CSI: The Changing Human Face of Business

CSI

changing The Human Face of Business

Editorial advisors

CSI

changing The Human Face of Business

Digital Society

Inclusion for all

Connecting people and things to the Internet

Vodacom Foundation...........................................................................................................................8 Thought Leadership: Mapping South African Editorial advisors

Poverty alleviation through education Education ecosystem and digital platforms for education.

Future Jobs Finder and Vodacom Kids Lab.

Digital platforms to transform lives Connected Farmer, Smart Buildings, Thetha Nathi and Health platforms.

Empowering women and promoting diversity Mum and Baby, Code Like a Girl, Diversity in the workplace and supply chain.

Financial inclusion M-Pesa, Vodapay, Insurance and Airtime advance.

Editor : Sizwe Zim

Thought Leadership: Top lessons learnt for

Copywriters: Laila Hardy Leigh Callipolitis

Astral Foods Limited..........................................................................................................................20

Sub Editor: Lauren de Beer Designer : Leani Thomson Printing: Business Print Editorial Advisos: Tshikululu Social Investments Publisher : Creative Space Media

Climate smart solutions for our operations and customers Renewables +EE and efficiency solutions for customers.

Reducing waste Equipment devices and plastics.

Smart water practices Smart metering for our operations and customers.

Exxaro ...........................................................................................................................................................24 Thought Leadership: Impact of Covid-19 on the NPO Sector.......................26 Clover Thought Leadership: CSI must change gear to confront the new reality.........................................................................................................................................30 Outsurance.................................................................................................................................................32 Thought Leadership: How the 4th Industrial Revolution and Covid-19 are changing the face of CSI donations...........................................34 Engen..............................................................................................................................................................38 Liberty Group...........................................................................................................................................40 Thought Leadership: Can social entrepreneurship be a panacea to the socio-economic ills post Covid-19........................................44 Africa Tikkun..............................................................................................................................................46

Lonehill

Tshikululu.....................................................................................................................................................50

admin@creativespacemedia.co.za Copyright:

Ready?

Achieve-it ..................................................................................................................................................23

SOS Children’s Village South Africa......................................................................................48

www.creativespacemedia.co.za

The future is exciting.

social investors Covid -19 response........................................................................................18

8 Sheldon Place, 5 Lone Close, (011) 467 3341

Halving our environmental impact

social investors’ response to Covid-19 ................................................................................12 King Price.....................................................................................................................................................16

Sales Team: James Chademana Leeroy Lepere

Planet

Editor’s Note.................................................................................................................................................4 Foreword.........................................................................................................................................................6

Improving the lives of all South Africans

Internet for all Rural coverage, low-cost smartphones and customer segmentation.

CONTENTS

CSI: The Human Face of Business is published by Creative Space Media.

Copyright Creative Space Media, 2020. All rights reserved. Reproduction in whole or part is prohibited without prior permission of the Publisher. All correspondence regarding CSI: The Human Face of Business should be directed to Creative Space Media

Development Bank of Southern Africa................................................................................52 Telkom Foundation..............................................................................................................................58 Vula .................................................................................................................................................................60 General Electric ....................................................................................................................................62 MTN SA Foundation ........................................................................................................................64 Sanlam...........................................................................................................................................................66 Thought Leadership: Measuring and managing impact during the wake of Covid-19......................................................................................68 Capitec...........................................................................................................................................................70 Teddy Bear Foundation ...................................................................................................................71

EDITOR’SNOTE

I

t is at times like these – when we are in the epicentre of a global pandemic – that the significance of CSI cannot be questioned. It is also a time that shines a spotlight on the generous, giving nature

of the majority of society, while paradoxically bringing out the greedy and corrupt nature of a choice few. Despite this, it has been gratifying to see how South Africans, NPOs, civil society organisations, foundations and more have rallied together since March to support those in need.

Just as society and businesses have had to adapt to the effects of Covid-19, so has social investing. As the most unequal society in the world, South Africa has a unique and complex challenge for socioeconomic reform at the best of times. Where more than 80% of our population is poor and vulnerable, the negative impact of the pandemic has exacerbated existing social issues while simultaneously creating new challenges – all of which need to be addressed by the social sector.

South Africa’s reaction and response to a society in turmoil has had its ups and downs. Most notably, it has required a multistakeholder response - a partnering for action if you like – with the Solidarity Fund being a wellknown example. As ‘business unusual’, how do all players work responsibly, ethically and collaboratively to build the new narrative to ensure each other’s survival and find opportunities for growth?

This and many more similar questions have formed the crux of the 2020 edition of CSI: Human Face of Business.

Now in its 12th year, the publication aims to give a snapshot of the latest social investing trends both locally and internationally, while showcasing the many companies and organisations making great strides in the CSI space.

As one of the first publications in Creative Space Media’s magazine stable, CSI: Human Face of Business has always been a perennial favourite with both advertisers and readers alike. We aim to please, and hope that this year is no different, especially in the light of Covid-19 and its devastating effects on South Africa. By working together, we hope to unearth some of the practical solutions required to assist a country in need.

Yours,

Sizwe Zim Editor

4•CSI HumanFaceof Business 2020

Cyril Ramaphosa Foundation is an independent public benefit organisation.

It partners with the corporate sector to improve education, develop skills and grow small businesses.

These are high priorities for socio-economic growth and development.

Partner with Cyril Ramaphosa Foundation for an inclusive and empowered society.

Contact: info@cyrilramaphosa.org

www.cyrilramaphosafoundation.org

Cyril Ramaphosa Foundation

@cyrilfoundation

info@cyrilramaphosa.org

FOREWORD

N

“If we are going to see real development in the world, then our best investment is women”

o one could have imagined at the start of this decade how significantly our world would change in 2020 and the far-reaching impact of

the Covid-19 pandemic.

– Archbishop Desmond Tutu

This novel coronavirus has impacted all of us at a personal level and every sector of society be it the economy, schools, universities, health facilities, business, NGOs and funders.

In South Africa, we have been confronted with decades of inequality, poverty and unemployment, and Covid-19 has not only accentuated this but also significantly increased the burden on individual households, the state, non-profit organisations and the private sector. The recovery period will be long and requires a fundamental rethink of how we respond in the short term, as well as the long-term plan to address structural inequality.

The response to the pandemic has required a decisive and collaborative approach between government, business, social investors, civil society and every citizen of the country to ensure that resources are leveraged, to avoid duplication of effort and to respond to the most immediate and urgent needs, particularly during the first six months of lockdown. Social investors in the corporate sector, local and international funders, community based B-BBEE trusts and individuals across South Africa have and continue to support amongst others, food relief efforts, health systems, assisting the education sector to support learners to reintegrate and catchup as much of the curriculum as is possible, funding organisations that have been at the forefront of responding to the rapid increase in gender based violence and assistance to SMMEs. During this period Tshikululu has had to quickly adapt to many changes to ensure that our team is physically and emotionally supported so that everyone could continue to work with our clients during this difficult period,

impact of Covid-19 on the NGO sector and innovate by launching a social investor Covid-19 map which to date has tracked over R3.3 billion of investments. We have also provided pro bono support to the Solidarity Fund over a six-month period by providing governance, due diligence, impact reporting and administrative support for the humanitarian relief efforts.

We have learnt many lessons during this period, including the importance of good governance, agility, data, collaboration and accountability. Many of the lessons learnt in the social investment sector are shared in this publication and are intended to strengthen our response to the inequality, poverty and increasing unemployment rate in South Africa which will continue to influence our work for years to come.

Thank you to all of our NGO partners, social investors and social investment professionals who have pulled together during this unprecedented time. Our work is far from done and will require greater collaboration during the coming months.

Tracey Henry CEO, Tshikululu Social Investments

continuously share lessons through our various social media platforms, provide funding in support of food relief and psychosocial support for NGOs, research the 6•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 7

VODACOMFOUNDATION

Big corporates should start inventing innovative strategies to address UN SDGs in the post Covid-19 era

By Takalani Netshitenzhe, External Affairs Director for VodacomSouth Africa

W

e are left with less than 10

Covid-19 started as a health crisis, but

years to the attainment of the

quickly snowballed into an economic and

United Nation’s Sustainable

social crisis. The pandemic has drastically

President Cyril RamaphosaandVodacomCEOShameel Joosub.

Development Goals (SDGs), which were

affected the global economy and has

adopted in 2015 “to reduce poverty,

revealed how vulnerable current global

protect the planet and create prosperity

and national systems are in dealing with a

commodity prices and low Foreign Direct Investment

As part of our contribution to the attainment of the SDGs

for all.” While some countries have made

pandemic of this magnitude. No continent

and tourism.

during the pandemic and as we enter the economic

significant strides to meet these goals,

was spared!

recovery phase, Vodacom leveraged its Vision 2025

Covid-19 could be said to be the great

Reports indicate that the highest number of the

Digitilisation Strategy, which was launched in 2016

reset for others. From our vantage point,

Although the reported number of

continent’s reported infections come from South Africa.

shortly after the World Economic Forum, where the

the adverse impact of the pandemic

infections is lower on the African continent

Even though in recent weeks we are seeing exponential

phrase “Fourth Industrial Revolution” was coined. We

has set back many countries’ progress

compared to other big continents, the

recovery rates, there is no denying that South Africa is

have developed a six-point plan, which is a summary of

African continent will surely suffer greater

severely impacted by Covid-19 due to our high inequality

our Vision 2025. We aligned this plan to the eight SDGs

by decades. With this context, it is now

impact due to the existing structural

levels, a sluggish economy prior to the pandemic and

that we adopted in 2017/18 as our reporting framework.

necessary for corporate South Africa

inequalities. The continent’s economy is

the ratings downgrades that started three years ago.

These are some of our contributions to addressing

to design new plans to accelerate the

projected to contract by 5,2% in 2020,

The pandemic has illuminated our structural inequalities

societal challenges during this global pandemic guided

achievement of the UN SDGs in the post

which is the first recession in 25 years,

more than ever before.

by the SDGs:

Covid-19 era.

due to amongst others, the shrinking The lockdown has left most businesses - big and mainly

• E xpanding & future-proofing our network

in achieving the SDGs by years, some

“In the final analysis, Vodacomoperates in societies with high levels of inequality and therefore it is incumbent upon us to collaborate with key stakeholders and come up with innovative solutions to solve the socioeconomic problems plaguing our society in this milieu”

small - reeling on the verge of bankruptcy; more families

infrastructure - Goal 9: The lockdown period resulted

are starving due to loss of income; revenue collection

in many people working from home, and as a result,

is set to shrink; and government debt, if not reined in

we saw data traffic on our network surge by up to 40%.

through prudent spending, may balloon in a few years to

The ICASA assigned temporary spectrum in various

100% of GDP. The economy is now in a severe recession

bands and the R500m that we added in network

as confirmed by a steep contraction in the second

investment at the onset of Covid-19, helped to bolster

quarter of the year. With all these challenges and risks,

network capacity.

it is time for business and government to start working more closely together on the attainment of the SDGs.

8•CSI HumanFaceof Business 2020

• Accelerating support to Governments (eHealth, eEducation) – Goal 3, 4 and 17: In partnership with CSI HumanFaceof Business 2020 • 9

VODACOMFOUNDATION

Discovery, we created a R20million fund to provide free

movement of people. Government hailed our big

virtual doctor consultations to the general public to

data analytics solution for assisting the Free State

diagnose and treat the virus. Furthermore, we zero-rated

government in containing the spread of Covid-19 at a

over 874 sites in education and health, the majority of

time when there were fears that the Province could be

which are education-related accessible via ConnectU, a

the epicenter of the virus. Critically, in partnership with

platform which houses all our zero-rated services.

Samsung, we donated 20 000 smartphones plus 100

• Digital accessibility & literacy for most vulnerable –

terabytes of data and 10 million voice calls minutes to

Goal 4: Our flagship project on literacy is the e-school,

the tune of R40 million to the National Department of

which grew phenomenally during Covid-19. Since the lockdown in March, the e-school registered-users

Health.

• Enabling cashless payments and financial inclusion

grew from around 900 000 to 1,2million, demonstrating

– Goal 8: In South Africa through Vodalend, we

that parents, caregivers, and siblings are encouraging

facilitated loans to over 100 SMEs. As we prepare

learners to access education content on-line.

for economic recovery, we launched a partnership

• Promoting widespread digital adoption for business

with Alipay to enable us to be one of the biggest

- Goal 8: Through our preferential payment policy, we

e-commerce platform providers in the world. This

continue to pay SMEs within three days of submission

partnership will not only enable e-commerce

of invoices to ensure sustainability of their businesses.

transactions for merchants, suppliers and consumers,

• Support through targeted digital adoption – Goal

but will also create jobs in Vodacom alone.

9: Using big data analytics, we continue to work with government to model the spread of the virus and

In the final analysis, Vodacom operates in societies with high levels of inequality and therefore it is incumbent upon us to collaborate with key stakeholders and come up with innovative solutions to solve the socioeconomic problems plaguing our society in this milieu.

Our six-point plan, which is steeped in the UN SDGs, is contributing to solving critical societal challenges, transforming societies and helping government in its quest to deliver a better life for all.

“If you want to go fast, go alone. If you want to go far, go together” – African Proverb

10•CSI HumanFaceof Business 2020

THOUGHTLEADERSHIP

Mapping South African Social Investors’ response to Covid-19

been disrupted and the response has had to focus on the

reach the most vulnerable. The ability and willingness

most basic needs such as food for the most vulnerable in

of funders to participate and fund this emergency

our society.

relief is a critical part of South Africa’s response to the pandemic.

Interventions

Provinces

By the middle of September, we were able to map over

Nikki Griffiths – COO, Tshikululu Social Investments

C

ovid-19 is an unprecedented global health

R3.3 billion worth of pandemic related funding. The

Social investment has been allocated throughout South

largest portion of the funding has been allocated to

Africa, with the majority of funding categorised as

business rescue activities (R1.3 billion) and personal

national spend with country-wide contributions from the

protective equipment (R1 billion). There is, however,

likes of the Solidarity Fund and the Oppenheimer funded

a wide spread of funding that has addressed basic

SA Future Trust.

needs, such as food and water as well as psycho-social

crisis. In South Africa, the pandemic has resulted in an unparalleled response from all

sectors to mitigate the social and economic impact of

support, to assist people to deal with the impact of the

Gauteng has received the most funding from a

pandemic.

provincial point of view, which reflects the traditional profile of funding. Gauteng is South Africa’s most

the pandemic. Since the day President Cyril Ramaphosa announced the national lockdown in March, social investors have played an integral part of the national

The aim of all these interventions was to provide an

populous province and the high spend can be seen

immediate response to an emergency situation and to

in this context. The profile of spend in the Northern

response.

