Sunday Times CSI 2020

CSI 2020

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HOW A PANDEMIC HAS SHIFTED CSI SPEND

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2020/11/13 9:23 AM

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TFG CFO, Bongiwe Ntuli hands over face masks to Caradale Primary School Principal Ezra Carelse and Western Cape Educational Department’s (WCED) Institutional Management and Governance Planning representative, William Jantjies.

Caradale Primary School learner gets fitted with her new TFG Face Mask by Principal Ezra Carelse.

TFG COMMITTED

TO PAYING IT FORWARD Fashion lifestyle retailer TFG believes it has a responsibility to give back to the communities in which it operates

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he concept of paying it forward is a significant one, firmly entrenched in TFG’s ethos.” TFG focuses on implementing flagship projects that strengthen communities and align with the National Development Plan (NDP) and the United Nations Sustainable Development Goals (SDGs). These are rolled out in collaboration with key partners to ensure they are delivered successfully and sustainably.

Through increased localisation of production and significant direct investment in the group’s manufacturing capability and capacity, TFG is committed to SDGs 8, 9 and 12 in particular.

This local production footprint also gives the group flexibility to adjust production as required. At the onset of the national lockdown, the group’s local factories, TFG Prestige Maitland and TFG Prestige Caledon, answered the call to make personal protective equipment (PPE) more readily available by designing and manufacturing quality-tested reusable masks. To ensure the masks met the required standard, TFG partnered with a leading university and an advanced textile manufacturer. These specially-designed masks scored full marks for barrier protection.

“AS LEARNERS RETURNED TO THEIR CLASSROOMS, WE FELT COMPELLED TO LEND A HELPING HAND. THE FACE MASK PROJECT WAS BIRTHED OUT OF A DESIRE TO ENSURE THE SAFETY OF OUR LEARNERS DURING THE PANDEMIC.” – DEIDRÉ VREDE, CSI CONSULTANT, TFG

FACE MASKS FOR YOUNG LEARNERS Utilising its resources, the TFG Foundation has donated 300 000 face masks to vulnerable learners across the nation.

Deidré Vrede, CSI consultant at TFG, says: “2020 has been a year of profound global change as the COVID-19 pandemic creates unprecedented uncertainty, placing tremendous strain on communities, especially on the educational progress of our young people.

As learners returned to their classrooms, we felt compelled to lend a helping hand.

The face mask project was birthed out of a desire to ensure the safety of our learners during the pandemic.”

Together with the Department of Education (DoE) and Gift of the Givers, TFG

will be distributing face masks across the country to those primary schools that are most in need.

The Western Cape Educational Department’s (WCED) Institutional Management and Governance Planning representative, William Jantjies, says: “The WCED is very appreciative of this donation by TFG. While we have, as a provincial department, distributed two face masks to every learner in the province, we are grateful that the donated masks can supplement the additional requirements of our most vulnerable learners. The safety of our learners, educators and staff is important to us and, therefore, any additional PPE that can contribute to making our schools a safer learning environment is welcome.”

People are at the heart of everything TFG does. Through corporate social investment, the organisation has found innovative and meaningful ways to deliver scalable social impact. It has touched the lives of millions of people through its training programmes, bursaries and partnership with Gift of the Givers. Much progress has been made and these efforts continue to make new strides across the business. TFG is committed to making meaningful contributions to communities by keeping sustainability at the centre of the business.

For more information: https://tfglimited.co.za/sustainability/

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2020/11/19 12:26 PM

CSI

F ROM T HE EDI T OR

ALL HANDS ON DECK

PUBLISHED BY

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ome people call it corporate social investment, others call it corporate social responsibility.

Some even refer to sustainability. Whatever it is called, there is no doubt that there is now, more than ever, a need for good corporate citizens to give back to society in a major way.

COVID-19, the disease caused by the coronavirus, has exposed the inequalities in the world, especially in a country such as South Africa where we are also dealing with historical inequalities based on decades of legalised apartheid and centuries of colonialism.

Millions of people have lost their jobs since the pandemic started earlier this year and many more people are going hungry. This is not saying that the lockdown imposed to curb the spread of the virus was not necessary. We just never anticipated the huge impact it was going to have on the economy of an already struggling country.

There is now even more pressure on corporates to help with alleviating increased suffering in our society.

This publication looks at what some corporates are doing while highlighting that there will always be so much more that can and needs to be done. Enjoy the read, get onboard and help make a difference to our society.

Ryland Fisher Editor

Picasso Headline, a proud division of Arena Holdings (Pty) Ltd Hill on Empire, 16 Empire Road (cnr Hillside Road), Parktown, Johannesburg, 2193 Postal Address: PO Box 12500, Mill Street, Cape Town, 8010 www.businessmediamags.co.za

EDITORIAL Editor: Ryland Fisher Content Manager: Raina Julies rainaj@picasso.co.za Contributors: Trevor Crighton, Lynnette Johns, Caiphus Kgosana, Anel Lewis, Denise Mhlanga, Puseletso Mompei, Copy Editor: Brenda Bryden Content Co-ordinator: Vanessa Payne Digital Editor: Stacey Visser vissers@businessmediamags.co.za

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DESIGN Head of Design: Jayne MacĂŠ-Ferguson Senior Designer: Mfundo Archie Ndzo Advert Designer: Bulelwa Sotashe SALES Project Manager: Jeanette Nicholson jeanetten@picasso.co.za | +27 21 469 2566 PRODUCTION Production Editor: Shamiela Brenner Advertising Co-ordinator: Johan Labuschagne Subscriptions and Distribution: Fatima Dramat, fatimad@picasso.co.za

CONTENTS

MANAGEMENT

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A COVID-19 RESPONSE The pandemic has required many corporates to adjust their usual CSI spend

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NEW ERA FARMING Why organic farming is important for future food security and climate control

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Management Accountant: Deidre Musha Business Manager: Lodewyk van der Walt General Manager, Magazines: Jocelyne Bayer

18 EDUCATION Supporting the continuity of learning in uncertain times

12 FOOD GARDENS AND KITCHENS Increased poverty and hunger means that government and corporates are looking at alternative ways to help meet the need

20 HEALTH Redressing immediate emergent needs while existing health-funded programmes take a back seat

14 HUMANITARIAN RELIEF The work of the Gift of the Givers organisation in disaster-stricken communities

26 SMMEs Reaching out a helping hand during a time of crisis

Copyright: Picasso Headline.

No portion of this magazine may be reproduced in any form without written consent of the publisher. The publisher is not responsible for unsolicited material.

CSI is published by Picasso Headline. The opinions expressed are not necessarily those of Picasso Headline.

All advertisements/advertorials have been paid for and therefore do not carry any endorsement by the publisher.

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2020/11/19 3:18 PM

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2020/11/17 1:55 PM

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2020/10/20 3:21 PM

A COV ID-19 RESP ONSE President Cyril Ramaphosa at the Johannesburg Central Food Bank in Booysens, which was used to assist communities in need with food parcels during the lockdown.

REDIRECTING SOCIAL INVESTMENT Has lockdown tilted CSI spending towards more food relief and health efforts? CAIPHUS KGOSANA finds out

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hile 2019 saw CSI spend heavily directed at education, with 94 per cent of corporate donors collectively spending 50 per cent of their spend in this sector, food relief programmes only received about 2 per cent of the total R10.2-billion allocated to the collective CSI spend pool, according to Trialogue’s The Business in Society Handbook 2019.

How will this situation read at the end of 2020, when food relief and health-related emergencies emerged early on in the year as the dominant areas for relief as the COVID-19 lockdown impacted gravely on the majority of our communities?

DID YOU KNOW?

More than 300 000 donors have contributed to the Solidarity Fund so far, with 2 067 of these being corporates and trusts and almost 300 000 are individuals who have either donated directly or through fundraising platforms.

Source: Solidarity Fund

The New York Times pointed out right at the start of the global wide lockdown that “in societies where the virus hits, it is deepening the consequences of inequality, pushing many of the burdens onto the losers of today’s polarised economies and labour markets. Research suggests that those in lower economic strata are likelier to catch the disease”.

As a response to this reality, the Solidarity Fund was set up. Gloria Serobe, the chairperson of the fund, said at that time that the fund will be a rapid response to support four key initiatives: preventative and supporting measures to “flatten the curve”; detecting and understanding the magnitude of the infection problem; assisting with the management of those people in hospital or medical care; and supporting those people whose lives are disrupted by the virus.”

