes with her personal passion and states that “Life to me is only worth living if I can share a good bottle of Sauvignon Blanc and great coffee with exceptional friends!”

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CEO 2013 Vol 12.7

DISCOURSE

Challenges Executives Across the Globe

CEO 2013 Vol 12.7

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DISCOURSE

the strategies are aligned with the broader businesses objectives. Clean Team Ghana Limited is an urban sanitation organisation run through a partnership between Unilever and Water and Sanitation for the Urban Poor, and has led to 3 000 people gaining access to improved sanitation in Ghana, and 145 tonnes of sludge removed from the streets. It is serviced by small entrepreneurs and so lends itself to job creation. One of the reasons it has been a success, said Inglesby, is because of the way it works in conjunction with Unilever’s objectives: “Unilever doesn’t make toilets – but we do manufacture sanitiser. So through this initiative not only do we work towards solving a crisis – but we also ensure the growth of the organisation,” he said. Inglesby said this thinking is part and parcel of the Unilever Sustainable Living Plan. Unilever’s strategy is to embed sustainability into their business. It sets out to decouple their growth from environmental impact, while at the same time increasing positive social impact. The partnership with Net Impact is one of the ways the company plans to accomplish this. “Through its engagements with Net Impact, Unilever hopes to inspire young leaders to build new businesses with sustainability at their core, or have them join existing businesses and lead change from within,” he said. A break-away session at the Cape Town event offered attendees the opportunity to question experts on how best to approach sustainability in business. Dianna Moore, GSB MBA alumnus and member of the Reel Gardening Team that recently competed for the Hult prize awarded by the Clinton Global Initiative, said that the organisation, which manufactures easy-to-grow seed packages that use 80% less water than normal gardening, had learnt three important lessons from their experiences: “It’s important to fall in love with your business model – because it has to align with your core capabilities; make sure you pilot early, and often; and be fearlessly focused on your objectives.” Further Unilever-Net Impact sessions are planned at Columbia University in New York and the Indian School of Business in Hyderbad. These pilot events will then be used to develop a repeatable and scalable model to roll out to around 30 universities globally in 2014. Karen Hamilton, Vice-President of Sustainable Business at Unilever, said that: “We want to seed and support a movement where young people are leading the change so that businesses are not only being less of a problem but are an actual force for good and part of the solution”.

Answering the global call for more sustainable business, recently the African chapter of Net Impact, a non-profit network headed by MBA students at the UCT Graduate School of Business (GSB), hosted one of a series of pilot events planned by Unilever, in association with Net Impact, to engage the next generation of business leaders and ingrain in them sustainable practice values.

ccording to Sue de Witt, Chairperson of Net Impact South Africa and MBA student at the GSB – while sustainability is a hot topic these days, the 2013 Accenture-UN Global Compact study of CEOs shows that while many business leaders acknowledge the importance of implementing sustainability practices into business, not enough is being done. “The study of more than 1 000 CEOs across the world shows that a clear majority, 67%, do not believe business is doing enough to address global sustainability challenges. The study draws the conclusion that the global economy is on the wrong track, and business is not playing its part in forging a sustainable future,” said De Witt. Getting business to change track forms a major part of the agenda of Net Impact, which has more than 40 000 members around the world - students and young professionals with a shared aim of driving social and environmental change. The Unilever-Net Impact event, held at the GSB on 12 November 2013, GSB showcased businesses and entrepreneurs who are successfully making sustainability part of their operations. Speaking at the event, Woolworths Head of Sustainability, Justin Smith, said that taking a sustainable approach has quantifiable benefits. Woolworths – the only South African retailer to be included in the Dow Jones sustainability world index – has to date saved R 189 million by incorporating sustainability approaches into their business. “Sustainability is often seen as a soft consideration – making it quantifiable is the most important thing a business can do,” Smith said. Smith said that there are a number of considerations for why a sustainability approach is so important, including the preservation of resources the company relies on such as energy and water, and the brand differentiation that is created by their position as an organisation that takes sustainability seriously. “There has been a large increase in international investment due to our stance on sustainability,” he said. James Inglesby, Marketing Manager of Unilever Nigeria and co-founder and Director at Clean Team Ghana Limited, said that in creating sustainable practice, it’s important to make sure

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CEO 2013 Vol 12.7

CASE IN POINT Agricultural Research Council by Andrew Ngozo

Research for

Food Security

With 11 agricultural research institutes countrywide, the Agricultural Research Council’s (ARC) institutes conduct unique studies, but all with one goal: to ensure that the agricultural sector is well poised to cater for a growing population and urbanisation that result from a growing economy.

tationed in Irene, on the Highveld, close to Pretoria is Professor Lucky Nedambale who is the Programme Manager: Germplasm Conservation and Reproductive Biotechnologies. On the other side of the city of Pretoria is Dr Farai Muchadeyi who is the Senior Researcher: ARC– Biotechnology Platform, while Dr Vicki Tolmay works within the Germplasm Development Division as Entomologist: Host Plant Resistance and head researcher at the ARC–Small Grain Institute in Bethlehem. “The mandate of our division is to conduct research and service famers with regard to conservation and reproduction,” says Prof Nedambale. He explains that conservation means that whatever the country has is well protected and conserved for the adapted breeds. According to him, this is vital for the future, particularly in the light of climate change

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issues. “Climate change will shift the dynamics in a way that South Africa has to have animals that are more resistant, and adapted, to diseases,” says Prof Nedambale.

Technology for Better Breeds With climate change also come matters of better vaccine development – vaccines that are better able to deal with diseases that result from changing climatic conditions. “Central to these issues is how agriculture caters for the demand of a growing population, thereby producing enough, say, protein. In this regard, our division makes use of technology to ensure that the famers produce the best breeds that will withstand the changing climatic conditions, while, at the same time, ensuring that they can cater for the food needs of future generations,” elaborates Prof Nedambale.

CASE IN POINT Agricultural Research Council

contributor is the commercial sector, and it is no secret that it is under pressure. However, if we improve on the quality of the breeds from the emerging sector, then South Africa might not need to import its beef.” According to Prof Nedambale, South Africa is currently the leading country in Africa for embryo transfer technology. There are few private providers of this service in the country, and, because of exorbitant pricing, very few emerging farmers use this technology. Additionally, the application of these technologies is challenging, as the villages of South Africa have, among other things, rough terrain and lack facilities such as a power supply in order to connect microscopes for semen and embryo evaluations. He reveals that the ARC–Animal Production Institute (ARC– API), in partnership with the Technology Innovation Agency (TIA) and the provincial departments of agriculture, is currently rolling out the implementation of the Livestock Development Programme. Through this initiative, the ARC is introducing, and expanding on, the dissemination of Assisted Reproductive Technologies. The benefit of using these technologies, such as artificial insemination and embryo transfer technology, is that they allow farmers to obtain multiple progeny from genetically superior females or males. Moreover, the genetically superior embryos or sperm cells are then transferred to cows (also called embryo or sperm recipients) of lesser genetic merit (the emerging-farmer’s cow). The Gamete-Tek Cryo-Mobile Laboratory is the first state-of-the-art laboratory vehicle with an innovative new way of delivering Assisted Reproductive Technologies to both emerging and commercial farmers. Says Prof Nedambale: “The use of the mobile laboratory is vital for rapid field evaluations and for providing farmers with information about their bulls or gametes immediately. Another benefit is that their bulls will be evaluated for their functional efficiency.”

Collaboration for Food Security Some of the main technologies used to ensure current and future food security are artificial insemination, embryo transfer and genomics, “To produce better breeds Professor Lucky Nedambale, that are best suited for Programme Manager: African conditions”. Prof Germplasm Conservation and Nedambale indicates that Reproductive Biotechnologies, Agricultural Research Council South Africa currently has two sets of cattle populations that contribute to gross domestic product (GDP). The two sectors, the commercial sector and the emerging sector, have about 8.3-million and 5.7-million cattle respectively. He notes: “The main

Dr Tolmay believes that collaboration is an important aspect of research, particularly international collaboration with regard to the type of research that they do. “Collaboration with scientists in the United States of America, Australia, Turkey, Syria, Kenya and France has allowed us to characterise our South African wheat lines using different biotypes of the Russian wheat aphid (RWA) from around the world,” she says. “We have found out that the genetic basis of RWA resistance is much more complex than originally thought. It appears that closely related clusters of genes exist, particularly on chromosomes 7D and 1D. We are now investigating the relationship between particular components of the resistance and different biotypes of the aphid,” she reveals. Expanding on the issue of the ARC’s core mandate, namely conducting research to ensure food security, Dr Tolmay acknowledges that poverty, hunger and malnutrition occur in many parts of the world despite the economic progress that

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CEO 2013 Vol 12.7

CASE IN POINT Agricultural Research Council

has taken place with respect to agriculture and food production in the last century. It is estimated that, by 2020, the world will require a 60% increase in wheat production to meet projected requirements. In Dr Tolmay’s opinion, sustainability has to be factored into each and every agricultural project. Dr Vicki Tolmay, Entomologist: “As wheat scientists, we have Host Plant Resistance and to make use of all the apHead Researcher at the ARC– proaches available to us in Small Grain Institute order that we can increase the productivity of cereal crops in the most sustainable way.” The Russian wheat aphid, a small green insect that sucks the sap from wheat leaves, stealing the nutrients that the plant should be using to produce a good yield, is what presently occupies Dr Tolmay’s research efforts, she reveals. Yield losses in excess of 60% were commonplace in the 1980s. Consequently, an insecticide spray programme was developed which wheat producers used to successfully control the pest. According to Dr Tolmay, host-plant resistance to this aphid was fortunately identified in some bread-wheat lines in the ARC’s Small Grain Germplasm Collection. Breeders and entomologists then used the lines in their breeding programme and, in 1992; South Africa became the first country in the world to release a cultivar with genetic resistance to the Russian wheat aphid. “Nowadays, producers use resistant cultivars, which is a less expensive method and a much more environmentally responsible control method,” she points out. A lot more still has to be done for the agricultural sector, observes Dr Tolmay. “The perception that agriculture, and research in particular, is not an attractive career choice, or a preferred life activity, needs to change. Most importantly, young people need to see the state-of-theart technology we use in agricultural research and become excited and involved in making sure that there is sufficient and good quality food available in future.”

Gathering Information for Better Inferences Dr Muchadeyi contends that agricultural research does not help if does not have as its primary objective improved agricultural production. She is at the forefront of changing this perception, as her division is a fairly new one within the ARC. “One of the programmes we are currently busy with is the chicken programme. In community areas, one often finds chickens roaming around with no clear parentage,” she says. Without information on their parentage, Dr Muchadeyi continues, “We cannot infer whether a certain animal is or is not a

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good one”. In this regard, she envisions a situation where farmers will have all the necessary information about their animals so that they can play an active role in managing production. Dr Muchadeyi and her colleagues at other institutes of the ARC are doing critical work without which South Africa’s thriving agriDr Farai Muchadeyi, cultural sector would not be Senior Researcher, ARC– what it is today. Granted, Dr Biotechnology Platform Muchadeyi’s business unit has only been in existence for a short while, and it may be too soon to measure the results for the various pilot projects they are involved in, the change is noticeable. “In our continuous engagements with farmers, they have come to acknowledge that their animals are precious assets which need to be taken care of. In doing the animal and disease profiling, we know what diseases are out there and then we are better able to deal with any outbreaks,” she says. It becomes clear from the work of the various institutes of the Council that the ARC has been a busy organisation and is set to be for ages to come. The work outlined above is merely a peak into the ARC’s activities, for a whole lot more work is being done, albeit with the same end goal of ensuring that, through agricultural research, the South African agriculture industry will be better able to serve the population by ensuring food security for present and future generations.

Driving Research • Established in 1990 in terms of the Agricultural Research Act 86 of 1990 (as amended by Act 27 of 2001), the ARC is the principal agricultural research institution in South Africa. It is a schedule 3A public entity in terms of the Public Finance Management Act 1 of 1999 (as amended by Act 29 of 1999). • Its core mandate is to act as the principal agricultural research institution in South Africa and to conduct research, drive research and development, as well as drive technology development and the transfer (dissemination) of information in order to: 1. Promote agriculture and related industries. 2. Contribute to a better quality of life. 3. Facilitate and ensure natural resource conservation. 4. Alleviate poverty.

Aramex is in South Africa

CASE IN POINT BCX by Andrew Ngozo

Optimising System

Integration In an age where there has been an explosion of information, the ripple effect is that management of this information has become a critical element in the realisation of business value. Business Connexion’s System Integration Services simplifies this process for an organisation by turning the information, some of which may be lying in disparate systems, into tangible and meaningful results that create business value. Vish Rajpal, Managing Executive of Business Connexion’s System Integration Services

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ish Rajpal, Managing Executive of Business Connexion’s System Integration Services explains. “By helping companies with their information that lies in critical systems, they are better able to gather intelligence and knowledge which enables the business to function effectively.” He adds that in the case of Business Connexion, integration has ceased to be just the glue that used to connect systems and has evolved over the years to manage the information explosion and the advent of mobile enterprise.

Improved Customer Service Often there is a lot of customer information that is locked up in their enterprise which companies won’t necessarily have access to on their CRM system alone, says Rajpal. This can result in missed customer insights and lost service opportunities. “This can be avoided by utilising integration capabilities that

CASE IN POINT BCX allow you to collate all your customer information and be in a better position to give the customer a service that’s best suited to them,” notes Rajpal. This improved customer service is a result of gaining more knowledge about the customer which is derived from the integration of your enterprise nervous system. Increased and improved personalised customer service results in a happy customer. Key to the aspect of driving sales is the fact that an organisation is better placed in servicing its own sales force. “The system integration tools at Business Connexion empower the sales force with the information they need to make business decisions,” says Rajpal. “In return, the company is agile and flexible and makes conscious decisions based on facts. This is exactly what we will do for you as an organisation through our integration capabilities,” Rajpal explains. “Our mandate is to enable seamless access of information within your enterprise including your extended enterprise. One should not be misled into thinking that system integration is for a specific industry or company type. “We can provide solutions for all companies regardless of their sector or size,” states Rajpal. System Integration works particularly well for large heterogeneous enterprises that deal with vast amounts of sensitive and mission critical information. “Large corporates can look to integration as an enabler that will permit them to sweat out more return on their company’s assets,” observes Rajpal. According to him, Business Connexion has all the technical and professional expertise to enable an organisation to get the total integration package.

Effectiveness and Efficiency for Precision “The whole concept is designed to serve information that enables faster decision making. Serving our clients with trusted information, that’s as close to real time as possible is Business Connexion’s key objective,” reveals Rajpal. It’s a winwin situation with Business Connexion’s System Integration as, “A company either saves on the bottom line or contributes to the revenue line.” He notes that a revolution is taking place in the System Integration realm. “The commercial model of how we engage with clients has changed. Traditional engagement models have fallen away and delivering integration as a service has become a viable option,” declares Rajpal. Continuous engagement with the client is one of the mainstays of Business Connexion’s System Integration division’s success, as it fully understands that this is not a solution which can be delivered to the client and you then part ways. “In continuously engaging with the client we also seek to provide continuous improvement for them. This dedication to the client has resulted in Business Connexion forging and sustaining good relationships with clients for years on end,” he notes.

Leveraging Technology and Imparting Knowledge “With emerging technology, such as Cloud Computing and Big Data, fast coming down the hype cycle, we are now much better equipped and positioned to use these strate-

gies” says Rajpal. He is proud to boast that the Business Connexion integration division has implementation expertise across all the generalist, middleware vendor integration suites as well as expertise across a couple of specialist business-to-business integration products. This strategic approach has proven to be of immense value, helping to solidify Business Connexion’s position as a leader in the Application Integration arena. This fast-paced, constantly changing environment demands rapid time to market solutions to proactively react to customer needs. “This can only be achieved through a vision of a ‘servicesenabled’ organisation.” says Rajpal. Business Connexion feels an incredible sense of responsibility to give back. In terms of technology, the integration team has a number of contributors to a wide range of open-source projects. Rajpal continues, “A key lesson we have learnt is that technology is just one of the enablers – ultimate project success also requires a structured process and defined governance.”

Not a Silver Bullet Business Connexion is of the view that systems integration is an iterative process. “There is a need for continuous improvement and this starts with basics as it is no use to put the systems together, if you cannot measure the benefits regularly,” says Rajpal. In the past, integration used to be a back-end and out of sight activity. But, as the need for information at much more rapid rates has risen, it has also rapidly come into the mainstream. “Therefore, if an organisation has all its information flowing within an integration software stack, then there is no need to build a standalone application to consume the information. You can use the integration assets that we have already built to create such composite applications,” says Rajpal. At Business Connexion, System Integration has become incredibly successful resulting in, “Us being the preferred integration partner to organisations across the major verticals such as telecommunications, finance, utility and public sector. “We have the resources and skills to provide total system integration solutions to solve business problems. Our staff understands integration enough to go to a customer and pinpoint what needs to be done, where it needs to be done and in the most effective and efficient way possible,” concludes Rajpal.

Reaping Benefits from Integration • Improved customer service through the access of information from disparate systems and increased sales by improving customer satisfaction which results in an integrated customer experience. • A better work environment through optimised business processes,allowing for a simplified back office and System Integration Services enabling organisation to operate efficiently and effectively.

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CEO 2013 Vol 12.7

CASE IN POINT ECIC by Ilse Ferreira

Keeping legal

Compliance Keeping a company running smoothly takes much more than mere lip service: ensuring that the administration is flowing freely and maintaining compliance with legal requirements on a daily basis, is a key component of the modern business environment. CEO magazine met with Lindelani Mphaphuli, General Counsel and Company Secretary of The Export Credit Insurance Corporation of South Africa SOC LTD (ECIC) to discuss issues around legal compliance in the export insurance and underwriting field.

