Volume 7 l Issue 2 - July to September 2021 by Media Xpose

A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N

Volume 7 | Issue 2 | July 2021

Unlocking growth in the SME sector

AI powered

solutions drive new business

Technology

Accelerating women in

ready to create SA’s mines of the future

transport COVER STORY

R65.00 Incl. VAT

E&T Minerals

21002

9 772411 292008

Current Affairs

Madiba’s dream is no longer deferred Economic Development

Business Integration

Editor's Note

To be part of our next edition Email me directly on editor@sabusinessintegrator.co.za or call 021 424 3625

In recent months we have experienced mixed emotions when it comes to customer centricity, especially when so many customers are denying the fact that one of the main priorities in business is marketing and advertising – and especially in print. COVID-19 has completely changed the way customers think about what they really want to achieve during these unprecedented times. Well, the point is, we all need new business now more than ever – especially reputable and loyal customers – to build a solid reputation to enforce the rapid growth of our unstable economy. Now is NOT the time to hold back on your marketing spend. Reaching out to your potential clients through various marketing platforms is one of the reasons many businesses strive, even during difficult times. Henry Ford once said, "The man who stops advertising to save money is like the man who stops the clock to save time". And one of the main reasons we need to collaborate and work together closely is to combat the increasing unemployment figures which have a dire effect on already overwhelming poverty. We can only do this if we collaborate and work well together. Do we sit back and watch in trepidation as businesses close down, or are we going to act now? The time is now, not tomorrow. Let’s put COVID-19 behind us, while still following safety protocols, but focus on what is most important – growth. Individually, employees grow when businesses grow and when businesses grow, we can employ, we can donate to charities and we can prosper together. We would like to thank each advertiser and contributor in this edition that has put their trust in us as their advertising platform. Our motto as a business remains and will always remain the same – excellence in exposure. We wish you well. Stay safe! Happy reading. Regards

Elroy van Heerden editor@sabusinessintegrator.co.za

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Contents COVER STORY:

E&T Minerals - Madiba's dream is no longer deferred

ARTIFICIAL INTELLIGENCE:

AI-powered solutions drive new business

ADVERTISING & MARKETING:

Advertising to a generation that blocks advertising

More needs to be done to connect the unconnected SA youth

DISABILITY IN THE WORKPLACE:

OPINION: DIGITAL TRANSFORMATION

OPINION: B-BBEE

B-BBEE is an opportunity for economic growth, not just a compliance exercise

ADVERTORIAL: MTN

BUSINESS SUCCESS:

Normalising disabilities in the workplace The new reality for financial services

MEDIA:

What lies ahead for the future of print

MINING:

Five benefits of participating in a Business Accelerator Programme

4 Capabilities businesses need for future success

B-BBEE:

South Africa B-BBEE developments: Clarity provided on black ownership schemes and structures

ADVERTORIAL: BIZCASH Who is BIZCASH?

34 38

OPINION: BUSINESS CONTINUITY

BPO – a critical element to ensure business continuity throughout the COVID-19 pandemic

CALL CENTRES:

Using employee engagement to drive call centre performance 44

CONSTRUCTION:

Sisters are doing it for themselves in SA construction

CYBERCRIME:

Financial institutions should adopt a zero-trust approach to security

Cybercrimes Bill signed

Technology ready to create SA’s mines of the future

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58 64 68 72

INTERVIEW: PETROLEUM AGENCY SA

PASA a strategic entity of government in its goal of diversifying the energy mix

PROTECTION OF PERSONAL INFORMATION: POPIA 101

OPINION: REMOTE WORKING

Time to rip off the band-aid – making remote working a viable long-term solution

RENEWABLE ENERGY:

EWSETA poised to play important role in SA’s hydrogen roadmap

ADVERTORIAL: SANEDI

SANEDI reminds building owners to have their buildings rated for energy efficiency

SMALL BUSINESS:

Unlocking growth in the SME sector

TRANSPORT:

Accelerating women in transport

ADVERTORIAL: RETAIL MOTOR INDUSTRY Back on the road to professionalising the motor sector

78 28

88 90 94 96

TAG HEUER BOUTIQUES SANDTON CITY 011 784 7422 - V&A WATERFRONT 021 421 8539 FOR FURTHER INFORMATION PLEASE CALL 011 669 0500 WWW.PICOTANDMOSS.CO.ZA

Credits

A B U S I N E S S I N T E R A C T I O N P U B L I C AT I O N

South African Business Integrator @ SA_Business_Mag EDITOR

Elroy van Heerden editor@sabusinessintegrator.co.za

COPY EDITOR

Tessa O’Hara tessa.ohara@gmail.com

CONTENT MANAGER

Wadoeda Adams artwork@mediaxpose.co.za

EDITORIAL CONTRIBUTORS

Cover image: E&T Minerals Nkateko “Dash” Masinga Image credits: 123rf.com

Nick Durrant Daniel Orelowitz Adam Ismail Gean Botha Samantha Staats Avinash Gupta Peter Grealy

Rajan Naidoo Harkrishan Singh Greg Griffith John Manuell Wendy Tembedza Sarthak Rohal

GRAPHIC DESIGNER

Anja Bramley artwork1@mediaxpose.co.za

ADVERTISING SALES MANAGER

Distribution: ON THE DOT

Bruce Crowie bruce@mediaxpose.co.za

ADVERTISING SALES CONSULTANT Zelda Stein zelda@mediaxpose.co.za Published by:

SOCIAL MEDIA COORDINATOR

Kyla van Heerden social@mediaxpose.co.za

MEDIA PARTNERSHIPS 6 Carlton Crescent, Parklands, 7441 Tel: 021 424 3625 Fax: 086 544 5217 E-mail: info@sabusinessintegrator.co.za Website: www.mediaxpose.co.za Disclaimer: The views expressed in this publication are not necessarily those of the publisher or its agents. While every effort has been made to ensure the accuracy of the information published, the publisher does not accept responsibility for any error or omission contained herein. Consequently, no person connected with the publication of this journal will be liable for any loss or damage sustained by any reader as a result of action following statements or opinions expressed herein. The publisher will give consideration to all material submitted, but does not take responsibility for damage or its safe return.

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Maurisha Niewenhuys maurisha@mediaxpose.co.za

DISTRIBUTION & SUBSCRIPTIONS

Shihaam Gyer distribution@mediaxpose.co.za

CHIEF FINANCIAL OFFICER

Shaun Mays shaun@mediaxpose.co.za

RECEPTION

Daniëla Daniels receptionist@mediaxpose.co.za

+27 11 089 6000 www.danielkleinwatches.co.za

danielkleinsouthafrica Daniel Klein Watches South Africa

Adventure awaits with the Toyota Landcruiser Prado

powered up with a new 2.8 turbo diesel engine. • • •

Higher outputs of 150kW and 500Nm from new 2.8-litre GD-6 turbo diesel engine Improved fuel consumption and engine efficiency Latest-generation multimedia system with larger display screen

LAND CRUISER PRADO

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Toyota's popular Land Cruiser Prado has received a significant upgrade with more power and torque as well as new multimedia technologies.

Power Up

At the heart of the revised range is an additional 30kW of power and 100Nm of torque derived from the switch to the new-generation 2.8-litre GD-6 turbo diesel engine, that is now mated exclusively to a six-speed automatic transmission (previously five-speed). Prado's overlanding and towing credentials benefit from the higher-performance engine that now delivers a maximum of 150kW@3400rpm and 500Nm over a wider 1600-2800rpm band. The latest generation 2.8 GD-6 engine (as debuted in the updated Hilux) has received a raft of upgrades including a new ball-bearing turbocharger with a larger turbine and impeller, and improved engine rigidity and cooling. Better fuel economy is realised through optimised pistons and piston rings, changes to the cylinder block and head, higher fuelinjection flow rate and the adoption of high-performance materials for the exhaust manifold. A newly-fitted balance shaft helps smooth out engine vibrations, improving NVH performance and contributing to an even higher degree of refinement.

Enhanced Efficiency & Towing

Despite the substantially stronger outputs, fuel consumption improves to 7.9 litres/100km and CO2 emissions are down to 209 g/km. Fuel capacity is 150 litres with an 87-litre main tank and 63-litre sub tank. Maximum braked towing capacity is increased to 3,000kg on 2.8 models.

New Infotainment

A new-generation multimedia system is fitted across the range, which now incorporates a larger 9-inch touchscreen display (previous 8-inch), enhanced voice recognition and compatibility with Apple CarPlay and Android Auto. Customers are able to utilise mobile-phone-services such as Google Maps, Waze, Spotify, SoundCloud etc. to enhance their driving experience – while providing enhanced telephony and messaging interfaces ‘on-the-fly’.

Warranty & Maintenance

All Prado models are sold with a 9-services/90 000 km service plan – with 10 000 km service intervals. A 3-year/100 000 km warranty is also provided. Customers can purchase an additional service plan and warranty extensions from their local Toyota dealer – and benefit from the biggest dealer network in the country (over 220).

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COVER STORY: E&T MINERALS

Pictured (clockwise): Daniel Eyre (General Manager), Fuzile Nondumo (Chief Operations Officer), Joshua Ngulube (Junior Analyst), Moeketsi Mahlaku CA(SA) (Chief Financial Officer), Louis Modau Nkuna (Site Manager), Teddy Weru (Head Strategist), Rolihlahla Sikiti (Head Of Business Development), Michael Ngulube (Head Of HR), Emmanuel Ngulube (Commercial Director), Reshma Moopanar (Chief Compliance Officer) and Mnweba Gobodo (Head Of Legal).

Madiba’s dream is no longer deferred A new youth movement is emerging in South Africa’s mining industry. The future is right here, right now and the youth are at the front line, exploring new approaches, new encounters and new challenges as a mark to the continuation of Nelson Mandela’s Rainbow Nation. 10

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COVER STORY: E&T MINERALS

In an address to the Chamber of Mines shortly after his election in 1994, Nelson Mandela said this about the South African mining industry: “The mining industry, by virtue of the place it occupies in our economy, is in a position to make a special contribution to the transformation of our society, which should have as its central objective, improving the quality of life of all its citizens.”. In his speech 27 years ago, former President Nelson Mandela envisioned a new South African identity that is based on the principles of democracy and equality for all. Critics contend that our country's progress has been overshadowed by the challenges of living in a democracy. Madiba’s legacy was set on addressing inequality, job creation and poverty. The coming together of the nation that Nelson Mandela worked so hard for seems to be materialising. The voices are loud and while projecting an inclusive economy, they are demanding change.

E&T is deeply embedded in Southern Africa’s mining investment arena

E&T Minerals is a South African based commodity brokerage and trading company. The company trades a variety of commodities but has a particular focus on the origination and placement of coal. E&T can be described as a fast-growing company as they always look to combine the resources and support of larger companies, coupled with their innovation, opportunism, and dynamic approach to succeed. CFO Moeketsi Mahlaku noted: “As recent figures show, E&T Minerals moved more than 500 000 metric tons of coal at a gross revenue in 2020 that broke our corporate records by exceeding all previous years”. There is still work to be done and with E&T Minerals consisting of a 90% Black and under-35 team, what they have achieved is remarkable, more so in the era of COVID-19. Founding partners Emmanuel Ngulube and Daniel Eyre bring a deep knowledge of African commodities, logistics and business practices to the firm. Both partners also have a wide network of long-established contacts with key players in the region. The passion to build a strong and sustainable global business is backed by a number

of key fundamentals that drive E&T’s competitive advantage. “E&T is deeply embedded in Southern Africa’s mining investment arena and has an in-depth knowledge of where new opportunities will come from”, said Joshua Ngulube, Junior Analyst. The larger sector of the commodities community particularly appreciates this depth of knowledge as it allows them to plan better for future resources.

E&T Minerals willing to get involved in mineral beneficiation

E&T Minerals’ portfolio includes a number of listed and non-listed blue-chip companies such as Lengau Group, KPMM, Liviero, Bassani, Mikano Resources and Barberry Group. These blue-chip clients, along with the other companies in E&T’s portfolio, have been very eager to sign medium- to long-term contracts. “E&T is fast-paced, exciting, and collaborative; plus, they give their partners the chance to shape a product, and even the industry,” said General Manager, Daniel Eyre. Unlike many traders, E&T Minerals is willing to get involved in mineral beneficiation. The team has experience with commodities such as chrome, iron ore, manganese, niobium and antimony, among other valuable commodities. Traders who do not deal directly with this kind of work can only offer limited services. E&T, however, creates greater value for their clients by providing beneficiation solutions. Head of Legal, Mnweba Gobodo says that E&T Minerals’ key differentiator is that “we create value for our shareholders, our employees, our business and social partners through safe and responsible exploration, mining and marketing of our products. Our primary focus is the origination and placement of coal, and we will pursue value-creating opportunities in other minerals where we can leverage our existing assets, skills and experience to enhance the delivery of value.”

Building sustainable and stable mining operations

E&T believe that to confront the challenges that our country faces, it must identify the issues and develop strategies for action. “We do so by building sustainable and stable

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COVER STORY: E&T MINERALS

Mnweba Gobodo (Head Of Legal) and Reshma Moopanar (Chief Compliance Officer).

mining operations through commodity trading, sampling, contract management, management of performance risk, logistics management and infrastructure,” says Head of New Business, Rolihlahla Sikiti. “E&T Minerals not only raised money from offshore private entities for junior miners in South Africa and back into their business, but it also invested in fashion, art, entertainment and media, agriculture, education and the construction sector, to name but a few”, said Head of HR, Michael Ngulube. The Orange Economy also known as the Creative Economy, can be defined as the sector that includes the value generated by offering goods and services based on intellectual property (crafts, film, design, publishing, fashion, TV or video games for example). The business advisor John Howkins, developed the concept in 2001

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to explain the impact in the economy that these activities can have.

Social exclusion: Focus primarily on the youth of the South Africa

E&T Minerals wanted to diversify and focus primarily on the youth of South Africa and invested R1.2 million into six small businesses in 2020 through the implementation of bridging finance for companies such as Scout Studios (media company), Pick’d Produce (agricultural delivery service), MCHL (menswear fashion brand), DIPSTREET (street fashion brand) and Blank Space Records (music recording label). With small businesses and entrepreneurs being unable to raise funds from big banks and Government, they sought to bridge the gap for those with a vision to achieve but without the means. The concept of social exclusion was first used in 1974 by René Lenoir, the former Secretary of State of Social Action in France. It was seen as a way to improve the living conditions of people with special needs. The concept of social exclusion has become more prevalent in modern society. It has also taken on a more elaborate meaning outside France. The challenge of exclusion has become one of the most important issues in African contemporary social debate. Unlike poverty and unemployment, social exclusion is not focused on individuals or households. Instead, it concerns the inability to participate effectively in society.

An example for African and international companies

“E&T Minerals aims to be an example for African and international companies by providing responsible and ethical services while adhering to international best practices”, says Head of Compliance, Reshma Moopanar. Each transaction is underpinned and strengthened by four key ethical values: reliability, efficiency, excellence and transparency. The current opportunities that E&T Minerals are involved in are La Brie, Utikomst and LB Mining. “We are currently identifying growth opportunities and moving into various commodities such as chrome, the ownership

COVER STORY: E&T MINERALS

of four mines and marketing for three large commodity mines as the next important items on E&T’s goal list over the next 10 years,” states COO, Fuzile Nondumo.

Community initiatives

The CSR programmes that E&T Minerals focus on are community initiatives as their impact in economic, social and environmental terms is felt greatest at the local level. There is some risk that in undertaking CSR, a dependency on the company will develop. Whether intentional or unintentional, this can have serious consequences for the dependent community, particularly after the mine closes. E&T aims to address its social and environmental responsibilities. Numerous factors have contributed to this, and the extractive industry is key in debates about social and environmental sustainability.

Practicing sustainability, advocating for volunteerism and promoting philanthropy

E&T are committed to preserving the planet’s natural resources and ensuring the health and safety of its employees, families and mining communities in which they operate. Over time, E&T Minerals have demonstrated its dedication by practicing sustainability, advocating for volunteerism and promoting philanthropy to make South Africa a better place. E&T Minerals community upliftment strategy is closely aligned with its business objectives and with its stakeholders’ concerns and interests, aiming to protect and encourage more sustainable and resilient communities. “Our programme is focused around four principal areas: social inclusion, financial education and life skills, infrastructure refurbishment, and employee engagement,” explains Head Strategist, Teddy Weru. The company is proud to support organisations and the critical work they are doing that will help our society move forward. E&T, together with AFM Sandton (Church) have partnered to create the Barnabus Foundation, a non-profit organisation which will engage in various social enterprise development initiatives primarily focused on disadvantaged communities. The first initiative kicked off in June 2019, where food parcels and

blankets were donated to a local orphanage in Diepsloot. They also continually assist in tuition funding for university students and students at Allen Glen High School, to name but a few of their several educational projects.

Bridging the digital divide

E&T Minerals believe that no one should go without their essential needs being served. The company believe that the 4th Industrial Revolution (4IR) will fundamentally change society, much in the same way that electricity, digital technology and a range of technological developments did during previous industrial revolutions. There is a deep concern about the inequality gap widening as the result of technological advances. The availability of universal high-speed broadband is undoubtedly critical to rural development, and this is especially important to maintain the long-term stability of underserved mining communities. This gave birth to a partnership with Software AG to build a 4IR computer lab and library at Tsiki Naledi Secondary School in Hendrina. The main objective of the project is to provide computers for training to enhance the teaching and learning environment for both instructors and students and provide an opportunity for better performance in examinations and to enhance the students’ skills in computers. The training will enable youth to become productively engaged and better qualified to excel in their curriculum. There is an urgent need for this form of training, which is usually very expensive. E&R Minerals’ assistance will thus assist underprivileged schools to bridge the digital divide and level the playing field. The computer laboratory will provide a learning environment with access to computer equipment, office applications and the Internet where the youth and young adults can gain the computer skills needed to be successful and to secure better jobs in the future. It will offer new opportunities for mining communities to become computer literate, viable and competitive in the marketplace, develop careers, rise above poverty and contribute to national development. Young people should not only be educated to live in a democracy, but they should also be given a chance to shape the future of South Africa. 