By all accounts, South Africa’s renewed priorities for social funding shifted towards medical-related relief programmes and very basic food relief efforts. The Solidarity Fund’s first humanitarian disbursement, in

FAST FACT

As at 18 November 2020, the Economic Freedom Fighters were ranked the highest in payroll giving to the Solidarity Fund. The estimated payroll giving was recorded as R15-million.

Source: Solidarity Fund

April this year, saw R120-million donated to provide emergency food relief to over 250 000 distressed households across South Africa.

This figure already accounts for more than 10 per cent of the annual CSI spend corporates pooled in 2019.

As part of its healthcare support intervention, the fund reported in May that R905-million had been allocated for the procurement of personal protective equipment and an additional R250-million to the National Health Laboratory Services. Again, on last year’s statistics where corporate spend directed to the health sector was only 7 per cent of the total CSI spend of R10.2-billion, according to Trialogue, this year’s spend seems to have surpassed the 2019 CSI support.

THE BIG SPENDERS

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ary Oppenheimer and her daughters are responsible for the biggest donation to the Solidarity Fund, having donated just over R1-billion to date. The Solidarity Fund is a business, government and civil society initiative with a mandate to support the national health response, contribute to humanitarian relief efforts, and mobilise South Africans in the fight against COVID-19.

The fund, according to statistics released on its website, has raised R3.1-billion since its inception and has allocated R2.2-billion and disbursed just over R1-billion to ongoing

projects. The statistics also show that it supported 11 projects in the health sector, mainly buying personal protective equipment (PPE) for frontline workers and testing kits.

By the beginning of October, the fund had supported 280 000 families around the country with food parcels and allocated farming input vouchers to 47 000 subsistence farmers in rural areas.

It is targeting another 135 000 households through its R100-million food voucher relief programme, whereby each household receives a R700 voucher.

The fund has also provided PPE and medical services to 133 shelters and care

centres that assist women and children affected by gender-based violence.

It has partnered with government and other entities to identify beneficiaries. Through MomConnect, a programme registered by the Department of Health to give prenatal care to pregnant women, the fund has reached 45 000 expectant mothers.

The Solidarity Fund has done away with food parcels replacing them with digital food vouchers through a partnership with Standard Bank and smaller fintech companies.

“The food vouchers have the added benefit of enhancing beneficiary dignity by allowing them to choose the items they need,” the fund states.

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2020/11/18 2:25 PM

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Cyber safety for tech-savvy children Unisa has embarked on an initiative to equip schoolchildren and guardians with information on how to operate safely in cyberspace

“The problem is that proper training on how to use these devices safely does not come hand in hand with the technology.

There are limited governed best practices for the public and a lack of awareness of the risks behind being online. This is particularly relevant during the time of COVID-19 when school learners have had to be online to keep up with their studies.”

Unisa aims to build the structures that are lacking in terms of awareness, skills and knowledge of cyberspace. Kritzinger and her team have developed a Cyber Safety Awareness Toolkit in conjunction with the Department of Digital Communications and the British High Commission.

The toolkit contains comprehensive information about protecting individuals from cyber security threats.

“It consists of downloadable documents to guide users safely through cyberspace. It includes posters, workbooks, cartoons, a Cyber Safety Awareness Pledge and calendars that allow users to start planning their cybersafety activities. The toolkit is an invaluable asset for schools and communities. It is available in six of our official languages,” says Kritzinger.

Unisa will embed the Cyber Safety Awareness Toolkit in a massive open online course (MOOC), which is currently being developed. The MOOC will allow participants to complete activities, engage in discussions and learn the ins and outs of cyber safety. The MOOC will be free for all on the Unisa MOOC platform.

“We have seen a definite shift in the cybersecurity space over the past five years in particular. More devices are connected to the internet than ever before.” – Professor Elmarie Kritzinger, Unisa School of Computing 6

Professor Elmarie Kritzinger

EDUCATING PARENTS AND TEACHERS Kritzinger says that educating parents and teachers is a key area of focus because often children are more technologically advanced than their guardians.

“Teachers and parents often feel inadequate and do not have the training or knowledge to monitor what their children are doing. It is vitally important to give them the right tools so that they can play a role in educating their children about significant risks such as cyberbullying and exploitation.”

Kritzinger adds that once educators have completed the MOOC, Unisa plans to assist schools to help ensure that they have the correct policies and procedures in place.

“There is a dire need to create a holistic national approach in schools. With our project, we are laying the platform for this and can establish a good idea of what works and what doesn’t, so that hopefully concrete measures can start to be put in place by government,” she concludes.

For more information: cset@unisa.ac.za www.unisa.ac.za/cset

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ver the past decade, a shift has been witnessed in the South African cyber security space, whereby the main threat is posed not to organisations, but individuals. While organisations are now better protected due to well-established protocols and robust cyber security networks, members of the public are exposed to a much riskier environment when conducting online activities.

The threat extends beyond adults carrying out activities such as online banking. Our tech-savvy generation of children is accessing the internet at an earlier age than ever before.

As part of its community engagement efforts, the University of South Africa (Unisa) is seeking to fill a yawning gap in the regulation of individual online security, creating awareness of cyber security among children who have unfettered and unmonitored access to the online space.

Professor Elmarie Kritzinger is a founding member and project leader of the Cyber Awareness Project at Unisa’s School of Computing, an initiative with the aspiration to provide cyber security information and frameworks for schoolchildren and their guardians.

“We have seen a definite shift in the cybersecurity space over the past five years in particular. More devices are connected to the internet than ever before. And, from a young age, children are becoming addicted to technology and being online,’’ says Kritzinger.

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DRIVING THE

Unisa’s I-SET Robotics Hub has launched an online learning platform to equip and inspire educators, students and visionary community leaders

ROBOTICS REVOLUTION

robotics. This is an ongoing vision, which adapts to the needs of the online community.

A recent discussion revealed a need for an in-depth exploration of the use of robotics to make maths learning fun, this is why our online sessions are not presentations at such, but rather meetings where all participants can engage.”

PART OF A GREATER GOAL

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nisa’s Inspired towards Science, Engineering and Technology (I-SET) community engagement flagship project of the College of Science, Engineering and Technology (CSET) has launched its I-SET Robotics Live Online Learning platform.

The I-SET Robotics project is housed in the I-SET Robotics Hub at the UNISA Science Campus in Florida. The I-SET project has been at the forefront of robotics education for learners, educators, students and visionary community leaders since 2009. Before the arrival of COVID-19 and lockdown, the hub hosted regular practical I-SET robotics workshops for UNISA students, learners and educators (from Grade 0 to Grade 12).

“It is all silent now as the UNISA Science Campus is closed. We have also been unable to visit communities with our mobile science unit and cannot host robotics competitions.

But the I-SET team has found alternative ways to engage and inspire the community,” says I-SET project leader Dr Patricia Gouws.

The plan is to use the rest of 2020 to create a competent and confident core of robotics coaches throughout South Africa and its neighbouring countries.

The I-SET Robotics Live Online Learning platform was launched in September.

Drawing up to 100 participants at a time, the

“We can utilise this time of online learning to create competent and confident educators. We create an engaging space and build up an online community that is enthusiastic about robotics.” – Dr Patricia Gouws,

I-SET project leader, Unisa

platform involves weekly training sessions, covering basic introduction to robotics, more advanced robotics, and exploring the strategies of robotics competition challenges for educators. For learners, there is also an I-SET Physics/Chemistry hour. In October, a student developer club hosted a one-hour session. The robotics sessions are aligned to the I-SET Robotics MOOCs (massive open online courses) on the UNISA domain. These MOOCs provide free access to all the learning materials presented during the live online learning sessions.

Gouws explains that the equipping and supporting of educator training is particularly important, as very few have any knowledge of robotics or programming.

“We can utilise this time of online learning to create competent and confident educators.

We create an engaging space and build up an online community that is enthusiastic about

To reach more communities and schools, I-SET has also launched its Robotics Indigenous initiative, which is translating the introduction to robotics from English to South Africa’s other official languages.

“When learners are engaged in a language that they understand, a connection is built and the learning process becomes less intimidating and more fun,” says Gouws.

