Top Empowerment 21st Edition by Topco Media

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CONTENTS REGULAR 6

Featured organisations

Contributors

Editor’s letter

212

Top Empowerment Awards

ARTICLES 18

B-BBEE an 18-year overview

Top 10 B-BBEE strategies to improve your rating

Lifetime Achiever: Top Empowerment Awards 2021

Developing a High Velocity Delivery Machine

Top 10 South African Companies: Diversity and Inclusion

123

Top 5 Enterprise Supplier Development: Opening Up Access to Supply Chains

SECTOR OVERVIEWS

How to combine profit and service with Theo Baloyi

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Finance

Public Sector

100

Education

108

Tech & Business Support

114

Human Resource

126

Construction

142

Chemicals

150

Energy

154

Mining

158

Architecture

160

Fishing

164

Packaging

166

Broadcasting

CONTENTS & CREDITS

CREDITS CEO Ralf Fletcher

184

186

188

190

Financial Director Haley Fletcher

192

Associate Publisher Lee-Ann Bruce

INTERVIEWS 10

Theo Baloyi

Kershini Govender

168

Collen Dlamini

174

Shirley Machaba

180

Anastacia Tshesane

Head of Brand Justin Daniels Key Accounts Managers Ashley Filmalter Chris Hoffmann

168

Ian Fuhr

186

Stafford Masie

188

Thomas George

190

Nyimpini Mabunda

192

Mfundo Nkuhlu

Production Director Van Fletcher Group Editor Fiona Wakelin

174

INDEX 194

Tatenda Musonza

TOPCO STUDIO

PODCASTS 184

Phyllis Wasarirevu

Senior Assistant Editor Charndré Emma Kippie Editorial Assistant Koketso Mamabolo Designers Christine Siljeur

Listings of SA’s Top Empowered

Keegan Klein

Companies 2021

Nasreen Emeran

180

Traffic Coordinator Daniel Bouwer Images: iStock, Unsplash

DISCLAIMER

Top Media & Communications (Pty) Ltd

a retrieval system or transmitted, in any form or by any means, electronic,

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mechanical, photocopying, recording or otherwise, without the prior written

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consent of Top Media & Communications (Pty) Ltd T/A Topco Media. Reg.

Tel: +27 86 000 9590

No. 2011/105655/07. While every care has been taken when compiling this

Fax: +27 21 423 7576

publication, the publishers, editor and contributors accept no responsibility for

Email: info@topco.co.za

any consequences arising from any errors or emissions.

Website: www.topco.co.za

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T O P E M P O W E R M E N T 2 1 ST E D I T I O N

FEATURED ORGANISATIONS A

139 Afriline Civil (Pty) Ltd.

136 Kele Engineering and Construction

156 AMIS

23 KHR Attorneys

54 LogiDist Group

77 Community Schemes Ombud Service (CSOS)

M 56 Merchants

116 Modern Centric Holdings

152 Eaton Corporation

130 Motheo Construction

108 Ekurhuleni Artisans and Skills Training College (EASTC) 51 Epiroc

134 Mzansi Rail Technologies (Pty) Ltd.

144 Movidna Services 168 Multichoice

102 FP&M SETA

26 Nedbank

52 Flowtite SA

65 Nemesis Accounting

128 Grinaker-LTA

162 Oceana Group 147 Omnia Group

50 Icebolethu Group 82 Ithuba 105 Izithelo strategic Partners

59 Revive Electrical Transformers (Pty) Ltd 133 RICTS Holdings (Pty) Ltd. 120 RBS Link & Co.

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FEATURED ORGANISATIONS / CONTRIBUTORS

S IFC Sacks Packaging 64 SALGA 74 Sinayo Securities

CONTRIBUTORS

T 110 Tshimologo Executive Group

U 90 University of the Free State

W 153 Wartsila South Africa 157 Wearcheck

Z 96 Zizi Institute (Pty) Ltd.

Prof. Bonang Mohale - University of the Free State Frith Thomas - Irvine Partners Kelly Fisher & Amber April - Brown Girl’s Guide Podcast Kershini Govender - Nedbank Honourable Zodwa Ntuli - B-BBEE Commission

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19052 Carducci Bus Awards FPFC.indd 1

30102019 16:14

EDITORS LETTER

EDITOR’S LETTER There is a meme doing the rounds at the

For this issue it gave me great pleasure

moment of a man leaping into a pool

to interview our front cover icon –

shouting “Yay! Goodbye 2021” – and at

dynamic entrepreneur Theo Baloyi,

the same time as he is leaping, so too is a

creator, founder and CEO of Bathu and

dog called Omicron – which happens to

winner of the 2021 Top Empowered

be aiming straight for his crotch. It is not

Company: Job Creation Award. What

often that I mention a crotch in my Ed

an incredible story – from being top of

letters, but to be honest, the last 2 years

his game as an asset manager in Dubai

have brought things out in us that we

for PwC to selling shoes from the boot

didn’t know were there – some brilliant,

of his car, to employing 300 people at

some good, some bad and some ugly.

Bathu and now expanding into Africa!

I remain bewildered at the number of people who doggedly refuse to vaccinate

We are grateful to Bonang Mohale,

- giving me pause to consider my

Chancellor of the University of the Free

previously unshakeable stance in support

State, who continues to inspire, for his

of universal suffrage. This recalcitrance

article on “Developing a High Velocity

cuts across class, race, creed and gender

Delivery Machine”; and as usual it

and the “reasons” range from the fear

was a complete pleasure to interview

Inside these pages you’ll find out who

factor to a misplaced libertarianism,

Kershini Govender, Executive Head of

are the Top 5 ESD companies in the

wherein people don’t like being told what

Transformation and Strategy at Nedbank

country; who the top richest black people

to do and won’t do something simply

Group. Upfront we also feature B-BBEE

in South Africa are - and which are the

because they have been asked to do it.

Commissioner, Zodwa Ntuli who updates

Top 10 South African Companies from a

A bit like being back in the sandpit. I read

us on the transformation trajectory in

Diversity and Inclusion perspective. You

the other day of a man who had to get

South Africa.

will also find a wealth of tips, advice and sector overviews. The publication would

off an American Airlines flight because, instead of a mask, he was wearing a

There is a fantastic line up of podcasts

not be complete without the invaluable

woman’s thong (back to crotches) on his

for you – another great thing about

reference tool – the Top Empowerment

face – he said he was protesting being

digital is we are able to embed the links

Index, a review of the Top Empowerment

forced to wear a mask – and likened

so you can listen to them all – including:

Awards and Conference .

himself to Rosa Parks… the comparison in

Mfundo Nkuhlu, COO at the Nedbank

and of itself is a mind numbing travesty.

Group; Founder of the Sorbet Group,

This bumper edition would not have been

Ian Fuhr; Nyimpini Mabunda, CEO of

possible without the tireless input of our

And yet despite the bad and the ugly we

General Electric Southern Africa; Stafford

amazing team: Van Fletcher, Director;

do have much to celebrate – including

Masie, the man who brought Google

Charndré Emma Kippie, Senior Editorial

Top Empowerment’s 21st birthday! And

to South Africa; and Thomas George,

Assistant; Koketso Mamabolo, Editorial

what an incredible 21 years it has been!

Managing Director & Geography Head:

Assistant; Christine Siljeur, Designer and

The magazine had its genesis as a result

Africa at Wipro Limited. We interview

Daniel Bouwer, Traffic Manager.

of a conversation between Topco Media

Shirley Machaba - PwC South Africa CEO

Founder, Richard Fletcher and then-MP

and PwC Southern Africa Regional Senior

the Hon. Cyril Ramaphosa, and the first

Partner at PwC South Africa and you will

edition included a letter of support from

meet the esteemed winner of the Top

Madiba. Fast forward 19 years and, two

Empowerment Lifetime Achiever Award

years ago, like the rest of the world, we

- philanthropist, business leader, and

had to pivot to digi first – which has given

believer in active citizenry, Trevor Manuel.

We look forward to seeing you in 2022. #Besafe

FIONA WAKELIN GROUP EDITOR

our publications fantastic global reach.

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FROM THE BOO T O F A C AR IN AL EXANDR A TO SNEAK ERS F O R AF RIC A :

HOW TO COMBINE PROFIT AND SERVICE M E ET

Theo Baloyi, founder and CEO of Bathu, dynamic entrepreneur and philanthropist, won the 2021 Top Empowered Company: Job Creation Award. This accolade was a true reflection of Bathu’s mission - to reignite hope and create sustainable jobs. The company currently employs 300 people and its business model ensures it is robust and scalable, irrespective of what is going on in the global economy.

By Fiona Wakelin & Koketso Mamabolo 2 1 ST E D I T I O N

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IN THE BEGIN going out for parties; hanging around. Not everyone

could really afford perfumes, so we identified a gap in

IN THE BEGINNING

that market.

Theo was born into an average South African family

“We didn’t have the capital to start the business.

and raised by both his mother and his late father

However, we knew someone who was staying in

who was a male nurse turned estate agent and

second avenue, who was selling hampers of ties,

who taught him the basics and fundamentals of

cufflinks and pocket squares. We went to this guy

entrepreneurship.

and said ‘give us your hampers, on consignment, let’s sell, add a mark-up and give you a cut at the

During the 2008 global financial crisis, Theo was

end of the month, and then we take our cut’. We

in matric and did so well in accounting that his

did so well in that business that the proceeds from

father would show his reports to his associates in the

that were invested into the perfume business. The

real estate business. They were so impressed they

perfumes did so well because we were selling oil-

suggested Theo should pursue a CA career. In order

based perfumes that people could afford. That’s

for him to be able to continue his studies during the

where the entrepreneurial bug bit me.”

global meltdown his father sold his car – and then Theo moved to Alexandra to stay with his uncle.

“We grew the business, and the clientele, to the point where we didn’t have to go door-to-door to ask.”

“When I got to Johannesburg, I was very intentional

At the time, PwC was looking to fund just one

about the man I wanted to be, and my goals. And how

student, under the condition that they worked for

I needed to focus on my goals and achieve. One thing

the organisation after graduating. And, based on his

I did when I got to Johannesburg was self-introspection,

outstanding results, they chose Theo who proceeded

about who I am, where I am from, what it is that I want.

to over deliver, to the point where they didn’t want to

The second part of that introspection was sort of a risk

let him go, and employed him full time. With this focus

assessment. What are the risks? What can stand in my

on accounting, the perfume business died a natural

way? There were a few things: one of them was dating;

death – and then Theo went to work in Dubai where

the wrong circle of friends and so forth. So I decided to

out of 700 applicants he was chosen for an asset

cut all of that and just focus on my studies. And I did so

management position.

well in that year that I secured a bursary from Tomorrow Trust. A hundred percent bursary. And obviously my

“Oftentimes when I came back home, visiting

parents were very excited.”

Alexandra township, a township that I spend most of my time in, I would see that our brothers and sisters,

“And the second year I was the top accounting student

predominantly the youth, had lost hope, with no

in the class. While I was studying for my postgrad I realised

employment and just sitting around, I would realise

that I had a lot of idle time, because you only attend

it’s not because they’re lazy or anything. If you

classes for a few days [in the week], some days you

listen to their stories, not everyone has gotten the

are off, some weekends you are off. So I thought about

opportunities I’ve gotten.

‘how do I keep myself occupied and keep on pushing, pursuing my dreams?’. And that was how I got into

“Not everyone has had a father who can sell their

entrepreneurship because we started a perfume business.

car, not everyone had a hundred percent bursary, not everyone had PwC, a top accounting firm, to

“We looked at Alexandra, the consumer behaviour in

sponsor them. And not only that, but give them an

Alexandra how people like dressing up, smelling good,

opportunity to go work overseas.

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NNING

HOW TO COMBINE PROFIT AND SERVICE WITH THEO BALOYI | COVER STORY

“So I was like there are two things: either you choose to

And I had a vision of building an entire shoe out of mesh,

blame these guys and say they’re lazy or I am actually

and that’s why we were declined 13 times, because the

going to build with them, or build something that will

manufacturers believed that you cannot build a shoe

really reignite their hope and create sustainable jobs.”

out of mesh but I really believed that something could be done.

At the same time, Theo was buying a lot of sneakers on his travels, buying limited editions and had a light bulb

“The journey was very lonely.

moment when he realised that all of the shoes were from international footwear brands – not one from Africa –

“But I was very lucky because in my life I’ve done a lot of

and that marked the genesis of Bathu (which means,

self-introspection, even when I was in the Middle-East,

appropriately, shoe).

and especially when I was in Saudi Arabia. I would stay alone, do my self-introspection, reach out to my own

“When I started Bathu I did about 18 months of research

core, my own purpose. It was a revelation to say ‘you

and development, and proof of concept. Basically

need to go back home and build from the ground up,

behind-the-scenes work. One of the findings from my

and build with the people, with the objective and the

research was that we have about seven continents

purpose of being of service.”

in the world, and each and every continent has fair representation with a footwear brand. A footwear brand with a strong brand promise that almost everyone across the globe, or the market, can recognise the label.”

“It didn’t make sense to a lot of people at the time, when I left my job and told them ‘I’m going to start a sneaker brand.’”

“You look at South America, Brazil to be specific, they’ve

He launched with 100 pairs and sold out

got Ipanema and Havaianas, doing very well in the

“basically in a week”.

global market. Obviously the States, they’re leading with Nike. And they’ve been leading for the longest time.

“Today we do tens, and tens, and tens of thousands

Enormous amounts of money leave the continent each

[pairs] per month.”

year because we import so many overseas brands. “All the time that I went back to Alexandra, I could see and I could feel what’s really happening there. And I’ve got the passion to really help, and ‘pay it forward’. And I thought: this is my way of doing that. And in this big vision of building a shoe brand that Africans can proudly affiliate with, as scary as it is, it can help me achieve that and I can say, I could see the impact, I could create the impact. And not only to build for myself but to build with others.” “I took all my savings and used them as seed capital.” “We didn’t just want to develop a sneaker, or be a sneaker brand from Africa, we wanted the ‘cool factor’. We wanted a trend, a different sense of style, and that’s how we came about the Mesh Edition. In footwear manufacturing, the mesh material is used as a component of the shoe, either at the back, the top, or the sides. 2 1 ST E D I T I O N

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So, whereabouts did you start, and how did you market the first 100 pairs?

“We realised there’s an appetite, and our online data has

“It started among a circle of friends, as a proof of concept, in

Africa. So our strategy is that going into the SADC region,

three townships initially: Alex, Tembisa and Alexandra, selling

or expanding further into the SADC region, we want to be

out of the boot of my car. Quite funny, because I think some

able to optimise our omnichannel commerce, so that we

of the people still owe me the money from that batch!

will be able to service the appetite that is currently there.

been telling us about the appetite that is in other parts of

And going into east and west Africa, we’re going to do “It was such a small number that it sort of became limited,

the same but we’re probably going to need the relevant

so everyone wanted them. Even when I went to my big

stakeholders and partners that are going to help us build

batch, the 1000 pairs, I knew that I’ve got a demand. And

that value chain. So we’re planning to expand into Africa

the more people wore the shoes, the more they spoke

for the next five to ten years or so.”

about the brand, the more they spoke about what it means, and the brand values, the more it grew.”

What would be some of your most memorable milestones, personal and business?

GROWING THE BATHU BRAND INTO AFRICA

“I’m just grateful for the man I’ve come to be, throughout the journey and the things I’ve generally achieved. And I’m just humbled by the opportunities that I’ve gotten and

Congratulations on reaching 300 employees. Please tell us about your plans for reigniting hope, creating sustainable jobs, and expansion both locally and internationally.

how I’ve maximised them

“We are very intentional about how we want to build our

employ, and the impact that I’ve seen in people’s lives.

back-end, and our strategy around protecting our brand

We have people in our business who started off as casuals

and growing it. One of the things that we did, from day

in our retail stores, now they are regional managers for

one, the intention was always to own the end-to-end

the retail landscape. We have people who started off as

value chain. So we had this big mission: ‘reignite hope

drivers, now they’re part of our e-commerce unit. Most

and create sustainable jobs’.

importantly we have people who have gotten their first

“I am so humbled by what our business has managed to do over the last couple of years, with the people that we

undergraduate qualification through this business, people “I decided I am going to own the end-to-end value

who have bought their first cars, some are even on their

chain: Means of production, supply chain and distribution.

third cars through this business, some have built homes for

Because if I do that I will be able to achieve my mission.

their parents. Some have actually bought their first homes. Some have erected tombstones for their loved ones and

“Bathu has done very well in the SADC region, I must say.

some are role models in their own right, showing that

I think we’ve cemented our brand; we’ve built our brand

there are many other fields in society. It’s truly humbling.

equity.

So, that has to be my highlight.

“One of the things we really want to do is we want to

“I just wanted to add that I’m a firm believer that

expand into Africa, predominantly east and west Africa.

excellence comes through service. Oftentimes we make

Just this year alone we were part of the top 100 Most

the mistake of thinking that for you to be excellent, to be

Admired African Brands, a brand survey conducted by

great, you need to be a genius, but oftentimes it comes

Brands Africa. Over 28 countries in Africa, constituting

from service and how you are of service to the next

eighty percent of African consumers. And here’s this

person, or to your community.

brand from a room in Alex, sitting at number ten on that

“And I believe that’s where excellence comes from, when

list. Alongside Dangote Group, MTN, DSTV. In the top ten

you’re of service, and that’s what this business is about: to

there are only four South African brands, including us.

reignite hope and create sustainable jobs.”

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athu bran

HOW TO COMBINE PROFIT AND SERVICE WITH THEO BALOYI | COVER STORY

PAIN POINT: HOW TO HAVE A HEART AND BE PROFITABLE One of Theo’s biggest pain points when building Bathu was actually by default – moving the business from startup to corporate and managing that culture change, taking people out of their comfort zones and ensuring that the processes and systems were aligned with his vision and growth strategy. “The way we started our business was not about enriching one and making big profit, or anything like that. I had a comfortable job, four times what I was earning in South Africa, tax-free. It was never about wealth, or money, or riches, it was just a bigger calling to say ‘I want to be of service’ and because I started the business within the community, with the people, it was always about ‘one day we’ve got 40 orders, we take two people from the street, the next day we’ve got 100 orders, you take two more people from the streets, the weekend of month-end you’ve got 600 more orders, you take six more people from the street. You just want to be of service and build together. “But then the accountant in me, the professional in me knew very well that this is not the way to build a business, I needed to corporatise. I need to have the right skillset; I need to be able to scale it. it was painful because the people I had at the time were people who started with the business with me before the fancy offices. My human capital functions were not optimised. “When you bring in a human capital lead who’s experienced and says ‘This is what the policy is, this is what the process is. The things you used to do in Alex are not going to work here,’ you are building the bridge between startup and corporate. That was key because you need to bridge the two. Because you’ve got a business that started informally, from purpose, basically from the core, and now you have a business that is economically scalable, so you need to ‘yes, we want to be of purpose but we’re still a business, now we need to scale and be profitable.’ “That was my biggest pain point, to still have the passion and the economics merged into two. The economics of business don’t really care about how you feel; it’s about the bottom line. But you are employing people; human beings who are creatures with emotions, and you need to be able to have processes that are going to accommodate all of that.”

