• South Africa Law Firm of the Year Chambers Africa Awards, 2021, 2022 & 2024
• ESG Initiative of the Year African Legal Awards, 2021, 2022 & 2023
• Tax Firm of the Year: South Africa International Tax Review EMEA Tax Awards, 2021, 2022 & 2023
• Competition and Regulatory, Employment, and Transport & Infrastructure Teams of the Year African Legal Awards, 2023
• Deal of the Year: M&A IFLR Africa Awards, 2024
in alliance with
Rakesh Rajbally an inspirational leader driving organisational growth
Rakesh Rajbally, Managing Director at Coca-Cola Beverages South Africa, reflects on 27 years with a company committed to sustainability and good business practice, while sharing key insights on his leadership and personal development journey.
RAKESH RAJBALLY MANAGING DIRECTOR AT COCA-COLA BEVERAGES SA
Describe your career journey that resulted in your appointment as Managing Director at Coca-Cola Beverages South Africa.
I officially assumed the role of Managing Director at Coca-Cola Beverages South Africa (CCBSA) on February 1st of this year, but my journey within the CocaCola organisation spans over a quarter of a century. I began my career in 1997 as a temporary Filing Clerk at Amalgamated Beverages Industries (ABI), one of the six entities that eventually merged to form CCBSA.
I have always been a hard worker and team player, and knew that I could add real value towards organisational growth. Therefore, throughout my career, I've steadily advanced through various roles, including District Manager for a multiple number of our regions. The formation of CCBSA in 2016 marked a significant milestone, during which I held several executive positions. Initially, I served as the Marketing and Strategy Director and subsequently as the Commercial Director. Each of these roles equipped me with the experiences and insights necessary to take on the role of Managing Director.
I hope my journey serves as an inspiration to others, demonstrating what is possible with dedication, and perseverance and a willingness to learn and collaborate across the business.
What is your primary responsibility in this role, and what excites you most about this role?
One of my most critical responsibilities is to drive sustainable, profitable growth year on year. So, my role is to develop and embed a culture of excellence, performance and increased productivity, particularly in an environment that is changing rapidly.
However, over and above growing our bottom line, one of my significant responsibilities and passions is people and leadership development. No organisation can achieve its strategic vision unless it has people firmly behind that ambition. So, this vision has to be clear, sound, and achievable.
I try to live out this passion for development on a personal level, always seeking to learn, grow, and become a better version of myself than I was yesterday. I believe we have two hands – one to help yourself and one to help others. I take great delight in seeing the
success of others – particularly young leaders – whom I have been able to impact in some manner through coaching, mentorship and guidance. So, the prospect of growth for our business and development for our people excites me.
Can you give us a sense of who is CCBSA?
We are an organisation of over 7 600 employees spread across four key regions and 13 sites in South Africa. We manufacture and supply beverages to our customers, who then sell them to our consumers. The presence of our business and potential for growth and development extends beyond our business. We can create shared opportunities that benefit our organisation and the communities we serve across the value chain.
For CCBSA, opportunity transcends financial gains. It is about fostering a better and economically inclusive future for people and communities throughout South Africa.
Considering the realities in South Africa, technological advancements, and so forth, what are your key focus areas to ensure continued sustainable growth for CCBSA?
Sustainability is at the core of our Coca-Cola Beverages South Africa (CCBSA) business. As a proud industry leader, we are committed to developing increasingly sustainable methods to manufacture, distribute, and sell our products.
We leverage our leadership position to contribute to positive global change and to build a more sustainable future for the planet. We recognise that we cannot operate in isolation; thus, we strongly emphasise strong collaborations that are mutually beneficial and create inclusive growth opportunities for connected communities, women and youth, customers, our employees, and shareholders.
Like many leaders, I place much currency on technology and its ability to revolutionise how we do things, not just for businesses but across society. It makes conducting business easier and more seamless. Integrated business systems enable quick decision-making and turn-around times. This is a plus for both the public and private sectors. A far cry from how things were when I started as a young professional. It is an exciting time to do business leveraging technology. Opportunities are endless.
What are some of the challenges you anticipate in the current trading environment?
We all know that the trading environment is complex, compounded mainly by a challenging economic climate, high levels of unemployment, and erratic electricity and water supply, to mention a few. It will take a while before things stabilise, but it will get better with hard work.
The regulatory environment is not the easiest, but I will not dwell on it safe to say that the government does what it has to do while balancing disparate societal needs. Sometimes, the government will choose what it sees as a lesser evil – regulate industry. As businesses, we understand this, but we also hope for pragmatic, cocreated solutions that will move the country forward.
Our primary focus is to continue growing our businesses and creating employment while doing good for society. My vision is to create a customer-centric mindset by anticipating, meeting and exceeding our customer needs. We can only do that by being targeted and focused and putting our resources behind what will guarantee value.
We will develop a highly skilled workforce that can use data to extract insights focused on driving sustainable solutions that will future-proof and build resilience into our business. That way, we can respond to current and future challenges while creating positive change for the planet.
How do you see your contribution towards helping solve some of our societal challenges?
Our challenges can sometimes seem to be overwhelming. I recognise the threats posed by unemployment, poverty, and inequality to South African society, including the business community. Securing our social license to operate (LTO) is critical for a business like ours. To this end, we initiated a Social Mapping project to profile the communities in which we operate. By listening to residents and organisations, we sought to understand their needs and priorities better, fostering greater cohesion.
Economic inclusion is a cornerstone of our sustainability strategy because we understand that our business can only thrive when the communities we serve thrive. These communities ultimately contribute to the growth
of our businesses as they will have purchasing power. The relationship is symbiotic and mutually beneficial.
What are some of the key projects/initiatives you are driving?
Our efforts include significant contributions to help reduce youth unemployment, support their educational aspirations, foster and support enterprise and supplier development, and help them become viable businesses.
Further, as part of our commitment to sustainability, we address the highest-priority issues facing our company, stakeholders, and communities, aiming to maximise our collective impact. Key focus areas include water conservation, tackling the plastic waste crisis, combating climate change, and creating greater shared opportunities for all.
As a bulk water user, how do you navigate the complexity surrounding water and the fact that South Africa is a water-scarce country?
Water is also a key priority for the Coca-Cola System, of which we are a part. It is essential to life, our beverages, and the communities we serve.
The Coca-Cola Company’s 2030 Water Security Strategy has focused on increasing water security by investing in water initiatives that benefit nature and communities. This includes projects that benefit local watersheds, which supply water for drinking, agriculture, manufacturing, restoring and conserving habitats for plants and animals, and offering opportunities for local economic development. We work hard to replenish the water we use in our finished beverages to nature and communities.
How will you continue responding to the challenge of plastic waste, given that the bulk of your packaging is PET?
It is essential to mention that we recognise our responsibility to help solve complex plastic waste challenges facing our planet and society. That’s why, in 2018, we launched an ambitious strategy called World Without Waste to drive systemic change through a circular economy for our packaging.
We are working to use more recycled content in our packaging, expand our use of returnable bottles, and collect packaging for recycling through this initiative.
Under your leadership, how does CCBSA seek to engage with key stakeholders?
We are committed to upholding the principles of transparency, consistency, accountability, and integrity in engagements with stakeholders. This builds trust, mutual respect, and collaboration. We seek to foster partnerships that drive collective impact, including in areas such as economic inclusion, water stewardship, packaging circularity, climate action and many more.
We engage with stakeholders, including governments, NGOs, communities, suppliers, investors, business partners, customers and consumers in various forums and formats. This helps us better understand our external environment, which informs and shapes our business solutions and sustainability strategy.
What are your key strengths, and how does this enable you to unlock opportunities?
I firmly believe in decisive, inclusive leadership and taking people along. At CCBSA, we seek to drive and embed a high-intensity, high-performance culture along with the fundamental values of respect and empathy. We believe that if we do this right, alongside ownership and accountability, then our entire organisation excels.
How we are on the inside as an organisation reflects and impacts how we engage with others – our suppliers, customers, communities, and other key stakeholders. We strive to do business the right way, not just the easy way.
Having been with Coca-Cola for 27 years, what edge do you feel this long tenure provides?
A long tenure provides a deep understanding of the business, broader institutional knowledge, context, and perspective. There is not much I haven’t seen or encountered in my career.
My expertise spans general management, sales, marketing, logistics and finance within the FMCG industry. This broad range of career and life experiences helps stand one in good stead, even when so-called Black Swan events such as COVID-19 hit. All these experiences help one navigate through unchartered waters.
Having worked in different departments and held various positions, how have you influenced the organisation’s culture?
The truism holds that effective leadership understands all
aspects of a business or organisation. Having worked my way up from junior to senior to executive levels over almost three decades, it provides unique insights into the roles, pressures, functions, experiences, expectations and more that each individual holds within the business.
Today, thanks to my career path, I can walk onto the floor of any of our manufacturing sites or elsewhere across the business and relate with employees. I would say that my career has helped me to understand fully what makes our business tick.
What has been critical to your long tenure at Coca-Cola?
Personal drive, ambition, and the standards I have always set for myself and others who work alongside me. But importantly, CCBSA recognises my personal growth and development and aligns these with career paths and appropriate opportunities. It all needs to come together in harmony. Personal drive and excellence mean nothing if there are no opportunities for growth in an organisation. The converse is also true that one will not advance in one’s career without a strong work ethic, a commitment to personal development, and the striving for excellence.
Thankfully, I have found a very happy home in CCBSA, and I hope my journey through the organisation inspires others to see what is possible.
What does success look like for you as a leader in three to five years?
I would like to look back at my tenure after five years at the helm and see a highly productive, high-performing organisation that has delivered results and value for its shareholders built high levels of trust amongst all its key stakeholders, including our customers, employees, communities and government. A well-oiled organisation is fit for purpose, where employees can grow, thrive and achieve their career aspirations.