She says that it is vital to simplify the learning process surrounding robotics, both in terms of language and teaching methodologies.

“Traditionally, programming is introduced at a very high level of syntax, which makes it threatening, abstract and complex. Secondly, robotics should not be taught textbookstyle. The best way to build enthusiasm and understanding is to get learners to practically explore the learning of robotics. When they can see a robot moving in front of them, that immediately instils excitement and a thirst to learn more.”

Gouws stresses that robotics should be mainstreamed at schools to prepare children for the 21st century.

“I fret every time a bunch of matric learners graduate from school without learning how to programme. We are not preparing them for the future. To function as socially responsible, successful adults, the problem-solving and other 21st century skills provided by programming are critical.”

For more information: cset@unisa.ac.za www.unisa.ac.za/cset

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KAGISO TRUST GROWS NEW ERA FARMERS Kagiso Trust unlocks funding, business advice and assistance to first-time farmers

“The Tyala Fund seeks to position itself as a catalyst to unlock commercial funding and provide a holistic solution to farmers .”

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he Tyala Impact Fund is an initiative by Kagiso Trust to contribute towards the transformation of agriculture in South Africa. One of its purposes is to unlock financing for new era farmers through blended funding. By overcoming challenges and creating opportunities, new era farmers will be given a chance to succeed. “That’s the magic of Tyala,” says Mohlolo Selala, Kagiso Trust: head of Socio-Economic Development (SED).

– Mohlolo Selala, head of Socio-Economic Development, Kagiso Trust

STEP 3: GETTING PRODUCE TO MARKET

The Tyala Impact Fund exists solely for and works directly with the farmers. New era farmers are passionate first-generation farmers who do not come from a long history of successive generations with farming experience. “Agriculture is one of the foundational and most critical sectors, and as such we are about bringing solutions into the space. On average, the sector creates just under one million jobs annually. Currently, although small we are among a few of the black-owned development funds that are strictly for agriculture,” says Selala.

Kagiso Trust is advocating for transformation and inclusivity. In other words, to plant the seeds of change. “The biggest challenge new era farmers face is obtaining appropriate funding; market access and technical support. The Tyala Fund seeks to position itself as a catalyst to unlock commercial funding and provide a holistic solution to farmers,” Selala says.

He explains that new era farmers may not have a credit history and crop records, which are important to secure appropriate funding. “Financing a new era farmer poses a risk to any financial institution. While money is available for farming ventures, first-time farmers may not have access to farming ecosystem networks to also tap into markets and market intelligence.”

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Mohlolo Selala

A lack of technical support and mentorship, as well as access to agricultural land with water rights is a further impediment.

STEP 2: ADEQUATE WATERING To face these challenges head-on, Kagiso Trust has set up a fund that will result in blended funding. This entails a solution for banks whereby the fund “de-risks” the transactions and obtains funding for the new era farmer with no intermediary mark-ups.

“Development financial institutions may give a loan at prime less four, but due to middle men in form of financial intermediaries and perceived risk, the farmer may end up paying prime plus two per cent. When funding, the big guys go for the obvious winners and avoid farmers that are seen as a high risk. Tyala takes a subordinated funding position to mitigate risk so that the farmer can succeed”, explains Selala.

“Instead of working for commercial financial institutions. We want to help them to create personal wealth and overcome poverty. With most costs including interest rates lowered, these farmers can now adequately ‘water’ their lands,” says Selala.

For more information: (+27) 11-566-1900 info@kagiso.co.za www.kagiso.co.za

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STEP 1: PLANT THE SEED

Kagiso Trust also assists new era farmers with getting produce to the market by collaborating with industry players.

Selala refers to the “For Farmers East”, a group of farmers who joined up with existing commercial farmers in KwaZulu-Natal to plant maize, as a group they have aggregated to maximize resources. They combined their land and planted about 2 000ha of maize.

Kagiso Trust and First National Bank Agri co-funded and provided R25.5-million to the entity. The group planted in November and thanks to good rains, they had a bumper crop. The maize was exported to Taiwan and South Korea and 251 jobs were created. We are looking at refinancing their next planting season.

Selala attributes the group’s success to the technical support they received from partner organisations and the affordable funding model. “Kagiso Trust aims to assist poverty-stricken communities by designing sustainable programmes that can be scaled and replicated,” says Selala.

After all, this is a socioeconomic issue and sustainable farming leads to economic wellbeing.

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2020/11/13 9:30 AM

NE W ER A FA RMING

Organically-farmed cabbage at Thembabantu farm.

DID YOU KNOW?

Organic farming addresses environmental problems by prioritising safe and sustainable land-use practices.

FARMING FOR A BETTER FUTURE Organic and sustainable farming are popular responses to global warming and important for future food security, writes DENISE MHLANGA

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y 2050, South Africa will likely need to increase its food production by 50 per cent to meet the needs of the growing population. To achieve this and ensure long-term success, farming should be done in a sustainable manner, says Angela Larkan, executive director at Thanda, a community-based organisation that provides innovative solutions for sustainable development.

“A third of all South African children are malnourished, and with the high rates of unemployment, it is important that we empower more households to grow their own food,” says Larkan.

She points out that rural communities are especially well suited to farming. However, they require farming techniques that are not harmful to preserve their land for future production. “Organic farming is the most sustainable, cost-efficient way to farm in most situations, making it a logical solution. And, it enables rural households to develop nutritious food sustainability for their families.”

WWF-SA senior manager Mkhululi Silandela says: “Organic farming should be one of the key contributors to any country’s long-term food development and climate change response strategies. It contributes to an inclusive climatesmart country.

“In South Africa, organic farming can contribute to effective natural resource use and

avoidance of environmental problems. It also contributes to biodiversity, which is one of South Africa’s unique value propositions globally in terms of tourism, and foreign direct investments.”

He explains that unlike conventional farming, organic farming uses inputs generated at farm level, and, therefore, contributes to a climate positive and circular economy. “It enhances soil fertility and improves soil carbon content.”

Silandela adds that farming practices that improve the conservation of natural resources like soil and water are even more critical for South Africa’s achievement of not only climate change goals, but also all the Sustainable Development Goals. “And, organic farming presents an opportunity for smallholder farmers to produce for the formal market and possibly earn premium incomes while benefitting from eating safe and clean food,” Silandela explains.

Kobus Pienaar, Woolworths’ foods technical manager and Farming for the Future expert, agrees that the adoption of sustainable farming practices helps to address South Africa’s climate change and food security challenges.

He says that Woolworths’ Farming for the Future programme uses a scientific data

In 2015, Thanda’s farming programme had 89 farmers who collectively produced R26 297 worth of vegetables.

By 2018, 314 farmers produced R1.5-million worth of vegetables that year. This figure increased further to R2.18-million in 2019. Companies such as NIVEA, Wesbank Trust, Distell Development Trust and the HCI Foundation fund the programme.

Source: Thanda

approach, aimed at improving farm resilience, yield and profitability, to organic farming. This systems-thinking approach builds the links in the decision-making process of the farmer. It looks at soil health, biodiversity health, irrigation efficiency, waste reduction and plant health improvement. “Our programme assists farmers to reduce their operations, carbon and water footprint per ton of food produced, resulting in the reduction of greenhouse gas emissions,” he explains.

SUPPORT FOR FARMERS WWF-SA says smallholder farmers can benefit from organic farming if supported. Increasing consumer demand for organic produce will enable government and relevant organisations to see untapped growth opportunities locally and internationally.

Pienaar says Woolworths initiated and piloted the Farming for Future programme in 2004 with 14 suppliers. It was officially launched in 2009 as part of the company’s responsible sourcing strategy. The programme currently supports 379 farmers, which equates to 778 farms, and has a model that specifically assists small and medium enterprises (SMEs). “We are also using the programme principles on a community learning farm being piloted with Spier and the Sustainability Institute to train young farmers to improve food security in their communities.”

Larkan says that the Department of Agriculture, Land Reform and Rural Development provided seeds for some farmers in their communities during lockdown. “There is great potential in and support for organic and sustainable farming in South Africa due to heightened consumer awareness,” she concludes.

“Organic farming should be one of the key contributors to any country’s long-term food development and climate change response strategies.” – Mkhululi Silandela, senior manager, WWF-SA CSI

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2020/11/18 2:31 PM

NE W ER A FA RMING Patience Mbili, organic farmer at Thembabantu.