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SOUTH AFRICA’S TRANSFORMATION JOURNEY What are your thoughts on the journey to transformation in South Africa and what can we do to increase the pace? “We need to be ‘woke’ to where the world is going. And most importantly we need to be ‘woke’ to our own capabilities.” “It does not matter what we are trying to introduce, if people are not understanding their capabilities, or we’re not understanding our capabilities, as a continent, as a people, it’s going to be really hard for us to transform. It starts with us as individuals, or citizens, as corporations, and as the corporate sector collaborating with the state. “Gone are the days when we should be at the receiving end. The receiving end of the latest technology, of the latest app, the latest trends. We need to own our own resources and start transforming it so the rest of the world can receive whatever end-product we develop. Strengthening the voice from the South.”

REMAINING RESILIENT

CELEBRATING 5 YEARS – WATCH OUT FOR BATHU REDEFINED!

How did Covid affect your business model? “We were very fortunate to have survived the big

“My favourite shoe used to be the Mesh Edition but the

negative impacts. Mainly because of the way we started

new product we’re launching before the end of the

our business. When we started the business we reinvested

year - Bathu Redefined - I think they will take first place.

our proceeds into the right avenues. It’s almost like we knew Covid was coming. The first few years we were just

“In an effort to grow our business and celebrate five

an online business; selling from the boot of my car, even

years, we needed to redefine a lot of things in our

though big retailers approached us and we said ‘no’.”

business. And one of the things was our product. We want to give a whole new Bathu experience. Not only in

“We did not fire anyone in our business. We still paid all

store, but in the product. The new product should spark

the salaries even when people were at home, mainly

a different response: ‘Wow, this shoe is just amazing.’”

because we reinvested in working capital.” “We want to enhance the customer experience through: “We’re selling to people who really don’t need shoes.”

Sneaker technology Quality

Talks about how being under lockdown means people don’t buy footwear to “look cool” because there is nowhere to look cool, so they won’t buy Bathu. “Our revenue went down a bit but we managed to still sustain the business.” Did everything on his own when he started. Sold from the boot of a car. Twenty square metre room.

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Comfort”

HOW TO COMBINE PROFIT AND SERVICE WITH THEO BALOYI | COVER STORY

QUICKFIRE ON CHILLING: How do you relax? How do you cope with stress? “I read a lot and enjoy non-fiction books, autobiographies about entrepreneurs, great, successful people, and self-development.”

Favourite authors? Judy Collins and Robin Sharma “I am a car fanatic and spend time at the race track in Centurion doing advanced driving courses with friends.”

AROUND THE DINNER TABLE If you could have five people over for dinner, past or present, who would they be and what would you have for dessert? • • • • •

My late father Richard Maponya Elon Musk Vusi Thembekwayo My best friend, Andrew

Baked cheesecake for dessert.

LOOKING FORWARD What are you looking forward to most in the coming year?

TIPS AND ADVICE FOR ASPIRING ENTREPRENEURS Be authentic to your call. Be of service in whatever you do. Enjoy as much as you can!

“Excited to grow!”

A MESSAGE FOR OUR READERS “Let’s try to leverage what Topco has done for us as a country, and as a continent.”

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THOUGHT LEADERSHIP

B-BBEE

AN 18-YEAR OVERVIEW By Hon. Zodwa Ntuli, Commissioner: B-BBEE Commission

This year marks 27 years since the advent of democracy

equality clause in the Constitution of South Africa

as well as 18 years since the enactment of the Broad

was carefully considered as the authority for the

Based Black Economic Empowerment (B-BBEE) legislation

notion of redressing economic inequalities and

and policy. Almost three decades into our democracy,

deracialising the economy. Then the government

and close to two decades of the B-BBEE Act, a real and

adopted the B-BBEE strategy, and later the B-BBEE

honest reflection on the state of economic empowerment

Act (Act 53 of 2003, as amended by Act 46 of 2013),

of black people in South Africa is warranted.

as a mechanism to bring to reality the Constitutions aspiration: bridging economic inequalities in South

We cannot properly reflect without recalling the

Africa. In essence, the meaning behind the laws was

reasons for laws addressing the empowerment of

far greater than mere compliance with legislation

black people, in the context of the economy. The

and adherence to policy.

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B-BBEE - AN 18-YEAR OVERVIEW BY HON. ZODWA NTULI | THOUGHT LEADERSHIP

The implementation of the B-BBEE Act 53 of 2003

have not translated into real impact on the quality of lives

was met with many structural challenges, including:

and livelihood for black people, the majority of whom still

the failure by organs of state and public entities to

languish in poverty and unemployment.

implement B-BBEE; the scourge of fronting; lack of effective regulation of verification agencies; as well

On ownership patterns, our Annual National Status

as the absence of mechanisms to measure progress

and Trends on B-BBEE Report for 2020 shows that black

and address circumvention of the B-BBEE Act. This

ownership moved from 29% in 2019 to 31%, with black

then necessitated that a mechanism be introduced to

women ownership up from 12% to 14%, but still low

monitor B-BBEE implementation and safeguard equality

compared to the 2016 benchmark study of 32%. Closely

as the cornerstone of B-BBEE.

related to this was a slight increase in management control from 39% in 2019 to 57%. The report also shows that the least

As the B-BBEE Commission, in 2016 we began to

transformed sectors are the property, financial and tourism

regulate, monitor and oversee the progress made

sectors. In 2019 only 3.3% of the JSE listed entities were 100%

against the aspirations of the B-BBEE Act. To do this,

black owned, fast forward to 2020, the report shows 0%.

we adopted a compliance strategy to encourage voluntary compliance and the corrective enforcement

The noted increase in ownership and management

strategy to compel compliance where wrongdoing has

control elements of B-BBEE is negated by reduced

been identified, with criminal matters being referred to

voting rights, as well as direct economic benefits for

relevant law enforcement agencies, strategies which

black people, and the decrease of new black players in

have so far given results.

major deals, all of which are influenced mainly by limited funding available to black people. This calls for a less

Just to remind ourselves, the implementation of the

complex funding model from both the public and private

legislation is measured through five key elements of

sector entities to accelerate the state of empowerment

B-BBEE which are ownership, management control, skills

for black people, without which economic empowerment

development, enterprise and supplier development, as well

will remain a pipe dream for black South Africans.

as socio-economic development, and these are factored into the codes of good practice, including sector codes.

We have also noted progress in skills development (up

They apply to both public and private sectors.

from 49% to 60%), enterprise and supplier development (up from 51% to 61%) and socio-economic development

In five years of regulating B-BBEE in South Africa, it

(up from 68% to 90%). Preferential procurement policies

has become evident that while progress was made

are considered a key driver in making a contribution to

in a few elements of B-BBEE, such progress is yet to

the development of rural and township economies that

yield the impact needed to change the economic

continue to face challenges in accessing the markets amid

landscape in a meaningful way. Why do we say so?

entrenched value chains, high barriers and monopolistic/ exclusionary market structures, which impacts sustainability

Previously people lamented lack of data to track how the

of black owned entities, particularly SMMEs. Whilst

country is doing on B-BBEE and we introduced the annual

enterprise and supplier development is at the center of

National Status and Trends on B-BBEE Report from 2017. The

growing sustainable black enterprises that can transform

report is based on compliance reports submitted by JSE

the South African value chains and increase manufacturing

listed entities, organs of state and public entities, as well as

capabilities, the loose and non-committal approach to

SETAs, on how they are performing on B-BBEE. There is no

enterprise and supplier development initiatives by entities

doubt that entities are implementing initiatives to comply

leaves some black entrepreneurs impoverished and out to

with B-BBEE requirements, the reports submitted show the

dry, due to contracts that can be terminated unilaterally at

spend in annual financial statements and we see major

any time without any recourse. Basically, the livelihood of

ownership deals registered with us daily. However, most

black entrepreneurs is at the mercy of corporations.

2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

The notable achievements in skills development are

black ownership percentage increased in 2018/2019 from

also undermined by inadequate planning, poor and

a 48% indicative base to 60%. Black women ownership

ineffective training, misaligned to critical skills required

also increased from a 20% base to 29% compared to

in the economy, which affects the extent to which the

2017/2018. Conversely, there was a huge decrease in

increase in spend by entities can make a meaningful

black voting rights from 46% to 32%. The voting rights of

impact, leading to increased chances of employability

black women also experienced a decrease and fell from

and the upward movement of black people.

20% to 17%. This trend of granting less voting rights to black people whilst entities claim full ownership percentages

Most people argued that B-BBEE is for a few politically

on their certificates undermines the need to increase the

connected people, a narrative which was mainly fuelled

number of black people who own, manage and control

by the veil of secrecy around B-BBEE deals, mostly

enterprises, not tokens or fronts creating a façade of black

passive shareholding, where visible black control and

ownership. In terms of funding methods for these ownership

participation could not be found. In 2013 Parliament

transactions, vendor financing dominates, followed by

included a requirement to register all major B-BBEE

share swaps and bank loans, with government funding

transactions (R25-million and more) with us, which we

being the least used. This affects the ability of black people

publish regularly. Can we now say we know who benefits

to create black conglomerates that can be a force to be

from B-BBEE ownership deals?

reckoned with. Hopefully the funding deployed for black industrialists will begin to result in some progress.

From 2017 to 2020 we received a total of 528 transactions which were assessed, and feedback given to entities

The facts and figures above raise a fundamental question

on compliance and we have published the names of

as to whether the implementation of B-BBEE legislation

all parties to these transactions as registered. A more

and policy framework will achieve any meaningful

detailed analysis on the trends in deals for 2017 and 2018

impact in changing the economic landscape of South

financial years showed that some deals cannot be traced

Africa, if so, how soon given that we are 27 years into

to any real black person behind the corporate structure,

our democracy. For this to happen, we need to deal

with some broad-based ownership schemes purporting to

robustly with obstacles towards change, which are the

transfer ownership to employees, communities and black

fronting practice; failure by organs of state, public entities

people in general.

and private entities to implement B-BBEE; unscrupulous verification agencies; and a myriad of loopholes in the

Of concern is the serious lack of transparency in who

framework that enable circumvention.

the people behind the broad-based ownership schemes are, with more entities passing off charitable schemes as

Fronting entails fraud, thieving, rent-seeking, money

ownership schemes. Ownership must come with real rights

laundering and other forms of serious commercial crimes.

and economic benefits, with ownership ultimately vesting

Although criminalised under the law, criminalisation is

in the hands of black natural persons. If we cannot get in

ineffective without the corresponding administrative

touch with the said black natural person, no recognition

penalties that can be meted out parallel to the criminal

can be claimed. Thus, while there is some level of

processes against offenders. Currently, we only have

transparency now, the veil of secrecy is still perpetuated

investigative powers without any ability to enforce any

in some instances, and in such cases we have not issued

administrative remedies, which means matters must be

letters of compliance.

referred to SAPS and NPA for criminal processes. Without inclusion of administrative processes to prohibit specific

Based on new acquisitions reported in recent times, our

practices, South Africa will not eradicate or successfully

Major B-BBEE Transactions Analysis Report revealed that

combat fronting.

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

B-BBEE - AN 18-YEAR OVERVIEW BY HON. ZODWA NTULI | THOUGHT LEADERSHIP

“ The independence and operational autonomy of the B-BBEE Commission as an impartial regulatory entity that must act without fear, favour or prejudice is critical to achieving the objectives of the B-BBEE Act ”

The current instrument that merely criminalises a practice

million paid to black shareholders in compensation.

is blunt and allows for deliberate violations since there is

Recently we announced that we are now pursuing

no prioritisation of fronting cases in criminal investigations

cancellation of contracts and licences for entities found

and prosecutions. To date we have referred 30 cases

to be fronting or misrepresenting.

to SAPS/NPA and none have been processed criminally yet. Administrative processes would thus address these

Organs of state and public entities still do not implement

violations through administrative penalties that are quick

the B-BBEE Act despite the mandatory requirement to

and can result in redress, hence the need to amend

do so. The legislation has no sanction whatsoever for

the legislation to give effect to this. Also, the clause in

organs of state and public entities that fail to comply

the act, dubbed by lawyers practicing in the B-BBEE

with the B-BBEE Act by not reporting annually and

space as “the gagging order”, which prohibits us from

getting measured on their B-BBEE performance. Despite

publishing our investigative findings, must be removed.

this, we are issuing non-compliance notices to them and

This is used to frustrate the public communication of

have also escalated this aspect to auditing processes of

outcomes, in cases involving the regulator, for months.

the Auditor-General. Only up to 15% of organs of state and public entities have reported as required. Equally,

Despite the challenge, we have successfully issued

JSE listed entities are sluggish in reporting with less than

findings, regarding the violation of the B-BBEE Act, to 505

50% of them reporting annually. The law does not place

entities, some of which have been made to pay black

any sanction for any entity for not implementing B-BBEE

shareholders, who were denied economic benefits, and

initiatives, but allows us to deal with those who front,

restore participation of excluded black people with

misrepresent and obstruct our mandate, and action

immediate effect. Eight entities have approached the

is being taken against these entities. So, organs of

courts to review our findings, which we are defending.

state, public entities and private sector entities are the

We also successfully concluded 22 alternative dispute

weakest link in the drive to empower black people in

resolution agreements that have resulted in over R100-

South Africa. 2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

THOUGHT LEADERSHIP | B-BBEE - AN 18-YEAR OVERVIEW BY HON. ZODWA NTULI

“Economic empowerment of black people remains paramount and must be pursued unapologetically and robustly.” The gaps in the verification processes still exist, although

In conclusion, we need an independent and well

not with as much impunity since we took action against

capacitated B-BBEE Commission, at this point the

the unscrupulous verification professionals, who often

effectiveness of our operations is derailed by lack

hide behind loopholes in the Codes of Good Practice

of budget and human resources as we have been

and are fueled by unethical behaviour between entities,

operating on a zero budget since 2016. We have only

consultants and ineffective regulation of verification

22% of the 113 approved staff complement, with little

professionals in the current framework. We are now also

resources for our compliance and investigative mandate,

referring repeat offenders for de-accreditation to SANAS.

and are prevented from employing resources as we are not listed as a public entity. The independence

The Codes of Good Practice must further be tightened

and operational autonomy of the B-BBEE Commission

to allow for the pooling of funds available each year for

as an impartial regulatory entity that must act without

direct and effective spending in that year, as entities

fear, favour or prejudice is critical to achieving the

fail to spend all funds effectively. This means a private-

objectives of the B-BBEE Act. This intervention must be

public fund can be created for funds to be transferred

immediate to ensure proper investigation and monitoring

and for qualified and professional people to manage

of B-BBEE matters, with additional powers to implement

the fund, and ensure effective deployment to black

administrative processes and sanctions.

learners and entrepreneurs to have the desired impact on skills and enterprise development. Also, there must

The above said, economic empowerment of black

be a list of do’s-and-don’ts for entities which will result

people remains paramount and must be pursued

in initiatives being annulled if they don’t meet the

unapologetically and robustly. With South Africa being

requirements, to protect vulnerable small businesses and

the most unequal society in the world, we will not be

black entrepreneurs from abuse.

able to grow the economy for as long as the majority of the citizens are spectators subjected to abject

The Codes of Good Practice must also close gaps that

poverty and unemployment. While we are confident

allow for manipulation of the modified flow-through

that our interventions are addressing some issues in

principle; sale and leaseback deals that are disguised

complaints, we need drastic and immediate changes

as sale of assets; abuse of recognition for mandated

to the legislative framework to achieve a more systemic

investments and the continued consequence principle;

change to benefit black people in real terms, broadly,

all of which undermine the real meaning of ownership.

not in pockets, such as sector inquiries, compliance

We must have powers to issue compliance notices to

notices and administrative penalties.

stop such practices while we are investigating matters; a power not included in the current legislation.

It is a sad reality that we do not have much to gloat about as a country as there is no tangible change in the

Lastly, we must accept that without funding for black

economic landscape to date, however, complacency

businesses, no real economic empowerment can be

is not an option. Economic recovery of this country,

achieved. We call for funding models that are less

especially with the advent of the Covid-19 pandemic

restrictive to black players who wish to own stakes

demands a more robust approach supported by

in entities or create their own businesses to expand

adequate resources and legislative tools to drive

opportunities for employment. In essence, models of

transformation. No entity must be able to engage with

funding for the future should not stifle the prospects of

the government if it does not subscribe to the economic

black entrants within the economy. Government must also

transformation agenda adopted in the B-BBE strategy,

increase the funding available from funding institutions.

policy and law.

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

INTERVIEW WITH PEPPY KEKANA, CHAIRPERSON AT

KHR ATTORNEYS

factor because KHR encourages its employees to grow through education and by continuously learning new skills.

In April 2022, KHR Attorneys will be celebrating their 20th anniversary, this is a phenomenal feat given the volatility of the economy and the negative impact it has had on the legal sector. KHR Attorneys have built their business on a solid foundation of excellence and professionalism and are continuing to expand on the services offered to their clients and peers. WHAT DO YOU SEE AS THE KEY CHALLENGE FOR TRANSFORMATION IN YOUR SECTOR? The key challenge for transformation in the legal sector is the lack of gender equality. Gender equality is a fundamental human right because it preserves the right to human dignity and ensures equal access to opportunities and resources, regardless of gender. Another ongoing challenge is the fact that big corporate companies are resistant to giving business opportunities to black female owned law firms. HOW DO YOU RETAIN PERSONNEL IN YOUR COMPANY AND STOP KEY STAFF JUMPING SHIP? KHR maintains a healthy work environment that promotes a positive and happy working space that increases productivity, creativity, and efficiency. Communication is a two-way street at KHR and employees are encouraged to contribute towards key issues in terms of their personal growth as well as the company’s growth. Upskilling is a key

WHAT SKILLS DO YOU THINK THE NEW GENERATION OF BLACK LEADERS ARE GOING TO NEED? The next generation of black leaders need to be like explorers of old and embrace the unknown without fear. They need to be open to new ideas and change course as the world around them evolves. They need to be solution driven and be good listeners because a good listener listens to understand and does more than hear what people are saying. HOW HAS YOUR B-BBEE RATING BROUGHT YOU BUSINESS OR EXPANDED YOUR BUSINESS? Having achieved a Level 1 B-BB EE rating, the Company has been able to engage and attract new business from sectors that were very much white or male dominated. We have been able to expand the business from being specialists in a certain specific area of law to being specialists in many other areas of law including commercial and company law as well as practicing in the insolvency space.