Lindelani Mphaphuli, General Counsel and Company Secretary, ECIC

phaphuli is a qualified lawyer who loves what she does. She has been with the corporation for over five years. ECIC is a state owned, self-sustaining export credit agency, a registered short-term insurer subject to the supervision and regulation of the Financial Services Board (FSB). Says Mphaphuli: â&#x20AC;&#x153;ECIC is run on business principles under the leadership of a unitary board. There is an array of legal requirements and governance codes and standards that impact on the corporation. This means that we have to implement and comply with regulations applicable to not only State-Owned Company but also private companies.â&#x20AC;? In terms of the ECIC enabling legislation, the corporation is mandated by the Government to underwrite credit and political risks associated with capital goods and services export projects undertaken by South African contractors, as well as investment insurance in respect of outward investments, shareholder and commercial loans. ECIC manages the disbursement of interest make-up payments to financial institutions on behalf of the Department of Trade and Industry (the dti).The ECIC also issues

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CASE IN POINT ECIC

on Track foreign exchange risk cover policies on behalf of the South African Reserve Bank (SARB), which provides guaranteed rates of exchange to South African exporters.

The impact of ICT developments “In my view, the developments in ICT have made things far easier,” she says. “It is difficult to remember a time when technology was not around – it has exploded into our lives on so many levels. In the work environment, for instance we now have a board pack IT solution which assists with the functions we all used to carry out manually. Whereas in the past board meetings material had to be printed, copied, collated and then bound manually, now, things are expedited by using electronic means. This of course saves the tree and the courier costs. Also, where there may not have been a quorum present to hold a meeting, it is possible to electronically patch in a director who could not have been able to attend the meeting physically to fully participate in the meeting. “On the legal side, ICT has most certainly changed the very roots of how I do research: Google has become everybody’s best friend – this saves time. We are not a retailer with a large number of clients. Yet even for us new technology and especially the internet, has facilitated our turnaround time, something our clients appreciate.

Public confidence in business “In my role as Company Secretary and General Counsel, I provide a central source of guidance and advice to the board and within the corporation on matters of good governance and changes in legislation. Governance talks to big issues which are on everybody’s lips, ethics, corruption, and so on. On the various levels, from the Government to business to everyday life, people would like to see an effective, efficient and accountable administration. “As a state-owned company, it is critical for ECIC to fulfil its mandate in a manner that is in keeping with governance best practices and, in particular, with regard to accountability, transparency, fairness and responsibility. The ECIC has had clean audits since its incorporation, and I attribute this to the caliber of the leadership we have, from exco to Board to the Minister of the Trade and Industry, Dr Rob Davies, MP. Not just their feedback, but support, and so, if called upon, you go present at the Parliamentary Portfolio Committee with confidence – even if the setting is enough to make you nervous!

Reporting standards include triple bottom line “Governance also touches on the triple bottom line which we refer to now as sustainability. “When underwriting a project, we assess the people who will be impacted by the project, the impact of the project on our planet and not merely look at the premium we will make. The corporation will insist that certain projects we are to underwrite, which fall within a predetermined category, are required to comply with the equator principles for the duration of the period we are involved in those projects. “Within the corporation we have also stepped up our activities addressing the soft issues: it is not just about doing well financially, but about sustainability. When we underwrite export projects we are implementing prudency so as to ensure Government does not end up with an excessive contingency risk that is out of control at some time in the future.” Mphaphuli describes key challenges for ECIC as facilitating finance for SMEs for export transactions below USD 5 million. The corporation is looking at enterprise development or training of SMEs through its enterprise development programme. It is believed that then the SMEs would be in a position to be future exporters and clients of ECIC. Internally, she says, we are focusing on attracting and retaining the right people with the right skills we need. She touches on milestones within ECIC. “Because our business dealings have an external focus, I am delighted with the implementation of our Corporate Social Investment (CSI) programme, so far, especially in the area of education. The corporation offers study bursaries, and funding for an after-school programme. The intention is to roll-out the programme to cover all the provinces by the end of this financial year.” Our sustainability reporting process as in our annual report is not as comprehensive as that used by others in their integrated reporting.

Attention to Legal Detail is Key 1. Only three banking institutions in SA are currently subscribed members of the Equator Principles. 2. The Equator Principles is a risk management framework adopted by financial institutions to determine and manage environmental and social risk in the projects they finance. It is a project tool. 3. Good governance is fundamental to running a clean business. 4. Export credit insurance is a vital aspect of export business and provides a safety net for all involved: whether war, armed hostilities, acts of terror, or purely financial risks are considered.

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CEO 2013 Vol 12.7

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CASE IN POINT Ezemvelo KZN Wildlife by Ilse Ferreira

Siphelele Luthuli, Marketing and Sales Manager Commercial Services, Ezemvelo KZN Wildlife

“A

s a parastatal, it is crucial for us to continue operating within certain parameters, which poses a challenge in the specialist environment in which we do business. Our operation is quite different from that of businesses in the corporate sector, and we have to benchmark ourselves against these businesses in order to continue to be successful in the very competitive hospitality sector,” says Luthuli. “Our marketing efforts have to be robust to ensure that we attain ‘top-of-mind’ awareness among consumers and, in particular, our target market, which is bombarded with multiple messages on a daily basis. In fact, it takes a 360-degree campaign to stand out among our competitors. We have to be continuously competitive and innovative, and remain relevant.” Ezemvelo KZN Wildlife operates a variety of nature venues, including holiday resorts, family lodges, bush lodges, bush camps, camping and caravanning sites, and even conference venues – in short, something for every traveller, from luxury accommodation to camping, with many variable options in between, set in the lush landscape of KwaZulu-Natal. The company’s staff complement numbers 2 500. Luthuli says their mission is to ensure effective conservation and sustainable use of KwaZulu-Natal’s biodiversity in collaboration with stakeholders for the benefit of present and future generations.

Biodiversity challenge Marketing

To market an entity such as Ezemvelo KZN Wildlife is an exciting challenge, says Head of Marketing Siphehlele Luthuli.

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CASE IN POINT Ezemvelo KZN Wildlife

As a parastatal of the KwaZulu-Natal province, Ezemvelo relies on provincial government funding as well as other funding mechanisms, including partnerships. The Community Levy Fund has been one of the pioneers in giving back to the communities in which it operates. This fund receives 10% of visitor’s fees, which in turn is reinvested in projects requested by communities adjacent to the protected areas. “We are thrilled to have won no less than 10 accolades from different institutions in the past year, with HluhluweImfolozi Park being the biggest winner once again, followed by the Ntshondwe Resort and then Giant’s Castle in the Drakensberg World Heritage Site. We have also embarked on joint marketing initiatives with a number of strategic partners, such as Kulula.com with which we partner to sell packages online. We have also recently (2010) launched our own online booking system. “This is helping us to fine tune our marketing strategy, as we are better able to identify our market segments, which, in turn, helps us to be able to be more tactical in our advertising strategy. Ezemvelo has partnered with some hotels and this enables us to offer an even more diversified portfolio, which also promotes domestic tourism,” Luthuli explains. “South Africa this year came out top in the world as the preferred ‘safari’ destination (Euromonitor),” Luthuli enthuses, “the first time ever that we beat Kenya. This will give us the competitive edge and enable us to thrive. For instance, Hluhluwe Game Reserve has become a ‘must-see’ destination for all tourists, as it is the oldest game reserve in the country to be proclaimed a protected area – and also the place where Dr Ian Player played a huge role in saving the white rhino from extinction. His intervention also benefited the Kruger National Park, as all the rhinos in the Kruger were saved from Hluhluwe Game Reserve. KwaZulu-Natal’s north coast is also known for its high rhino concentration. This, of course, places us in a vulnerable position. “One of the ‘Save the Rhino’ initiatives that we have embarked on since 2009 is the Annual Golf Day (Ezemvelo Gijima Annual Golf Day), which is run jointly with sponsors like Total SA, Old Mutual, FNB, and many others. It has been very successful over the past five years, getting bigger and better every year. All the funds collected are used to improve rhino protection. Ezemvelo KZN Wildlife is the only recognised biodiversity conservation custodian in the province of KwaZulu-Natal with a mandate to protect the environment.” Luthuli says the rhino poaching problem remains probably their biggest threat and challenge. She explains that they have come up with various initiatives in partnership

with different companies and groups, such as MTN and some of the major radio stations, to raise awareness and funds. All the funds are channelled to the Anti-Poaching Rhino Fund.

Local Impact “Tourism, in comparison with global growth statistics, has grown at double the world average rate – between January and November this year tourism grew by 10.5% compared with world economic growth figures of around 4%. The industry has remained stable, and, in our resorts, we have seen a steady increase of between 7 and 10% in international arrivals. Our key source markets internationally are Germany, the United Kingdom, the United States of America and France. On the domestic front, our target market is, firstly, in our own province, followed by Gauteng with substantial growth of 35%. “KZN is the second-largest contributor to South Africa’s GDP (gross domestic product). The economic contribution of the tourism sector to the province’s GDP was about R22-billion in 2010, and I am sure that, when the 2011 figures become available, they will show a growth of between 7 and 10%,” Luthuli states.

Expansion on the Cards “With regard to future expansion, we have identified two of the nature reserves on the North Coast (Amatigulu and Nseleni) as places of accommodation. Both of them are easily accessible from the national highway and are strategically located. In fact, Nseleni Nature Reserve has a conference facility and is already popular as a wedding venue for intimate weddings. “Amatigulu boasts some rustic tents that we are planning to upgrade to luxury tents, and, since it is situated not far from the King Shaka International Airport and Ballito, we believe it will attract the higher end of the market, thereby expanding our existing target market and continuing to offer an authentic, ecofriendly holiday experience. “On the whole, Ezemvelo KZN Wildlife is poised to expand its existing facilities while maintaining its place as a top-class, world-renowned ecotourism provider,” Luthuli concludes.

Ezemvelo KZN Wildlife operates: • • • • • • •

About 30 holiday resorts. 5 family lodges. 7 bush lodges. 3 bush camps. 22 camping/caravanning sites. 2 conference venues 2 mini conference venues.

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CEO 2013 Vol 12.7

CASE IN POINT Lentswe Arts Projects

ne of the many initiatives that the nonprofit organisation has undertaken in this regard was the hosting of a provincial arts symposium in October 2013 “to discuss the development of the North West Province Creative Industry and to start speaking with one voice as provincial artists,” says Mahlubi Kraai, Development Manager at LEAP. He elaborates as follows on the symposium: “We met as artists of the North West province without the involvement of the Provincial Department of Sports, Arts and Culture, because, in the past, artists met only when the Department called them together.” The objective of developing the industry was to give artists one voice, since, as Kraai acknowledges, the industry is an agent for social change.

United as Artists Did the assembly come close to meeting any of its objectives? Kraai says that much more than that was achieved. “The assembly agreed that a Provincial Creative Industry Conference be held in 2014 to discuss and formulate policies,” he reveals. “A task team was also elected to plan and prepare for the Conference. As part of the outcomes of the

Mahlubi Kraai, Development Manager at Lentswe Arts Projects

by Andrew Ngozo

Artistic

Towards

Development

The South African norm has been for the arts to look to government for support. However, Lentswe Arts Projects (LEAP) envisions a situation where this dependency comes to an end and, with or without funding, the arts presents art in all its forms to communities. LEAP is now playing a lead role in realising this dream. meeting, we agreed that this artistic movement be called Re Bataki Mmogo.” Loosely translated, Re Bataki Mmogo (RBM) means ‘We are united as artists’. This will not be the only initiative, as there will be a North West Provincial Arts Festival which will be “for artists by artists” Kraai further notes. Kraai is passionate about the arts and says that so is LEAP. However, passion does little if it is not translated into something useful for a better community. In this respect,

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Kraai points out that he and LEAP are not only passionate about the development of already existing in-house talent. “We also work with different community theatre groups in the North West to develop their various artistic programmes. The main focus is the development of the groups’ young, up-and-coming artists,” explains Kraai. He indicates that this is largely what his mandate as Development Manager entails.

CASE IN POINT Lentswe Arts Projects

His job as Development Manager also means looking directed by Greg Melville-Smith; Cold Stone Jug, directed further than the confines of the nonprofit organisation by Mncedisi Shabangu; Biko, directed by Martin Koboekae; and its immediate operational scope into the near future. Not with My Gun, directed by Aubrey Sekhabi; and the Says the visionary Kraai: “My development vision is to go Paul Grootboom-directed plays Julius Caesar and Relativto the innermost rural areas of the North West and come ity, to mention but a few. out with an artistic gem. I want to see art being taught Fluent in five of South Africa’s official languages (Setswana, by experienced and qualified artists in our schools so that English, Zulu, North Sotho and Afrikaans), Kraai concludes that we can develop our artists in the communities from a very his career highlight to date has been one where, in line with his young age. If South Africa at large, and the North West developmental mandate, he was able to help young and aspirin particular, can have a proper foundation for instilling artistic discipline in e adds that LEAP will continue to engage our young artists, then the future of the arts in the country will be secured.” The with the private sector to invest in the proper artistic-development foundation North West’s provincial heritage, “as it is the core is lacking in South Africa, Kraai contends. He wants to see art being taken back to business of our history – without preserving our rural communities, as art “cannot be rehistory, our youth will be lost”. stricted inside four walls”.

Resisting the Dependency Syndrome Still along the lines of planning for the future, Kraai reveals that LEAP and its stakeholders intend to build a theatre in the North West that is owned, operated and used by the people of the province. “We want to afford artists the opportunity to express themselves artistically and without interference, fear or favour.” Kraai maintains that one way in which this can be achieved is for the industry in general to resist the dependency syndrome and start taking ownership of its own destiny. “With this in mind, LEAP will encourage less dependency on government funding in practising our art. Whether, or not, there is funding, art should nevertheless be presented to our communities.” He adds that LEAP will continue to engage with the private sector to invest in the North West’s provincial heritage, “as it is the core business of our history – without preserving our history, our youth will be lost”. Kraai urges the industry and the public in general, in addition to the South African government, to pay more serious attention to the arts. “Artists should also stop allowing government and private entities to treat them as nothing but desperate and hungry creatures. We have contributed immensely to the democratic emancipation of this country, so we should be treated with a certain degree of respect,” says the actor whose career in the arts has been evolving since the year 2000, although, in reality, he made his debut in the industry as early as 1992. Over the years, he has taken on various roles, including director, choreographer, dancer and singer. He is best known for his starring role as Jakes in the SABC1 drama series ‘Mzansi’ from 2004 to 2006. His theatre productions include: PAST,

ing artists from the North West to be part of a musical Potchefstroom Road – A Tribute to Rex Rabanye. Potchefstroom Road is a musical play that takes an in-depth look at the life of famous composer, Rex Rabanye, the founder and composer of the early seventies’ Township Soul music outfit, Teenage Lovers. The play also looks at the triumphs and misfortunes of the band, and at the soothing melodies that they produced at that time. He has also acted in numerous television productions including Ke Nako, Generations, Snitch, Isidingo, Mzansi, Soul City, Rhythm City, Hillside and in the sitcom Gauteng Maboneng on SABC1 where he stars as Lebo, a car mechanic who inherits a fortune and a world of trouble to go with it. He also choreographed a production of Sekunjalo in 1997 and has appeared as a dancer in a number of productions including The Stick, Joseph, and Perpetual Motion.

Giving Back • LEAP is a nonprofit organisation that was established in March 2011. • Since its inception, LEAP has been involved in artistic and social-development projects in the North West. • LEAP was involved in the Maitiso Le Kea project and bought school uniforms for needy children at Magokwane Primary School on the outskirts of Mafikeng. • Another of its contributions has been the provision of a school uniform for a needy child at Redibone Middle School in Mmabatho.

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CEO 2013 Vol 12.7

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CASE IN POINT MEIBC by Andrew Ngozo

Greater than the

Sum of its Parts

As a Council which proudly boasts of being the oldest bargaining council in South Africa, the Metal and Engineering Industries Bargaining Council (MEIBC) has a presence in all of the countryâ&#x20AC;&#x2122;s regions. Each regional official is headed by a highly capable Council official and, together, they contribute to making the MEIBC an organisation that is greater than the sum of its parts. The regional heads share their regional experiences on the year that was 2013.

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CASE IN POINT MEIBC

he MEIBC has six regional offices, namely: Gauteng, headed by Calvin Bambisa; Tshwane, led by Mxolisi Nxumalo; and Free State and Northern Cape, which are the responsibility of Jan Le Fleur. Joshua Horn oversees the Eastern Cape regional office, while Rade Alberts is the KwaZulu-Natal (KZN) regional office head, and Ida Roman sits in the Cape regional office.

Gauteng Region Bambisa, who is at the helm of the regional office in the country’s economic melting pot, is a qualified tool and die maker who was appointed to the MEIBC as a designated agent in 2004. Five years later, he was promoted to a senior agent largely because, as he says, “I work hard and continuously perform at my Calvin Bambisa, Acting GRO best, and this has reRegional Manager, MEIBC sulted in me being one of the Council’s high performers.” Most recently, Bambisa was nominated for, and awarded, the Technical Champion Award and Employee of the Year in 2011. “After nearly 10 years with the MEIBC, I was appointed Acting Regional Manager for the Gauteng office, which is also the largest region in the MEIBC,” reveals Bambisa. He believes that he hasn’t reached his life’s destiny yet. Perhaps, his destiny will be reached when he completes his studies for the Human Resources Legal Diploma. “My current goal is to develop a deeper relationship with my mentors, who will help me to learn more so that I can become a great leader within the organisation,” he states. The regional manager then shifts the focus from himself and talks about his region. “The Gauteng regional office was faced with many operational challenges during the course of 2013. These included a change of managers and a climate fit enough to cause even the strong-minded to buckle,” says Bambisa. But the office stepped up to the challenges and every member of the team produced what was required of them. Being the biggest region in the Council means that a lot is expected of them. Bambisa has no intention of disappointing. “In the near future, we intend to see the Gauteng region being seen as the yardstick of excellence. We want to play a practical, and beneficial, role in order to contribute to

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the industry’s issues, such as those that threaten employment,” he declares. He explains that they are better placed to achieve this. “We are privileged in that we have direct and first contact with the industry in the country’s economic hub. This enables us to act at the first signs of instability.” He pledges that they will use all the tools at their disposal, as contained in the various industry agreements, to “empower the industry as far as possible to withstand the labour and economic challenges it faces”.