I hope to have contributed to continuing to build a legacy that previous leaders built. I am proud to have run a company that has played its part in helping create a better world. I hope to be as excited as I am now, surrounded by capable and talented leaders and employees who equally believe in our company’s potential to grow and refresh South Africa daily.
be t t e r f u t ure s
We are commit ted to building a brighter f uture for all and remain dedicated to driving economic grow th and promoting youth development in South Af rica.
Who we are
Coca- Cola Beverages South Af rica (CCBSA) is a proudly South Af rican company that began operating as a legal entit y in July 2016, af ter the merger of six non-alcoholic ready-to-drink bot tling operations.
We employ over 7,000 people at 13 manufac turing facilities across the countr y A s a subsidiar y of Coca- Cola Beverages Af rica (CCBA) and a bot tler for The Coca- Cola Company, our vision is to ref resh Af rica ever y day and make our continent a bet ter place for all.
We manufac ture and distribute Coca- Cola
more enjoyable while conduc ting business the right way The result is shared oppor tunit y for our customers, our employees, our communities, and our shareholders. We conduc t our business ethically, transparently, and conscientiously We espouse an inclusive business culture to ref lec t our Af rican identit y
We accelerate sustainable, prof itable revenue grow th across all categories and of fer an innovative por t folio of produc ts that respond to customer needs and consumer preferences. Prof itabilit y is impor tant, but not at any cost
People matter. Our planet matters.
CAREER OPPORTUNITIE S
At CCBSA , our peopl e are our e nduring advantage
We be lieve in growing our busines s the right way, not jus t the easy way We are focused on creating more inclusive grow th oppor tunities for our communities, par ticularly for youth and wome n, as we ll as for our e mploye es, cus tome rs, and s hare holde rs.
promoting economic inclusion acros s its value chain includ es a s trong commitme nt to reaching unde rse r ved wome n, youth, and pe rsons with disabilities
We are working with local non-prof its to launch e ntrepre neurship and e mployabilit y programmes
Are you a graduate looking for an oppor t unit y to kick s tar t your career ?
P ROGRAMM E
We launched our Study Buddy bursar y programme in 2021 and have as sis ted ove r 10 0 d ese r ving young peopl e in communities whe re we ope rate to acces s te r tiar y education The Fund cove rs f ull tuition, accommodation, as we ll as tex tbook s. To date, we have commit ted ove r R8 million to suppor t s tude nts in ne ed, as par t of our holis tic approach to suppor ting young s tude nts.
Are you looking to f ur t her your s t udies?
BI Z N I Z I N A BO X
Bizniz in a Box is d edicated to creating oppor tunities to integrate the youth into the economy The aim is to contribute toward revitalising the township economy
To date, we have trained ove r 70 0 young e ntrepre neurs and he lped 70 of the m take their busines ses to the nex t l eve l through our Youth Empowe rme nt Programme. This is a public-private par tne rship which aims to ide ntif y e ntrepre neurial youngs te rs who have the pote ntial to create sus tainabl e, growing busines ses
Looking to grow as an ent repreneur ?
CCBSA aims to boos t income, provide sus tainabl e earning pote ntial, and improve skills and busines s knowl edg e for youth, so that they may acces s f uture oppor tunities, including the pos sibilit y to link to the Coca- Cola value chain today and in the f uture
Our focus on youth e mpowe rme nt is also to as sis t with skills d eve lopme nt, par ticularly for graduates who may require additional training in sof t skills that would make the m more e mployabl e or which would aid their own e ntrepre neurial ef for ts
infrastructure Unpacking SA’s cold chain
As a refrigeration sales expert at Danfoss, I have observed the advancements and challenges within South Africa’s cold chain industry. This article shares my insights into the current cold chain infrastructure in South Africa, which includes the agricultural sector’s post-harvest losses, energy efficiency considerations and the role of SMMEs in enhancing the cold chain sector.
By Kavir Sewlall, Sales Manager at Danfoss Climate Solutions
The current state of cold chain infrastructure in SA South Africa’s cold chain industry in the major capital centres of the country is highly sophisticated; there is a visible presence of a well-developed infrastructure, which contributes to local and international demand for produce. However, there is room for improvement when seen in contrast with the significant deficiencies in the outlying and rural areas. The lack of modern refrigeration and robust
cold storage solutions results in increased food loss, operational inefficiencies, and high energy consumption, negatively affecting the agricultural sector.
Although there are high-quality facilities in some regions of South Africa, many areas still lack the necessary infrastructure to maintain a continuous cold chain, leading to a substantial loss of perishable goods.
Agricultural sector losses
The agricultural sector is a cornerstone of South Africa’s economy, which faces considerable postharvest losses due to our inadequate and inconsistent cold chain. Up to 30% of perishable products are estimated to be lost before they can reach the consumers’ tables due to a break in the cold chain.
These losses minimise the farmers’ income, reduce their ability to reinvest, and reduce food security in a nation where many struggle with hunger. Enhancing our cold chain logistics is imperative for reducing these losses and aiding in the availability and affordability of fresh produce for South Africans.
Empowering SMMEs
Energy efficiency and load shedding
Energy efficiency and reliability are crucial in the refrigeration industry, especially regarding South Africa’s frequent electricity shortages. Danfoss manufactures refrigeration products designed for high energy efficiency, which helps lower operational costs and reduce carbon emissions.
Incorporating technologies such as variable speed drives, electronic controllers, and efficient compressors, among other products, can significantly decrease energy consumption. Moreover, integrating renewable energy sources like solar power can offer a more reliable and consistent energy supply, reducing the adverse effects of load shedding on cold chain operations.
Small, Medium, and Micro Enterprises (SMMEs) play a vital role in South Africa’s economy; enhancing their access to cold chain infrastructure can significantly contribute to their growth and sustainability.
Danfoss is committed to supporting SMMEs by offering competitive, high-quality refrigeration products with abundant information. Danfoss also focuses on providing online training (e-learning), webinars, informative product material and mobile applications such as Danfoss Ref Tools to equip these enterprises with the necessary skills and knowledge to operate and maintain refrigeration systems and enhance their competitiveness and long-term viability.
While South Africa’s cold chain infrastructure has progressed, critical areas still require attention. Addressing agricultural losses, improving energy efficiency, and empowering SMMEs are essential to building a more robust, resilient cold chain. Danfoss is dedicated to leading these efforts through innovative solutions and strategic partnerships, aiming for a sustainable and prosperous future for South Africa’s cold chain logistics.
Association launched New Multimodal Inland Port
The recent launch of the Multimodal Inland Port Association (MIPA) marks the dawn of a rail renaissance in the country.
MIPA addresses a critical need in South Africa’s logistics landscape, which is increasingly grappling with rising costs and severe congestion. The association aims to act as the unified voice for inland ports nationwide, focusing on promoting, supporting, and advocating for increased cargo movement from road to rail.
“Transporting more cargo by rail has become an imperative, considering the growing cost of logistics in South Africa. It is no longer just a nice-to-have," says Warwick Lord, MIPA Chairman.
MIPA aims to reform the rail industry through private investment, foster trade activities that meet social objectives, and facilitate the crucial transfer of goods from road to rail. By optimising industrial and logistics activities through efficient multimodalism, logistics costs will be reduced, and efficiency will be improved.
Formed by leading entities in the transportation sector, including the Cato Ridge Inland Port, Tambo Springs Development Company, Portfutures, Autoforce, Mac Group, Cape Town Inland Port, the Cape Winelands Airport, the Musina Intermodal Terminal, RailRunner South Africa, and RailRunner Services, the association is committed to collaborating on best practices, particularly through private sector participation (PSP). It will work closely with government and state-owned enterprises.
“We aim to create one voice for inland ports, driving workable multimodal solutions that deliver efficiency, cost reduction, and much-needed resilience to the South African supply chain. By doing so, we can mitigate the impact of external shocks and ensure stability in the logistics sector," says Lord.
Inland ports lower costs and drive efficiency MIPA’s strategy to drive more cargo from road to rail includes using innovative multi-nodal technology and improving collaboration with other freight hubs and stakeholders to optimise each supply chain link from a cost and efficiency perspective. “Inland ports increase accessibility through long-distance transport corridors, leading to lower distribution costs and improved capacity by consolidating freight volumes," explains Lord. “These multimodal terminals can handle large amounts of cargo continuously, allowing sea ports to extend their cargo base, which is crucial given the increasing size of vessels."
Furthermore, inland ports provide significant dedicated logistics developments, proximity to rail and highways, ample truck parking, and less traffic congestion.
Lord says MIPA is dedicated to facilitating free trade and promoting sustainable practices. The association will support its members in complying with sustainable development goals and the SADC Vision 2050.
We aim to create one voice for inland ports, driving workable multimodal solutions that deliver efficiency, cost reduction, and much-needed resilience to the South African supply chain."
The power of collaboration
Dr Juanita Maree, CEO of the South African Association of Freight Forwarders (SAAFF), highlighted the launch of MIPA: “Our logistics network is at a turning point, with more alignment across the country than ever before. By working together, we can achieve significant advancements. It is crucial continuously to foster dialogue, share insights, and raise awareness to build a sustainable supply chain for the future."
According to Lord, MIPA will aim to expand its membership, encouraging more stakeholders to join and contribute to the conversation. “The business community plays a vital role in developing and facilitating trade within the logistics and supply chain environment. We will lobby warehousing, transport, and consulting businesses through these channels to join MIPA. We will also seek to include StateOwned Enterprises (SOEs) – as they are significant players nationally and globally – while fostering a close-working environment with the government," concludes Lord.