COLLABORATIVE PROJECT HELPS POTATO FARMING

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otato farming is expensive and technically complex. Collaborative projects offering funding and technical support are key in helping emerging farmers realise profits, and run sustainable businesses in the long-term.

In February 2020, Kagiso Trust Fund, through its Tyala Impact Fund, AFGRI and Potatoes SA entered into a collaborative project aimed at developing new blackera potato farmers.

The project addresses the structural and historic impediments in agriculture and provides holistic solutions to funding and technical support.

“Tyala blends commercial expectations and impact and seeks to be an intermediary of choice for black emerging farmers. It aims to be a template of successful collaboration,” says Mohlolo Selala, head for Socio-Economic Development at Kagiso Trust Fund.

He explains that Tyala’s mandate is to offer developmental financing to farmers who might not be able to access traditional funding. AFGRI Agri Services

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assists beneficiaries with technical and financial needs and trains, develops and mentors new-era farmers while Potatoes SA – through the co-operation agreement – shares its wealth of technical expertise within the potato crop industry.

Potatoes SA’s mentorship programme assists with the set-up, support and development of viable black-owned potato-producing enterprises.

Selala says that Tyala has invested R20-million over five years, amounting to 40 per cent of the total project with the other 60 per cent funded by Unigro Financial Services. Other partners like Potatoes SA will provide a seed grant for five years as well as an enterprise development programme for potato farmers. Funding ranges from R3-million to R10-million per transaction annually.

The selection criterion is based on business viability and the growth potential of the applicant. Tyala, which was set up in 2019, has supported 70 farmers countrywide. This support extends to farmers who are growing avocados, maize, lucerne and other cash crops.

TRAINING AND MENTORING ORGANIC FARMERS Although some people naturally have green fingers, organic and sustainable farming requires certain skills and technical support.

For Patience Mbili, a farmer from Thembabantu in KwaZulu-Natal, becoming part of the Thanda organic farming programme has transformed her life. She is now able to feed her family and also make money from selling her vegetables.

“I have been with Thanda for five years and was growing vegetables four years before this.”

The training and mentoring approach to organic farming has been tremendous. She explains that when she joined the programme, she was introduced to Mdedelwa Mkhize, a mentor and manager for Thanda Organic Farming Programme.

“Previously, I used to buy small R10 seedlings and then plant the vegetables. Among other things, Mkhize taught me how to shop for seedlings, especially when buying in bulk, and plant vegetables in beds.

“Thanda provided compost as well as water pipes and tanks and this has helped a lot with watering the crops. I am growing more vegetables like cabbage and spinach and my family has adopted healthy eating,” she says.

“I am grateful for the mentoring and support from Thanda and the level of expertise that I’ve gained so far.”

IMAGES: SCOTT RAMSAY/WWF-SA, NATASHA PRINCE/WWF-SA, SUPPLIED

Resilient landscapes support not only the natural environment, but also the livelihoods of local communities and the businesses that produce our food, fuel and more.

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2020/11/18 2:32 PM

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2020/11/05 12:41 PM

A corporate sponsor donates 739kg of food comprising condiments, pasta, cooking oil and canned food to FoodForward.

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oodForward SA is a nonprofit organisation that works with supply chains of retailers, wholesalers and farms to recover food that these businesses consider surplus and is destined for the rubbish bin. The organisation collects and distributes this surplus food to needy people daily.

Before COVID-19 struck, the organisation was feeding 255 000 people daily, but has since had to scale-up operations to feed 455 000 people daily, due to the high demand brought about the pandemic-related lockdown.

FoodForward SA sifts out good quality food from the surplus and, working with 1 000 beneficiary organisations, distributes

WASTE NOT, SURPLUS FOOD WANTED it to old-age homes, after-school facilities, community creches, soup kitchens, shelters and skills development centres countrywide.

FoodForward fund manager Deidre Adams says that since ramping up operations to meet the increased demand for the provision of daily meals, the food it sources is not enough and the organisation is forced to buy extra provisions at great cost.

The organisation’s work is supported by donations from corporates, foundations, trusts and individuals – both local and international. “Many of the large banks have donated funds as part of their COVID-19 contribution,” Adams says.

CALL TO ACTION “We are issuing a call to action to retailers, wholesalers, and especially food manufacturers and farmers to please donate surplus edibles to the organisation. We provide all our donors with Section 18a tax certificates and save them the costs of having to dump their surplus food. By donating to us, they will also be assured that their food is being used to feed vulnerable people across the country,” says FoodForward SA’s Deirdre Adams.

FOREIGN MONEY GRATEFULLY ACCEPTED

A

COVID-19 relief donation of R100-million from the Government of the Federal Republic of Germany has enabled the City of Cape Town to assist those in need during lockdown.

In September, the city announced the donation made via the KfW German Development Bank, saying it would bolster its COVID-19 humanitarian relief efforts.

Throughout lockdown, the city has been supporting some 200 soup kitchens. “We have seen how devastating the impact of the national lockdown has been on many of our residents who have lost jobs and are unable to provide for their families.

“We have worked throughout the lockdown to support soup kitchens with equipment and ingredients so that they can provide a warm meal to residents in need. However, we are noticing that many of our residents still need assistance with food,” says Dan Plato, executive mayor.

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“I am extremely grateful for the R100-million funding because I know just how many residents this is going to benefit,” Plato says.

The funds will enable the city to provide staff and learners at early childhood development centres and their families, and residents involved in community food gardens with 25 000 food vouchers per month for three months. The funds will also help to support soup kitchens in Hanover Park, Manenberg, Nyanga, Gugulethu and areas of Khayelitsha.

“We are in this together. This is about solidarity with the most affected to inspire hope and give comfort. And it is about strengthening local communities and those who care for their families, friends and neighbours. In the spirit of ubuntu, we want to contribute to the wave of solidarity,” explains German Ambassador Martin Schäfer.

FoodFoward SA is asking for more donations of surplus food to meet increasing demand, reports CAIPHUS KGOSANA

FOODFOWARD SA USES A MULTIFACETED APPROACH TO ADDRESS HUNGER • Warehouse food-banking: beneficiary organisations go to their respective warehouses once a month to collect their food hampers.

• FoodShare: connects beneficiary organisations virtually to the nearest Pick n Pay or Food Lovers Market where they can collect surplus food more frequently at food store level.

• Mobile Rural Depot programme: addresses rural food security. Through this programme, FoodForward SA provides meals to just over 60 000 people in rural communities via monthly food hampers.

• Second Harvest: a programme whereby FoodForward SA connect with farmers and collects their surplus produce. About 50 per cent of all produce on farms is wasted, so the organisation provides an environmentally-friendly solution to farmers by recovering their good quality surplus produce to feed the vulnerable.

• Large-scale feeding programmes: provide nutritious breakfast cereals and milk to children in creches, primary and secondary schools, in partnership with various corporates.

FoodForward SA also runs a supply chain youth internship programme that provides unemployed graduates with SETA-accredited training in warehousing and logistics. The organisation has warehouses in Cape Town, Port Elizabeth, Durban, Rustenburg and Johannesburg.

“However, we have a national footprint and serve all nine provinces.

We distribute food using inter-branch transfers to the Northern Cape, Free State, Limpopo and Mpumalanga,” says Adams.

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F OOD GA RDENS A ND K I T CHENS Volunteers of the Ikemeleng Foundation.

We are planning for at least 30 community members to plant their own seeds by the end of December.

THINKING BEYOND FOOD DONATIONS

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rban farmer Alex Woolfe has pitched the idea of a sustainable food garden to members of the Ikemeleng Foundation in Diepsloot.

They are exploring how it can help the community to grow its own food and are discussing everything from soil management to irrigation schemes.

Woolfe was brought to the area by the Diepsloot Youth Programme (DYP) a nonprofit organisation he works with to develop school gardening projects. He has been tasked with designing a food garden for the nearby informal settlement.

The DYP was one of the beneficiaries of a generous donation made in April by the Douw

Steyn Family Trust. Along with the South African companies Steyn founded – Telesure Investment Holdings, incorporating Auto & General Insurance, 1st for Women Insurance, Dialdirect Insurance, Budget Insurance, 1Life and hippo.co.za – as well as Steyn City Properties and the Saxon Hotel, they pledged R320-million to assist in the fight against the COVID-19 pandemic and its impact.

