LEADERSHIP

Resilient Leadership

The COVID-19 pandemic has greatly impacted the economy, but businesses have learnt some important lessons that will benefi t them beyond the pandemic. Ryland Fisher investigates

Shameel Joosub

Shameel Joosub, Vodacom Group CEO, says that partnerships were important in dealing with the lockdown from a commercial and social perspective.

“The Vodacom Group stepped up immediately to accelerate the delivery of our social contract with various stakeholders in the markets where we operate through strategic partnerships with the likes of Discovery Health and Microsoft. Initiatives included free devices and airtime for healthcare workers, accelerating support to governments via donations of handsets, connectivity and medical equipment, and making contactless payments more accessible through zero-rated services and an expanded M-Pesa ecosystem to address social distancing challenges.

“During the hard lockdown in 2020, some retail outlets were initially closed which meant that our customers were unable to repair their phones or take out new contracts, upgrade or do sim swops. From a network perspective, there was an extraordinary increase in data network traffi c at the start of the national state of disaster lockdown of around 250 per cent for fi xed and 40 per cent for mobile.”

Shameel Joosub

Joosub says Vodacom recently delivered a “pleasing set of annual fi nancial results in diffi cult circumstances”.

“We are acutely aware of the fi nancial and personal pressures that individuals and businesses across our markets are currently facing, as global uncertainty continues in the midst of the pandemic.”

He says the company conducts regular surveys among staff to gauge how their employees are doing. “This also helps us to better understand how we can best support them to remain safe and productive during this time, whether they are working from home or the offi ce.”

Vodacom’s “commitment to delivering on our purpose and social contract played a critical role in informing our response” to the pandemic. “The primary objectives of our COVID-19 crisis response was to help curb the spread of the virus and then assist with the economic recovery across our footprint through a six-point plan. This included to expand and future-proof our network infrastructure, accelerate support to governments - especially in eHealth and eEducation - enhance digital accessibility and literacy for the most vulnerable, promote widespread digital adoption for business, help countries exit lockdown through targeted digital adoption and enable cashless payments and fi nancial services through M-Pesa.”

Joosub adds that the safety of Vodacom’s staff and customers was their number one priority when the lockdown began. “We immediately implemented a work from home policy for all of our staff, which largely remains in place today as we take a hybrid approach to returning to the workplace according to government directives.

“The coronavirus has, as we all know, affected everything - economies, working patterns, travel and retail, socialising and entertainment. Among the many things that the pandemic has taught us is that collaboration and partnerships are crucial to help address problems and challenges as effectively as possible.”

Ndivhuho Norman Munzhelele

Ndivhuho Norman Munzhelele

Ndivhuho Norman Munzhelele, eNCA MD, says that interest in news “increased signifi cantly” during lockdown.

“This meant that as a news channel we had to be more agile and focused.

“We have a strong, adaptable team who deliver quality content and that helped us achieve our business objectives. In the past year, we were innovative in terms of what we offered our audience and this sustained us commercially.”

Munzhelele says that eNCA, like many other organisations, lost staff members due to the pandemic. “This has been a challenge for all of us. Our management team prioritises staff support and their well-being remains of paramount importance.

“Among the many things that the pandemic has taught us is that collaboration and partnerships are crucial to help address problems and challenges as effectively as possible.”

“Working from home comes with its challenges but with amended workflows, ongoing communication and the commitment of our team we were able to get through the hard lockdown.” – Ndivhuho Norman Munzhelele

“We implemented a number of changes in the work structure and management teams to ensure that staff remain focused and continued doing what they love to do. The quality of our content and the innovative use of our digital platforms, provided clients with fresh ways in which to reach a valuable target market.”

Asked how they kept their staff motivated during lockdown, he says: “Our management team leads by example and we worked closely with our teams during lockdown. We were transparent in how we managed the pandemic and constant communication enabled us to act speedily on staff concerns.”

Still, it wasn’t easy to work from home, says Munzhelele, “and for the most part, news services cannot fully work from home”.

“Working from home comes with its challenges but with amended workfl ows, ongoing communication and the commitment of our team we were able to get through the hard lockdown.”

As to how they kept staff productive during lockdown, he says: “Our team members are encouraged to own their portfolios and continued to perform at their peak while taking responsibility for their output. With the great support structures that are in place, it wasn’t hard for the team to remain productive.”

Munzhelele says that the media industry is ever changing. “Prior to COVID-19, smaller media players were able to fl ourish but in the past year we saw a signifi cant contraction in this space. We also witnessed the acceleration of the decline of print media. We are traversing unchartered waters and it’s diffi cult to predict where we may be post COVID-19. At this stage, we have to constantly review and reset to meet the challenges of the pandemic. Ultimately it’s the agility and adaptability of our teams and continued support of our clients that will determine our sustainability in the long term.”

Journalism is continuously evolving and the dissemination of accurate information has become a necessity now, more than ever before, he says. “Through digital media we have seen a massive proliferation of fake news. Viewers should seek credible platforms as their source of news and we make a concerted effort to be that credible news source. As an industry it has become clear that we need to build and support one another so that media and especially the news industry grows from strength to strength.”

Tsakani Maluleke

Tsakani Maluleke

Tsakani Maluleke, AG, became attorney general in December 2020, two weeks after her predecessor, Kimi Makwetu, passed away just short of completing his seven-year term.

Maluleke says that the biggest challenge she’s faced since taking over has been “the challenges that every leader of any institution is facing today - the high level of uncertainty”.

“You have the pressures of managing in an environment that’s characterized by huge uncertainties. You have the virus, and the fears around that, you have the economic pressures, and the fi scal pressures in terms of government who is our client.