Eastern Cape Region Horn, the Eastern Cape office regional manager, was the first black president of the MEIBC, and perhaps the youngest in 1999. Says Horn of his tenure as president of an organisation that he has served since he was an industry employee: “I had the rare privilege of leading a high-powJoshua Horn, Eastern Cape ered delegation of emRegional Manager, MEIBC ployers and unions on a study tour to five European countries. The purpose of the study tour was to investigate the countries’ grading systems.” In 2003, Horn decided to join the MEIBC on a full-time basis because of his passion for the organisation. He served as the deputy regional manager of the Northern Cape and Free State regions, and was later moved to his current role. He continues to excel and he also never intends to ‘drop the ball’. “We have increased our output to exceed the new 80% target. Further to that, we are firmly behind the vision of the MEIBC, and our team of achievers is full of innovative ideas that will take the Council into the future,” he shares. Apart from being the custodian of the industry in the Eastern Cape, Horn encourages employee wellness and fitness for a productive team. The regional office installed a gym for the office staff and childcare facilities are provided for clients’ children. “We maintain good stakeholder relations and, in that way, the team spirit remains high. The Eastern Cape is proud that there is a consistent flow of communication within the region. In our daily activities, we will ensure that there is ongoing harmony in the workplace,” Horn points out. A future where all the MEIBC regions work hand in glove is but one of Horn’s visions. In line with the vision of the

CASE IN POINT MEIBC

outh unemployment is quite a problem in the outlying areas of Ezhakeni and Isithebe – a situation that is at odds with the fact that, according to her, there are state-of-the-art factories lying idle in the area.

The success stories of the Tshwane region do not, by any means, mean that the region will relax and ride on those. “We will raise the bar for ourselves and the Council. Improving on service delivery and ensuring that the Council adopts best practices around technology are issues that will occupy our efforts into the near future. This will enable our most important stakeholders, the public, to interact with the Council by means of technology.”

MEIBC, the regional manager intends to see to it that the goals as set out in the Siyanqoba Business Strategy are achieved. In addition, he wishes to see to it that, together with fellow regions, they tackle the challenges facing the industry head on. He believes that, with hard work and dedication, this can, and will, be done.

In 2008, Le Fleur joined the Mpumalanga MEIBC office as an agent. Three years later, in October 2011, he was transferred to the Free State and Northern Cape region. “I represented both offices on the Employment Jan Le Fleur, Free State and Equity Committee Northern Cape Regional from 2008 to 2013.” Manager, MEIBC Le Fleur started off as the acting regional manager from April to August 2013, until his appointment to the post of regional manager in September 2013. He says that, despite various regional challenges and the appointment of a new manager, the region, in line with the National Strategic Plan, the Siyanqoba Business Strategy, has achieved its targets for the year. The strategy was launched by the MEIBC general secretary in February 2013. “The Free State and Northern Cape region should lead the others with regard to industry compliance. My vision is to see the regional office growing its present employers and employees registered with the MEIBC. From a national perspective, I believe the MEIBC should conclude agreements that get buy-in from the industry, and the Council should play a more active role in assisting with scarce skills in the industry”. According to Le Fleur, the MEIBC is now partnering with the industry and is moving away from policing the industry. “The Council is more visible to the industry, particularly under the leadership of the general secretary. This has led to improved service delivery to the industry at large and our stakeholders have acknowledged these improvements,” he points out.

Tshwane Region Newly appointed to his role in April 2013, Nxumalo, the manager of the Tshwane regional office, joined the MEIBC in 2006 and was appointed as the regional manager for Gauteng. He quickly begins to outline the journey that he has begun as regional head. “Our dispute resolution, compliance Mxolisi Nxumalo, Tshwane arbitrations and the Regional Manager, MEIBC support provided for clients, in terms of benefit fund claims, have all been a success beyond what we imagined,” he states. The Tshwane office attends to at least 160 walk-in clients on a daily basis. These clients come to claim their surplus benefits and/or to make claims on pension and provident funds. At this rate, Nxumalo is well on the way to achieve, “a superior service delivery” as envisioned at the beginning of the year. “As our focus this year has been on superior service delivery, we embarked on an office expansion that will ensure that the public we serve is well served in an environment that’s conducive for this,” he says. “The Council’s visibility in the industry has also been noted owing to the intensive routine inspections done by Council agents.”

Free State and Northern Cape Region

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CEO 2013 Vol 12.7

CASE IN POINT MEIBC

KwaZulu-Natal Region When Alberts joined the Council in 2007, she made history. She became the first woman in the history of the Council to be appointed in the capacity of regional manager. A woman in an industry that is still regarded as a male terrain was met with some scepticism, says Alberts. “However, Rade Alberts, KwaZulu-Natal Regional Manager, MEIBC the way we have performed has dispelled any myths as we work towards upholding the mission and vision of the Council without fear or favour,” she shares. The year 2013 brought with it many developments for the region, she observes. “Although we experienced staff movements, and, in some instances, positions have yet to be filled, the region still managed to achieve an overall score of 87%. ” Another stride that the office made is that, to date, the number of registered companies in their books have increased by 168. Client dispute resolution backlogs have been eliminated, and all cases are thus at various stages of resolution. The region is proud that the office deals with any given case within 30 days. Alberts singles out the appointment of Desmond Mnguni as a senior agent in the Richards Bay area. “His appointment has resulted in all the outstanding requests being dealt with, as well as in improved stakeholder relations. Mnguni is an asset to the satellite office,” she says. The KZN region is a force to be reckoned with, as all team members work towards achieving their goals, and, in the process, they assist those who are in need. Unemployment, an issue that is faced by all of South Africa, is one that Alberts would like to tackle, going into the New Year. Youth unemployment is quite a problem in the outlying areas of Ezhakeni and Isithebe – a situation that is at odds with the fact that, according to her, there are state-of-the-art factories lying idle in the area. She reveals that they are engaging with the Durban Chamber of Commerce to find synergies which could assist its registered members. “The office is also working with the Department of Labour to jointly address non-compliance with industry agreements. This relationship is a positive step towards stability in the industry,” she notes. “We will continue to forge relationships with various bodies to ensure that the vision and mission of the Council are realised,” she assures.

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Cape Region Roman, who heads up the Cape region as regional manager, says there have been a number of achievements since she joined the MEIBC in 2008. “The region got rid of the backlogs that prevailed. These included the huge amount of trade union requests that were not attended to,” she says. The Ida Roman, Cape Regional Manager. MEIBC region implemented a clean-up system called Siyandiza, loosely translated to mean ‘We are flying’, in a quest to obtain a true reflection of the region’s work load. In Roman’s view, since 2009 to date, the region’s focus has been on the continuous improvement of the quality of work offered to clients. At the same time, “We have also sought to enhance our stakeholder relations.” She contends that, judging by the results already produced, the future is bright for the region. “We have achieved a lot, largely as a result of the contributions and dedication of our members of staff in engaging with our stakeholders,” she emphasises. She adds that, thus far, they have engaged with stakeholders at least twice a year. In the stakeholder engagements, individual visits were also made to the offices of the various delegates. In conclusion, Roman notes that the period has not been without challenges, “But we were able to cross the hurdles”. This happened across many facets and positively affected not only the Cape region and the MEIBC in general, but also the industry as a whole. The year 2013 has been an eventful one for all the MEIBC regions. But, with capable leaders at the helm of each office, who have equally capable teams behind them, there is little doubt that the coming year is one that will also be filled with great things. Above all, with the drive of General Secretary Thulani Mthiyane at national head office, the MEIBC can only rise to the top as the epitome of a Council that is truly representative of the constituency it serves.

The Oldest Bargaining Council • The MEIBC is a statutory body created in terms of the Labour Relations Act to provide for the coregulation of stable and productive employment relations in the metal and engineering industries.

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CASE IN POINT National Skills Authority by Andrew Ngozo

Landscape Towards a

Better Skills

The South African skills landscape is a complex one that is beset by many challenges. The Department of Higher Education and Training (DHET) and the National Skills Authority (NSA) are tackling these challenges head-on with the aim of creating an environment in which all South Africans have access to post-school education and training and are able to contribute in a meaningful manner to the countryâ&#x20AC;&#x2122;s economy.

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CASE IN POINT National Skills Authority

t is crucial for a growing economy such as that of South Africa to have the engineering skills that will best cater for the multitrillion-rand investments that will be channelled into infrastructure, says Edward Majadibodu, Chairperson of the National Skills Authority (NSA). “The focus of our skills training should be on the engineering side,” notes Majadibodu. “This is not to say that we are undermining professional skills, because, to acquire practical skills, there is a need to be tutored in the theory first.” In this respect, Majadibodu reveals that the NSA and its stakeholders are hard at work upgrading the skills of current lecturers in Further Education and Training (FET) colleges. He observes that a majority of the FET colleges are served by ‘ageing’ people who, while having the expertise and knowledge, may not be there for long enough. “Upgrading of these institutions also means improving ccupational teams will bring all role-players to their infrastructure and resourcthe table. Those who are responsible for training, es. One of the key resources in the training space is human and other stakeholders such as the ECSA [Engineering resources. This means that we Council of South Africa] as well as those who deal have to produce and equip lecturers with the appropriate skills with the theoretical aspects, should all be involved in and knowledge to transfer to forming these partnerships. learners,” notes Majadibodu. The NSA hosted the biannual National Skills Conference in October 2013. Held under the theme ‘Turning Every Workplace into a Training Space’ the conference also saw the first ever Skills Development Recognition Awards ceremony being held. The awards are aimed at recognising the efforts made by implementing partners in the creation of placement opportunities during the 2011 to 2013 period. These partners were acting in response to the clarion call of ‘Turning Every Workplace into a Training Space’. Says Majadibodu of his expectation for the future impact of the conference: “We would like to see more collaboration within the industry among the role-players.” According to him, innovation is vital for the future of the South African skills landscape. As a result, he says, partnerships are important in fostering this innovation. Currently, there is a disconnect among Sector Education and Training Authorities (SETAs), Further Education and Training (FET) colleges and universities, with “universities seeming to think that skills development issues are more for people who use their hands than their brains”.

An Enhanced Skills Development Space Majadibodu reveals that, in striving for this collaboration, the Honourable Minister of Higher Education and Training, Dr Blade Nzimande, has introduced occupational teams. “Occupational teams will bring all role-players to the table. Those who are responsible for training, and other stakeholders such

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CEO 2013 Vol 12.7

CASE IN POINT National Skills Authority

as the ECSA [Engineering Council of South Africa] as well as those who deal with the theoretical aspects, should all be involved in forming these partnerships,” stresses Majadibodu. A clear report on the programme will, Majadibodu hopes, be one of the key outcomes of the 2013 National Skills Conference. “This report will be developed in such a manner that it assists the NSA in advising the minister on the way forward.” He adds that the programme has to be one that talks to the ambitions of the minister “in terms of what the White Paper envisages in the South African skills development space”. With such lofty goals, the NSA and the DHET are well on the way to truly turning every workplace into a training space.

Making Full Use of Pivotal Grants Another way in which every workplace can be turned into a training space is for companies to make use of the pivotal grants as outlined in the National Skills Development Strategy (NSDSIII), the third phase of which began in January 2011. “Pivotal grants allow for the promotion of vocational technical skills training in the workplace,” reveals Majadibodu. He encourages organisations to make full use of these pivotal grants, as these will enable them to move away from skills programmes alone and shift the focus more to the “really scarce professional, technical skills and areas of workplace learning”. The NSA urges companies to access these grants so that they can further focus on issues of placing learners in the workplace in order to acquire the necessary experience. In this way, says Majadibodu, theory and practice will quickly bind together, as “there will be easy absorption of wellequipped learners in the workplace”. He acknowledges that this will not be a ‘quick-fix’ solution for the department, the NSA, the industry and South Africa as a whole. However, he strongly believes that, by making full use of the pivotal grants, the nation will turn every workplace into a training space sooner rather than later.

“T

his is not to say that we are undermining professional skills, because, to acquire practical skills, there is a need to be tutored in the theory first.”

Dr Nzimande, the Honourable Minister of Higher Education and Training expounds further on the matter, noting that, because the government has made education and training a top priority, it has made major strides in this sphere. “To achieve all that the stakeholders intend to, we

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have paid a lot of attention to, and have invested in, vocational training institutions.” He further points out that the postdemocracy government has made education available to all those students from poor households. In 2009, explains Dr Nzimande, only R318million in bursaries was disbursed. Fast-forward Dr Blade Nzimande, Minister of Higher Education and Training to 2013 and the amount will reach R2-billion. This, he says, means that education spend has experienced one of the biggest increases of any item in government expenditure across the board. By default, this has resulted in the number of students enrolled at FET colleges almost doubling within a short period. “This is critiEdward Majadibodu, cal for the absorption of Chairperson, National Skills young people,” the minisAuthority ter observes. In the light of increased intakes at educational institutions, is the Department equipped to handle the surge in student numbers? Indeed it is, says Dr Nzimande, but this is a work in progress. “We are building three new universities: in the Northern Cape, in Mpumalanga, as well as a standalone health sciences institution just outside Pretoria,” he reveals. These are advances which show that the South African government is sending a clear message that there should be no citizen who can claim to be without skills or further training. As with the issue of pivotal grants touched on by Majadibodu, this will not be a ‘quick-fix’ solution, the minister stresses. “However, we firmly believe that we have laid a very strong foundation and that, in 15 to 20 years, the skills landscape in this country will be a vastly changed one,” he confidently states.

Dispelling Myths about Higher Education Dr Nzimande says that, behind the scenes, the department and the government have been working together with all stakeholders to bring FET colleges closer to employers through, in the main, the use of SETAs. “SETA offices are being opened at FET colleges. This is but one way to increase the student intake in respect of learnerships,” he

CASE IN POINT National Skills Authority

explains. He is quick to add that the department is not yet at the point where it would like to be, but that significant progress has nonetheless been made. Up to now, the South African norm has been one where people see a university education as the only way to a better life. Dr Nzimande and the department aim to dispel this myth through the diversification and expansion of post-school and tertiary education. “This message is slowly starting to filter through in an environment where South Africa is faced with a huge shortage of skills, which one can never acquire at a university,” he stresses. At the same time, there are large numbers of young people who sit at home while the motor industry is short of at least 10 000 motor mechanics. That is not all, as the country also needs qualified welders, electricians and toolmakers. Expanding on the issue of youth unemployment, the minister observes that the industry’s absorption of students is dependent on the opportunities that exist. If the economy performs badly, then opportunities will shrink. But, even when the economy does well, there is still the same challenge of absorption, as “there is a disjuncture between what some of the universities and the colleges offer in relation to what is required in the workplace”. Dr Nzimande emphasises that this is one area that requires all stakeholders’ urgent attention. One way in which this is being done is by inviting business and industry role-players to participate actively in the formulation of course curricula so that “there is no one second-guessing the other”. “For example, those employers interested in producing motor mechanics should collaborate with colleges and assist in designing the curriculum that’s needed,” says Dr Nzimande. In addition to this, they can go a step further and donate new engines so that students can work on vehicles that are on the roads today, and not 20 years ago. “This will do wonders for students’ chances of employability,” Dr Nzimande points out. In the department’s view, the occupational teams may just be the silver bullet needed for South Africa’s skills landscape. “In bringing together all the partners, we are seeking to come up with a nationwide occupational team that will identify the blockages in, say, producing more electricians, electrical engineers, and so on. When these have been identified, we can then determine how to eliminate these blockages,” explains Dr Nzimande. It is envisaged that, by means of this process, shortcomings will be dealt with so as to enable colleges and universities to offer relevant and quality programmes. “This will put a stop to the phenomenon of second-guessing one another and will allow for an open environment in which information and ideas can be shared, and relevant curricula can be developed,” contends the minister. Thus, major strides have been made with regard to creating a level skills landscape in South Africa, and, says Dr Nzimande, they will therefore not ‘drop the ball’. Instead, the focus will be on continuing to improve on the quality and

offerings in South Africa’s FET colleges. He drives home the fact that this will mean providing South Africa with properly trained lecturers who have the right kind of equipment and the proper infrastructure. The years ahead will therefore be fruitful times for the department and the NSA. Over the next three years, R5-billion will be injected into FET colleges, Dr Nzimande reveals. This will cover the upgrading and improvement of infrastructure and equipment. Upgrading of lecturer skills will be taken up a notch, just in time to cater for the 12 new college campuses that will be opened nationwide. “The focus here is on making these colleges campuses of choice,” expounds the minister. This and other measures will go a long way to addressing the anomaly of high youth unemployment and the lack of skills. Further emphasis should, however, be placed on bringing employers closer to the FET colleges, stresses Dr Nzimande. In this regard, he says, partnerships are all-important. “These are partnerships between the public and private sector that will expose students to learnerships and internships, which are important for the first 12 months of experience in a young person’s life.” The interventions outlined by Dr Nzimande and Majadibodu are by no means an exhaustive list in the quest to change the skills landscape and the post school sphere in South Africa. It is a tough challenge for which both the department and the NSA will require ‘all hands on deck’. In this way, South Africa will see a dramatic evolution in the skills development landscape and a realisation of the vision of turning every workplace into a training space.