Remote teams need remote-friendly technologies that address collaboration, security, digital adoption and integration, scheduling, productivity, and mobility, among other things and KHR prides itself in its ability to make this transition in a smooth and effortless manner by installing and implementing systems such as Legal serve and Excalibur. KHR Attorneys has qualified - and has been recognised - as one of South Africa’s Top Gender Empowered Companies in 2021 for prioritising gender empowerment as an integral part of its business strategy and daily operations. This recognition was endorsed by Standard Bank, United Nations Women, and was supported by the Commission for Gender Equality.

WHAT ARE YOUR COMPANY’S KEY TRANSFORMATION MILESTONES? KHR has successfully adopted a partial remote teams system as part of its daily operations. This crucial transformation was brought about by the realisation that UpToDate technology is needed to keep teams connected and to help them work more efficiently especially during the Covid pandemic era.

2 1 ST E D I T I O N

Company Details Address: First Floor, Princess of Wales Terrace31 Princess of Wales Street,Parktown Johannesburg Tel: (011) 484 – 4114 Email: info@khrinc.co.za

Web: khrincattorneys.com

IMPUMELELO TOP EMPOWERMENT

INTERVIEW WITH MFUNDO CLEMENT NKUHLU, CHIEF OPERATING OFFICER AT

NEDBANK MFUNDO CLEMENT NKUHLU

•

TRADE NEGOTIATION, AS WELL AS

that platform and succeed, you

WORKING IN GOVERNMENT FOR

raise confidence levels in yourself

INTERNATIONAL TRADE, AND NOW

and expectations from those you

AS PART OF A LARGE FINANCIAL

work with.

INSTITUTION. CAN YOU SHARE THE YOUR APPROACH AND MAKING SURE

KEY TAKEOUTS:

had lucky breaks at critical points

IT’S A WIN-WIN FOR ALL PARTIES.

along my career journey. However,

I innately believe that value

Transformation is not

I do feel that my success is a

creation is something that ultimately

combination of things. Of course,

you create in collaboration with

you have to put in the hard and

others. There is only so much that

intelligent work.

you can do all by yourself.

At the same time, you need to

It is in the interaction with others

surround yourself with smarter and

that you get the multiplier effect to

more experienced people so that

come through. I’ve always enjoyed

you can learn from them. Where I

working in teams, as it allows you

have had the opportunity to work

to test your ideas, thoughts and the

with senior people, I’ve seen it

opportunity to refine those ideas in

The fuel of the future

as an opportunity for growth. But

practice as they are implemented.

is data

there’s also luck, taking advantage

I’ve always invested in good,

of breaks that come through and

healthy, productive relationships

taken at the right moment.

with peers and superiors around me.

If you grab the opportunities with

DOES NEDBANK HAVE A SHARED

both hands, you make headway.

PURPOSE AS PART OF ITS

The constant denominator for me

TRANSFORMATION JOURNEY?

was to never stop learning; learning

We believe our success is linked to

and growth are lifelong enterprises.

the success of the society we live

communities It isn’t the job of one organisation, we all need to play our part

Learning and growth are lifelong enterprises

breeding success. If you firmly lay

YOU APPEAR TO BE INCLUSIVE IN

shared value for

•

ACROSS ACADEMIA, ACTIVISM,

I have been fortunate to have

it’s about creating

•

And there is nothing like success

SECRET TO YOUR SUCCESS?

just about ownership,

•

YOUR CAREER HAS EXTENDED

IMPUMELELO TOP EMPOWERMENT

2 1 st E D I T I O N

NEDBANK | INTERVIEW

in and the markets in societies in which we operate

use data science to make sense of connections, we

as a group. So, we as Nedbank need to be relevant

try to be more accurate in our predictive analytics

to our social context. We have invested in something

about the likelihood of consumers making purchase

over an extended period because the bank is an

decisions that would require that we are available

institution that takes a long-term view of business.

with solutions at this moment. This is what’s driving this digital revolution.

We create long-term assets in the market; we help to mobilise deposits from depositors. For institutional

Therefore, we must invest in a refresh of our

investors, we take those funds and create new assets.

technology stack, ensuring that we run robust

That’s part of value creation in the economy. For us,

technology systems to support our human

we seek to create value that’s both tangible and

endeavours. These systems need to be robust and

intangible, such as memories created in a home.

able to be modularised to respond to specific human needs.

This means we must understand our society very well, as this also allows us to identify opportunities that

We must understand that this technology investment

speak to our growth and sustainability. So, you get

isn’t just technology for technology’s sake, but it

into this mutually reinforcing cycle, that the more I’m

changes the business model itself. Through enhanced

relevant, the more I understand, the better placed I

experiences in the market, customers are coming

am to identify opportunities. And if I support citizens

back with preferences. Unless we connect with those

to grow, they generate new business sources for us;

preferences and needs and enable customers to

that, for us, is essentially the business of banking.

interact with us with relative ease, we’re not going to secure their business.

SO, YOU WOULD SAY THAT SUSTAINABILITY IS ENHANCED IN ORGANISATIONS WHEN THEY’RE

DO ALL OF US NEED TO BE CREATING SHARED

IN LINE WITH SOCIETY?

VALUE FOR OUR COMMUNITIES, FAMILIES,

No doubt about it. In the context of our business

EMPLOYEES, ANDPARTNERS?

in South Africa, there are two elements to

It cannot be the responsibility of just any one

transformation. First, there is the sort of transformation

single company. We must look at our fair share of

that applies to organisations, the ownership

contribution - and know that others are also making

structure and the board’s composition, the mix

efforts in the same general direction. The cumulative

of our workforce. Our workforce will reflect the

effect of all those contributions makes a difference

diversity that represents our country. This is the sort of

for society. There’s no monopoly on creating shared

transformation that is generally spoken of when we

value.

discuss transformation. But we certainly take pride in the contribution that The second aspect is transformation in the business

we are making in sustaining that, and we hope that

sense. Recognition that the world we live in is

others join us along this journey. It’s cumulatively how

increasingly driven by the high speed of innovative

we all bring together all those energies, resources,

new solutions. And these solutions are primarily

talents, and skills for South Africa. If we’re not pulling

predicated on a digital infrastructure backbone. In

the country with us, we’re not achieving much.

that context, the fuel of the future is data. To the extent that we understand the data world and can 2 1 st E D I T I O N

IMPUMELELO TOP EMPOWERMENT

INTERVIEW WITH PRIYA NAIDOO, GROUP EXECUTIVE, STRATEGY

NEDBANK The onset of COVID-19 and recent violent protests have accelerated the need for urgent action to kickstart the economy. The lack of progress in implementing structural reforms to boost economic growth have

PRIYA NAIDOO

•

and inequality too.

KEY TAKEOUTS:

Urgent action is needed on growth enhancing changes and reducing

Attention must be drawn to

policy uncertainty to boost business and consumer confidence, investment,

structural reforms to lay the

and growth and to reduce the impact the crisis has had on livelihoods.

foundation for sustainable,

We need a repurposed economy that allows for shared value amongst all

inclusive growth

people in its society.

The Covid-19 pandemic

A collective effort with a clear focus on sustainable growth is required

has further exposed the wide economic and social disparities in SA, which require urgent attention •

accelerated, not only unsustainable unemployment levels, but poverty

Nedbank is committed to transforming and advancing

to achieve real transformation. We need to engage in practical and accessible initiatives from the government together with the private sector to improve the underlying investment environment and unlock greater job creation and faster economic growth. The country’s success is and should be everyone’s business as we are all integrated within society, so we all should care - Priya Naidoo

a national social compact to rebuild the economy

HOW DO WE GO ABOUT REPURPOSING THE ECONOMY? The implementation of structural economic reform remains key to South

•

Empowering and supporting individuals and small business owners is one way to address unemployment in SA

•

There is a need for financial products that simplify access to financial services and

Africa’s longer-term prospects. Now, more than ever, individual South Africans, business and labour need to work together to help the government in overcoming the obstacles that lie ahead of us. The fundamentals need to be right - good governance and demonstrable leadership to address the country’s serious structural issues are necessary. Enabling more people to participate in economic activity and begin to

deliver value to our customers

improve their circumstances is key and one of the large untapped reservoirs

and society in general

of potential is the small business sector, which is held back by inherent

IMPUMELELO TOP EMPOWERMENT

2 1 st E D I T I O N

NEDBANK | INTERVIEW

challenges such as limited access to finance, erratic

and unemployment. With the youth unemployment

cash-flow and underdeveloped business skills. Banks

rate in South Africa during 2020 estimated at 55,75%,

are uniquely positioned to address some of these

it is important for Nedbank to continue participating

challenges and we can be part of repurposing the

in initiatives that address this issue.

economy through funding and support of individuals and small enterprises.

SOME OF THE INITIATIVES WE HAVE IMPLEMENTED AT NEDBANK THAT WE HOPE CAN GO A LONG WAY IN

WHY IS THIS IMPORTANT TO NEDBANK?

ADDRESSING THIS GROWING CONCERN ARE:

At Nedbank, we believe that our success depends on the degree to which we deliver value to society.

•

The YES programme – Nedbank first participated

Nedbank is uniquely positioned to play our part to

in the YES programme in 2019 by employing

help ensure that our economy works for every South

youth through various roles within Nedbank and

African.

partnering organisations. At the end of the 2019 programme, 591 of the recruits were permanently

We are therefore committed to transforming and

placed within Nedbank and its implementation

advancing a national social compact to rebuild the

partners. In 2021 we welcomed 1905 recruits onto

economy, being a catalyst for inclusive growth and

the programme.

enhancing social cohesion in SA. •

The jobs and partnerships that are created are

Our philosophy for purpose-led transformation is to

sustainable, impact the community where the

transcend legislation to meet national interests while

youth are based, and upskill the youth with

leveraging human, socioeconomic, financial and

required skill sets that enable them to find work in

leadership capital components. We are also acutely

the job market once they have completed the

aware of the critical role that financial institutions play

12-month programme.

in sustainable development through their funding and capital distributions.

•

Nedbank has also recently launched YouthX, a platform designed to enable youth potential by

And as a responsible business that is committed to

giving them access to resources and inspiration.

playing our part in building a sustainable future for

This also supports the drive against youth

our country, we know that nothing is more urgent

unemployment by tackling the issue head-on

than giving our people hope for a better future – this

through this platform and has partnered with

is the key to creating successful societies.

some of SA’s most accomplished youth change makers to give guidance and industry expertise.

HOW CAN WE ADDRESS THE COUNTRY’S CHRONIC UNEMPLOYMENT CRISIS?

HOW CAN WE PROVIDE FUNDING AND SUPPORT

South Africa’s unemployment rate was already

FOR INDIVIDUALS AND SMALL ENTERPRISES?

high even before the Covid-19 pandemic, which itself

We firmly believe in empowering and supporting

resulted in the loss of an estimated three million more

individuals and small business owners in our

jobs.

communities. There are numerous other innovative funding and support mechanisms that we have used

Covid-19 also put a spotlight on how youth are

within Nedbank. Through our Enterprise and Supplier

disproportionately affected by economic inactivity

Development programme, we support organisations

2 1 st E D I T I O N

IMPUMELELO TOP EMPOWERMENT

NEDBANK | INTERVIEW

through a combination of business mentorship, business

client experiences enabled through our technology

acumen, specialist training and personal coaching. One

foundations in a manner that delivers value to all our

such company is Mila Services, a level 1 black-women-

stakeholders. We continue to focus on ensuring that our

owned cleaning services business with a unique model

IT systems are stable and available, educating clients

that empowers qualifying staff members to become

and staff regarding digital solutions and capabilities

business owners. This has seen it grow from 22 employees

available to them, launching digital solutions such as Avo

to over 500 with over 10 franchises

that makes life a little easier for South Africans.

We have also funded programmes through trusts such as

Products like Mobimoney are also available

The Nedbank Black Business Partners Legacy Trust, which

to make banking affordable and accessible.

was created to fund Nedbank’s commitment together

Anyone with a valid SA ID number can open a

with Old Mutual, WIPHOLD and Brimstone to leave a

Nedbank MobiMoney account on any mobile device

legacy as a result of the successful broad-based black

in seconds without having to visit a branch or provide

economic empowerment transaction.

any supporting documents.

One such project funded through the Legacy Trust is the township economy revitalisation programme. This public-private partnership between the Trust, Gauteng Department of Economic Development, Pick n Pay and local spaza shop owners is working to upgrade participating spaza stores to meet the needs of customers and communities, thereby helping to grow a new generation of modern retail entrepreneurs and boost economic revitalisation and job creation in townships. Since it started, the programme has disbursed R20m to 15 supported spaza shops in Gauteng and the Western Cape. In turn, these small businesses have created 282 job opportunities for members of their surrounding communities. HOW CAN WE EXPAND ACCESS TO FINANCIAL SERVICES? There is a need for products that simplify access to financial services, and we believe that our long-term sustainability and success are contingent on the degree to which we deliver value to society. In this regard, our strategic focus is on delivering outstanding

IMPUMELELO TOP EMPOWERMENT

2 1 st E D I T I O N

“ Since it started, the programme has disbursed R20m to 15 supported spaza shops in Gauteng and the Western Cape”

INTERVIEW WITH ANEL BOSMAN, GROUP MANAGING EXECUTIVE: CIB AT

NEDBANK PLEASE COULD YOU DESCRIBE YOUR ROLE AND

of my profession, I didn’t plan a career in banking. I think it

RESPONSIBILITY AS GROUP MANAGING EXECUTIVE CIB

happened by chance rather than by intention. While I was

AT NEDBANK?

in high school, I was paging through the bursary booklet

I lead a team of experts that provide global markets; transactional; and corporate and investment banking services. Our client base includes leading corporations, financial institutions, state-owned entities, and governments in South Africa, as well as across Africa. We are more than just a product provider – we are a strategic financial partner with a focused objective to help our clients achieve their business vision and expand their opportunities. This is achieved through the provision of tailored solutions, characterised by fresh thinking, innovation, and a highly integrated partnership approach. YOU’VE BEEN AT NEDBANK FOR MORE THAN 19 YEARS. CAN YOU TELL US ABOUT YOUR JOURNEY WITH THE BANK? I come from Brakpan on the East Rand and grew up in an Afrikaans family of four, with an engineer and schoolteacher as parents. It was a stimulating environment, and I benefitted from one parent driving achievement and the other instilling curiosity about all sorts of things, and life in general. At school I was an academic achiever, participated in various sports, and was active in drama and debating. From a young age, even at school, I approached assignments and problem-solving with creativity, and constantly pushed myself to look for ways to deliver solutions that were interesting and different. I think creativity continues to be a key theme in my life. In terms

and saw that there were significant bursaries for statistics and mathematics. It was then that I decided to pursue these subjects because I thought it would be a good way of securing a bursary. My relationship with Nedbank began while I was in my honours year at the University of Johannesburg. I entered the Old Mutual/Nedbank Budget Speech Competition and was sent to the finals where I became the first woman to win the award. At the time, the winner was awarded a bursary to University of Cambridge. Through this once-ina-lifetime experience, I learnt some valuable insights and perspectives that ultimately lead me to where I am today. When I returned to South Africa, I joined one of the local banks as a desk economist, and when one of the traders left, I volunteered to look after the book. That’s how I became a trader. After a while I joined Nedbank and had a long, winding and very stimulating journey here. I have served within the group for more than 19 years. I started my career at Nedbank as a trader, heading up the Multidisciplinary Desk. From 2005 to 2010, I was the Head of Risk for Nedbank Capital, and after a short period as Chief Financial Officer and Head of Strategy for Nedbank Capital, I was then appointed as the Chief Operating Officer for the cluster in 2011. In 2015 I was appointed as Managing Executive for Nedbank CIB Markets, responsible for all trading activities

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in Nedbank, and wholesale funding. I was appointed as

to do good for individuals, businesses, families and

Group Managing Executive of Nedbank Corporate and

society. We believe that transformation is both a social

Investment Banking and joined the Group Exco on 1 April

and an economic imperative. An economic imperative

2020. When I think about it, the journey I took gave me

that does not only result in financial benefits for Nedbank

experience across many disciplines. I am grateful for the

but also contributes to the upliftment of the community

opportunity to have made so many lateral moves in my

in which we conduct business. I cannot overemphasize

career. I value the exposure that I have had, and how

the importance of a diverse and inclusive workforce in

the various roles stretched my abilities. Nedbank invested

enhancing productivity, innovation and creativity, which

an incredible amount in my journey, and really walked

are the driving forces of our business growth.

with me through my career. We are also committed to transforming and advancing WHAT DID YOU DO PRIOR

a national social compact to being a catalyst for

TO JOINING THE FINANCIAL SECTOR?

inclusive growth and enhancing social cohesion in South

The entrepreneur in me was always looking for work. I sold cosmetics while I was at school, and then later at university, when beaded jewellery became the latest craze, I started making and selling them. I made thousands of beads, baking them in my mother’s oven and selling them everywhere I could. I learnt so much about production, marketing, and cash flow. I eventually made enough money to buy a car, a yellow Volkswagen beetle. It was an incredible achievement for me. WHAT’S NEDBANK’S TAKE ON TRANSFORMATION, AND HOW DOES CIB IMPLEMENT THIS? Before addressing Nedbank’s transformation strategy, I want to talk about my personal ‘why’ for transformation both as a South African citizen and a leader of one of the large businesses in the bank. While transformation is not a new concept in Nedbank; Covid 19 has magnified the social, economic and organisational inequalities in the country. This led to my renewed commitment to accelerate my own learning and enable me to lead transformation from the front. What I have learnt is that this is not a perfect linear process but a complex,

Africa. In terms of CIB’s transformation roll-out, CIB has been on a Diversity Equity and Inclusion journey. We have taken significant steps through conversations, surveys and awareness, and are starting to make real changes. We are approaching the journey at three levels, looking at the systemic and organisational level, the intra- and interpersonal level but also the external level, since we are not operating in a vacuum. A few examples of some of the initiatives that are helping us meet our objectives include programmes like the CIB Women’s Forum, CIB Graduate programme and our participation in government’s Youth Employment Services (YES) programme. The CIB Women’s Forum’s overarching objective is to create an environment that will attract, engage, develop and retain female talent and make Nedbank an employer of choice for women. The CIB Graduate programme is a 12-month programme covering elements such as personal leadership and the latest developments in fintech business acumen and systems thinking.

iterative journey of discovery and personal growth.