“Just trying to manage through that has been quite a task.

“The biggest challenge has been about maintaining the cohesion of the team and making sure we stay focused on the work that we have to do, in the midst of all this uncertainty and not get rattled by things happening around us.

“That’s the thing that’s taken up a lot of “That’s the thing that’s taken up a lot of my energy over the past few months.” my energy over the past few months.”

One of the fi rst things that the offi ce of One of the fi rst things that the offi ce of the AG had to do immediately after her the AG had to do immediately after her appointment was to complete the Special appointment was to complete the Special Report on the Expenditures of COVID-19. Report on the Expenditures of COVID-19.

‘It was an innovation that we had done ‘It was an innovation that we had done over the course of 2020, from about April over the course of 2020, from about April 2020, in the middle of lockdown. We 2020, in the middle of lockdown. We conducted real time audits, something we conducted real time audits, something we had never done before, and audited on a had never done before, and audited on a three-monthly basis the transactions as three-monthly basis the transactions as they were happening. they were happening.

“Kimi Makwetu launched the fi rst instalment of the report in September 2020, and the intention was that he would launch the second instalment in the last week or two of his time here. Then he passed on 11 November. We wrapped up the report, and launched it on 9 December.

“But we also had to deal with the Public Finance Management Act. Our audit cycles were pushed out because of lockdown last year, and trying to audit while keeping people safe and well.

“It’s been a big challenge, but we have had the benefi t of continuity, which made it easier for us to deal with the challenges of last year. I knew the pressure points and it was just a case of getting through them.”

THE FALLOUT OF COVID-19 ON BUSINESSES

The total number of liquidations in South Africa increased by 8.5 per cent in February 2021 compared with February 2020. Liquidations of companies increased by 10 cases and liquidations of close corporations increased by four cases during this period.

The estimated number of insolvencies decreased by 6.7 per cent in the three months ended January 2021 compared with the three months ended January 2020. There was a year-on-year decrease of 40.2 per cent in January 2021.

Seasonally adjusted insolvencies decreased by 40 per cent in January 2021 compared with December 2020. This followed month-on-month changes of 10 per cent in December 2020 and 67.4 per cent in November 2020. Source: Statistics South Africa has published its February 2021 report on liquidations and insolvencies

NOT BUSINESS AS USUAL

The BeyondCovid Business Survey, conducted by management consultancy Redfl ank, between July 2020 and March 2021, surveying nearly 4 500 companies, found that while 44 per cent of big corporates indicated that they have returned to “business as usual” this year, the comparative number for SMMEs was a 15 per cent drop.

“The biggest challenge has just been about maintaining the cohesion of the team and making sure we stay focused on the work that we have to do in the midst of all the uncertainty.” – Tsakani Maluleke

AUTOMATIC TAGS JUST MAKE SENSE

Automatic tags enable convenient toll payments and save time on the road

TRAC is committed to safety, convenience and reliability along the Maputo Corridor and is pleased to announce that automatic tags are fast becoming the preferred payment method along the N4 Toll Route.

The automatic tag system was implemented on the South African section of the route (between the Solomon Mahlangu offramp and the Lebombo Border Post in Komatipoort) in 2017 and has been well received by N4 commuters. The system allows registered SANRAL tagholders to make use of this quick and convenient toll payment method without the need for any form of human contact and stopping.

There are numerous benefits to having an automatic tag – for private motorists and fleet owners and drivers. Most motorists know, all too well, the hassle of scrambling for change or a credit card when pulling up to a busy toll plaza. Or worse, that irate and anxious feeling while sitting in toll traffic when you’re already late for a meeting or tired from a long drive. Having a registered automatic tag eliminates this and other niggly issues associated with traditional toll-paying methods.

Getting and registering for a tag is easy and can be done at any TRAC mainline plaza or SANRAL customer service outlet. It costs R50, which gets credited to the tag on registration.

For the private motorist, an automatic tag will not only save you time on the road, but can also help with fuel economy as it means less stopping. Tags are also the ideal option for fleet owners with multiple vehicles as they allow fleet drivers to use the express and tag-only lanes, saving valuable time. And we all know that in business, time is money.

In addition, fleets making use of tags will enjoy the following benefits:

• No more worrying about change or credit card losses. • Easier management of each driver’s journey and spend. • Reduction in fuel costs and emissions as the automatic tag eliminates the need for drivers to deal with toll-booth traffic. • Reduced wear and tear on vehicles.

WHERE TO GET YOUR TAGS

Automatic tags are available and accepted at all TRAC mainline plazas and can also be used at our four ramp plazas: • Diamond Hill Mainline Plaza • Middelburg Mainline Plaza • Machado Mainline Plaza • Nkomazi Mainline Plaza • Donkerhoek Ramp • Cullinan Ramp • Valtaki Ramp • Ekandustria Ramp Currently, all TRAC mainline plazas have dedicated tag lanes, with Diamond Hill Plaza also boasting an express lane which allows, tagholders to pay their toll fees without slowing down completely.

The express lanes have proven so successful that they will be rolled out to all other TRAC South African mainline plazas soon.

Getting and registering for a tag is easy and can be done at any TRAC mainline plaza or SANRAL customer service outlet. It costs R50, which gets credited to the tag on registration. Registration is effortless and immediate – all that is needed is an ID or driver’s licence as well as FICA and vehicle documents.

Road users should note that although TRAC’s two Mozambican plazas also accept electronic tag payments, the Mozambican and South African systems are not linked, and neither country’s tags will work in the other.

For more information:

0800 87 2264 helpdesk@tracn4.co.za. www.tracn4.co.za