OPERATIONAL EFFICIENCIES
of SA ports
The World Bank (WB) Container Port Performance Index (CPPI) report is damning –harming the reputation of our container terminals.
By Dr Juanita Maree, Chief Executive Officer at Southern African Association of Freight Forwarders
At the outset, it is important to state that the WB report on the 2023 period does not take into account corrective action taken since then, nor does it measure progress achieved since Transnet has been under new management as part of the recovery and transformation strategy. To contextualise, this was a period at the height of the crisis; the timing of its release unjustifiably tarnishes today’s developments, casting doubt on the efficacy of robust corrective action underway and the hard work of the recovery teams and the leadership of the National Logistics Crisis Committee (NLCC) – a strong strategic Public/Private consultative initiative by the Government that serves as the anchor.
At the same time, we must acknowledge that there are valid points in the report, and rather than dismiss it, we should use it constructively as another building block and join hands to ensure that we improve our container port performance, which is the title and stated objective of the report.
The report's findings are based on an index or ranking of container port performance – not a score – and do not serve as a diagnostic tool to show where a port should improve. Improvement and corrective programmes are the lens industry, and Transnet – particularly Transnet Port Terminals – must continue to apply as a collective focus for our ports, and this is already well underway.
Moreover, the WB report uses rank aggregation, combining multiple rankings into a single ranking. This is a significant problem arising in many areas, and it is an overly simplified approach to providing a single ranking of a complex system that is a port call. Furthermore, as the WB concedes, values are imputed when combinations of port calls and vessel call sizes are missing. The authors caution that the inherent risk with this approach is that poor or good performance within just one group will cascade across all call-size groups.
Therefore, the CPPI is undoubtedly a unidimensional view of port performance. It attempts to examine the system’s performance and devise a single index to indicate whether it is good or bad.
Despite this methodology critique, SAAFF believes the report emphasised that South Africa lost time wasted at outer anchorages, which we (and Transnet) accept. Nevertheless, using a vessel’s stay duration as the sole measure of container port performance without considering other factors like throughput and handling rates highlights key obstacles to using the findings to measure container port performance accurately on a comparative basis.
Furthermore, the WB concedes that “it is impossible to see from the data whether waiting time is voluntary or forced; it is difficult to find a suitable level at which to discount waiting time in this scenario.” The report also states that S&P Global uses tracking and observation tools to determine where vessels anchor and create zones accordingly. We must, therefore, conclude that South African ports were excessively penalised for time lost at anchorage.
However, if we isolate port performance based on time and efficiency (as the WB sets out), we find that in Durban Pier 1, our GCH is around 15.8 moves per hour. At Durban Pier 2, our GCH was around 16.4 moves per hour. This is 33% and 30% below the global average, respectively, but by no means “the worst” in the world. Some examples show that the terminals reached 32 GCH in isolated cases, nearing global best practices. So, one might argue that a container terminal capable
of sometimes achieving global best practices can certainly not be considered the worst in the world. But at the same time, South African port users come from a background where rates of around 25 were relatively common in the not-too-distant past, and this is what makes the current performance so worrying.
Furthermore, there is no mention of the volume or frequency of schedules. To look at some examples, regional ports included in the study, such as the Port of Maputo, only had 87 vessel calls and only serviced vessel sizes up to 5,000 TEUs. Another example is the Port of Nacala or Port Sudan, which only had 27 and 26 vessel calls, respectively and also serviced vessel sizes up to 5,000 TEUs. According to the WB's dataset, Cape Town and Durban had 196 and 499 vessel calls, respectively, and both handled larger Neo-Panamax vessels (8,501-13,500 TEU).
5 000
So, to compare these examples to our ports when considering the volume or frequency of schedules is invalid.
According to our analysis, vessel dwell time for Durban during the period was 83.2 hours at Pier 2 and 67.4 hours at Pier 1, respectively. This was against the global average of 40.5 hours. This shows that time spent at South African ports is too much, but arguably not the worst in the world.
What is critical now – a reality that the report emphasises in somewhat crude terms – is that our port system needs to bring in specialisation and investment through Private Sector Participation, allowing for competition between the ports and terminals within the ports (intra-port competition).
In our current landscape, whatever transpires politically is true for our logistics network. It is incumbent upon us to create a new dawn where the focus is on utilising trade, transport, and logistics as a critical driver for economic growth and development – especially for an open economy such as South Africa – at the dawn of a new multi-dimensional democracy.
A specialist in PROVIDING
logistics services
AB Logistics (AB Log), a Corporate Service Division of Armscor, is a shipping and travel company which provides clearing and freight forwarding plus travel management services to Armscor, the DOD, the Defence Industry and commercial clients both domestic and global.
AB Log specialises in domestic and international transportation and distribution. We offer freight services by road, rail, sea and air; our travel division manages flights, car rental, bus bookings, shuttle services and accommodation.
AB Log was established to provide a one-stop service to its clients, taking care of the time-consuming details which cause unnecessary delays in the planning of the entire logistics supply chain and travel arrangements. It is a registered member of the International Air Transport Association (IATA) and the Association of Southern African Travel Agents (ASATA). Customer satisfaction is a priority.
Our services include provision of the following
• Clearing and freight forwarding: state-of-the-art freight services including customs clearances and requisite embargo clearances.
• Road, rail, sea and airfreight services: transportation of goods and cargo via road, rail, sea and/or air depending on client needs and requirements.
• Transportation of flammable/explosive and sensitive cargo: adherence to all relevant regulatory provisions in the transportation of sensitive cargo.
• Travel management services: flights/bus and/ or coach transportation, accommodation, shuttle services and car rentals.
putting AI trends into practice From BIG to BETTER data:
Organisations have traditionally valued volume, velocity and variety as the classic big data drivers. However, as we start to explore the promise of increased efficiency and creativity from generative AI, we must also address the remaining two ‘Vs’ – the value and validity of our data
By Tuna Yemisci, Regional Director Middle East, Africa & East Med at Qlik
How can we trust all our data in the generative AI economy? While AI growth trends and applications have taken centre stage, it is essential to define a roadmap to implementing these trends across the organisation. This can usher in a new era of productivity and prosperity.
Let’s look at some of these trends and how best to incorporate them into our business practices. practices.
1Moving from historic to predictive analytics
Thinking that generative AI will replace all previous AI tools would be a mistake. Traditional AI has the potential to bridge the maturity gap in an organisation’s generative AI strategy, especially in well-established use cases such as fraud analytics and churn analysis.
A hybrid AI scenario can offer the best of both worlds: the predictability of traditional AI tools and the flexibility, scalability, and adaptability of generative AI models. Don’t, however, become overly distracted by generative AI. Any initiative should be rooted in real-life business challenges and align with and amplify ongoing data and analytics efforts.
2 Empowering nontechnical workers
Generative AI plays into the hands of individuals who want answers fast but need more time or skills to perform analyses. This suggests we will see an increase in auto-generated visualisations and insights, enhanced with explanations in natural language.
However, collaboration and data sharing are critical. While this will appease consumers’ tendency to trust people more than data, generative AI will allow them to explore freely and interact conversationally within the systems where they operate.
3 Curating knowledge from unstructured data
Generative AI techniques will allow organisations to unlock the potential and value of unstructured data. Forrester1 estimates that 80% of the world’s data is unstructured. Generative AI models, however, adapt to different data types and do not rely on predefined rules.
5 Data quality matters even more
The opportunities for combining structured and unstructured data in a trusted way will be endless. For example, chatbots like ChatGPT can be used for external use cases alongside more private chatbots with secured, trusted enterprise data.
4 From BI to AI and back again
Generative AI is changing the way businesses analyse their information. It can, for example, take advantage of solutions that place analytics needs where and how people work and provide interactive analyses within workflows.
Individuals might start their analytical journey with generative AI tools, which they can use for simple data visualisation and business projections. As a next step, they may want to tap into enterprise-grade tools for deeper analysis, bringing the benefits of generative AI to their trusted tools.
While data quality and lineage mattered in the past, they have become non-negotiable in AI. Companies must be able to create the equivalent of a ‘DNA test’ for their data to trust its origin.
Solutions that offer pervasive data quality across platforms are emerging, such as the ability to continuously observe and quickly quantify data quality across datasets, data transformation and cleansing functions, and the ability to track data flows from source to use.
6 AI bots must pass a ‘driver’s test’
As data literacy has been crucial in the last few years, we must focus on AI literacy to improve standards and avoid governance chaos and application glut from ‘everyday’ developers.
Power has shifted into the hands of the many, so organisations must take steps to educate their workforce on the benefits and pitfalls of generative AI.
7
Data democracy and the end-to-end story
Innovation often comes from convergence between unexpected parts of the organisation. More powerful AI and automation capabilities can remove the need for advanced knowledge and tools that can shift a new breed of users out of their comfort zones.
By merging the roles and capabilities of data engineering, data science and analysis, for example, organisations can solve more challenging problems with fewer resources. This also eliminates barriers between previously siloed functions to solve business problems.
8
From analysis to execution
Connecting generative AI to automation shifts human focus to action. New generative AI methods will emerge as data can be transformed in near real-time and the right place. This reduces the burden of manual work, such as building workflows, and allows humans to focus on decisionmaking processes. However, automation should happen incrementally by monitoring progress, adjusting as comfort grows, and then automating more, always keeping humans in the loop.
9
AI customisation
Applications of generative AI are currently generic. Over time, however, we will see more customisation around industry and business-to-business (B2B) use cases, with multi-cloud environments providing greater efficiency and stability.
With less effort and hours, and the ability to build customisations on a common foundation, greater speed and efficiencies can be realised to address specific industry needs.
10
The data marketplace
We can apply the same principles of product management to data by asking questions about what problems we are solving, the best-use case scenarios, and by whom. This will emphasise the importance of data quality, governance, and usability for end users.