A further R200-million is being used to support feeding schemes in communities that surround Steyn City, north of Johannesburg.

Sophie Tlhabadira of the DYP says that starting food gardens is a way of thinking beyond food parcel donations. “We want something more sustainable, that’s why we have brought a farmer here. We are planning for at least 30 community members to plant their own seeds by the end of December.

FOOD FOR THE NEEDY AND NEGLECTED

IMAGES: CAIPHUS KGOSANA

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t’s 9am at the Diepsloot community hall and volunteers from the Ikemeleng Foundation are already hard at work peeling potatoes and carrots and dicing spinach in preparation for the lunchtime rush.

Ikemeleng Foundation was started in June this year by Percy Malepe who said he was tired of the poverty in Diepsloot and wanted to do something about it. So he and friends set up the foundation and partnered with the Diepsloot Youth Programme – a nonprofit organisation that works with schools and community organisations in the area – to start a soup kitchen. The kitchen feeds 350 people, especially those with chronic illnesses, substance abusers, vulnerable children and undocumented migrants, Monday to Friday.

“I grew up in an impoverished environment with an unemployed single mother. We often didn’t know where our next meal would come from. I don’t want others to walk that path,” says Malepe, who chairs the foundation.

Ikemeleng Foundation feeds 350 people five days a week.

Kgomotso Mohale, the foundation’s treasurer, says while government was distributing food parcels in Diepsloot during the hard lockdown, they noticed that people without identity documents or passports and nyaope addicts were excluded.

Ikemeleng’s soup kitchen cooks especially for those who fall off the government radar.

“We also found a lot of sex workers, young women who sell their bodies for as little as R20 because they are desperate for food. Those are the people we’ve been able to assist,” she explains.

Sophy Tlhabadira of the Diepsloot Youth Programme says that her organisation supports seven other soup kitchens in the area, each feeding an average of 200 people per day. A number of corporates including Century Property Development, Douw Steyn’s Telesure Investment Holdings and the Steyn City Trust have contributed generously.

Tlhabadira’s organisation partners with organisations such as Ikemeleng Foundation to make sure that food assistance reaches the right people.

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HUM A NI TA RI A N REL IEF

FOR HUMANITY The humanitarian work of Gift of the Givers relies hugely on funding from corporates and individuals, writes TREVOR CRIGHTON

F

ounded by Dr Imtiaz Sooliman in 1992, Gift of the Givers has provided food, shelter and aid to millions of people in Africa and beyond. It has also established hospitals, created agricultural schemes, dug wells, built houses, manufactured energy food, renovated fishing boats and runs clinics and provides scholarships.

Corporate relations manager Badrealam Kazi says that the organisation is driven to doing what needs to be done to help people in the face of disaster and challenges. “In the case of COVID-19, it was clear that a broad front in terms of disaster management had to be launched, encompassing medical and humanitarian relief,” he says.

He says that COVID-19 has made the organisation think even further out of the box than usual. “It has been a wakeup call for corporates and governments. Our major challenge is not so much on the health side, but on the humanitarian side. South Africa was already suffering the effects of the worst drought in modern history, a crippled farming sector and high levels of unemployment before

“Our major challenge is not so much on the health side, but on the humanitarian side.” – Badrealam Kazi,

corporate relations manager, Gift of the Givers 14

the virus arrived. The government restrictions just pushed those already on the precipice over it.” Kazi says that the trickle-down effects of lockdown have affected everyone – especially in a country where one breadwinner supports an exponential network of family and friends – and have yet to be measured. “As government and the Department of Social Development try to set up structures to get more people into the social welfare net, many are still depending on NGOs for aid – and that’s where we and our fellow organisations come in.”

ALL SUPPORT WELCOMED Gift of the Givers relies on funding to help keep its work going. Kazi says a donation by Engen of R2-million worth of fuel annually over the

GET INVOLVED There are myriad ways to support the Gift of the Givers’ work. Many people run crowdfunding campaigns for specific causes operated by Gift of the Givers, but it’s also possible to make general donations via direct bank transfer, online, MasterPass, MTN MOMO SA, MySchool and Shoprite. Visit giftofthegivers.org/make-a-difference/ or call 0800 786 911 (toll-free) for more details.

next three years has significantly boosted the organisation’s logistical capacity and allowed it to access areas previously excluded due to prohibitive costs.

Speaking at the handover in February 2020, Engen chairman Dato Sri Syed Zainal Abidin said: “Engen is firmly committed to investing in sustainable development initiatives that offer tangible value to the communities in which we operate. Given the wide reach and incredible national relief efforts of the Gift of the Givers, Engen sees much value in this partnership.”

Kazi says that all support is useful, whether financial or in kind. “Many corporates give us food to distribute – Massmart and Shoprite give us good, high-value items to put into packs and Engen’s donation allows us to marry the various cash and kind donations to deliver a more efficient intervention,” he says.

However, Kazi stresses the need for developing a sustainable assistance system.

“We don’t know how long COVID-19 is going to be here, but we do know that our partners and supporters don’t have bottomless pockets. We’re looking at ways to encourage and support communities in establishing potable water systems and growing fruit and vegetables,” says Kazi. “Many people on the ground are being proactive and trying to uplift their communities while help is coming from corporates and NGOs. Most NGOs are stretched extremely thin and doing all they can to simply keep their doors open in the hope of continuing to assist people.”

He says there is no question that government and NGOs need to combine resources to tackle COVID-19-related issues – and those that existed before. “We must work together – no single entity has the resources or capacity to reach every South African who needs help. Fortunately, we have an excellent relationship with government and our other partners in the NGO space, and we’ll continue to work together for the greater good.”

IMAGES: SUPPLIED

A HELPING HAND

Food parcels are delivered to residents of communities in need.

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GIFT OF THE GIVERS PROVIDES

R3.2-billion 15 000 patients

in aid in 44 countries, over 28 years

Medical support for over

a month

150 wheelchairs 120 000 food parcels Over

annually

in 7 countries annually

R50-million 8 water trucks 3 million litres of water in bursaries

in 3 countries

Over

IMAGES: ISTOCKPHOTO.COM

IMAGES: SUPPLIED

HUM A NI TA RI A N REL IEF

monthly

2 operating desalination plants 25 000 stationery packs

More than

each year

Source: Gift of the Givers

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A DV ER T ORI A L

WORKING TOGETHER TO TURN THE COUNTRY AROUND

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he coronavirus pandemic has disrupted life, transforming the socioeconomic landscape in South Africa and the world. Recent research from the World Bank shows that an additional 71 million people will be left in extreme poverty in 2020; effectively wiping out the progress made since 2017. Vodacom has designed a new six-point plan to help government rebuild the economy, turn-around the grim prospects and move the economy forward.

Now corporate South Africa needs to come together to support government as it works to rebuild the nation and the economy, whether it be in ensuring access to healthcare or supporting businesses and employees to get back on their feet.

Critically, to respond adequately to this challenge, Vodacom drafted a six-point plan, which is a summary of its Vision 2025 and is aligned to the eight Sustainable Development Goals that the company adopted in 2017/18 as its reporting framework. Digital technology is at the heart of this acceleration as the country rebuilds.

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The six-point plan is in addition to Vodacom’s comprehensive COVID-19 response where, as part of the national collective effort, it made critical information and resources available to help government mitigate the impact of the virus. These include, most notably, Vodacom South Africa’s donation of 20 000 smartphones plus 100 terabytes of data and 10 million voice call minutes to the National Department of Health to help with its COVID-19 testing campaign, and Vodacom’s partnership with Discovery Health to provide free virtual health consultations to the general public to diagnose and treat the virus.

The six-point plan further identified six main challenges preoccupying government: • expansion of the network infrastructure • education • enhancing digital accessibility and literacy for most vulnerable • SMME development • digital adoption • financial inclusion.

HELPING BUSINESS OVERCOME LIMITATIONS In March, the first coronavirus case was announced in South Africa, forcing the country into a hard lockdown in a bid to limit infections. With this came the shift to remote work. Restrictions on work and movement have resulted in leaner budgets, with many businesses struggling to scale digitally in what is now an even weaker economy than at the beginning of the year.