Profileof theSocial Investors

Provinces

At Tshikululu, we define social investors as all entities

R40.3million

or individuals that invest capital, whether through grants or other distribution methods, with the intent of having a positive social impact. The response of

Nikki Griffiths.

R6.6million R44.7million R151million

social investors has been encouraging and inspiring especially given the uncertainty that many social

R3.3 billion has been tracked. Tshikululu has actively

investors are facing themselves. The social investors

approached over 100 social investors requesting their

which have provided funding include businesses,

investment data. While the map currently does not

private foundations, and international development

represent a complete picture of all the social investment

foundations. This structured funding is in addition to

that has taken place, the data that has been mapped

the largely unacknowledged community responses,

has been supplied and verified by the funders, and the

where individuals and community-based organisations

intention is to continue to capture the data to provide a

have responded directly to the needs of their

more comprehensive overview.

R2.5million R62million

communities.

Data

R17.3million

This funding, however, is one dimension of the response by social investors. The work of development partners has fundamentally changed this year. Funders and

In April, Tshikululu initiated a project to map the

development partners have had to change their models,

interventions of social investors throughout South Africa

focus and spending strategies overnight to deal with the

in response to the pandemic. To date, a total of over

pandemic. Traditional programmes of development have

12•CSI HumanFaceof Business 2020

R15million

R9.2million

National (Throughout SA) R3billion

CSI HumanFaceof Business 2020 • 13

THOUGHTLEADERSHIP Cape, North West and Limpopo is interesting. One

The pilot map is available to view at www.tshikululu.org.

reason for the significant funding in these provinces is

za with initial input from social investors amounting to

the contributions from mining companies. In fact, the

R3.3 billion. Tshikululu hopes to get input from many

high spend in the Northern Cape and the North West

more social investors in the coming months and invites

is directly related to social investors from the mining

all social investors/funders to participate. If you would

sector into the communities in which they operate.

like to include your interventions or would like more

Special mention must go to the Anglo American

details about the project, please email datamapping@

Foundation which invested significantly into their

tshikululu.org.za.

“What can you do to make a difference? And why should you do it? (...) the scale of one’s social investments doesn’t matter. What matters is that you operate as a force for good at every scale available to you.”

Richard Branson

communities.

Inconclusion

Intervention

Total

The data reflected and the research behind the map is a

Advocacy

R15.3 million

visual and analytical way to assess and understand the

Business Rescue

R1.3 billion

Care Packs

R3 million

Child Protection Services

R400 000

Communication and Awareness

R10.6 million

Educational interventions

R34.5 million

Food parcels

R245 million

Food vouchers

R10.5 million

Fuel support

R1 million

response to the crisis, a verified source of information that provides a view of what has been done. While it may not paint the full picture as yet, it provides a valuable insight into how the social investors of South Africa responded to a national call for solidarity and reached out to those most in need.

By mapping the social investment taking place in South Africa, this data will prove invaluable going forward in terms of decision making and fund disbursement as the response to the pandemic continues and disaster risk mitigation is planned in the future. South Africa has a responsive, vibrant and committed funding sector and the response to the pandemic has highlighted the work

Health interventions and medical

done by funders throughout society.

supplies

R60.2 million

Operational grants

R23.2 million

Other (unspecified)

R49.6 million

Personal Protective Equipment

R1 billion

Psycho-social support

R2.2 million

School Sanitation

R600 000

glimpse of what is possible when we work together with

Solidarity Fund

R504 million

commitment and focus.

Water distribution

R58 million

As the country begins to focus on recovering from the pandemic and tackling the entrenched inequality and poverty in South Africa, the role of social investors becomes even more important. Can the lessons of responsiveness and collaboration which we have learnt during this time change the way social investors fund and tackle the developmental challenges of our time? The response to the pandemic has provided a

14•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 15

KINGPRICE

King of #MakingADifference In 2012, King Price stepped into the South African insurance industry as the first insurer to offer car insurance premiums that decrease monthly.

T

he fuel that powered this innovation? Our desire

Mergon Foundation acts as a resource partner to

to change lives for the better. Our commitment to

ministries that expand God’s kingdom and bring hope and

#MakingADifference is supported by our vision:

restoration to communities across Africa and the Middle

Lower premiums; Higher purpose.

Above: GradyMondo, whoismentallydisabledandcan’t talk, went missinginJuly2019. Heendedupintheintensivecare unit at SteveBikoHospital, whereanurserememberedseeinga ‘missingflyer’ that MCSAhadpostedonFacebook. Gradyisnow safelyhomewithhismother.

East. The Group established Nation Builder, which inspires and equips the business community to lead in social

Thanks to our unique business model, we’ve been

change through a strategic CSI focus.

able to save our clients nearly R200m in decreasing premiums and assist organisations in need across SA.

The Mergon Group also recently established a gap fund to enable nonprofit organisations (NPOs) to keep

TheMergonFoundation

their doors open during the Covid-19 crisis. The fund addresses sustainability and the distribution of resources.

Our major shareholder, the Mergon Group, has directed

The funding we’ve directed to this gap fund has enabled

more than R500m to charities, via their Mergon

a number of NPOs that feed communities in need to

Foundation, since we launched. The Mergon Foundation

keep their doors open.

is a not-for-profit trust that was established in 1980 and has assisted charities like LIV Village, Learn to Earn, The

Cheerful Givers

In light of 2020 proving to be a challenging year for many

Cheerful Givers is a nonprofit company that focuses on

MSCA in May 2020 to offer financial support. Thanks to

equipping daycare educators in the informal sector with basic skills in early childhood development, which helps to ensure that children are better equipped to succeed during their primary school years. Cheerful Givers also does counselling and rehabilitation and prepares Bible school training programmes.

As a small token of our appreciation for the work that

iCOLLEGE

Cheerful Givers does, we provide assistance in the form

Viva Foundation and countless more.

Because we’re ‘the little guys’ in the insurance industry, we’re committed to helping other ‘little guys’ and education is an important focus for us. This year alone, we’ll contribute R121m to tertiary education by funding scholarships through iCOLLEGE.

Cost in May2020=

COURSES Publicadmin–NQF4 HRmanagement –NQF4 Marketing–NQF4 End-user computing –NQF3

16•CSI HumanFaceof Business 2020

IT: Technical support –NQF4 Call centresupport –NQF2 Project management –NQF4 BusinessadminServices–NQF3/4

LivingKidsSportsAcademy Like all the other organisations and NPOs we support, Living Kids Sports Academy is passionate about what they do. Through playful sports activities, they aim to

and more.

Brave to Love is an NPO that wouldn’t be able to do

They’ve also partnered with Care for Education, provides

fine motor skills, auditory memory, language capabilities

educational resources and training to offer fun-filled educational programmes to pre-schools in Eersterust and Mamelodi, which we proudly sponsor.

trafficking victims across the country. We back the bigMonthlyscholarshipfee

R3,500per scholar

R12million

society and to create a safer community for all.

BravetoLove

orphanages, abuse victims, sex workers and human

6,091scholarships

vision: to serve the most vulnerable members in our

reach as many children as possible and develop their

relief work, serve at shelters for addicts, and support

That’s6,091work-ready* futureleaderswithaccreditededucation *somescholarsarestill busywiththeir courses

this, MSCA has been able to remain committed to their

of food donations and financial contributions.

its work without its volunteer workforce. They offer

Asat May2020

organisations across the world, the King reached out to

We cover: tuition, minimumwage

hearted Brave to Love team with financial contributions.

MissingChildrenSA For the past 13 years, MSCA (an NPO that specialises in

Cost 2020=

R121million

missing persons cases) has worked closely with the SA Police Service, nongovernment organisations and private groups to assist with recovering and safely returning missing persons.

Contact: Marno Boshoff Email: culture@kingprice.co.za Website: kingprice.co.za

CSI HumanFaceof Business 2020 • 17

THOUGHTLEADERSHIP

Top lessons learnt for social investors’ Covid-19 response

By AdamBoros – Head of Social Impact, Tshikululu Social Investments

A

Engagewithgovernment

Regulatorycompliance

Make every effort to engage with government

Don’t forget governance and compliance. All of your

stakeholders, particularly at local level. Government is

decisions must still tick all the right boxes so that your

doing a huge amount across the country, and seeking

audits – once all is said and done – come back clean.

ways to share resources will smooth delivery and improve co-ordination. NPOs should also consider applying for the

Finally, the need will always be far greater than whatever

relief funding that has been made available to them. Help

you as a social investor or NPO can do, but every

is out there, and might just provide the wiggle-room your

effort is an important part of our national response.

organisation needs at the moment.

Perserverence pays – keep at it!

Although the pandemic will eventually pass, its impact will be felt for years to come. Social investors should be thinking about how their work must change going forward. Here are 10 tips to help guide your discussions.

1. Scenarioplanning

t the best of times, South Africa has massive

the Covid-19 pandemic.

Start a financial scenario-planning review on your funding availability, programme expenditure and resourcing requirements (low, medium and high road) over the next 12, 24 and 36 months. If you are a corporate foundation, this scenario planning should be done in direct partnership with the business.

Given the significance of the non-profit sector in South

2. Remainflexible

need for impactful social investment and NPO delivery. The critical role that the non-profit

sector plays in resolving the challenges and inequalities within society has been exponentially amplified during

Africa and Tshikululu’s deep experience in partnering with the non-profit sector and social investors, it was important to understand the impact of COVID-19 from a NPO perspective. This study has resulted in a number

AdamBoros.

of valuable lessons and recommendations for social investors, bolstered by Tshikululu’s experience and

3. Lookat thebroader view

expertise built up over the past 22 years.

Seizetheopportunity

Truepartnershipinaction

Given the severity and intensity of the challenges Covid-19 has created, it is easy to make quick decisions to ‘try to

Everyone is feeling the pressure, but the organisations

help’ in any way possible. Although the instinct is noble,

working on the ground in vulnerable communities are

make sure to think through what you want to do, reach

feeling it more than the social investors making funding

out to other social investors and utilise your resources as

decisions. As an investor, approach everything you’re

effectively as possible. Currently, the areas of food security,

doing with a sense of true partnership and support: don’t

health and education require priority assistance. Here,

make unrealistic demands, remain flexible and always be

some ideas include providing food vouchers instead of

willing to listen as things evolve. Partner organisations

food parcels, assisting with the mental health of NPO

will undoubtedly be in need of funding, but if this isn’t

staff or investing in other health areas that are difficult to

possible find alternative ways to be of assistance, such

access due to Covid-19. In education, the pandemic has

as eliminating grant restrictions, accelerating payment

highlighted the inequality in access to learning resources.

schedules and postponing reporting requirements. For

Social investors and NPOs alike could consider lending

NPOs, it is essential to prioritise the retention of existing

support to interventions that provide access to educational

donors and keep communication channels with investors

resources to learners in both innovative and traditional

open.

ways.

18•CSI HumanFaceof Business 2020

No one knows what the future holds. Build flexibility into your partner agreements to allow for repurposing of funding and the changing of tactics as the pandemic – and its consequences – plays out.

Take time to do some deep thinking about how Covid-19 will impact on your entire sector so that you are better prepared to respond. Debate issues as they arise, and tease out the moral dilemmas inherent in each. Learn from these conversations and share your learnings with other social investors and NPOs alike.

4. Foster resilience The pandemic has required all of us to be resilient in different ways. How can you support your partners and find creative ways to be even more resilient and agile in our new world, whether through technology support, capacity-building activities or other strategies?

5. Makesmart decisions The pandemic’s consequences are going to be with us all for a long time, so be patient. Don’t throw all your funding into emergency responses now, but keep some reserves as things evolve in the coming months and years.

6. Get thebasicsright Assess your founding document to ensure it allows for sufficient flexibility to respond to extraordinary circumstances as and when necessary.

7. Thedataimperative The pandemic has made it even more undeniable that access to data is both the present and the future. Without it, inequality only worsens. How can you strengthen data access for low-income communities and individuals through your social investment initiatives?

8. Driveinclusion The most excluded population groups are usually hardest hit by crises like Covid, and they are often the first to be forgotten when social investment decisions need to made quickly. Always remember to emphasise inclusion throughout your strategies.

9. InnovativeM&E Lockdown restrictions on movement and interaction are an opportunity to explore, test, accelerate and embed innovative evaluation and data collection techniques. Proactively consider low to no-cost options such as social media, apps and community radio to strengthen your impact.

10. Document all learnings Ensure that your organisation is documenting lessons learnt during this time – for your own records but also for the benefit of your beneficiaries, partners and others in the broader social investment sector.

CSI HumanFaceof Business 2020 • 19

ASTRAL knew we needed to devise a number of initiatives that

Astral Foods Limited spreads joy by feeding communities in need With many individuals facing unprecedented hardships since the start of the nationwide lockdown, it became increasingly evident that much relief would need to be given to those most affected by the crippling outcomes that would followthe onset of the Covid-19 pandemic and lockdown.

A

stral Foods heeded the call to give back; after

the management team and staff to investigate areas in and

all, it is those very communities who have

around their operations to find some of those less-known

given us unwavering support over the years

homes, feeding schemes or soup kitchens, as it would be

who are most affected. .

these who undoubtedly would need assistance.

In order to ensure we would be able to assist as many

What Astral soon discovered was that the list of those in

individuals as possible, Astral appealed to members of

need was almost neverending, and because of this we

could be activated across the country, reaching as many people as possible. Among the recipients being assisted nationwide by Astral are 20 children’s homes, 20 homes for the elderly and 32 feeding schemes. These institutions receive much-needed weekly donations from Astral, which are made up of either chicken, chicken soup packs or instant porridge. These are just a few of the ways we have been helping people across South Africa – Because we care.

ChickenandSoupDonations Soup kitchens have been inundated with people seeking a nourishing meal. In order to aid some of these soup kitchens and feeding schemes around the country, Astral, in collaboration with McCain and Crown National, developed a soup pack that would make the task of feeding hundreds of people a day as quick and effortless as possible. Each soup pack contains all the ingredients needed to provide a hearty home-cooked meal – Goldi chicken pieces, vegetables from McCain and herbs and

KayfromMercyAidsdeliveringthechickentothesoupkitchenstheyarerunningintheCape.

spices from Crown National – which can feed around 100 people. To date, Astral has donated more than 6,000 of these soup packs countrywide. Astral also donated frozen chicken portions to various children’s homes, oldage homes and school feeding schemes As well as the chicken and soup packs, Astral donated one ton of Goldi chicken to the South African Chef’s Association for their Mandela Day initiative. Volunteers from Goldi joined a team at the Local Grill in Parktown North, adding the chicken to soup which was distributed to the homeless. This contributed to the 67,000 litres of soup that was distributed nationally on Mandela Day, and we were proud to add our assistance to the initiative and be part of the 309,820 servings supplied.