We can only then start transforming data assets into products for internal and external reuse. In this way, our most valuable asset can also become a tradeable good.
In conclusion, our focus should always be on how well trust, security and regulatory pressure hold up in a new data paradigm. Better, more trusted data will ensure that a lack of data traceability and quality does not compromise the output of generative AI.
REFERENCE: 1 Forrester, Predictions 2024: Data and Analytics
FROM THE VERY BEGINNING, WE OFFERED OUR GOODS ON A NATIONAL SCALE. OVER TIME, TO BRING OUR SERVICES CLOSER TO CUSTOMERS AND TO REACH NEW CUSTOMERS FROM A GLOBAL PERSPECTIVE, WE OPENED AN ONLINE DIVISION.
As an ISO-certified company, we continuously strive to offer our customers the best and fastest service possible. Our friendly team is available throughout the day to assist our customers worldwide with their requests for bearings.
We collaborate with the largest global bearing manufacturers to obtain the most exclusive and innovative approach to sourcing and delivering bearings and engineering products thus ensuring excellent customer satisfaction.
Decarbonising SA’s steel industry
As the world faces the challenge of climate change, industries are coming under increasing pressure to reduce their carbon emissions. Among them, South Africa’s metals and engineering sector is a vital economic asset and a significant emitter of greenhouse gases.
By Tafadzwa Chibanguza, Chief Operations Officer at the Steel and Engineering Industries Federation of Southern Africa (SEIFSA)
The debate surrounding the decarbonisation of this sector has gained increasing momentum in recent years, prompting a closer examination of the feasibility, progress, and implications of transitioning to greener practices.
Decarbonising the metals sector is a moral and strategic necessity for South Africa’s sustainable development, particularly regarding export trade opportunities and potential risks. This is important when considering the number of countries exploring the introduction of Carbon Border Adjustment Mechanisms (CBAM) to counter carbon leakage. While Europe is leading the charge, the United States, United Kingdom, Canada, and Japan are also considering introducing similar measures. The external market is critical for the metals and engineering sector, which exports 50% of total output, of which just over half of the export basket is exposed to countries exploring a CBAM.
By embracing low-carbon technologies, the sector could enhance its opportunities for global competitiveness, attract investment, and capitalise on these new growth opportunities.
Despite these concerns, progress has been made in the industry’s decarbonisation journey, albeit with notable obstacles "
In considering the prospect of decarbonisation, stakeholders within the metals and engineering sector have investigated varying perspectives, reflecting the complexities and considerations at play. Cautionary voices have emerged, highlighting the challenges and trade-offs involved in decarbonisation. These considerations can be categorised into two broad areas, namely micro and macro.
At a micro level, while reducing emissions is fully acknowledged, the costs associated with the transition given the extent of the necessary technological enhancements are steep and potentially prohibitive. The fact that companies will bear these costs presents a competitive risk for them. A solution could be to co-opt the green funding, which has been made available by developed countries at concessionary pricing to play a role in contributing to the investment these companies will need to make to counter this risk.
Despite these concerns, progress has been made in the industry’s decarbonisation journey, albeit with notable obstacles. Investments in energy efficiency and renewable energy adoption have yielded some positive results, yet the sector continues to grapple with the inherent carbon intensity of the South African grid.
This leads to the second consideration, which is macro. The pace and scale of the country’s decarbonisation debate are intricately tied to how South Africa can decarbonise the electricity grid. South Africa’s electricity supply was built mainly on the country’s abundant coal endowment. While progress is being made to adopt renewable energy at grid level, coal still accounts for more than 70% of electricity production. A recent South African Reserve Bank (SARB) report highlighted that while South Africa accounts for 1% of global greenhouse
gas emissions, the lowest among the top 15 global emitters, the carbon intensity of output is one of the highest, making South Africa a net exporter of carbon. This highlights manufacturers’ challenges in the metals and engineering sector. While interventions can be made at the micro level, any exposure to the national grid introduces a disproportionate amount of carbon into the mix.
Micro and macro considerations highlight the fact that decarbonisation is a complex endeavour. While strides in improving efficiency and exploring alternative technologies have been made, achieving carbon neutrality requires a concerted effort across the value chain, starting at the electricity production level.
In weighing the pros and cons of decarbonisation from a local and sectoral perspective, it is clear that while the endeavour holds promise for environmental, economic and social benefits, it also presents challenges that require careful consideration.
Although the sector may ultimately need to consider how best to transition towards decarbonisation, this will undoubtedly require significant research and development investments to unlock innovative solutions for carbon-neutral metal production. A policy framework that incentivises emission reductions, coupled with the green funding monies made available at concessionary pricing and, most importantly, a collaboration between the state and industry, will be critical.
The journey towards decarbonising South Africa’s metals and engineering sector is arguably an opportunity to shape a more resilient, prosperous and sustainable future for future generations. As stakeholders navigate this path, collaboration, innovation, and strategic policymaking will be vital to realising the industry’s full potential in a carbonconstrained world.
SEIFSA is a national federation representing 18 independent employer associations in the metals and engineering industries, with a combined membership of 1 100 companies employing around 142 000 employees. The federation was formed in 1943 and its member companies range from giant steel-making corporations to micro-enterprises employing fewer than 50 people.
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POTENTIAL TO ACCELERATE SA’s solar PV explosion?
Solar PV in South Africa has grown immensely over a short period. Energy expert Anton Eberhard looked at data from Eskom, which supports that SA’s rooftop solar PV capacity has increased from 983MV to 4,412MV in just over a year. That is a 349% increase, and it is only the beginning. Solar PV in South Africa shows no signs of slowing down anytime soon.
By Bridgett Majola, Director, Banking & Finance, Head of Project Finance: Energy &
Infrastructure, CMS South Africa
Site sensitivity verification
In a move aimed at streamlining the development of solar photovoltaic (PV) facilities or solar farms in South Africa, the Ministry of Forestry, Fisheries, and the Environment has adopted a new norm that excludes these projects from requiring environmental authorisation. Based on the National Environmental Management Act (NEMA), this decision allows certain activities to be exempt from authorisation requirements if they meet specific criteria outlined in the Act.
a aimed the development of solar photovoltaic facilities or solar farms in South the Ministry Forestry, Fisheries, and the has adopted a new excludes these projects environmental authorisation. Based on the Environmental Management Act (NEMA), allows certain activities be exempt requirements if meet specific criteria outlined
Exclusion criteria
The new norm applies to solar PV facilities that meet specific conditions, including:
• being located in “low” or “medium” environmental sensitivity areas, as determined by a screening tool and verified by specialists;
• pre-negotiated linear infrastructure that considers conservation concerns; and
• that battery storage facilities integral to solar PV operations are also included.
A crucial aspect of this norm is the site sensitivity verification process, which involves physical inspections and specialist assessments to confirm environmental sensitivity in designated areas. This process covers themes such as plant and animal species, agriculture impacts, and cumulative effects. It requires discussions on mitigation strategies, ecological corridor preservation, and a final specialist report documenting findings and recommendations.
Consultation and registration
Before starting any activities related to developing or expanding a solar PV facility, the developer must consult with potentially impacted parties, including adjacent landowners, conservation entities, and local government bodies. The developer must also register the facility with the competent authority and submit several documents, including a completed registration form, screening report, consultation records, and environmental management programme compiled by an environmental practitioner and signed off by the relevant specialist.
Benefits and implications
This new norm aims to streamline the development process for solar PV facilities while ensuring compliance with environmental standards. By excluding certain activities from environmental authorisation requirements, the norm is expected to reduce administrative burdens and promote the growth of renewable energy in South Africa.
However, it is crucial to note that this norm applies only to specific activities and areas and that proponents must still comply with relevant regulations and verification protocols. Additionally, changes to the proposed footprint or linear infrastructure alignment may require reregistration, and changes of ownership may require re-registration or updates to registration documents.
What does all of this mean?
In short, solar PV is still booming in South Africa, and the relevant authorities are implementing measures to support it. Yes, there are still rules to follow regarding environmental standards. Still, with the rapid growth of solar PV in South Africa amidst the ongoing power crisis, it is safe to say that this is only the beginning. Perhaps we could expect consideration to be given to other technologies.
The new norm adopted by the Ministry of Forestry, Fisheries, and the Environment marks an essential step towards streamlining the development of solar PV facilities in South Africa. By understanding the exclusion criteria, site sensitivity verification process, consultation requirements, and registration process, developers can navigate this new norm and contribute to the growth of renewable energy in the country.
The challenge of pricing for small businesses
In this opinion editorial, Ryan Neill delves into a pressing issue facing SMMEs: the challenge of pricing themselves out of the market. Through the lens of Enterprise Supplier Development (ESD), he explores the implications of this phenomenon and offers insights into how SMMEs can navigate pricing strategies effectively to ensure sustainable growth.
By Ryan Neill, Group Head of Procurement for Empact Group
In the journey of entrepreneurship, small and mediumsized enterprises (SMMEs) often encounter a significant hurdle: pricing their products or services effectively. Many inadvertently set prices too high, ultimately pricing themselves out of the market and hindering their growth. From an Enterprise Supplier Development (ESD) perspective, addressing this challenge is crucial for the sustainable success of SMMEs.
Central to this issue is a misunderstanding of market dynamics and the value proposition of SMMEs. Driven by a desire for immediate profitability, businesses often overlook the importance of affordability in consumer decision-making. However, understanding customer needs and preferences is essential. Through thorough market research, SMMEs can identify competitive pricing strategies that align with their target audience, fostering long-term growth over short-term gains.
SMMEs must recognise the broader socio-economic implications of pricing inefficiencies. These businesses play a vital role in local economic development, creating jobs, driving innovation, and engaging with communities.