This reality is the harshest for small, medium enterprises (SMEs) who are under immense pressure while having even more limited access to credit and funding. Securing credit would help to buoy SMEs through the recovery phase ahead, particularly for those unable to meet stringent banking requirements needed to access credit through the usual channels.

Small businesses are the lifeblood of our economy, providing the largest, most diverse form of employment and revenue generation across all sectors. This is why it is more important than ever before to support them and ensure that as many as possible recover or remain viable businesses.

Large and innovative companies can do just that. VodaLend is an example of the type of support that can make all the difference. This platform allows SMEs to apply online easily for funding and receive an answer within a few hours, as long as they meet key criteria.

IMAGES: SUPPLIED

Vodacom has committed to assist the government in rebuilding the economy in the aftermath of the COVID-19 pandemic. By TAKALANI NETSHITENZHE, Vodacom Corporate Affairs chief officer

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students. While schools have begun to open again, many have decided to continue with virtual learning in some form or another.

The company’s flagship project, e-School, grew phenomenally during COVID-19. Since the lockdown in March, the platform saw registered users grow from around 900 000 to 1.2 million, demonstrating that parents, caregivers, and siblings are encouraging learners to access educational content online.

Vodacom’s free e-School platform, launched in partnership with the Department of Basic Education in 2014, proved to be a lifeline that the company could not have predicted at the time. It certainly showcases the importance of collaboration for improving and ensuring continuity in our basic education system.

Vodacom’s free e-School platform, launched in partnership with the Department of Basic Education in 2014, proved to be a lifeline that the company could not have predicted at the time.

In South Africa, VodaLend has facilitated loans to over 100 SMEs. Takalani Netshitenzhe

EXPANDING AND FUTURE-PROOFING NETWORK INFRASTRUCTURE Traffic on the Vodacom network increased by 40 per cent as people worked from home and remained connected for longer. In a bid to help customers connect, Vodacom implemented price cuts of up to 40 per cent on its 30-day data bundles and launched a range of free essential services available through a zero-rated ConnectU platform on 1 April. To cater to this demand during the lockdown period, Vodacom invested over R500-million to add network capacity and increase network resilience.

DIGITAL ACCESSIBILITY AND INCLUSION

IMAGES: SUPPLIED

IMAGES: SUPPLIED

A DV ER T ORI A L

Vodacom zero-rated close to 900 sites in education and health, the majority of which are education-related accessible via ConnectU. ConnectU is a zero-rated platform that provides content aimed at social development and offers a variety of essential services free of charge. For example, learners and students enrolled in schools and universities can access relevant information on this platform with no data costs. Vodacom ConnectU forms part of a broader Vodacom Group programme to create a social contract with its stakeholders that will address pressing societal challenges.

The platform went a long way in assisting customers in these tough economic times and ensuring digital inclusion for all.

With the need for social distancing, came the closing of schools and the country turned to online learning to ensure continued learning for

PROMOTING DIGITAL ADOPTION FOR BUSINESS SMEs are the cornerstone of economic development and are a priority area for policymakers. However, a University of Western Cape study indicates that 70 per cent of SMEs fail within five years; a situation aggravated by COVID-19. Vodacom’s preferential payment policy enables the organisation to pay SMEs within three days of invoice submission, thereby helping to ensure their sustainability.

Using big data analytics, Vodacom provided a mobility insights solution for tracking the movement of COVID-19 patients across all provinces. This solution was integrated with censor’s data for improved insights on the social impact of COVID-19. The tracking solution was lauded by Free State MEC of Health Montseng Tsiu for helping that province turn the corner after fears that the coronavirus spread in the Free State would skyrocket following an outbreak at a church service.

What the pandemic has taught us is that collaboration and partnerships are crucial to help address problems and challenges as effectively as possible. The saying goes, “No man is an island”, this is also true of companies. The public and private sector as well as NGOs and nonprofits must work in tandem and support each another to solve the country’s biggest problems. It is the only way we will be able to move past the challenges of today and build the future of tomorrow.

For more information: (+27) 11 653 5000 www.vodacom.com

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LEARNING

UNDER LOCKDOWN ANÉL LEWIS rounds up some of the support programmes corporates have initiated this year

OLD MUTUAL ENSURES CONTINUITY OF LEARNING When lockdown was announced, the Old Mutual Foundation was in the fi nal stages of its new fi ve-year strategy for education, scheduled to commence in 2021. This meant that the foundation had unallocated funds that could immediately be redirected to its COVID-19 response, explains Fikile Kuhlase, head of the Old Mutual Foundation.

As education is Old Mutual’s largest corporate social investment (CSI) portfolio, much of the R50-million that was pledged towards the Fikile Kuhlase company’s comprehensive COVID-19 response was used to ensure continuity of learning.

“It was important for the Old Mutual Foundation to support programmes that would remain sustainable even once schooling resumed. We thus supported the school recovery programmes, noting that our role was critical to ensure that the education system was stabilised as soon as possible so that learning and teaching could continue undisrupted. It was important for Old Mutual to play its part in saving the 2020 academic year,” says Kuhlase.

The foundation was one of several companies supporting the plan of the Department of Basic Education (DBE) to help reach more than 13 million learners through integrated online and broadcast platforms, such as television and radio.

“Education during the pandemic has continued to be received inequitably by learners in our country.” – Fikile Kuhlase,

HEAD OF THE OLD MUTUAL FOUNDATION 18

Old Mutual’s 21 Acts of Goodness programme supported 2020 matrics.

OMNI TAKES A HOLISTIC APPROACH Old Mutual also supported the Dial-aTutor platform, which allows Grade 8–12 learners to access subject specialists via a toll-free number. The 21 Acts of Goodness programme for the matric class of 2020 recognises the massive challenges wrought by COVID-19 this year. Old Mutual is one of 21 organisations involved in this project to uplift matriculants around the country.

Other programmes funded from the R50-million included a nutritional programme, in partnership with the DBE, and the provision of hygiene awareness, e-learning and other learner support materials.

CSI TO BRIDGE THE DIGITAL DIVIDE One constant throughout the pandemic has been the increased reliance on technology – be it for business meetings and social gatherings, or to host virtual classrooms for online learning. With this in mind, DriveRisk donated 30 laptops to the South African Institute of Chartered Accountant’s Thuthuka Bursary Fund. The devices enabled aspiring chartered accountants from disadvantaged backgrounds to access the technology they needed to continue studying during lockdown.

For Omni HR Consulting, a private FET college, the implications of COVID-19 created an opportunity to accelerate the conversion to accredited and credible online learning.

Cindy Londt, Omni HR operations executive, says: “When COVID-19 hit, we were ready for online learning to support our learners without disruption. We saw it as a huge opportunity to penetrate the market and to use it to our advantage to engage with the Sector Education and Training Authorities (SETAs) and the Cindy Department of Londt Education to support the migration to online learning.” Where before there had been only draft policies in place to accommodate online learning, SETAs are now willing to allow online and virtual learning.

Omni places a strong focus on its corporate social responsibility by weaving so-called “soft” life skills and work readiness into its education platforms. Over the past three years, 21 000 students have been exposed to entrepreneurship programmes that will prepare them to work in the retail space or start their own business. “As much as education is the heart of what we do, we are passionate about making a difference in the lives of the people that we serve – our staff, our clients and the larger community.

It is not just about the qualification, it is about making a holistic and positive impact,” explains Londt.

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EDUCAT ION

“Never waste a good crisis – explore opportunities for meaningful contributions.” –

Setlogane Manchidi, Corporate Social Investments, Investec Investec’s Promaths online programme went online during strict lockdown restrictions this year.

INVESTEC EXTENDS ITS ACADEMIC SUPPORT Investec responded by intensifying its existing CSI initiatives to meet the most urgent needs. With education already a core company focus, this was where Investec directed most of its initial efforts.

In partnership with Kutlwanong and Tuta-Me, Investec took its Promaths academic support programme, which would ordinarily serve approximately 4 000 learners in nine centres around the country, online. Says Setlogane Manchidi of Investec’s Corporate Social Investments: “Understanding the impact of our recent lockdown-related school closure on the current matric class, they were the first to be onboarded as part of piloting the Promaths online offering.”