MaizeMeal Donations In addition to the chicken and soup donations, Astral has also supported the Instant Maize Meal Project.

North West University, together with the Potchefstroom Fromleft: AndyCrocker, MDCommercial; Michael Schmitz, MDFeeds; LindaMoore, Choc;, VanessaBarnard, SheilaRossandColinSmith–Astral Marketingteam.Astral donatedfoodvouchersand porridgetoChoc. Chocprovidesfoodtocancerpatientsinneedwhentheygohomeduringtreatment.

20•CSI HumanFaceof Business 2020

Business Chamber, developed a 5kg instant porridge pack that is able to sustain a family of four for one month.

TiaanAuret, COOfromMeadowFeedsPaarl, assistingat theschool feedingschemewherewe donatechicken.

CSI HumanFaceof Business 2020 • 21

ASTRAL

JohannStrauss, SalesManagerat MeadowPMB,handingoverchickenandporridgetoSandra PillayfromMamaTombi’scommunityproject. Sheisrunningtheirsoupkitchen.

DougieGreavesfromGoldi withtheprincipal, teachersandlearnersat TheEarlyBirdschool.

Dougiedroppedoffporridgefortheschool feedingscheme.

The porridge simply needs to be decanted and mixed

While Astral knows this is just the beginning, we are

with warm or cold water or milk to make a satisfying,

happy to be making a difference where we can. Schutte

nutritious and tasty meal. So far, Astral has purchased

also commented that he was extremely pleased the

1 250 of these porridge bags, which were then distributed

company was able to assist those less fortunate during

to various communities in need.

the lockdown period. We’d like to thank our partners,

Gift CardDonations

McCain and Crown National, as well as all those working tirelessly to make these donations possible.

Together, we can continue to make a difference – b

Astral is aware that not everyone is able to access

ecause we care! Astral has provided more than 1,6

soup kitchens and feeding schemes, and so we took

million meals over this period to those in dire need

the decision to purchase 2 500 gift vouchers from our

during the lockdown.

leading retailers, Shoprite, Pick ‘n Pay, and Spar. These were then distributed around a number of communities in need. Each voucher allows the recipient to purchase food directly from the store they have the easiest access to. This additional initiative meant that even more meals were provided to those in need, while supporting retailers who have also felt the effects of the pandemic.

Tender n Tasty

On top of the many donations to communities in need,

CHICKEN

Astral also provided chicken to their staff and families during this period to thank them for their support and continued hard work. All facilities remained open countrywide throughout the entire lockdown period, delivering an essential service to the country and ensuring South Africans were fed. “We salute our staff at all levels in the business who have continued to support Astral in delivering an essential service to the country,” said Chris Schutte, CEO of Astral.

22•CSI HumanFaceof Business 2020

Website: www.astralfoods.com Tel: +27(0) 126675468 CSI HumanFaceof Business 2020 • 23

EVERY DAY WE POWER BETTER LIVES IN AFRICA AND BEYOND

At Exxaro, we believe in powering better lives in Africa and beyond.

We pride ourselves in supporting socio-economic development in and around our mining communities to drive success. Over the past four years, we have contributed over R226 million towards socio-economic development initiatives in and around our mining communities to uplift our communities and support sustainable job creation. In everything we do, we strive to power better lives in Africa and beyond. www.exxaro.com

THOUGHTLEADERSHIP

funding from either the public or private sector. Some were unaware relief funding was available while others

Impact of Covid-19 on the NPO sector The results of the survey confirmthe significant impact that the pandemic has had on NPOs, with the subsequent lockdown further perpetuating many of these challenges.

benefited from relief in the form of social investment (budget allocations and grant conditions) or top-up funding from donors. In fact, 67 organisations surveyed were awarded funding for Covid-19-specific interventions to the value of R37,305,062.

Usingresiliencetorespond “The world has changed fundamentally. The change has been rapid and ubiquitous, and it has required new levels of resilience from individuals, communities, companies and organisations alike,” says Mandisa Diza, a Monitoring and Evaluation Specialist at Tshikululu.

As one of Tshikululu’s core values, Diza says that resilience refers to the ability to respond to competing priorities with mindfulness, optimism and energy. “It is the ability to adapt and succeed, regardless of the circumstances. Striving to do better every time, pulling

MandisaDiza.

N

TamikaMtegha.

GraemeWilkinson.

AdamBoros.

together and persevering when the going gets tough.

As a nation, such resilience has been needed like never before in 2020,” she says.

on-profit organisations (NPOs) play a vital

“We also wanted to give these organisations an

role in trying to resolve the challenges and

opportunity to share with us, and the broader social

inequalities within our communities and society

investment community, how they were coping with the

at large. The important role they play in South Africa cannot be underestimated.

Tshikululu’sresilienceindex Based on the survey results, Tshikululu developed a resilience index that summarises the overall state of respondent NPOs. “While the pandemic and subsequent lockdown have had more negative impacts on organisations than positive ones, our resilience index demonstrates that most respondents are encouragingly categorised as either strongly or moderately resilient, and are doing their best to ensure that the impact on their organisational sustainability and their beneficiaries is minimised,” says Social Investment Analyst Tamika Mtegha. In fact, 63% of responding NPOs were categorised as being moderately resilient, with a further 31% found to be strongly resilient.

Optimismprevails What this research has also revealed is that despite the negative impact on the NPO sector in South Africa, a sense of optimism prevails. The majority of respondents said they are hopeful about the long-term future of their organisation and their ability to counter the damage.

challenges that Covid-19 presents,” he says.

Thesignificant impact of Covid-19

Tshikululu Social Investments, the country’s leading social investment fund management and advisory firm,

Unsurprisingly, the results of the survey confirm the

has undertaken a survey of over 170 NPOs around South

significant impact that the pandemic has had on NPOs,

Africa to assess the effect that Covid-19 has had on this

with the subsequent lockdown further perpetuating

crucial sector.

many of these challenges.

Thetwinburden

Sixty-six percent of respondents have experienced a decline in income since lockdown and anticipate things to

“We are keenly aware of the twin burden of financial

remain difficult over the next 18 months. In terms of impact

survival in the midst of increasing and overwhelming

on staff, 35% of those interviewed had already taken steps,

need within the NPO sector. As part of our role

such as the temporarily laying off of staff or reducing

in supporting these organisations, we wanted to

working hours, in order to reduce their monthly salary

understand the nuances of how the Covid-19 pandemic

costs (with 10% reporting they had to retrench staff ).

has specifically impacted NPOs during this time,” says Graeme Wilkinson, Social Investment Specialist at

Despite these challenges, approximately 60% of

Tshikululu.

organisations reported that they did not apply for relief

26•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 27

THOUGHTLEADERSHIP

CLOVER

Clover Mama Afrika

Many organisations also reported embracing innovation and/or adjusting to new ways of working to continue serving their beneficiaries. Like most of society, pivoting

CloverMamaAfrikasstandunitedtobethechangetheywanttoseeinSouthAfrica.

during a pandemic helped to keep many afloat.

The Clover Mama Afrika ethos is “Ukwakha Isizwe”, which means “building and nurturing our nation”.

G

“Almost two thirds of respondents interviewed said they expect income to return to 2019 levels in the next three years, with 61% of respondents believing the damage from the pandemic could either be partly or fully

oing on 16 years now, the project has sought to

gardening, egg-laying projects, quilting and mosaic are

achieve exactly this by empowering community

just some of the training they receive and, significantly,

caregivers with viable skills which they can

they are also presented with the necessary tools,

then pass on to others so that they too can earn a

equipment and infrastructure to create an income for their

sustainable income for themselves, their families and

communities on the back of their newly acquired skills.

Recommendationsgoingforward

their communities.

Hugely important to the success of Clover Mama Afrika

Although the Covid-19 pandemic will eventually pass,

Clover Mama Afrika has established a reputation for

partners and sponsors who assist to make it meaningful

its impact will no doubt be felt for years to come. NPOs

being one of South Africa’s most innovative, effective

for so many needy people across South Africa.

and social investors alike should be thinking about how

and sustainable – as well as most awarded – corporate

to (a) respond to effectively maximise social impact in

investment projects bringing tangible benefits to the

With more than a century-long history of serving the

these unprecedented times; and (b) change their work

In terms of scenario planning and sustainability,

people it aims to uplift at grassroots level.

public through a wide range of world-class “way better”

to prepare for and optimally respond to what the future

Tshikululu encourages NPOs (and social investors) to

countered,” says Mtegha.

might bring.

is the open-hearted attitude of the project’s corporate

maintaining Clover Mama Afrika’s status as a corporate

“mamas”, who already act as pillars of strength in their

social investment programme that makes a real difference.

communities. These mamas are incredibly special ladies

In line with its commitment to the programme, Clover also

else, remain strategic, creative and patient.

who already make a difference to the people around

ensures that Clover Mama Afrika meets the highest levels

them and want to empower others to become self-

of transparency and corporate governance.

“At the best of times, South Africa has massive need

sustaining too. Clover Mama Afrika has just appointed

plan management of their reserves over the long-term and to set out low, medium and high road income

Having analysed all of the findings, Tshikululu has drafted seven recommendations in order to build the resilience

scenarios for the next 12, 24 and 36 months. Above all

of both NPOs and social investors.

Some of these recommendations include focusing on real partnerships and prioritising the retention of existing

for impactful social investment and NPO delivery.

This reality has been exponentially amplified during

donors, especially during an economic downturn.

the Covid-19 pandemic. The need will always be far

Communicating with these donors is essential and

greater than whatever one social investor or NPO can

NPOs need to keep them abreast of challenges and

do, but every effort is an important part of our national

successes.

response,” says Diza.

In turn, social investors are urged to approach everything they are doing with a sense of true partnership and support, which includes not making unrealistic demands on NPOs, remaining flexible and always being willing to listen as things evolve. In terms of flexibility, this could include loosening or eliminating grant restrictions, accelerating payment schedules and/or ensuring there are no delays in releasing funds already promised.

28•CSI HumanFaceof Business 2020

dairy and beverage products, Clover is committed to At the heart of the project are the carefully appointed

TshikululuSocial InvestmentsisSouthAfrica’sleadingsocial investment manager. For morethan22yearstheyhavepartneredwithinvestorsto achievesustainablesocial impact for todayandfor generationstocome.

Tshikululuviewssocial investment asanyfinancial commitment, beit grant makingor impact investing, that seekstodrive, enableandmeasure social impact, whichit doesbypartneringwithclients, developmental agenciesandother collaborativepartners. Gotowww.tshikululu.org.zafor moreinformation.

its 47th Clover Mama Afrika. The project currently has

Clover Mama Afrika is a facilitator and an enabler that

27 operating Clover Mama Afrikas who collectively

plays a valuable role in improving living standards and

manages 141 income-generating projects and 39 added-

prospects for thousands of people.

value projects. These formidable women are across all provinces and collectively caring for more than 11,800 children and more than 2,700 elderlies.

The programme sees that they are trained in a variety of essential skills that can then be passed on to other community members. Cooking, baking, sewing, food

Contact Tel: +27 11 471 1400 E-mail: info@clovermamaafrika.com Website: www.clovermamaafrika.com

SUSTAINABLEIMPACTASATAPRIL2020 Total skills training sessions to date

417

Return on investment stands at

179%

47 Mamas

appointed in communities nationwide

141 Incomegenerating projects monitored & evaluated

Collectively

<300

members permanently employed

2 241

Individual training beneficiaries

Skills Transfer To

11 913

communitiy members

25

Prestigious awards won in 15 years

CSI HumanFaceof Business 2020 • 29

THOUGHTLEADERSHIP

CSI must change gear to confront the new reality

By Marcus Coetzee – Management Consultant

B

ack in January, most businesses were pursuing a Corporate Social Investment (CSI) strategy which had been fine-tuned over the years. Then

fast-tracked and implemented at an exponential pace

But CSI strategies should be different from those of

in collaboration with provincial municipalities and

previous years. Here are four propositions to consider

government institutions.

when revising yours.

A focus for many CSI initiatives was frequently

• CSI should contain a mix of charitable interventions

children. Warren Farrer, Executive Director of Do More

aimed at alleviating suffering, and philanthropic

Foundation, says: “When Covid-19 hit us, because of our

interventions aimed at tackling underlying problems.

longer accessing food through ECD centres and schools.

changed. CSI activities pivoted, refocused and were fuelled by adrenalin and empathy. CSI entered crisis mode.

• CSI should not only provide funding; it should also

For many children, this is the only meal of the day.

use some of the expertise that exists in your business.

We worked with our partners to provide seven million

The strategy might also consider strengthening the

fortified meals from the onset of lockdown to now.”

beneficiary nonprofit organisations. These will help ensure that CSI projects are successful.

As we reach lockdown Level 1 on September 21, our

Departments responsible for CSI quickly learnt how to

“new normal” comes into play. We embark as a country

operate remotely without the normal field engagements.

They had to design new models for supporting their projects and the nonprofit organisations they worked

MarcusCoetzee.

communities within the restrictions placed on face-toface contact and the provision of normal services.

Warren Farrer, Executive Director of Do More Foundation

passion around children, we noticed children were no

the pandemic hit South Africa in late March. Everything

with. They had to engage with beneficiaries and

“The hunger situation in our country will be with us for a very long time. While food was not a major thing for us, that will have to scale up.”

According to Vusani Malie, CEO of SIOC-CDT: “Our first focus was to keep our employees safe, so we had

In the main, CSI beneficiaries were either struggling

to insist on complete lockdown of our workplaces. Then

to operate under lockdown or had seen an increased

we teamed up with Kumba Iron Ore and focused on

demand for their services depending on what they

hunger relief and food parcels, and later the provision of

did. CSI was put into a position of trying to mitigate

PPE and medical equipment. We also realised we had

the harm caused by the pandemic in areas such as

to support digital learning in poorer communities, where

domestic violence, food insecurity, homelessness and

learners and teachers didn’t have access to tablets,

unemployment.

laptops and connectivity.”

Remarkable achievements took place during this period.

SIOC-CDT was already working within the beneficiary

It showcased how influential business can be when

communities, but their existing programmes had to

resources are focused on a social problem.

be adapted almost overnight, with new programmes

• CSI should be laser focused. Businesses have

on a new way of living beside the virus instead of hiding

insufficient resources to fix all the problems in their

away from it. It is hoped though the lessons learnt

beneficiary communities. There are too many problems

during the pandemic stay. That the engagement with

to confront. Rather they should do the work that they

beneficiaries continues.

are best positioned to do. This is the only way that they will be able to have a meaningful impact.