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www.etminerals.com www.etminerals.com

EFFICENT, RELIABLE & TRANSPARENT EFFICENT, RELIABLE & TRANSPARENT

ARTIFICIAL INTELLIGENCE

AI-powered solutions

drive new business Artificial Intelligence (AI) is doing more than ever to make everyone's lives easier. It’s disrupting all industries and forcing business to adapt and embrace these new technologies. AI-powered applications can create new opportunities for company growth and can deliver a substantial qualitative change. By Nick Durrant, Bluegrass Digital CEO

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ARTIFICIAL INTELLIGENCE

AI is growing exponentially; businesses can no longer ignore its underlying potential. According to PwC, AI will contribute up to $15.7 trillion to the global economy in 2030. Larger organisations have already started adopting this technology, but many start-ups and small enterprises are slow to act. AI can solve three important business challenges; it can automate business processes, gain insight through data analytics and help businesses engage with customers and employees. The majority of people across the globe already use an AI-powered device or service without even realising it. There are voice assistants like Siri, chatbots that talk to customers on websites and Netflix provides personalised recommendations. These are but a few examples of AIdriven apps that we interact with daily, without realising their complexity and ingenuity. Some of the more common AI applications today include smart home and entertainment, security and surveillance, automated customer support, personalised shopping experience, AI-enabled healthcare and social media.

AI-powered mobile apps The mobile app market is thriving with more than five billion unique mobile users globally. It is therefore no surprise that mobile development is one of the key areas of expansion for AI. Mobile app development has found unprecedented user personalisation and tailoring possibilities with AI. By using advanced data analytics, AI enables businesses to gather crucial user information to offer highly contextualised and unique brand interactions. This ultimately increases customer experience and boosts engagement.

Chatbots Chatbots are software apps that use AI and natural language processing to understand customers. They guide them to their desired outcome with as little effort as possible. This is why chatbots have become the norm in online customer services, providing a 24/7 service and instantly resolving customer issues.

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ARTIFICIAL INTELLIGENCE

Virtual assistants

Web development

This is another common mobile application for AI, a highly complex technology that collects data for AI solutions. It merges AI components like speech, image recognition, natural language processing and machine learning, and based on the information collected from each interaction, it uses sophisticated algorithms to continuously improve the user experience. Chatbots and virtual assistants are currently the most prevalent applications for AI in mobile development, but others include photo editing

AI also has a significant impact on web development and the applications are very similar to those used in mobile apps including chatbots, voice-based searches that improve the user experience. With increased customer intelligence coupled with machine learning, these AI technologies can enhance the user experience with access to relevant products and services through the website. Personalisation is the key to a positive user experience. With real-time understanding of

and storing, language learning and content curation.

customer interactions, web designers can use AI algorithms to improve the user experience on the web and can change the design to better match user preferences. AI and data analytics deliver insights into user behaviour and preferences. This helps brands increase engagement through highly personalised websites. Website layouts that will most likely attract and engage visitors can easily be identified by using layout exploration engines to create analytics-based suggestions.

The future

Nick Durrant, Bluegrass Digital CEO

Businesses can derive massive value from incorporating AI solutions into their mobile apps and websites, regardless of the industry. As AI advances, there is a growing commercialisation and adoption across all industries. The businesses that adopt this trend first are going to leave their competitors behind. 

Bluegrass Digital is a leading provider of digital solutions for business. We simplify tech. We help you architect and build digital products and services, ensuring you transform and succeed in a digital world. With over 20 years of engineering experience and proven track record, Bluegrass Digital offers expert knowledge and its unique offering that is centred on service delivery excellence. www.bluegrassdigital.com

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ADVERTISING & MARKETING

Advertising to a generation that blocks advertising

The nature of advertising shifted drastically over the last year. Not only are consumers seeing less experiential and traditional advertising due to COVID-19, they’re also growing tired of the constant bombardment of ads across their favourite media platforms.

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ADVERTISING & MARKETING

For many consumers, ad-blockers are the answer, which leaves marketing professionals with a new challenge of how to break through the digital wall. One of the ways to do so is by crafting a digital strategy that speaks to modern generations, while resonating with the needs of older generations.

What we can learn from millennials Millennials are first generation 'digital natives', always connected and attached to smartphones, smart devices and laptops. This impacts the way they find, research, make purchasing decisions and consume products.

Millennials look for three unique influencing characteristics:

Deep meaningful communication

Millennials communicate far more than other generations. When deciding if something is worth buying, they speak to friends, read reviews on social networks and conduct their own research. Marketing professionals can use these insights to communicate better with their target audience and find ways of giving them instant digital gratification and the information they need, when they need it.

Create memorable experiences

Millennials don’t just want a product. They want an experience – from the way a brand interacts with them to the way it’s delivered. They crave a unique experience that resonates and touches them deeply and gives them something to talk about on social media. Craft breakthrough brand experiences and you will not only create brand loyalty, but also an army of brand advocates who talk, post and comment about your brand, helping you achieve priceless word-of-mouth recommendations.

Give more than you take

Millennials want more, and they want it now. During the brand consideration process, they consult with friends and do online research. This presents a wonderful opportunity for marketing professionals to create relevant and engaging content that adds value. Not just hard-sell marketing messages, but related content that adds another value and dimension to their lives.

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ADVERTISING & MARKETING

What we can learn from boomers Marketing professionals believe that older generations are more reluctant to switching brands. Research has proved that the opposite may be true, that 50+ consumers are as stuck in their ways as previously believed. 1. Demonstrate practical benefits

Unlike millennials, who are easily swayed by their communities, mature consumers are less easily influenced by peers. They rely on their own experiences, practicality and logic to sway them out of their comfort zones. 2. Stick to the facts

Sweeping claims don’t work on mature consumers who will do substantial fact and cross checking of information to ascertain whether marketing claims are valid and true. What’s more, they’re much more likely to return items that don’t live up to expectations or brand claims. How do you navigate a world rich with diverse audiences, who are able to block your brand messages at the click of a button?

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Desiree Gullan, Co-founder and Executive Creative Director of G&G Digital, offers the following advice: “There’s no need to allow ad-blockers and the increasing demands of consumers to block your marketing campaigns. Take insights from both millennials and boomers and merge those into a high-performance hybrid strategy that is well rounded with credible brand and lifestyle messaging, sticks to the facts, delivers on promises and is creates memorable experiences at all touch-points.” 

Award-winning Co-founder and Executive Creative Director of G&G Digital, Desirée Gullan has been pivotal in producing many breakthrough digital communications based on deep, strategic insights. From strategy to creative direction,  Gullan drives her agency to produce outstanding work and results-driven campaigns that add value to G&G's clients and their consumers.  For more information, visit www.gullanandgullan.com

OPINION: B-BBEE

B-BBEE is an opportunity for economic growth, not just a compliance exercise By Daniel Orelowitz, Managing Director at Training Force

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OPINION: B-BBEE

The purpose of Broad-Based Black Economic Empowerment (B-BBEE) is to promote inclusivity and grow all areas of South Africa’s economy. If done properly, it helps to close our skills gap, grow the Small Medium Enterprise (SME) sector and encourage entrepreneurship, all of which will stimulate economic growth. However, in many instances B-BBEE is nothing more than a 'tick box' compliance exercise, which negates any benefit and is not in the spirit in which the requirement is intended. The right training partner can help businesses take their B-BBEE to the next level, aligning training with business to ensure sustainable growth and improved efficiency, among other benefits.

Working smarter, not harder in the wake of COVID-19 For many businesses, the pandemic has meant reducing staff complements in an effort to stay afloat. This has the unfortunate consequence of also forcing staff to work harder and take on new roles, making training more important than ever. Skills development is also an important element of the B-BBEE scorecard, helping those who previously have not been afforded opportunities to upskill and grow. Incidentally, skills development is also critical in ensuring economic stability and prosperity, and South Africa has a significant skills gap that needs to be addressed.

By embracing the true spirit of B-BBEE, the right skills can be addressed to make a meaningful difference to business.

By embracing the true spirit of B-BBEE, the right skills can be addressed to make a meaningful difference to business. Aligning B-BBEE efforts, particularly training, with actual business needs and values, will not only ensure people are upskilled in a relevant way to help grow the economy, they will also be able to improve business and advance themselves at the same time.

What you put in is what you get out The reality is that B-BBEE is a requirement for doing business in South Africa; however, this should not be the sole or overriding imperative driving it. Businesses in South Africa need the economy to function and prosper to ensure their own prosperity and growth. Investing in the transformation of the economy increases the buying power of the market which in turn means more customers, and a more profitable business. Our current unemployment levels reduce the amount of money in circulation, and every business is feeling the pinch. B-BBEE should not be regarded as a hindrance to business, but rather an opportunity to obtain necessary skills and drive the recovery of the economy faster.

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OPINION: B-BBEE

Skills level up Skills development lies at the heart of both B-BBEE and economic recovery, which makes training crucial. Finding the right training partner is essential to help upskill employees as well as to provide employment and skills development opportunities through learnership initiatives. Your training partner should also manage the areas of the B-BBEE scorecard focused on skills, which account for 20% of the overall rating. B-BBEE accreditation is also essential to ensure that businesses will receive the desired return on their investment into training. Getting it wrong can cost organisations a lot of wasted money but getting it right will undoubtedly aid a business. The crux is to embrace B-BBEE for the right reasons and align training with required skills, so that businesses will not only tick all of the right boxes, they will also benefit themselves and the economy as well. 

Daniel Orelowitz, Managing Director at Training Force

Training Force is a skills solution company that provides a variety of meaningful and shared valued accredited training specializing in Learnerships and Skills Programmes. The training interventions assist companies to maximise their BB-BEE scorecard and at the same time makes a real impact on employees and learners. All programmes are aligned with SAQA (South African Qualifications Authority), the National Qualifications Framework (NQF) and accredited SETA Quality Assurance departments.

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BUSINESS SUCCESS

Five benefits

of participating in a Business Accelerator Programme South African’s have a demonstrated history for innovation, from tech start-ups going global to successful township and rural economy entrepreneurs. Most innovative ideas, however, never take off as small businesses simply don’t have the resources or market access to launch their ideas. To bypass these barriers to entry, many entrepreneurs are now accessing Business Accelerators to unlock potential and access an effective springboard for growth. Paige Sherriff, the Project Manager for the eThekwini Furniture Cluster (EFC) says that business accelerators are programmes that connect SMEs to the information and support they need to help them accelerate towards business success. Recognising the impact this can have in the local furniture industries, the EFC recently launched its inaugural Business Accelerator Programme.

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“By connecting high-potential furniture manufacturing businesses in KZN with large South African based companies, the EFC Business Accelerator aims to drive effective growth through market access interventions, standards upgrading, capital investment and support,” Paige explains. Paige says that the EFC Business Accelerator closely follows tried and

BUSINESS SUCCESS

tested international accelerator models as well as the highly successful Durban Chemical Cluster Business Accelerator. “Accelerator programmes are gaining in popularity across multiple manufacturing sectors as they are effective in achieving permanent results and true change for both industries and SMEs,” she adds. So, if you are an SME, here are Paige’s top five reasons why you should join an accelerator:

1. Speed and momentum An accelerator can work for SMEs in all phases of their growth. You may have encountered an issue or reached a growth plateau but an accelerator programme will encourage you to think bigger. It can be that personal trainer that kicks you to the next level that you couldn’t figure out on your own. Using the accelerator and the expertise within it, SME’s can access an intensive, targeted framework that can help speed them towards a contract, partnership, POC or investment.

2. Making connections One of the most important benefits offered by a business accelerator is the connections and contacts that are made during the programme. The participants are like-minded people looking to improve their company’s growth potential. This fosters a great environment to get customers, meet your competition, build better supplier relationships or even find new business partners. You may even connect with potential customers years before your procurement team would otherwise come across them.

3. In-depth analysis of customer needs For SME’s, knowing the needs and specific requirements of customers is not always readily apparent. In a business accelerator, customers

speak directly to the participants about their specific needs and explain exactly what they’re looking for. It presents the perfect opportunity for participating companies to deliver their proposals to these same clients, potentially opening the doors to doing business and closing deals.

4. An ecosystem of support Business accelerators usually come with support systems such as mentorship from business experts. Generally offered as part of the package, these are designed with a focus on a particular industry and provide quick access to key industry advisors who understand the unique challenges facing the industry and/or geography. This concentrated form of information allows you to speed up your business development. Instead of reinventing the wheel, you can leverage their years of accumulated wisdom to grow your business in a more calculated, strategic way.

5. Building a network Just because the accelerator programme ends doesn’t mean the support runs dry. Long-term relationships develop at business accelerators. Plus, the alumni network is always there to tap into – to inquire about talent, seek investors or get feedback – as you continue with your business growth or take on any other projects in the future. “Participating in a business accelerator translates directly into value for any company that wants to unlock its growth potential. They can play a vital role in shaping and fueling business growth, offering a menu of invaluable and ongoing resources to participants,” Paige concludes.  For more information on the EFC Business Accelerator, visit www.furniturecluster.org.za/ the-business-accelerator/.

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BUSINESS SUCCESS

capabilities businesses

need for future success

Achieving sustained value creation in a world of deep, volatile and disruptive change means organisations and leaders will need dynamic new capabilities to maintain success and stay relevant into the future.

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BUSINESS SUCCESS

Understanding the future better than competitors, making more intelligent decisions, moving faster and bouncing back smarter will be essential in a world where “ideas are the new currency in a hyper-competitive business environment and innovation driving new forms of customer value is relentless,” says Deidre Samson, Senior Research Associate at the Institute for Futures Research at the University of Stellenbosch Business School (USB). Samson is also a partner in Future-Fit, a Futures

Consultancy. “Future success, from a personal and business perspective, has never been less of a sure thing. Climate change, pandemics, hyper-competition and the relentless disruption of technology all combine with other driving forces to ensure that no business is safe and no career is secure,” she adds. Whilst many businesses previously relied on historical data and past performance to inform strategic decisions about the future, Samson said making sense of the past provided only a part of the picture and was no longer enough to predict future success. “To ensure sustained relevance and customer value, there are four distinctive capabilities that need to be developed, operationalised and renewed over time: we need to make better sense of the future than our competitors (foresight), and

we need to make prescient, systemic and intelligent decisions (acuity). We need to move faster to deliver new forms of future value to customers and society (agility), and we need to learn from adversity and bounce back, smarter and more competitive than before (resilience).” Samson says these four essential capabilities are summed up as foresight, acuity, agility, and resilience. “Capabilities are often confused with competencies, but the reality is that they are not the same thing. Competencies are a current state of peoples’ skills or abilities to do a job. Capabilities take us into the future; they include key resources required, peoples’ competencies, systems and processes, integrating mechanisms and sound governance. They should also be adaptable and flexible to meet changed circumstances," she explains. “Capabilities enable us to actually do something on a sustained basis. To compete successfully, some of these capabilities need to be dynamic capabilities. Dynamic capabilities are the ‘distinctive things that we need to do’ better than our competitors to ensure strategic success,” Samson adds. The four key capabilities work together in an integrated, dynamic way to support long-term, sustained value creation.

is the ability to create and maintain a high quality, coherent and functional forward view. “Everything starts with strategic foresight – making sense of the future in order to make informed decisions about what we are going to do to address challenges and take advantage of opportunities. Foresight requires that we constantly scan the environment, consider the likelihood and assess the potential impact of a myriad of interconnected forces driving change. It requires that we join the dots, gain insights based upon expertise and intelligent use of data, and model plausible scenarios towards which we navigate," says Samson.

FORESIGHT

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BUSINESS SUCCESS

is sharpness of vision, hearing, and quickness of thought. "Acuity translates foresight into intelligent decisions to inform our actions. Acuity means being in touch with what’s happening around us, being honest about our own strengths and weaknesses, having deep expertise in our own future arenas of opportunity whilst ‘seeing’ the systemic connections that set up both intended and unintended consequences," says Samson. "Acuity represents both rational and emotional intelligence, doing what’s right in a world full of ethical

is the ability to move quickly and easily. “In an asset-rich but time-poor world, agility ensures timeous results. If we can’t move fast enough to implement new ways of doing things, if we are too slow in delivering new forms of value, if we let excessive bureaucracy hamstring our ability to respond, we are dead in the water. We run the risk of

dilemmas and strategic trade-offs. It’s all making key choices – about when to do things alone and when to partner with others. It’s about building social relationship capital based on trust with other people and organisations in a broader ecosystem," she adds.

having great ideas but not being able to execute fast enough and then we are simply not able to take advantage of the opportunities our foresight has created," says Samson.

ACUITY

AGILITY

the capacity to overcome and bounce back from adversity, also comprises the ability to learn from experience. “Foresight doesn’t mean that we get it right every time. There are going to be times when we are blindsided or when events – like the COVID-19 pandemic – come out of nowhere to impact our best-laid plans. COVID-19 has introduced the word ‘pivot’ to many executives vocabulary, the ability to change direction to deal with an urgent challenge. Resilience means that we ‘pivot’, bounce back quickly from adversity AND use the experience to learn, embrace new opportunities and reposition ourselves for even greater success,” she explains. Samson said both individuals and organisations needed to take time out to reflect, learn new skills and develop new ways of strategising and working centred around these four capabilities. “Competition for survival has evolutionary roots, manifest in today’s hyper-competitive business environment. Remaining relevant by matching and beating competitors as they jostle and position for advantage, ratchets up the speed and pace of change. These capabilities are the new ‘muscles’ that organisations need to build to be fit for the future. They need to permeate all levels or parts of an organisation.” “Will we ever get off the rollercoaster? Probably not. From a biological perspective, we cannot rely on evolution to save the day. We have to intervene in this relentless race by being able to do things that enable us to survive AND thrive. This is as true for an individual as it is for those acting as stewards of enterprises. As organisations, we need to be resilient to bounce back from adversity and survive, and as people we also need to be courageous, prescient and insightful to thrive in championing the future challenges and opportunities to be found within our own careers,” she ends. 