Skills Development Strategy • In January 2011, the Department of Higher Education and Training launched the third phase of the National Skills Development Strategy (NSDSIII), working in partnership with the Human Sciences Research Council and the Wits Policy Planning Unit to bring about integrated skills planning for the whole country. • The Labour Market Intelligence Partnership aims to generate evidence to support the government in skills planning. • The objectives are to identify and generate new data sets needed for a credible Labour Management Information System which will be used to develop models and approaches for analysing skills demand. • The NSDSIII will also analyse institutional conditions and capabilities, curricula, and occupational structures in order to inform processes that improve the quantity and quality of graduates from post school institutions.

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CEO 2013 Vol 12.7

CASE IN POINT Neotel

“C

orporate services supports all Neotel’s legal and regulatory compliance needs. This includes compliance with the Electronic Communications Act, the Consumer Protection Act, RICA regulations, and BEE [black economic empowerment] and the ICT Charter and CSI [corporate social investment], amongst others,” says Cohen. “This involves constant internal and external communication on all levels. The market segment in which we operate is an environment which is never static, even though we have in the past, endured some policy inertia in the telecommunications industry. Yet we are always monitoring developments and proposed changes in all matters pertaining to the ICT [information and communications technology] industry, while also keeping an eye open for changing dynamics in the economic landscape. “We are currently awaiting the Broadband Policy, Spectrum Policy Directives, the National ICT Policy Green Paper and amendment to legislation. These will all outline specifications and changes that will affect the industry, the players, stakeholders as well as consumers. But Neotel, as the country’s first converged telecommunications network operator, while straddling the old and the new, will continue to bring to market new technologies and extend its existing services, because as she puts it, “That’s what we do to shape our future.” “Since the new Minister of Communications, Yunus Carrim and his energised team have assumed office, we are seeing good movement with all the outstanding policies and regulations and already a measure of greater stability is evident in the sector. Similarly, the sector regulator, ICASA is keeping up the pressure on driving down prices in order to meet important policy objectives. While significant challenges remain, we are starting to see a policy roadmap finally come together, which is exciting and something Neotel values being a part of.”

Dr Tracy Cohen, Chief Corporate Services Officer, Neotel

by Ilse Ferreira

Continues

NEOTEL Changes

Ringing

the

Dr Tracy Cohen, Chief Corporate Services Officer of Neotel, is confident about the company’s road ahead. She shares with CEO magazine readers some key learnings along the road which has brought the company to the forefront in supplying innovative and affordable voice and Internet usage in South Africa.

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CASE IN POINT Neotel

Divergent Thinking for Converged Solutions When Neotel entered the market seven years ago, the expectation was that the company would become the country’s second fixed-line operator, and Telkom’s direct opposition. “However,” explains Cohen, “By the time the licensing was finalised, shortly thereafter, the market changed substantially as a result of the Altech VANS ruling and it was clear that Neotel would also have to focus on the enterprise market. “One of the key learnings within Neotel has been the ability to differentiate on customer experience. The company has developed new, innovative technologies, products and services, on the basis of our unique capability using a combination of CDMA, fibre, and satellite backed by a stateof-the-art growing infrastructure including over 15 000 km of national and metro fibre and full cable diversity which means Neotel is the only operator with access to all five submarine cables coming into South Africa.” Neotel offers voice, Internet and data and business and small enterprise and retail customers alike understand the concept of convergence – with the added incentive of having one of the most cost-effective communications offerings on the market. Neotel continues to offer on average, arguably the most affordable voice call rates and some of the smartest solutions. “The drivers of this are competition, price and innovation,” Cohen says. “Consumers tend to see the sector as quite polarised - on the one hand, the mobile GSM market, and, on the other, the fixed-line market. Neotel serves the market using a combination of wireless, fixed (fibre) and satellite to deliver possibly the best range of Broadband offerings across the spectrum. Through constant innovation and by listening to our customers we are able develop our offerings to meet the voice, data and internet needs of our customers, rather than simply being supply driven in assuming what those needs are.”

Taking Bigger Strides Cohen explains that some of the lessons she has learnt since joining the company, which at that time was in its infancy, has to do with its people. “I have seen what resilience and a CAN DO attitude can achieve. In fact, Neotel staff take bigger strides, they move faster and with more energy, and they act quicker too. One can feel the energy in the building. “The company attracts staff with the mind-set that believes maintenance of the status quo is not enough. When they are given a platform where they can offer their contributions, they bring incredible initiatives to the table. Our ethos is such that our staff are able to engage with the workplace, and are not scared of the competition. “With the market changing every few months, this creates new challenges which drive the business to become more innovative and adaptable,” she points out. “This is why we are able to develop exciting new products like the NeoSmart, a

dual landline/mobile service. The NeoSmart phone allows a customer to take their landline with them in a mobile device, while also housing a GSM slot for a SIM card. The benefits are better call rates within Neotel coverage areas and the added convenience of an integrated contact list. With this service, offered on an HTC smartphone, your landline, mobile, as well as broadband data services are contained in one handset. “This is a Neotel first of which we are particularly proud, since it has won an award for New Product Innovation from Frost & Sullivan, the global business consulting firm, whose analyst says of NeoSmart: ‘Neotel’s adaptation of FMC (fixed mobile convergence) enables increased user mobility, provides cost effective solutions and offers user friendly features, including access to all the smart phone capabilities.’ “Although we’re a telecommunications operator, we are particularly passionate about our participation in the education arena. We have recently partnered with NIIT to deliver an innovative education solution to schools in the form of maths and science labs, many of which already operational in the Free State are showing the positive effects on learner’s results. We believe content must complement connectivity and, on top of the science and mathematics programmes, we are making general ICT training available for schools, businesses and government. These initiatives are being implemented in conjunction with NIIT, our Indian partner, and the N2 Education Hub.”

A final word on how compliance plays a role at Neotel? “Our industry is a highly regulated one. We have to ensure that our services, products and developments comply with all regulations and standards, while meeting our mandate and growing the company. And our eye for detail is paying off: Neotel has grown its revenue across all its business units in the past financial year, with an overall 21% growth year on year. We continue to be driven by the need to deliver excellence and value for our customers and partners, none of which would be possible without the incredible 1000 employees that make Neotel beat.

Company Racks Up Many Firsts 1. Neotel owns a fibre optic network which already spans 15 000km. 2. The company’s innovations have already won international recognition, as with the Neosmart. 3. The company was the first to offer converged voice and data options in the South African market. 4. Neotel’s staff complement touches 1 000 people at present.

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CEO 2013 Vol 12.7

CASE IN POINT Planet Image Productions

Mabel Mabaso, Chief Executive Officer, Planet Image Productions

by Andrew Ngozo

Serving in order to Lead

Very few people can profess to be a ‘jack of all trades’ in the ever-changing media-production industry of today. Yet, Mabel Mabaso, the Chief Executive Officer (CEO) of Planet Image Productions, has done more than just that and has shown that, with determination, people can, regardless of gender, age or race, achieve anything they set their heart on. In the course of her meteoric rise to the top, Mabaso’s leadership has been informed by the principle that one has to serve before one can lead.

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CASE IN POINT Planet Image Productions

abaso has been at the helm of Planet Image Production in various top executive roles, including Director and Chief Operations Officer, until her recent appointment as CEO. Bubbly, charming and energetic, she says of her success: “I am the ‘go-to’ person at Planet Image on a daily basis. This means that I deal with internal stakeholders such as our employees, as well as handling external stakeholders like African heads of state and presidents. My colleagues saw the best in me and I served with them before I got where I am.” She elaborates that this often means that she engages with employees on a ‘basis of equals’.

A Driven Woman Mabaso has reached the peak of her career at an age when most of her peers are still trying to figure out their career options. “I had to dabble in several jobs before I found my strong point, which is leading people. In all those jobs, what was central was humility. I remained humble while amassing as much information as possible; hence, in the production industry, there is very little that I cannot do,” she states. Ironically, Mabaso’s key career highlight on her journey has also been her biggest challenge. “I had to learn to do everything industry-related – from pre- to post-production in an organisation which produces Africa’s biggest breakfast show.” Mabaso is confident that, with her wealth of knowledge and people skills, those she leads do not doubt her wisdom. As one with a strong faith, Mabaso is not one to be deterred by a negative turn of events, as, according to her, “everything that happens is for my own good”. “The bad things that have happened to me have only built a better and stronger character. I have had to prove to myself and everyone else that I am capable. Those who had doubts about me had to think again,” she says. Soaking up everything that has come her way, much as a sponge does water, Mabaso confesses that she is not afraid to speak her mind. “Letting my actions speak for themselves has worked immensely in my favour. Above all, I have grasped that the key to success is having a hunger for knowledge that makes one want to keep raising the bar for oneself.” Having risen swiftly to the top echelons of Planet Image, she must have done right by her fellow workers and her bosses in relation to her leadership qualities. “I believe that a leader has to be accessible. Your employees have to be able to talk to you about anything, which may be anything from work to family issues. They need to know that, apart from being their leader and boss, you are also a human being,” she notes. Planet Image is a family-cultured business, reveals Mabaso. “This is important in that I, as a leader, cannot afford to isolate myself from my team. Happy employees make for a productive workforce.” She strives to lead with purity of heart, honesty, and openness, and values loyalty, as she believes that everyone, from the bottom up, is a Planet Image brand ambassador.

Exciting Times Ahead Mabaso acknowledges the adage that the ‘path to success is paved with challenges’. “The challenges we face as Planet Image are unique to us, and how we deal with each hurdle is equally unique. The first step in the process is to tackle any test head on,” she advises, adding that a passion for what she does makes her job all the more exciting and turns each challenge into something that just has to be dealt with. “Without being sexist, one of the greatest lessons I live out is that fellow male colleagues really appreciate a woman who can plough something back into the business. This can either be monetarily or in terms of professional expertise,” she shares. In the dynamic media-production space, innovation is paramount. Mabaso reveals that Africa can expect nothing but the best content that the motherland has to offer. “Content is king and television is central to every household and individual across Africa. We have done well by even producing content for Africans in the diaspora, and we cannot afford to disappoint our clients. Thus, they can rest assured that, with our in-house talent and expertise, real, relevant African stories will fill their rooms,” she discloses. She also lets slip that the South African audience will be treated to a new channel that is a hybrid of radio and television – something that has never been experienced on the continent. The station is already a hit in Nigeria and is expected to launch in South Africa at the end of November 2013. Mabaso is a driven woman, and she urges aspiring women leaders to emulate her by staying true to their being. “Always remember your roots, and keep in mind that even some of the greatest people and brands of the world have fallen. Remain humble and don’t wait for something big to happen before you realise that your world has crumbled before you.” To fellow leaders she concludes by saying: “Respect your employees, for, without them, there is no organisation. Reward them verbally, monetarily or in whatever small way you can in order to show them that you appreciate the hard work they invest in the organisation.”

Telling the African Story • Planet Image Productions produces Afrocentric content for a number of brands, which include Multichoice’s DStv and O Box TV, as well as mobibased television in France designed for Africans in the diaspora. • Content produced includes lifestyle, magazine and current affairs shows. • Planet Image’s Planet RadioTV (PRTV) broadcasts 80% African music and 20% international music. • PRTV offers a diverse mix of African music from North, South, East, West and Central Africa which draws on the African tradition.

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CEO 2013 Vol 12.7

CASE IN POINT TCTA by Andrew Ngozo

he TCTA has an enviable track record when it comes to project delivery, reveals Ndlovu. “We deliver on time, to specification, and within budgetary and environmental constraints. Our client base has grown to include not just the Department of Water Affairs, but also water boards, large metropolitan municipalities, and industrial entities in the energy sector,” he says. According to him, the TCTA was founded on the strategic importance of bulk-water provision. “From inception, we had a role that transcends borders, for example through our work on the Lesotho Highlands Water Project.” He adds that the Authority’s footprint has been increasing inside South Africa, save for the two provinces of the Northern Cape and the Eastern Cape.

A Growing Portfolio Expounding on the capabilities of the TCTA, Ndlovu explains that his organisation has developed the rare capability of managing complex projects across an extended life cycle “from conceptualisation and front-end negotiations and structuring, to financing, to implementation and debt redemption. By

Word

Water A New

for

James Ndlovu, Chief Executive Officer, Trans-Caledon Tunnel Authority

Over the years, the Trans-Caledon Tunnel Authority (TCTA) has increasingly found favour and recognition within the South African community. The Authority aims to systematically transform livelihoods and ensure sustainability in all project communities. According to James Ndlovu, Chief Executive Officer, TCTA, they also play an important role in building the country’s critical skills base through internships, learnerships, and bursary programmes prioritising the disadvantaged youth.

developing this critical capacity, the TCTA has become the de facto transaction advisor to the Department of Water Affairs for off-budget projects,” he points out. All this occurs in an environment where bulk-water infrastructure has to be user-funded and not financed from the national coffers, elaborates Ndlovu. The TCTA’s journey is one that has been evolving since 1986 when the Lesotho Highlands Water Project treaty was signed by South Africa and Lesotho. Since then, numerous projects have been executed successfully, Ndlovu states. These include the Berg Water Project in Cape Town, the Vaal River Eastern Subsystem Augmentation Project, the Mokolo-Crocodile Water Augmentation Project, and, most recently, the Metsi Bophelo Borehole Project in respect of which the Authority received a directive pertaining to the Acid Mine Drainage Project. As the Authority forges ahead in its mission to be

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‘the leader in the sustainable supply of water in the Southern African region’, Ndlovu assures stakeholders and partners that “the TCTA will tackle new challenges with due diligence and develop the capacity to respond comprehensively to the changing environment”. He concludes that the Authority is on course with all initiatives that it has been entrusted with and that it intends “to deliver on any and all of them”.

Mission to Facilitate The TCTA is a multidisciplinary organisation specialising in project financing, implementation, and liability management. The business model is guided by the fundamental need to transact business within an acceptable risk framework.

25 YEARS OF THE EXTRAORDINARY TCTA is a state-owned liability management entity responsible for bulk raw water infrastructure development

The Trans-Caledon Tunnel Authority (TCTA) is proud to contribute towards a system which aims to deliver a sustainable water supply across Southern Africa. Our specialist skills, from sourcing project finance to planning, design and construction, place TCTA in the ideal position to facilitate development of bulk raw water infrastructure. From an initial single project, TCTA now manages a portfolio of nine. These are the Lesotho Highlands Water Project Phase 1; the Berg Water Project (Western Cape); the Vaal River Eastern Subsystem Augmentation Project (Mpumalanga); the Mooi-Mgeni Transfer Scheme Phase 2 (KZN Midlands); the Olifants River Water Resource Development Project Phase 2 (Limpopo); the Mokolo-Crocodile (West) Water Augmentation Project (Limpopo); the Komati Water Scheme Augmentation Project (Mpumalanga) and, more recently, the Acid Mine Drainage Project (Gauteng) and the Metsi Bophelo Borehole Project (across six provinces). TCTA is also expected to play a key role in the funding of the Lesotho Highlands Water Project Phase 2, the implementation of which was announced in a joint statement issued in August 2011 by the Governments of Lesotho and the Republic of South Africa.

The provision of water serves as a catalyst for sustainable economic development. The manner in which TCTA implements and manages its projects is governed by principles of transformation and sustainable development. We consider ourselves an instrument of social purpose, formed within society to accomplish social objectives. Consequetly, we are obliged to create new patterns, processes and strategies to tackle complex socio-ecological issues. TCTA has committed itself to the progressive ideals and principles of sustainable development and their integration into various aspects of our business processes, giving us an opportunity to create value for all stakeholders, including social, economic and environmental facets. All the above services are in support of governmentâ&#x20AC;&#x2122;s development agenda to make a better life for all. TCTA is committed to assisting government to achieve its socio-economic objectives.

For more information on TCTA visit: www.tcta.co.za or call +2712 6831200

CASE IN POINT The Effectiveness Company by Ilse Ferreira

et, this is but one aspect of what she believes when it comes to business. The Effectiveness Company, an established and well-known business transformation outsourcing (BTO) organisation, has its tentacles in many areas of business, and, Ravenall explains: “Transformation should be more than a word, it should be seen as a daily process that touches every aspect of a business, as well as the lives of the people within that business.”

Ravenall holds a doctorate in metaphysics. “We are already getting many enquiries about this as a transformation approach within corporate organisations. We believe there is a relevant place for metaphysical concepts in the training and transformation processes, in fact in all processes. Metaphysics, in short,” she explains, “is the study of the relationship between all things. The metaphysician attempts to clarify the fundamental notions by which people understand the world, e.g. existence, objects and their properties, space and time, cause and effect, and possibility. A central branch of metaphysics is ontology, the investigation into the basic categories of being and how they relate to each other. Another central branch of metaphysics is cosmology, the study of the origin (if it has had one), fundamental structure, nature, and dynamics of the universe.” “Training has traditionally been about giving people information, – and staff used to ‘go on training’ – but little changed upon their return to their desks that could be ascribed to the training they had undergone, apart from the knowledge they received, of course. ”The metaphysical concept of all things being connected should be part of the foundation of a business. Imagine if each person started to understand the relationship and the cause and effect of their actions and behaviour not just to the environment, but to themselves. Imagine if one person should make just one change in his or her life (or daily tasks) – how radical a change that would make to the business.”