Pricing strategies that hinder their success have farreaching effects, impacting supply chains, employment, and overall economic vitality.
Collaboration and mentorship are critical in addressing this challenge. ESD programmes provide SMMEs with guidance, resources, and networking opportunities, empowering them to make informed decisions about pricing and business management. By fostering a culture of knowledge sharing and support, these programmes enable SMMEs to navigate market dynamics with confidence.
Ultimately, pricing is about finding a balance between profitability and accessibility, short-term gains and long-term sustainability. From an ESD perspective, the goal is to create an ecosystem where SMMEs can thrive, contributing to economic growth and social development. By rethinking pricing strategies through the lens of market dynamics and community impact, SMMEs can chart a course towards sustainable growth and prosperity. www.empactgroup.co.za
the keystone of startup success Strategic structuring:
In the fast-paced world of startups, particularly those breaking new ground, the excitement of innovation and market disruption often takes centre stage. However, amidst this buzz, startups must prioritise their foundational business structures. Working with entrepreneurs for over 25 years, it’s clear that meticulous initial structuring is a crucial linchpin for long-term success.
By Bruce Dickinson, Partner from Webber Wentzel
The importance of early structuring
Startups must treat their initial structuring with the same priority as their product development and market entry strategies. This involves more than just legal compliance; it involves strategic foresight. The initial setup determines how a business can scale, its attractiveness to potential investors, and its capacity to manage regulatory, tax, and exit dynamics efficiently.
Attracting investors with robust structures
Investors are attracted to startups that demonstrate foresight in their business structures. This includes proper incorporation, clear ownership rights, intelligent equity allocation, intellectual property (IP) protection, exchange control planning, and shareholder agreements that protect the founders and future stakeholders. Moreover, having an eye on exit strategies and offshore fundraising from the beginning – a trait often overlooked by burgeoning entrepreneurs – can significantly increase a startup’s appeal. It assures investors that the business is designed for growth, profitability, and eventual exit, whether through acquisition or public offering.
Regulatory and tax considerations
Startups operating across borders, or those in heavily regulated sectors, must be particularly astute about their structural decisions. Proper structuring takes into account potential regulatory hurdles and optimises for commercial efficiency. Having due regard to IP and exchange control hurdles, double taxation agreements and understanding investment promotion and protection opportunities can prevent costly due diligence red flags during fundraising, tax implications and compliance issues, and can enhance value and simplify exits.
Structuring for scalability and exit
A well-thought-out corporate structure is not merely about handling current business needs but also anticipating future changes as the company scales. This involves understanding and implementing the right share classes, equity incentives for employees (such as share options), and provisions in shareholder arrangements that allow for future fundraising rounds without diluting too much control from the original founders.
Moreover, considering exit strategies early on helps align the business towards lucrative outcomes not just for the founders but also for the investors. Whether it’s a buyout, an acquisition, or a public listing, having these pathways
carved out early can immensely streamline the process when the opportunity arises.
Commerciality and practicality
The legal team is part of a strategic growth engine. Ensuring that your agreements with suppliers and customers mitigate risk and actively support your revenue generation, product-led growth, and customer success strategies is vital. We recommend establishing a lean, efficient legal function that leverages technology and bright resourcing to maximise tight startup budgets. The legal function should also be data-led and due-diligence, building investor confidence through transparency and proactive strategic insights on the risk issues that matter most.
Building a foundation for success
For startups, robust initial structuring is not a bureaucratic hurdle but a strategic advantage. It lays the groundwork for smooth operations, effective scaling, value creation and successful exits, underscoring the value of getting it right from the start. In the entrepreneurial journey, as in architecture, the foundation's strength is critical to the structure's longevity. Startups that invest time and resources in their initial setup safeguard their assets and enhance their trajectory towards success.
Powering a broadband revolution
In the bustling world of broadband infrastructure, where giants like Vumatel, Vodacom, Openserve and Telkom dominate the field, one woman is carving out her own powerful niche: Nomso Kana. A maverick nuclear scientist turned enterprising trailblazer, Kana is reshaping Africa’s digital landscape through her visionary venture, Simsciex Technologies. Her story is not just about technology; it’s about resilience, passion, and a vision for a connected Africa.
In the heart of a quaint rural village in the Eastern Cape, Kana was affectionately dubbed the “Village Girl”. But this title, far from confining her, ignited her drive for change. It wasn’t a label, it was a challenge, urging her to break barriers and paint her own vibrant narrative across the canvas of her community.
“I was fascinated by science after I watched Star Wars. From there, I became interested in spaceships and teleporting even though I had little knowledge of them. My parents, who were teachers at the time, recognised my aptitude for maths and science, which I have maintained to this date. They then supported me and helped me follow my dreams,” says Kana.
She went on to work in nuclear science, earning multiple awards for her excellence. Her devotion drove her to start Simsciex Technologies to address the continent’s broadband infrastructure challenges.
I’m from a rural area and my dream is for someone in a remote place anywhere on this continent to have the same internet speed as someone sitting in Sandton."
Kana explains, “The idea for this company came to me while I was working as a scientist in the lab. I recall having to physically transport confidential reports between buildings, and it struck me as inefficient and potentially insecure. This experience highlighted the need for better technology solutions."
She continues, “I realised that if we had high-speed broadband on our campus, it would streamline our work and improve efficiency. That frustration with the limitations of our existing technology ultimately led me to explore the broadband access space and establish Simsciex."
Today, Simsciex Technologies is a growing provider of broadband technologies. It offers a wide range of services such as bundled Wi-Fi packages, broadband
infrastructure, insights, and strategic business development solutions across the aviation, energy, and Information and Communication Technology (ICT) Sectors, as well as Information Technology (IT) support, hardware, security, and training. But the road to this point wasn’t easy.
“There were many challenges early on. The biggest one was discovering that the ecosystem is so monopolised. You have to be smart in manoeuvring it even to get the first job. In our case, that was deploying fibre for the City of Johannesburg. We were one of the small companies involved in that project and we learned a lot,” she says.
Kana discovered even more challenges as she tried to live up to her mission to bridge the connectivity gap.
“I’m from a rural area and my dream is for someone in a remote place anywhere on this continent to have the same internet speed as someone sitting in Sandton. However, the challenge with that is the high cost of building this infrastructure. Our rural homes are spaced very far apart, meaning that many resources are needed to connect everyone but it's a mission we fight to realise each day,” says Kana.
Simsciex isn’t just about delivering lightning-fast internet; it’s about revolutionising how we connect and interact online. Its mission goes beyond mere connectivity, blending its services with the entertainment and educational tools people crave, such as video-on-demand and e-learning platforms.
“The work we're doing significantly impacts the economy," says Kana, who also serves as a Presidential Commissioner for the Fourth Industrial Revolution. “Take Kenya, for example. In 2009, Kenya started implementing ICT policies, and their GDP increased by 9%. This boost spurred numerous tech startups, making Kenya a leader on the continent.”
Broadband infrastructure is paramount for South Africa’s economic growth. Studies have revealed that connectivity is the key to unlocking opportunities, with a notable increase in employment rates by 7-13%.
www.simsciex.co.za
driving financial inclusion and economic growth MICROFINANCE:
In the tapestry of economic development, financial inclusion is a foundational thread, weaving together individuals, communities, businesses, and economies. In South Africa, microfinance is the golden thread. When offered responsibly, microfinance can unlock opportunities, transform lives, and break the cycle of poverty in underserved communities. By circumventing the historical barriers to financial inclusion, microfinance opens doors to prosperity.
By Fatgie Adams, Head of Credit Risk Solutions, TransUnion Africa
data, in 2023 alone, 2.3 million new credit facilities determination and a modest microloan, Thembi
Thembi is a young entrepreneur whose journey to financial freedom embodies the transformative power of microfinance. Equipped with nothing but determination and a modest microloan, Thembi established a home-based spaza shop. What began as a humble endeavour to provide for her household has blossomed into a thriving business, creating income opportunities for several people in her community. Her story is one of many that illustrates how access to microfinance can catalyse economic empowerment and social upliftment.
Behind the scenes, innovations by credit bureaus have paved the way for millions of South Africans to access credit through microloans. According to TransUnion
data, in 2023 alone, 2.3 million new credit facilities were opened by consumers whose applications would otherwise have been declined due to a lack of traditional credit history.
However, over 14 million South Africans still lack access to formal financial services, presenting challenges and opportunities for microfinance. Serving this population will require a concerted, collaborative effort to overcome obstacles such as credit risk, operational costs, and limited financial literacy. But the potential rewards are immense. Empowering under-served communities through microfinance not only reduces poverty on an individual level but also has the potential to alleviate the burden on our national social welfare systems.
Collaborating for impact
Realising the full potential of microfinance requires effort across stakeholders in the financial services industry. In South Africa, the National Treasury and the National Credit Regulator work to build trust in the microfinance industry and encourage greater access to credit for underserved populations. Non-governmental organisations and development agencies play a crucial role by providing funding, technical assistance, and capacity-building support to microfinance institutions, as well as financial education and training programmes for underserved communities. In the private sector, partnerships between banks, micro-lenders and FinTechs enable greater access to credit. In contrast, mobile money platforms and digital wallets would allow individuals to access financial services conveniently and affordably, especially in rural and remote areas where traditional banking infrastructure is lacking.
Furthermore, by partnering with credit bureaus that have invested in the world of microfinance, lenders protect themselves and those who borrow from them. With access to comprehensive credit information, lenders can assess borrowers’ creditworthiness more accurately and reduce their default risk. Access to this data also aids lenders in identifying high-risk borrowers and potential
over-indebtedness. Both borrowers and lenders are protected when parties in the microfinance value chain can verify borrowers’ identities, flag suspicious activities, and facilitate compliance with regulatory requirements and legal and ethical standards.