RESILIENCE

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B-BBEE

South Africa B-BBEE developments: Clarity provided on black ownership schemes and structures Minister Patel has issued a Practice Note in terms of the Broad-Based Black Economic Empowerment Act Rules for Discretionary Collective Enterprises to provide much needed clarity on how ownership schemes and structures should be interpreted under the B-BBEE Codes. By Adam Ismail, Safiyya Patel, Candice Meyer and Leigh Lambrechts from Webber Wentzel

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B-BBEE

There has been much uncertainty regarding what constitutes black ownership when it comes to broad-based ownership schemes (BBOS) and employee share ownership schemes (ESOP) in recent years. This uncertainty has been cleared up by a Practice Note that the Minister of Trade, Industry and Competition, the Honourable Minister Ebrahim Patel, published in the Government Gazette on 18 May 2021. An explanatory memorandum in terms of section 14(2) of the B-BBEE Act has been issued in order to guide the Department of Trade, Industry and

• A defined class of black beneficiaries satisfies ownership for purposes of the Codes and beneficiaries need not be individually identified. Discretion that fiduciaries may have to vest entitlements in beneficiaries from time to time, and even discretion in relation to the portion of their entitlement, is acceptable. • Broad-based and meaningful ownership in the economy by black people, communities and workers are often best served through the mechanism of identifying a natural class of persons to benefit from the scheme, rather

Competition, the B-BBEE Commission as regulator and the market on the approach to be followed in giving effect to the policy and legislation currently in force. The Practice Note provides clarity on how ownership by entities such as BBOSs, ESOPs, and Trade Unions, Not for Profit Companies, Cooperatives and Trusts (Collective Enterprises) should be interpreted under the B-BBEE Codes of Good Practice (Codes). At the outset, Minister Patel notes that in the recent years there have been significant differences of opinion and interpretative misalignment in the B-BBEE space on how ownership structures, such as discretionary Collective Enterprises, should be considered and treated for ownership purposes under the Codes. The Minister states in broad terms that government advocates and promotes that the implementation of B-BBEE legislation should ensure broad participation as well as meaningful participation of black people in the mainstream economy. He notes that discretionary structures have benefited many black beneficiaries in regard to accessing the economy and/or economic empowerment.

than a list of individuals with vested rights. Non-profit companies are also entitled to use a defined class of natural person beneficiaries. • Following the fiduciaries' exercise of their discretion, each beneficiary selected to partake in a particular distribution acquires a vested right to such portion of the particular distribution allocated to them at that point in time. Subject to the provisions of the scheme, this type of mechanism means that if an individual at one point in time was selected to partake in a distribution of the scheme, that it does not necessarily entitle that individual to partake in future distributions. • The discretionary powers afforded to fiduciaries are necessary to ensure meaningful benefits flow to a class of natural persons. The defined class of natural persons’ rights are still vested and the fiduciaries are not allowed to award a benefit to any individual that falls outside of the defined class of natural persons. Recipients of student bursaries will satisfy black ownership under the Codes and entitlements of beneficiaries may vary from year to year. The fact that fiduciaries can decide from year to year who the recipients of the bursaries will be within the prescribed description does not detract from the black ownership and is acceptable. • While only black people attract recognition on

Highlights The highlights from the Practice Note regarding the rules for discretionary Collective Enterprises are:

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B-BBEE

the ownership scorecard, the Codes place no restrictions on the nature of participants and minors (i.e. black persons under the age of 18) are not prohibited from being participants or beneficiaries in any way. BBOS' with minors as beneficiaries qualify for recognition as black ownership, as their ownership rights are exercised by the fiduciaries of the scheme, such as the trustees, despite the minors' lack of legal capacity. This is evidenced by these fiduciaries having the discretion to distribute the economic interest of the vehicle in question to its

defined class of natural persons. • The rules in the Codes that require the financial reports of Collective Enterprises to be presented to participants at an annual general meeting means that participants must be invited to the annual general meeting of a Collective Enterprise but this does not mean that all will attend or that attendance of all participants is required for compliance. • Discretionary Collective Enterprises allow 'single purpose Collective Enterprises' such as educational, developmental and community

beneficiaries (as provided for in the constitution of the vehicle) and voting shares held on behalf of beneficiaries. • As with dividend distributions out of companies which may be in cash or kind, distributions out of different types of Collective Enterprises may also be in kind. Instead of making cash distributions to beneficiaries, the scheme may pay for skills development, education, or training on behalf of the beneficiaries or facilitate access to funding. • Discretionary schemes which make distributions in kind to members of a defined class of natural persons in no way detracts from the economic interest points claimable by or through these schemes. • Whether distributions are made or not has no bearing on whether Economic Interest may be claimed in terms of the Codes. Economic interest attaches to the right to receive dividends or a similar right and not to the distribution itself, with the primary factor in determining whether a dividend can be declared, or distribution made, being solvency and liquidity considerations of the business or Collective Enterprises. Measured entities and discretionary Collective Enterprises may not be penalised for not having made distributions in a particular year. Such earnings retained and not distributed ultimately vest in the individual or

upliftment type of BBOSs or trusts to be recognised in a chain of ownership and for the measured entity to receive the points proportionate to the black ownership housed in a single purpose Collective Enterprise. • Evergreen ESOP structures, which provides perpetual benefits to workers of the company, may also satisfy the ownership provisions of the Codes. In such case, the defined class of beneficiaries in such cases may be 'workers of the firm'. Annexure 100(C) of the Codes permit a scheme which identifies the participants as employees of the company for as long as they remain in its employ. So-called 'good and bad leaver' principles are therefore acceptable. While Annexure 100(C) requires that all accumulated economic interest of the scheme be payable to the participants at the earlier of a specified date or event, or the termination of the scheme, it does not require such an earlier date or event to be specified at all. Its only purpose is to ensure that the accumulated economic interest of the scheme ultimately goes to its participants and not to anybody else. It is enough for the scheme’s constitution to say no more than that its accumulated economic interest must be distributed to its participants on termination or winding-up of the scheme. • The terms of a discretionary Collective Enterprise's founding documents need to

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B-BBEE

have a clearly defined objective and may, notwithstanding the rules for ESOPs, trusts and BBOSs (e.g. that at least 85% of the value of benefits allocated must accrue to black people, 50% of the fiduciaries must be independent, 50% of the fiduciaries must be black people and 25% must be black women), provide for a discretion to the fiduciaries to distribute, in their sole and unfettered discretion, such portions of the scheme’s income and capital as they deem fit from time to time to some members of a defined class of natural persons to the exclusion of others. • This discretion, exercised within the parameters of the defined class of natural persons, in accordance with the constitutional documents of the entity, will not disqualify the Collective Enterprise from qualifying for recognition as a BBOS, ESOP, trust or in general from qualifying under the ownership scorecard. • Where the wording of the founding documents is clear as to the racial or gender composition, the constitutional document will serve as the written record to these facts. Where this is not the case, reliance may be placed on an independent competent person's report estimating the rights of ownership that flows through the scheme. Where determination

Adam Ismail

Safiyya Patel

of race and gender of participants are indeterminable despite such mechanisms provided for, the participants must be regarded as non-black. • Participants in Collective Enterprises with discretionary terms seldom have the right to vote at general meetings of the scheme. Their rights are represented by the fiduciaries who make decisions for and on their behalf. The voting rights of such participants, while exercised by such fiduciaries, will be attributed to the race and gender of the participants and not that of the fiduciaries. The Minister notes that these challenges still need to be addressed: ways to strengthen broadbased empowerment vehicles like ESOPs; how to address the challenges with existing schemes; and how to promote participation of individual entrepreneurs to improve the level and quality of black representation of black South Africans in the economy. Minister Patel has announced that he will appoint a panel to provide a report on ways to address these issues so that a process can be followed to ensure the appropriate changes are affected to minimise exploitation of the B-BBEE provisions and to ensure that broad-black ownership strengthens transformation of the economy. 

Candice Meyer

Leigh Lambrechts

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ADVERTORIAL: BIZCASH

Who is

Bizcash?

Expert industry knowledge and advice

Disruptive Fast Lifelong Partnerships

Founders of Alternative Finance Solutions (Pty) Ltd (AFS) have 50 years' combined experience in financing SMEs, with all of them working in the banking sector at some stage of their careers.

Simple and secure

Out the box

AFS, founded in 2017, is a specialised finance Tailored Available house that is passionate about working alongside solutions 24/7 SMEs to assist in optimizing their cashflow through secured financial solutions. Fintech In June 2019, AFS went from having only the Disclosed Invoice Discounting solution Forefront of financial technology to acquiring the assets and IT platform of Bizcash (Pty) Innovative thinking Ltd, one of South Africa’s Speed and flexibility leading on-line invoice discounting platforms and have since decided Growth and to keep the name prosperity brand as 'Bizcash'.

What has Bizcash accomplished?

Since June 2019, we have grown exponentially, introducing and expanding with a variety of different solutions such as Selective Invoice Discounting, Business Loans, Overdrafts and Term Loans, resulting in over R586 million being paid out to SMEs and growing over 474 businesses across South Africa. The expansion has successfully enabled us to grow our team by 80%. We have also recently launched our updated and refreshed website. Check it out at www.bizcash.co.za We have established partnerships with Telkom

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for Business and Debtsource, which enabled us to extend our reach and work with more SMEs that benefit from our financial solutions. This has come at the perfect time, where due to the COVID-19 pandemic, businesses' working capital cycles are under more pressure now than ever before. Late last year we expanded our solutions yet again by acquiring a world class Supply Chain Finance platform, with which we will be rolling out our Bizcash SCF offerings to the market, with our focus to create value in our clients' supply chains to strengthen and ensure sustainability.

ADVERTORIAL: BIZCASH

Over the last two years, we have successfully purchased six loan books from various counterparties, with a combined purchase price in excess of R126 million.

What makes Bizcash different?

We offer our clients a unique hands-on experience with our friendly and experienced consultants. Our mission is to build lifelong partnerships with our clients and make them part of a financial community and not just be a financial solution provider. We pride ourselves on the fact that we are completely 'fintech' and out-of-the box thinkers, allowing us to adapt quickly and tailor our solutions to our clients' needs, with little effort from their side. As we don’t conform to normal banking red tape, policies and procedures, our turnaround time is faster, solutions are flexible, and our rates are affordable.

The benefits to SMEs

Our unique set of financial solutions will assist SMEs to smooth out their cash flow and ensures that their business can capitalize on opportunities when time is of the essence. We have a dedicated team focused 24/7 on

providing our clients with any information and assistance needed. The registration process is easy to use, online and accessible from anywhere at any time. All our fees are disclosed upfront and completely transparent.

Financial solutions we offer

Selective Invoice Discounting – A selective invoice discounting facility that allows you to get an advance on unpaid debtors invoice/s on a confidential or disclosed basis from a single or handful of debtors when you need it. Bizcash Business Loan – A fast and flexible working capital injection for a short-term loan requirement. Bizcash Overdraft – A facility for now and later, access to funds during your cashflow crunches, servicing interest only on what you’ve taken out. Bizcash Term Loan – A flexible working capital facility, repaid in regular monthly payments over a set period of time. Bizcash Supply Chain Finance – An effective platform for buyers and suppliers to improve their working capital without accruing new debt. Buyers can optimise their supplier repayment terms, and it is a means for suppliers to receive early payment on their invoices. Add-On Trade Credit Insurance – Insuring your debtors payment risk may result in a better interest rate on your Bizcash facility.

Let your Fintech journey begin…

Bizcash

M 0861 93 93 93 Sean Waywell, CEO of Bizcash

W www.bizcash.co.za

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OPINION: BUSINESS CONTINUITY

BPO – a critical element to ensure business continuity throughout

the COVID-19 pandemic

As companies attempt to recover after a rough 2020, their main objective is to do more – with less. Budgets are stretched, human resources are stressed and the toll of working through a pandemic is evident in the workforce. During these challenging times, businesses need to think critically about their core, revenuegeneration functions and look to streamlining everything else. By Gean Botha, Managing Director at Programmed Process Outsourcing, a Workforce Holdings Company

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OPINION: BUSINESS CONTINUITY

The most effective way to cut costs is not to spend less but rather to increase efficiencies. Rather than expecting internal resources to do more – which will only result in decreased overall productivity – it is a far smarter move to introduce Business Process Outsourcing (BPO) into the equation.

Organisations that choose to outsource their business processes gain the expertise to drive business efficiencies across the entire operational chain.

The best of both worlds While outsourcing in the digital sphere usually involves handing over management of certain processes to an external third party to perform offsite, this is not the case with the outsourcing of processes necessary to support the business. Companies choose to outsource when they decide that another, more specialised organisation can handle a business task more effectively than they can internally. The burning question is which business processes can or should be outsourced? Non-core functions that are essential to the running of the business are ideal for outsourcing. Business processes ideal for outsourcing include palletising, finishing, bagging, assembly, health and safety, picking, packing, inventory control, dispatching, cycle counts and payroll. While there can be some concern for companies handing over their business processes to another company, it is important to bear in mind that this relationship will be governed by a Service Level Agreement (SLA) moving forward. This will clearly define the roles, responsibilities and expectations of outsourcing relationship. Furthermore, the BPO model is based on maximised output with minimised input, which means it is the BPO provider’s core function to help other companies increase their output which is ultimately a win-win for everyone.

The current need for BPO In tough times, the first thing companies need to do is look at cash flow to preserve funds and

eliminate capital expenditure. By outsourcing processes that are essential for operations, companies can take cost-effective steps to ensure business continuity. This is especially important with so much uncertainty on the horizon. Outsourcing business processes provide organisations with various benefits. It is possible to save money, resources and valuable production time, leaving the organisation’s employees free to focus on their specialties. The business is also able to take advantage of the outsourcing company’s niche focus, which is streamlining essential business processes for other companies. While such processes are essential, organisations have learned that the need is not full-time. Organisations have learnt that they need to be agile and have variability in these processes in order to meet fluctuating demand from their clients. Organisations that choose to outsource their business processes gain the expertise to drive business efficiencies across the entire operational chain. Other benefits include cost reductions through process improvements and re-engineering to bring administrative and production costs under control. Costs move from fixed to flexible, by paying only for a service as it is needed. With certain day-today operations taken care of, the business’ management team will have the capacity to spend more time on growing the business.

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OPINION: BUSINESS CONTINUITY

Outsourcing non-core business processes will also give teams the time and resources to focus on revenue generating activities, such as driving sales, developing new products and refining services, all of which leads to enhanced customer service and satisfaction.

Makes good business sense More importantly, outsourcing is an important risk mitigation strategy when it comes to addressing labour risk in a fluctuating market, as well as issues of health and safety. As the business world adjusts to the new reality of COVID-19, being able to outsource these risks is an incredibly important survival tactic that companies can use. BPO providers have the right levels of insurance to make business continuity more realistic and affordable. 

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Gean Botha, Managing Director at Programmed Process Outsourcing, a Workforce Holdings Company

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CALL CENTRES

Using employee engagement to drive call centre performance 5 Strategies that call centres can use to make a huge impact on agent attrition and performance

The secret is employee engagement. The powerful activities that drive this don’t require a magic formula or gimmicks, but rather active communication, recognition and creating opportunities for growth.

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CALL CENTRES

It’s a fact that attrition rates in call centres in South Africa are a massive challenge. Highpressure environments, stress and burnout, absenteeism and performance issues are often cited as reasons for people leaving call centres and the industry too. Companies that solve these challenges are usually also the most successful. “On average, call centres report that it costs around R20 000 to recruit, screen and train each agent, over 20% of the average annual salary. Recruitment and retention are therefore high priorities in this sector,” says Sam Staats, Co-founder and Director for Airshot, a digital broadcast platform. Staats says that through working with numerous call centres, the Airshot team has established a model that uses successful strategies to improve agent retention and boost performance. “The secret sauce is employee engagement and the powerful activities that drive this don’t require a magic formula or gimmicks, but rather active communication, recognition and creating opportunities for growth,” he explains.

Staats shares Airshot’s top five strategies to improve engagement in call centres:

1 Use the right communication tools

The first thing is to find a way to get your message across. Most agents don’t have online access on their desktops, so you need a tool that allows for instant communication. One of the obvious solutions is to use the device that your employees use for their own information needs – their mobile phones. With the Airshot App or similar technology, your agent’s smartphones become a single, centralised channel for every kind of communication, providing real-time performance updates, push notifications for urgent messages, two-way communication, targeted training options, surveys and so much more.

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CALL CENTRES

Be clear about responsibilities and goals

This may not seem like an engagement activity, but it is one of the most important. Arming your agents with a sense of purpose that’s tied to their responsibilities is critical to creating a meaningful, emotional bond between your employees and their work. How well you communicate your company’s objectives is directly correlated with how engaged your agents are, giving them clear goals and fueling their ambition. Airshot can be used to reinforce this as it offers an array of tools including real-time performance reporting and competition-driven leaderboards.

3 Make your agents feel valued

As agents often only have contact with their team and their team leaders, they may start to feel less in touch with the company and wonder if their work is even appreciated by the higher echelons. The Airshot App offers possibilities to bridge this gap. Personal messages from the CEO or public recognition for an outstanding team effort will help your agents feel the love. And showing your agents that you are listening to them, through survey results or a two-way feedback process, will do wonders for engagement, performance and job satisfaction.

4 Celebrate achievements

Actively recognising individual accomplishments provides solid proof that the work your agents are putting in has both value and meaning. By celebrating their hard work on a public platform such as Airshot, you send a clear message of appreciation while simultaneously fueling participation and performance amongst your entire workforce.

5 Promote games and challenges

Fostering friendly, social competition on the Airshot App is a fun way to promote bonding between your agents, even across teams and divisions. Through videos and games, you can make the company culture and values more tangible. Simple solutions such as photo challenges or an office-wide fantasy football league can do wonders to create a powerful connection between your agents and the organisation. “When you think about effective engagement, you have to consider two factors: what you say and how you say it. Your agents in the call centre will appreciate the kind of communication that puts them at the heart of the business. As for the 'how', the technology is available to give you all the tools to lower attrition, improve performance and deliver results for your bottom line.” Staats ends. 

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Sam Staats, Co-founder and Director for Airshot

GOOD GOVERNANCE BEGINS IN THE BOARDROOM.

With so many companies severely affected by Covid-19, we’ve all seen how vital it is that good governance is driven by strong leadership. That’s why Old Mutual Investment Group is always clear about what we expect from the companies we invest in. It’s how we encourage greater industry collaboration around key environmental, social and governance (ESG) factors like transformation, ethical leadership and green growth. And it’s an approach that helps us lead the way in responsible investing, delivering sustainable, long-term returns to our clients and making a positive impact along the way.

Investing for a future that matters. Visit oldmutualinvest.com/institutional to find out more.

INVESTMENT GROUP DO GREAT THINGS EVERY DAY Old Mutual Investment Group (Pty) Ltd (Reg No 1993/003023/07) is a licensed financial services provider, FSP 604, approved by the Financial Sector Conduct Authority (www.fsca.co.za) to provide intermediary services and advice in terms of the Financial Advisory and Intermediary Services Act 37 of 2002. Old Mutual Investment Group (Pty) Ltd is wholly owned by Old Mutual Investment Group Holdings (Pty) Ltd.