Businesses have a clearer picture of how their CSI beneficiaries have been affected by the pandemic and lockdown. They can realistically assess the stark reality

• CSI should involve partnerships with other businesses.

This will provide more rounded interventions.

of the social, economic and environmental problems confronting South Africans. Says Malie: “I visited our

“I think corporates can play a far bigger and more

beneficiary communities over the weekend, and it was

powerful role, and use their capabilities, bargaining

very bleak. We don’t want things to collapse. In the

power and influence for social good,” says Farrer.

future, we will focus much more on social welfare. Our

“Everything we do is based on partnerships and

communities are still in shock. Problems of poverty and

collaboration, and what we’ve managed to do over the

hunger will still be with us for a while.”

past few months is testament to this.”

According to Farrer: “The hunger situation in our country

Businesses can revise their CSI strategies to provide

will be with us for a very long time. While food was not a

a coherent approach to the emerging future. But most

major thing for us, that will have to scale up.”

importantly, businesses can retain hope that their CSI efforts will ultimately prevail in their efforts to make

Furthermore, businesses are also assessing the state

South Africa a better place for all.

of CSI budgets. Many must do more with less. The corporate sector is re-orientating themselves with less

As Malie believes: “I think things will turn around. I think

staff, vast infrastructure changes and new focuses. Their

there are opportunities. We are very fortunate in that.”

budgets are slashed.

30•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 31

Helping SA OUT in its greatest time of need The OUTsurance philosophy has always been about making sure that both clients and non-clients ‘always get something out.’

Whether it comes in the form of a saving, an OUTbonus or through their numerous Corporate Social Investment projects, they are constantly looking for ways to assist.

I

n light of the COVID-19 outbreak, OUTsurance has done even more to help South Africa and minimise the impact that the epidemic has had on the economy. OUTsurance committed R209 million towards a comprehensive COVID-19 response plan

to support the president’s Solidarity Response Fund, assist medical professionals and support their own clients and service providers.

This has been possible through the Helping SA OUT fund, which was announced on 27 March 2020.

“The impact of COVID-19 will be devastating to the economy and to all South Africans, and its effect will be felt for months to come.

As a major South African financial services company, we have a social responsibility to contribute to the fight against this debilitating virus and its devastating economic impact.” said OUTsurance CEO, Danie Matthee.

Helping OUT in communities In order to help stop the spread of the virus in our communities, OUTsurance facilitated the mobile spot

testing of citizens and provided sanitation, food and shelter services through the various charity projects supported by the Helping SA OUT Fund.

sanitising taxis and taxi ranks at key points in Gauteng. This was done with an end goal of protecting frontline workers and ensuring the safer commuting of passengers.

“We are all united in our efforts to flatten the curve, so involving the OUTsurance Pointsmen makes a lot of sense to us. It is a privilege to be able to assist in keeping commuters and the vehicles in which they travel, safe. The health and safety of people doing essential work every day is of critical importance.” said Matthee.

Helping clients stay insured To assist clients who were facing financial difficulties due to the sudden effects of the lockdown, OUTsurance offered discounted premiums of 15% in April and 10% in May to their vehicle insurance clients. Not only that, they

provided reduced excesses for claims during April to June 2020, which included 50% lower excess for business clients and 30% lower excess for personal lines clients.

Qualifying clients were also given the option to access their OUTbonuses to pay for missed premiums, and make temporary amendments to their cover in order to reduce their premiums. “We understand that many of our clients are under immense financial strain during this unusual time. We want them to know that we are here for them, and we will stay true to our brand promise of ‘You always get something OUT’.” said Matthee.

Helping service providers stay in business COVID-19 brought with it financial difficulties for a

Helping staff and management OUT

This involved the sourcing and distribution of desperately needed Personal Protective Equipment (PPE) to the Steve Biko state hospital in Pretoria, as well as sponsoring the PinkDrive and Qhubeka mobile testing projects. Additionally, OUTsurance offered financial support to the Tshwane Leadership Foundation, which provided food and shelter to the homeless.

Over and above protecting jobs, they ensured that some of the OUTsurance staff members who returned to their desks as essential service personnel were protected with the necessary PPE. With the help from SAIL Sports and Entertainment, OUTsurance purchased over 8 000 reusable face masks complete with company branding.

Furthermore, OUTsurance, Traffic Freeflow Tshwane and Gauteng Public Transport and Roads joined forces to take road safety to a whole new level. They retrained and deployed 120 Pointsmen, to provide the critical service of

The purchasing of these masks also meant supporting the South African Fashion Week in its efforts to help fashion designers keep their businesses afloat and pay their staff. “We’re doing everything we can to ensure that our OUTies are fully protected. And we’re especially proud of our efforts when it gives us the opportunity to help small businesses in the process.” said OUTsurance Head of Human Capital, Suren Naidoo.

While there are many uncertainties around job security countrywide, OUTsurance ensured that all of their staff received full payment of salaries during this period.

number of businesses.

Due to this unavoidable reality, OUTsurance went all out to assist their smaller service providers stay in business, by offering financial assistance to those who were impacted by the inability to work during the lockdown.

Along with an interest-free loan programme, the service providers were given early payments for work still to be completed, in order to assist them with the payment of salaries of their staff and the overall survival of their business.

Calling all of South Africa to help OUT OUTsurance is urging the rest of South Africa to help them in their efforts by donating to the Helping SA OUT Fund, or the President’s Solidarity Response Fund to help the government’s fight against COVID-19.

Thanks to OUTvest, OUTsurance’s sister company, much-needed funds are collected through a simple crowdfunding online platform. Individuals and businesses can donate by visiting outsurance.co.za and navigating to their dedicated Helping SA OUT: COVID-19 page.

THOUGHTLEADERSHIP

How the 4th Industrial Revolution and Covid-19 are changing the face of CSI donations

By Sithandile Mpofu – Editor, Social TV

I

succeed. In addition, technology is the ultimate linchpin

Yet, studies show that 103 million youth worldwide still

in better educating the youth overall, to ensure they are

lack basic literacy skills, while in one out of four countries,

up-to-speed with the latest thinking needed to enhance

more than half of the children fail to meet minimum math

the future of the country.

proficiency standards at the end of their primary school studies. This drops to one in three countries at the lower

But access to the required software through digital

secondary level. These are the skills on which the global

devices is also crucial, as businesses in 2020 not only

economy is built.

expect a mindset of constantly upskilling yourself, but also the ability to log into work afterhours, wherever you

Couple that with the impact of the global Covid-19

may be. If your team can only do so via the ‘dinosaur

pandemic to fully understand the gloomy picture we

days’, PCs plugged into your office network, the past few

now face. Strict lockdown measures have seen many

months of lockdown have most definitely served as a

industries unable to return to a physical office and

wake-up call for the need for a fully mobile workforce.

schools are only set to start opening again in the second part of the year. This highlights the importance of UN

Makeatangibledifferencetotech-enablededucation byupdatingtheinterfaceof your CSI donations

Boost thenation’seducation, boost thenation’sfuture

years of use to go. So, instead of sending them off to

As DriveRisk fall in the ICT space, what better way to

Beyond this, education is the ‘gateway’ key that reduces

the recycling depot, rather follow DriveRisk’s example

contribute than to reward those students putting in the

other inequalities as it allows other SDGs to be achieved,

“At SAICA, we aim to contribute towards strengthening

in donating them to a worthy cause. Here’s how the

hard work that it takes to become contributing members

because when people have access to quality education,

the country’s economy by playing a significant and

country benefits when you rethink your CSI donation

of society.

they can finally break away from the cycle of poverty and

leading role in transformation and skills development.

feel empowered to live healthier, more sustainable lives.

For example, the Thuthuka Education Upliftment

t is common company practice to stick to a three-year cycle to update and upgrade employees’ computers and laptops, but many of these devices still have

strategy to focus on the UN’s Sustainable Development Goals (SDGs) of improving access to quality education,

Chartered Accountant, Clair Harris explains that there is

with a particular focus on the role of technology at a time

no denying you only really perform at your peak when

when we need it most.

working on a laptop, something that so many in our

SDG 4, of ensuring equal access for all to affordable and quality technical, vocational, and tertiary education.

country consider a luxury. The Covid-19 pandemic has DriveRisk sits at the forefront of innovative technology,

proven laptops are actually now a necessity, as the world

as one of South Africa’s leading driver behaviour

shifts to a new mode of working remotely.

management companies, with the overall mission to reduce on-road risk for fleet operators and the driver

This is why DriveRisk chose to donate 30 laptops to

community overall. The company does so by developing

the South African Institute of Chartered Accountants’

and providing risk-identifying information coupled

Thuthuka Bursary Fund. Much of the time, their CSI

with preventative forecasting and behaviour-changing

spend is in areas not necessarily chosen by the B-BBEE

solutions, in partnership with Lytx. Not only do they

scorecard compilers. Instead, this tends to be driven by

create focused risk profiles of particular drivers using

operational needs or guided by specific legislation. But,

video and caller reports, so fleet operators can establish

as their laptop donation was a socio-economic one,

an accountable, structured, proactive solution to driver

DriveRisk was able to choose between a wide range

management, but DriveRisk is also the original innovator

of beneficiaries. Clair says: “Naturally, as the CFO and

of the Report My Driving programme on a structured

financial accountant, we chose a programme close to

commercial platform.

our hearts – that of supporting aspiring CAs.”

These solutions have transformed fleets across the world

This speaks to the importance of giving back beyond

to be safer and more efficient, increasing productivity

boosting corporate social responsibility to make a real

and, as a result, increasing their profit margins. But

difference to the country’s youth through improved

DriveRisk’s goal has been to move away from merely

access to quality education, with a focus on technology.

‘paying up the money’ to achieve certain B-BBEE points,

Because with the Fourth Industrial Revolution well

to rather see the difference they are making to the

underway, there is no denying the importance of

beneficiaries of their CSI payments.

practical digital skills in addition to the theory needed to

34•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 35

THOUGHTLEADERSHIP

Fund (TEUF), which offers education-focused and

To date, our bursary, in particular has supported over

community-based projects to learners and students

3000 students, and has achieved excellent results

alike from disadvantaged backgrounds, was launched

ranging from more than 900 BCom degrees to 600

in the Eastern Cape in 2002 as a pioneering initiative to

honours degrees, with 791 beneficiaries currently

promote transformation in the profession. Today, it is a

completing the CA(SA) training programme and over

well-established and successful national transformation

1020 having qualified and registered as CAs – an

initiative,” explains Nthato Selebi: SAICA Project

incredible achievement, considering that it takes a

Director for Transformation and Growth.

minimum of seven years to qualify. But following this

Your turntogivebacktothosewhoneedit most

path is not easy – that’s where you come in.”

“Now, access to technology is a core aspect of this drive

“Through Thuthuka, high school learners are

to support our students and ensure no student is left

encouraged to select mathematics as a subject, as

behind. Because sadly, while technology has changed

one of the major steppingstones towards a career in

the working world as we know it, much of the country

finance. In order to improve the subject’s pass rate,

still does not have access to the hardware that provides

we also identify the most gifted maths learners to

access to the Internet. Many disadvantaged students

apply for a bursary from the Thuthuka Bursary Fund

only have access through libraries and educational

with messages that “maths matters” and to “choose

institutions, which have closed under lockdown, making

CA(SA)”.”

it impossible to use this time at home productively. “

36•CSI HumanFaceof Business 2020

“In solidarity we stand. We must always put our people and their lives front and centre. We must mobilize necessary resources, stick together in collaboration, and do whatever it takes to protect our people’s lives and health.”

President Xi

CSI HumanFaceof Business 2020 • 37

“If you want to go fast, go alone.

If you want to go far, go together.

WORKING TOGETHER FOR GOOD.

“

– AFRICAN PROVERB

A branded spaza shop with Covid-19 information.

Ensuring South Africans are Number One has always been at the heart of the Engen brand.

The Covid-19 pandemic has inspired us to do more.

WHAT A YEAR 2020 HAS BEEN The Covid-19 pandemic has highlighted the need for corporate social investment (CSI) more than ever. Never before has our country seen businesses and organisations work together at this scale to help improve the lives of SA’s most vulnerable people.

The onset of Covid-19 meant we needed to do more. Working together with partners has enabled us to reach and impact the lives of many South Africans, and it’s a relationship we’d like to continue to grow moving forward.

However, uplifting South Africans’ lives has always been central to the Engen brand, with various initiatives aimed at providing opportunities and services to those in need.

WHAT ARE WE DOING TO HELP MAKE A DIFFERENCE? MATHS AND SCIENCE SCHOOLS With an ethos of enriching lives for a sustainable future, Engen Maths, Science and English Education Centres were established more than 30 years ago. These learning centres offer intensive tutorials in Maths, Physical Science and English to underprivileged learners in Grades 10 – 12. The programme is delivered to more than 1 600 learners annually. In 2019, we accomplished an average pass rate of 96% compared to national schools’ 81% overall pass rate for matrics.

Most recently, Vodacom has offered online zero-rated data fees to all South African learners, which together with other digital e-learning platforms assisted the Engen Maths and Science Schools (EMSS) with their studies during the Covid-19 lockdown. Engen is in the process of converting the EMSS centres to include digital and e-learning methods for future.

CARING4GIRLS PROGRAMME Engen has donated R2.5 million to the Caring4Girls Programme which provides female learners with sanitary towels to keep them in school during their monthly cycles.

This initiative is run through the Imbumba Foundation and will be implemented in 30 schools across SA, supporting over 12 500 girls and distributing a total of 1.5 million sanitary pads.

THE SAFE PROJECT Heeding a call from government, Engen has partnered with the Nelson Mandela Foundation and the Department of Education on the Sanitation Appropriate For Education (SAFE) initiative, which aims to eradicate pit latrines in schools across South Africa. So far, Engen has pledged R2.5 million to this worthy cause.

DEALER OUTREACH The Dealer Community Partnership Programme (DCPP) is a partnership between Engen and service station dealers. It aims to contribute to the development of disadvantaged communities through the funding of initiatives that uplift, educate and support communities that surround Engen service stations. Recently, the DCPP shared the love by distributing food parcels. To date, they’ve donated 6 350 food

parcels in Diepsloot and over 3 000 to other communities in the Gauteng area.

GRADUATE PROGRAMME Our Graduate Programme is aimed at exceptionally talented, previously disadvantaged young people. By developing qualified talent through mentorship, coaching and essential business skills, graduates are equipped to fill vital entry positions and kick-start their careers.

This is offered as a 2-year programme that supports their field of study and correlates to Engen’s core business.

ENGEN CSI RESPONSE TO COVID-19 Ensuring South Africans are Number One has always been at the heart of the Engen brand. The Covid-19 pandemic has pushed us to go even further. We’re working together with various partners to bring relief across the country.