Financial inclusion and economic growth
For some consumers, a microloan will be their first formal credit product, and they will only have been able to build a traditional credit history afterwards. In many cases, the alternative data provided by bureaus like TransUnion enables lenders to better understand and score these consumers before advancing their credit, thus furthering financial inclusion and facilitating the start of their formal credit journey.
Alternative data sources include demographic, geographical, and telecommunications data sources. When combined with traditional credit data, they allow lenders to engage with their customers, allocating the right product at the right price based on accurate risk and affordability assessments.
At its core, financial inclusion serves as a linchpin for sustainable economic development. By providing individuals and businesses with access to essential financial services, such as credit, savings, and insurance, along with financial literacy and education, we lay the foundation for entrepreneurship, investment, and innovation. Financial inclusion promotes social equity and fosters social cohesion by ensuring that all members of society have equal access to financial services and opportunities. Moreover, financial inclusion drives growth by integrating previously excluded segments of the population, like informal sector workers and micro-entrepreneurs, into the formal financial system.
for South Africans A new living wage figure
At a Living Wage South Africa Network meeting, the University of Cape Town’s SARChI Chair in Creation of Decent Work and Sustainable Livelihood announced the latest living wage figures.
By Living Wage South Africa Network
"International living wage research shows that workers who can cope financially are more motivated, more productive and less prone to absenteeism"
“Our data collected from working individuals across South Africa between November 2023 and January 2024 establishes that workers require at least R15 000 per month to live a decent life,” says Ines Meyer, the Network’s spokesperson also responsible for the research. This applies to those living in urban areas.
What is the living wage?
According to Meyer, the living wage is sufficient for a worker to provide themselves and their family with the necessities of life and save something for the future or to cover unforeseen emergencies.
This differs from the national minimum wage, which employers are legally compelled to pay their workers, but which rarely satisfies their fundamental needs. By contrast, employers are encouraged to offer a living salary voluntarily.
“This is in keeping with The Constitution of South Africa, which affords its citizens the right to live with dignity,” says Meyer. “We also see a living wage as one means to afford those in our employ dignity, but, of course, it goes further. It is also about how we interact with employees, in practice and on paper in policies.”
The basis for research and on paper in policies.”
The research behind the amount is not based on typical methodologies for determining wages, which involves worker output, performance, or labour costs, but takes the basis that each employee is a human being with fundamental basic needs.
Neither does its approach focus on external factors like inflation, housing shortages, natural disasters, government programmes or the CPI. “Instead, we consider the subjective experience of individual workers. We ask individuals across South Africa to score their own ability to make choices in different areas of life which are important to them,” says Meyer.
Those areas include housing quality, employment, healthcare, physical and psychological well-being, and more.
The information gathered is then graphed against their reported net income. A living wage is the amount from which it becomes possible to realise the valued life domains.
In this way, it is possible to identify annual changes and emerging trends in their life conditions. “We use this data to determine a living wage that is both reasonable and humane,” says Meyer.
Employer resistance
Unfortunately, some employers see even the minimum wage as a financial burden, let alone the costlier living wage. They argue that it makes an ample workforce too expensive, resulting in higher unemployment, but Meyer disagrees.
“International living wage research shows that workers who can cope financially are more motivated, more productive and less prone to absenteeism,” she says. “This benefits their employers, who can offset their costs through greater output to meet market demand. So far, there is no evidence to suggest that providing decent incomes increases unemployment.”
From South Africa to Africa
Not all employers are hesitant, however. Responses to a recent LWSAN member survey indicate that its work may not be restricted to South Africa for long, either.
“It suggests that South African multinational organisations – and perhaps even companies based in other African nations – are eager to get their hands on living wage data for their region,” says Meyer. Unfortunately, data for the individual countries is scarce, so LWSAN has its work cut out for it.
The first step
However, it has already taken the first step by aligning with the WageIndicator Foundation in the Netherlands. That organisation publishes living wage data worldwide, accessible to anyone on its website. It includes living wage data on 46 African nations using a different methodology.
“Since they are already collecting data, we’re having conversations with the Foundation about including our approach in their research,” says Meyer.
Of course, additional data means extra costs, but Meyer is optimistic that backers will come forward in time. In the meantime, South African employers have a new living wage standard against which to measure their performance.
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strategies to cultivate COMPANY COHESION
Engaged employees are considered those who are fully invested in their work and care deeply about the performance of the organisation they work for. They have a sense of dedication and firmly believe that the work they do contributes to the overall success of the organisation. However, developing a culture of truly engaged employees continues to prove elusive for some companies, often due to a lack of understanding coupled with a clear strategy, according to a leadership expert.
“Engaged employees are often viewed as loyal employees with low turnover rates. However, it is not always clear what exactly employee engagement refers to, or how organisations can maintain associated low turnover rates through employee engagement,” says Chantal Ramburan, HR Business Partner at The Independent Institute of Education.
"Engaged employees lead to higher retention statistics and increased productivity. Collectively, these aspects lead to positive customer interactions, improve company reputation, and ultimately improve an organisation's competitive advantage."
“For this reason, it is important to unpack these two critical aspects that seem to be intertwined like two strands of DNA that keep organisations consistently reviewing their employee engagement and retention strategies concurrently,” she says.
Engaged employees lead to higher retention statistics and increased productivity. Collectively, these aspects lead to positive customer interactions, improve company reputation, and ultimately improve an organisation's competitive advantage.
“Engaged employees are known for their eagerness to learn and develop themselves. They possess a positive mindset that motivates them to focus on finding solutions. They are committed to working as part of a team to help their organisation excel, often going above and beyond their duties,” says Ramburan.
“Furthermore, they tend to have higher job satisfaction levels. This leads to several advantages for organisations that have high engagement, as compared to those with low engagement.”
Ramburan says The IIE’s Central Academic Team has seen growth in employee engagement flowing from the implementation of a set of internal engagement principles aimed at encouraging conversations and fostering a “CONVOS”culture.
A CONVOS-culture:
is collaborative with and across teams and stakeholders;
is non-judgmental by creating safe spaces to share ideas and opinions; is open and transparent, and includes the right people, in the right conversation;
encourages the voicing of opinions;
is supportive, where members help one another to learn, develop and grow individually and collectively. creates opportunity wherever possible; and
Ramburan says in addition to developing a CONVOS culture within companies, there are further practical ideas to encourage employee engagement, including:
1 1. Recognition programmes
2 Professional development opportunities
3 Flexible working arrangements
Implement regular employee recognition programmes, such as "Employee of the Month," peer-to-peer recognition platforms, and anniversary awards. Such recognition boosts morale, increases job satisfaction, and fosters a positive work environment, leading to higher productivity and reduced turnover.
Offer training programmes, workshops, online courses, and tuition funding for further education that would make employees feel valued and invested in, leading to increased skill levels, innovation, and loyalty to the company.
Provide options for remote work, flexible hours, and compressed work weeks and link directly to improved work-life balance, reduce stress, and enhance job satisfaction, resulting in higher engagement and retention rates.
4 Wellness programmes
5 Employee feedback mechanisms
6 Career pathing
7 Involving employees in decisionmaking
8 Transparent communication
Introduce wellness initiatives like mental health days, meditation sessions, and health screenings which promote physical and mental well-being, reducing absenteeism, and increasing overall productivity.
Create channels for regular feedback through surveys, suggestion boxes, and town hall meetings to make employees feel heard and valued.
Develop clear career progression plans and provide mentorship programmes to ensure employees are motivated by visible growth opportunities, which boosts engagement and reduces turnover.
Involve employees in strategic planning, problem-solving sessions, and decision-making processes. This will increase a sense of ownership and accountability, leading to higher motivation and engagement.
Maintain open lines of communication about company performance, goals, and changes through regular updates and meetings. This builds trust, reduces uncertainty, and aligns employees with the company’s mission and vision.
“Implementing these initiatives requires thoughtful planning and ongoing commitment, but the benefits in terms of increased employee engagement, satisfaction, and retention can significantly contribute to a company’s success,” says Ramburan.
www.iie.ac.za
equality gap tarnishes golden years for women Gender retirement
According to Stellenbosch University’s “Women’s Report 2022: Women and Fiscal Policy,” the gender retirement equality gap in South Africa means that women can expect around 26% less retirement income than men when they retire.
By South African Reward Association
Lindiwe Sebesho, Exco member at the South African Reward Association (SARA), references this reality. “The various factors that disadvantage women must be addressed so they too can enjoy a dignified retirement and greater security in their twilight years,” she adds.
Unfortunately, while legislation protecting equal pay for men and women is ample, its effective enforcement appears lacking.
Why does the gender retirement funding gap exist?
Sebesho notes several factors contributing to the problem. Women live longer than men on average, so they need more savings to sustain themselves during retirement. The average retirement age in South Africa is 63.28 years, and most workers, particularly women, reach this age before saving enough for retirement.
Also, despite protective legislation, the gender pay gap in South Africa continues to grow. A recent United Nations University study conducted by the SA-TIED programme indicates that women were paid 89 cents for every rand earned by men in 2008 but only 78 cents in 2021.
The UN Gender Pay Gap and Labour-Market Inequalities in South Africa study further indicates that the raw gender pay gap in South Africa is 32.5% at the monthly level and 20.1% at the hourly level. Gender pay gaps exist even for the few women who make it to top management jobs.
Employment patterns, according to Stats SA’s Quarterly Labour Force Survey, also show fewer women (54.3%) employed than men (64.9%), with women often taking lower-paying jobs in industries like wholesale, retail, or community services. If these are temporary positions, they enjoy no employer-supported retirement funding scheme.