HOW HAS COVID IMPACTED THE BUSINESS MODEL?

An important ingredient is the creation of psychological

that we must be agile in our learning and able to adjust

safety for leaders and everyone in CIB to be intentional about transformation, to learn from their mistakes – (yes there will be mistakes), recover and continue with the work of making Nedbank the best place to work. We encourage all leaders in CIB to use their power to create inclusion and speak up against acts of discrimination. At Nedbank our purpose is to use our financial expertise

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I think the one thing Covid-19 taught us very quickly, is as we go along. We had to move everybody and everything, including very complex settlement processes, out of the building within a short period of time. We always joke that if we had had enough time, we would probably still be in the planning process. However, because we simply had to do it, we did it speedily. I think what is important, though, is how ‘heart’

NEDBANK | INTERVIEW

has been emphasised. It was a time during which we

environment we have been operating in, is testament

proactively reached out to our clients. We listened well

to our agility and strong culture of teamwork and

and helped weather the storm as much as we could. The

highlights our expertise for strategic thinking. In terms of

relationships with our clients deepened significantly. The

our transformation journey, we saw incredible buy-in from

crisis pushed for adaptation and amplified digital journeys

everybody and dedication that has been remarkable.

as well. We have a digital approach that we call ‘warm digital’. This accelerated many of our IT initiatives while

We need to match that with our deliverables as we go

maintaining the deep client relationships, the human

along because you can’t only talk. And that’s my role

(warm) element. Our people have showed incredible

– to make sure that we match plans and actions.

perseverance, dedication, and work ethic. WHAT EXCITES YOU ABOUT YOUR ROLE, AND WHAT IS YOUR WHY? For me, purpose is the ‘why’, as well as the ability to make a difference. Purpose is what drives us, giving us the energy and drive to try our best. For me, purpose is multi-layered and all about making connections: The connection with yourself and the effort to be grounded and resourced through self-care. Then the connection to those around me, and I have a unique circle of women. It is great to know I have a safe place to turn to, a place where others motivate me. At a career level is it about being proud of successes while learning and growing from mistakes. And given the role of an investment bank, we have the opportunity to use our financial expertise to do good and build a more inclusive, sustainable economy, and uplifting our society. WHAT HAVE BEEN SOME OF YOUR MAJOR CAREER MILESTONES? CIB won many, many prizes in 2021, and it has been a great acknowledgement of the work that we do in sustainability, energy, and innovation. Some of the awards include Investment Bank of the Year at Environmental Finance’s IMPACT Awards 2021, Best Bank for Sustainable Finance in Africa by Euromoney, The Banker Deals of the Year 2021 – Africa and we were placed first in the category of Investment Advisor for Black Economic Empowerment Deals by Deal Flow and Deal Value for 2020. While these are incredible public accolades, what I am most proud of is our team. Their dedication and perseverance have been phenomenal. During these past months we met all our deliverables, which also makes me super proud. CIB’s

Company Details Address: 135 Riviona Road Sandown 2196, Sandton Tel: +27112944444

Web: nedbank.co.za Social Media: @Nedbank

General Enquiries: 0860555111

achievements, despite the uncertain and challenging

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MEET KERSHINI GOVENDER, EXECUTIVE HEAD OF TRANSFORMATION AND STRATEGY AT NEDBANK GROUP

PASSIONATE ABOUT TRANSFORMATION, COACHING AND TRAVEL By Fiona Wakelin Kershini Govender was born and educated in Pietermaritzburg, and after completing a B.Com in Business Finance, Economics and Logistics, began her career with Transnet. Kershini then moved to the Johannesburg Stock Exchange and after five and a half years joined Nedbank. Sixteen years later, having held previous roles within Group Business Innovation and Group Strategy, she is currently the Executive Head of Transformation and Strategy. Kershini also holds a Master of Science (MSc) degree in Behavioural Change and Coaching, cum laude. We spoke to Kershini about coaching, transformation and going beyond the Codes.

What excites you about your role? It’s diverse and challenging and straddles two very different functions - compliance and strategy. When dealing with compliance issues you must be quite autocratic and rigid, while on the strategy side, you need to be quite creative and open to new ideas there’s just never a dull moment.

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KERSHINI GOVENDER | INTERVIEW

I represent the Bank at the Banking Association of South Africa and sit on the Board of the Nedbank Eyethu Community Trust, which primarily disperses funding in the education space. What I really find exciting is being a coach – which is soul food for me. In 2012, prior to completing my Masters, I completed the Consciousness Coaching qualification, which is affiliated with the International Coach Federation USA. I’ve been coaching since 2013 – which continues to be

“

Our leadership philosophy is to be human centred… it is founded on putting people first.

fulfilling as I benefit from facilitating conversations that help unlock the individual’s potential from either a personal or professional perspective.

Services (YES) initiative, which we were one of the

One of the Bank’s key principles is transcending compliance beyond the Codes, thereby contributing to a sustainable future for all. Please give us some examples of how this is carried out.

Development (ESD) programme, launched in 2015,

One of the key principles of Nedbank’s approach is that transformation transcends compliance beyond the Scorecard. We view transformation as a moral and business imperative, in order to be relevant in the communities in which we

pioneers of in 2019. Our Enterprise and Supplier has yielded excellent results with more than 162 new jobs created and more than 496 people employed. The hours of mentorship surpassed 630 and new contracts were awarded to the value of R27-million. One supplier’s turnover significantly improved from R300 000 to more than R15-million over a five-year period. Since vesting in 2015, we have continued to work

operate. It is used as a nation-building lever.

with our business partners, including the Wiphold

In 2009, the Bank achieved a level 2 B-BBEE

Partner Legacy Project, engaging in different types

status and retained that for 10 consecutive years and we have since improved and have

and Brimstone consortia, in the Black Business of initiatives such as the public-private partnership with the Gauteng Department of Economic

maintained level 1 for the past 3 years.

Development, as well as Pick ‘n Pay and local spaza

“Our leadership philosophy is to be human

have dispensed more than R20-million and created

centred… it is founded on putting people first. The key principles include leading with empathy, having a bias for action and experimentation, and being inclusive” Here are some examples of how we transcend compliance beyond the Scorecard: More than 5200 youth have benefitted from work opportunities that have been provided through the Youth Employment

shop owners. Since the programme started, we more than 282 jobs.

As Head of Transformation Kershini ensures diversity and inclusion is part of the DNA of the Bank. We asked her what have been some of the highlights of the Bank's transformation journey? “We leverage across the four different capitals, which comprise of different elements of the Codes and beyond:

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•

Human capital including

In a capital constrained and low

employment equity and skills

growth environment, one has to also

development;

look at how one can appropriately deploy capital in order to grow the

•

Socio-economic capital including

economy.

socio-economic development,

What are the 5 C's driving strategy development?

enterprise and supplier development and procurement;

I articulate Nedbank’s transformation •

Financial capital including

strategy through the 5 Cs principles

empowerment financing and

including:

access to financial services; and Clarity of purpose, Commitment from •

Leadership capital including

leadership, Culture change, Creative

brand, culture, values,

compliance, and Communication

stakeholder management,

and Connection.

Our leadership philosophy is to be

For clarity of purpose in terms of the

human centred and put people

Nedbank journey, historically, we

first. Richard Barrett captured

had a vision-led and values driven

this beautifully when he said,

strategy; which has evolved to

“Organisations don’t change,

recently include a purpose statement

people do.” The key principles of our framework include leading with

– “Using our financial expertise to do

empathy, having a bias for actions

good”. Furthermore, within that we

and experimentation and being

identify key strategic levers and KPIs,

inclusive, which are linked to the

to ensure implementation, and there

Diversity, Equity and Inclusion journey.

is always a strategic roadmap that

In order to continue to be relevant in this new context, the Bank is currently embarking on a refreshed culture transformation journey. We’ve all seen and experienced how the world has shifted, not only with COVID, but the acceleration of digitisation and as your environment changes, you have to ensure your culture is aligned to enable your workforce to respond accordingly. One needs to determine how one redirects capital appropriately in order to make the most significant impact in the B-BBEE, or transformation, space.

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“

One needs to determine how one redirects capital appropriately in order to make the most significant impact in the B-BBEE, or transformation, space.

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the entire organisation is familiar with. Commitment from leadership and culture change are also fundamental, because things happen through people. Taking care of the environment, the culture and value set results in people being present, both physically and mentally - as people must be present in order to be effective and execute. Creative compliance is about leveraging money spent to build wealth rather than redistribute wealth.

KERSHINI GOVENDER | INTERVIEW

This does not mean fronting. And then finally

business. In 2017 the Boston Consulting Group found

communication and connection are vital because the

that diversity is a key driver of innovation and diverse

strategy and purpose have to live, otherwise they are

teams produce 19% more revenue. This is consistent

merely academic.

with the outcome of McKinsey studies - if your team is more diverse, you will find your ROE (return on

This strategy based on the 5 Cs principles requires

equity) is higher – in other words, diversity of thought

connecting through every single stage, because one

translates into an improved bottom line

cannot do creative compliance, or implement cultural change without the connection and communication. It’s not a linear or sequential process, but an iterative journey.

In your opinion, what have been some of the impacts of COVID on the implementation of BEE in South Africa? Profits have been shrinking throughout the COVID era,

What, in your opinion, are some of the transformation challenges facing South Africa and how do we turn them into opportunities?

and many of the elements on the Scorecard (e.g.

People are still struggling with the high cost of

profit after tax) have been impacted, the ability to

B-BBEE; sometimes business models are not geared

transform in those spaces also shrunk proportionately.

to supporting transformation, or there are business

In parallel the Bank had to deliberately redirect funds,

buy-in issues. In some instances, it’s also the culture.

which was the right thing to do, in favour of COVID

The greater challenge arises because transformation

relief initiatives.

socio-economic development and enterprise and supplier development which are a function of your net

is located within the broader socio-economic and political landscape. Transformation and growth are

The impact on SMMEs has been significant because

positively correlated, and when you are in a low

many did not survive the pandemic, and this has been

growth environment, (noting we are experiencing a

exacerbated through the recent social unrest; neither

real recession, not a technical one) characterised by

of which bodes well either for transformation or growth

the triple challenges of unemployment, inequality,

of the economy. From an ownership perspective,

poverty, and exacerbated by the pandemic; all of

because profits were shrinking, companies were

those realities also impact B-BBEE and transformation.

not able to pay dividends, share prices were falling and the net value that could have been created

Another significant challenge is the administrative

for shareholders would have consequently declined.

burden of the Codes; there are more than 150 pages, and around 67 lines of formula and while businesses are trying to grapple with that, the Codes themselves are being amended, which implies everything is grey and open to interpretation. Just keeping pace with the administrative burden, and being verified on an annual basis, is a challenge. From that perspective, a constructive way forward is to be involved in industry discussions. As the leaders in transformation, it is our responsibility to challenge the status quo and change the narrative to elevate the “substance over form” debate. B-BBEE needs to pivot - the Scorecard is quite archaic and transactional; and commensurate with this shift should be an appreciation that bringing diversity into the workplace is going to be good for

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INTERVIEW | KERSHINI GOVENDER

Skills development was impacted, primarily because the face-toface programmes had to be cancelled and everything had to pivot to virtual. The Codes and the legislation needs to keep pace with these changes and get updated accordingly, in order for companies to get credited for transformation.

How can transformation be a catalyst for higher levels of inclusive growth that our country needs right now? From my perspective, we have to fix the structural issues the economy is facing first. The current energy situation is completely unsustainable. You are literally disempowered when you do not have power, and that impacts everything. It is about transcending the political debates; removing corruption, fixing the structural issues in the economy, focusing on stimulating growth for SMMEs, redirecting capital to the areas where it is

things that impact the ability to

required and focusing on youth

deliver which need to be fixed.

employment through capacity

All these factors mentioned in the

building.

preceding paragraphs either build

•

by Robin Sharma •

the Scorecard needs to be a bit

How do you relax?

more deliberate in terms of what

Spending time with family and

the country needs, including

close friends. I am passionate

technological innovations. We

about travel and can’t wait to

need to dial up ethical behaviour,

start that part of my life again!

ethical leadership, and hold each other accountable in order to propel South Africa forward. There’s only so much capital and it’s also all the peripheral

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“Attuned Leadership” by Reuel J. Khoza

or erode investor confidence. Infrastructure development on

“The Leader Who Had No Title”

•

“More Time to Think” by Nancy Klein

What exciting plans do you have for the coming year? Personally: Travel

Who are your favourite business authors and are there any booksyou want to recommend?

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Professionally: Enhancing my coaching practice and working towards accelerating transformation.

TOP 10 B-BBEE STRATEGIES TO IMPROVE YOUR RATING | EDITORIAL

TOP 10 B-BBEE STRATEGIES TO IMPROVE YOUR RATING

The Broad-Based Black Economic Empowerment

Former Minister of Energy Jeff Radebe echoed this

(B-BBEE) strategy was published in 2003 as a precursor

sentiment at the Black Business Quarterly Awards:

to the B-BBEE Act 53 of 2003 with the aim of advancing

“Transformation is well recognised as a change

economic transformation in South Africa.

management strategy, which aligns people, processes and technology initiatives – irrespective

B-BBEE aims to ensure that South African citizens who

of the industry – in order to survive and evolve in a

were previously excluded can now have meaningful

business environment. Changing the structure of the

participation in the country’s economy. In line with this,

South African economy will result in it being more

a major objective of the programme is the creation of

inclusive and sustainable, with opportunities for all,

capacity at all levels through employment equity, socio-

integrated value chains and less barriers to entry. In

economic development, preferential procurement and

South Africa, the transformation agenda is critical in

skills and enterprise development.

all our endeavours and decisions.”

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PROPOSED AMENDMENTS TO THE B-BBEE CODES OF GOOD PRACTICE

The table below outlines the numerous levels of B-BBEE recognition achievable through the YES initiative, provided the preconditions are met.

The Department of Trade and Industry (dti) proposed a number of amendments in 2018, including the following: YOUTH EMPLOYMENT SERVICE Youth Employment Service (YES) companies are entitled to increase by one or two B-BBEE recognition levels, says Erika Holmes, partner and head of B-BBEE at Shepstone. “To move up one B-BBEE level, the YES company must meet the target and achieve 2.5% absorption rate. To move up two B-BBEE levels, the YES company must meet double the target and achieve a 5% absorption rate,” Shepstone concludes. TO QUALIFY, THESE ENTITIES MUST: • Meet the 40% sub-minimums for each priority element or, if a generic company, meet an average of 50% across the three priority elements or, in the case of QSEs, an average of 40% in two of the priority elements, including ownership. • Improve its B -BBEE score each year • Score full points on the skills development scorecard (if a generic company). • Give 12-month full – time employment contracts to black youth (18–35 years) as determined by the higher of:

AUTOMATIC RECOGNITION FOR LARGE BLACK-OWNED COMPANIES Automatic recognition levels will be given to 51% and 100% black-owned large entities with annual turnovers

• 1.5% of the last year ’s headcount • 1.5% of average net profit after tax in past three years converted to headcount by dividing by R55 000

of more than R50-million, the same as has been given to Exempted Micro Enterprises (EMEs) and Qualifying Smaller Enterprises (QSEs).

• A target set in a table based on annual revenue or headcount

This means that if a company is 51% black-owned, it will qualify for a Level 2 BEE status. If the company is 100% black-owned, it will qualify for Level 1 BEE status.

“ Changing the structure of the South African economy will result

EXPERT INSIGHTS

in it being more inclusive and more

“A Level 1 B-BBEE accreditation has a positive impact

sustainable, with opportunities for all.”

as it supports governmental initiatives for transformation. Economically, it allows companies to improve their business development, client relationships as well as

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TOP 10 B-BBEE STRATEGIES TO IMPROVE YOUR RATING | EDITORIAL

brand awareness, which ultimately leads to companies being positive contributors to the economy.” – Joe Ndala, MD of AECOM South Africa. . “B-BBEE is more than just getting the best possible level by ticking off compliance checkboxes to avoid penalties and secure contracts. It’s really about meaningful transformation and providing an opportunity for companies to play a greater role in the

2. B-BBEE SCORECARD AND BUSINESS BENEFITS ARE NOT MUTUALLY EXCLUSIVE

overall development of South Africa.”

Too many companies still regard BBBEE as some form

– Renai Moothilal, Executive Director at NAACAM.

of poorly conceptualised tax. There is a moral wake-up call here in that if we do not all do our part to make

“Building a globally competitive South Africa requires

the country work, we may not have an economy left.

business leaders and managers to move beyond the

The B-BBEE Codes provide structure regarding how

current guilt-tax approach to B-BBEE and reconnect with

businesses can contribute.

the spirit and intention of the codes of good practice.” – Luvuyo Madasa, Executive Director of ReimagineSA.

Most companies in the business-to-business sector have

“Real economic transformation will result in the

good scorecard. We have found that if you really look

visible and tangible inclusion of black people in the mainstream economy across all sectors. That, in turn, will mean greater economic growth that will benefit all South Africans.” – Zodwa Ntuli, Commissioner.