SOLIDARITY FUND

We’ve contributed R1 250 000 in support, with our staff members also contributing out of their own salaries.

SPAZA SHOP BRANDING We’ve partnered with spaza shop owners across the country to brand 35 spaza shops with Covid-19 safety messages and provided sanitisers and masks.

The key safety messages were in local languages, driving the importance of strict hygiene habits, social distancing and staying at home.

FOODFORWARD SA PARTNERSHIP FoodForward SA works with corporate clients to collect excess food and distribute it to old-age homes, orphanages and non-profit organisations (NPOs) in need. Engen provided fuel sponsorship to the value of R1 000 000 to enable extra reach.

GIFT OF THE GIVERS PARTNERSHIP We’ve partnered with Gift of the Givers to distribute food parcels to communities around our refinery in Durban. We’ve also pledged R2 million in fuel support and donated R500 000 towards medical testing kits.

Food parcels being distributed in partnership with Gift of the Givers to child-headed households.

Residents can now enjoy clean drinking water from JoJo tanks donated by Engen and Gift of the Givers.

DEPARTMENT OF HEALTH CONTRIBUTION In our effort to help the government, we’ve contributed R1 million worth of fuel to power emergency response vehicles (ERVs).

An Engen dealer distributes food and blankets in Diepsloot.

Joining hands with the Imbumba Foundation to provide sanitary towels to girls in rural areas.

WATER AND SANITATION RELIEF Engen and Gift of the Givers have joined hands to provide water relief to the Mooiplaas community in Kwamakazi in the Eastern Cape. The community has had no access to clean water for a very long time and with the Covid-19 pandemic, the need has intensified.

Stepping in to assist, Engen donated JoJo tanks as well as face masks and food parcels to over 250 vulnerable families.

R11.2

MILLION COVID-19 RELIEF TO DATE

R1 250 000

SA Solidarity Fund (Engen contributed with staff.)

R1 380 000 Communities

R8 632 343

Education and awareness

In total, they’ve delivered over 40 Jojo tanks to communities around South Africa to provide clean water and sanitation to over 5 600 people in need.

SUPPLYING PERSONAL PROTECTIVE EQUIPMENT Engen has spent R1.4 million in distributing personal protective equipment (PPE) to various communities and beneficiaries – including 4 depot communities, EMSS personnel, students and Engen staff.

A breakdown of our contribution to the Covid-19 relief efforts to date.

LIBERTYGROUP

Humility and educational empowerment should be the ‘new normal’ for corporates

In the 2019 Report to Society, Liberty outlined its plans

The ongoing partnership between Liberty and the

and progress in promoting quality education across

Kutlwanong learning centres in KwaZulu-Natal and

South Africa, focusing on maths, Sscience, English and

Gauteng has for the past seven years continued to

financial literacy education projects, through various

focus on providing learners with extra lessons in a

strategic partnerships and programmes, and through

variety of subjects, to ensure they succeed in passing

its employee volunteerism platform. Last year alone, the

those subjects. As an NGO, Kutlwanong also provides

company invested more than R40.7m rand to benefit

teacher development and career path programmes

more than 91,000 students country -wide.

and is currently reaching 63 schools between the two provinces with its classroom-styled programme.

“Education allows us to give people the skills and tools

Liberty knows that showing a commitment to society and humanity through corporate social investment is one way for corporates to continue supporting communities, especially during a pandemic. Businesses need to continue playing their critical role in helping people, and it’s time to adapt to our ‘newnormal’.

A

they need to compete, to become better with their

For learners who are unable to attend such extra classes

finances and to pass that learning onto their children.

in person – even more so during the Covid-19 lockdown

Liberty has always prided itself on helping people to reach

– TenFold Education App in partnership with Mindset

their financial freedom through education,” said Matjila.

NPC is for learners wanting to access online learning programmes. TenFold has enjoyed growing subscription

“Liberty’s purpose is to improve people’s lives by making

across the country since its launch last year.

their financial freedom possible. It’s been proven s the world comes to terms with the crises,

repeatedly that a major catalyst to being successfully

For online lessons, learners respond more

responding with humanity is what transforms

included in the formal financial system is education.

enthusiastically to lesson information that is packaged

a business into a truly trusted partner.

With education, they are able to play their part in the

and distributed in digestible format. To sustain their

Companies must be there for their clients and their

economic activity of the country, they are also able to

attention and also help them save mobile data, TenFold

communities, even if it means a cost to themselves.

better manage their personal finances, and can pass that

provides hundreds of hours of instructional video

The Covid-19 pandemic has shown that no one is

learning on to their family, spouses, children and friends.

content, divided into targeted, bite-sized chunks,

immune to the harsh emotional and economic realities

We are a part of Africa, part of South Africa, and we want

focusing on specific maths or science principles.

that have ensued. The significance of the supportive

this country to be great, and one of the main challenges

The investment in education extends across the

role that corporate social investment (CSI), nonprofit

to that is children not having access to education,” said

spectrum of needs. The Liberty Community Trust (LCT)

organisations and civil society play has never been

Fourie.

funds projects within the schooling system which

more apparent. We’re all in this together, and we all

NomaxabisoMatjila.

JeanneFourie.

have to stand up and play our part in keeping the most

Even before the pandemic, Liberty’s CSI strategy has

vulnerable among us afloat while we continue seeking

always been about sustainable development – meeting

new ways to uplift the youth, and drive hope in the face

the needs of the present generation in such a way that

of uncertainty. Those organisations with the means and

future generations are similarly enabled.

the platform can make a difference in mitigating the impact on the most vulnerable during the pandemic

“We want to do our bit to empower our communities,

and sustaining the historic gains to society of such

transform South African business to better reflect the

investment, beyond the pandemic.

people within our society, reduce inequality and enable young people to learn how to create value for future

For Nomaxabiso Matjila, Liberty’s Lead Specialist

generations,” said Matjila.

for CSI, and Jeanne Fourie, Lead Specialist for Sustainability, times of crisis are when corporates

The key to successfully achieving these noble goals

are called on to demonstrate their humanity. “This

is education, according to Matjila, which is why

isn’t a passing movement. Corporates have to visibly,

education and literacy programmes remain central

authentically and sustainably connect and respond to

pillars of Liberty’s CSI projects. “Liberty’s investment

the realities experienced by the communities with in

in the communities in which it operates has for many

which they operate. They must show what they stand

years proudly been focused on education,” said

for and commit to their communities,” said Fourie.

Matjila.

40•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 41

“Education is both a tool of social justice as well as a fundamental driver of economic development”

LIBERTYGROUP

– Kevin Rudd address foundational phase literacy, projects to enhance learners’ career development and to improve school leadership and governance.

“LCT’s relationship with Partners for Possibility aims to help enhance school administration. This could be in

programmes. We want the learners of 2020 to pass, and

the form of mentorship for principals in respect of school

if that means supporting the organisations that give them

leadership or supporting an individual school to solve a

PPE (personal protective equipment), that’s where we’ll

specific problem it faces,” said Matjila.

redirect our funds,” she said.

Internal employee-volunteering initiatives are also a

“We are still continuing our support, just in a different way.

key priority, she explained, where Liberty’s own “CSI

Our hope is that all corporates’ social investment projects

Champions” select personal projects to benefit their

can continue their level of support despite the constraints

communities, launching collection drives for essentials

imposed by the pandemic and that our collective efforts

such as school shoes and sanitary pads for the learners

make a difference in supporting and transforming our

who struggle to access them.

society through these times,” she concluded.

As 2020 draws to a close, it has become clear that the

Liberty Group Ltd is a Licensed Insurer and an

pandemic has created challenges for corporates being

Authorised Financial Services Provider (FAIS no 2409).

able to continue with their usual projects. With schools having been shut down for an extended period of time, and the national lockdown resulting in closure of NGO facilities and general logistical difficulties, Matjila said her team had to think of creative ways to ensure their chosen social investment initiatives maintained their pace and impact. She is confident they can meet this challenge, even if it means redirecting efforts to help beneficiaries in responsive and innovative ways.

“While certain projects may be put on the backburner for now, we will, for example, help the Department of Basic Education with fast-tracking learners’ catch-up

Tel numbers: Tel: 0860 456 0860 789 456 / +27 78911 /558 +274871 11 558 4871 E-mail address: E-mail: info@liberty.co.za info@liberty.co.za Website: www.liberty.co.za Website: www.liberty.co.za

Note from Liberty: In 2020 Liberty launched the #DriveHope campaign. #DriveHope is over and above Liberty’s CSI initiatives, it is focused on performing random acts of kindness. At first, the #DriveHope Squad wanted to help people internally. Staff would nominate people from the office who needed help or ask that they nominate people in their communities who were suffering and had basic needs that just weren’t being met.

By July 2020, 4677 people had been directly impacted, with an estimated 3111 others, from relatives of those people to community members, who indirectly benefited. #DriveHope was always about the person next door, the friend in need.

42•CSI HumanFaceof Business 2020

The #DriveHope Squad want to be able to provide help, to make a real tangible difference in the lives of others who need immediate help. People have truly been touched by these efforts, and recipients are also trying to pay-itforward by nominating others. Whether it’s the gratitude and hopefulness of the nominees or the altruism of the people making the nominations, we at Liberty have seen the inherent goodness of South Africans, and we want to keep this going. To nominate someone in need of hope, keep an eye on Liberty’s social media channels for when nominations are open.

THOUGHTLEADERSHIP

Can social entrepreneurship be a panacea to the socio-economic ills post Covid-19 pandemic?

underserviced areas and develop solutions that can

development. Because social entrepreneurship is rooted

help to mitigate the impact of climate change and other

in addressing the needs of the community, it puts them

challenges such as water shortage and wastage.

at the centre of the development agenda and ensures

Africa has been identified as one of the parts of the

that the community is not only confined to being

world most vulnerable to the impacts of climate change.

consumers, but also wealth creators. The days of the top

Closer to home, South Africa is classified as a water

down approach where government and big business

he outbreak of the coronavirus pandemic

scarce country, yet 37% of the country’s clean water is

were the all-knowing benefactors are gone – social

is having far-reaching social and economic

lost through leaks from ageing infrastructure, according

entrepreneurship is now putting communities in their

implications that has sharpened the

to a 2017 GreenCape market intelligence report. South

rightful place: in the driving seat.

By Vovo Ngcwabe – Head of CSI and Stakeholder Management , Barloworld

T

“The socio-economic challenges that South Africa is facing provide fertile ground for the growth of social entrepreneurs who can develop sustainable solutions that will help to address the unique challenges facing their communities, while simultaneously growing sustainable and profitable businesses.”

economic disparities, accelerated the already spiraling

Africa is surrounded by an expansive coastline spanning

unemployment rate and further deepened the levels of

more than 3,000km, however, this rich and diverse

Barloworld Mbewu, a development programme designed

poverty.

marine resource is threatened by pollution which

to power the growth of social enterprises in South Africa,

undermines the ocean economy that benefits many

has been recently launched by Barloworld. Since its

communities.

inception, it has enabled social entrepreneurs who are

There is consensus that the impact of the Covid-19 pandemic and its effects on communities will continue

active in the automotive space, agro-processing and

to haunt us for a foreseeable future. The statistics on the impact of Covid-19 on the economy makes for

VovoNgcwabe.

grim reading. According to the National Treasury, the economy is expected to contract by 7.2% in 2020. The

some of the world’s biggest problems by utilizing the

economy has already shed 3 millions jobs, and women

latest technologies and innovations to make a positive

accounted for 2 million of the jobs lost.

impact in communities. Making money is not enough for them. They need to add meaningful value to the world.

The bleak economic projections do not bode well for

Social enterprises can fulfil an urgent desire to work

the country’s prospects to generate much-needed

with purpose and align people’s efforts with their values.

employment opportunities, increase tax revenue for the

By harnessing the power of technology and innovation,

fiscus to fund the growing social welfare system and

resourceful social entrepreneurs can make a meaningful

address the infrastructure backlog and extricate millions

impact that will improve the welfare of the communities

of people from grinding poverty.

they operate in and beyond.

The socio-economic challenges that South Africa is

The conscientious Millennials, unlike the previous

facing provide fertile ground for the growth of social

generations, are driven by a sense of purpose over

entrepreneurs who can develop sustainable solutions

reward or profit motive. They seek to be agents of

that will help to address the unique challenges facing

change and always seek an opportunity to contribute

their communities, while simultaneously growing

meaningfully towards the betterment of their

sustainable and profitable businesses.

communities.

Social entrepreneurs are a growing number of

Social entrepreneurship can serve as an outlet that

conscientious entrepreneurs who are focused on solving

allows them to plug service delivery challenges in

44•CSI HumanFaceof Business 2020 44•CSI HumanFaceof Business 2020

These are some of the examples where budding

farming, as well as the medical field, among others.

entrepreneurs can develop scalable and sustainable

The Barloworld Mbewu programme will seek to build

solutions to address these challenges, while earning a

a network of key stakeholders, both public and private,

return on their investment.

to support the growth of social entrepreneurship in the country.

The new normal that has been ushered in by the outbreak of the Covid-19 pandemic presents us with

Social entrepreneurship fosters a more inclusive

an opportunity to overhaul the existing funding regime

participation in the economy and gives communities a

and develop innovative and customised funding models

sense of ownership, which goes a long way to curtailing

and facilities that will cater for this emerging form of

vandalism of infrastructure and wasteful expenditure

enterprise.

by the state. This holds true for a growing number of communities that are slowly taking charge of their

In a bid to level the playing field, government has

development agenda.

promulgated broad-based black economic empowerment legislation to compel companies to plough back in

As our society grapples with how it will reverse the

economically marginalised communities and give black

impact of the Covid-19 outbreak, it is prudent and

and female-owned companies a leg up through a range

sensible that social entrepreneurship should be

of interventions such as equity ownership, enterprise

prioritised. Government should create an enabling policy

development and corporate social responsibility.

framework that allows social entrepreneurs to thrive, while organised businesses and development funding

The economic landscape is slowly changing and we are

institutions should develop innovative ways of ensuring

beginning to see the green shoots where communities

that this emerging sector is incubated and enabled to

are increasingly playing a central role in local economic

reach its full potential.

CSI HumanFaceof Business 2020 • 45

AFRICATIKKUN

Africa Tikkun AfrikaTikkun’sagilityduringlockdowndemonstratesabalancebetweenrelief effortsandlong-termvisioning.

“I

was fresh out of school, had no work

our beneficiaries and their families, partnering with

experience and was all by myself,” says

community-based organisations to ensure food, masks,

22-year-old Rosinah Mogale, a graduate of

personal hygiene supplies and other necessities reach

Afrika Tikkun’s Career Development and Placement

those who need them most. We also transitioned some

(CDP) Programme. “Afrika Tikkun helped me become

of our programmes to online learning platforms.