CONSTRUCTION

Sisters are doing it for themselves

in SA construction Despite progress, South Africa’s key economic sectors largely remain a man’s world. Take construction, where only one in ten professionals is female. There are glimmers of hope, though. Across the country, women are digging deep to change the landscape. Thandeka NombanjinjiNzama from Soweto is one of them. Besides realising residential, civil, and commercial developments worth hundreds of millions of Rands, she is steadily building a new gender narrative for the construction industry.

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Starting her own business has always featured on Nombanjinji-Nzama‘s agenda, thanks to the influence of her entrepreneurial parents. Her late father and property developer, Ligwa Nombanjinji, has been instrumental in this. “My mom and dad were both entrepreneurs, and they grounded me and taught me the value of running your own show,” she says. “My father was the one who introduced me to my passion, construction, and equipped me with the business acumen to start on my own. It is because of him that I am not afraid to get my hands dirty,” she says. Whilst gender roles weren’t an issue at home, Nombanjinji-Nzama soon realised this didn’t apply to the rest of society. “When I worked as a construction intern, I realised how very few women, especially women of colour, worked in the sector, let alone headed up these building companies,” the 38-year-old recalls. Her statements correspond with the October 2018 Construction Industry Development Board’s quarterly report, which shows only 11% of all construction professionals are female. That figure is

CONSTRUCTION

even lower when looking at women of colour, especially in leadership roles. Besides being in the minority, NombanjinjiNzama recalls how challenging it was to work as a young woman in this sector. “I have experienced the harshness of the industry first-hand. People judged me based on my gender, assuming I would fail because I was a woman,” she says. It didn’t take long before she decided she wanted to make construction more diverse and inclusive and fight the patriarchal challenges

them excel. So far, over 80 women have been given work opportunities, with more on the cards as the company grows. “Look, the time to talk is over. We have spoken about gender inequality for decades. It is time for us to walk the talk,” Nombanjinji-Nzama says, noting that empowering women and getting them working is not just beneficial for women and their families, but for the country as a whole. “As Michelle Obama once said: No country can ever truly flourish if it stifles the potential of its women and deprives itself of the contributions of

female construction professionals face. “I knew I had to do this from the inside out, meaning I had to start my business.”

half of its citizens.” 

Mbokodo Building, a 100% female-led and owned general & civil engineering company This led to the launch of Mbokodo Building in 2008, a 100% female-led and owned general and civil engineering company that has realised R200 million worth of projects. These include an RDP housing project in Gugulethu, Cape Town; water and sanitation infrastructure in Johannesburg; a primary school commissioned by AngloGold Ashanti; and various other developments, from libraries to railway bridges. In the meantime, the company is working hard to fulfil its gender gap mandate, which revolves around the training, empowering, upskilling and employing of women in the sector and helping

Thandeka Nombanjinji-Nzama

About Mbokodo Building Wathint’ Abafazi, Wathint’ Imbokodo (you strike the women, you strike a rock) Mbokodo Building Pty Ltd is a pioneering 100% female led and owned 7(GB) and 7(CE) construction company that specializes in general construction and all civil engineering works. Mbokodo Building Pty Ltd was created for the sole purpose of minimizing the gender gap and prioritizing the inclusivity of women in the construction industry. We aim to change the narrative of male domination within the built industry by means of prioritizing the employment, promotion, upliftment, skills development and empowerment of women.

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CYBERCRIME

Financial institutions should

adopt a zero-trust approach to security By Avinash Gupta, General Manager at AlphaCodes

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CYBERCRIME

The COVID-19 pandemic has led to a surge in cybercrime, with cybercriminals developing and enhancing their attacks at an alarming pace as they aim to exploit the fear and uncertainty caused by the unstable social and economic situation. In times of crisis, good security practices are often the first thing to go. As employees across the globe are being asked to work from home; banking, finance services and insurance (BFSI) institutions, businesses and government organisations are being forced to implement new remote working policies such as the zero-trust approach. This shift in the way we work and do business

has resulted in organisations losing visibility of what is happening in their corporate and their employees’ personal networks, devices and applications. This shift has also seen several cybercriminals and sophisticated hacking groups rapidly adjusting their techniques and tactics to take advantage of the situation. The BFSI sector is one of the most vulnerable to cyberattacks, even in a ‘normal’ business

environment. However, the pandemic has placed addition pressure on this industry, as organisations not only have to deal with a large percentage of users working from home, but also with evolving risks and ensuring compliance with regulatory requirements. At the same time, the sector also has to protect both its customers and staff while encouraging the adoption of remote transacting and access.

Protecting the fundamentals Organisations within critical business sectors such as BFSI, manufacturing, healthcare and fuel and energy must protect three fundamental things: data, devices and applications, as well as the network itself. Traditional perimeter-based network security architecture is allowing trusted users to access resources on the network infrastructure and kept unauthorised users out. Yet, as companies become increasingly distributed and their workforces operate outside the corporate network, this methodology no longer works effectively and poses a significant security risk. Instead of relying on traditional perimeter-based security architecture, organisations should adopt a zero-trust security architecture that always verifies users, irrespective of their role, locality, or managed or unmanaged device – even those already inside of the network perimeter. In a zero-trust security framework, each user, device, and application is verified and authenticated with contextually aware tools. Zero-trust security architecture enables users to securely access applications and sensitive data from anywhere, using any device. This allows organisations to achieve agility, improved efficiency and to reduce IT costs, without losing control over their data, devices, users and networks. The best starting point for this journey is to replace the traditional perimeter-centric view of security with an identity-centric approach that confirms secure access for various user types, irrespective of their location, device, or network. Any specific solitary solution can’t solve for all aspects of zero-trust security, so it is critical to leverage identity to optimise mitigation across the security stack.

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CYBERCRIME

PoPI Act compliance Organisations must also keep in mind that the Protection of Personal Information (PoPI) Act became effective on 1 July this year and will be mandatory for all companies. The Act is especially important for those operating with the BFSI sector, as they process clients’ personal information. It requires the implementation of technical and organisational measures to secure the integrity of personal information, and to guard against the risk of loss, damage, or destruction to or of such personal information. The best way to achieve compliance with this legislation is to update or create an organisational security policy that refers to clear, comprehensive, and welldefined plans, as well as compliance, rules and practices that regulate access to an organisation's systems and information. Implementing a zero-trust architecture will also assist with PoPI Act compliance, as this makes up for any lack of visibility by allowing for discovery of data flow at every access point within and across networks and platforms by requiring that all communication be verified across every channel. By adopting a zero-trust posture, companies are able to automatically discover and inventory all assets, including applications and databases and incorporate asset management into their security plan. This has the effect of reducing the attack surface, providing accountability and transparency, and showing that organisations and their clients are taking data privacy and security seriously. Providing this type of proof is one of the requirements of the PoPI Act. 

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Avinash Gupta, General Manager at AlphaCodes

Zero-trust security architecture enables users to securely access applications and sensitive data from anywhere, using any device. This allows organisations to achieve agility, improved efficiency and to reduce IT costs, without losing control over their data, devices, users and networks.

CYBERCRIME

Cybercrimes Bill signed The Cybercrimes Bill has been signed by the President – known as the Cybercrimes Act 19 of 2020, it is a welcome move in the fight against the ever-increasing rise in online and internet-based crime. Although signed into law, the Cybercrimes Act (or different sections of it) will only come into operation on a date(s) to be announced by the President. It is not clear when these dates will be announced. By Peter Grealy, Nozipho Mngomezulu, Karl Blom & Wendy Tembedza, Webber Wentzel

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CYBERCRIME

Cybercriminals will (hopefully) feel the ramifications of this new law, which criminalises various types of cybercrimes, including illegally accessing a computer system or intercepting data, cyber fraud, cyber forgery, unlawfully acquiring a password or access code, cyber extortion, and theft of incorporeal (intangible) property. The wide ambit of jurisdiction created by the Cybercrimes Act means that South African courts will have the power to try persons that are not South African citizens, as well as persons that commit crimes in other countries, where this affects a person or business in South Africa. The National Commissioner of the South African police Services (SAPS) is required to establish or designate an office within existing structures of the SAPS, to be known as the ‘designated point of contact’. This office will be responsible for assisting with proceedings or investigations into a cybercrime. The SAPS is given extensive search and seizure powers under the Cybercrimes Act, including, in some instances, the power to search and seize without a search warrant.

Important to know the reporting and other obligations imposed under the Cybercrimes Act It is particularly important for electronic communications service providers and financial institutions to familiarise themselves with the reporting and other obligations imposed on them under the Cybercrimes Act. These obligations include, for example, reporting a cybercrime involving their electronic communications service or electronic communications network to the SAPS within 72 hours of becoming aware of it; and providing technical and other assistance to a police

official or investigator in carrying out a search and seizure. Electronic communications service providers and financial institutions will need to have processes and policies in place to ensure compliance with the Cybercrimes Act, including in relation to the preservation of data and preservation of evidence in the event that its electronic communications service or electronic communications network is involved in the commission of a cybercrime. Contact Webber Wentzel’s dedicated team of cybercrime experts to support your business with understanding the Cybercrimes Act and ensuring compliance. 

Nozipho Mngomezulu, Webber Wentzel

Wendy Tembedza, Webber Wentzel

Peter Grealy, Webber Wentzel

Karl Blom, Webber Wentzel

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ADVERTORIAL: MTN

More needs to be done to connect the unconnected SA youth There is an urgent need for digital literacy to take its place as a key pillar of youth education, yet access to technology remains a major stumbling block for our children. It is crucial this access gap is closed.

According to the World Economic Forum (WEF), a staggering 40% of the world’s population live within range of a mobile signal but aren’t able to make use of it. Digital literacy stands out as the single largest barrier to the uptake of broadband connectivity and the loss of array of opportunities brought by the Fourth Industrial Revolution (4IR). A survey cited by WEF, for instance, found that almost 70% of people overall indicated they do not understand what the internet is or how to use it. As a major player in the telecommunications industry and employer of a large workforce, MTN South Africa is committed to playing its part in providing the youth with opportunities to enhance their ICT skills and long-term career prospects. MTN also has a role to play in creating an enabling environment for innovation, entrepreneurship, skills enhancement and job creation in the digital economy. Through the MTN SA Foundation and MTN Pulse – MTN’s youth-only proposition which offers the youth access to lower data fees and opens opportunity to skills enhancement - MTN SA is directly responding to this challenge by connecting the unconnected youth. Significant strides are being made. The GSMA’s State of the Mobile Internet Connectivity 2020 report highlights that in Sub-Saharan Africa mobile broadband coverage has seen improvements in recent years and affordable handsets have become more widely available. Through collaboration with key government and other partners, MTN SA is on a quest to improve this situation – and it all starts with education. In a recent report, the WEF rightly says the lack of digital skills in Africa can be addressed by investing in broadband infrastructure, partnerships and investment in digital education, access to funding and education recovery. The good news is that the technological revolution sweeping the world is beginning to have a profound impact on the continent, presenting an opportunity to “hit the reset button” and “reimagine the education landscape” by addressing the challenge of exclusion, to achieve quality education for all. MTN SA is not standing still on driving this change and we are already connecting more of our youth to a world of digital opportunity – and opening the door to prospects for jobs in the 4IR. Our flagship programme to create shared value in

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ADVERTORIAL: MTN

education is complemented by several carefully selected themes and interventions to help the most marginalised among us. These include digital inclusion, with a view to equipping young people, and people with disabilities, with the ICT skills they need to cope in a rapidly changing world.

Equipping young people for the future Access to the e-learning platform of the Siyavula Foundation, is already zero-rated for all MTN customers. In addition to this, the MTN Foundation has sponsored all of South Africa’s Grade 10, 11 and 12 students, with an amount of R3 million, to have full access to the mathematics, CAT and IT as well as Physical Sciences, Natural Science and Life Science learning materials. MTN has also zero-rated over 1 000 educational, public benefits websites (PBO) and e-learning resources. These offer learning materials, all aligned to Government curricula, for all grades and subjects. Through the Department of Higher Education and Training, we have zero-rated public universities websites. Every university comes with multiple URLs, with some of the large universities requiring support for up to 30 URLs each. MTN has also zero rated TVET Colleges websites, where online curricula can be made available. Currently MTN has zero-rated a number of URLs for TVET colleges. Among the initiatives MTN Business partnered with Unisa to provide free data of 30GB for Unisa students; and also partnered with the Eastern Cape Department of Education to provide 72,000 SIM cards preloaded with data to grade 12 pupils. MTN’s School Connectivity programme, meanwhile, targets basic education and tertiary education. These initiatives include schools for learners with special needs and other marginalised schools in disadvantaged communities and rural areas. Over the years, MTN has donated over 300 multimedia centres across South African schools.

through skills enhancement opportunities and workshops, access to connectivity, affordable data offers and relevant lifestyle benefits. Youth unemployment is, of course, one of South Africa’s biggest challenges, and to address this, MTN Pulse continues to embark on initiatives that can help bridge the gap, one young person at a time. In collaboration with MTN Business, MTN Pulse launched the Youth Best App Category for the MTN Business App of the Year Awards to drive innovation amongst our youth. In support of the #R10GoesALongWay initiative, MTN Pulse alongside MTN Foundation, pledged R200 000 towards assisting students who are suffering financial difficulty, such as facing academic exclusion and require assistance to register to study further at university for their 2021 enrolment. In our experience, the youth in South Africa are talented and hungry for opportunities. They want to turn their dreams into a reality, but just aren’t provided with enough resources and opportunities. In April 2021, MTN SA launched an initiative called “The Go Show” to provide South Africans with a small business or community project with a digital makeover. To empower the youth, MTN Pulse has taken over The Go Show during June and July 2021 to provide under 25s with a digital boost for their hustle. This will enable them with tools that will enable digital connectivity, upskilling themselves and to take their hustle to the next level. At MTN SA we believe that everyone is entitled to a modern, connected life and it is our commitment to ensure that the children of our nation are given every opportunity to thrive and benefit from the exciting digital world we live in. The alternative is that they are left behind, and as a nation we cannot afford for this to happen.

Through MTN Pulse, launched in 2019 as a lifestyle plan tailor-made for the youth, we are making impressive progress in empowering the youth to grow and succeed ABOUT MTN GROUP Launched in 1994, the MTN Group is a leading emerging markets operator with a clear vision to lead the delivery of a bold new digital world to our 240 million customers in 21 countries in Africa and the Middle East. We are inspired by our belief that everyone deserves the benefits of a modern connected life. The MTN Group is listed on the JSE Securities Exchange in South Africa under the share code “MTN”. We are pursuing our BRIGHT strategy with a major focus on growth in data, fintech and digital businesses. Visit us at www.mtn.com or www.mtn.co.za

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DISABILITY IN THE WORKPLACE

Normalising disabilities in the workplace Five actions you can use to create a culture of disability inclusion in your business

Did you know that one in four employees have been diagnosed with a mental disorder? And, according to the South African Depression and Anxiety Group (SADAG) 39% of people

diagnosed with a mental disability do not disclose their condition to their employer because many fear being discriminated against. According to Rajan Naidoo, Managing Director of EduPower Skills Academy, the topic of disability is still fraught with stigma and shame, particularly in the workplace. He believes that companies have to change this mindset, and this starts with creating a culture that embraces diversity and promotes disability inclusion. “Disability inclusion is about far more than hiring people with disabilities. An inclusive workplace values all employees for their strengths and abilities. It offers employees with disabilities an equal opportunity to succeed, to learn, to be compensated fairly and to advance. True inclusion is about embracing difference,” Naidoo explains..

But how do companies achieve this? As more than 80% of its learners are People with Disabilities (PWD), EduPower is a leader and enabler of skills development for PWD’s. Based on actual experiences, Naidoo shares five actions that companies can apply to create a truly inclusive workforce:

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DISABILITY IN THE WORKPLACE

Commitment from the top

PWD’s and their inclusion in the workplace are now part of the business agenda. Disability inclusion however needs top-level backing to become a company norm. Prove you’re committed to disability inclusion by making it a company policy. This can be a specific policy or the inclusion of disability as part of more general policies on anti-discrimination, diversity or human rights.

Skills Development By recruiting PWD’s, you will not gain real

skills, you will be able to support national policy and legislation such as Employment Equity and B-BBEE targets. In the skills development space, you can use learnerships to train PWD’s in the skills required by the business, preparing them for the world of work while also using the 12-month learnership as a screening process. You will be able to claim back the majority of the spend through the higher tax rebates for PWD learnerships and provided you are paying your Skills Development levy; you will be able to claim the Mandatory Grant too. In many cases, the rebates available mean that you can upskill your future PWD’s at zero cost.

Think flexibly about individual needs

remember that your PWD candidates bring creativity, innovation, problem solving and commitment to the workplace so give them the opportunity to demonstrate these strengths.

Make your people champions of change

The most effective way to promote inclusivity in your company is to empower and encourage all your people to champion the change. The more awareness and teamwork there is in supporting policy, the better the morale, wellbeing and productivity of all your employees. Your people may be apprehensive about someone in a wheelchair or who’s partially sighted in the office simply because of the stigma this carries in society. But guaranteed, when they start working worked together, the disability won’t be an issue. It’s about simply accepting each other as people who have a job to do. It’s about ability, not disability. Including PWD’s and accommodating their disability-related needs are important moves for companies in terms of talent resourcing and compliance with legislation. Inclusion however is everyone’s responsibility and with your team’s commitment to eliminating the misconceptions and biases that hold PWD’s back, everything is possible.

You will need to prepare the work environment by making reasonable adjustments to accommodate your PWD’s needs. These could inc wlude modifying floorplans and equipment or the content of the job itself. You may also need to adjust working hours, work organisation and the work environment.

Remove recruitment barriers

Analyse every step of your recruitment process to make sure there are no barriers for PWD’s. Adverts for jobs and learnerships should make it clear that you’ll provide reasonable accommodations for interviews and the job itself if needed. When it comes to the interview process,

Rajan Naidoo, Managing Director of EduPower Skills Academy

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CEO Mabuza is the CEO Mabuza is the

DRIVING DRIVING

F ORCE F ORCE

behind ITHUBA’s behind ITHUBA’s unmatched success story unmatched success story

CEO Charmaine Mabuza CEO Charmaine Mabuza has been the catalyst has been the catalyst behind ITHUBA’S success story behind success since it ITHUBA’S took over the Southstory since it took over the South African National Lottery in 2015. African National Lottery in 2015.