Metaphysics in

transformation

When the habit has to be unlearned, the highway will diminish and the new thought pattern’s highway will be formed, evoking responses to the new thought and settling a new pattern.

Suzanne Ravenall, Chief Executive Officer, The Effectiveness Company

CEO 2013 Vol 12.7

CASE IN POINT The Effectiveness Company

“Sometimes on entering a company one can literally pick up a “vibe” – (the resonances in the energy field). Imagine the day when we will all be able to, with simple steps and probably simple technological equipment, change the energy field around us and stay in resonance, which will lead to optimal time spent at work,” Ravenall muses.

Quantum theory in the corporate world “Where we are now we can clearly see that the quantum theory is relevant in business too. The Quantum Theory, which has as one of its tenets the fact that everything is connected, is today hailed by many scientists as Einstein’s most valuable scientific contribution. Quantum theory reaches into all science and interprets what happens at the subatomic level. In humans, this translates into our subconscious thoughts and our behaviour. Ravenall says research has shown that by an early age our programming in terms of our future behaviour is already completed. By age two a toddler has built neurological pathways that determine his response to external stimuli. “However, we now know that we can change this programming. It is well known that habits can be broken, and changed, and that it takes 21 days to ‘unlearn’ a habit and settle a new one in its place. “On the neurological level, we have billions of nerve cells (neurons) with from as little as twenty to even thousands of dendrites (octopus-like arms which reaches out to connecting neurons, and from where chemical messengers are released). Upon receiving a signal, such as the thought of fear, the brain will release the chemicals according to the person’s patterned behaviour. The dendrites form “highways of thought” and thicken when a thought becomes habitual. When the habit has to be unlearned, the highway will diminish and the new thought pattern’s highway will be formed, evoking responses to the new thought and settling a new pattern.

Transformation is about all aspects of the person, physical, mental, emotional & spiritual and not just about the process “This knowledge is critical when approaching a transformation process. Along the journey of life, we should be continually looking at ourselves and our responses to life’s stimuli. “Many people are waking up to the fact that meaning cannot be found in external things, and corporations are also now becoming aware of the fact that people who have this changed perception of life and of themselves, are impacting the business in a positive way. She says the topic of human growth is currently being widely debated as a hot topic in the corporate environment. One of the underpinning concepts of metaphysics is the belief that every person is the creator of his own reality and the things which are happening in his/her life, is part of the journey towards stripping away undesirable thought pathways and replacing them with the correct response.

Team dynamics can be shifted Every team of people function, whether properly or less well, in a way which becomes habitual over time. Any change in the dynamic rocks the boat, so to speak, and even the smallest shift will change the energy field around the team. If then, we manage to transform the thinking patterns of the individuals within the team, a transformation will take place without making any other changes in the environment, or processes the team performs. That’s why it makes sense to train people to transform themselves,” Ravenall explains. “When we increase our wisdom, we also increase our capabilities. Bringing components of metaphysics into the workplace supply people with a new way of helping them to understand the science of living: to live better while gaining a better understanding of oneself. The universe is such a clever place, everything around us in some way, shape or form, is giving us messages that we should be able to grasp and use in our lives.”

Awareness and open minds “New things are difficult to understand,” Ravenall says, “And requires an open mind. People tend to respond emotionally to things happening around them. In order to shift their responses they would need to find the place where they can ask what they have done to contribute to the situation. People are at all different levels, and mostly they continue to respond and act in habitual fashion.” Ravenall defines transformation as the ability to leave something better off in some way, shape or form that when you found it. “There are no laws about the speed, levels or any aspect of transformation. Incrementally, or with leaps and bounds… transformation means the latter state is better than the former. It is in fact heartening to see that big business is beginning to understand that it has a wider meaning than just to change the internal processes in a company. Ravenall has started The Ravenall Institute which offers programmes for companies and individuals, incorporating life coaching and many other courses. Contact The Effectiveness Company www.effectivenesscompany.com

Changing from the inside out 1. Neurons have anything from twenty to thousands of dendrites, the connectors which reach out to other neurons with chemical messages 2. Transformation requires the courage of looking at oneself 3. Energy fields can be measured with simple electronic machines 4. A group resonating on the same frequency is optimally effective in their aims

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CEO 2013 Vol 12.7

IN B&W Pumulani

the

vs Letter

Spirit the

of the law

hief among the unintended consequences was that the BBBEE Act enriched a few connected individuals, yet what most forget is that the companies being empowered were, and still are, free to choose their partners. The fact that they chose connected individuals should be laid solely at the door of the companies looking for empowerment partners, unless, of course, they are telling us that they were coerced to partner with certain individuals. The positive, unintended consequences were the significant deals flow for the financiers, advisors and lawyers who worked on black economic empowerment (BEE) transactions, and, for a number of years, BEE transactions topped the lists of mergers and acquisitions in the country. Subsequent to the enactment of the BBBEE Act of 2004, the General Codes of Good Practice were published in 2007, but with much less fanfare because the market was probably suffering from BEE fatigue. Fast-forward to 2013 and the publication by the Minister of the amended Codes for review. The major change to the Codes is that Enterprise and Supplier Development (ED) now makes up at least 40 of the 108 points available on the BEE scorecard. The first unintended consequence of the Codes was that there was a proliferation of consultants who found ways of making sure that companies ticked the scorecard without meeting the

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Please e-mail your suggestions to pumulani@beehivecapital.co.za.

When the architects of the Broad-Based Black Economic Empowerment (BBBEE) Act crafted the original piece of legislation, they most probably never foresaw the unintended consequences of the Act, otherwise they might have been tempted to draft the Act differently.

Pumulani

Ncube

IN B&W Pumulani

spirit of the Codes. The second unintended consequence was that, because the Codes were seen by some as a ‘grudge purchase’ on the part of a company, there was a mushrooming in the number of ED consultants. The final consequence was that the top end of the ED consulting space was dominated by a duopoly of companies. One would like to believe that, when designing the ED piece, the architects of the Codes had in mind the devel-

entire ED budget to fund the BEE partner’s contribution to the BEE transaction. Whilst the Codes allow for this, could this be defined as narrow-based empowerment, as the money meant for SMEs is assisting a limited number of individuals who will soon be reasonably well off from the BEE transaction? One of the subcomponents of the ED Codes awards points to the company that pays its black suppliers in a period shorter than the normal 30-day period. Although not expressly stated, ‘black supplier’ should possibly mean black-owned or -influenced SMEs. Awarding points for an early payhe objective is not to criticise any of the ED ment to a black-owned, multibillion-rand initiatives implemented by companies, but company that is a monopoly or duopoly is to debate and share knowledge on what ED is probably against the spirit of the law. That early payment made to a monopoly could endeavouring to achieve. instead have had a far greater impact on the SMEs in the company’s value chain. opment of small and medium enterprises (SMEs) by giving Judging from the number of transport-based transacSMEs access to the markets of the corporate implementing tions that we have seen with regard to Fast Moving Conthe Codes, thus reducing the 80% mortality rate experienced sumer Goods (FMCG), companies should be more creative by SMEs in the first two years of operation. In other words, in finding business sectors outside of transport to assist the architects were advocating a broad-based enterprise dethe SMEs in their value chain. For example, FMCG compavelopment model. However, over the years, we have seen a nies could look at ways to assist their SME retailers, thereby number of interesting transactions and developments in the helping them to be more efficient and to build sustainable ED space which, although it can be said that they tick the businesses. Alternatively, because FMCG companies proscorecard, are not within the spirit of the Codes. The objecduce huge volumes of goods, outsourcing some of the tive is not to criticise any of the ED initiatives implemented raw materials to SMEs would build sustainable SME busiby companies, but to debate and share knowledge on what nesses. The same principle applies to mobile companies, ED is endeavouring to achieve. which could use these programmes to increase usage of their products among SMEs. As a point of departure, companies should stop viewED programmes could be used as both a tool and an ing the 3% after-tax obligation in respect of ED as a ‘tax’ opportunity to drive change in certain industries. One way with regard to which they simply need to find the easiest would be to gently nudge multinationals, particularly the way to comply and ‘tick the box’. Companies should view Original Equipment Manufacturers (OEMs), to request that this as an opportunity to invest in their value chain. From SMEs be involved in their value chain. We have seen some a supply-chain perspective, they should see this as an opmultinationals escaping the ownership obligations under portunity to improve efficiencies in their supply chain so the Codes and opting for equity equivalents. Surely, they as to increase consistency, quality and delivery times in can’t seemingly escape the ED pillar? respect of products from their SMEs. From a distribution perspective, companies should consider this an opportuIn most SME surveys, access to funding is given as one of the biggest challenges facing SMEs, and, yet, when SMEs nity to access areas or market segments that they couldn’t get into business they realise that access to markets is an ordinarily access or to improve their distribution chain useven bigger challenge to the business. A well-designed ED ing SMEs in their value chain. Programme will ensure, firstly, that SMEs will have all the busiAs part of the financing mechanism to enable a BEE partner to buy into a company, the BEE partner is required to ness pillars in place to access funding from various funders. make some form of contribution, which, in some instances, is Secondly, those on the Programme will ensure SMEs have a significant amount of money in relation to the BEE partner’s access to markets, which typically makes funders more comfinancial capability. Companies have been known to use the fortable about funding the SMEs on the programme.

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CEO 2013 Vol 12.7

IN B&W Mark

Working

Micromanager for a

The general view of organisations is that the strategic thinkers occupy the more senior levels, and the more technical thinkers the lower levels. Unfortunately, it is more complicated than that, as thinking preferences are profiling traits that govern without consideration of the context. This results in frustration at a number of levels, and more acutely in reporting structures. In dealing with issues that executives face on a daily basis, I am increasingly being engaged by frustrated leaders who feel that they are being micromanaged.

et me first explain the two opposing profiling traits we are dealing with in this article. The first can be described as a big-picture view, and the second as a detailed view. Other ways of describing this thinking preference are breadth versus depth, creation versus execution, or dreaming versus doing at the extreme. Obviously, there is a range between these two extremes. There are no good or bad traits, or better or worse traits. There are, however, advantages and disadvantages to all traits, and an awareness of these allows for flexibility and contingency. The breadth profile is characterised by a cognisance of the big picture or an overview of the work. Such individuals derive satisfaction from the creation of work, and, ultimately, the ability to look back and see what was not there before. They are less interested in the actual tasks associated with the execution or completion of the work. For this reason, they can tend to procrastinate, and they struggle to find the motivation to engage in the detail required to actually

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Mark

Holtshousen

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usiness performance results from both the envisioning and execution of a good strategy.

deliver on the vision. The breadth profile is ideally suited to leaders who need to envision the future, to sell that vision, and to get others to buy in and be motivated to mobilise in the accomplishment of the vision. The depth profile, in contrast, is characterised by a cognisance of the actual detail, the task at hand or the work. Such individuals derive satisfaction from engaging in tasks which they find meaningful and which they are usually exceptionally proficient at. They are less interested in the overarching purpose or ideal end. This means that, provided that they are engaged in work which allows them to demonstrate their skill repeatedly, they tend not to gauge that task in the light of the bigger picture. They can get stuck in the detail and enjoy diving deeply into a subject that interests them, regardless of its priority or relevance within the context at the time. This profile is ideally suited to leaders of whom a depth of technical knowledge and detail is required, as well as the fulfilment, delivery or execution of a vision. In the ideal world, the combination of the two traits works very well. Business performance results from both the envisioning and execution of a good strategy. In reality, however, we are dealing with two opposing ways of thinking. The extent of the frustration emanating from these traits, especially in reporting structures, is severe, the most common of which I loosely call â&#x20AC;&#x2DC;micromanagementâ&#x20AC;&#x2122;. It is inevitable that individuals who profile for depth rise up the ranks and are appointed into senior positions, and often appropriately so. The depth profile allows for particular skills, work ethic, performance, and delivery to be demonstrated. These are quickly recognised, and are accompanied by increased responsibility and portfolio. As these individuals rise further up the corporate ladder, they often do not change their working style. On the one hand, that style has served them well in the past, and, more significantly, they derive satisfaction from working in that way. It not only comes naturally to them, but they are wired for it. Inevitably, they will occupy positions senior to those with breadth-profiling preferences, and this is where the frustration occurs. Depth leaders at senior levels, in the absence of awareness and personal intervention, lead in a

way that can only be defined as micromanagement. In other words, they still expect a level of detail and extensive hours, which they deem to be the appropriate standard. Of course, micromanagement can be the result of other factors, but, by and large, this is most often the case. I am reminded of a recent situation in which the chief executive officer of a large multinational company profiled for depth. Make no mistake, he is a great leader, and certainly deserving of the role. Under his reign, the company has grown by leaps and bounds, but his Exco team are about to lose their minds! Aware of his tendency to erratically dive deep in meetings and suggest the need for the knowledge of detail usually inappropriate at that level, the team sets aside days before to guess at what he might ask and prepare accordingly. It is not only a huge waste of time, but also implies that the team is incompetent. How does one deal with this? In the perfect world, leaders who profile for depth would, through awareness, develop flexibility and build in contingency measures to ensure that their preference traits are kept in check in keeping with the role. This would also be true of those who profile for breadth and need to ensure that there be no procrastination in the detailed execution as a result of their preference. That aside, here are a few suggestions for those who report to a micromanager: 1. Design a system to provide enough information and detail on a regular basis for your boss. This may take the form of a meeting, but, in all likelihood, depth-driven individuals will usually enjoy written communication and documentation. It may be worth first meeting with him or her to find out what information they want from you, and at which intervals, and then go the extra mile to prepare this and provide it without being requested to do so. Giving them what they want will give you the luxury of working the way you want. 2. Communicate your working style to them, honouring their working style. Creating a level of openness and awareness goes a long way in relieving unspoken frustration in the future. 3. Do not feel that it is not the right answer to answer a depth question by simply saying that you do not have that information on hand but will get back to them with it. 4. Finally, identify the few important things that demonstrate to them that their expectations are important to you. This may be something as simple as activating outof-office replies. *Copyright Mark Holtshousen

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ESCAPE TO CAPE TOWN SOUTHERN SUN WATERFRONT 1 Lower Buitengracht, Cape Town T: +27 (0)21 409-4000 sswaterfront.reservations@tsogosun.com

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IDEATE Business AVIS by Richard Broeke

Small Businesses

for

HACKERS are the Path of Least Resistance

For the average small to medium sized enterprise, which faces the exact same IT security challenges as large enterprises, buying and maintaining countless point solutions to address security threats in what is really a reactive patchwork manner is an expensive business.

osts really start to stack up when there are 25 to 1000 users needing a variety of point solutions on their workstations, and all of them need updating every year. Typically, there comes a trade off. Companies either stick to just the basics, or they donâ&#x20AC;&#x2122;t update with the appropriate frequency to keep pace with threat evolvements. Neither is good enough. Both leave their systems vulnerable to newer attacks.

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IDEATE Business AVIS

Top Three Security Essentials for the Small Business

Back to the Endpoint

Email security, endpoint security and a robust device management solution are the top three security essentials for every small and mid-sized company. Email security is more important now than it has ever been. In South Africa, one in 178 emails are identified as malicious – putting the country in the top four geographies where malicious email traffic is high (Symantec). Malicious code includes programmes such as viruses, worms and Trojans which are secretly installed on computer systems to destroy or compromise data or steal sensitive information. Generally, attackers aren’t concerned about the size of the organisation. As long as there is a stable and constant connection to the internet, small businesses can be targets. In fact, small to medium-sized businesses are often perceived as softer targets because they aren’t likely to have high level security measures in place as larger corporates typically do. And sadly, this perception is not far off the mark. Globally in 2012, 50% of all targeted attacks were aimed at businesses with less than 2 500 employees, while 31% of attacks were targeted as companies with fewer than 250 employees (Symantec). Money in the bank, customer information, and intellectual property are what they are after. Most businesses have all three – valuable fodder for cyber crime syndicates.

It’s a discouraging fact but, employees are the biggest threat to a company’s IT and data security. With so much emphasis on protecting company networks and data against threats from the net, the threats that can be perpetuated from inside the ranks are often ignored. On one hand there is the risk of employees unwittingly depositing viruses and other malicious content onto company resources by plugging-in infected peripheral devices like iPods, cameras and memory cards. But, on the other hand there are more sinister threats arising from employees’ access to information on company systems. Each and every endpoint should be equipped with its own firewall to protect it against threats that don’t originate from the internet, such as those spread via email or infected discs. A desktop firewall will also stop unsolicited outbound traffic from infected computers which could lead to infections and security breaches in other computers and external programmes. A decent endpoint security solution should include antivirus, antispyware, desktop firewall, intrusion prevention, device control and application access control.

Unmanaged Mobile Devices are a Gateway for Hackers Threats targeting PCs still outnumber those aimed at mobile devices, but smartphones and tablets have come under increasing attack in the past two years. Between 2011 and 2012, there was a 58% increase in mobile malware (Symantec). Some pieces of malware are designed to gather information such as phone logs, user location and smses, while other pieces of code will install adverts in the device’s photo albums and calendar. Banking Trojans monitor devices for banking transactions, gathering sensitive details like passwords and account numbers. Then there is malware which causes a device to send out SMSes to premium-rate numbers. Aside from the personal risk and costs associated with these kinds of infections, employees using unprotected mobile devices to email, store company data, and connect to the internet or company network, are putting company networks and information at risk. The rising tide of mobile malware has made the implementation of mobile device management and security solutions a must for any business that allows employees to use portable devices to do their jobs and access the corporate network.