Afrika Tikkun’s primary objective is to reduce youth unemployment and child poverty in South Africa, by tackeling the socio-economic drivers that make it difficult for young people to access the economy as productive citizens.

360° cradle to career Model

empowered and independent. I learnt a lot about child protection and I am proud to be an advocate of the

Children and young people who participate in Afrika

practice.” After an eight-month stint a caregiver role,

Tikkun’s programmes across its five community centres

Rosinah was offered the opportunity to work as a junior

countrywide are forever changed. In 2019, we reached

administrator under the Youth Employment Service

more than 12,000 young people, and matriculation results

(YES) Programme.

were at an all-time high at 92%, with 50% of our 2019

Our 360° Social Support Services (SSS) programme focuses on the specific developmental and age-appropriate needs of children and young people aged 2-35 years.

These services are divided into core and support programmes.

leaners receiving university exemption. This year, just Rosinah is one of the almost 5,000 young people

over 8,000 young people are registered. We feel equally

registered on Afrika Tikkun’s CDP Programme for 2020

passionate about providing curriculum support and

and one of the 760 to have been placed in an economic

technical skills as we do about providing social support

opportunity as a result. Our vision is to enable the

such as basic healthcare services. We also implement

economic empowerment of young people in South

a programme dedicated to supporting families with

Africa by tackling the socioeconomic drivers that make

children living with disabilities.

it difficult for them to break away from the cycle of poverty. It’s been a decade since Afrika Tikkun launched

We believe in the power of education to move families

its Cradle to Career 360° model of development, taking

and whole communities out of poverty and, going

young South Africans on a journey of support from early

forward, aim to work harder than ever to counteract the

childhood nutrition and development through education

disruption in education caused by the lockdown.

IMPACT STATS

and into workplace readiness. It’s a model premised on

8 860

young people registered at Afrika Tikkun

young people registered for CDP

4 843

the notion that children well prepared over the course of their formative years, from early infancy to young

1 208

young people registered for ECD

young people registered for CYD

2 809

adulthood, are better equipped to successfully find employment or have an above-average entrepreneurial potential to start their own small business.

While keeping this vision foremost in our minds, the

Contact us to find out more about our programmes and ways in which you can partner with us.

Website: www.afrikatikkun.org Tel: +27 11 325-5914 E-mail: info@afrikatikkun.org

Afrika Tikkun’s primary objective is to reduce youth unemployment and child that saw us convert our community centres intoin South Africa, by tackeling the socio-economic drivers that make it poverty distribution points where, to date, we’ve distributed more difficult for young people to access the economy as productive citizens. than 74,000 food parcels. Throughout the lockdown Covid-19 pandemic brought out an agility in our work

we have remained a constant source of support to

46•CSI HumanFaceof Business 2020

360° cradle

meals served at our centres

604 381 426

young people placed in employment opportunities

individuals received 360° Social Support Service

2 744

Afrika Tikkun Alumni members

2 790

Contact us to find out more about our programmes and ways in which you can partner with us. www.afrikatikkun.org | Tel: +27 11 325-5914 | Email: info@afrikatikkun.org

Family-likeCare

SOSCV

The Family-like Care model comprises four principles that include a mother (each child has a caring parent), brothers and sisters (the family ties grow naturally), a

SOS Children’s Villages South Africa For more than 30 years SOSChildren’s Villages South Africa (SOSCVSA) has been caring for children who have lost or are at the risk of losing parental care.

S

OS Children’s Villages is an independent, nongovernmental organisation that advocates for the rights of South Africa’s most marginalised

children. We offer loving, family-like care for children and young people who have lost or are at risk of losing parental care. Established in 1984, SOS Children’s Villages South Africa has 11 programmes across eight provinces.

Our Vision Every child belongs to a family and grows with love, respect and security.

Our Mission We build families for children in need, we help them shape their own futures and we share in the development of their communities.

Howwework At SOS Children’s Villages, we believe that children can develop to their full potential only if they have a supportive and protective family environment. We work to make this a reality. At the core of SOS Children’s Villages programmes is the individual child who has lost the security of a well-functioning family. What is best for the child guides our work. We focus on each child’s care, education and health and we encourage children to actively take part in the decision making that affects

house (a secure place to grow up in) and a village (the

and families across the country.

organisation. Upon finishing her matric, Nobuhle went to

Psychology. She studied further towards her BA Honours

Social Sciences majoring in International Relations and

environment. It is not the only form of alternative care,

in International Relations at the University of Pretoria.

but we believe that it provides a supportive environment

I am thankful to SOS for having “created a safe home for me, and

for children to thrive, and that it should be a central component of our child protection system.

FamilyStrengthening

taking away all the fears I had in

”

life before SOS CV.

We work with disadvantaged families in order to prevent crises that can lead to family breakdown. We offer various

SOS Children’s Villages South Africa supports more

forms of support to strengthen and stabilise them, so that

than 700 children in nine villages across SA, with more

ideally children can grow up in their own families. The

than 4,000 families being supported in the Family

objective is to build on the skills and capacity of biological

Strengthening programme.

parents, SOS families, social workers and other care givers within the community and to ensure that children enjoy positive and caring relationships.

When children can no longer live with their own families,

also support foster families who provide stable and

programmes provide life-changing support to children

the teachers from their school introduced them to the

Family-like care involves recreating a supportive family

Our model of care at SOS Children’s Villages is seen

Each year our Family-like Care and Family Strengthening

Nobuhle and her siblings came to SOS CV after one of

the University of Cape Town, studying for a Bachelor of

we provide quality alternative care, for instance an SOS

combines elements of residential care and foster care.

provided for her for more than 10 years.

SOS family is part of the community).

their lives.

as a distinct form of alternative care it is unique as it

Children’s Villages SA for the loving home they’ve

family, in which the love of a caregiver is essential. We consistent care to children who cannot remain in their biological family and for whom this form of family-based care is considered the best option.

Short-term solutions may be offered in crisis situations.

And through advocacy, we aim to highlight the need for governments, decision makers and other stakeholders to improve the quality of care for all children in South Africa.

It is our aim to raise well-rounded children, to create adults who can go forth in the world with confidence and self-sufficiency. There are countless stories of children who go on to live fulfilling lives both personally and professionally and start their own loving families.

One such young person is Nobuhle, the former SOS Children’s Villages beneficiary from one of our programmes wrote an inspiring letter thanking SOS

Contact details Woodmead Willows Office Park 19B Morris Street East Woodmead, 2191 Private Bag X40022 Ferndale, 2160 Tel: +27 11 234 8708 Fax: +27 11 234 4844 E-mail: infor@sos.org.za Web: sossouthafrica.org.za Facebook: SOS Children’s Villages South Africa Twitter: soscv–sa

Instagram: soscvsa LinkedIn: SOS Children’s Villages South Africa YouTube: SOS Children’s Villages South Africa Registration no.: 001-255 NPO PBO/tax exemption no.: 130001880 VAT no.: 4450125341

This work is only made possible by donors. To support us please go to www.sossouthafrica.org.za 48•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 49

WE ARE A PROFESSIONAL SERVICES FIRM WITH A SOCIAL INTENT Working with social investors, development agencies and other collaborative partners, Tshikululu’s core purpose is to maximise the power of social investment to achieve impact.

“For the past 22 years Tshikululu Social Investments has partnered with social investors to achieve sustainable social impact.”

This is done through bespoke strategy design, hands-on trust and programme management, and tailored solutions, enabling social investors to realise their goals in ways that benefi t them and South Africa as a whole.

Our clients include corporate foundations, B-BBEE trusts, community trusts, charitable foundations, skills development funders and bursary providers.

Our team of over 60 social investment, research, monitoring & evaluation, knowledge management, fi nance, legal and risk specialists provide solutions to our stakeholders, striving to achieve lasting value from every investment.

“We believe that innovation is key to unlocking the potential of social investment.”

AT A GLANCE

60

WE HAVE EXPERIENCE

CLIENTS WITH

SOCIAL INVESTMENT

SOCIAL INVESTMENT

TRUSTS MANAGED BY

MANAGED

PROFESSIONALS OFFER

PROGRAMMES IN

TSHIKULULU BENEFITTED 10 MILLION SOUTH AFRICANS; ALMOST ONE-IN-FIVE, IN

ASSETS OF

R11.9 billion

IN MANAGING

22

R634 million

70 000 +

IN SOCIAL INVESTMENT

APPLICATIONS

INVESTMENT, TRUST

SOCIAL INVESTMENT

AREAS IN ALL NINE

PROGRAMMES MANAGED

PROCESSED

MANAGEMENT AND

TRUSTS UNDER

PROVINCES IN

ANNUALLY

OVER

ADVISORY SERVICES

MANAGEMENT

22 YEARS

COMPREHENSIVE SOCIAL

RURAL AND URBAN

SOUTH AFRICA

SOCIAL INVESTMENT

2017 ALONE

“Social investment is a tangible asset that yields tangible results.”

Our evidence-based, data-driven approach ensures that our social investments are structured to address the root causes of socio-economic problems and find sustainable systemic solutions.

OUR AREAS OF EXPERTISE ENCOMPASS: Education Health Social development Skills development Youth development Agricultural livelihoods Bursary management Environment Arts, culture and heritage Community development Social infrastructure projects

THEDEVELOPMENTBANKOFSOUTHERNAFRICA

The Development Bank of Southern Africa: Building Africa’s prosperity The Development Bank of Southern Africa (DBSA) plays a pivotal role in delivering developmental infrastructure in South Africa within the key priority sectors of energy, water, sanitation, transport and ICT, and the social sectors of education, health and housing.

T

School LeadershipDevelopment Project According to Sindane, the DBSA School Leadership Development Project is the organsation’s primary employee volunteering initiative. Together with Partners for Possibility (PfP), DBSA staff as well as other business leaders outside of the organisation, are encouraged to volunteer their time and talents in upskilling school principals from a number of Quintile 1, 2 and 3 schools around the country.

“These schools are the poorest of the poor. A dynamic,

he Bank’s CSI programme is aligned to this

knowledgeable and committed principal can make all

mandate, making great strides in its three short

the difference and place the school on a trajectory to

years of operation.

success,” believes Sindane.

“Our focus is on primary schools and ECD centres,

The role of the DBSA is to provide funding for the

providing access to quality education and developing

project. Seventy percent of the programme is based on

schools through infrastructure projects,” says Makgoshi

mentorship and experiential learning, with both parties

Sindane, CSI Programme Manager at DBSA. “At the

working together to resolve challenges within the school

same time, we integrate school health into our approach,

ECDCentres To date, the DBSA has provided a total of ten fully equipped ECD Centres in Gauteng (2), Limpopo (4), North West (3) and KwaZulu-Natal (1). These comprise of mobile units, each consisting of a fully equipped classroom, playground, kitchen, office and sickbay, in accordance with government regulations.

MandelaMonth The DBSA introduced the Mandela Month School Voucher Programme during lockdown. Together with PfP, the organisation provided weekly food vouchers to 390

as a healthy learner is a successful one.”

families in communities surrounding the DBSA campus,

KwaZulu-Natal BridgeProject

with all of our initiatives, accountability is an important

One of DBSA’s flagship initiatives, the KZN Bridge

principals in these areas, ensuring that those most in

namely Tembisa, Mooifontein and Olivienhoutbosch. “As measure of success. Families were chosen by school need received assistance,” says Sindane. “At the same

Project came about after a cry for help was spotted on

time, receipts for food had to accompany each weekly

social media. “We learnt of the plight of school children

pick-up, to make sure that the vouchers were being

in KwaZulu-Natal who had to wade across a river

spent on basic necessities.”

in order to get to school every day. We immediately engaged with the schools and municipalities in the area, as well as the local community, to see how we could best assist.”

In addition, the company took part in its annual Mandela

Makgoshi Sindane.

Day food packing initiative, albeit a bit differently this year. She concludes: “While we were unable to pack

provinces, and assist schoolchildren who face the same A short-term plan was immediately implemented,

predicament of having to wade through rivers to access

supplying Madonela Primary School and Mjindi

schooling.

food parcels ourselves, we were able to provide funding to NPOs specialising in this. Not even Covid-19 will stop us in fulfilling our mandate of effectively implementing

Secondary School with two busses to ferry the learners to school. These will continue to operate until the

When the pandemic hit, the DBSA was already

long-term goal has been achieved – that of building a

uniquely positioned to assist once again. Its ensuing

pedestrian foot bridge over the river. “The design and

CSI Covid-19 Intervention Programme has helped

legislative requirements have already been completed by

with the sanitation of busses, the supply of protective

the DBSA, and we are now in the process of appointing

equipment (PPE), water tanks, hand sanitising stations

a service provider for the construction side of the

and soap dispensers, the building of environmentally

project,” states Sindane. This problem is not isolated

friendly toilets, and more. With the schools being in

to KwaZulu-Natal and the Bank’s long-term vision

close proximity to the local healthcare centre, this

is to partner with like-minded organisations in order

assistance has also been extended to the Madonela

to replicate and extend the bridge initiative to other

Clinic, including the construction of an isolation room.

52•CSI HumanFaceof Business 2020

environment. “Essentially, each principal and business mentor walks the journey together, resulting in mutual development and respect,” says Sindane. Twenty percent of the programme is based on a “community of practice learning” approach, consisting of facilitated group

sustainable social investment and development solutions”.

Email: dbsa@dbsa.org Website: www.dbsa.org

coaching sessions where lessons learnt, challenges faced and potential solutions are discussed and reflected on. The final ten percent is made up of group training and coaching.

CSI HumanFaceof Business 2020 • 53

KINGJAMES 51061

Why there’s never been a better time to partner with us.

As one of the continent’s oldest social enterprises – founded in 1918 to empower the marginalised – Sanlam has had a deep impact on the lives of Africans for more than 100 years.

R630m

invested in African communities over the past decade.

R65m

and counting on our journey towards empowerment.

NEARLY

450 000

children reached annually with a total investment of more than R100m since 2015.

CLOSE TO

invested to empower 50 000 people through financial literacy programmes.

R200m

invested in Takalani Sesame over the past 20 years, helping to make millions of South African children even smarter, stronger and kinder.

CLOSE TO

R50m

Level 1 B-BBEE

invested in Enterprise and Supplier Development

- Creating 356 sustainable jobs - Ensuring the long-term viability of 2 130 existing jobs - Generated an average revenue growth of 24% for participating businesses

APPROACHING

R50m

raised for CANSA in 28 years.

R230m

in economic impact through the Sanlam Cape Town Marathon.