Under Mabuza, the National Lottery has not only paid out a historic R232-million jackpot, it has raised over R8Lottery billion for causes, its retail partners Under Mabuza, the National hasgood not only paid and out apaid historic R232-million commission ofraised over R1.2 ITHUBA’s significant strides in its technological jackpot, it has overbillion. R8 billion for good causes, and paid retail partners advancement mean that millions of South Africans now have the opportunity commission of over R1.2 billion. ITHUBA’s significant strides in technological to seamlessly play the game, while the funds Africans raised continue to the make a positive to advancement mean that millions of South now have opportunity difference communities andthe wide. seamlesslyinplay the game, far while funds raised continue to make a positive difference in communities farboasts anda wide. The self-confessed media shy Mabuza long record of managerial and business positions. She has served on several boards, one being Women’s Investment Portfolio Holdings (Wiphold) – the first women-owned investment company to list on the The self-confessed media shy Mabuza boasts a long record of managerial and business positions. She has served on several Johannesburg Stock Exchange, now worth R1.2 billion. Her other notable leadership positions are ones she holds as CEO and boards, one being Women’s Investment Portfolio Holdings (Wiphold) – the first women-owned investment company to list on the member of the Board of Directors of ITHUBA Holdings, Managing Director of the social grant distributor, Empilweni Payout Services, Johannesburg Stock Exchange, now worth R1.2 billion. Her other notable leadership positions are ones she holds as CEO and Deputy Chair of Mpumalanga Provincial University Council and Chair of the South African Board for Sheriffs, a regulatory board role she member of the Board of Directors of ITHUBA Holdings, Managing Director of the social grant distributor, Empilweni Payout Services, held from 2016 with her term ending in 2021. Deputy Chair of Mpumalanga Provincial University Council and Chair of the South African Board for Sheriffs, a regulatory board role she held from 2016 with her term ending in 2021. Zamani Holdings was founded in 2008 as a Private Equity Investment business by Charmaine and Advocate Eric Mabuza. In 2013, the leadership of Zamani identified an opportunity to extend its strong management philosophy to providing a national service Zamani Holdings was founded in 2008 as a Private Equity Investment business by Charmaine and Advocate Eric Mabuza. In and as a result, ITHUBA came into existence. ITHUBA Holdings (RF) (PTY) LTD was created as a special purpose vehicle to bid for the 2013, the leadership of Zamani identified an opportunity to extend its strong management philosophy to providing a national service licence to operate the South African National Lottery, under the leadership of CEO Charmaine Mabuza. Zamani’s strategic intent was and as a result, ITHUBA came into existence. ITHUBA Holdings (RF) (PTY) LTD was created as a special purpose vehicle to bid for the positively met when ITHUBA was awarded the Third National Lottery Licence. licence to operate the South African National Lottery, under the leadership of CEO Charmaine Mabuza. Zamani’s strategic intent was positively met when ITHUBA was awarded the Third National Lottery Licence.

Ithuba_CEO advertorial v3.indd 2-3

The vision that Mabuza has for ITHUBA is of a company that is not only profitable but which also places people at the The vision that Mabuza has for ITHUBA is of a company forefront of its operations. “For ITHUBA, being awarded the that is not only profitable but which also places people at the National Lottery operating licence presented an opportunity forefront of its operations. “For ITHUBA, being awarded the to impact the lives of ordinary South Africans, who remain a National Lottery operating licence presented an opportunity priority of the company,” she says. to impact the lives of ordinary South Africans, who remain a priority of the company,” she says. ITHUBA is the first South African National Lottery Operator to be 100 percent black-owned. Furthermore, it is ITHUBA is the first South African National Lottery rare to have women in leadership positions within the gaming Operator to be 100 percent black-owned. Furthermore, it is industry, so Mabuza is among a very small percentage of rare to have women in leadership positions within the gaming South African women who lead gaming companies and an industry, so Mabuza is among a very small percentage of even smaller percentage of women who lead such industries South African women who lead gaming companies and an globally. even smaller percentage of women who lead such industries globally. Mabuza looks well ahead when it comes to meeting the rapidly changing needs of lottery players. Before the Mabuza looks well ahead when it comes to meeting COVID-19 pandemic, she introduced a ground-breaking the rapidly changing needs of lottery players. Before the innovation that was a first on the African continent. This is the COVID-19 pandemic, she introduced a ground-breaking Random Number Generator system, which is a new method of innovation that was a first on the African continent. This is the drawing lottery numbers, replacing the out-dated ball machine Random Number Generator system, which is a new method of method. “This method is operated with integrity and high drawing lottery numbers, replacing the out-dated ball machine systems security. This is the secret to the Operator’s success method. “This method is operated with integrity and high in sustaining the Lottery during the COVID-19 pandemic while systems security. This is the secret to the Operator’s success other lotteries around the world have had to close down,” in sustaining the Lottery during the COVID-19 pandemic while Mabuza says. other lotteries around the world have had to close down,” Mabuza says. “Technology has contributed tremendously to our success,” says Mabuza, citing ITHUBA’s digitised lottery. “We “Technology has contributed tremendously to our have a dedicated E-commerce team working remotely and we success,” says Mabuza, citing ITHUBA’s digitised lottery. “We are fully equipped to assist players with digital gaming,” adds have a dedicated E-commerce team working remotely and we the problem-solving CEO. are fully equipped to assist players with digital gaming,” adds the problem-solving CEO. Accessibility is key, and this digital gaming technology means that lottery participants can purchase their tickets Accessibility is key, and this digital gaming technology on the National Lottery Mobile App, the Lottery website means that lottery participants can purchase their tickets and from the 135 000 handheld devices that are available on the National Lottery Mobile App, the Lottery website countrywide. ITHUBA has partnered with the four major banks and from the 135 000 handheld devices that are available in South Africa, providing National Lottery products on their countrywide. ITHUBA has partnered with the four major banks banking online platforms. With this initiative, ITHUBA has set a in South Africa, providing National Lottery products on their benchmark for lotteries across the globe. banking online platforms. With this initiative, ITHUBA has set a benchmark for lotteries across the globe. The hard work of Mabuza and her team has not gone unnoticed. In 2017, the World Lottery Association The hard work of Mabuza and her team has not acknowledged ITHUBA as one of the top five performers gone unnoticed. In 2017, the World Lottery Association globally, with a 9.2 percent increase in sales at the time. acknowledged ITHUBA as one of the top five performers In 2020, the National Lottery accounted for R15 billion in globally, with a 9.2 percent increase in sales at the time. winnings apart from the approximately R8 billion it gives away In 2020, the National Lottery accounted for R15 billion in for good causes. Mabuza says these are monies that go back winnings apart from the approximately R8 billion it gives away into the economy of the country. for good causes. Mabuza says these are monies that go back into the economy of the country. At ITHUBA, Mabuza leads a team of dynamic individuals who are all motivated by ITHUBA’s “best practice” and “hard At ITHUBA, Mabuza leads a team of dynamic individuals work” ethics. In their work the members of the team are driven who are all motivated by ITHUBA’s “best practice” and “hard by ITHUBA’s core values of integrity, humility, tenacity and work” ethics. In their work the members of the team are driven ubuntu. “Our organisation is all about the values we stand for by ITHUBA’s core values of integrity, humility, tenacity and and the culture of hard work. We give people an opportunity ubuntu. “Our organisation is all about the values we stand for to thrive and to come up with creative ideas that elevate the and the culture of hard work. We give people an opportunity business,” she says. to thrive and to come up with creative ideas that elevate the business,” she says.

In 2020, Forbes Woman Africa honoured Mabuza with their Social Impact Award. This award recognised Mabuza for In 2020, Forbes Woman Africa honoured Mabuza with her philanthropy, which has positively impacted the lives of their Social Impact Award. This award recognised Mabuza for South Africans for the past two decades. In 2019, Mabuza was her philanthropy, which has positively impacted the lives of awarded the Vision 2030 Top Woman in Education Award for South Africans for the past two decades. In 2019, Mabuza was her role in affording access to education to disadvantaged youth awarded the Vision 2030 Top Woman in Education Award for through the Eric and Charmaine Mabuza Scholarship. her role in affording access to education to disadvantaged youth through the Eric and Charmaine Mabuza Scholarship. Among the countless other businesses and people who have benefitted from Mabuza’s initiatives is Mary-Jane Ngwane Among the countless other businesses and people who who is the founder of an IT consultancy. When Mary-Jane have benefitted from Mabuza’s initiatives is Mary-Jane Ngwane successfully applied for the Youth Enterprise Development who is the founder of an IT consultancy. When Mary-Jane Programme, her one-year-old company was struggling successfully applied for the Youth Enterprise Development financially. “I cannot put it in many words the skills and tools we Programme, her one-year-old company was struggling learned in that programme. It has put my business in a better financially. “I cannot put it in many words the skills and tools we position to grow to a substantial company. And I really want to learned in that programme. It has put my business in a better thank Mrs Mabuza and ITHUBA,” she says. position to grow to a substantial company. And I really want to thank Mrs Mabuza and ITHUBA,” she says. Mentorship is one of the most successful ways to nurture upcoming entrepreneurs and Mabuza considers it to be a Mentorship is one of the most successful ways to nurture crucial element of ITHUBA’s support.” We allocate a mentor to upcoming entrepreneurs and Mabuza considers it to be a you and guide you on how to run your own business,” she says. crucial element of ITHUBA’s support.” We allocate a mentor to Mabuza is future-sighted when it comes to her vision for you and guide you on how to run your own business,” she says. economic growth and well known for her support of blackMabuza is future-sighted when it comes to her vision for owned businesses, in particular those run by women and young economic growth and well known for her support of blackpeople, and ITHUBA has funded 82 black-owned enterprises. owned businesses, in particular those run by women and young When the Covid-19 pandemic devastated small companies, people, and ITHUBA has funded 82 black-owned enterprises. ITHUBA came to their rescue as part of its Supplier and When the Covid-19 pandemic devastated small companies, Enterprise Development Initiative. As ITHUBA Holdings Mabuza ITHUBA came to their rescue as part of its Supplier and says they saw a need to “restart the economy and ensure that Enterprise Development Initiative. As ITHUBA Holdings Mabuza people continue with their businesses.” says they saw a need to “restart the economy and ensure that people continue with their businesses.”

Commenting on the slogan Commenting on the slogan

“EQUALITY IN “EQUALITY IN OPPORTUNITY”, OPPORTUNITY”, Mabuza says: Mabuza says:

“ITHUBA gives people an opportunity to be “ITHUBA gives people equalan through financial means opportunity to be oncethrough they win the jackpot. equal financial means once they win the jackpot. So, it talks to that, but also it talks to ethos anbut organisation. So, our it talks to as that, also it talks to our ethos as an organisation. We do a lot of social responsibility initiatives as of ITHUBA because that’s We do a lot social responsibility what we believe is the right thingthat’s to do. initiatives as ITHUBA because is believe grounded in our whatItwe is the rightvalues.” thing to do. It is grounded in our values.” ™ ™

2021/06/22 14:33

ITHUBA’S Contribution to poverty alleviation in South Africa

The South African National Lottery Operator, ITHUBA Holdings, a subsidiary of black-owned investment group company, Zamani Holdings’ - runs the Lottery to raise maximum funds that are used towards the betterment of the socio-economic status of all South Africans. Since it was appointed as the Third National Lottery Operator in 2015, ITHUBA has been responsible for several record-breaking jackpots with the highest being R232 million, the highest jackpot in the history of Africa in 2019. ITHUBA popularly known for its products that include LOTTO, LOTTO Plus 1, LOTTO Plus 2, Powerball, Powerball Plus, Sportstake13, EAZiWIN and Daily LOTTO is also involved in contributing positively towards developing South African communities through its business development programmes and offering of tertiary scholarships to previously disadvantaged learners across the country. ITHUBA runs various Supplier and Enterprise Development (SED) programmes to support and help develop black-owned businesses through skills development, infrastructure, business opportunities and funding. As part of ITHUBA’s SED Funding Programme, ITHUBA funded 82 black-owned businesses early this year. Other SED programmes include the Female Retailer Development Programme, a programme that helps women who sell National Lottery products from their supermarkets and spaza shops to acquire business training and qualifications from reputable institutions, as well as the ITHUBA Youth Enterprise Development Programme which assists the black youth to formalise their businesses. ™

THE ITHUBA SUPPLIER

When a 20-year-old electrical engineering student fell pregnant midcourse at Central Johannesburg College, she was forced to drop-out and fend for her baby. The future started to look very bleak for Mummy Seopa who now had to join thousands of unemployed youth in the township of Alexandra in Johannesburg. Today, Alexandra has an estimated 60% of unemployed residents, and nearly 500 000 people who live in the 100 000 formal and informal housing community. “Once you fall pregnant, your parents tell you that you are now a grown up, you are on your own,” says Seopa, the only girl child in a family of four boys. Seopa, now 38, could no longer return to complete the course she started, so she sold kota meals and fried potato chips in the streets of Alexandra, an ad hoc informal business she initiated with a child support grant of R280. But that was not a sustainable business as there were many other people in the same business. As a result, Seopa went through many menial positions in restaurants, as a packer and cashier at supermarkets and other retailers. At some point, she worked with her mother in her food caravan business until she decided that she should be self-employed and empower other women who had faced similar challenges as hers. Seopa, popularly known by her friends and family as Pandora, progressed from selling food in her mother’s caravan to running a canteen in the premises of ITHUBA’s headquarters in Sandton.

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The training we received from ITHUBA changed so many people’s lives. With the funds I received from ITHUBA, I was able to buy more equipment to do my work. As a company we are doing a lot of things; catering for corporates and funerals, deep cleaning of carpets and fogging services for COV ID-19.”

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Development Programme

Through ITHUBA’s corporate social responsibility initiatives geared towards eradicating unemployment and poverty alleviation, the company is committed to being part of solving some of South Africa’s societal challenges.

ITHUBA’S investment in WOMEN

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Poverty in South Africa has been a broad and complex issue for many years. In the first quarter of 2021, Stats South Africa has reported an increase in poverty levels which have been exacerbated by the current COVID-19 pandemic. The official unemployment rate stands at a staggering 32,6%.

This opportunity came after she was recommended by her mother who was unable to fulfil the opportunity herself when ITHUBA approached her for the new business prospect. Seopa decided to formalise the business and registered it. Her company also provides cleaning services. Seopa has been both an ITHUBA supplier and a Youth Enterprise Development Programme (YEDP) beneficiary – a scheme designed by Raizcorp for aspiring entrepreneurs between the ages of 18 to 35 years old. As an SMME owner under ITHUBA’s Supplier Enterprise Development Programme, Seopa has gone through business training with Raizcorp, and when COVID-19 interrupted her business, she received relief funds from ITHUBA to continue paying salaries for her staff. Born in Mokopane in Limpopo but raised in Alexandra, Seopa says her catering business currently employs five people, but under normal business conditions, she has 10 people in her employ. WOP, which stands for Women of Progress, is a 100% black, female-owned SMME, with Seopa being the sole director. Seopa, who progressed from being a YEDP beneficiary to being a supplier to ITHUBA, says she learnt to open her heart and give back to her community. “The same seed ITHUBA has planted into my business I will definitely plant into other people’s businesses, individuals and orphanage homes,” she says.

ITHUBA’S investment in WOMEN

ITHUBA’S investment in YOUTH THE ITHUBA BURSARY IN CONJUNCTION WITH THE ERIC AND CHARMAINE MABUZA FOUNDATION

ITHUBA’S FEMALE RETAILER

Development Programme

“I have benefited a lot, because of the training I have on my own machines, machines which I don’t think I would have if it wasn’t for the help I got from ITHUBA. My family is very proud of the businesswoman I have become, and they believe in what I am doing. My impression regarding the programme is that it’s a great initiative, it just requires a person to be 110% dedicated so that you can reap the rewards of running a successful business,” says Tshawe.

She recalls starting the company nine years ago while studying cost management accounting at Tshwane University of Technology (TUT), after attending a business exhibition that had companies showcasing printing and branding machines. Tshawe bought her first branding machine and started running Tshawe did not only acquire business her business part-time while studying. skills from the programme, she was also “I applied for the ITHUBA training introduced to the philanthropic ITHUBA programme because I wanted to learn CEO, Charmaine Mabuza whom she takes how to run my business professionally as her role model in business. Her wish is and profitably. The process was painful to emulate her business acumen. “My wish and very challenging, but it was worth it is to introduce young women into this type because after the programme you are a of business I am doing because I believe whole different person, in terms of your people just need to be exposed to different personality and character. It gives you things to be able to learn and then decide confidence to speak boldly and proudly what they want to do with their lives.” about your own business,” says the Tshawe, who employs three people, is 37-year-old entrepreneur. currently branding her products in-house Born and bred in Thembisa and the and in June 2021, she extended her second born of three children, Tshawe business profile by introducing a sewing heard about the ITHUBA’s Enterprise department where she manufactures Development Programme on social media t-shirts, jackets and tracksuits. Under the tutelage of ITHUBA, Tshawe started and took a chance. as a recipient of the Youth Enterprise Development Programme and has now become a supplier to ITHUBA.

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• abo Ndlovu Mathabo Ndlovu, a beneficiary of the lottery operator’s Female Retailer Programme runs a family Chemist shop in Emdeni, Soweto. After attending the University of Johannesburg’s Women Empowerment Programme, Ndlovu says this training helped her understand business compliance issues in order to run her business more effectively. This included registering a business, tax compliance, and how to manage finances. The 42-year-old mother of two also sells National Lottery products from their shop to reinforce her revenue. “Selling National Lottery tickets has really done that for us. It makes me proud to see the National Lottery branding at our shop. I used to think the National Lottery was far from us. But through dealing with ITHUBA, I got to learn that it was an initiative that benefits all of us.”

Ndlovu says she heard about the programme from an ITHUBA sales representative. “I applied for the training to enhance my entrepreneurial skills, and I definitely gained insight on how to run my own business. The programme was tailored for me because it was aimed for the empowerment of women from disadvantaged backgrounds” says Ndlovu who matriculated from MH Joosub High in Lenasia, in 1995. Ndlovu has gained so much confidence since she was awarded a certificate in Social Entrepreneurship and Advanced Innovation, a course designed and tailormade for ITHUBA and accredited by the University of Johannesburg. “The course required dedication and a lot of work, but I was prepared to grab this opportunity, “says Ndlovu.