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mail security is more important now than it has ever been. In South Africa, one in 178 emails are identified as malicious – putting the country in the top four geographies where malicious email traffic is high (Symantec). Blocking the Path of Least Resistance We are increasingly seeing smaller companies, which simply cannot afford the knock, being attacked. Companies need to carefully weigh up the costs of having decent measures in place against the costs of skimping on IT security. IT security must really be seen as a critical business priority. The more layers of security there are, the more difficult it is for cybercriminals to access and compromise data. But, the security essentials should be in place. Instead of purchasing and maintaining various point solutions, small and mid-sized businesses should consider outsourcing their security. Managed, cloud-based security services, contrary to common perception, typically have a lower cost of ownership and ensure that IT security costs are predictable. This brings best-of-breed technologies within the reach of smaller businesses. Outsourcing IT security to specialist consultants allows companies tap into the skills of a team of experts whose business it is to stay ahead of security threats and trends.

IDEATE BRICS by Andrew Ngozo

BRICS to Deal with Urbanisation

Challenges

Governments from emerging economies should, to deal with challenges related to urbanisation, invest smartly in rural areas to counter the influx of job seekers to urban areas.

ccording to Lechesa Tsenoli, Minister of Cooperative Governance and Traditional Affairs, while government will accelerate its investment in urban areas to eradicate informal settlements, it will also target poor towns and rural areas through the 18 Strategic Integrated Projects (SIPs) to eradicate poverty and inequalities. The minister was speaking at the recent BRICS Urbanisation Forum in Durban. India hosted the first forum in New Delhi in February 2013, where it was resolved that the BRICS member states – Brazil, Russia, India, China and South Africa – should find areas of cooperation in order to deal with food security, poverty alleviation, rural–urban migration, water and waste management, public health, and sanitation. Tsenoli says it is in these areas that the five countries need to share information and views and to forge investment partnerships to counter challenges related to urbanisation. Bringing the matter closer to home, Tsenoli notes: “In the latest assessment of the numbers, we have 60% of the South African population living in urban areas. The National Development Plan predicts that, by 2030, this will rise to 70%. It is a problem in the cities, in the metropolitan areas in South Africa, such that there are now more poor people there than in the rural areas.” Tsenoli mentions that the provision of water, electricity and other services in many rural areas has caused people to move back to the rural areas, with some choosing to stay there.

South African Interventions Other interventions that have been implemented to deal with social security, like social grants and the rollout of social, low-cost housing, have contributed to people not rushing to move to the rural areas post-democracy after many people were forced off their land by the apartheid regime. Tsenoli believes that the bigger programmes that are now under way, such as the programme being undertaken

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he National Development Plan predicts that, by 2030, this will rise to 70%. It is a problem in the cities, in the metropolitan areas in South Africa, such that there are now more poor people there than in the rural areas.

by the Presidential Infrastructure Coordination Committee to provide infrastructure across the country, will contribute to sustainable livelihoods in poor towns and villages in South Africa. “One of the requirements is that such infrastructure projects speak to the rural agenda, for instance deliberate rural linkages such as improving access roads, providing electricity, and providing information communication technologies in centres where people can use them without having to go to town to access them.” At an international level, and ever since South Africa joined BRICs in 2010, several partnerships have been forged across national, provincial and local spheres of government, ranging from knowledge exchange to investment opportunities. At a national level, following a meeting of BRICS leaders ahead of the G20 Summit in St Petersburg in Russia, it was decided that the BRICS-led New Development Bank would have an initial subscribed capital of USD50-billion contributed by the BRICS countries. A contingency reserve arrangement, as agreed by the BRICS forum at the Durban Summit in March 2013 to deal with urbanisation challenges, will have initial capital of USD100billion to help BRICS countries anticipate short-term liquidity pressures and further strengthen financial stability. *Source: The South African Government News Agency

IDEATE Business AVIS by Desirée Gullan

Harness

the power of content co-creation Consumers becoming content creators is nothing new. In the digital age, we encourage consumers to contribute through comments, blogs and sharing. We ask consumers to create their own content with a reward for the most exciting contribution, and yet, very few marketers have successfully embraced the opportunity content co-creation presents.

llowing consumers to create their own content is a great way to establish two-way communication and establish your consumers’ perception of the brand. For centuries, great storytellers have relied on their audiences’ imaginations for stories to be truly great – it’s about time we harnessed this for brand stories and marketing in the digital age. While co-creating content will vary from brand to brand, here are three key tips for starting the process:

1. Know the Brand Story Before you can expect your audience to get involved you need to understand the brand story first. This goes beyond key messages and delves deeper than branded content. Although you are co-creating content you need to give your audience a point of departure to steer the content in the right direction. Define the messages that need to be

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created, link them to co-creation opportunities and decide on the most appropriate channel.

2. Make it Fun and Accessible Co-creation should be engaging and exciting – allowing your audience to use their imagination and get creative. Disney’s Toy Story 3 did a great job at this a few years ago through their Build Your Own Toy app on Facebook. The app gave fans tools to build their own toys and share them on Facebook. Fans didn’t have to create their own content from scratch and could instead, with little effort and lots of fun, co-create brand content. Brands often make the mistake of relying solely on the audience to create content such as uploading photos or videos, but this asks a lot from the consumer and leaves little control for the brand. Rather than making consumers go out of their way to create content, give them the tools to make the process easier and try to tap into existing consumer behaviour.

3. Don’t be a Control Freak Although co-creating content allows for more control over the conversation, brands need to loosen up and remember that you are tapping into the creativity and imagination of your audience – giving them an opportunity to interweave their story into your brand story. If there are too many parameters the audience will lose interest, so it’s vital to keep the balance between flexibility and control when allowing your audience to co-create content.

IDEATE Perspective AVIS

2020 A SHIFT in HR for

WORKPLACE Readiness

Now is the time for changing the workplace to be ready for the future. In fact, the best companies globally are already preparing strategies that will define their vision for the year 2020.

atalie Maroun, Chief Strategist for LRMG Performance Agency, says a number of forces currently at play are helping to shape the workplace of tomorrow. “Keep in mind that future new employees, called Generation 2020, are now almost in high school and at the same time, the technologies that will define the 2020 workplace are in design stage already. In addition, globalisation, the introduction of new ways of working, the usage of emerging technologies, and shifting demographics throughout the workplace are all having an impact on, and helping to shape the workplace of the future,” she says. For companies to succeed they will need to introduce particularly innovative HR practices to ensure they are ready to meet the inevitable shifts in the way work is viewed. Consider for a moment that never in the history of the modern world will there have been five generations in the workplace at one time. “So how do organisations best integrate these different generations whose style of working, use of technology and overall mindset differ so dramatically?” asks Maroun.

And what does this mean for Human Resources (HR)? According to the book The 2020 Workplace by Jeanne C. Meister and Karie Willyerd, one of the first things HR needs to initiate is a global mindset to enable performance at the highest levels in the 2020 workplace. Says Maroun, “It’s critical to develop an organisational capacity to work with a geographically dispersed set of employees, customers, partners, and suppliers from diverse cultures across time, space, geographies and organisational boundaries. Cultural exchange is vital to understanding the market, which is why a company that withdraws into itself atrophies.” Now too is the time to become über-connected. She advises HR to develop advanced corporate communication platforms using a range of social media, blogs, wikis, communities of practice, and online corporate social networks to

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connect employees, enable mass collaboration and facilitate innovation in the global marketplace. Furthermore it’s important to personalise the employee experience and consider how to individualise the existing one-size-fits-all approach to employees. “Creating a personalised employee experience is a way to retain the best talent. Therefore develop a way of delivering a unique, tailored experience by offering a wide range of choices from which employees can select benefits to match their unique needs.” Citizen leadership is also key. The 2020 leader will have to move beyond the hierarchical style of management that has been the main model for over a century. “The marketplace is too complex and conditions are changing too rapidly for organisations to rely on cumbersome and antiquated forms of leadership and management. Develop an approach that reinforces the principles of openness and democracy through access to information and social collaboration. A citizen leader will recognise that enabling the entire organisation to collaborate in non-traditional ways will accelerate its market responsiveness.” It’s also smart to champion openness and transparency. “Encourage full disclosure of the thought process leading to decisions that matter to the organisations. The strongest messages that leaders of an organisation can send is through their own behaviour.” Finally and perhaps most importantly, organisations need to create an inclusive culture by building a welcoming corporate environment and employer brand that is sensitive to culture, ethnicity, race, age and other differences that provide equitable access to opportunities. “Innovation thrives on a diversity of ideas. If you want innovation, you need a diverse set of contributors whose ideas are heard. “Clearly it is not just HR that has to factor in these essential shifts in the workplace. It’s also the top leaders of organisations that have to realise what’s required of companies to thrive in the years ahead. The key is how soon that transformation commences,” she concludes.

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OUT OF OFFICE Air Mauritius by Carl Wepener

from WEARY to

WOW An invitation to join Air Mauritius, visit one of the luxurious island hotels, such as LUX* Grand Gaube Resort, and experience not only the wonderful Mauritian people, but also the professional and excellent service, is not easily declined. Add to this the launch of Air Mauritius and its partners’ wellness and wellbeing programme that offers burntout South African executives (and others) the opportunity to rejuvenate and to reach new productivity heights and you have the attention of every person caught in the same trap.

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ir Mauritius Regional Manager, Southern Africa and Latin America, Carla da Silva says that Air Mauritius presents a unique offering, encompassing a focus both on corporate and leisure travel to Mauritius. “This rationale is aligned with wellbeing and the frightening statistics we are all familiar with in relation to excessive and disproportionate stress levels in South Africa and across the globe. Air Mauritius is proud to launch a wellness programme aimed at corporate executives, group strategy sessions, incentives, MICE travel and more so that businesspeople are able to visit the idyllic island of Mauritius,” expounds da Silva.

At a glance, the programme encompasses:  A special fare, offered at a highly reduced rate to land partners in order to structure competitive travel packages (for land and air).  Excess baggage benefits for retail therapy and golf on the island, where applicable.  Business-lounge access, despite travelling in economy class, as per the package that will be structured.  Value-adds at each resort that will be structured and included, for example: Spa treatments, meditation, yoga, group workshops, individual coaching sessions, health assessments, and more.

Having just returned from a trip to Mauritius, where we had a wonderful and successful launch of our African Most Influential Women in Business and Government Awards, the invitation to join Air Mauritius came as a lovely surprise. Don’t get me wrong: the Awards trip was a most fruitful one, but it was work only – and it is the most daunting task to think ‘work’ when you are in Mauritius. What follows are my own experiences, thoughts and outline of the launch of the wellness and wellbeing programme. At O.R. Tambo, we were welcomed by Air Mauritius, our tickets were upgraded to business class, and then we started to discuss the trip and all that it would include. Our hosts for the trip were Louise Churches from Glass Slipper Communications and Air Mauritius, Alexis Bekker from LUX* Resorts, Brice Lunot - GM LUX* Grand Gaube (LUX* meaning Lighter. Brighter) and the vibrant Kate Emmerson from The Quick Shift Deva and author of Clear Your Clutter fame. At this early stage, it was already clear that this was going to be no ordinary tour or a fact-finding mission; this was going to be a hands-on experience which would enable us to participate in all that was offered and advertised, and then some. LUX* Resorts has bid farewell to tired, predictable, everyday holidays and heralded in ‘Island Light’, a new and exciting concept designed to celebrate a more balanced life even when on holiday. There are messages placed in bottles leading you to yet another experience or prize; there are secret bars, pop-up restaurants and al fresco film screenings; or phone home from the red telephone booth with its classic telephone at no cost. How could one not look forward to the trip when around every corner lay yet another unique and memorable experience? After our flight and being pampered by Air Mauritius in business class for four hours, we arrived fresh and ready for the challenge at the new, modern and functional Sir Seewoosagur Ramgoolam International. After a drive of an hour or so, we arrived at the LUX* Grand Gaube Resort - Mauritius, and were welcomed by the PR Manager Elvis Follet and his team, after which we were treated to a late dinner. Now it is common knowledge that I love food – and Mauritian resorts are well known for their exquisite cuisine that can add many a kilogram over the span of a few lazy days. LUX* Grand Gaube Resorts is no exception when it comes to tasty meals and the range of food. However, the differentiator lies in the preparation and type of food, as it is prepared with one’s health in mind, and, of course, it not only looks fantastic but also tastes delicious. Ever heard of a swordfish burger, or tasted it? Well, I can recommend it – it is absolutely delicious, and so was every dish that I tried. The rooms, as expected, are well laid out and luxurious with exquisite linen and great beds. From the 198 rooms and suites one looks out onto the natural beauty of one of the prettiest and most tranquil of beaches and peninsulas that I have ever seen in Mauritius. All of the resorts boast five-star

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OUT OF OFFICE Air Mauritius

selling points, but some such as LUX* Grand Gaube are more exceptional than other resorts. Not only is the atmosphere relaxing, but the ambiance of all the areas and buildings adds to the natural beauty of the garden with its filaos, banyans, coconut trees and abundant bird life. Add to that the Spa and wellness facilities, conference facilities, entertainment by way of daily programmes for adults and children, and you have a clear picture of the possibilities of the resort. Parents don’t have to worry about children, kids or teens, as there is a club that ensures that they have fun-filled programmes and excursions that will keep them busy from early to late. As mentioned, this was no ordinary trip, for we started early the next morning with Tai-Chi and yoga classes. I know that those of you who know me will start laughing right about now, as I do not have a yoga figure, nor have I ever participated in the ‘sport’ or whatever it may be called. However, being always willing and ready, I did participate in the beginners’ class, and through many a grunt and excessive breathing I came to appreciate what it means to the body and soul. Even when it rained it felt more like cleansing than a reason to escape the class. Also, I must admit that my wonky knee felt a lot better after this. Kate, on the other hand, was waiting for us to clear our clutter, and, right after a lovely breakfast, again with the most delightful and different foods, we attended her ‘Live Light, Live Large’ programme during which were shown not only how to recognise the clutter in one’s life, but also how to clear it all out. It was a real eye-opener to see how easy it is to clear one’s future of the clutter that stops one from adding value to one’s life, and also that, when something is no longer serving one, it is time to get rid of it. Food, again, was served at The Banyan Island Kitchen Restaurant, and that reminded me of the Jardin D’Herbes where one can step into the enchanting world of herb gardens and reserve a spot to lunch or dine al fresco. And then there is LUX* ‘ICI’, the tastiest, freshest low-fat ice cream one can dream of. Let’s not get into flavour, as they are all delicious and one can have three scoops at a time. The biggest problem is to stop coming back for a third or fourth helping. The evening ended with some freshly ground, real island coffee at Café LUX*. It is just about impossible to pass here without stopping to have coffee or to smell the lovely, sweet aroma.

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The next morning started with Boot Camp, which was enjoyed by most of those attending –and we had some really good laughs at a few of our colleagues trying out new, never-done-before moves on the apparatus. The resort also has a comprehensive LUX* Me Fitness centre where you can participate in functional fitness and receive a complimentary Functional Movement Screen to determine the programme best suited to you. The LUX* Me Spa is where you can simply relax, enjoy your treatments and be pampered. You can create your own experience with a combination of what you want, and that includes the Spa swimming pool, two Jacuzzi’s, or the sauna or steam room. The Spa pampering can also be done in your own room. We did not go in for any of the water sports, except for trying to cool off in the warm waters of the Indian Ocean. There is a whole range of complimentary water-sport activities available, as well as the rental of catamarans or excursions in glass-bottomed boats, big-game fishing, diving, snorkelling, cycling, golf, bowls, tennis or table tennis. There is also a cinema seating 60 people and complimentary conference facilities. Bigger groups and functions are catered for as per their specific needs. All the LUX* Resorts, including those on Reunion and the Maldives, are dedicated to their clients and are places where every moment matters and where ordinary things are done extraordinarily. If you want to go from ‘Weary to Wow and Lighter and Brighter’ and escape from the clutter of your everyday existence, I can think of no better programme, partners or place than this excellent programme brought to you by the dynamic Carla da Silva, LUX* Resorts and other like-minded partners. It is relaxing, interesting and life-changing. *For more information on LUX* Resorts, please visitwww.islandlightholidays.co.za or call (011) 770 7821

Nurturing

Talent

Creating Opportunities

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OUT OF OFFICE Woodhill Country Club by Ilse Ferreira

Serene Surroundings for

Group Sessions

With the hectic trend of our lives continuously gaining momentum, aided by new technology and increased speed in every part of our lives, it is heartening to know that there are places where corporate groups and individuals alike can go with the assurance that they can sit back and rely on others to make things happen.

ood food and professional service, against the backdrop of golfing greens and plush, elegant facilities … taking a group for a golf day, or any group meeting, becomes an easy and top-notch professional exercise at Woodhill Country Club. “We aim to be a one-stop shop for groups with any needs, whatever these may be. We have the facilities to host meetings, conferences, exhibitions, golf days, parties, weddings; … name it, we can do it all,” says Brand Marketing Manager Sarita Stonehouse. “One area in which we believe we will see more people taking to the concept is that of combined meeting/team building and golf days; in other words, the group may start the day with team building or a strategy-planning event and then move on to playing golf after the lunch break,” she says. “In this way, the time can be utilised for both business and pleasure on the same day. Actually, it works quite well, since business people can sit down and strategise in the morning,

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and then continue their discussions informally while playing golf in the afternoon,” explains Stonehouse. “It is not necessary to play golf only. With our facilities, combining meeting sessions with golf without going to another venue makes it far easier – in fact, a very worthwhile out-of-office experience.” One of Woodhill’s big pluses is its excellent security. Even the country’s top VIPs can be accommodated without concern for their safety, a very important point of consideration in these circles. With Woodhill’s impeccable safety record, each and every person making use of the facilities can be rest assured that all will be well in this regard. “Of course, full golf days are still being catered for. However, we are seeing a trend nowadays towards smaller groups. We accommodate anyone, no matter the size of the group or its needs. Our service is run by professionals and clients just have to sit down and discuss what they need with us, and then arrive on the day. We take care of all the details, thereby aiming to allow the client the luxury of not having to think about practicalities while at our venue. Everything we offer can be tailor-made for each individual client. “We are very pleased with our new food and beverage partner, Wiesenhof Coffee, situated at the Clubhouse. They have just opened for business and are already extending their excellent service to guests. Husband and wife, Willem and Lucia Venter, who have previous experience with Wiesenhof, are in the driving seat.”