1. S KILLS DEVELOPMENT IS ABOUT LEVERAGED TRAINING AND BUILDING A SCORECARD Spending approximately 15% of your total skills budget on short courses would give only about one point for the skills development element. On the other hand, a well-planned strategy working with leveraged programmes and Sector Education and Training Authority (SETA) funding that requires a 15% net contribution could result in more than 90% of the points, if not all of them. A proper strategy would include a focus on people

some level of pressure from their clients to present a at it, the business benefit of a good scorecard vastly exceeds the risk and downside related to ignoring B-BBEE. This pressure will continue to increase, but with some honest assessment, the return on investment could actually be quite high – especially if you align your BBBEE strategy with your business strategy. 3. KNOW WHAT YOU NEED FROM YOUR B-BBEE PARTNER What does a business really need from a B-BBEE partner? Is it just a competitive scorecard or meeting the minimum requirements of a tender? In many instances the answers are more subtle. Most businesses would benefit from a more diverse strategic perspective. Many companies that have grown and evolved from small beginnings had to make place for more shareholders and investors.

with disabilities and programmes that allow for salary

In South Africa, we have the reality of a changing

inclusion as well as maximise tax breaks, subsidies and

landscape. If you are clear on what you need from

SETA funding. Yet many companies get this wrong

the partner, the next step is to check that it is realistic.

and do not optimise their training. Even if companies

If not, change your expectations. If it is, make sure that

can afford the full 6% of skills development of black

it is properly set out in a contract. Too many B-BBEE

staff, with optimization, there would be enough

partnerships fail because there is a lack of agreement and

budget left to train all staff.

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4. DO AT LEAST THE MINIMUM IN TERMS OF OWNERSHIP If you really don’t want to do a B-BBEE ownership

6. REACT QUICKLY WHEN YOU GET YOUR SCORECARD FOR THE PREVIOUS YEAR

transaction, at least do the minimum. Typically, this is

The scorecard is often filed and not reviewed until

10.1%. This can add between 14 and 16 points, and

weeks before the end of the next financial year. This

save you from dropping a level. For example, if you

is a big mistake. On receipt of the certificate and

are stuck at 56 points and are categorised at Level 7

scorecard from the verification agency, immediately

that will drop to Level 8 without B-BBEE ownership, it

complete a corrective and a strategy review.

means you could have been a Level 4 with a properly structured 10% BEE ownership transaction. Properly

Make sure you understand every single point you missed.

structured full ownership at 25% would immediately

Then consider whether you could still do something to

raise the score to a Level 3.

improve the existing If it is inevitable that a belligerent supplier has to be replaced, leaving it until late in the

5. PRICE YOUR B-BBEE OWNERSHIP DEALS RIGHT

financial year will have limited scorecard benefits as

Many B-BBEE transactions are priced at full realisable

there will simply not be sufficient procurement from a

value to a willing buyer. It is a far more sound strategy to price a B-BBEE transaction on the same principles you would an agreement with a senior manager or new business partner. As a result, the principle would be based on mutual future benefit and not as if you sell to retire. Rather structure the deal for growth and expansion and plan to exit the business together at a later stage.

new and more compliant supplier. You may want to identify junior staff with potential or recruit to meet your needs, but getting recruitment wrong can be detrimental for a business. Start early and leave yourself time to optimise. 7. IT DOES NOT HAVE TO BE DIFFICULT With proper advice and a sound strategy, B-BBEE

Under no circumstances should you feel pressured to

compliance can be much simpler than expected.

“give your shares away”, but if the new investor cannot

For example, the codes allow for properly structured

finance the deal from the deal itself, it is probably

loans to be recognised for enterprise and supplier

doomed to failure.

development. Ask yourself whether you would rather loan R200 000 to a qualifying beneficiary that will

A lower and more realistic business value that secures

help transform and improve your value chain or give

profitable business growth and tempers risk will increase

R140 000 every year for the next five years to some

the likelihood of finding a partner that can help grow

scheme with a fancy brochure?

the business.

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TOP 10 B-BBEE STRATEGIES TO IMPROVE YOUR RATING | EDITORIAL

8. HAVE A LEVEL 1 PLAN Even if the business leadership has settled on a strategy to achieve a B-BBEE Level 5 or even a Level 8, it is imperative to have a plan to reach Level 1. Many companies see this as an impossible task and deem it to be financially ruining. It’s only when each possible point in the scorecard is mapped to the advantage of the business and cost effectively that the real cost benefit of BBBEE can be derived. Level 1 may still be too expensive to pursue, but the most expensive points can be dropped for a sound Level 3 strategy, for example. 9. USE THE CORRECT RESOURCES FOR EVERY STAGE OF THE PROCESS During the first half of the year, review, reset and

c) Preparation for verification requires a strong admin team. This is not an afterthought but rather an ongoing

plan properly.

process of collecting B-BBEE certificates, collating training

During the second half, implement the plan and check

this, the verification will fail and points may be lost.

the implementation at the last minute when the profit projections are clear. Then, after year-end, make sure

documentation and keeping everything in the file. Without

10. TAKE THE PAPERWORK SERIOUSLY

the documentation is correct and up to date before you

Even if the paperwork part of the project is delegated

engage with a verification agency.

to an admin person or team, they need strong support and a clear mandate to build the file during the year.

You cannot delegate the entire project to one person

Too many companies have seen their scorecard

or department. We often find that leadership delegates

crash and burn on impossible deadlines and poor

B-BBEE too far down the chain of command from the

paperwork.

key decision-makers and the plans are neither optimised nor properly funded. Each of the three pillars needs a

BONUS STRATEGY: CONSIDER YES CAREFULLY

different core team for B-BBEE transformation:

The recently launched YES initiative can be a great way for companies to improve their scorecard by one

a) Proper planning and budget approval require top

or two levels. It is, however, important to compare the

management. This is critical as it sets the scene for the

cost and benefit as opposed to those involved with

year and frames many of the operational decisions, such

improving your BEE strategy. YES should be neither a

as who to appoint and where to acquire products and

first choice nor a strategy of last resort.

services. A plan that has not been properly approved by the right decision-makers will fail.

It should be viewed as a useful alternative and should be compared to the rest of the Level 1 plan. If the

b) Effective implementation requires line management.

costing and the interest of your business is best served

Line managers are often the lifeblood of a B-BBEE

with the YES programme, it should be used. However, if

strategy. If they do not support it, they can kill or at least

it is more expensive than the Level 1 plan you already

maim it. Their buy-in and clear role in implementation is

have, it may not be the best option.

critical for success. 2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

LIFETIME ACHIEVER: TOP EMPOWERMENT AWARDS 2021 Trevor A. Manuel - Chairman, Old Mutual Limited Fiona Wakelin and Charndre Emma Kippie By Charndré Emma Kippie

This year the esteemed winner of the Top Empowerment Lifetime Achiever Award was philanthropist, business leader, and believer in active citizenry, Trevor Manuel, who had served as a Cabinet Minister from 1994 to 2014 under the first four Presidents of democratic South Africa. He was first appointed to Cabinet as Minister of Trade and Industry in May 1994, a portfolio he held for two years. In April 1996, he became Finance Minister, steering the South African economy for 13 years as one of the world’s longest serving finance ministers. During his last term in office, he served as Minister in the Presidency responsible for the National Planning Commission, a position he held from May 2009 to May 2014. During his Ministerial career, Trevor Manuel assumed a number of ex officio positions in international bodies, including the United Nations Commission for Trade and Development (UNCTAD), the World Bank, the IMF, the G20, the African Development Bank and the Southern African Development Community. He was appointed as Special Envoy for Financing Development on two occasions, in 2001 and 2008, by successive Secretaries General of the United Nations and has served on various international commissions including the Global Ocean Commission (2012/4 – which he also co-chaired) and the Commission on the New Climate Economy (2013/4).

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

LIFETIME ACHIEVER: TOP EMPOWERMENT AWARDS 2021 | EDITORIAL

He has received a number of awards and

PERSONAL JOURNEY

recognitions, including Africa’s Finance

Trevor started out as an activist in the

Minister of the Year and the Woodrow

community where he was born and raised

Wilson Public Service award. He has 8

and engaged with others and built various

honorary doctorates from South African

organisations, each a progression on the

tertiary institutions in a range of disciplines,

other, and each presenting opportunities and

sucha s Commerce, Law, Technology,

responsibilities for leadership and action. From

and a Doctor of Laws from MacMaster

a community, to a provincial and eventually a

University, Ontario Canada.

national activist role, he and others with him, stepped up to responsibility. These steps were

Trevor Manuel served as the Chancellor

seen as ‘opportunities for responsibility’ rather

of the Cape Peninsula University of

than moments for honour or indulgence.

Technology (CPUT) from May 2008 until 2013, and is an Honorary Professor at

He spent about 25 years of his life involved

the Mandela School at UCT (since 2015)

in governmental responsibilities, 20 years

where he is a Senior Political Fellow. He

in cabinet and parliament preceded by a

has also served in the role of Professor

few years of honing the skills, followed by a

Extraordinaire at the University of

few years of phasing out some, especially

Johannesburg (since 2014).

international responsibilities. Now, he devotes his time and resources to governance

Currently, he is Chairperson of Old Mutual

in the private sector, and to continuing

Limited and is a Senior Advisor to, and the

plough-back by serving on commissions or

Deputy Chairperson of, Rothschild South

occasional teaching.

Africa. He also serves as a Trustee on the Allan Gray Orbis Endowment Trust and

“In these reflections, I’d like to believe that my

on the Advisory Board of the Centre for

life is a continuum. I’d like to believe that if my

African Cities at UCT.

18-year-old self looked at me now, it would not find contradictions in the core values of service

What a remarkable lifetime span of

and using opportunities to transform. Yes, of

achievements. In his acceptance speech,

course I’m older and wiser, and far less bright-

Trevor Manuel accepted the award on

eyed and bushy-tailed. And yes, I’m able to

behalf of the many unrecognised heroes

address my responsibilities and revert to values,

and heroines of our nation and noted

having lost much of the ideology that I clung

that the opportunity of the awards event

to in my youth. But the core values which are

was “a moment to consider what we are

about service remain intact.

sensing (it’s a difficult time in the life of our nation), to reflect on the journey and how we are deviating from where we ought to be, and then to use this moment to renew our commitment to where we want to be [in terms of our empowerment journey].”

“With the benefit of hind sails of the journey I’ve been on, I remain convinced that the most important element of leadership is the strength of the undercarriage of values. If indeed this is strong, one can rely on it to enable decision-making, especially

2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

EDITORIAL | LIFETIME ACHIEVER: TOP EMPOWERMENT AWARDS 2021

of the tough decisions that need to be taken. I remain of

“What we have to do is to agree that performance will

the view that taking the tough decisions earns trust and

be measured and that time frames at which they’re

respect...You will not earn trust and respect by avoiding

measured will be agreed to in advance.

taking the tough decisions. “We all need to understand that in society there is no “All of this requires the ability to either build teams (if the

‘manager’ or ‘boss’ other than the people and the

opportunities are afforded to build teams) or to mould

institutions we serve. It matters not whether we are in

individuals into teams who each understand their roles

government or in parliament at national, provincial

and responsibilities. Teams work when each member

or local level. It matters not whether we are in the

is focused, empowered, energised and enabled to

private sector or NGOs. It matters not whether we

challenge anybody in the team and to be committed

are in trade unions. I think that we need to look at

to account for the actions of each individual — and the

ourselves, understand that we all have responsibilities

actions of the team.”

to ourselves and to each other. We cannot ever let the side down. We must remain committed to values.

TRANSFORMATION AND EMPOWERMENT

And, finally, we must never ever give up on the

Reflecting on his own journey, Trevor recognised the

courage to take the right decisions”

value of giving opportunities to people who may be

- Trevor A. Manuel.

overlooked. In this regard, he was very mindful of the role that an individual like Nelson Mandela played in his own development, giving him opportunities, and not taking no for an answer – empowering him. He went on to say that we have to create opportunities for people who may be overlooked frequently for reasons of their own personal history, be this race, gender, or geography. That having been recognised, we will advance by our genuine commitment to unearth new pools of talent. The greatest threat to empowerment is the cynical checkbox approach that masquerades as empowerment. Trevor’s belief in the future of South Africa, his commitment to the country and its people, is implacable. His commitment aligns, fully, with the preamble to our Constitution, which is about healing the divisions of the past and building a society based on democratic values. Secondly, it is about a focus on a democratic and open society where all are equal before the law. And, thirdly, to improve the quality of life of all citizens and free the potential of each person. He was clear that we need to reaffirm our commitment to these values and accept that it will not come about simply because we agreed to it between 1994 and 1996, and then wrote it down:

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

Africology_Design_Women_Awards_Standerd_Bank.pdf Africology_Design_Women_Awards_Standerd_Bank.pdf 1 2019/07/25 08:49

2019/07/25

08:49

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apS & era

Numbers Don’t Lie By Charndré Emma Kippie This past year, all monetary, fiscal and regulatory officials have taken the necessary steps to mitigate the effects of Covid–19 on the South African economy. As a result of the pressures created by the global pandemic, top priority became providing financial assistance to businesses, organisations and employees, as well as lowering the regulatory burden on financial institutions. All steps taken were geared towards bolstering economic activity. In January 2021, the National Treasury and the Reserve Bank finalised the Financial Stability Framework that defines how the Reserve Bank will independently fulfil its financial stability responsibilities in terms of the Financial Sector Regulation Act (2017).

FINANCE SECTOR OVERVIEW

COURSE OF ACTION In order to drive the financial sector during Covid, South Africa’s Prudential Authority – which regulates banks and the broader financial sector – instated an interim relaxation of regulations to ease the pressures which businesses and regulated financial institutions faced. The course of action included: • Limiting the minimum capital and liquidity coverage ratio requirements for banks. • Decreasing capital requirements for loans that banks restructured to assist their customers and guiding banks on the application of expected credit loss provisioning and accounting practices. • Advising banks to refrain from paying bonuses and dividends. • Paying close attention to banks’ operational risk and business continuity to ensure the health and safety of staff and customers. • Extending financial and regulatory reporting timelines for financial institutions affected by strict lockdown restrictions. SA witnessed significant growth, in terms of its gross domestic product (GDP) during the second quarter of 2021. The GDP accelerated marginally from a revised 1.0% (4.2% annualised) in the first quarter of 2021 to 1.2% (4.7% annualised) in the second quarter, despite the strain of the third wave of Covid-19. Additionally, our nation’s trade surplus grew substantially in the second quarter of 2021 — this was a record high.

SOURCES treasury.gov.za resbank.co.za jse.co.za pwc.co.za iol.co.za

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

FINANCE | SECTOR OVERVIEW

THE JOHANNESBURG STOCK EXCHANGE (JSE)

BANKING SECTOR

NEW TRENDS

South Africa’s major banks have

Adopting a client-focused

experienced an acute earnings

digital banking strategy

recovery during the first half of 2021 —

An intermediate challenge for

from the weakened Covid-19 related trading conditions of 2020. Thankfully, banks remain hopeful as recovery is still under way.

banking in an increasingly cutthroat environment is enhancing customer relevance. As investments in IT architectures, digital platforms,

One of the most impactful drivers of South Africa’s earnings growth, in 2021, was the lowered credit impairment charges across most lending portfolios, as well as the customer segments acknowledged after credit conditions began to recover during the first half of the year. The provisioning made back in the 2020 financial year, also stood us in good stead.

data and automation continue, major banks have gained insights from the Covid-19 crisis and highlighted their ambitions to transform the manner in which products and services are delivered. They’ve created an ecosystem by connecting customers to partners, fintechs and other providers through open architecture, part of the delivery model, by providing endto-end services in addition to the

Additionally, the country witnessed record commodity prices, which supported our corporate earnings across many major industries, and in turn, our loan performances within our major banks’ wholesale credit portfolios.

underlying financial transactions A variety of operational models are emerging, from outsourcing elements to developing new strategic delivery partners. ESG issues prioritised The perception of value and risk by board members, investors,

INDUSTRY OVERVIEW AND MACROECONOMIC DEVELOPMENTS Combined Headline Earnings Growth

changing, and environmental,

↑ 177%

social and governance (ESG) issues are quickly moving to the agenda.

Return on Equity ↑ 15.4% Combined Common Equity Tier 1 Ratio

customers and regulators is

Thinking goes beyond climaterelated disclosures and reports of

↑ 13,2%

ESG guidelines. The current focus is the need for compelling ESG

Net Interest Margin ↑ 403 bps

strategies and appropriate markers

Credit Loss Ratio ↓ 65% (down to 82bps)

to measure performance. While these topics are cross-industry, major banks acknowledge the

Cost-to-income Ratio ↑ 55.9%

transforming dynamics and the significance of these areas.

2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

ICEBOLETHU GROUP Icebolethu Group was established in

and will be serving her second term,

2009 by Nomfundo Mcoyi, who was

beginning in January 2022. Nomfundo

inspired by the need for a reputable

also sits on the Board of Services SETA

funeral service provider, particularly in

and is a shareholder of Scribante

black communities.

Labour Consultants, as well as Blacksuits.

Twelve years later, through hard

NOMFUNDO MCOYI

GROUP CHIEF EXECUTIVE, ICEBOLETHU GROUP

The foundation is dedicated to focusing and driving community projects that contribute to developing one community area at a time.

IMPUMELELO TOP EMPOWERMENT

work, unwavering dedication, and

Amongst her many accolades,

ambition, Icebolethu Group has

Nomfudo has recently published a

over one hundred customer service

cookbook titled “Boardroom to the

branches and mortuaries including

Kitchen with Nomfundo Mcoyi’’.

two call centres, an academy, and

Within Icebolethu Funerals is

admin offices in KwaZulu-Natal and

Icebolethu Corporate, which

Gauteng. Six years ago, Icebolethu

offers group scheme funeral cover,

Group opened a branch in London,

providing products and services to

England specifically to take care of

people belonging to group schemes

SADC nationals living and working in

such as companies, churches, stokvels,

the United Kingdom

clubs, and similar groups.

Icebolethu Group consists of ten

The aim is to make Icebolethu Group

companies: Icebolethu Funerals;

accessible to all those who need it

Icebolethu Burial Services; Icebolethu

and, through partnerships with bigger

Tombstones; Icebolethu Funerals UK;

organisations, members are covered

Icebolethu Foundation; Icebolethu

and get to enjoy Icebolethu benefits.

Security Services; Icebolethu

The company’s motto, “dedicated to

Academy; Icebolethu Properties and

the care of those we serve,” is shown

Investments; Icebolethu Catering;

through training and grooming staff

and Icebolethu Memorials.

members to ensure that they provide clients with the best customer service.