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Zamani Holdings, the majority shareholder of the National Lottery Operator, founded a scholarship fund that has benefitted more than 300 doctors, chartered accountants, quantity surveyors, ICT specialists and many more professionals. The Mabuza family’s goal has always been to be part of the solution in alleviating some of the country’s social challenges. Sabelo Hlatshwayo is one of those who recently qualified for the prestigious scholarship programme. The 29-year-old from Orlando East matriculated from Bhukulani Senior Secondary, in 2010. He says that after he had been looking for funding for a prolonged time as he could not afford to pay for tertiary education, he saw an advert in a newspaper. “I decided to apply since I had already concluded that I needed to go back to school in order to obtain my tertiary qualification. The interview process for the ITHUBA funding was quite rigorous and intense since they probably wanted to make sure that the right candidates were chosen for the funding,” he says. Hlatshwayo is full of praises for the scholarship. He says, “ITHUBA really cares about our mental, financial and academic well-being as students. The admin team is always available to assist us, provide us with guidance and someone to speak to if we need encouragement. It does not matter what time of the day we call on them, they are ready to help,” says the BSc in Computer Sciences student at the University of Johannesburg.

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My vision is to open a butchery in the same location. I am using the knowledge I acquired from the ITHUBA sponsored course to explore business opportunities that will benefit me and the community I live in.”

I want to become one of the greatest software engineers in South Africa, so that I could fulfil my dream of starting a black-owned software development firm.”

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I applied for ITHUBA funding because I was desperate for funding, and it has always been my dream to further my studies and ultimately have a secure future.”

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Caroline Tshawe, who runs a branding company, Tarospace, decided to abandon her career in Cost Management Accounting, to pursue her curiosity and passion for branding. Her company brands various items including, company and school uniforms, T-shirts, jackets, mugs, stationery and corporate gifts.

Scholarship Programme

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My ultimate goal is to brand 100% in-house – meaning I must not outsource anything, and for me to do that I need to invest in more machinery.”

Mpambani who comes from a family of unemployed parents achieved four distinctions in her matric examination at Phumlani Secondary School in Katlehong township, east of Johannesburg. Now studying at the University of Johannesburg, she qualified for the bursary programme award. Like Hlatshwayo, Mpambani says the funding has immensely changed her life and she goes about her studies without worrying about tuition fees and accommodation expenses as the grant covers for all her student needs. “My biggest impression of the funding is that it promotes ubuntu – ‘I am because you are. That it alleviates poverty by granting the poor a chance to advance themselves academically, so they can, in turn, help others in the future,” says the Bachelor of Accounting Science student. Mpambani, who was provided with a laptop by ITHUBA to adapt to her online studies, says she has nothing to worry about as the foundation calls her regularly to check if she is doing fine. “I have nothing to worry about as everything is taken care of by the efficient team and all I have to do is to focus, work hard and achieve the academic requirements,” she says. The philanthropic gesture of the Eric and Charmaine Mabuza Foundation has inspired Mpambani to be a role model in her community.

OPINION: DIGITAL TRANSFORMATION

The new reality for financial services As parts of the world begin to emerge from the peak of the COVID-19 pandemic, the strategic focus is turning to what the competitive landscape will look like in the aftermath. It is also essential for leaders to realise what the new reality means for them and how to come out in front. By Harkrishan Singh, Director of Application Development at AlphaCodes

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OPINION: DIGITAL TRANSFORMATION

The financial services sector has to cope with drastic shifts in consumer behaviour, and the pressure is on to provide the kind of services that customers are beginning to demand. While digitalisation has solved some challenges, it has created many new ones in its wake, and success rides on the ability of financial services to address these issues in the new business reality.

Meeting customer expectation Following the pandemic and rapidly accelerated digital transformation, customers have higher expectations than ever before when it comes to ease-of-use across all touchpoints, from websites to mobile apps to interactions with staff. Customers also have concerns about how their data is used and how well it is protected, especially given that banking, financial, and insurance information is sensitive, personal, and can be emotionally charged. Customers often feel a great sense of urgency about financial questions and want immediate answers. For Financial Services Industry (FSI) companies, the pressure is heightening to provide the kind of ease-of-use consumers have come to expect from today’s technology. Consumers demand that businesses will instantly know who they are and what they need, and be able to answer questions and provide resolutions on their terms.

New solutions, new problems Digital technology has always been regarded as the panacea for transforming the financial services industry; however, many FSI organisations discovered that this has not been the case. The reality is that, while the digitalisation of the financial industry has indeed solved many problems, it created a number of new ones in the process. One of the most significant challenges that emerged is cybercrime in finance. In the postpandemic world, more companies are exposing

their systems online while their focus turns to always-on availability. However, few of them have considered how to adapt their cybersecurity controls to this new environment. This results in some databases and systems inevitably being left open to intruders.

The customer is king Customer retention is also more challenging than ever, and loyalty to brands is no longer a significant deciding factor for many. The ability for FSIs to meet customer demand for greater personalisation, more automated services, and easier access to services is often a deciding factor. The customer experience (CX) is critical. Banking customers today expect banking to be mobile, with a la carte services, and FinTechs have stepped up to fill this role. Many of these upstart companies have matured over the past decade into formidable rivals. For many FSIs this may lead to the realisation that ‘if you can’t beat them, join them’, and as such, we can undoubtedly expect to see growing numbers of traditional financial services businesses collaborating with FinTechs in the future. Now more than ever, the customer is king and financial services organisations need to be able to cater to changing demand. Unfortunately, a skills shortage to handle digital transformation has exacerbated the challenge. This is driven by a lack of qualified talent to fill new IT roles, and a millennial workforce that shuns long-term employment.

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OPINION: DIGITAL TRANSFORMATION

Crossing the digital divide Success in the era of digital banking means more than just having a mobile app, advertising on social media, and shifting marketing from traditional to digital channels. If FSIs are to reach their target audiences, actively engage them and actually convert them to customers, embracing technology like advanced analytics and Artificial Intelligence (AI) is essential. Advanced big data analytics can help FSI organisations to sort through the torrents of unstructured data to deliver real insight to help them better serve their customers. AI can assist in many areas, from automated wealth management to customer verification and open banking. However, the challenge is to benefit from these technologies effectively. The right technology partner is key in helping FSIs adapt to the new reality and thrive in a post-pandemic world. 

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Harkrishan Singh, Director of Application Development at AlphaCodes

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MEDIA

What lies ahead for the

future of print? The explosion of digital media has had a major impact on how business is done and how consumers are engaged. It’s perhaps not surprising then, that many might believe the future of printing is not that bright. However, they are mistaken.

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MEDIA

Although the use of print declined over the last two decades, the industry is embracing a new range of modern applications and is set to take advantage of the oversaturation and privacy issues digital platforms are experiencing. Beyond newspapers,

magazines and books, print is embracing new waves of innovation. “No matter where you go, printed matter is visible everywhere,” says Greg Griffith, Hardware Product Manager at Kyocera Document Solutions South Africa. “From labels to booklets to packaging and much more, print remains in demand. The packaging on every product we buy is printed. The demand for printing is in fact so much greater than most people realise, and that demand is driving constant innovation. In the post-COVID era, workplace applications allow users to securely access devices from their smartphones or tablets, introducing the concept of touchless printing and scanning, for example.”

The integration of print and digital More and more, companies are creating their own apps for their customers, developing technologies and new methods to provide better services and solve clients' needs. New technologies have allowed companies to do more with print and reach more audiences. “The reason for this boom is interactivity, with printers integrating technologies into their workflows to provide more comprehensive solutions,” says Griffith. “In so doing, people are building seamless connections between the digital

world and the physical, with printing playing a critical role in that process.” Customers today want customisation and one of the biggest developments in printing has been the shift towards smaller runs with greater customisation. It’s the integration of digital technology that has made it affordable to do small print runs that were once impossible due to cost.

Environmentally sustainable printing The consumption of paper and ink cartridges are the two key concerns when it comes to printing. Sustainable printing methods are becoming more and more popular as businesses work to reduce their environmental footprint and engage in extensive recycling efforts. Advances in technology allow print suppliers to produce sustainable printed material with no effect on quality. “Modern printers use less ink and produce significantly less waste, while also generating less heat, using less electricity, and even producing less carbon dioxide,” Griffith adds. “Companies are continuing to find new ways to reduce waste and make printers more environmentally sound.”

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MEDIA

The 3D printing revolution 3D printing is a fun way to produce creative work and it has totally taken off. People are using this amazing new technology to create all kinds of wild and wonderful 3D printer projects. “It allows for real, tangible, three-dimensional objects to be printed,” says Griffith. “3D printers use a variety of additive manufacturing technologies, but they all have one thing in common: they create threedimensional objects. 3D technology brings a limitless number of uses and benefits to users in any market. It allows you to quickly create true-to-life prototypes

“New print technology enables people to coordinate campaigns that make the most of both print and digital media to deliver messages and information efficiently and effectively. It’s an industry in flux, and one to watch,” concludes Griffith. 

of your end-product, accurately display vital features, and produce high-resolution, customised end-use products and prototypes.” The technology completely shifts the paradigm for professionals engaged in architectural modelling, marketing communications, fashion design and more.

Easy and more accessible printing Home and office printing has become much easier than ever before, with improved productivity, efficiency and agility. Wireless printers can communicate wirelessly to other devices, including smartphones, tablets, laptops or PCs through Bluetooth technology, Wi-Fi, or similar services. “Most recently, AI is set to revolutionise the print industry. Using it to cut down on waste, speed up production times, and deliver solutions that feel like they’re straight out of the future, AI-powered solutions are redefining print,” Griffith says. “They’re also resulting in faster turnaround times, reduced costs, and greater flexibility for customisation.” Since the human brain responds better to print than digital media, and also trusts it more, sending vibrant promotional and communication materials in paper format is likely to capture readers’ attention and encourage a response for many years to come. Print and the personalisation that it offers is a secret weapon for marketing and communication departments.

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Greg Griffith, Hardware Product Manager at Kyocera Document Solutions South Africa

Kyocera Document Solutions South Africa is a group company of Kyocera Document Solutions Inc., a global leading provider of total document solutions based in Osaka, Japan. The company’s portfolio includes reliable and eco-friendly MFPs and printers, as well as business applications and consultative services which enable customers to optimise and manage their document workflow, reaching new heights of efficiency. With professional expertise and a culture of empathetic partnership, the objective of the company is to help organisations put knowledge to work to drive change. For further information visit www.kyoceradocumentsolutions.co.za

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MINING

Technology ready to create SA’s mines of the future Three major trends - electrification, digitalisation, and automation – offer South Africa’s mining industry the opportunity to increase safety and productivity, and shape ‘the mine of the future’. By John Manuell, local division manager for process industries, ABB South Africa

John Manuell, local division manager for process industries, ABB South Africa

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South African mining houses must tap into three transformative trends – electrification, digitalisation and automation – as they look to drive greater safety, productivity and sustainability in their operations, while extending the life of their mines. Globally, the mining industry is already seeing a clear shift from diesel to electrification at mining operations. Greater digitalisation is resulting in increased productivity and more sustainable use of resources while lowering input cost, and automation is increasing productivity and changing the way mines work. Together, these three trends are shaping what we call ‘the mine of the future’. These three trends are critical success factors for the mining industry to continue its modernisation and meet increasingly stringent environmental and sustainability goals while staying globally competitive. They offer real possibilities, which weren’t available previously, to overcome today’s challenges and ensure a bright future for the mining industry.

MINING

Electrification gaining traction As mines step up their efforts to cut costs

Data: the most valuable resource of all Data is key for the mine of the future to oversee

and increase efficiency, the supply of energy

critical processes and increase the useful life of mines

emerges as one of their biggest challenges. On

by improving cost efficiency, ore recovery and asset

top of the expense of delivering diesel fuel to

management. Mining companies collect huge amounts

remote sites, come also costs for the service,

of data from their equipment and operations, but this

repair and replacement of diesel-powered

information is hardly used at all to generate insights.

vehicles and machinery.

It is crucial for mining companies to have a solid

The move towards electrification of mining

digital strategy in place to ensure well-informed

operations is well under way in Europe and

decision-making that will help them maximise energy

South America. An obvious starting point for

usage, productivity, reliability and safety, while

several miners is to invest in fully electric or

minimising outages, emissions and costs.

hybrid-electric vehicles to lower diesel usage

Polish coal miner Bogdanka is developing an Industrial

and cut costs and pollution. The Swedish

Internet of Things (IIoT) solution that will connect various

company Boliden is to install an additional 3km

systems, devices and services. This will allow the mine’s

of trolley line at its Aitik mine after a successful

engineering team to predict failures, solve machine and

700m pilot project plus 1.8km at Kevitsa – and

equipment failures and reduce equipment downtime,

says it will reduce its diesel consumption by 5.5

thus reducing high maintenance costs of mining assets.

million litres when its investment is complete.

Cost optimisation is particularly important for the

Other miners going this route include Copper

company's plans to increase production.

Mountain Mining in Canada. ABB will install its haul truck trolley assist infrastructure to help Copper Mountain achieve a reduction in carbon intensity by more than 50% in medium-term with a final target of zero by 2035. The installation, which includes engineering, supply and construction management for a DC substation and an overhead catenary system (OCS), combines ABB’s electrification and automation expertise in the mining industry.

The automation imperative Automation has immense potential to reduce operating costs, improve operations and take people out of harm’s way. Many South African mines are experimenting with technologies like automated drilling and blasting, but they’re only scratching the surface of what’s available. McKinsey estimates that innovations in artificial intelligence (AI), machine learning and IIoT have the potential to save the mining sector an estimated $373 billion by 2025 by automating machinery operation, facilitating predictive maintenance, improving traceability, harnessing the power of real-time data and analytics, and providing visibility across the mine-to-market value chain. The mine of the future isn’t one where robots do all the work. Rather, it’s a connected operation where all assets are linked and smart, decision makers can see exactly what’s happening across their operations on a dashboard, and asset management is proactive. The biggest challenge facing local mines is to get buy-in for the transformation. Because mining is a major employer in communities across the country, there’s a perception that automation and digitalisation will result in job losses. The reality is that profitable mines don’t reduce headcount. If a mine is profitable, the shareholders are going to want to expand and that creates numerous opportunities downstream.

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INTERVIEW: PETROLEUM AGENCY SA

PASA a strategic entity of government in its goal of diversifying the energy mix South African Business Integrator spoke to the Petroleum Agency SA about its mandate as a custodian of South Africa's oil and gas rights, as well as its new five-year strategy. What is the mandate of PASA in terms of being a 'custodian' of the country’s oil and gas rights? PASA’s mandate is threefold – firstly, to attract investment to South Africa’s upstream industry; secondly, to regulate the activities of oil and gas explorers and producers, and thirdly, to act as the national archive and database for all data and information produced in the process of oil and gas exploration and production. The upstream oil and gas exploration industry requires technological capacity and is extremely high risk in terms of capital investment and needs long-term investment of resources before a return is shown. Because of this, many countries choose to share the risk of oil and gas exploration and production with private companies, and South Africa follows this model.

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INTERVIEW: PETROLEUM AGENCY SA

Government has designated PASA as the custodian of South Africa’s oil and gas resources. Its role is to attract these companies to our investment opportunities and facilitate their entry into and operations in the upstream industry.

What is the thrust of PASA’s new five-year strategy? The Agency has identified five new strategic objectives to enable it to effectively deliver on its mandate by capturing the opportunities being presented by the changes in the environment as well as ensure that the Agency overcomes the challenges that it faces. These objectives include: 1. Increasing exploration activity to move the industry from a predominately exploration phase to development and production phase; 2. Sustainability to ensure the company has sufficient financial and human resources to carry out its responsibilities into the foreseeable future; 3. Advocacy to provide input into policy and regulations that impact the industry we regulate; 4. Digital transformation to adopt new, more efficient technologies; and 5. Operational excellence, to ensure efficiency of our process. These five strategic objectives will position the Agency as a strategic entity of government in its goal of diversifying the energy mix and developing the domestic gas market, embracing digitisation and automation to improve efficiency, rise to the requirements of the new legislation and find a place in the global transition towards a low carbon future.

What are the key aspects of PASA’s new value statement? The company’s internal value statement remains unchanged. We have, however, recently reconsidered a further aspect of value – that of value representation and creation. PASA delivers value to its shareholders and stakeholders as follows: • Contribute to the security of energy supply through the development of the domestic upstream petroleum industry; • Attract investments that create jobs; • Create opportunities for economic transformation and diverse participation; • Risk reduction of exploration plans (preliminary data); and • Investment opportunities. This value is created for all South Africans, for oil and gas companies investing in opportunities and for our stakeholders including the DMRE, DEFF, CEF, host communities and NGOs and NPOs representing interested parties.

What are the changes that are happening internally at PASA and in the industry, and why are these changes necessary? The Agency has been restructured internally in line with the new strategy. IT has been elevated beyond its former role as a support function, to drive the company’s digital transformation. In addition, the Agency will now have a communications and stakeholder engagement function to respond to the negative perception about the oil and gas industry. South Africa’s energy mix is coal dominated therefore gas is a transition fuel to a cleaner energy future.

When will the moratorium on new applications for rights be lifted and PASA be open for new bids? As of December 2020, there is no longer a moratorium on applications for rights onshore, other than those for shale gas in a specified area covering the central Karoo. Other onshore applications continue to be received and processed in terms of the MPRDA. The moratorium for shale gas rights and new offshore applications remains in place and is expected to be lifted with the enactment of the hydraulic fracturing regulations (for environmental management and water use) for the shale gas extraction technologies.

With a strong international focus on decarbonisation, what is PASA’s position on the continued exploitation of fossil fuels? The transition to cleaner fuels and renewables is inevitable if the world is to reduce the negative impact of climate change. South Africa is a signatory to the Paris Agreement and has committed to a 'Peak-Plateau-Decline' carbon emission trajectory. The government policy is to diversify the country’s energy mix which is currently coal dominated to a lower carbon future by introducing proportionately higher renewable energy resources such as wind and solar, into the energy mix as well as gas-to-power. Gas burns with less than half the CO2 emissions from coal and additionally has no SOx emissions. It is thus a suitable transition fuel towards a lower carbon economy for South Africa, especially since gas-to-power technologies are flexible and would therefore compliment the intermittent renewable energy being added to the national grid.