R60m

invested in water security through our 12-year partnership with the WWF.

R45m

NEARLY

R35m

Covid-19 support

Committed over R1.2bn (about US$72m) to national imperatives across the countries where we operate in collaboration with our partner companies, the Motsepe Foundation and associated companies, SAHAM Assurance Morocco, Shriram and others.

R2.25bn of Sanlam’s own capital committed to seed three funds aimed at job preservation and creation.

US$930m

managed by Climate Fund Managers, a joint venture between Sanlam InfraWorks and FMO, the Dutch Entrepreneurial Development Bank, set up to fight climate change.

invested in the Black Industrialists Project, Youth Employment Services and the Ikusasa Student Financial Aid Programme via the CEO Initiative.

All figures as at end 2019.

5

in prize money distributed for legacy projects through the Kay Motsepe Schools Cup and approximately half a million children reached.

Sanlam is a Licensed Financial Services Provider.

Certified Top Employer in South Africa* for a total of 5 years. *Top Employers Institute

R343.5m invested in training and development – 75% black employees and 60.5% female.

Presence in 44 countries, 33 of which are on the African continent.

Globally

44

33

In Africa

For102 102years, years,Sanlam Sanlamhas hasbeen been For deeplycommitted committedtotothe thehuman human deeply sideofofbusiness. business.InInthe thelast lastdecade decade side alone,the theGroup Groupinvested investedaround around alone, R630million millionininthe thefinancial financial R630 resilienceofofAfricans Africansacross acrossthe the resilience countriesininwhich whichititoperates. operates.

3333countries Rightnow, now,the theworld worldisisgoing going Right througha atime timeofofprofound profoundturmoil, turmoil, through butalso alsopossibility: possibility:Sanlam Sanlambelieves believes but hasthe theopportunity opportunitytotobuild build itithas better,kinder, kinder,more moreequal equalsociety. society. a abetter, NozizweVundla, Vundla,Head Headofofthe theSanlam Sanlam Nozizwe Foundation,explains. explains.

Foundation,

Nozizwe Vundla Nozizwe Vundla Head: Sanlam Head: Sanlam Foundation Foundation

Doyou youthink thinkCOVID-19 COVID-19will will QQDo changeeducation educationinina alasting lasting change andimpactful impactfulway? way? and COVID-19has hasforced forcedteaching teachingand and AACOVID-19 learningmethods methodstotochange. change.ItIthas has learning compelleda aradical radicalrethink rethinkofofthe theway way compelled knowledgeisistransferred. transferred.But Butit ithas hasalso also knowledge broughttotothe thefore forethe thedisparities disparitiesininour our brought educationsystem system– –especially especiallybetween between education ruraland andurban urbanschools. schools.Our Ourcontinued continued rural focuson onliteracy, literacy,maths mathsand andscience scienceinin focus underservedcommunities communitiesisiscritical criticalif if Thesecond secondchange changeisisa ashift shiftininthe the The underserved weare aretotoimprove improveeducational educationaloutcomes. outcomes. advocacyofofissues issuesthat thatour ourcommunities communities we advocacy thinkare areimportant. important.As Asa acorporate, corporate, think TheSanlam SanlamFoundation Foundationwill willbe berequired required wealso alsoneed needtotomake makesure surethat thatwe we we The rethinksocial socialinvestment investmentininschools schools developour ouradvocacy advocacyskills skillsregarding regarding develop totorethink post-COVID-19– –our ourBlue BlueLadder LadderSchools Schools socio-economicissues. issues.Corporates Corporatesneed need post-COVID-19 socio-economic playa amore morevocal vocalrole roleininsupporting supporting programmewill willneed needtotoadapt. adapt.We Wewill will totoplay programme systemicchange changeand andmeasurable measurableimpact. impact. have havetotoadjust adjustour ourfunding fundingstrategy strategytoto systemic ensurewe wecontinue continuetotosupport supportlearners learners ensure achievebetter betteroutcomes. outcomes. totoachieve HowisisCOVID-19 COVID-19shifting shifting QQHow socio-economicdevelopment development socio-economic SouthAfrica?

Africa? ininSouth Becauseofofsocial socialdistancing, distancing,there thereisis AABecause increaseininthe theuse useofoftechnology technologyand and ananincrease digitallearning learningplatforms platforms– –especially especially digital theeducation-type education-typeprogrammes programmesthat that ininthe wesupport. support.Ensuring Ensuringthat thatwe wecan canassist assist we NGOsthat thatneed needtotodigitise digitisetheir theircontent content NGOs andharness harnesstechnology technologyisisa apriority. priority. and

KINGJAMES 51121 KINGJAMES 51121

Thehuman humanface face The ofbusiness business of Canyou youshare sharesome someofofthe thestories stories QQCan thefaces facesbehind behindthe thebusinesses businesses ofofthe thathave havebenefited benefitedfrom fromthe theSanlam Sanlam that Enterpriseand andSupplier SupplierDevelopment Development Enterprise (ESD)programme? programme?

(ESD) I lovethe thestory storyofofWasteWant, WasteWant, AAI love businessbased basedon ongiving givingback. back. a abusiness Thisrecycling recyclingand andwaste wastemanagement management This businesswas wasfounded foundedby byLydia Lydia business Anderson-Jardineand andAnthony AnthonyJardine.

Jardine.

Anderson-Jardine Theyemploy employpeople peoplefrom fromnight nightshelters shelters They fosteremployment employmentininlocal local totofoster communities.They’re They’realso alsoinvolved involved communities. encouragingrecycling recyclingininschools schools ininencouraging educateyoung youngpeople peopleabout about totoeducate managingwaste wasteresponsibly. responsibly. managing Throughlearnings learningsfrom fromSanlam’s Sanlam’sESD ESD Through programme,WasteWant WasteWanthas hasbeen beenable able programme, hire1414additional additionalpeople. people.This Thisisisjust just totohire oneofofthe thestories storiesofofthe thepeople peoplewho who one benefitfrom fromthe thework workwe wedo. do.That’s That’swhat what benefit keepsususmotivated. motivated.It’s It’sour ourguiding guidinglight. light. keeps Whyhave havebusinesses businesseslike likeSanlam Sanlam QQWhy evolvedtotobe besuch suchkey keyplayers playersinin evolved fosteringpositive positivesocial socialchange? change? fostering Corporatesare arerealising realisingthat thatthe thetriple triple AACorporates bottomline lineisishere heretotostay, stay,and andthat that bottom futuregrowth growthdepends dependson onsocial socialimpact. impact. future Consumersare aredemanding demandingthat thatthe the Consumers companiesthey theyinvest investininororbuy buyfrom from companies provetheir theirsocial socialimpact. impact.For Formore morethan than prove 100years, years,Sanlam Sanlamhas hasbelieved believedthat thatit it 100 hasa afar fargreater greaterrole roletotoplay playininsociety. society. has Wedo doit itfor forgood. good.

We

Sanlam a Licensed Financial Services Provider.

Sanlam is is a Licensed Financial Services Provider.

Howdo doyou yousee seethe therole roleofofbusiness business QQHow thiscapacity capacityevolving evolvingininthe thefuture? future? ininthis Asthe theSanlam SanlamFoundation, Foundation,we wewould would AAAs hopethat thatcorporates corporateswould wouldincorporate incorporate hope ESG(environmental, (environmental,social socialand and ESG governance)criteria criteriainto intotheir theircore core governance) business.We Weallallneed needtotodo doour ourbit. bit. business.

Byworking workingtogether, together,we wecan can By movemountains. mountains. move

Someofofthe theways waysSanlam Sanlam Some upliftscommunities communities uplifts • •

• •

• •

• •

• •

• •

Every year, 450 000 children benefit Every year, 450 000 children benefit from Sanlam’s numeracy, literacy, from Sanlam’s numeracy, literacy, reading and leadership projects. reading and leadership projects. date, 000 teachers have ToTo date, 22 000 teachers have been upskilled via Sanlam’s been upskilled via Sanlam’s Blue Ladder Schools.

Blue Ladder Schools.

The average improvement The average improvement inin numeracy levels Blue Ladder numeracy levels inin Blue Ladder Schools 7-10% per learner.

Schools isis 7-10% per learner.

Sanlam has invested close Sanlam has invested close toto R65 million consumer financial R65 million inin consumer financial education (CFE). education (CFE).

Since 2015, over 50 000 beneficiaries Since 2015, over 50 000 beneficiaries have been reached through have been reached through sponsored CFE programmes. sponsored CFE programmes. the past seven years, the Sanlam InIn the past seven years, the Sanlam Enterprise and Supplier Development Enterprise and Supplier Development programme has: programme has: created 356 new jobs, – – created 356 new jobs, sustained 130 existing jobs and – – sustained 22 130 existing jobs and generated average revenue – – generated anan average revenue growth 24% for participating growth ofof 24% for participating businesses. businesses.

TELKOMFOUNDATION

In July this year, The Telkom Foundation also launched

Developing meaningful change in our young people through education The TelkomFoundation, the social impact armof this telecommunications giant, believes that education is key to enabling our youth to play a meaningful part in our economy.

a complete online education solution to supplement the initiatives already established.

Partnering with Lightbulb Education, this platform focuses on the goals of the learner and enabled students to access material and communicate with their teachers and peers, progressing and catching up on curriculum, allowing the seamless continuation of education between school and home.

Allan Mushabe, CEO and founder of Lightbulb Education, says that technology is transforming the

the radar, of which education is just one element,” says

and laying of fibre in areas where connectivity was an

way we learn exponentially and this partnership with

Mthintso.

issue.

Telkom has enabled a new innovative approach to digital education and training.

insight into the lives of our students, a realisation that

As well as equipping learners with vital technical knowhow, teachers were also exposed to how to effectively

Telkom has not only partnered with Lightbulb Education,

online solutions that might suit one student won’t suit

use technology to improve education, and principles

but has also invested in this entrepreneurial endeavour

another, and that we need to be mindful about the

were shown ways of increasing productivity and

through its FutureMakers investment fund, which backs

circumstances of so many of our learners and provide

efficiency both in terms of improved leadership and more

innovative small technology businesses.

them with flexible solutions,” she says.

Focusing primarily on the STEM subjects, Lightbulb

So many parents have also benefited from close

Furthermore, a community of practice was created,

Education gives learners access to videos, tutoring

interaction with the Telkom Foundation as well as from

enabling all principles to share issues and best practices

facilities, updated curriculum and self-assessment tools

their children’s teachers and principles via platforms such

with each other on one platform.

with teachers being able to upload assessments and

as Zoom and Microsoft Teams, as well as the Mzali App,

new learning materials on a continual basis.

a student monitoring application which allows parents

efficient running of the schools.

SarahMthintso.

E

”

ducation is the best way to develop meaningful

Realizing that many of these learners come from stressful

change in our young people,” says Sarah Mthintso, CEO of the Telkom Foundation.

This focus on education saw a new strategy

“2020 has also enabled us to acquire more personal

to keep track of their children’s school tasks, marks and

and disadvantaged homes, auxiliary counsellors were

To further support the students, WhatsApp groups

attendance. For many, these platforms were inaccessible

also made available within these schools to provide the

were established giving learners’ direct access to their

and unknown before.

necessary emotional and psychological support to be

teachers and peers.

The benefits of technology to enhance learning will

available for those students who need it.

implemented by the Foundation in 2017, providing over

With the increased need for this online learning platform

remain in a post Covid-19 world. Government and the private sector need to continue to drive digital access

3,700 learners nationally with supplementary educational

Preparing learners for a changing world remains a

during lockdown, this service was opened up to all

support including programmes such as Saturday and

priority for the Telkom Foundation, which includes

Telkom customers, along with the benefit of zero-rated

for all to enable as many learners as possible to benefit

holiday schools.

acquiring 4IR skills including coding and gaming.

data, enabling over 7 000 students to benefit from

from infusing classrooms with online learning tools and

“These types of skills build resilient kids, with a level

this integrated learning facility. Other linked education

support.

These integrated solutions provided wrap-around

of grit, with the potential to emerge as future leaders,”

websites have also been zero rated, and in order to

support and involved working closely with the

Mthintso says.

continue students having access to psychological support, the Childline Chatbox facility was also added to

Department of Education, school governing bodies and school principals.

With all these integrated interventions already

Website: www.telkomfoundation.co.za Email: telkom.foundation@telkom.co.za

the platform.

established, when the pandemic hit earlier this year, our Technical assistance was implemented in the form of

traditional bricks and mortar programmes had the ability

“With all the negative consequences of Covid-19,

computer labs being built at schools, learners being

to pivot online. Students went home, devices in hand,

what this pandemic has done is push government

provided with devices, addressing connectivity issues

and could continue learning.

and private investors to respond quickly to deliver

58•CSI HumanFaceof Business 2020

educational solutions. Digital inclusivity is now firmly on CSI HumanFaceof Business 2020 • 59

GENERALELECTRIC

GE creating shared value through public private partnership

Project Highlights •COVID-19Social Relief efforts

The team also partnered with the University of Witwatersrand to manufacture face shields, which had a multipronged impact. It supported the Science,

BusinessOverview

technology, engineering, and mathematics (STEM)skills

GE Steam Power is proud to be part of GE’s group

relief efforts.

while also contributing towards immediate COVID-19

of companies encompassing healthcare, aviation and energy. GE generates nearly one-third of the

Our efforts in supporting this initiative along with two

world’s power—more than 1,600 GW of electricity –

other organisations made a significant impact and

in 140 countries and helps equip 90% of the power

Creating a healthy and safe working environment is

transmission utilities on the planet.

a collective responsibility. When the lockdown was

resulted in 23 052 face shields being produced and delivered to over 80 beneficiaries in the country.

announced, we refocused our attention with the support At GE Steam Power, we work every day to transform

of Eskom to see what role we could continue to play

the future of steam technology, help our customers

in supporting both local communities and government

create extraordinary outcomes for tomorrow, and

during the pandemic.

GESchool infrastructureupgradeproject

keep the power on for everyone whenever and wherever it is needed. As an industry leader in

energy resources as well as implementing innovative

The initial approach was to provide PPE and other

cleaner power generation, we work collaboratively

power generation technologies to reduce environmental

relevant equipment to hospitals, after noting that

with our customers, helping them improve access

impact. Our goal is to help countries meet their energy and

healthcare workers were unable to carry out their duties

to reliable and affordable power by harnessing local

economic developmental goals given their local needs.

in the most effective way due to limited protective gear.

Promotingsustainabledevelopment

To date, over 10 000 units of much needed PPE have

We believe that access to affordable, reliable, sustainable

allow us to identify key social challenges within various

electricity is critical to reducing poverty and hunger, as

communities that we can address.

well as promoting access to education and healthcare.