Investec also extended academic support to cover other subjects through the Mobi-Tuta platform, allowing more than 2 000 additional learners to continue

IMAGES: SUPPLIED

ABSA ADOPTS AN INTEGRATED RESPONSE The Absa Group was awarded the Euromoney 2020 Excellence in Leadership in Africa Award for its integrated COVID-19 response for employees, clients, industries, communities and economies on the African continent. “When building a strategic response to the pandemic, Absa decided that the safety and wellbeing of our employees is our core priority because we understand that a successful business is driven by its people,” says Sazini Mojapelo, managing executive: Corporate Citizenship and Community Investments, Absa Group.

By August, it had invested over R76-million towards various humanitarian, health and community support initiatives.

Part of this allocation came from Absa

with their studies. “In the midst of COVID-19, Promaths going online is a representation of hope for more children whose lives will be positively impacted in the near future through this offering,” says Manchidi.

When lockdown restrictions eased and schools reopened under strict COVID-19 protocols, Investec reallocated some of its education budget to the provision of masks and sanitisers for learners returning to the classroom. Manchidi adds: “In all cases, we opted for projects that are enduring, sustainable and replicable (where appropriate) and are guided by strategic intent, rather than philanthropic well-meaning.”

Setlogane Manchidi

“Promaths going online is a representation of hope for more children whose lives will be positively impacted.” – Setlogane Manchidi, Corporate Social Investements, Investec

employees who donated the proceeds of their accumulated leave to make generous cash donations.

“The scale and speed of the closures posed an unprecedented challenge for the local education sector and academic institutions had to fill the void with remote learning solutions,” says Mojapelo.

To support online learning, Absa partnered with Universities South Africa for the procurement and distribution of 1 200 laptops and mobile data devices and the production of lectures for free-to-air radio and TV broadcasts.

The group also secured PPE for healthcare professionals and collaborated with various partners to upskill 1 000 nurses across eight provinces to work in intensive care

Sazini Mojapelo

units. It further supported vulnerable communities by providing food and hygiene goods.

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WIDENING THE NET PUSELETSO MOMPEI looks at how the prevailing medical-related issues post-COVID-19 have redirected CSI spend in the health sector

DISCOVERY HEALTH RESPONDS TO COVID-19 When the COVID-19 pandemic started, South Africa’s prevailing social challenges did not go away. Since the country went into lockdown, the focus has primarily been on relief around COVID-19.

Discovery’s head of Corporate Sustainability Ruth Lewin says that during lockdown the Discovery Fund received many emails from partner organisations communicating that it was a time of extreme distress for them.

“The two key messages received was that their core activities were suspended to address more immediate emerging needs and that planned fundraising events and activities had to be cancelled. This left them with massive funding gaps that threatened their existence,” says Lewin. “So plans were then made to assist organisations in various areas.”

When StatsSA reported that the number of respondents who reported experiencing hunger since the start of lockdown had increased, Lewin says food security became a priority. Discovery employees responded by preparing and distributing 11 650 meals to selected nonprofit organisations (NPOs).

While the pandemic presents a physical danger, mental stress has also increased.

EASING THE BURDEN OF SURGERY FOR CHILDREN Surgery is tough for anyone, but more so for children. The financial, psychological, and physical pressure surgery puts on a child and their family takes a huge toll.

These concerns are what led a small group of paediatric surgeons and others passionate about helping less fortunate children to start Surgeons for Little Lives.

This nonprofit organisation (NPO) relies on help from corporate partners to support young patients needing surgery.

John Jutzen, CEO of healthcare solutions provider Kaelo, says: “Our combined passion and commitment to providing quality healthcare is the reason we support Surgeons for Little Lives.

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“We decided to offer the wellbeing support services from our Healthy Company to identified healthcare workers in our beneficiary organisations,” explains Lewin. “Two virtual group sessions were arranged with each organisation in which stress and anxiety relating to the health crisis was addressed and the coping strategies and safety measures put out by the government were discussed.”

A further initiative was the distribution of an educational video on the effective prevention of COVID-19 to schools. And, several employees in the Digital Channels’ team participated in a global hackathon to develop solutions for COVID-19.

Faced with the prospect of operating in a new normal after the pandemic, NPO principals indicated that they needed support to improve their position to obtain corporate sponsorship. Discovery employees responded by helping to develop business documents, proposals and policies for Orange Farm-based NPOs

“Our support is intended to ensure that Surgeons for Little Lives can continue improving the lives of even more sick children and their families, enabling them to receive a high standard of care provided by highly skilled surgeons.”

Some of the projects include providing play areas for recuperating children and revamping hospital paediatric wards.

Kaelo has provided financial support and donated art supplies to help traumatised, injured or sick children express their pain and fear through creativity. It has been found that play and creativity help children be more positive and recover quicker from surgery.

such as Lusemanzi ECD, Wise Kids ECD and Kganya Day Care, among others.

Known for its use of innovation, Discovery partnered with Vodacom to provide in-home virtual care. Dr Ronald Whelan, Discovery Health’s chief commercial officer and head of Discovery’s COVID-19 task team, explains that digital healthcare technologies played an instrumental role in South Africa’s response to COVID-19 by increasing access to care, improving clinical outcomes and streamlining healthcare delivery. “This partnership has provided access to 100 000 virtual doctor consults for the benefit of all South Africans while social distancing. It has also likely prevented numerous infections among doctors in South Africa, thereby strengthening the health system during the pandemic.”

Whelan says the partnership will go a long way towards alleviating any increased pressure on healthcare practitioners while simultaneously empowering citizens by connecting them to doctors.

Ruth Lewin

Kaelo CEO John Jutzen cycling the 2019 Joberg2c in support of Surgeons for Little Lives

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HE A LT H

2000 litres of medical-grade sanitiser was donated by Sasol, AngloGold Ashanti and Imperial to the NMCH.

NELSON MANDELA CHILDREN’S HOSPITAL The Nelson Mandela Children’s Hospital (NMCH) found that the spirit of #ServeLikeMadiba is especially necessary during this time of COVID-19 when minimising the effect of the virus in its operations presented additional challenges. One of the biggest facing the hospital, which provides healthcare programmes and cutting-edge medical treatment to seriously ill children, was how to continue doing so without jeopardising the health of patients, staff and their families.

Maeline Engelbrecht, fundraising manager for NMCH, says corporate support has been

crucial during this time. “We can continue offering our medical services because of the support we receive from stakeholders and companies who believe in what we do.” She says a consortium formed by Sasol, AngloGold Ashanti and Imperial – under the banner of “Project Nightingale” – donated more than 2 000 litres of medical-grade sanitiser to the hospital and community clinics in Gauteng.

Thanks to this donation, NMCH was able to continue providing the medical care needed to help sick children.

Funding from the Motsepe Foundation, through the Dr Precious Moloi-Motsepe

AECI, together with impact agency Triple Eight, designed and deployed child-friendly hands-free washing stations to Intokoza School in Katlehong.

IMAGES: ISTOCKPHOTO.COM; SUPPLIED; ANGLOGOLD ASHANTI

AECI DONATES WATER STATIONS Corporate giving is always important, but this year it has been vital for keeping communities at risk from COVID-19 healthy and sustainable.

When COVID-19 struck and the ensuing lockdown was declared, the AECI Group’s initial socioeconomic relief initiatives focused on the provision of protective gear to public hospitals and schools.

The company prioritised the communities neighbouring its operations and those of its customers. These spanned the breadth of the country with relief reaching communities in Ekurhuleni, Umbogintwini, Burgersdorp, Dunoon and Bonteheuwel in the Western Cape, across to Musina and Blouberg in Limpopo and Zamdela and Sasolburg in the Free State. Over 180 000 people from 23 communities benefitted directly from the support.

To slow down the rate of infection, resources were funnelled towards improving hygiene in densely populated areas. Interventions were in the form of washing stations at public clinics and schools and fitting of devices at communal taps to avoid transmission.

Further provision was made toward food security as the pandemic

Paediatric Scholarship, ensured that the hospital’s clinicians and healthcare workers on the frontlines of the pandemic received essential training and psychological support.

More than 4 000 pairs of crocs were donated

by Crocs South Africa to provide comfort for frontline feet at NMCH, the Charlotte Maxeke Hospital and Baragwanath Hospital. This donation was spearheaded by the head of the NMCH’s neonatal ICU, Dr Pinky Chirwa.

In celebration of Bastille Day 2020, the French Embassy appealed for funds for PPEs (personal protective equipment), and corporates such as Total South Africa, Leroy Merlin, Saint-Gobain, EDF South Africa (Pty) Ltd, responded generously.