What conditions are contributing to the sense that the market for gas in South Africa is set to grow exponentially? The two recent world-class discoveries off our south coast places South Africa at pole position to be a notable

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INTERVIEW: PETROLEUM AGENCY SA

gas producing country. Once indigenous gas becomes available, it becomes much easier for the domestic gas market to develop including beneficiation of the gas to chemicals.

What is PASA doing to attract investment into the industry and promote new drilling projects? PASA continues with its programme of promoting investment opportunities at local and international oil and gas conferences and exhibitions. South Africa has a history of political stability; the new administration is widely regarded as business friendly and the new UPRD bill will assist the Agency in expediting exploration through close management of acreage allocation and work programmes. The Bill also empowers the Agency to commission multi-client or speculative surveys enabling the acquisition of data to attract investment. South Africa currently offers an attractive fiscal framework. These positive factors create a conducive environment for the Agency to pursue its mandate of attracting investment into the upstream petroleum industry

What does PASA look for when evaluating the credentials of potential explorers or developers? Applicants must demonstrate that they have the technical capability and financial resources to carry out the work programmes agreed, as well as any future development that may ensue. A track record of experience, a good health and safety record, environmental compliance record and compliance with oilfield practice is essential. Having said that, PASA is determined to increase involvement of local companies in our upstream industry and develop local capacity. One way of achieving this is through partnerships between international and local companies.

Does PASA have a strategy to retain existing investors? All investors want to see a return on their investment and a reward for taking on risk. PASA’s approach is to facilitate their activities and guide them through compliance and regulatory requirements to achieve the best outcome for both government and the investing companies. Advocacy plays an important role and PASA is concentrating on communicating the role that the upstream industry can play in reconstruction and development of our economy to government. A recent example was the facilitation of logistics for the drilling of the Luiperd well during Covid-19 lockdown.

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Is there international interest in South Africa’s oil and gas resources? Definitely – you need only take a look at our exploration map on our website. You will see international companies such as Total, Shell, ENI, Kosmos, Africa Energy Corporation, Azinam, Impact Oil and Gas, CNR, Qatar Petroleum, New Age and others all hold interests in exploration acreage. In addition, we have agreements in place with international service providers to acquire seismic data.

Please outline the implications of the passing of the Upstream Petroleum Resources Development Bill by the South African parliament. Does it provide greater certainty to investors? Is the link between exploration rights and development rights made clear? Oil and gas exploration and production is currently regulated under the Mineral and Petroleum Resources Development Act, 2002 (MPRDA). The Bill will repeal and replace the relevant sections pertaining to upstream petroleum activities in the MPRDA. The Draft Bill therefore provides greater policy certainty and a stable environment for investment in the South African oil and gas sector. The Bill provides security of tenure by combining the rights for the exploration, development and production phase under one permit.

What changes are envisaged in the amendment to the National Environmental Management Act of 1998 (NEMA)? How will these changes affect environmental compliance? The National Environmental Management Laws Amendment Bill, which was revived in June 2020, proposes various amendments to the National Environmental Management Act, 1998. Proposals that may positively impact upstream petroleum operations include the provisions empowering the Minister responsible for mineral resources to delegate a function entrusted to him in terms of the Act to any organ of state, and designate as an environmental petroleum inspector any staff member of any other organ of state that executes a regulatory function. The minister in this regard may delegate certain competent authority functions to the Petroleum Agency SA, which may improve the turn-around timelines for making decisions on the EA applications. Furthermore, designating staff members of Agency as environmental petroleum inspectors means that all compliance monitoring and enforcement functions prescribed in the Act as far as upstream petroleum operations would be efficiently executed.

INTERVIEW: PETROLEUM AGENCY SA

Please give an update on the issuing of exploration rights over the last 18 months.

of a number of large and encouraging leads. There are also prospects identified in the north of the block.

A total of 21 exploration rights for both onshore and offshore were issued during the period – this includes renewals and new exploration rights.

What are the various onshore exploration opportunities?

Please outline the potential and current state of play (is there exploration or drilling going on?) in the following offshore areas:

a. Orange Basin (off west coast) There is drilling of the Gazania-1 prospect scheduled for this year in the shallow water block ER105, operated by Azinam with its partners Thombo, Main Street and Panoro. This is in the area of the A-J 1 oil discovery made in the 1980’s. b. Gamtoos Basin (southern coast, one of five sub-basins of Outeniqua Basin) New Age Algoa hold acreage together with Rift Petroleum in the shallow water while Impact Africa’s application for renewal of their ER in deeper water is in process. c. Northern Pletmos Basin (ditto) The northern Pletmos Basin is under application by Sungu Sungu. d. East Coast Basin (Tugela study area) The shallow water part of the Tugela area is held by Impact Africa while deeper water acreage is under licence to ENI in partnership with Sasol. These explorers have reached the end of an exploration period and PASA is awaiting their decision on future exploration which could include drilling. e. Western Bredasdorp Basin The western Bredasdorp basin is currently open acreage and will most probably be released on licence round once the UPRDA is enacted and the moratorium on offshore applications is lifted.

What can you tell us about Total’s two finds off Mossel Bay? The Brulpadda and Luiperd discoveries of gas and condensate are the largest hydrocarbon discoveries made in South Africa to date and have opened a world-class exploration play and sparked further interest in deep water exploration. These results are for only two drilled prospects in the Paddavissie feature where three further prospects remain to be drilled. There could be sufficient gas to feed the Mossel Bay plant at full capacity for more than 40 years. The Paddavissie feature is only a fraction of the Block 11B/12B, therefore these two gas finds do not even begin to represent the full potential of the licence block. Further seismic data to the east has confirmed the existence of another geological feature, named Kloofpadda, which consists

Onshore exploration opportunities are represented by unconventional resources such as shale gas in the south – central Karoo, coalbed methane in the coalfields of the east and northern sectors of the country and biogenic gas in the Virginia and Evander regions. However, geological analysis is showing that there may well be significant potential for conventional oil and gas resources onshore.

Please give a sample of activity/drilling/exploration rights granted at: a. Karoo Basins (Shale gas and other? WC/NC) There are no granted exploration rights for shale gas in the Karoo. There are three applications in process in the Northern Cape, but as yet these have not been granted and there is no activity. PASA and CGS are collaborating on baseline studies in the Karoo on background soil gas, ground water status and seismicity. This includes the drilling of a deep scientific well near Beaufort West which is nearing completion. b. Coal bed methane (FS/Lim/Mpu) Coalbed methane discoveries have been made by Anglo in the Waterberg (ER002) on the Botswana border. They are currently conducting feasibility studies for the commercialisation of the resource. Other CBM discoveries include those in the Soutpansberg, Springbok Flats and Amersfoort areas. c. Biogenic gas (FS) Tertra4, a subsidiary of Renergen, holds the only onshore Production Right (PR007) in the Virginia area of the Free State. They are currently expanding operations and are building a new plant to switch from CNG to LNG and Helium production. The LNG will be utilised in the transport industry. Once the project comes into operation in early 2022, it will place South Africa in the top helium producers in the world. 

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PROTECTION OF PERSONAL INFORMATION

POPIA 101

All businesses with employees, customers and suppliers must comply with POPIA, which come into effect on 1 July 2021. Here is a practical guide to the most important aspects By Wendy Tembedza, Webber Wentzel

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PROTECTION OF PERSONAL INFORMATION

With the commencement date of the Protection of Personal Information Act 4 of 2013 (POPI) of 1 July 2021, businesses should have reviewed their use of personal information to determine if it complies with the Act. It is important to understand that any business that has employees, customers and suppliers must comply with POPI when dealing with personal information. Below are a few tips on ways businesses can kick-start their compliance exercise.

Figure out what personal information you process and why Under POPI, a business must be able to justify why it holds personal information based on one of the several justifications set out in POPI. This is a good opportunity for a business to assess what information it collects (whether from employees, customers, services providers or other third parties such as credit bureaus) and review whether that information is actually necessary for the purposes for which it was collected. In this regard, minimality is key – business should not collect more personal information than is required. Importantly, the term 'personal information' is defined very broadly to mean any information that can be used to identify an individual person or another business entity.

Look at security Correct management of personal information means appropriate security must be in place to protect it. POPI requires a business to put in place 'appropriate, reasonable technical and organisational measures' to prevent loss, theft, or damage to personal information. The suitability of security measures will depend on the business and the type of personal information it holds.

Marketing Opt-out marketing emails and SMSs are a thing of the past under POPI. Unless a person is an existing customer, a business cannot send him or her marketing emails or SMSs without first getting consent from the person. Any request for marketing consent must include language that is set out in Regulations to POPI. Businesses should therefore review their direct marketing practices.

Go for the easy wins POPI compliance may seem like a daunting task but there are some 'easy wins' when it comes to compliance. Basic documents used by the business will likely need updating for POPI compliance. These include company privacy policies and employee and supplier contracts. All these documents should aid the business in proving its compliance with POPI. 

Get rid of what you do not need Under POPI, a business cannot keep a record of personal information once the reason for which it was collected no longer exists, unless required by law. For example, unless required by law, a business should not keep personal information of any former supplier when the relationship has ended. Businesses should therefore check whether they are holding onto any old records of personal information that they no longer need and dispose of them in a secure manner. It is important to note that more data means more risk and it is best to purge what is not required.

Wendy Tembedza, Webber Wentzel

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OPINION: REMOTE WORKING

Time to rip off the band-aid

– making remote working a viable long-term solution

Many businesses were left scrambling in the wake of last year’s lockdown, and the quick fix solutions adopted to rapidly allow for a remote workforce were often full of holes. Given the economic circumstances and the pressure to be up and running fast, many businesses simply patched up the holes in their technology. By Sarthak Rohal, Vice President of IT Services at AlphaCodes

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OPINION: REMOTE WORKING

However, organisations that took this ‘bandaid’ approach are starting to realise the vulnerabilities in their systems. The time has come to rip off the band-aids and invest in robust solutions that will make remote working a viable solution in the long-term. From an organisational point of view, there is no going back to our pre-COVID ways, and the future involves a remote workforce.

Not a temporary situation Modern tech companies may have been well positioned in terms of infrastructure and policy needed for remote working. However, for the vast majority of organisations, remote working was limited to a small number of staff, and mainly for email and other non-operational systems. The lockdown in 2020 was a disruptor

of unprecedented proportions, forcing remote workforces to be enabled on a large scale. To accommodate this need quickly and affordably, the bare minimum requirements were met, but as we adjust to a new world in which the remote workforce has a central role to play, more robust solutions are needed. The large remote workforce shifts organisations’ perimeters and increases the attack vector, leaving data vulnerable to malicious parties if a robust cyber security strategy is not in place.

Risky business Data is currency in a digital world. With increased scrutiny on data privacy and protection, and the full enforcement of the Protection of Personal Information Act (PoPIA) on the horizon, securing it is critical. Security,

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OPINION: REMOTE WORKING

connectivity and data management need to form part of the overarching cybersecurity policy, and remote working policies need to be defined, including secure remote connectivity and end point security. Failing to address these concerns introduces risk and leaves businesses open to security breaches, data loss and non-compliance penalties. To ensure sustainable, large-scale futuristic work operations that fully support remote working, a combination of technologies is essential. This should include cloud-based robust application infrastructure with no Virtual Private Network (VPNless) access, and a unified engagement platform from employee onboarding and orientation through to communication and collaboration, performance management, reporting and analytics. From a cybersecurity point of view, organisations need to enforce device encryption; strong password polices, multi-factor contextual access and authentication, as well as data governance policies and practices. It is also essential to develop a remote culture to support employees in developing healthy work-life balance in this new environment.

The future is hybrid While it is not possible for all employees to work remotely all the time, the reality of the post-COVID world demands that at least certain staff must work outside of the office at least some of the time. Even before COVID, Gartner predicted that by 2030, the demand for remote work would increase by 30%. However, to successfully incorporate a remote workforce in the long term, a more measured approach is required. A patchwork approach of quick fixes and band-aids is not sustainable and introduces businesses to risk. Data governance and cybersecurity need to be addressed from a holistic point of view, and organisational culture, policies, practices and processes need to be updated. Embracing intelligent technologies to accelerate digital transformation will be key for recovery and competitive advantage. 

The large remote workforce shifts organisations’ perimeters and increases the attack vector, leaving data vulnerable to malicious parties if a robust cyber security strategy is not in place.

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Sarthak Rohal, Vice President of IT Services at AlphaCodes

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RENEWABLE ENERGY

EWSETA poised to play important role in SA’s hydrogen roadmap Whilst the development of a modern, industrialised world has been dominated by the use of fossil fuels thanks to the abundance of supply, ease of access and their efficient application, the current reality is that fossil fuels are becoming more expensive to extract and their impact on the environment has seen many countries commit to reducing carbon-based emissions.

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RENEWABLE ENERGY

In South Africa, the coal-fired power stations are reaching the end of their life cycle and the country faces an electricity supply shortfall of between 4 000 and 6 000 megawatts that will negatively affect economic growth and investor confidence. As a result, the South African government has been working closely with numerous industry stakeholders like Bambili Energy, various government departments like DSI, DMRE and foreign investors to address energy challenges. South Africa’s 2 800km coastline, that brings with it an abundance of wind, and the 2 500 hours of sunshine annually, present wind and solar energy as viable alternatives to fossil-based energy. This makes South Africa an attractive renewable energy investment destination.

According to the 2020 statistics of utility scale power generation in a South Africa research conducted by the Council for Scientific and Industrial Research (CSIR), South Africa has been gradually adding utility-scale wind, solar photovoltaic and concentrated solar power for years, increasing the installed capacity from 467MW in 2013 to 5 027MW by the end of 2020.

A crucial energy form Another crucial energy form is hydrogen. Hydrogen Fuel Cell technology is not new. In fact, it was first invented in 1839 by Welsh scientist William Robert Grove. It was only in the 1960s though that the fuel cell was used commercially by NASA to generate power for probes, satellites and space capsules. A major component of water, oil, natural gas and all living matter, hydrogen is one of the simplest and most abundant elements in the universe. Hydrogen fuel cells systems convert chemical energy into electrical energy through a reformer process which separate the various elements into hydrogen, and water. This reformer process is achievable using components including platinum, which South Africa has in abundance. South Africa is now also actively pursuing the many benefits of introducing hydrogen fuel cell energy to its renewable energy mix, as well as capitalise on the deployment of hydrogen fuel cell technology in many countries internationally. Bambili Energy is a South African company that seeks to manufacture fuel systems by combining locally developed IP with international made components.

The Hydrogen South Africa (HySa) programme The former Department of Science and Technology initiated the Hydrogen South Africa (HySa) programme approved by Cabinet in 2007. Officially launched in 2008, it has been instrumental in

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RENEWABLE ENERGY

supporting the growth in this industry. According to Bambili Energy: “The collaboration between the various public and private stakeholders is critical for South Africa to utilise its competitive edge and become a serious hydrogen economy in the global renewable energy sector.” HySa aims to stimulate and guide innovation along the value chain of hydrogen and fuel cell technologies and ultimately position South Africa to derive local benefits from supplying high valueadded products (e.g. PGM catalysts and catalytic devices) to the growing international fuel cells and hydrogen markets. These local benefits include economic benefits through job, wealth and new industries creation, and the development of appropriate skills and human resource capital. The motivation and driving force for the HySa programme is the prevalence of platinum reserves found in South Africa. Platinum group metals are the key catalytic materials used in most fuel cells and, with more than 75% of the world’s known platinum reserves found within South African borders, there is great potential for socio-economic benefits to be derived from these natural resources. South Africa can harness these benefits through the development of local PGM-based hydrogen and fuel cell technologies.

The skills connection With new technology comes a need for new skills and it is here that the Energy and Water Sector Education and Training Authority (EWSETA) has an important role to play. Brazil had to halt its development of hydrogen fuel cell technology because of challenges with available skills. It is important that South Africa learns from Brazil’s experience and ensures that the right skills are available to embrace all that the hydrogen technology is able to offer the country. According to Mpho Mookapele, CEO for the EWSETA: “As the skills development authority in the energy sector, we need to work closely with

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South Africa is actively pursuing the many benefits of introducing hydrogen fuel cell energy to its renewable energy mix, as well as capitalise on the deployment of hydrogen fuel cell technology in many countries internationally.

all role players in the hydrogen industry to ensure that as the uptake of this technology grows in South Africa, young people are being capacitated with the knowledge and skills needed to see this technology flourish and make an important contribution to securing South Africa’s energy demands.” The role of industry in developing skills cannot be overstated and to date, several organisations have worked with HySa to deploy much-needed research, development and skills deployment as South Africa seeks to grow its hydrogen economy.

Implats funds HySA centre of competence Impala Platinum Holdings (Implats) funded one of three HySA centres of competence, with R6 million to enable the prototype development of hydrogen fuel cell driven material handling and underground mining equipment. Implats have also supported another centre, HySA Catalysis, by supplying platinum for the scale up of the production of South African developed fuel cell catalysts.

Educational programme rolled out to schools Anglo American Platinum, together with the Young Engineers and Scientists of Africa (YESA) group and the South African Agency for Science and Technology Advancement (SAASTA) developed an educational programme in 2015 that has been rolled out to schools in Cofimvaba in the Eastern

RENEWABLE ENERGY

Cape, teaching learners about the science of fuel cells. To date, 3 500 learners from Grade R to Grade 12 at 26 schools have benefited from this programme.

Unemployed graduates trained More recently, Bambili Energy entered into a partnership with the Department of Science and Innovation (DSI), the South African National Energy Development Institute, HySA, the University of Pretoria and EWSETA to train unemployed graduates from technical and vocational education and training (TVET) colleges and Universities of Technology with N4- or N6level qualifications in chemical and electrical engineering on hydrogen energy. To date, a cohort of 17 candidates has successfully completed the six-week training programme that included unemployed graduates from TVET colleges and Universities of Technology and technical professionals from the Department of Defence (DoD), Department of Science and Innovation (DSI), Department of Mineral Resources and Energy (DMRE) and the Department of Public Works and Infrastructure (DPWI).