As a company that has paved the way in innovation for

We also recognise that for us to make a sustainable

more than a century, GE can deliver technology that

impact, we must be deliberate in our efforts to support

helps achieve long-term sustainable development in an

social change. Over the years, large infrastructure

effort to meet the world‘s emissions reduction targets as

projects have provided opportunities to create jobs and

defined by the 2015 Paris Agreement.

develop the critical skills needed to drive continuous growth in the energy sector. As a responsible corporate

At GE Steam Power, we place emphasis on the notion

citizen, we strive to uplift the communities where we

of creating shared value by working to strengthen

do business through various initiatives such as skills

public–private partnerships. For us to make meaningful

training, employee volunteer programmes and school

impact, we must be socially aware. These partnerships

infrastructure upgrade projects.

been donated to hospitals in Mpumalanga, Free State and Gauteng. Additional COVID-19 efforts were also identified to support hospitals in the Western Cape.

Research shows that a healthy and safe learning environment aids learning and enhances educational outcomes. In the past seven years, GE Steam Power has worked with local municipalities and communities within Mpumalanga to refurbish, upgrade and build new schools.

Taking the environment into consideration, these projects are designed to incorporate ecologically conscious solutions like rainwater harvesting, energy efficiency fittings, “enviroloo” water-free toilets, lowmaintenance landscaping and creating self-sustainable vegetable gardens to assist the National School Nutrition Programme run at schools. Each project also benefits the communities by providing employment and contracting opportunities with local suppliers.

62•CSI HumanFaceof Business 2020

CSI HumanFaceof Business 2020 • 63

GENERALELECTRIC •Hector PetersonSecondarySchool This science laboratory was built in collaboration with Eskom, as part of the Koeberg Nuclear Power Station Retrofit project alongside the Western Cape Educational Department and South African Medical and Education (SAME). It benefits 618 students between grades 10-12 who have chosen to pursue STEM subjects.

•ThushanangPrimarySchool GE Steam Power committed R20 million toward the removal of asbestos classrooms and infrastructure upgrades that benefit more than 1,000 learners at Thushanang Primary School in Mpumalanga. The scope of work include upgraded asbestos-free classrooms as well as new kitchens, classrooms, administrative buildings and environmentally conscious ablution facilities. The removal of the harmful material from the building helped the school meet government-defined regulations.

•Breakinggroundonnewschool inSenegal In 2019 a new school was built in Kaolack, Senegal, providing a safe learning environment for 150 learners.

This marks the fourth of five schools to be built in Nepal and Senegal bringing the total to 47 schools worldwide.

•Chief AmpieSecondarySchool The aim of the Chief Ampie Mayisa Secondary School science laboratory upgrade project was to address the lack of access to science laboratory. To execute this project, GE Steam Power once again teamed up with Eskom as part of the Kriel Power Station Retrofit project to find solutions to bridge this gap. The new state of the art equipment lets teachers conduct prescribed science experiments, providing experiential learning opportunities and practical exposure that better prepares learners for examinations. The laboratory is benefiting 350

Aadil Peer

Londi Sibisi

learners registered in 2019 between grades 10 to 12

CSI Project Manager

Senior Marketing

who are pursuing STEM-related fields of study.

aadil.peer@ge.com

Communications Manager londi.sibisi@ge.com

64•CSI HumanFaceof Business 2020

South Africa: Alive with possibilities

MTNSAFOUNDATION

Uplifting and empowering our youth The MTNSAFoundation is MTN’s primary vehicle for contributing to transformational social change. Through it, MTNis able to deliver a number of structured corporate social investment interventions and contribute to the development of South Africa in an effective manner.

creation in the digital economy. The MTN SA Foundation’s

competition then proceed to represent the South Africa at

interventions are designed to respond to this challenge.

the SAGE World Cup.

All the initiatives the MTN SA Foundation supports

At university level, the MTN SA Foundation partners

enterprise skills development will ensure that the next

with Enactus South Africa to deliver business training

generation of entrepreneurs are equipped with the skills

and mentorship to tertiary students across the country.

needed to grow and sustain their businesses and become

The programme culminates in an annual youth

the business leaders of the future.

entrepreneurship development competition. Through it, young people are challenged to design projects that

W

hile there are many varied ways of tackling

be improved and students adequately prepared to play a

the pressing social issues facing South

meaningful role in the digitised world.

Africa, the MTN SA Foundation’s approach

is to use technology to create shared value in its

We know that while South Africa has made notable

focal area of education. This flagship programme is

strides in broadening access to telecommunications and

complemented by a number of carefully selected themes

technology, the country continues to be characterised

and interventions designed to allow the Foundation

by a deep digital divide. This perpetuates unequal

to be responsive in delivering solutions to the most

access to opportunities, making it harder for historically

marginalised among us. These include digital inclusion,

disadvantaged youth to benefit from employment and

with a view to equipping young people with the ICT skills

entrepreneurship opportunities. We know that while young

they need to cope in a rapidly changing world.

people are often considered “digital natives”, the majority

Tacklingthedigital divideandequippingyoung peoplefor thefuture

of them do not possess sufficient digital skills required for them to succeed in the workforce. Given the right support and resources, young people can drive growth and innovation using ICT.

The youth of our country are among the most powerful drivers of social change and the MTN Foundation wants

As a major player in the telecommunications industry and

to harness that spirit to help create the business leaders

employer of a large workforce, MTN believes it has an

of the future. ICT in education is vital as it delivers specific

important role to play in providing youth with opportunities

scholastic content to individual learners, adapting to the

to enhance their ICT skills and long-term career prospects.

learner’s needs. By harnessing the power of information

MTN also has a role to play in creating an enabling

and communication technologies, learner outcomes can

environment for innovation, entrepreneurship and job

66•CSI HumanFaceof Business 2020

At school level, the MTN SA Foundation supports the

demonstrate their entrepreneurial skills and aptitudes.

Students for the Advancement of Global Entrepreneurship

Through the National MTN ICT Challenge, MTN

programme (SAGE), which targets teenagers from across

collaborated with Enactus South Africa and challenged

the country. The programme is aimed at inspiring and

university teams to come up with innovative ideas

educating teenagers (13 -19 years) about the fundamentals

to address social challenges under the categories of

of entrepreneurship and the exciting opportunities that

Agriculture, Health and Education. Twelve universities

exist therein. The programme’s vision is to raise the next

in South Africa will be funded by MTN SA Foundation to

generation of teenagers whose innovative ideas address

develop and launch their mobile app solutions.

the world’s most pressing challenges as envisaged in the United Nations’ Sustainable Development Goals (SDGs).

In 2020, 23 universities were involved in the Enactus

These challenges include unemployment, poverty and

initiative, with a total of 2,590 students participating.

environmental protection.

Following their crowning as South African champions, the team from the university of KwaZulu-Natal (UKZN) proudly

In partnership with the University of the Free State, the

represented South Africa in the World Cup finals and made

learners are mentored by trained programme alumni

it up to the semifinal rounds. This year the World Cup finals

who are available throughout the year to assist them with

were hosted virtually through online platform as a result

the programme business requirements as well as other

of Covid-19 and international travel restrictions. This global

business-related queries. They also receive assistance

stage provided the students the opportunity to go head to

in identifying and starting up real businesses that solve

head with their peers from around the world at the Enactus

critical problems.

World Cup.

Learners furthermore compete against each other at

To support SMMEs, the MTN SA Foundation has

different levels (regional, provincial and, finally, on a

partnered with Datacomb Development Hub, the

national level) where they have the opportunity to

University of the Free State and Hodisang Dipeu Holdings.

showcase their businesses or business ideas through

By supporting this initiative, MTN contributes to the

live presentations to community leaders and industry

creation of businesses that are robust, innovative and able

leaders and ultimately to be crowned South African Teen

to develop solutions that address the challenges facing

Entrepreneur of the Year. The winners of the national

our communities.

General enquiries about the MTN SA Foundation can be made through the central switchboard Tel: +27 (0)11 912 3000

CSI HumanFaceof Business 2020 • 67

THOUGHTLEADERSHIP

Measuring and managing impact during the wake of Covid-19 Nyaradzo Mutanha, Monitoring and Evaluation Specialist at Tshikululu Social Investments

C

ovid-19 has not only brought the world to a standstill, but it has thrown us into a future where there is no choice but to use technology

to work collaboratively and remotely. The pandemic has forced us to start thinking differently about how

group discussions and key Informant Interviews can be

survey with our network of nearly 1,000 organisations we

held on WhatsApp. Photos and videos telling impact

work and partner with every year. This will help us build a

stories can be shared on social media platforms to

deeper understanding of how the pandemic is impacting

show responses “in action” (eg food parcels or water

on important development work around the country and

tanks being delivered). Lastly, Geographic Information

gain insight on what the “post-Covid” world may look

System (GIS) mapping is a critical technology during

like for these stakeholders. In addition, we are mapping

the pandemic. GIS mapping allows IMM practitioners to

our clients’ impressive response to the pandemic thus

capture and analyse spatial and geographic data. It has

far – they have allocated more than R300m in funding to

allowed the Department of Health to plot COVID-19 hot

date – to prevent duplication and identify opportunities

spots and respond appropriately.

for leverage.

All of these strategies not only allow IMM practitioners

Needless to say, everything has changed and the

to collect real-time data remotely, but more importantly

world will never be the same. For social investors,

to make informed decisions about social spending and

utilising technology, and taking an agile approach to

resource allocation. Tshikululu is utilising technology to

measurement can help clarify how these changes are

engage with the sector’s response to Covid-19 in several

taking place, and what they mean in the short, medium

ways. We are currently carrying out a “rapid response”

and long-term.

best to harness our resources and technology for good.

As at 5 October 2020, more than 35 million cases of coronavirus have been confirmed globally, with 957,000 deaths to date. In South Africa, we are heading to over 660,000 Covid-19 infections and 17,000 deaths. Covid-19 has not only left countries reeling, but has forced social investors – whether they are grantmakers or impact

NyaradzoMutanha.

investors – to think creatively about crafting solutions that are responsive to the current environment.

Social investment responses have taken a variety of forms, including emergency food parcels, provision of PPE, water supplies, psychosocial support, educational support (eg data for e-learning) and support to small business, to name just a few. Although the examples of social investors contributing to the fight against the virus are powerful and inspiring, accountability and transparency of social spending is just as – if not more – important today than before the pandemic.

Impact Management and Measurement (IMM) under these circumstances is particularly challenging given restrictions on movement and the rapid evolution of conditions in communities all over the country. With this in mind, social investors must identify smart and intelligent ways of collecting, monitoring and reporting data.

68•CSI HumanFaceof Business 2020

There are numerous remote data collection and monitoring methods/tools that IMM practitioners can use to collect data in order to monitor Covid-19 response interventions. For example, China, South Korea and Taiwan have started using mobile applications powered by artificial intelligence to trace infected people. In South Africa, the Department of Health has announced that it will start using cellphone location data for contact tracing as well. Simple surveys requiring USSD codes can be sent to cellphones in the remotest areas of the country (and one does not need a smartphone to engage). This allows for rapid data collection in areas difficult to reach. Online survey tools, such as SurveyMonkey, can also be used to collect both qualitative and quantitative data and analyse responses quickly. In order to understand the needs of the most vulnerable, social media platforms such as Facebook can be used to create polls, while focus CSI HumanFaceof Business 2020 • 69

CAPITEC

CSI Initiatives Capitec Bank has a multipronged approach to CSI to address the challenges facing our people, which includes disaster relief, education programme, donations, and the employee volunteer programme.

Neptal Khoza

Disaster Relief

Education

‘Capitec has a relief fund which is set aside to support

The Capitec Foundation enables access to maths

those affected by any disaster. This year, the relief fund

tutoring, maths teacher development and school

was used to help fight the effects of Covid-19,’ says

management development. Hundreds of learners

Neptal Khoza, the Head of Capitec’s CSI Department.

continue to benefit from Capitec’s maths tutoring

The approach was two-fold:

programmes, in partnership with the Nelson Mandela University and Ikamva Youth.

• Fighting the spread of the virus with R15 million donated towards the Solidarity Fund and R5 million

Since the easing of lockdown, The Capitec Foundation

towards Gift of the Givers to provide immediate support

has reached over 390 teachers with their teacher

for screening and testing

development programmes in various provinces.

• Humanitarian support for the provision of basic necessities. which included R6.6 million towards relief

Donations

initiatives to support communities and NGOs. Annually, donations are provided to organisations that Other initiatives included encouraging clients to raise

assist vulnerable and abused women and children,

funds with Capitec matching each amount raised, the

providing organisations that work tirelessly to counteract

R1million for a facemask campaign which aimed to

the scourge of gender-based violence with much-

distribute more than 40 000 facemasks and R1 million

needed financial support.

which went to the provision of PPE.

EmployeeVolunteer Programme Through our employee volunteer programme, employees are encouraged to use their time, resources and skills

MEDICAL EXAMINATION FORENSIC ASSESSMENT THERAPY & PSYCHOLOGY COURT PREPARATION SCHOOL PROGRAMMES The Teddy Bear Foundation, originally known as The Teddy Bear Clinic, originated during 1986 to provide support and care for abused children.

Child abuse is a highly specialized field of expertise, requiring the highest level of sensitivity, care and confidence in making diagnoses and the subsequent decisions thereby ensuring the best interests of the child.

to give back. Each employee is allocated three days per annum to make a difference. With Capitec committing to contribute R2 for every R1 raised, by September this amounted to over R800 000.

If you are interested in making a difference in the lives of abused children, contact Dalene Bishop daleneb@ttbc.org.za | 011 484 4554 | 083 469 9196

ttbc.org.za 70•CSI HumanFaceof Business 2020

Reg No: 023-286. NPO Section 21 Company No: 2003/00306/08 The Teddy Bear Foundation has >80% Beneficiaries as per the B-BBEE Act 53 of 2003 as Amended by Act 46 of 2003

“Tshikululu” is the Venda name for the remarkable African Rock Fig (ficus abutifolia), which flourishes in often harsh conditions in the country’s far north.

Growing in the cracks of rocks to create new soil, the tshikululu is symbolic of our catalytic work in providing social investment solutions to clients and development partners.

Where investment is strategic,

impact is measurable

TSHIKULULU SOCIAL INVESTMENTS Metropolitan Office Park, Block B, Ground Floor, 8 Hillside Road, Parktown, Johannesburg, South Africa | Private bag X125, Braamfontein, Johannesburg, 2017, South Africa Tel: +27 (0) 11 544 0300 | Email: info@tshikululu.org.za | Website: www.tshikululu.org.za

@Tshikululu

Tshikululu Social Investments

Tshikululu Social Investments