OUT OF OFFICE Woodhill Country Club

Stonehouse says having the coffee shop at the Clubhouse has the added advantage of giving clients another option in venues … for the smaller groups, this could well be a nice alternative. Even weddings can be catered for by Wiesenhof. According to Wiesenhof Marketing Manager, Bridgid Jaucot, the decision to open a franchise in Woodhill Estate was a strategic one. “Our brand is aimed at the very top – which is why this estate, deemed to be the best address in Pretoria, was seen as a natural fit for us. We are honoured to be part of the Woodhill family, and they have accepted us with open arms,” she says. Jaucot says Woodhill’s known stance as being synonymous with top quality and professionalism was what attracted them to the estate. This is the first country club to open a Wiesenhof on its premises. But Woodhill facilities itself caters for anything from 10 to 200 guests at a time – both inside and outside, where a gazebo can be erected if preferred. Its close proximity to shopping centres, banks and the Pretoria East Hospital means visitors to the estate who have pressing personal matters to attend to can pop out during a break – everything is but a few minutes away. The golf course was voted the best golf course in Pretoria during this year’s voting by local newspaper group Rekord newspapers. This is but another feather in the estate’s cap: it has won numerous awards during the past five years, including the Green Jacket Award for the Best Golf Course in Gauteng.

Kobus Wiese, Founder of Wiesenhof

Enquiries: sarita.stonehouse@woodhill.co.za www.woodhillestate.co.za

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CEO 2013 Vol 12.7

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OUT OF OFFICE Nicci by Nicci Robertson

Inflamed Are You Living an

Lifestyle?

Inflammation is caused by the immune system and is a protective mechanism. A simple example of inflammation is the body’s response to a mosquito bite. The immune system creates histamines that gather at the site of the ‘attack’ and create a swelling of the tissues to dilute the enzymes that the insect has injected into the site.

he foods that we eat can have a very similar effect to the mosquito bite if they trigger an immunoglobulin associated with allergic response. The problem with most people is that they do not know that they are having an inflammatory response to certain foods, especially if they have been consuming them over a lifetime and are used to the physical response. These responses include bloating, eczema, weight gain, water retention, indigestion, irritable bowel syndrome (IBS), constipation or diarrhoea, headaches or migraines, sinusitis, certain cancers, osteoarthritis, generalised pain, and dementia, as well as heart disease, fibromyalgia and chronic fatigue.

How Do You Know If Food Is Causing Inflammation? Nicci Robertson, Founder, Re~Invent Company

The above list basically summarises just about every known malady, with the exception of bacterial infection. So, if you have suffered from ongoing (chronic) issues

Nicci Robertson is the founder of the Re~Invent Company and author of the Re-Invent Wellness Coaching Methodology. She is a clinical nutritionist, and master practitioner of neurolinguistic programming and psycho-neuro immunology. As well as being a member of the Institute of Functional Medicine (USA), Nicci consults to a number of multinational companies regarding staff wellness, work–life balance strategies, executive wellness coaching and stress management. She also runs a private practice in Johannesburg and can be contacted through her website: www.reinventhealth.co.za.

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CEO 2013 Vol 12.7

OUT OF OFFICE Nicci

that have resulted in you having to use long-term prescription medication or if your doctors are baffled because they cannot find a cause or cure, then there is a good chance that you are going to have to take a long, hard look at what you are eating. In addition to foods, there are several lifestyle factors that trigger inflammation, either on their own or in combination with inflammatory foods. These factors include:  Stress.  Lack of sleep.  Pollution.  Smoking.  Lack of exercise.  Diet. When it comes to one’s health, prevention is always a better option than cure. If your health ranks high up on your value chain, you can control a number of the factors that cause inflammation. Getting seven to eight hours of sleep is non-negotiable. Quitting smoking and engaging in regular exercise make a massive difference on so many levels. But the most far-reaching and permanent route to ensuring your longterm health is modifying your diet. For some, this is the hardest step!

Foods That Contribute to Inflammation Sugar, Refined Starch, Highfructose Corn Syrup, and Alcohol Whenever you consume refined foods, this causes a rapid rise in blood sugar, causes insulin levels to rise, and triggers a pro-inflammatory immune response. This even includes natural products such as honey and agave, which contain extremely high levels of fructose. Fructose, unlike glucose, is processed by the liver into undesirable fats, thereby leading to inflammation.

Vegetable Oils For optimal health, consum omega-3 and omega-6 in a ratio of 5:1. Vegetable and seed oils (sunflower oil, canola oil, soybean oil, margarine, corn

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can calm an inflamed system but will not completely cancel out the inflammatory effects of sugars, alcohol, and processed foods.

oil and processed foods in general) are high in omega-6 fats and reduce your body’s critical balance of omega-3 to omega-6 fats. A diet with high levels of omega-6 is known to contribute to mood disorders and dementia, as well as diabetes, heart disease and cancer. Omega-6 fatty acids are not bad in and of themselves, but, when your body gets out of balance, inflammation results. Foods that are high in trans fats, such as those found in many fast-food products, create low-density lipoproteins (LDLs). LDLs feed inflammation.

Spinach, kale, broccoli and cabbage are top-notch inflammation fighters. They are also a rich source of fibre and repair damaged DNA. These foods are high in antioxidants and they have a natural detoxifying effect.

Dairy Products

Turmeric (Curcumin)

Dairy products cause inflammation, because your body sees two major components in dairy products as foreign invaders (mosquitoes) and fights these with an inflammatory response. These two major components are casein and lactose (milk sugar). Ironically, these are often the largest components in baby formulas.

Turmeric is part of the ginger family of herbs and is often found in curry powders. Curcumin is a natural component of the rhizome of turmeric and is found in many natural anti-inflammatory preparations. Its benefits are far-reaching, especially with regard to neurological health.

Grains Wheat, rye and barley all contain gluten. Gluten will trigger an allergic response in 8 out of 10 people, whether they realise it or not.

Foods Containing Chemicals, Second-hand Drugs and Hormones We are not designed to process additives, preservatives, food colouring, artificial hormones, pesticides, and the drugs given to farm animals. Because the body doesn’t recognise these as foods, the immune system is called into action. The previous list may have cancelled out just about everything you eat in a day. But, for every downside, there is an upside. If you have suffered from the symptoms of inflammation, and depending on the degree of severity, you need to decide for yourself just how much to cut out and which antiinflammatory foods to include. Bear in mind, though, that eating a bucketful of anti-inflammatory foods

Anti-inflammatory Foods Dark, Leafy Greens and Cruciferous Vegetables

Blueberries High in antioxidants, blueberries are a delicious anti-inflammatory food.

Avocados The highest fibre-containing foods one can eat are avocados, for they are high in carotenoids, which fight inflammation. They are easily digestible and are full of healthy fats. Lemon Juice and Zest Hyperacidic systems are inflamed systems. Yet lemons, when ingested, promote balanced pH levels. Lemon peel contains salvestrol Q40 and limonene, which are known to destroy cancer cells. In addition, lemon peel has 100% greater nutrient density than the fruit itself.

Oily Fish Oily ocean fish like salmon and tuna are high in omega-3 fatty acids. Fermented soy, legumes, walnuts, almonds, pecan nuts and Brazil nuts are excellent choices too.

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OUT OF OFFICE Renault by Carl Wepener

w e N Renault Duster

TOUGH IS THE WORD! There was much talk about the new Renault Duster being launched in South Africa and about what its influence would be.

hat said, I was pleasantly surprised by what I found at the launch. Not only is this a gutsy SUV, but it is also very capable and most affordable. The Renault Duster is a good-looking SUV that is well built and has a remarkable amount of equipment that is usually found only in much pricier vehicles. The Duster has, to date, been a global success story for Renault, and, after my experience with the Duster, there is no reason why it should not be a similar success in South Africa. If Renault can capitalise on the ‘hype’ and success of the Renault Clio and deliver the service that is expected by the public, I foresee a rosy future for Renault SA. The Renault Duster is a rugged-looking

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vehicle that reminds me somewhat of the Mitsubishi Pajero from the front, and it does have real off-road capabilities – as I soon found out during the launch. The Duster will be great for active families that need a vehicle that can do more than the average four-door, C-segment saloon. It further boasts an impressive list of equipment that is simply not found as standard in this price range. It has more interior space than any other C-segment SUV, comfortably seats five adults, and still has lots of space available for luggage. As a genuine SUV, the new Renault Duster has been engineered to handle the most challenging road conditions in comfort and safety. Its high ground clearance (205mm in the 4x2, and 210mm in the 4x4), its high-profile tyres, and its

OUT OF OFFICE Renault

reinforced suspension ensure high-level, loose-surface ability – something we discovered when we travelled over badly rutted roads with potholes. The Duster never lost its ‘footing’ or seemed ‘unsure’, even at speeds of 80kph on dirt roads. The Renault Duster comes with a choice of two engines: the 1.6-litre, 16-valve normally aspirated petrol engine and the gutsy 1.5-litre, dCi turbo-diesel. Both offer high performance, yet remain the perfect fit as regards cost, reliability and easy maintenance. The 1.6-litre, 16-valve petrol engine, praised for its best-in-class reliability, is used in the Renault Mégane and Renault Scénic. This power plant produces a maximum 75kW at 5 850rpm and 145Nm of torque at 3 750rpm, while maintaining a still reasonable fuel consumption (7.5l/100km in the combined cycle). The 1.5-litre dCi turbo-diesel (code name K9K), a newcomer to Renault’s local line-up and fitted in Mégane, Scénic and Laguna models in Europe, makes its debut in Renault’s local line-up in the new Renault Duster. It is also used by Nissan, and by Mercedes-Benz in its new A180. Renault’s extensive experience of Formula 1 racing has enabled this new-generation power plant to combine capacity

t is a practical, cost-efficient and gutsy vehicle and will win many hearts during its life span.

reduction (downsizing) with a very high level of performance. The new 1.5-litre dCi engine replaces the old 1.9 dCi engine and delivers excellent power output of 80kW, with a peak torque rating of 240Nm attained at 1 750rpm on the 4x4 and 2 250rpm on the 4x2. As a result of its smooth, manual six-speed gearbox and its low-end torque, the 1.5 dCi affords extreme responsiveness in all conditions. The 1.5 dCi boasts very low fuel consumption (5.5l/100km in the 4x2, and 5.3l/100km in the 4x4), as well as reduced CO2 emissions (143g/km in the 4x2 configuration and 137g/km in the 4x4). We achieved an average of 8.1 litres per 100 kilometres in its auto setting while using four-wheel drive most of the time. What, therefore, can you expect when buying the Duster? The base version, the Expression, comes standard with front fog lights, roof bars, body-coloured side mirrors, and stylish 16-inch wheels. The interior is comfortable, with standard manual air conditioning, front and rear power windows, remote central locking, electrically adjustable side mirrors, a height-adjustable steering wheel and driver’s seat, CD/MP 3/Radio 4x15W with satellite controls, jack and USB ports, Bluetooth connectivity, as well as an onboard computer and rear parking sensors. Being an SUV, it is further very practical with its 60/40 foldable rear bench and the numerous and large storage spaces

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to be comprehensive, smart, straightforward and reliable. The Dynamique is offered either with the 1.6-litre, 16-valve petrol engine or the gutsy1.5-litre dCi turbo-diesel engine, the latter giving one the choice of 4x2 or 4x4 transmission. We tested the 4x4 Dynamique version of the Duster with the 1.5-litre dCi engine and concluded that Renault can truly boast about its 4x4 off-road qualities, as it really is very good. The Renault Duster 1.5 dCi Dynamique 4x4 is really at ease on the most demanding off-road track sand. Its high ground clearance (210mm) is adequate for most day-to-day off-road obstacles and its favourable approach, break-over and departure angles (30, 23 and 36 degrees respectively) just add to the agility of this gutsy little Duster.

Pricing

at the front and at the back, complete with a generous boot (475l). My only gripe was that the front cup holders are small and obscure the control where the 4WD mode selector is situated, which is also not within easy reach. Safety and security are not neglected and the Duster comes standard with ABS, coupled with Electronic Brake Distribution (EBD) and Emergency Brake Assist (EBA), with front driver and passenger air bags. It also offers, as standard, driver and passenger head/ thorax side air bags, as well as height-adjustable front safety belts. In the 4x2 configuration, the Expression is offered with the 1.6-litre, 16-valve petrol engine. The Duster Dynamique is even richer in terms of design and smart technology, with 16-inch alloy wheels in tandem with a satin chrome finish on the outside door handles, roof bars, side sills, mirrors and skid plates on the outside, as well as a black leather steering wheel and gear knob plus black gloss inserts on the dashboard. It further boasts an integrated and intuitive touch-screen navigation system as standard on the Dynamique. An integrated and intuitive multimedia system with navigation, MEDIANAV®, is both smart and efficient, with a host of features, including radio, media (connections for portable music devices), hands-free telephony thanks to Bluetooth connectivity, and navigation with quick access to all the settings via the 18cm touch screen – super-smart technology at its best. MEDIANAV® is rated as the most attractive onboard, touch-screen navigation system on the market. With just one touch, customise the 2D or 3D Birdview map display and activate voice guidance. Whether entering an address or updating maps, the system is simple and intuitive. Thanks to Bluetooth connectivity, enjoy music on the move by connecting to the dash-mounted USB or jack sockets, or make and receive calls hands-free, consult your phone book or look up your call history. A complete system combining simplicity with a host of value-add features, MEDIANAV® has proven itself

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1.6 Expression 4x2 1.6 Dynamique 4x2 1.5 dCi Dynamique 4x2 1.5 dCi Dynamique 4x4

R194 900 R204 900 R219 900 R239 900

The gear-ratio setting of the manual six-speed gearbox, specific to the 4x4 version, also plays a crucial part, with a short first gear (5.79km/h at 1 000rpm), which allowed me to negotiate even the most extreme off-road conditions – from 500mm wading in deep trenches to traversing steep inclines – without damaging or possibly burning the clutch. This setting is a perfect fit for the 1.5 dCi, whose low-end torque ensures a steady response in all situations, even with a full load or while towing. The new Renault Duster 1.5 dCi Dynamique 4x4 is equipped with ESP (Electronic Stability Program) and a high-performing 4WD control system, derived from Nissan. This intuitive 4WD control system adapts to all situations and enables the driver to choose one of three modes: 2WD for roads with good grip conditions for front wheels only, AUTO for potentially slippery road surfaces (detection of spinning wheels and automatic distribution of power and torque to preserve traction), and LOCK for challenging off-road tracks (permanent distribution of power and torque to the four wheels). I preferred the setting to remain in AUTO, as this made for really pleasurable driving during all weather conditions and on all surfaces. It also proved to be very effective while driving over some mountain passes and on slippery roads. As is the case across Renault’s entire product range, the Renault Duster comes standard with a 5-year/150 000km warranty. Also, all Renault Duster variants come standard with a 3-year/45 000km service plan. Services intervals are at 15 000km for both 1.6-litre, 16-valve petrol and 1.5 dCi engines. Driving the Renault Duster powered by the 1.5 dCi turbodiesel is an amazing experience on road or off road. It oozes charm and gives one absolute confidence in its capabilities while driving on our South African roads. It is a practical, cost-efficient and gutsy vehicle that will win many hearts during its lifespan.

THE REASON YOU'’RE STRUGGLING TO BUILD PERFORMANCE Colin J Browne, Chief Happy Sandpit Builder and Author of the book How to Build a Happy Sandpit.

Organisational culture is an often-misunderstood

That’s the challenge. And there is no more

term. When we dig into it, we find that a mixture

important a task for leadership, which is in the final

of things from the Values we claim to hold most

analysis, nothing more than the act of managing

dearly to the look and feel of our workplaces,

culture.

dress codes, language and hierarchical structure, to the assumptions we make about how things

We call organisations that get this right, Happy

are supposed to work, all play a part.

Sandpits. The analogy is simple enough and we’d love to explain it to you. We’d also love the

The real red flag is that the organisations we

opportunity to discuss what we can do, how we

claim to have built, and into which we are hiring

do it, and why it is, that we can transform your

human beings, often don’t at all resemble the

organisation into one where employees are able

organisations

to deliver their best in a way which enables you

have

actually,

unwittingly

to absolutely blow your goals out of the water.

created. And the problem is that we can put as many performance measures, incentive schemes and conduct as many rah! rah! motivational sessions as we like, but nothing is going to change. Not until we can grasp the real culture of our organisations and the context they create for our people to engage with us.

DON’T BELIEVE IT? LET’S TALK IT THROUGH.

info@happysandpit.com

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OUT OF OFFICE Mercedes-Benz by Carl Wepener

Mercedes-Benz E Class

EXCELLENCE A midterm upgrade, or ‘a facelift’ as it is commonly known, normally means a few changes or upgrades to keep a car competitive or to keep up with more modern looks.

arlier this year when I interviewed Dr Martin Zimmerman of Mercedes-Benz SA, he promised that the new ‘facelift’ E Class would be much more than expected and that it could in fact be seen as a new E Class. Well, the day came and we were all flown to Cape Town for the launch of the new E

Class. It was immediately apparent that this was much more than just a mere ‘nip and tuck’. Instead, it was essentially a total makeover that had produced excellent results in all areas. The front now boasts two grills: one classic in styling and the other sportier, depending on the model.