The Group’s companies all service the two main income-generating

The company also provides a 24-

businesses, Icebolethu Funerals (FSP)

hour call centre service and has

and Icebolethu Burial Services (IBS).

packages designed to suit the desired

Icebolethu Group Chief Executive

target audience to ensure maximum

Officer and Founder, Nomfundo

customer satisfaction. The vision

Mcoyi, is also the KwaZulu-Natal

of Icebolethu Group is to be the

Chairperson of the South Africa

centre of excellence in the funeral

Funeral Practitioners Association

industry. This influences the ethos

2 1 st E D I T I O N

ICEBOLETHU | PROFILE

and organisational culture of the

the entire team. Icebolethu Group

the company. Funeral planning

company and is filtered throughout

has a staff complement of over

requires many resources and

the organisation within all structures

1,500 employees, with the majority

manpower, which is why certain

and departments. The mission of the

of employees from destitute

tasks and equipment are outsourced

company is to deliver exceptional

communities in which Icebolethu

from smaller companies, within

service and to perform dignified

branches are located. As the

townships and rural areas, to grow

funerals and services. Icebolethu

company expands, the number of

the businesses of other black people.

Group is also guided by five values:

employees will continue to increase,

Amongst these items are funeral tents

providing an efficient and effective

making Icebolethu Group a key

and chairs. Over the years, suppliers

service without compromising industry

employer within the KwaZulu-Natal

have been able to grow their

standards; acting with honesty and

province.

businesses through this partnership.

service; creating a safe, healthy,

Twenty-two Icebolethu Group

Regarded as a lifestyle brand,

and stimulating environment for our

branches across KwaZulu-Natal were

Icebolethu Group provides services,

employees; and providing effective

looted and demolished during the

solutions, and benefits that their

social corporate investments that will

civil unrest which took place in July

clients enjoy for a full life cycle; while

benefit the greater society.

2021, compromising job security.

alive, at passing, and afterlife. For

integrity; providing a zero-defect

All demolished branches are being

the past 12 years, Icebolethu Group

Teamwork is the most essential

restored in the same locations, as

has strived to be of quality service

part of any profession which is why

Icebolethu believes in reinvesting into

to their clients and has continuously

all Icebolethu staff members are

the communities in which it serves.

reviewed their products and services

trained to become part of the team,

As branches are gradually being

to suit client needs. This is why

bringing their skills, experience, and

replenished, employees from

clients are given benefits to reap

expertise, thus ensuring that their

damaged branches have been

and enjoy while they are still alive,

input in the workplace benefits

redeployed to other branches within

through partnerships the company

2 1 st E D I T I O N

IMPUMELELO TOP EMPOWERMENT

has made with reput able retailers, travel companies,

The Foundation also has a few agricultural projects

and supermarkets. Icebolethu clients also get to

to aid poverty-stricken communities. This is done

enjoy a full life cycle of benefits customised for their

through donations of water tanks, seedlings, and

specific needs such as trauma counselling, free legal

gardens where Icebolethu purchases land for farmers

advice worth R5 000, a free will, as well as ambulance

to commercialise their crops in different regions of

response and hospital bills up to R10 000, amongst

KwaZulu-Natal.

others. With each product and service that Icebolethu provides, proper market research is conducted to

The principal project within the foundation is Rhoda

meet clients’ needs and satisfaction.

Girls, which is a programme very close to the heart of the GCEO AND Founder of Icebolethu Group who

With catering, a courtesy car, inkomo, and tombstone

wanted to give young ladies, from disadvantaged

plan serving as additional “extras”, or top-ups,

backgrounds, a better opportunity to break the cycle

families are guaranteed peace of mind during their

of poverty. The programme comprises fifty young

time of bereavement. This one-stop-shop business

ladies, between the ages of 13- 21 years old, whom

model is customer-centric and provides convenience

Icebolethu grooms over five years.

for the end-user. Icebolethu Foundation is the community service division of Icebolethu Group. The

This is done through workshops, camps, and

foundation was established in 2015 after Icebolethu

mentorship programmes. The ladies are also assisted

recognised the need to reinvest in the communities

financially with school and tertiary fees, transport, and

that the company serves and was identified by its

school stationery.

management. The foundation has since grown and is now providing aid to communities within KwaZulu-Natal and Gauteng with the aim of uplifting, empowering and facilitating change by developing sustainable solutions for the youth and the elderly. As a black economic empowerment organisation driven by African values, the group celebrates our country’s diversity and cultural wisdom. The key focus of the foundation includes education, orphans, and vulnerable children and supporting sustainable living for the elderly. The foundation is dedicated to focusing and driving community projects that contribute to developing one community area at a time. These projects include GogoFit, the Mother’s Day luncheon, and the home building initiative where the foundation builds muchneeded dignified and fully-furnished homes for families in need throughout KwaZulu-Natal. The “Back to School’’ campaign is an annual initiative that is aimed at assisting underprivileged learners with basic schooling necessities such as school uniforms, shoes, and lunch bags.

IMPUMELELO TOP EMPOWERMENT

2 1 st E D I T I O N

Contact details Head Office Address: 277 Umbilo Rd, Congela, Durban, 4013 Johannesburg Office Address: 387 Surrey Avenue, Ferndale RandbuErg, 2194 Email: info@icebolethu.co.za Tel: 010 446 1096 Social Media: Facebook |@IcebolethuGroup Twitter | @IcebolethuGroup Instagram |@icebogroup Youtube | Icebolethu Funerals

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7 Tielman Roos St, Germiston

INTERVIEW WITH DR MTHOBISI ZONDI, EXECUTIVE CHAIRMAN AT

LOGIDIST GROUP (PTY) LTD

DR MTHOBISI ZONDI

Q. GIVE A BRIEF SUMMARY OF THE

We play open cards with personnel.

COMPANY, ITS CURRENT PRODUCTS/

When the business is going through

SERVICES, AND WHICH MARKETS IT

challenges (e.g. recently during

CATERS TO.

Covid-19 lock downs), we take staff into

LogiDist Group is a diversified industrial

our confidence in terms of what we

group of companies with operating

are doing to try and stay afloat.

assets in the manufacturing of steel

That helps to get all hands on deck

products, logistics and services, health

and ‘fight’ against the challenges

and wellness, defense and engineering,

together.

and manufacturing of timber products. Occupation and position:

Founded in 2006, the company is 100%

Q. WHAT ARE THE SKILLS YOU LOOK FOR

Executive Chairman

black-owned, 100% black managed

IN STAFF, AND ARE THESE NEEDS BEING

and 100% black controlled. The

FULFILLED?

First job: Junior Engineer

company employs more than 150

Our businesses are technical in nature

people in all its operations in Gauteng,

and require technical personnel such

Best advice and who gave it: “Never

Mpumalanga and KZN.

as engineers, technicians and artisans.

let anyone pressure you into making

Supporting functions such as HR, Q. WHAT DO YOU SEE AS THE KEY

finance, Marketing and IT are also

CHALLENGE FOR TRANSFORMATION

important. At our Johannesburg based

IN YOUR SECTOR?

head office, for example, we need

The availability of funding for

personnel that understand that it is a

emerging black owned businesses

requirement to support ALL business

is one of the biggest challenges.

subsidiaries and this comes with a lot

The manufacturing sector is heavily

of depth in terms of knowledge and

reliant on capital for specialised

flexibility in terms of working conditions.

Most inspiring business leader:

machinery and equipment, and

Skills can be acquired provided an

Steve Jobs

funding for black owned businesses is

individual is committed, dedicated and

very scarce in this country. Those that

hardworking.

an important decision. Always take your time” – Carl Sadie, former colleague Best business book read this year: Phil Knight’s Shoe Dog

Way you relax:

have access to funding are sometimes

Audio Books

not interested in operating assets but

Q. WHAT ARE YOUR COMPANY’S KEY

just investing, which in itself cannot

TRANSFORMATION MILESTONES?

Business philosophy

truly transform the sector.

Internally, we want to ensure that every

(in one sentence): Keep pushing until something gives

IMPUMELELO TOP EMPOWERMENT

staff member eventually owns a share Q. HOW DO YOU RETAIN PERSONNEL IN

of the company. Externally we want to

YOUR COMPANY AND STOP KEY STAFF

ensure that more than 60% of our supply

JUMPING SHIP?

chain activities are outsourced to

2 1 st E D I T I O N

LOGIDIST GROUP (PTY) LTD | INTERVIEW

black owned companies. Furthermore,

Q. IS THE DRIVE FOR SUSTAINABILITY

Q. HOW DO THE COMPANY’S CSI

we want to meaningfully enrich every

CHANGING THE WAY YOU DO

PROJECTS CONTRIBUTE TO THE

community where we have operations

BUSINESS? HOW?

BUSINESS AS A WHOLE?

through job creation and sustainable

One of our subsidiaries manufactures

Our CSI projects tend to focus

wealth creation.

steel tanks for the petroleum industry.

on communities where we have

With the drive towards green energy

operations.

Q. WHAT SKILLS DO YOU THINK

we have seen that less and less projects

THE NEW GENERATION OF BLACK

are commissioned, which means

We don’t leverage CSI for marketing.

LEADERS ARE GOING TO NEED?

that we had to look at new ways of

We rather focus on creating long-

HOW DO YOU IDENTIFY THOSE LEADERS

participating in the green energy value

term relationships with community

IN YOUR BUSINESS?

chain. This is both challenging and

stakeholders based on mutual trust.

We need leaders who understand that

exciting as it forces us to think outside

businesses cannot be sustainable unless

the operational paradigm we’ve been

Q. DESCRIBE THE BUSINESS PHILOSOPHY

they add meaningful value to the lives

caught in for many years.

THE COMPANY PRIDES ITSELF ON.

of those involved. Inclusive growth and

“We take everyone up with us”

development means “we take

Q. WHAT ARE THE MOST IMPORTANT

everyone with us”. It is not adequate

CHALLENGES YOU HAVE HAD TO FACE IN

Q. WHY DO YOU BELIEVE

that the company has healthy margins,

YOUR TRANSFORMATION AGENDA?

TRANSFORMATION IS

dedicated employees and compliant

The number of black owned businesses

SIGNIFICANT IN SA?

processes. There needs to be impactful

is very disproportionate in the sector,

Because without it, the business

results that change people’s lives for

which means the value chain is still

environment as we know it is not

the better. Otherwise the system is

mostly controlled by untransformed

sustainable.

not sustainable.

companies.

Q. HOW HAS YOUR B-BBEE RATING

Q. WHO ARE THE PEOPLE YOU

BROUGHT YOU BUSINESS OR EXPANDED

MOST ADMIRE, AND WHY?

YOUR BUSINESS?

Everyone who understands that things

B-BBEE as an indication of transformation

don’t just fall onto your hands from

still has a long way to go. We still have

above, and that you need to sweat

companies who are rated as Level 1 yet

for them. There is NO substitute for

they are not truly transformed. While the

hard work.

Company Details

to be better implementation to ensure it

Q. IF YOU HAD TO START YOUR WORKING

achieves the results it was designed for.

LIFE OVER AGAIN, WHAT ADVICE WOULD

Address: 20 Pelteir Unit 11 Sunninghill office park, Sunninghill Johannesburg, 2191

YOU GIVE YOURSELF

Tel: 011 234 3075

intentions of B-BBEE are good, there has

Q. WHAT TIPS OR ADVICE DO YOU HAVE

IN HINDSIGHT?

FOR PITCHING BUSINESS CONTRACTS?

Have a grand plan and work towards

Always ensure that you use your first

it. I think earlier in my life I made plans

contract to create very high standards

as I went along, and kept adjusting and

of service that will leave the customer

trading off. I would be more consistent if

open-mouthed. In that case you are

I were to do it all over again.

assured both return business from the

Email: info@logidistgroup.com

Web: logidistgroup.com Social Media: @LogiDist Group

first client and future business through

Q. WHERE WILL YOU BE IN

referrals by the same client. Nothing

10 YEARS TIME?

beats meeting and exceeding

Growing the business to other provinces,

customer expectations, everything else

nationally, and towards SADC countries.

is merely fluff. 2 1 st E D I T I O N

IMPUMELELO TOP EMPOWERMENT

MERCHANTS

MAKING DIGITAL HUMAN WHO WE ARE

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Merchants is a leading customer

Merchants offers a full range of

management partner specialising in

sourcing solutions ranging from

business process outsourcing (BPO) that delivers customer experience and customer interactions. We have been creating and managing contact centre operations around the world to blue chip clients since 1981. Our services and solutions are built on tried and trusted models, systems and

facilities and IT infrastructure support through to full-service Business Process Outsourcing (BPO), services with a strong IT infrastructure underpin. Our operations range from inbound customer service to outbound sales, delivering business-to-business, or direct-to-end customer, alongside back office processing.Currently Merchants employs over 4 000 staff

processes that are based on best

members worldwide, supporting our

practice standards in the contact

diverse range of services and clients.

centre industry. Our industry coverage includes We are passionate about people. Our ability to attract the best talent, coupled with our rich history of success and innovation across different industries around the world, is what differentiates us from our competitors.

IMPUMELELO TOP EMPOWERMENT

Telecoms, Insurance, Government, Banking, Airlines, Retail and Internet Service Providers, both domestic and international. Merchants has the distinction of being recognised by winning the Frost & Sullivan Award for BPO Operator of the year in South Africa.

2 1 st E D I T I O N

MERCHANTS

| ADVERTORIAL

CORE BELIEFS

ACCREDITATIONS

Impact Sourcing service providers

•

People matter.

•

Retained Level 1 B-BBEE rating for

to be flexible and to adapt their

•

Utilise technology to create the

2020/2021 financial period

inclusive hiring initiatives to the unique

right experiences for people.

demographics and priorities of the •

The first company in the

regions in which they are operating.

VALUES

Southern Hemisphere to be

•

Be curious, be courageous.

accredited with the Impact

SISEKHAYA (WORKING

•

Be different, be humble.

Sourcing Standard by the Global

REMOTELY IN THE OFFICE)

•

Be human

Impact Sourcing Coalition

At Merchants, we truly want to be a game changer in the outsourcing

OUR GUIDING PRINCIPLES • •

•

Always do the right thing.

South African National

world and bring job opportunities

Accreditation System (SANAS)

to communities across South Africa,

accredited

our remote Sisekhaya solution will

Be nimble and disciplined: We always plan for the complicated.

help to build sustainable cities and •

We respond dynamically to the

Top Employer South Africa

communities across our country.

Award (2020)

complex.

Rather than draining talent away •

Business Process Enabling South

from once-thriving communities,

Africa (BPESA) GBS Awards (2019)

our aim is to pioneer the migration

•

Be relentless: We deliver. Always.

•

Our communities are our people:

OUR COMMUNITIES ARE OUR PEOPLE

areas. Through socio-economic

We have a duty to enrich and

Merchants was part of the founding

development, technology and

empower our people and

team and partner member of Global

improved connectivity, Sisekhaya will

communities.

Impact Sourcing Coalition team that

bring the benefits of work to people’s

designed, tested and implemented

hometowns.

of job opportunities to rural

•

Learn fast: Make mistakes. Then

the Global Impact Sourcing Standard

learn, iterate, change and

and became the first Southern

Sisekhaya meaning “we are home”

succeed.

hemisphere-based organisation to

in Zulu, is the development of an

gain accreditation that promotes and

initiative launched by the Good

Earn the right: Have hard

applies the impact sourcing principles

Work Foundation and Village Up,

conversations. Provide feedback.

in our workforce through our people

Merchants are proud to join this

Lead.

practices.

partnership to deliver significant value by building Contact Centre

•

Be deliberate and decisive: We

The Standard promotes inclusive

operations within the regional

meet less, collaborate more and

hiring practices that target individuals

communities of our people.

achieve together.

who are vulnerable or disadvantaged due to their experience of being

WORKING FROM HOME (“EKHAYA”)

Know who we serve: We

long-term unemployed or living under

Ekhaya, meaning “home” in Zulu, is

passionately believe in creating a

the national poverty line. This broad

Merchants answer to the Work from

culture of service.

definition for job candidates and

Home model, unlike many providers

employees benefiting from Impact

Merchants has taken an approach

Sourcing (“Impact Workers”) enables

focused on quality and sustainability

2 1 st E D I T I O N

IMPUMELELO TOP EMPOWERMENT

which has resulted in significant

Communication – Merchants use

on best practice standards in the

development to ensure we provide

multiple methods of communication

contact centre industry. We consider

mitigation for the following key risks:

tools including more commonly used

ourselves experts in creating and

tools such as Teams, Slack, Highfive and

delivering end-to-end BPO solutions that

Connectivity – Merchants, as part of

Zoom. Merchants will either adopt the

are aligned to our client’s brand and

the wider Dimension Data/NTT group of

preferred tool of our clients or provide

specific business needs.

companies, has a significant advantage

a recommendation to be used across

and has utilised the group’s excellence

the partnership to ensure ease of

FUNCTIONAL SOLUTIONS

in this area to develop this component

collaboration and information sharing.

• Customer Service

of the model.

• Retentions Employee welfare – Merchants

• Sales

Stability and Continuity – As part of

provide an “office in a box” solution for

• Back Office

Merchants Ekhaya solution each

all members of the WFH solution, this

• IT Service Desk

employee receives UPS batteries,

includes ergonomic chairs, OHS certified

• Card Services

alternate devices and significant

desks and other regular office items

support to minimise the risk of any

that ensure our people’s safety and

INFRASTRUCTURE & SECURITY

disruption.

welfare is maintained regardless of the

• Technology

environment they operate in.

• Connectivity

Recruitment – Merchants digital

• Facilities

recruitment platform MyCalling with

BPO SERVICES

• Business Continuity

its leading behavioural baselining and

The advent of cloud and multichannel

• Integration

analysis tools have been utilised to

solutions has transformed the contact

• Security

build the optimum profiles to ensure

centre into a complex hub of inbound

increased success.

and outbound communication.

SUPPORT SOLUTIONS

And, with the accelerating pace of

• WFM

Training – Merchants provides specific

technological change, customers

• Quality

and bespoke training programs to all

have become savvier and want to

• Analytics

its clients, these programmes engage

communicate with companies in the

• Recruitment Support

both online, face to face and remote

manner of their choosing and at the

training.

time of their choosing.

Coaching and Development –

Merchants believes that the ability to

Delivered using benchmark online

seamlessly integrate voice and digital

training methodology, Merchants

channels, and more importantly to

develops coaching programs that can

understand when digital interactions

be tailored to both individual or larger

need to become human ones, is key

Company Details

groups and focus on an interactive

to the success of any modern contact

learning experience.

centre.