Charity begins at home, says Engelbrecht, and staff at the Nelson Mandela Children’s Fund and Hospital have been donating monthly from their salaries to support the work they strongly believe in. “We will be launching a crowdfunding campaign that will encourage corporates to donate from their payroll-giving programmes. The campaign aims to provide critical care of a globally high standard to all children, especially those with difficult economic circumstances.”

progressed. “We run our own relief programme targeting food security.

We call it iPledge. It’s a crowdfunding model and contributions come from our existing socioeconomic development funds, our nonexecutive directors, our suppliers, shareholders and employees, including the executive. To date, we have raised R3-million and distributed over 10 000 food parcels,” says Mark Dytor, AECI chief executive. “Our target is 12 000 parcels by December.”

Since March this year, AECI has invested R13.5-million in COVID-19 relief initiatives not only in South Africa, but also in a number of the other countries where it operates.

DID YOU KNOW?

The child-friendly hands-free washing stations donated to schools hold a water capacity of 300 litres and consist of thre taps and foot pumps to allow for multi-usage while maintaining social distnacing.

Source: AECI

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GoDigitalSA – children being taught about technology and how apps can change the world.

UNSTOPPABLE GoDigitalSA

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oDigitalSA teaches children how to code, providing them with skills that can be used in the fourth industrial revolution (4IR).

Sandile Mahlaba, GoDigitalSA’s cofounder and patron, says that when the global crisis hit schools and learning in the classroom changed, nothing was going to stop his organisation from working with learners and helping to prepare them for their exams.

The coding being taught in brick and mortar classrooms was taken to the cloud, where GoDigital SA created the iThala Edu Platform on YouTube to help matrics with all their subjects. Most of the lessons are in isiZulu, the home language of the majority of the learners.

The learners watch the livestreams or access the lessons on YouTube, Facebook and WhatsApp. WhatsApp groups were also used Sandile Mahlaba as revision classes.

Mahlaba says that recordings are also broadcast on uKhoziFM every Thursday evening for learners who don’t have access to the internet.

Despite the challenges presented by the pandemic, GoDigitalSA continued with its original curriculum. “We held online sessions introducing the learners to computer science and sessions focused on 4IR skills.”

Reports show that the foundation reaches about 500 children per subject, but Mahlaba explains that this is not necessarily an indication of the total number of children reached, as screen-sharing is common and learners also share videos among themselves.

“The lockdown gave birth to the adoption of social media and other platforms to reach and empower learners.” – Sandile Mahlaba, co-founder, GoDigitalSA

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TRANSFORMING SOCIETY THROUGH TECHNOLOGY “It’s our vision to transform society through technology,” Mahlaba says. “It has given us great joy and excitement to help the learners and community to cope with the changes brought by the restrictions. The lockdown gave birth to the adoption of social media and other platforms to reach and empower learners.”

He is excited about the possibilities that 4IR promises. He says there are many opportunities for young people. “We can change communities.

When children are exposed to technology their lives can change. Imagine them being able to produce technology that changes lives. That makes people’s lives easier? That makes people prosperous. That is part of our vision,” concludes Mahlaba.

COBRA TO THE RESCUE

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aunched just two days before the national lockdown on March 27, Covid Business Rescue Assistance (Cobra), provides pro bono services to businesses in distress due to COVID-19.

IQbusiness, Schindlers Attorneys, Agility, Engaged Business Turnaround, Sirdar Group, Adept Advisory and Envision Advisory Services are among the many companies that have pooled their resources to offer legal, accounting, technology, business and financial advice and support to assist businesses, particularly small, medium, micro enterprises (SMMEs), negatively impacted by the pandemic.

Cobra’s Adam Crake says that retail, manufacturing, construction, hospitality and business services make up the top sectors seeking help. “The main requests are for funding, business rescue, business turnaround and legal help. Over half the requests are for funding less than R100K,” he explains.

Cobra has recorded more than one million impressions via its social media campaign and has reached 500 000 people. And, over 20 000 people have used Cobra’s self-help knowledge

base, for example, webinars and content.

Crake says that 239 businesses received direct assistance from Cobra’s more than 200 subject matter experts from 70 organisations.

“SMMEs have been the largest users, although we have assisted businesses of all sizes including various listed enterprises,” says Crake.

Many manufacturing concerns are SMMEs and, with numerous factories shutting shop, the lockdown could have signalled the death knell for these businesses. “The Southern African Clothing and Textile Workers Union (Sactwu) is leading engagement with us regarding several businesses in distress, which is impacting their members. They have also brought COSATU into the conversation.”

Cobra has been endorsed by Business Unity South Africa (Busa) as part of its response to the economic crisis.

To get future funding for businesses in distress, Crake says that Cobra is talking to each of the banks and to the Banking Association of SA (Basa), although they are reluctant to act in concert due to banking regulations.

“SMMEs have been the largest users, although we have assisted businesses of all sizes including various listed enterprises.” – Adam Crake, Cobra

IMAGES: SUPPLIED

COVID-19 couldn’t stop The GoDigitalSA Foundation from doing its good work in classrooms.

By LYNNETTE JOHNS

More than half of the businesses that reached out to Cobra had not approached their banks for funding. The majority of these businesses have movable assets to leverage as security for borrowing purposes.

Source: Cobra

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THE INNOVATION HUB

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hrough its OpenIX programme, the Innovation Hub has identified, supported, piloted and implemented innovative solutions for SMMEs to address the direct and indirect impact of our recent global economic challenge. Matona Sakupwanya, spokesperson for the Innovation Hub, adds that the hub has also supported the development of an online platform for smallscale farmers to sell their produce. “During

Matona Sakupwanya

lockdown, the hub started an industrial initiative. We supported interventions in the foundry industry through our partnership with the National Foundry Technology Network to aid sustainability and job retention in the sector,” Sakupwany explains.

DID YOU KNOW?

The Innovation Hub is the innovation agency of the Gauteng Province and is a wholly-owned subsidiary of the Gauteng Growth and Development Agency. It was established by the Gauteng Provincial Government through its Department of Economic Development to promote the economic development and competitiveness of Gauteng through fostering innovation and entrepreneurship.

Source: innovationhub.com

STRENGTHENING THE SUPPLY CHAIN

It takes SMMEs 10 minutes to apply for funding on Vodacom’s Vodalend platform.

No need to go in-store, and a minimal amount of paperwork is needed.

BIG HELP FOR SMALL BUSINESS

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elesure Investment Holdings (TIH), a holding company for several insurance companies, has identified 2 100 SMMEs to benefit from TIH’s COVID-19 relief fund. The businesses provide services or products to companies within the TIH group.

At the height of the lockdown, companies, philanthropists, foundations and billionaires donated to the Solidarity Fund, which disperses money to assist in health and humanitarian relief. The fund received R3.16-billion and has allocated R2.2-billion.

Telesure donated R50-million to the fund.

In addition, the Douw Steyn Family Trust, the Steyn Family and the insurance companies

founded by Douw Steyn pledged R320-million for a COVID-19 relief fund.

Of that, a relief fund of R70-million had been established to assist small businesses, which were not able to earn an income during the lockdown, in TIH’s supply chain.

The SMMEs were identified by Auto & General Insurance, 1st for Women Insurance, Dialdirect Insurance, Budget Insurance, 1Life and hippo.co.za, as well as Steyn City Properties and the Saxon Hotel.

“We remain committed to ensuring that our communities are assisted during this crisis and beyond,” says Telesure Investment Holdings CEO Tom Creamer.

ince November last year, cellphone giant Vodacom has been lending money to small businesses with a good financial track record through its VodaLend Business Advice programme.

VodaLend loans up to R1.5-million at a 34 per cent interest rate. The application only takes a few minutes and the loan funds are deposited within 48 hours.

SMMEs need quick and easy online funding options and fast approval decision-making says Quintin van Vuuren, executive head of VodaLend at Vodacom Financial Services.

“Small businesses feel the impact of rapid economic movements more severely than larger corporate institutions.

SMMEs don’t have large cash reserves, or teams of accountants managing their budgets and cash flows. SMMEs can’t afford to waste resources, money and time when applying for business finance.

That is why we focused on providing businesses with an effortless end-toend digital experience when applying for finance,” Van Vuuren says.

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