Three graduates awarded EWSETA internships with Bambili Energy Amongst the students, three candidates, who successfully completed the programme, have been awarded an EWSETA-funded internship with Bambili Energy. “At Bambili Energy, we firmly believe that the only way to bridge the knowledge gap in the hydrogen economy is to combine academic work with internship programmes designed for this particular industry”, says Bambili Energy CEO. This will contribute to the growth of hydrogen fuel cell technology skills in the country. Whilst the University of Pretoria currently offers a university accredited introductory short course

in Hydrogen Fuel Cells Systems, the course does not offer credits towards a full qualification. “The existence of an accredited occupational qualification underpins the success of growing knowledge on any subject, but there is currently no accredited occupational qualification on hydrogen in South Africa,” says Mookapele. “We have joined forces with Bambili Energy that is able to offer subject matter expertise and made a submission to the Quality Council for Trades and Occupations (QCTO) to register a skills programme on hydrogen.”

Developing a Hydrogen Society Roadmap The DSI has initiated a process, with other government and industry stakeholders, to develop a Hydrogen Society Roadmap that will lead South Africa towards a hydrogen society. The aim of the roadmap is to create a policy document that will inform all relevant parties in South Africa about the potential and immediate benefits of developing and deploying hydrogen technologies. In addition, the roadmap will address how these benefits can be integrated into the South African renewable energy masterplan. The result has been the first draft of the Hydrogen Society Roadmap that was completed at the end of November 2020. The EWSETA (Energy Water Seta) is a key stakeholder in this hydrogen roadmap and represents the skills needs of the hydrogen economy on various committees, that includes among others, the Deployment Oversight Committee and Human Capital Development SubCommittee. “Meeting the country’s energy challenges requires that we embrace any and all opportunities to grow our renewable energy footprint and with this comes numerous skills developments and employment opportunities. As the ESWETA, we are intent on working with all industry stakeholders to ensure that our young people join us on this exciting journey,” concludes Mookapele. 

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ADVERTORIAL: SANEDI

SANEDI reminds building owners

to have their buildings rated for energy efficiency Building owners have two years to comply with new building energy performance regulations, which require a formal assessment of their building energy consumption. On 8 December 2020, the Department of Mineral Resources and Energy (DMRE) gazetted ‘Regulations for the Mandatory Display and Submission of Energy Performance Certificates for Buildings’. As an agency of the Department, the South African National Energy Development Institute (SANEDI) has been tasked with developing, hosting and maintaining a national Building Energy Performance Certificate Register in terms of these regulations. “SANEDI wants to help ensure compliance with the new regulations, so that building owners are not unnecessarily penalised,” explains SANEDI’s Barry Bredenkamp, General Manager Energy Efficiency & Corporate Communications. “Ultimately, it must be highlighted that the responsibility lies with building owners to ensure that they are compliant with the regulations.”

What do the new regulations mean?

Certain classes of buildings need to have their energy performance assessed by a South African National Accreditation System (SANAS) accredited inspection body, who will then issue an Energy Performance Certificate (EPC), rating the building from A–G for energy efficiency. “To be compliant, the EPC must be displayed at the building entrance, and a D-rating would typically indicate basic compliance with the energy efficiency component of the national building regulations. This first assessment will form the benchmark for the building and give the owner an idea of what needs to be done to improve the rating in the future. Everyone should aim for an A-rating in the longer term,” says Bredenkamp. EPCs need to be renewed every five years, giving

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The Admin B building at Stellenbosch University, which houses the vice chancellor and executive team, received the first-ever EPC for a building in South Africa in February this year.

building owners the opportunity to improve their energy performance.

Which buildings need to comply, by when?

The current regulations apply to four different classes of buildings defined in the national Building Standard: 1. entertainment and public assembly facilities; 2. theatrical and indoor sports facilities; 3. places of instruction and offices with a net floor area of at least 2 000m2 in the private sector; and 4. 1 000m2 for buildings owned, operated or occupied by an organ of the state. These building must be compliant by 8 December 2022. “The national drive towards energy efficiency will unlock the wider value chain, as building owners look to implement more efficient systems. Economic activity will be stimulated, as building owners work towards achieving compliance in areas such as HVAC, lighting, building retrofit, energy monitoring and more energy-efficient appliances and equipment, to optimize and reduce energy usage. "This will involve engineering firms and other Energy Service Companies (ESCos), who will typically be contracted to do these energy efficiency upgrades, thereby creating much-needed job opportunities in the energy sector,” Bredenkamp concludes.

SANEDI

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HAS YOUR BUILDING HAS YOUR BUILDING RECEIVED AN ENERGY RECEIVED AN ENERGY EFFICIENCY RATING? EFFICIENCY RATING? It’s now mandatory for various classes of buildings over a It’s nowsize, mandatory for various classes of buildings over a certain to assess and display their energy performance. certain size, to assess and display their energy performance. The Department of Mineral Resources and Energy (DMRE), The Department oflaw Mineral and (DMRE), recently passed into a set ofResources Regulations forEnergy the Mandatory recentlyand passed into law aofsetEnergy of Regulations for theCertificates Mandatory Display Submission Performance Display Submission of Energy Performance Certificates (EPC) forand Buildings. (EPC) for Buildings. The South African National Energy Development Institute The South National Energy Development Institute (SANEDI), an African agency of the DMRE, is tasked with hosting and (SANEDI), an agency of the DMRE, is tasked with hosting and maintaining a national Building Energy Performance Register maintaining Building Energy to keep tracka national of progress towards thePerformance achievementRegister of the to keep objectives track of progress achievement of the national set out intowards the EPC the Regulations. national objectives set out in the EPC Regulations.

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Entertainment and public assembly facilities, theatrical and Entertainment and public assembly facilities, and indoor sports facilities, places of instruction andtheatrical offices with 2 sports places and offices aindoor net floor areafacilities, of at least 2000ofminstruction in the private sector, with and 2 2 a net m floor of at least 2000operated m in theor private sector, forarea buildings owned, occupied by and an 1000 forstate buildings owned, operated or EPC occupied by an 1000 of m2the organ must be compliant with the Regulations organ of the state must be compliant with the EPC Regulations by 8 December 2022. by 8 December 2022. For more information visit www.sanedi.org.za For more information visit www.sanedi.org.za

SMALL BUSINESS

Unlocking growth in the SME sector This past year has tested the small business sector as they faced new challenges such as physical restrictions, multiple lockdowns and loss of revenue. But out of this crisis, one group of entrepreneurs has emerged stronger.

SAB Foundation Tholoana Enterprise Programme graduation ceremony

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Despite these challenging times, the 68 small businesses on the SAB Foundation Tholoana Enterprise Programme collectively recorded a 31% increase in turnover growth, created 169 new jobs and sustained 483 jobs. This was achieved during a time when the South African economy contracted by 8% and shed 2.2 million jobs. “Entrepreneurs are crucial to the growth of our economy and developing them is essential to create jobs and uplift historically disadvantaged members of our society,” says Bridgit Evans, Director of the SAB Foundation. “During one of the toughest economic times in recent history, we have been inspired by these entrepreneurs who made the commitment, and in many cases, pivoted their businesses, to not only survive, but indeed in many cases, grow. Seeing them being able to flourish gives us hope for the SME sector and we were both amazed and inspired to find that 100% of them survived last year. It shows that with mentorship and guidance entrepreneurs can be given the tools and the confidence to build sustainable business and create jobs,” she adds.

SMALL BUSINESS

Achievements recognised These businesses were recognised for their achievements at a graduation ceremony at the Radisson Blu OR Tambo on 20 May. The grand prize, the Tholoana Award, was awarded to Sabelo Lindani, the owner of Contour Enviro Group based in Somerset West in the Western Cape. Throughout the programme, Lindani demonstrated commitment to driving his business forward, experienced exceptional growth performance (92%) and showed potential for future growth. The Contour Training Academy (CTA) specialises in environmental support services, such as capacity development and environmental consulting. Lindani’s team manage quality management administration, environmental education and provide project assistance in the environmental and tourism sectors. “It's been an incredible journey for me,” says Lindani. “Entrepreneurship is exciting and scary at the same time. The assistance and support we received on the programme helped us refocus. What really helped me was having a mentor who

Dr William Rowland - SAB Foundation Trustee

SAB Foundation Tholoana Enterprise Programme graduate

would not let me give up, even when I wanted to. The growth in my business has been wonderful. We started on the programme with three employees and now we have 55.”

Pandemic forced SMEs to become agile

Tholoana Award Winner, Sabelo Lindani, with Bridgit Evans and Andiswa Gumede

Even though the pandemic led to the closure of millions of businesses worldwide, it forced SMEs to become agile – something Lindani and others in his cohort attest to. Business owners with fewer resources and less cash on hand had to find innovative ways to stay afloat. They focused on diversifying,

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SMALL BUSINESS

cutting overheads, cash preservation, digital transformation and new strategies that added value for customers. The results achieved by businesses are encouraging. All 68 businesses more than just survived the pandemic, they experienced exceptional growth and created jobs in the process. There is hope that despite a struggling economy, South Africa is moving closer to its target to make the small business sector responsible for 90% of formal jobs by 2030.

SAB Foundation Tholoana Enterprise Programme graduate

About the SAB Foundation Founded in 2010, the SAB Foundation provides funding for small, medium and micro-sized enterprises in order to contribute to the economic and social empowerment of historically disadvantaged persons through entrepreneurship development. The SAB Foundation’s primary beneficiaries are women, youth, people living with disabilities and people living in rural areas, from low-income backgrounds. More than R339 million to date has been invested in social innovation, disability empowerment and SMMEs.

Longevity is critical to meaningful economic impact and 86% of entrepreneurs on the programme said they believed that their business would survive the next five years, along with a 46% increase in the entrepreneurs’ confidence levels. 

About the SAB Foundation Tholoana Enterprise Programme The SAB Foundation Tholoana Enterprise Programme is a structured 18-month programme that invests in entrepreneurs, particularly women, youth, people in rural areas and persons with disabilities. It offers skilled mentorship, business development tools and training, powerful peer networks, access to finance, and support throughout their time on the programme, to entrepreneurs.

About Fetola Fetola is the implementing partner of the Tholoana Programme. The company is made up of experienced growth experts, mentors, project managers, digital leaders and entrepreneurs. The organisation works closely with corporates to create and run programmes. Catherine Wijnberg, CEO of Fetola, says: “The results from the Tholoana Enterprise Programme are proof that South Africa is filled with courageous individuals who with the right kind of support, from exemplary programmes such as the SABF Tholoana Programme, build the economy and create the jobs we desperately need.”

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TRANSPORT

Accelerating women in transport Lafarge South Africa and Volvo Trucks South Africa have joined forces with other stakeholders to launch the AccelerateHer initiative to accelerate women-owned truck operations in the country. Ten women from KwaZulu-Natal will be selected for the pilot phase of the project, with the intention to replicate and grow it in phases in other areas throughout the country. This ground-breaking initiative is aimed at increasing the number of female owner-drivers rendering a service to Lafarge operations in the area. The successful applicants will receive intensive three-year training through the Commercial Transport Academy (CTA) as part of Volvo Trucks’ Iron Women heavy commercial driver training programme. The Iron Women programme, which has been running since 2019, will teach the participants how to operate trucks safely, profitably and efficiently, enabling them to ultimately receive their commercial driver qualification.

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The participants will also undergo intensive business acumen training to empower them as owner-drivers, with a focus on aspects like technology, finance, entrepreneurship, business and road transport management, as well as labour legislation and HR practices. They will also be professionally mentored throughout the programme to ensure that they have every chance of success once they gain their qualifications. Once qualified, the new female owner-drivers will be incorporated in the Lafarge KZN operations as active operators.

Another step towards economic inclusion “We believe that given the correct resources and support, these women-owned transport businesses

TRANSPORT

have the potential to flourish and make a real change in the lives of the participants, their families and their communities,” said Noriko Solomon, Aggregates and ReadyMix Director from Lafarge. The Lafarge Procurement Director, Kervin Ali added: “We understand that this project is another step towards economic inclusion; building accessible, and sustainable communities for the future.” The Volvo trucks will be financed by Volvo Financial Services. “We are excited about the new doors that will open for women in transport because of this joint initiative with Lafarge South Africa,” said Marcus Hörberg, Vice President of Volvo Group Southern Africa. “As a big supporter of the difference women can make in the industry, we are very proud and humbled that the Volvo Trucks Iron Women project has been able to develop and grow and make such a lasting impact in many people’s lives. Looking to the future, both companies are looking to involve more stakeholders, including provincial and national government, to expand the reach and impact of the programme. 

Lafarge South Africa One of South Africa’s leading building materials companies, Lafarge South Africa, manufacturers and supplies the local construction industry with cement, ready-mixed concrete, aggregates and fly ash products. Its strong presence in all of these business lines is combined with a unique holistic approach to any project. This differentiates the company in the market by enabling it to offer integrated building solutions and help for sustainable development.

Volvo Trucks Volvo Trucks supplies complete transport solutions for discerning professional customers with its full range of medium- and heavy-duty trucks. Customer support is provided via a global network of dealers with 2,300 service points in more than 130 countries. Volvo trucks are assembled in 13 countries across the globe, including South Africa. In 2020, approximately 94 000 Volvo trucks were delivered worldwide. Volvo Trucks is part of the Volvo Group, one of the world’s leading manufacturers of trucks, buses, construction equipment and marine and industrial engines. The group also provides complete solutions for financing and service. Volvo Trucks’ work is based on the core values of quality, safety and environmental care.

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ADVERTORIAL: RETAIL MOTOR INDUSTRY

Back on the road to

professionalising the motor sector Professionalising the motor sector in South Africa has been a goal of the Retail Motor Industry Organisation (RMI) for some time now and we are committed to making this a reality in 2021. For too long the role that professionals play in the industry has been undervalued and through professionalising the sector we aim to change this. In early 2020 we explained that professionalisation is a process by which any trade or occupation transforms itself into a true profession of the highest integrity and competence. As a professional body, the RMI will be able to register designations, recommend best practice and oversee the conduct of members of the profession. The result will be acceptable designations that clearly demarcate the professional qualified from the unqualified and nondesignated individual.

Skills development and professionalisation

Now more than ever as a result of Covid-19 we strongly believe that through skills development and professionalisation, we will see reduced unemployment, economic growth, better returns on investments for employers, more profits to employ more people, reinvestment in business growth and sustainability. Of course there should also be increased consumer satisfaction and consumer peace of mind as they are assured of getting professional services and advice. Whether it be when buying a vehicle, parts or equipment or when repairing, servicing and maintaining their vehicles, it will all be managed by professionals. For our own members, this improves their status and makes them more marketable and attractive to the trade. We need to make working in the sector attractive for up and coming young people too. By professionalising we will change the traditional stereotypes and negative perceptions associated with a career in the industry and our professional body will enjoy the same status as all other professional bodies do. Our plans were unfortunately delayed last year due to Covid-19. We are now in our post Covid-19 phase and feel comfortable to revisit this important initiative. We agreed at our last Board meeting in March that we need to move ahead and will be ready to launch in July 2021.

designations including technical jobs will follow. Part of being a professional body is to implement a process of Continuing Professional Development (CPD) points for members to maintain their professional status on an annual basis. Various policies that cover recognition of prior learning, NQF levels, national standards of designations, work experience, CPD and more are already completed and ready for implementation.

Benefits for the automotive industry are huge

As you can imagine, implementation and roll out is a big task but one we believe is worth the effort. The benefits for the automotive industry, the RMI and our members are immense. For example, as a professional body we can participate in SETAs as a qualification development partner and be involved in retail motor industry curriculum and learning material development. There will also be access to a wealth of information and global recognition through this process. Our already strong working relationships with alliance partners and stakeholders such as the Department of Higher Education and Training (DHET), Sector Education and Training Authorities (SETAs), the Quality Council for Trades and Occupations (QCTO), the National Artisan Moderation Body (NAMB) and the Motor Industry Bargaining Council (MIBCO) will strengthen the retail motor industry professions. We anticipate a future where working in the retail motor industry is regarded as a profession with clear career paths.

SAQA recognition

We have already expressed our interest in being recognised by the South African Qualifications Authority (SAQA) as a professional body and given them notice of our intention. We will initially start with at least one designation in the Automotive Sales & Support Services field. Other

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RETAIL MOTOR INDUSTRY W www.rmi.org.za

Our Voice is your peace of mind The The Retail Retail Motor Motor Industry Industry Organisa�on Organisa�on (RMI) (RMI) is is aa proac�ve, proac�ve, relevant, retail and associated motor industry organisa�on relevant, retail and associated motor industry organisa�on recognised recognised as as the the leading leading voice voice in in South South Africa’s Africa’s automo�ve automo�ve a�ermarket. a�ermarket. Eight Eight associa�ons associa�ons fall fall proudly proudly under under the the RMI RMI umbrella. umbrella. If If you you select select any any of of our our accredited accredited members members we we pledge pledge to: to: • Provide high quality products and services at a fair and • Provide high quality products and services at a fair and reasonable reasonable price. price. • Honour both • Honour both the the le�er le�er and and spirit spirit of of any any guarantee guarantee accompanying the sales of these products accompanying the sales of these products and and services. services.

Retail Retail Motor Motor Industry Industry Organisa�on Organisa�on of of South South Africa Africa (RMI) (RMI) Any Any queries queries please please contact contact us us here: here: www.rmi.org.za www.rmi.org.za +27 +27 11 11 886 886 6300 6300 +27 11 789 +27 11 789 2642 2642

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Volume 7 l Issue 2 - July to September 2021

Articles inside

Accelerating women in transport

Back on the road to professionalising the motor sector

Unlocking growth in the SME sector

buildings rated for energy efficiency

EWSETA poised to play important role in SA’s hydrogen roadmap

Time to rip off the band-aid – making remote working a viable long-term solution

POPIA 101

PASA a strategic entity of government in its goal of diversifying the energy mix

Technology ready to create SA’s mines of the future

What lies ahead for the future of print

The new reality for financial services

Normalising disabilities in the workplace

More needs to be done to connect the unconnected SA youth

Sisters are doing it for themselves in SA construction

Financial institutions should adopt a zero-trust approach to security

Cybercrimes Bill signed

Using employee engagement to drive call centre performance

E&T Minerals - Madiba's dream is no longer deferred

BPO – a critical element to ensure business continuity throughout the COVID-19 pandemic

South Africa B-BBEE developments: Clarity provided on black ownership schemes and structures

AI-powered solutions drive new business

Who is BIZCASH?

Accelerator Programme

Advertising to a generation that blocks advertising

B-BBEE is an opportunity for economic growth, not just a compliance exercise