Address: 57 Sloane Street, Bryanston, Johannesburg, Gauteng, 202

Merchants is also investing in the

In line with this, we offer a full range

development of gamification into its

of BPO solutions including functional,

remote training which will continue to

infrastructure and security, and support

see the remote coaching programme

services. Our services and solutions

Social Media: Facebook:

develop and enhance its effectiveness.

are built on tried and trusted models,

@merchantsdimensiondata |

systems and processes that are based

Instagram: @merchantscx | Linkedin:

Tel: +27 11 575 2000 Website:merchantscx.com

Merchants | Twitter: @CCMerchBPO

IMPUMELELO TOP EMPOWERMENT

2 1 st E D I T I O N

INTERVIEW WITH PADDY PADAYACHEE CEO OF

REVIVE ELECTRICAL TRANSFORMERS

Please describe the services that Revive Electrical Transformers (RET) provides. Revive Electrical Transformers (Pty) Ltd is one of the leading manufacturers of distribution transformers and miniature substations in South Africa, up to 5 MVA oil and dry type transformers. We have two manufacturing facilities in Gauteng, one in Steeledale and another in Midvaal. Our customers include: Eskom, eThekwini Electricity, City Power, Siemens, ABB, BPC, various data centres, solar IPPs, contractors and more. Product design, quality, delivery and after sales service is paramount to our organisation. Products Offered: • Oil immersed distribution transformers • Cast resin dry type transformers • Oil mini-substations • Cast resin mini-substations • Neutral earthing resistors (NER), compensators (NEC) and compensators with auxiliary transformers (NECRT) • Single wire earth return transformers (SWER Transformers) • Amorphous core transformers • Custom design transformers How has the company expanded over the years? Established in 1997, our company has grown tremendously along the way and acquired the knowledge and experience needed to make us experts in our field.

Our business prospects are based on sound manufacturing and quality processes, sound fiscal discipline, and a growing customer base. The company has obtained various accreditations and conforms to most local specifications and international requirements. What have been some of your greatest challenges and how did you overcome them? Keeping up with the market. We’ve kept ourselves open to new opportunities and diversified our customer and supplier base. Planning ahead. Specifically taking into account economic changes and supplier demands. Cash flow and financial management. Prioritizing finances is crucial in our business planning and we assess new opportunities on a daily basis. The right systems. Investing in the right systems is an investment. We have learnt that without the right systems, various risks are faced, but with proper systems in place, the company benefits every day with more effective operations. What exciting plans do you have for 2022? In 2022 we plan to automate business processes and introduce new systems including time management in production. We will be partnering with a leading bank on a solar project for renewable energy technologies, to support the country’s energy transition. 2 1 ST E D I T I O N

Improving employee performance by introducing performance bonuses is also on the agenda. We believe that our target audience are real people with real challenges, as such we hope to meet customers and suppliers face-to-face, and to start building relations again. How do you give back to the community? The company employs 480 people from the local community and our 2022 initiative is to offer 15 unemployed matriculants from the community an opportunity to study further in the engineering field and this will be paid for by the company. We offer opportunities to local students and provide them with training from the Vaal University, which is paid for by the company. The company also sponsors functions held by the local police station in the Midvaal area.

VI V E

REVIVE ELECTRICAL TRANSFORMERS (PTY) LTD

Company Details

Address: 27 Waterval Road, Springbok Road Kliprivier, Randvaal, Midvaal Tel: +27871350149 Email: revive@global.co.za Web: ret.co.za IMPUMELELO TOP EMPOWERMENT

THOUGHT LEADERSHIP

DEVELOPING A HIGH VELOCITY DELIVERY MACHINE By Bonang Mohale

South Africa will always have a unique set of issues,

still practically decimated from the hay days of the

especially in the current environment of jobless

2010 Soccer World Cup. This is buoyed by the recent

recovery, powered by the windfall of significantly

developments in economic reform, which have seen

increased revenues and driven by strong exports of our

South African Airways partially privatised; municipalities

mining and agricultural produce, higher commodity

allowed to procure electricity from sources other

prices and lower imports. This has led to a healthy

than Eskom; companies allowed to generate their

multi-year trade balance where we are not overly

own electricity up to 100MW; and private sector

dependent on foreign capital inflows - with an ability

participation in our ports actively encouraged. Our GDP

to fund government’s deficit. There is a need to lift

growth, sitting at around 5 percent, is still pedestrian,

investment significantly, especially by the private

coming from last year’s contraction, and CPI around

sector particularly because our construction sector is

4.5% is following global trends.

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DEVELOPING A HIGH VELOCITY DELIVERY MACHINE BY BONANG MOHALE | THOUGHT LEADERSHIP

There remains some upside risk presented by the

What does Busa (Business Unity South Africa) want

global supply chain pressures, weakness of the Rand,

to deliver and how then do we define our strategic

oil and food price shocks, and some downside risk

interventions within the political economy in the coming

presented by, amongst others, lower energy prices.

three years? This is also a sufficiently long period we

We have also witnessed a marked lift in labour

believe to take us through to after the 2024 national

productivity whilst keeping our inflation contained,

elections, and through an ANC internal election year in

albeit with about 1.5 million fewer employees. The

2022 because politics determines economics. This would

repo rate forecast includes the potential for additional

require a new social compact! The criteria must be the

hikes in 2022. A real interest rate that is deeply

importance in delivering an outcome of sustainable labour

negative is both uncomfortable and bothersome.

absorptive growth, that reduces the stubbornly high levels of unemployment (which then lead to increasing levels of

Our debt to GDP ratio forecast is improving even with

poverty and consequent increasing levels of inequality).

both revenue and expenditure overrun - not helped by the R350 Social Relief of Distress grant extension.

The priorities must align with the scale of the

Offshore investors and analysts have brutal outlooks on

unemployment crises in order to correct historical injustices,

South Africa’s future prospects, especially because there

leveraging Busa’s strength as a strategic apex body that

are many more contenders for capital and emerging

builds on the abilities of its subcommittee structures, and

markets, who are now outperforming our own projections!

the swath of sectoral and industry bodies that sit under

Even though we now have capital for infrastructure,

Busa, to assist Nedlac (National Economic Development

the South African story is no longer attractive, mainly

and Labour Council) in its original mandate. Some key

because government policy is standing in the way.

priorities, amongst others, are ensuring that top state capture miscreants are sent to prison; ensuring a reliable

The pandemic presents a rare but narrow window to

energy supply; urgently tackling youth unemployment;

reflect, reimagine and reset. Even though the global

accelerating the vaccine rollout; as well as transforming

economy has recovered faster, global debt is currently

and implementing the socioeconomic reforms.

at staggering levels. This massive 2021 bounce has led to the average wealth and income that has doubled. There

One of the most immediate priorities is a reliable supply of

is uncertainty around interest rates, as well as short and

energy. The risk is that the energy supply industry reforms

long-term inflation that has increased significantly, with

stall in an inefficient place. Government needs to see and

the USA and China experiencing cyclical versus long-

articulate a long-run end point which involves the ITSMO

term trends that are now moving back to previous trends.

(Independent Transmission System and Market Operator)

Inflation, at about 4% is significantly above the 2% target

as a truly independent SOE, outside of the Eskom Holding

and is expected to ease towards the middle of 2022. The

Company. The time for excuses on this being ‘hard’ and

recovery demands and expectations are now relatively

requiring difficult decisions is wearing thin.

anchored with both inflationary and disinflationary secular themes. With income (wealth, asset and opportunity)

The private sector needs to be clear that it can do cost-

inequality, high debt levels, automation, digitisation,

effective generation. The unbundled Eskom needs to focus

artificial intelligence and demographics - driven by a

on running down the generation component. This must

high number of retirees - only the top 10% earners are

be done in a sustainable and socially conscious manner,

benefiting hugely and owners of businesses are taking

in line with net zero, articulating what its distribution vision

home much more. The expectation is that interest rates

is. Then there needs to be a focus as an enabler for the

will rise in the wake of increasing uncertainty about policy

electricity supplier industry in the ITSMO – which means

makers’ reaction functions.

transmission investment and grid level services such as

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IMPUMELELO TOP EMPOWERMENT

storage and smart metering for wheeling. National Treasury and Eskom should be backed with experience from business on practical things like unbundling. There needs to be a radical shift in the nature of the Integrated Resource Plan (IRP) and Integrated Energy Plan (IEP) as the central vision for SA’s energy development. These must stop being static forecasting exercises and become dynamic to encourage and enable development and flexibly respond to changing technology and pricing. We must urgently implement the suggestions made in 2019 by Nedlac for a rolling two-year IRP/IEP process - getting the lowest costs within the carbon envelope should be the only driving factor, with jobs maximisation as a tie-breaker. Eskom decommissioning is an output, not an input – a plant is retired as quickly as possible as other cheaper power comes onstream, where the highest cost and reliability should be utilised to determine what is decommissioned. Technology curves (particularly storage) should be transparently laid out Nersa must provide a best in class tariff for future of

and up to date.

the electricity supplier industry, and for an unbundled Hydrogen must feature in a new IEP and the generation

Eskom - giving price transparency and clarity that

for it must feature in an IRP to ensure scalability of this

allows Eskom to recover costs but does not show bias

key export good in the future. Small modular nuclear

towards Eskom, and away from the private sector. They

should only be included if there is accurate price

also need to deal effectively in short timelines (90 days

transparency, and there is commercial demonstration of

maximum) for generation registrations and streamline

technologies. We also need to encourage localisation

the concurrence process for s34 and the IRP. We must

through a clear demand pipeline. We must combine all

transparently track a scorecard of issues around Nersa

energy issues into one argument over IRP/IEP which sees

and track its distance to success, utilising feedback from

energy as an enabler.

members to the energy subcommittee. While Nersa is an independent regulator, it is legally required to consider

Regulators in general need to be reimagined,

the interests of end-users and Busa can be a powerful

recapacitated and brought into a more responsive and

voice in representing the business energy end-user.

interactive part of the political economy where they are not islands, where things can go wrong and no one can

The single systemic risk is high youth unemployment! The

touch them. This is true obviously of so many of them,

focus should be on the review of the ‘one-size-fits-all’

but none has quite the short-term dramatic impact

nature of current regulations, costs of current legislation

as Nersa (National Energy Regulator of South Africa)

to business and how it drives inefficient outcomes. We

. An increasing focus is needed to ensure that Nersa,

need to rebalance the focus to consider the employed-

amongst others, does not delay Eskom unbundling in the

unemployed boundary as the key marginal cases that

granting and shifting of licences for the companies that

effect labour absorption and the small-big company

will ultimately be unbundled.

boundary that is crucial for firm growth.

IMPUMELELO TOP EMPOWERMENT

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DEVELOPING A HIGH VELOCITY DELIVERY MACHINE BY BONANG MOHALE | THOUGHT LEADERSHIP

“ In the final analysis, business must ask itself truly courageous questions” More must be done in helping labour to become ‘fit-for-

challenging conversations with members. The IMF and

the-future’, rotating them more towards skills training,

others have highlighted competition issues in SA as an

member welfare etc. And much more suited to the Just

area that needs focus for more dynamism. The end-goal

Energy Transition and 4IR (fourth industrial revolution) ,

should be a focus on SMEs and labour growth.

in wanting more workers in unions that care about the unemployed and their members welfare as opposed to

As the Climate Bill makes its way into parliament,

just status quo and wages. This would mean some give

business must think of what comes out of the other side.

and take overall to shift the labour conversation.

Climate affects the country as a whole, the private sector and individual businesses will have to adhere

We need to encourage a deeper conversation about

to it, so that all converge towards net zero emissions.

barriers to entry and barriers to entrepreneurship. The

The process of this trickling down is going to be hugely

broader mindset change is to view the conversations

complex and needs significant negotiation resources, as

about ease of doing business and lowering barriers

well as intellectual and modelling capabilities.

as a better and more sustainable path. It should link closely with the industrial policy work and a move away

The negotiation and coordination function is going to

from just sectoral master plans that mandate certain

land firmly with all social partners given the nature of

SME involvement. We must be explicit that dynamic

Nedlac. We will all have to think carefully about how

economies should have a majority of employment in SMEs.

we can undertake such coordination and cross-sector negotiations with government, that balance various

We have to shift focus to industrial and trade policy as

interests, play to fairness and have member buy-in. At

a process. This should include incentive programmes

issue here is the fact that the outcomes of the Climate Bill

(for value for money and structure and if they are fit for

will mean, in effect, that binding envelopes are pushed

the future) as well as trade policy. The focus should be

from top down. We see this process starting at a very high

on how the DTIC (Department of Trade, Industry and

level through 2022 before the Bill reaches assent but the

Competition) can better support current and emerging

actual negotiations will start from 2023. The country should

industries. Also, how we go about making it more nimble

use this time to get its ducks in a row on the issues and

- the institution and the legal and policy framework it

start to socialise these issue with all stakeholders, consider

feeds off. It would include all factors that affect the ease

and put in place the right capacity.

of doing business and how DTIC can become an enabler. In the final analysis, business must ask itself truly courageous The aim is to make industrial policy a positive intervention.

questions: How does business benefit the rest of South

We have seen the Competition Act’s mandate grow

Africa, not just a select few? How does it conduct its

from fostering competition in the economy, to an

business in an ethical, humane and transparent way? Is

interventionist public-interest mechanism. Public-interest

the management structure of business broadly reflective

considerations should be addressed by the wider

of the demographics and does it contribute towards the

legislative agenda, rather than shoehorning them into

upliftment of the stakeholders it serves?

the competition law that focuses on the moment of transactions between company owners.

.... and like a hawk, monitor the implementation of these. Business needs a significant intervention to steer itself back!

There are genuine competition issues that should be the

It is incongruent to talk about a just society when business

focus of competition legislation and Busa can play a role

is still perceived to be at the apex of injustice. This needs

in moving the spotlight back to these. This will involve

incisive, bold leadership that only business itself can bring.

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IMPUMELELO TOP EMPOWERMENT

ADVERTORIAL

SALGA

TWENTY-FIVE YEARS OF SALGA:

REFLECTING ON THE PAST AND BOLDLY LOOKING AHEAD TO THE FUTURE The life story of SALGA is one of

the three spheres of government.

innovation, influence, impact, and

SALGA continued to consolidate its

and image of local government

growth to meet the evolving needs

institutional systems and processes,

domestically and internationally.

of its member municipalities and the

and now in its 25th year, the

local government sector within an

organisation has a staff complement

ever-changing municipal world.

of 404 employees across the nine

policy analysis, research and

provinces and boasts a wide array

monitoring, and knowledge

SALGA has grown considerably over

of services rendered to the country’s

sharing.

the years. During this period, the

257 municipalities. SALGA’s rich

national voice of local government

history will be a key to its success in

in South Africa also refined its story

the future.

•

Strategically building the profile

Supporting municipalities with

Stakeholder engagement, lobbying and advocacy,

to become a key role-player in

and effective employer

building inclusive and sustainable

It truly is a voice and an advocate for

communities across the length and

local government and this role is as

breadth of the country.

important today as it was two and a half decades ago.

Working closely together with

representation for members. •

Strengthening its own corporate governance structures and programmes as a foundation

municipalities to achieve shared

IMPACT

goals and meet common challenges,

SALGA’s 25th anniversary is a

SALGA has achieved much, and is

significant milestone in its history and

looking forward to achieving even

a testament to the organisation’s

more in the future.

impact as a lobbyist for local

for all other activities.

governments’ interests and providers FOOTPRINT

of a broad range of policy, legal

Company Details

SALGA has come a long way since

and technical advisory and capacity

its establishment 25 years ago, where

building services to its member

its formation can be traced back to

municipalities.

Address: 175 Corobay Ave and Cnr Garsfontein 0181 Pretoria, South Africa

the November 1996 National Summit for Organised Local Government in

SALGA prides itself in how it delivers

Durban, KwaZulu-Natal, five months

value, service and innovative

after the conclusion of the country’s

solutions that help advance the local

first municipal government elections.

government sector forward.

The summit was a milestone in local

Its impact in the sector can be

government and paved the way

categorised into the following

to co-operative governance across

focus areas:

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

Tel: 0833918011 Email: info@salga.org.za Website: salga.org.za Social Media:

@SALGAGov

NEMESIS ACCOUNTING | PROFILE

NEMESIS ACCOUNTING

RE-ENGINEERING OUR BUSINESS WORLD AND CONQUERING OUR UNCERTAINTIES

SHANI NAIDOO

CEO AND FINANCIAL DIRECTOR • Panelist at the Skills Development Summit (2020) • Co-Sponsor to SMME virtual Roadshow (2021) • Small Business Chamber: Nominated Small Business Entrepreneur Of The Year (2010) • Midrand Chamber of Commerce: Treasurer and EXCO member (2006/2007) • Beneficiary trustee of the VAE ESSOP BBBEE Share Incentive Trust

It has been a very tough ride since

SCORECARD

we started as a micro-business in

Black shareholding: >50.1%

2005. Being an Indian female in a

Female shareholding: >50.1%

male-dominated business world, with

Black executive directors: >50.1%

all its political challenges, has made “making it” more complicated. With limited financial resources and no support from any financial institution, decisions had to be made that enabled me to slowly but surely drive my business forward.

Sales Manager: Shani Naidoo HR Manager: Lee O’Connor

Black staff: 25.1 - 50% Female staff: >50.1% Expenditure on staff skills development as a proportion of total payroll: 30% COMPANY INFORMATION Founded: 2005

The last 16 years illustrates the

Founder: Shani Naidoo

transition, personally and on a business level. Our purpose is to rewire

Number of employees: 3

and reignite the passion and drive

Branch location: Centurion

to succeed by enabling a different

Memberships: SAIT, SAIBA, Compliance Institute SA, IACSA

mindset application in business. Using Marketing & Communications: Lee O’Connor

Female executive directors: >50.1%

bring about remarkable and lasting

Strategic Partnerships: SME project with SMART SME.

change within any business owner

Turnover: Less than 3 million per year

and ultimately the intrinsic benefit

Operating profit: Approximately 20%

flows into their business.