Women are also more likely to take career breaks for maternity, childcare, or family support, like caring for sick family members. The cost of these duties is often higher for women than men, meaning women experience more short-term cashflow pressures that affect their long-term savings decision-making.
According to a 2023 Employee Benefits study, only 58.5% of employers pay their employees in full during maternity leave. This means employer-sponsored retirement contributions may be reduced or cease entirely for those who do not get full pay during maternity leave.
Such employment interruptions can also hinder women’s accumulation of skills, experience, promotions, career growth, and exposure to higher-paying opportunities.
These and other pressures lower women’s lifelong incomes and their ability to save as effectively as men for retirement.
What’s the answer?
Sebesho offers several solutions for consideration.
• Increase efforts to enforce equal pay laws, with a continued focus on achieving gender-specific employment equity targets and equal pay for work of equal value objectives.
• Improve financial literacy among women to empower them to make informed decisions about managing their short-term needs, career decisions and retirement planning.
• Adopt gender-neutral flexible work arrangements and policies to help women balance and share work and caregiving responsibilities.
• Explore ways to maintain or supplement retirement contributions during maternity leave or any other career breaks, ensuring that women do not face significant setbacks in their retirement savings.
• Enforce retirement funding systems that treat men and women equally, considering their unique life experiences and needs.
• Strengthen social safety nets to provide for vulnerable populations, including retired women.
The reward profession’s contribution
Sebesho says SARA advocates for a well-governed, effective remuneration system that promotes fair, equitable and responsible remuneration for all employees in South Africa.
The association also supports a living wage for the most vulnerable employees in our society, including women, to foster job creation, economic growth, and a sustainable economy.
“We, therefore, encourage all reward professionals to enable their organisations consciously to structure and implement total reward strategies that aim to address any current and potential inequities, including the gender retirement equality gap,” says Sebesho.
goldenCHASING HOUR
WE GET TO SPEND AN AUTUMN DAY ON SCENIC CAPE TOWN B-ROADS WITH THE NEW RANGE ROVER, AND ARE LEFT WONDERING HOW IT’S POSSIBLE TO MAKE THE PINNACLE OF LUXURY SUV’S EVEN BETTER.
By Simon Maritz
ho doesn’t like Cape Town in autumn? The intensity of summer is replaced by a cool south-easterly breeze and a gentle golden haze.
It was under this warm morning glow that I arrived at Land Rover Constantiaberg. Dealer principal, Kobus Slabber was waiting with key in hand, next to the 2024 Range Rover D350 Autobiography, that would be my ride for the day. And as chance would have it, this commanding SUV was finished in the optional premium metallic Batumi Gold.
Now, we could talk in detail about the smooth taut surfaces of the exterior, the technical specifications of the D350’s Ingenium engine or the quality of materials that make up the interior, but that’s not what the Range Rover is all about. It never has been. Instead the Range Rover takes these details and wraps them up into a single bold statementThe ultimate expression of automotive refinement.
That’s why I have always had an obsession with the Range Rover. While other luxury marques have similar products, with just as much technology, power and dramatic curb appeal, the Range Rover never forces this into your face. Instead it just surprises you at every corner, and quietly reminds you that it is the real deal.
A casual drive to Tashas for my usual Benedict breakfast, gives me the opportunity to fully take in this new Range Rover. I’ve spent a fair amount of time with the previous generation ‘big body’ (which was sublime) but this new one takes the notion of luxury travel and completely shatters it. And Range Rover do this all the time. Each generation that comes along seems to push the boundaries of automotive perfection to a level we never thought possible. And then they do it again.
Perhaps the technical detail that really is noticeable in this new generation, is the all wheel steering, which proves a godsend in the tight parking spots of Cape Town. The other technical advances are hidden away. You don’t notice them immediately, you feel them by the effortless way this imposing SUV cruises the city streets and the open roads.
There are other luxury SUV’s out there. But there’s only one Range Rover, and this one is better than ever.
Having just a day with the Range Rover means that we have to get some time on the iconic roads that Cape Town has to offer, So after a casual saunter up Chapmans Peak, we head down the R310 towards Stellenbosch. The drive is calm, almost ethereal, and the outside world passes silently with the Meridian ™ Signature Sound system playing concert-hall quality music.
We arrive at Spier around 3pm. The sun is already creating a golden glow on the surroundings. Being the driver, I get the pleasure of watching my wife taste a selection of single varietal wines while I enjoy sparkling water. This gives me time to contemplate life after the Range Rover. I know I’ll miss the effortless drive, and the extraordinary levels of comfort, but most of all, I’ll miss the way the big car makes me feel. And that perfectly sums up the Range Rover. It’s always been more than a car, it’s a feeling. And that feeling is serenity.
EXECUTIVE PAY: a ticking time bomb or a reward for success?
In the business world, crafting an effective incentive plan for executives can be as nuanced as a gourmet recipe – get the mix wrong, and you could end up with something less palatable than expected. It’s a high-stakes game where the ingredients include ambition, strategy, and a pinch of good old behavioural science.
By Dr. Chris Blair, 21st Century
What is the blueprint for a robust incentive plan?
Delving into the architecture of an incentive plan that doesn’t just throw money at the problem but inspires executives to aim high and achieve their best, 21st Century suggests a few critical criteria.
1Understanding expectations
Executives must have a crystal-clear understanding of what is expected from them. This means setting specific, measurable objectives aligning with the company’s strategic goals. Transparency is vital; executives should know the targets and understand how these targets contribute to the company’s broader objectives. This could involve regular strategic alignment sessions and detailed documentation that explain how their roles impact company performance. Clarity in expectations prevents misdirection and ensures that executives pull in the same direction.
2
Achievable goals with influence
Setting ambitious yet achievable goals is crucial for maintaining motivation and engagement. When executives see a target as within their reach and sphere of influence, they are more likely to commit fully to achieving it. This is about finding the sweet spot between challenging and realistic. To ensure goals are within the executive’s control, they should be based on outcomes they can influence directly through their actions and decisions. For example, tying bonuses to company-wide performance might seem logical, but if the executive’s role only impacts a part of the business, their ability to influence the overall outcome might be limited, making the goal feel arbitrary and unachievable.
Meaningful
rewards
The rewards offered need to be desirable enough to motivate high performance. This doesn’t always mean monetary compensation; it can also include non-financial perks such as professional development opportunities, recognition, additional autonomy, or resources to support personal and professional growth. The key is to align rewards with what is genuinely valued by the executives. Also, the size and nature of the reward should be proportionate to the effort required and the importance of the outcome achieved. For instance, major strategic achievements that can significantly impact the company’s direction or financial status might warrant substantial bonuses or stock options.
4 4
Trackable progress
3
Feedback mechanisms are essential for keeping executives aligned with their goals. Like a navigation app that provides real-time traffic updates and reroutes, a good incentive plan including regular performance check-ins allows executives to know where they stand relative to their targets. These updates should be frequent enough to prevent significant off-course deviations and continuously reinforce positive behaviours. Moreover, the feedback should be constructive, providing not just a status update but insights into what is working, what isn’t, and how things can be improved.
Awareness of negative outcomes
Finally, while aiming for high performance, the incentive plan must discourage detrimental behaviours that could undermine long-term company health for short-term gains. This involves implementing safeguards like clawback provisions or malus adjustments that can reverse bonuses or punish unethical behaviour. Moreover, the reward criteria should be structured to promote sustainable and ethical business practices. For example, tying part of the incentive to compliance metrics, customer satisfaction scores, or employee well-being can help balance the focus between financial results and longterm value creation.
Criticism of incentives often takes the form of, for example, a whisper in shareholder meetings along the lines of, “Why are we paying them extra just to do their job?” This points to a critical flaw in many incentive designs – they are perceived as too easy or disconnected from meaningful outcomes. When incentives are seen as entitlements or, worse, as “fixed pay in drag," when the executives are unlikely to achieve the target, then they are not incentives. The essence of an incentive is its uncertainty – the “at-risk” component. If there is no risk, it’s just a fancy way of saying, “Here’s some extra cash, don’t spend it all at once”.
Let’s consider whether external governance guidelines on remuneration are relevant to long-term corporate governance or just a passing trend. This is where our handy Board checklist comes into play. It is a litmus test for discerning whether these guidelines are gold standards or just glitter.
Is it simple to communicate?
Is it overly prescriptive?
Does it have universal relevance?
Is it backed by solid research?
It might be too simplistic if it can be summed up in a snazzy acronym.
If it leaves no room for tailormade strategies, it’s like wearing someone else’s suit – uncomfortable and probably awkward.
Just because it works for Silicon Valley start-ups doesn’t mean it’ll fit a century-old manufacturing firm.
If it’s just a collection of buzzwords endorsed by industry celebrities, it might as well be a diet fad.
The goal is to ensure that governance practices are not just a fleeting trend but are effective and can withstand the test of time and market volatility. Designing an incentive plan isn’t just about keeping up with the Joneses or unthinkingly following the latest corporate governance fashion. It’s about understanding what drives your executives and aligning that with the company’s long-term goals. So, whether you’re a shareholder scratching your head at the AGM or a board member poring over remuneration reports, remember: a welldesigned incentive is not just about the pay – it’s about the play. And in the grand theatre of business, the best performances are always well-rehearsed, strategically sound, and, most importantly, effectively incentivised.
This article is based on research conducted by 21st Century, one of the largest remuneration consultancies in Africa. Please contact us at info@21century.co.za for any further information.
30 Years of Commitment to Nurturing Young Lives: From Cradle-to-Career
From our humble beginnings as a family-run organisation we are proud to have become a globally recognised leader in creating lasting, transformative social impact in South Africa.
We could not have done this without you. For 30 years, our strategic partnerships and collaborations have allowed us to continually expand our impact and transform entire communities.