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OUT OF OFFICE Mercedes-Benz

There are a number of models available, and these are listed below together with some of the relevant facts:

Coupe (Cabriolet) Models E 250 Engine: 2 litre Power: 155kW at 300Nm 0–100kph: 7.1 seconds (7.5) Price: R582 554 (R657 211)

E Class Sedan E 200

E 300 BlueTEC Hybrid Engine: 2.1 litre Power: 170kW combined at 590Nm 0–100kph: 7.5 seconds Price: R634 000

E 500

Engine: 2 litre Power: 155kW at 350Nm 0–100kph: 7.5 seconds Price: R565 000

E 350 BlueTEC Engine: 3 litre V6 Power: 185kW at 620Nm 0–100kph: 6.6 seconds Price: R716 000

E 63 AMG

Engine: 4 663cc V8 Power: 300kW at 600Nm 0–100kph: 4.9 seconds Price: R928 604

E 63 AMG S Engine: 5 461cc V8 Bi-turbo Power: 430kW at 800Nm 0–100kph: 4.1 seconds Price: R1 396 604

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Engine: 3 litre V6 Power: 245kW at 480Nm 0–100kph: 5.2 seconds (5.3) Price: R774 632 (R858 032)

E 250

Engine: 2 litre Power: 135kW at 300Nm 0–100kph: 7.9 seconds Price: R541 000

E 400

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Engine: 5 461cc V8 Bi-turbo Power: 410kW at 720Nm 0–100kph: 4.2 seconds Price: R1 275 604

E 500 Engine: 4.7 litre V8 Power: 300kW at 600Nm 0–100kph: 4.8 seconds (4.9) Price: R938 465 (R999 445)

E 250 CDI Engine: 2.1 litre Power: 150kW at 500Nm 0–100kph: 7.5 seconds Price: R573 000

E 400 Engine: 3 litre V6 Power: 245kW at 480Nm 0–100kph: 5.3 seconds Price: R736 000

OUT OF OFFICE Mercedes-Benz

lthough Mercedes owners like their vehicles to lead the field in all matters, don’t change too much too fast, or they will let you know in no uncertain terms what they think. That said, I believe that Mercedes kept this in mind when it upgraded the interior. The lights now come as one unit, with LED lights as standard. There is also an attractive LED pattern on the daytime running lights. The side of the new E Class is further enhanced by body lines that give the vehicle a longer look. Also, the back has been subtly changed, with most of the changes being made on the coupé and cabriolet models. The AMG now has a more aggressive ‘A frame’ front bumper, which looks awesome. The AMG body package will also be available for the other models.

Although Mercedes owners like their vehicles to lead the field in all matters, don’t change too much too fast, or they will let you know in no uncertain terms what they think. That said, I believe that Mercedes kept this in mind when it upgraded the interior. The interior now boasts a new steering wheel, a reworked console and a variety of finishes. Quality is of the greatest importance, and this is very obvious in the E Class. Ergonomically, Mercedes still leads the way and, thankfully, the ‘iPad slab’ has made way for an in-dash infotainment unit that is much more pleasing to the eye. The biggest surprise for me was that Mercedes-Benz has left only two engine derivatives unchanged in the E Class, namely the E 250 CDI and the E 500, which still deliver the same power. The E 200, however, delivers 30Nm more, and this makes a big difference on the road. The new E 250 now delivers 255kW at 350Nm and, with this new technology, this also makes a big difference on the road. The old E 350 has been replaced by the new E 400 V6 delivering 245kW at 480Nm. The E 350 CDI has been replaced with the E 350 BlueTEC. This uses the same engine as the S Class and delivers 185kW at 620Nm. For me, as a diesel fan, the best news is the E 300 BlueTEC HYBRID. This is the first-ever diesel hybrid from the Mercedes-Benz stable as well as the first in this specific segment. To top it all, no changes have been made to the body panels or to cabin or boot size in order to accommodate the new technology. Power delivery is 170kW (150kW from the engine and 20kW from the electric motor) at 590Nm, and all this is available right out of the blocks. Fuel consumption while testing the vehicle over mountain passes and with hard driving came to 6.7l/100km. On the same route, fuel consumption for the E 250 CDI was 8.1l/100km. I did not drive the coupes or cabriolets, and only did a short drive in the magnificent E 63 AMG. Thus, I will not give an opinion on any of them, except to say that they are all

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OUT OF OFFICE Mercedes-Benz magnificent cars and I look forward to testing them all. Most of my driving was done in the E 250 CDI and the E 300 BlueTEC HYBRID. I found the E 250 CDI and E 250 petrol a bit sluggish, but, then, that is what you get after you have driven the E 300 BlueTEC HYBRID. â&#x20AC;&#x2DC;Sluggishâ&#x20AC;&#x2122; still means a time of 7.9 seconds for the E 200 to reach 100kph, with the HYBRID doing it in 7.5 seconds. What was really noticeable was the driving comfort of all the E Class models, as well as the surefootedness on any road surface. We had the opportunity to do some dynamic driving through cones on the Stellenbosch airfield, and it was here that one realises what superior technology is all about. I was amazed by the comfort, and the space for passengers sitting in the back.

The E Class is only one of a few cars that can take more than two sets of golf clubs in the boot without any effort. Safety and technology are at the forefront of development at Mercedes-Benz and the E Class has it all. What are impressive are the assistance systems fitted as standard, such as COLLISION PREVENTION ASSIST, which is a radarbased collision warning system with Adaptive Brake Assist. Also part of the standard equipment is ATTENTION ASSIST, which is now able to warn the driver of inattentiveness and drowsiness across a wider speed range, as well as inform him or her about level of fatigue and the amount

hat was really noticeable was the driving comfort of all the E Class models, as well as the surefootedness on any road surface.

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of driving time that has elapsed since the last break. The E Class is loaded with standard equipment, but, as is the norm with most premium luxury vehicles, there is a list as long as your arm of optional equipment with which to individualise your Mercedes. Mercedes says the E Class is more efficient, more intelligent, and has more emotional appeal. I would add: more modern, and again leading the premium luxury segment.

FOCUS on EXCELLENCE by Andrew Ngozo

S A ’ s

M o s t

WOM Ferose Oaten, Managing Director of AVTS Roadworthy Stations

i n

B u s i n e s s

aten, the Services Industry (Support Services, Entertainment, Leisure and Tourism, Transport and Media) Sector winner of the 2013 Most Influential Women in Business and Government Award thrives in an industry which many still regard as male terrain. “We owe our success to the fact that we guarantee integrity and take responsibility when things go wrong,” says Oaten. She adds that the whole team at AVTS believes in the efforts of the collective and in what it does. “Safe vehicles save lives, and we hope that our employees buy into this vision. Further to that, our success comes from a good reputation in the industry. Where there are challenges, we face them head on, take responsibility and overcome them promptly,” she explains. In 2010, German testing and inspection body, TÜV SÜD bought a 26% share in the business, and this partnership has brought international expertise and a global market to AVTS. There are several hurdles that Oaten has had to overcome on her way to establishing a successful business entity. “While cash flow will always be a challenge, it was especially a problem in the early days,” she pronounces. She elaborates that getting the public sector to trust a private company was also difficult. “Vehicle testing was previously done only by government and traffic departments, and the fact that

Dispelling Myths in order to

Succeed

Doing everything with integrity is vital for business success. Without integrity, a business cannot survive or thrive. These are the wise words that have served as a guiding philosophy for a woman whose two decades in business have seen one company germinating into seven vehicle-testing stations around Cape Town, South Africa. The various awards Ferose Oaten, Managing Director of AVTS Roadworthy Stations, has received over the years are testimony to her hard work and commitment to excellence.

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a n

FOCUS on EXCELLENCE

ceo the public flocked to our testing station was seen as suspicious.” Oaten further notes that, in the early days, the values of great service, extended hours, as well as experienced and well-qualified staff were diminished by the suspicion that AVTS must be doing something fishy if people were driving past government testing stations to use a private facility. However, over the years, this challenge has been overcome by building a good reputation, she points out. Personally and professionally, Oaten believes that she is on her chosen path and professes to be “constantly excited and enthusiastic about what I am involved with”. “My business has been through many ups and downs, but the fact that we survived the recession within the motor industry is an achievement on its own,” she shares. AVTS Roadworthy Stations has also celebrated 20 years without any withdrawal of licences and achieved one million tests in April 2012.

Always be Prepared Ever the entrepreneur, she has words of wisdom for the aspiring female entrepreneur: “One should always be armed with a good dose of realism, in addition to having the normal business tools. There are so many entrepreneurs who think a good idea alone is good enough and that the rest will fall into place,” she says. Oaten elaborates that this is a fallacy that can only lead to business failure. “Have a proper business plan that is accompanied by a proper feasibility study. Most importantly, have a realistic idea of the demand for the product or service you intend to offer and question whether you would risk investing in that business if you had your own money,” she advises. Lack of knowledge puts one at a disadvantage she says, and contends that every business in South Africa is under enormous pressure in the current economic climate. Faced with such conditions, “everyone needs to assess their own situation critically, and not wait for the boat to sink”. Oaten shares a leadership lesson called the Stockdale Paradox, which has sustained her through the years. A man named Admiral Stockdale was the highest-ranking officer to be imprisoned during the Vietnam War. He survived eight years in the worst torture camps and, when asked how he had survived, said that he had always had an unwavering belief that he would get out, all the while confronting and dealing with the current reality. “So,

while I encourage business owners to have faith that we will pull through this period in the economy, they have to confront the current reality and take the necessary steps every day to remain in business. Watch cash flow every day, make conscious cost savings, be innovative in expanding your product line, engage your staff, as they may have many more, and even better, ideas than you yourself, and don’t lose hope” she elucidates. The recent recognition gained by her at the 2013 Most Influential Women in Business and Government Awards ceremony serves as a springboard for her to be a role model and an example for other women to aspire to, says Oaten. “With recognition also comes a responsibility to promote the process and to share lessons with others.” She believes that the recognition also reflects on her abilities as an accountable leader. Oaten points out that the image that leaders and management portray, as well as their actions, goes a long way towards ensuring success, for management accountability is critical to the success of any business. Oaten concludes by saying that she believes that she has acquitted herself well on behalf of the organisation and that a future with more responsibilities beckons. “I would like to focus more on consultancy work regarding quality management in the industry and offer accredited training in quality management. AVTS has an accredited training centre, and we would like to expand our offering,” she concludes.

Successful Entrepreneurship After two decades in business, Oaten shares some of the major lessons she has lived by, lessons which she believes any aspiring businessperson should subscribe to. • Incorporate a good dose of realism in your financial plans. Although it may be easy to procure money, you still have to have the ability to pay it back. • Integrity needs to be part of everything that you do and to guide you to do what is right. • Success breeds complacency, so one cannot relax once one goal is achieved – there are constantly other goals. • As the business grows, take the time to work more ‘on’ the business than ‘in’ it.

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FOCUS on EXCELLENCE by Ilse Ferreira

b u i l d i n g

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Farida Bedwei is a pioneer who has set her sights on software development, thereby going against the trend in Ghana, where this industry is mostly male-dominated and maleoriented. Her career has been characterised by patience, passion and persistence.

edwei says: “Software development is largely a maledominated profession, especially on the African continent. When I first started developing software in the late 1990s, I was one of a few female software developers in the country, and the only one at SOFT where I was working. “It was quite interesting when clients entered the office and saw me in the midst of all those young men, coding away – most of the clients expressed surprise when encountering this situation. “Throughout my career, I have had a number of female software developers tell me that they were inspired to go into this field because I had made it seem achievable to become a female programmer in Ghana and build a career in the field, even though it remained male-dominated. “During my career, I have developed and built a diverse range of software systems relating to human-resource management and payroll systems, for mobile gateways, in respect of microfinance banking systems, and many others. However, I think that, from a social perspective, gKudi – the

CEO 2013 Vol 12.7

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Farida Bedwei, Co-founder and Chief Technology Officer, Logiciel

microfinance banking SAAS (Software As A Service) suite I developed for Logiciel – would prove to have been the most impactful of my systems to date.” She points out that the microfinance industry in Ghana has a reputation for closing shop and disappearing with the hard-earned cash of the economically disadvantaged. “Microfinance companies often experience cash flow crises because they cannot afford high-end banking systems that, at the click of a button, would show them the financial

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profile of their businesses. The gKudi system addresses this problem and is very easy to use,” she says. Bedwei has set up Logiciel with Derrick Dankyi last year. She says that it is crucial in her job to ensure that the company is always at the forefront of the technology industry in its particular market niche. “This is very challenging, because you have to continuously assess the market and come up with ways of making the systems as user-friendly as possible. Against the backdrop of rapidly changing global systems, we still have to consider our own particularities that make tailor-made software development so important. Some of our clients are not very conversant with the usage of systems, so it is imperative that we make the systems as simple as possible from a user’s perspective, but without taking away the functionality required for banking systems.” Her job, therefore, is one of finding simple solutions for rather complex sets of requirements. But Bedwei is comfortable with her chosen career. She poses the question: “Would I have chosen this field if I didn’t have the challenges I had? Maybe not. I started using computers at an early age; it was my medium of written communication, since I couldn’t write properly owing to my disability. In those days, I started programming with QBasic on a home computer at the age of eight – before the advent of personal computers, there were home computers which were used for word processing, gaming, etc. – and the rest is history.” Clearly, computers were waiting for her ‘to get in touch’. And, from the basics, she grew beyond what others were doing, like basic word processing or playing games, into her chosen career field. But Bedwei still has levels to rise to and new things to achieve. She explains: “I would like to push gKudi beyond the borders of our country and across the African continent in the next five years. Opportunities to roll it out exist in just about every country on this continent. In fact, it is perhaps less like an opportunity and more like a need which exists for such a system.” Bedwei says it is good to know that, in her chosen career, she has been able to effect changes in her environment. “Most of the systems I have built in the past 15 years are still being

FOCUS on EXCELLENCE

used in various industries. In my current role, I intend to make a huge impact in the financial sector of emerging markets,” she says. She is passionate about development of people and business. In her view, “the government needs to do a lot more to encourage private enterprises to blossom, to provide greater access to funding for start-ups as well as small and medium enterprises (SMEs) for instance, and to ensure that support is readily available and easy to obtain. We need a larger technical workforce consisting of personnel who have been exposed to the working environment whilst still in school (through internships, working vacations, etc.), thus making it easy for them to fit in from day one. There certainly is scope for companies and schools to join hands to expose youngsters to the world of work from an early age.”

would like to encourage all women who have a vision to change the status quo in their respective environments to meet the challenge head on and do so. Bedwei should know, since she is a product of exposure to a career path while still at school. “From a societal perspective, I think a lot needs to be done to the infrastructure to make public buildings disability-friendly. Even if the intention is there, it needs to be turned into a practical reality that allows all members of society equal access.” She believes that women do not have to take a back seat when it comes to their male counterparts. “I would like to encourage all women who have a vision to change the status quo in their respective environments to meet the challenge head on and do so. “By global societal standards, I have three strikes against me: I am black, I am a woman and I have a physical disability. I choose not to let these things define me. Instead, I go after what I want to achieve with passion and perseverance. Do not let your circumstances limit you – there’s so much you can achieve if you put your mind to it,” she says.

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CEO 2013 Vol 12.7

oug Jones is the Managing Director of Makro, a business that aims to not only offer convenience to its customers, but to leave behind a positive imprint when deciding to open a new store. Makro strives to provide its customers with the best brands, at the most competitive prices and in the most convenient way. Ideally placed for the small business owner with unique shopping requirements, ranging from catering equipment to office stationery, Makro promises to offer the complete package.

What is the value of assets under your control? We operate 19 Makro stores across South Africa, and 2 distribution centres. How many employees in your organisation? There are more than 3 600 full-time employees in Makro, and up to about 3 200 part-time and flexible-time employees, depending on the time, month and year. What occupies your time outside work? Family, and exercise. I am blessed with three beautiful young kids and the wife of my dreams. I run a lot, having completed five Comrades marathons, and I also enjoy cycling and swimming.

Doug Jones

BACK PAGE What does a typical working day entail? This depends – I spend a lot of time working with merchants and store staff; as an executive team we visit every store at least every second month. When I’m not in stores or in merchandise reviews, I am engaging with colleagues at Massmart, meeting with suppliers and service providers, and working with other internal colleagues, such as finance or HR leadership. Favourite music? Mostly whatever my kids are listening to! Favourite food? A good South African steak, and salad. What was your dream job as a child? I wanted to be a professional windsurfer! What would you be if you weren’t in your current position? I’m not really sure about that… it’s not something I think about much. What would you take to a deserted island? A satellite phone. What are you reading? I’m currently reading A History of the World by Andrew Marr. It’s about the impact of people on the course of civilisations and human history – heavy, but fascinating. I just learned that Genghis Khan developed an arrow with a small hole in the flight that whistled as it flew towards the animal; the prey looked up at the source of the sound, presenting its vulnerable neck as a target. Innovation isn’t the preserve of modern times! Five people you’d invite to dinner? My wife, Archbishop Desmond Tutu, Chris McCormack (triathlete and former Ironman world champion), author John Irving and Jeff Bezos (Amazon founder). What can’t you live without? My wife and kids. And running! Three words to describe your leadership style? That’s tough… it’s like being asked to describe your personality in three words. There is so much that is wrong and many things that need improvement. I guess what I can offer is: “Doing my best…” What advice would you give to someone aspiring to your position? Don’t focus on this, or any other, position. Give your best and strive for quality, all the time and in everything you do, and you will be amazed at the results. As Henry Ford said: “Quality is what happens when no one is watching.”

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