We would like to express our deeply felt appreciation to all our sponsors, contributors and supporters for holding our hand.
Our Cradle-to-Career 360° model has, to date, achieved close to 100% school readiness and changed the lives of 315 780 young learners over the last three decades. We could not have done this without your support. afrikatikkun.co.za
WELCOME to Ovum Corporation
Great feats of engineering are never done by one person. They are done by a team of people.
O v u m C o r p o r a t i o n I N T R O D U C T I O N
Ovum Corporation is a civil engineering consultancy based in South Africa that specializes in the civil and structural design of all aspects of modern infrastructure With a global reach, we have successfully executed projects in Africa, the Middle East, and Asia. Committed to sustainable development, Ovum Corporation utilizes the latest technologies to design and deliver environmentally friendly infrastructure solutions.
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t o n e w i d e a s f o r p r o j e c t s t h a t
u p l i f t m a n k i n d . W e a l s o a s s o c i a t e
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m o v e m e n t , s u s t a i n a b l e
t e c h n o l o g i e s a n d i n n o v a t i v e
t h i n k i n g t h a t d r i v e s t h e c r e a t i v e
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i n f r a s t r u c t u r e p l a n n i n g , d e s i g n , a n d
d e l i v e r y s o l u t i o n s t h a t a r e b o t h s u s t a i n a b l e
a n d v i s u a l l y s t u n n i n g B y c o m b i n i n g i n t e r n a t i o n a l b e s t p r a c t i c e s w i t h o u r
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s u r v i v e , b u t t o t h r i v e i
Ovum Corporation
Civil & Structural Design
CAPABILITIES
Ovum Corporation has experience in developing and applying cutting-edge technology solutions for a wide range of industries. With a dedicated team of highly skilled professionals, Ovum has successfully delivered innovative civil engineering solutions around the globe.
Our team takes a collaborative approach to problem-solving, working closely with clients to understand their unique needs and tailor solutions to meet them We pride ourselves on staying ahead of the curve when it comes to emerging technologies and industry trends, constantly pushing the boundaries of what's possible At Ovum, we're committed to delivering top-quality results that exceed expectations and help our clients achieve their goals.
to collaborate for change Challenging stakeholders
Trialogue’s 2024 Business in Society Conference in May 2024 created a lively platform for business and the non-profit sector to explore some of South African society’s most pressing needs and how corporate social investment (CSI) interventions and collaborations might respond to these more effectively.
Presenting the opening keynote address, University of the Free State Chancellor Bonang Mohale reminded South African companies of their duty to contribute positively to society and encouraged them to embrace the responsibility of leadership to help transform the country for the better. “Leadership is other-centered, not self-centered. It is a privilege to improve others’ quality of life. Business itself cannot continue to be an island of prosperity in a sea of poverty,” Mohale told the audience.
He recommended that businesses seek ways to support the elements most likely to transform our society: ethical leadership, good governance, service delivery, law and order, and safety and security. Mohale cautioned that businesses must reflect deeply on their ethical position because “business itself needs to be steered back” so that it does not exacerbate the country’s political challenges for corporate gain. “We realise that we need to continue to do well by doing good.”
Mohale proposed that the business community should strive to position itself as a trusted advisor to the government, doing everything in its power to facilitate a capable state, because “business has learned that it’s better to deal with a capable state than one that is less capable.” He called for a deeper commitment to transformation and social justice that empowers women. “This economy must look like us. When all of us feel like we’ve got something to lose we will protect it as if our life depends on it. South Africa is not a poor country, Africa is not a poor continent. Just poorly managed.”
Supporting the education learning journey
Vodacom Foundation’s input to the education-themed session demonstrated the value of a holistic approach to delivering education interventions. Having previously focused on the provision of connectivity and technology, the company has since adopted a broader approach that incorporates upgrading infrastructure and security, introducing learners to coding and robotics and providing psychosocial support, all of which help to ensure the sustainability of their interventions.
The panel discussion reinforced the importance of ensuring programme continuity beyond funder support with National Education Collaboration Trust Systems Capacity and Advisory Head Kanyisa Diamond noting that a critical learning has been to “locate responsibility where it must be maintained to sustain it”, even if this means empowering the relevant bodies at provincial or district level.
The discussion identified the importance of long-term partnerships for both companies and NPOs, with robust monitoring and evaluation to achieve sustained change. It was proposed that NPOs might better support companies by tailoring their approach to prospective partners, highlighting mutual benefits, and identifying the pain points of the funder, matching these with the skills and expertise they can bring to the association.
“The problems we are dealing with are quite complex and intractable. We need a multiplicity of solutions,” noted Diamond in her comments on the advantage of viewing education from an ecosystem approach. She also noted the importance of multiple actors in attempts to address education. “We can’t speak about collaboration enough. The problem is so big that no one party can solve it.”
Creating an enabling environment for entrepreneurship
The conference’s Absa-sponsored session on entrepreneurship considered the factors needed to enable entrepreneurship in South Africa as one of the antidotes to the country’s crushing unemployment crisis. Session keynote and Stellenbosch University Allan Gray Centre for Africa Entrepreneurship Director, Dr Phumlani Nkontwana spoke to the value of data in identifying the factors that might drive entrepreneurship in South Africa and the need for an ecosystem that supports
entrepreneurs. “If the ecosystem doesn’t support entrepreneurship, we can’t achieve anything,” he told delegates.
Absa Corporate Citizenship Managing Executive Dr Steven Zwane spoke of the need to shift South African mindsets to be more open to entrepreneurship as a career choice for young people, particularly given the tendency for entrepreneurialism to inspire the problem-solving thinking that the country needs. Making space for diverse voices and multiple generations in entrepreneurial activities then creates the potential to transform small enterprises into legacy businesses, Gordon Institute of Business Associate Professor Anastacia Mamabolo noted.
Panelists explored how best to develop entrepreneurial enterprises, with UVU Africa Group CEO Ian Merrington advocating for a mentorship approach that meets entrepreneurs where they stand while helping them from ideation to scale based on a sound understanding of market demand in thematic areas. He challenged a purely scientific approach to supporting entrepreneurship, drawing parallels between entrepreneurialism and creativity that suggest a more personal style of intervention may be required to grow entrepreneurs and their enterprises.
This economy must look like us. When all of us feel like we’ve got something to lose we will protect it as if our life depends on it. South Africa is not a poor country, Africa is not a poor continent. Just poorly managed."
Transforming agricultural ecosystems for future resilience
Experts and panelists called for a multi-system, multi-sector and multi-actor approach to growing agriculture, without destroying the resources on which we depend. “With one in four South African children suffering malnutrition, food security is about more than agricultural production,” says Independent Partnering and Systems Change Practitioner Andrew Boraine. “It’s
about whether people get access to sufficient food and sufficient nutrition on a regular basis.”
The panel identified the need for a stronger national food policy that understands the extensive interconnectedness of food security and other economic systems and a better governance framework for coordinating food systems in South Africa. Growing a sustainable agricultural sector requires an ecosystem approach that sees it as more than its value for generating employment and alleviating poverty. Such an approach must factor in not only production but also retail, formal and informal markets, consumer habits, management of food waste, the drivers of food pricing and the influence of climate change.
Skilling youth to meet the future
Experts discussed the necessary steps toward resolving the country’s youth unemployment crisis in the Telkomsponsored session. The conversation centred on the need for large-scale public and private partnerships to tackle the 45% youth unemployment rate.
Harambee Youth Employment Accelerator CEO Kasthuri
Soni described the scale, depth and complexity of youth unemployment as too significant to be solved by one
Corporate SA to catalyse change for the better
player. She called for a willing coalition with shared objectives and aligned values.
Jobs Fund Senior Finance Secialist Nazeem Hendricks echoed this sentiment. He noted that partnerships with the private sector give young people access to areas they might otherwise not be able to experience. This is especially important given how important it is to ensure young people have opportunities to experience the working world and to acquire critical skills to keep them economically active and resilient for as long as possible.
Pointing out that young South Africans who were unemployed at 30 are likely to be unemployed for life, Yellowwoods Holdings Executive Director Nicola Galombik urged businesses to own their power to respond to the problem and use their value chains to create jobs, rather than their corporate social investment. She encouraged companies to focus on where there is live opportunity and to grow local business sector service jobs. “We need to think of new skilling solutions that build on the potential of our young people, find them where they are, what they’re already good at and what they already know. Then bridge them, quickly and effectively, into jobs that this economy already has with the skills and competence that this economy needs.”
In his closing address, Gift of the Givers Founder Imtiaz Sooliman encouraged corporate South Africa to contribute to rebuilding the country as a moral and social duty. “It doesn’t matter how it looks. What matters is the difference it makes to the lives of people in this country. Forget the marketing, do what is right.”
He praised the change he has seen in business since the Covid-19 pandemic in 2020 when corporates set aside publicity and financial interests to help South Africans in need in every way possible. “When you’ve got that kind of support, that kind of humanity, you can’t fail as a country. We need that spirituality. We need that compassion. We need that care. Yes, make money, but in making the money understand there’s a share for those who don’t have. The enrichment of the soul comes from giving help to others quietly in a dignified way.”
He identified the key areas of intervention needed, urging companies to direct their resources to addressing health, education, water and hunger. Sooliman made special mention of the pressing need for more psychological intervention, catch-up surgery support and the training of medical registrars and teachers, particularly special-needs teachers.
“We need to build this country together. The government can’t do it alone. We have to solve the problem now, and make the difference. Corporates, individuals in our own capacity, family, friends, let’s do it ourselves, together. This is a great country. Make it greater, standing together.” www.trialogue.co.za
Elevating people.
Elevating business.
Elevating society.
Business Restructuring Keeping businesses afloat
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