Net profit: Approximately 5%

neuro-education methodology, we

Financial year: February Company Details

Approx. market share: Less than 2%

Corporate Park 66, 269 Von Willich Avenue, Network Spaces Building, Suite 13, Centurion

Bank: STD Bank

Postnet Suite 295, Private Bag X06, Waterkloof, Pretoria, Gauteng, 0145 083 597 2772 0860 512 0475

Accountants: RKM chartered accountants Current customer base: 20 international clients; approx. 150 local clients

shani@nemesisaccounting.co.za www.nemesisaccounting.co.za @Nemesis Accounting

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NEMESIS ACCOUNTING

NOT JUST ACCOUNTING AND TAX ANYMORE! We are an accounting practice having served businesses over the last 16 years, with over 20 years of knowledge, skill and experience. Our general services include: monthly accounting, taxation matters, management accounting, financial reviews, statutory services, project accounting and reporting, international client base services, internal audit and compliance services. But that was the past… Now, we have expanded our service offerings and opened two more companies as a result of our own personal development and transformation, thus being an example of the power of self-investment and transformation. SME Warrior (Pty) Ltd is the business training leg, and Compliance Statutory and Project Services (Pty) Ltd is the compliance leg.

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

The “Business Woman of The Future” event held in August 2020 at our Kyalami Office.

NEMESIS ACCOUNTING

“ B UILD RAPPORT WITH YOUR CLIENTS FROM THE BEGINNING AND YOU WILL NEVER HAVE TO BEG TO CLOSE THE DEAL!”

| ADVERTORIAL

We bring a fresh approach to the SME sector in terms of business solutions for the future sustainability of your business. The future of business is executing differently. NOW. Our first CSI initiative occurred in November 2021. Shani Naidoo,CEO, was approached to grace the cover of a new female magazine, 21st Century Women. Shani

At Nemesis, we have introduced a different approach and integration methodology to our accounting, tax and compliance services. The reason for this is simple: connective thinking and integrated consulting using neuroscience methods. This allows us to dissect the client’s situation from various angles through questioning and scenario integration. There is much more to a business’s needs than accounting, tax and compliance. Being in a position to provide many solutions to one problem is what clients are looking for. We also constantly remind ourselves and our staff that

will be the business advisor columnist of the magazine for the next year and also provide strategic business advisory services to the magazine at no cost. We strongly support such projects and are honoured to be part of their business journey. Our biggest highlights were being nominated for a Top Empowerment award as an empowerment and transformation leader within our sector and also nominated by Standard Bank Top Women as one of South Africa’s Top Gender Empowerment Companies.

there is always more than one way to solve a problem but also more than one way to interpret and analyse it. The South African business landscape is very diverse. Over the years, through our diverse client base, we have seen the need for a simplified and direct understanding of business. As a result of this, Nemesis has developed a “mapping” approach when assisting and guiding a business. Clearly this type of teaching enables learning to take place within that business and the owner also has the opportunity to connect with his business on an intrinsic level. We firmly believe in enabling accountability within a business by integrating the business owner to be part of the learning and transformation process of their business.

Company Details

Corporate Park 66, 269 Von Willich Avenue Network Spaces Building, Suite 13, Centurion Postnet Suite 295, Private Bag X06, Waterkloof, Pretoria, Gauteng, 0145 083 597 2772

Our additional skills-set encompasses the following: NeuroLinguistic application based communication, GC Index implementation and profiling, mentoring and SMART-

0860 512 0475 shani@nemesisaccounting.co.za

GOAL criteria methodology, strategic business advisory

www.nemesisaccounting.co.za

services and NLP problem solving techniques for business.

@Nemesis Accounting

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INTERVIEW WITH SHANILLA NAIDOO, CEO OF

NEMESIS ACCOUNTING SHANI NAIDOO Chief Executive Officer of Nemesis Accounting Name: Shanilla Naidoo

PLEASE GIVE US SNAPSHOT OF THE

Hence personal transformation

COMPANY SNAPSHOT

becomes a vital component to every

We are an accounting practice

business owner. The captain of the

and have been operating since

ship must always be able to steer the

2005. Steady growth over the years

ship and manage the rough waters

enabled us to be where we are

with their crew. A well-trained and

today. Our service offerings comprise

guided crew is what every captain

accounting, tax, compliance,

needs to sail the waters. A powerful

management reporting and payrolls.

mindset cannot be defeated.

These are geared towards our SA clients. Over the last 7 years we

WHAT ARE YOUR COMPANY’S KEY

incorporated an international client

TRANSFORMATION MILESTONES?

base offering, specializing in public

In August 2018, we hosted our

officer services, forex management,

first women’s day event:The New

clearing of blocked funds, bank

Business Woman Of The Future. In

account opening and nominated

November 2019, I qualified as a

Business Rescue Practitioner

payee services, as well as loan

GCologist, with GC Index in the UK.

& GC Index Accredited Trainer

regularisation with SARB and SARS

Born: 20 December 1972 Occupation and position: CEO – Registered Practicing Accountant & Tax Practitioner

First job: O’Keefe & Swartz – Short-term insurance company Best advice and who gave it: There is very little you can’t do. Just keep going, your time will come - Dad Best business book read this year: Future Next by John Sanei & Iraj Abedian Way you relax: Kickboxing Business philosophy: Awaken the warrior within

IMPUMELELO TOP EMPOWERMENT

interface. Our international clients

WHAT SKILLS DO YOU THINK THE

range from Germany to France, USA,

NEW GENERATION OF BLACK LEADERS

Europe and Tanzania.

ARE GOING TO NEED? HOW DO YOU IDENTIFY THOSE LEADERS IN YOUR

WHAT DO YOU SEE AS THE KEY

BUSINESS?

CHALLENGE FOR TRANSFORMATION

Emotional intelligence and agility

IN YOUR SECTOR?

is key. Business leaders, especially

Considering that the business

the new entrants, will need to learn

landscape has been forced to

mind-power techniques, incorporate

change so drastically due to

emotional intelligence, practice

COVID-19, I believe that EQ,

smart goal mapping and continuous

synergistic agility and mindset

learning of their crafts, unlearn old

re-engineering will be the biggest

habits and relearn the problem

challenges for any business owner.

solving techniques of the new world.

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NEMESIS ACCOUNTING | INTERVIEW

DESCRIBE THE BUSINESS PHILOSOPHY THE COMPANY PRIDES ITSELF ON. “Rewired for growth” – this is what we believe in. Our ethos is based on unlearning the old habits and methods of business and finance, replacing them with new applications and neuroscience methodology. Ultimately we enable ourselves to become vessels of continuous transformation on a personal and business level, operating in a 4IR world. WHY DO YOU BELIEVE TRANSFORMATION IS SIGNIFICANT IN SA? The South African people are wounded. Transformation is the only element that will enable all people to move forward from a place of humility. The growth of our economy and SME sector is dependent on intrinsic transformation taking place now. The COVID pandemic has just added salt to the wounds. Business mentors, Shani Naidoo (centre) with her attorney and HR officer at Nemesis Accounting

transformation coaches, NLP practitioners, etc. are all needed now more than ever before.

WHAT ARE THE MOST IMPORTANT CHALLENGES YOU HAVE HAD TO FACE IN YOUR TRANSFORMATION AGENDA? My biggest challenge was wanting to move forward faster even though I knew that the process was already in place. I had to learn mindset techniques to manage my eagerness and glide through the transformation process. WHO ARE THE PEOPLE YOU MOST ADMIRE, AND WHY? Robert Kiyosaki, from Rich Dad Poor Dad. He captures the essence of wealth in real terms. His board game,

Company Details

Corporate Park 66, 269 Von Willich Avenue Network Spaces Building, Suite 13, Centurion Postnet Suite 295, Private Bag X06, Waterkloof, Pretoria, Gauteng, 0145

Cashflow, is exactly what entrepreneurs and business

083 597 2772

owners need in order to understand the language of

0860 512 0475

money, flow and wealth creation. Simon Sinek, author of Start with Why, because he unpacks the intrinsic value of

shani@nemesisaccounting.co.za

“why” in business. Knowing and living according to your

www.nemesisaccounting.co.za

“why” can be all that’s missing on your business journey.

@Nemesis Accounting

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TOP 10 SOUTH AFRICAN COMPANIES: DIVERSITY AND INCLUSION By Fiona Wakelin

“The single biggest challenge businesses face today is

Metrics include gender diversity of the workforce and

meeting the needs of an interconnected and layered

diversity at board level and specifically focuses on

world. No business can hope to succeed without having

inclusion by looking at the percentage of employees

a workforce as varied as the world in which it operates.

with disabilities, companies’ BEE scorecards, and

Any company that doesn’t take inclusion and diversity

policies on, for instance, HIV/AIDS day-care, flexible

seriously is at risk of simply not understanding how to

working hours and more.

service its markets.” - Helena Conradie, CEO of Satrix, The index uses as its starting point all the listed Satrix Inclusion and Diversity Exchange-Traded Fund ETF

companies on the JSE that meet Refinitiv’s economic, social and governance (ESG) criteria. Then, 25 measures

For the first time investors can invest in the most inclusive

are applied that fit into one of four Inclusion and

and diverse companies on the Johannesburg Stock

Diversity (I&D) pillars, namely:

Exchange (JSE) through a new exchange-traded fund (ETF) from Satrix.

• Diversity • Inclusion

The initial public offering (IPO) of the Satrix Inclusion and Diversity ETF opened on 20 July 2021.

• People development • News & controversies.

The Satrix Inclusion and Diversity ETF is a South African first. It tracks a unique Diversity and Inclusion index,

Each company is assigned a score for each of the four

developed with Refinitiv, the world’s largest provider

pillars. Companies with a non-zero score on each of the

of financial markets data and infrastructure. The index

four pillars are assigned an overall score, which is simply

ranks JSE-listed companies according to key metrics,

the average of the pillar scores. They are then ranked

along with specific transformation metrics unique to

based on their overall score in descending order, and

South Africa, to create a one-of-a-kind ETF of South

the top 30 are included in the .”

Africa’s most inclusive and diverse organisations.

– SATRIX Investments

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TOP 10 SOUTH AFRICAN COMPANIES: DIVERSITY AND INCLUSION | EDITORIAL

THE TOP 10 WOOLWORTHS HOLDINGS

from this, we have also engaged with the South African

“An inclusive and diverse workplace is one of the

Commission for Gender Equality on certain aspects of

Group’s main priorities. As a Group, we are committed

our operational policies, to ensure that they are gender-

to non-discrimination, non-sexism, and non-racism across

neutral and non-discriminative.” – Woolworths Holdings

all our policies, practices, and daily operations. We

Limited: 2021 Good Business Journey Report

value diversity and inclusion as key components of our Employee Value Proposition, and believe that a strong,

NEDBANK GROUP

diverse, and inclusive strategy that is unique to each of

In 2009 Nedbank achieved level 2 BEE status, which it

the regions in which we operate should be a key part of

retained for 10 consecutive years. And then in the last

our employee attraction and retention framework. As

three years has achieved, and retained level 1.

a Group, we also continue to ensure that gender parity remains a focus.

“Nedbank’s transformation approach supports both national and business priorities and our strategic intent

“Woolworths South Africa has adopted the nationally

is linked to our purpose statement to use our financial

legislated Employment Equity (EE) prescripts and, as part

expertise to do good. We are further guided by some

of this, integrates greater participation of historically

key principles and a robust governance structure

disadvantaged groups across all spheres and levels

to ensure execution in line with our agenda to lead

of the organisation. Every three years, we draft an EE

transformation. Key principles include transformation

plan for the Department of Employment and Labour,

transcending compliance beyond the codes,

and we are assessed against this. All of our leadership

contributing to a sustainable future for all, and adopting

have specific performance goals in relation to this plan,

an integrated and not a transactional approach to

which they are measured against internally. To ensure

transformation. Transformation itself is embedded in

that it remains a focus, we have various management

our business practices and we know that we need to

and staff diversity committees, which meet regularly to

transform in order to remain relevant in the societies

discuss the implementation and execution of this plan.

in which we operate; as we understand that we’re a microcosm of the broader society. We seek to build

“While the plan is focused on an organisational level,

human capital, financial capital, leadership capital

we have various anti-discrimination policies aimed

and socio-economic capital, whilst also ensuring that

at creating a culture in which all our employees feel

we respond to the legislation in a sustainable manner.“

welcome, where they believe and know they are treated

- Kershini Govender, Executive Head of Transformation

fairly, and where they are not discriminated against.

and Strategy at Nedbank Group Limited.

“Compliance with Broad-based Black Economic

BRITISH AMERICAN TOBACCO

Empowerment (BBBEE) legislation ensures that Woolworths

British American Tobacco South Africa is committed to

continues to contribute meaningfully towards national

the socio-economic transformation of South Africa.

priorities to transform the industries in which we operate and make the economy more inclusive.

“At BAT, our own commitment to change is the seed of our transformation success. For us, BEE is more than just

“In light of the rise in gender-based violence in the

compliance. It is about harnessing the diversity of our

country, we have partnered with a gender-based

people to grow and strengthen our business. Doing the

violence interest group to review our sexual harassment

right thing, exercising our responsibility to society, and

policy, and to ensure that it is fit for purpose. Apart

unleashing the talents of our people is integral to our

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IMPUMELELO TOP EMPOWERMENT

business strategy. The scorecard is an objective measure

“The role of the committee is to achieve sustainable

of our progress and a public demonstration of our

empowerment and it has an ongoing responsibility to

commitment to transformation.” - Johnny Moloto, GM,

govern and oversee all aspects of the Group’s B-BBEE

BAT South Africa

strategy and implementation. At its meetings during the 2021 financial year, the committee received feedback

“Our company transformation is underpinned by the

detailing matters relevant to each of the functional

standards, values and principles contained in our

areas within its transformation mandate.

Standards of Business Conduct, Business Principles, and BAT Ethos.

Transformation strategy

“We believe that South Africa can achieve an

“Each year the transformation strategy is reviewed and

adaptable, sustainable and growing economy if it

clear guidelines are defined for each of the five pillars

harnesses the strengths of all its people and communities

of the B-BBEE scorecard. By delivering shared value

and uses diversity as a catalyst to solve social challenges

through our empowerment initiatives, we are making a

and enhance economic performance.” – BAT SA

meaningful contribution to many of our stakeholders, while ensuring the long term stability and profitability of

ADCOCK INGRAM HOLDINGS

our business.” - TFG

‘We endeavour to be the change we want to see in this country. This is not a competition. This is the future

MEDICLINIC INTERNATIONAL

prosperity of our beloved country and all who call it

“Key consideration is given to working collaboratively so

home. Transformation is not only a business strategy,

that we can build strong relationships and partnerships

it is a country strategy and we are all essential to its

so that we can achieve our high level objectives of:

success.’ - Basadi Letsoalo, Executive Director: Human Capital and Transformation

• Make a meaningful contribution within our communities we serve with the intention of have the

“At Adcock Ingram we strive to add value to life. This

broadest impact possible with each initiative we

includes the lives of our employees, our customers, the

undertake.

communities in which we operate and our shareholders.

• Contribute to Mediclinic’s transformation agenda and social development in South Africa.

“As a Level three B-BBEE contributor and a leader in the healthcare sector, we are committed to the development of this nation and its free society. From the factory floor to the boardroom, the vision is the same.” Adcock Ingram SA

• To leverage our CSI initiatives to assist in strengthening key relationships within the provinces we operate. • To enhance our organisational reputation and be recognised as a socially responsible corporate citizen. • Provide that platform for our employees to become more involved in the communities they come from

THE FOSCHINI GROUP

and live in.” - MEDICLINIC

“At TFG The Supervisory Board recognises the critical role it has to play in the transformation process in

DISCOVERY

South Africa. The Supervisory Board’s Social and Ethics

Being a force for social good

Committee, through its governance and oversight role, ensures that an appropriate transformation

“Discovery’s core purpose is to make people healthier

strategy exists that is aligned with the Broad-Based

and to enhance and protect their lives. This guides

Black Economic Empowerment Act (B-BBEE) and the

everything we do, including our relationship with

associated codes of good practice.

society and the systems that make life possible.

IMPUMELELO TOP EMPOWERMENT

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TOP 10 SOUTH AFRICAN COMPANIES: DIVERSITY AND INCLUSION | EDITORIAL

“Hiring, retaining and promoting black and

are committed to ensuring that the more vulnerable

particularly African citizens is a priority to ensure that

are not left behind on the journey to that future.

our employee profile better reflects South Africa’s full talent context. Globally, we recognise the urgency

“Through our technology, we will help bridge the

in achieving a more accurate gender balance in the

divides that exist in our societies, not widen them. We

workplace, particularly in senior leadership positions.

are committed to ensure that the more vulnerable are not left behind on the journey toward a digital future

“We strive to lead transformation efforts in the

particularly for women and young people.

financial sector and encourage frank and robust discussions about the opportunities and challenges in

“Access to mobile technology provide transformative

transformation.” - Discovery

benefits for people in vulnerable communities, particularly for women and the youth.

“We believe strongly that business strategy cannot be executed or even conceived of separately from

“Our goal is to democratise digitisation, ensuring that

an understanding of its social impact.” - Adrian Gore,

everyone can benefit from technology and is part of the

Discovery Group Chief Executive

digital society. We believe that owning a mobile phone can enhance an individual’s physical and economic

LIBERTY HOLDINGS

security, provide access to education, skills and

“Liberty’s commitment to and involvement in

employment opportunities, and support good health

transformation has never been a peripheral activity,

and wellbeing.” - Vodacom

but has long been an integral part of our business strategy. An affirmative procurement policy has, for

MONDI

example, been in place since 1999. In the same year

“We aim to operate as a responsible business, applying

an employment equity forum was also established.

responsible governance at all our operations and relying on clear frameworks to communicate, measure,

“Liberty sees BEE as a business fundamental based

improve and deliver against our ambitious sustainability

on the following:

commitments.

A growth imperative – the low employment rate in

“Mondi Action Plan 2030 (MAP2030) sets out the actions

South Africa can only be dealt with in a high-growth

we need to take over the next decade to meet our

environment;

ambitious 2030 sustainability commitments.

A social imperative – wealth needs to be distributed

“The Mondi Way shows how our shared sense of

more evenly in order to create an equable society;

purpose is intrinsically connected to our strategy and

and

culture, enabling us to create best-in-class products for our customers and shared value for our stakeholders.

A moral imperative – the legacy of the past wherein

Our four strategic value drivers set a clear roadmap

the majority of the country’s citizens were excluded

for the future and, together with our resilient business

from the economy on the basis of race must be

model and manufacturing excellence, give us distinct

addressed.” – Liberty Holdings

competitive advantages. Our culture is centred around empowering people to be passionate and

VODACOM GROUP

entrepreneurial in a respectful and inclusive way,

“We believe that the opportunities and promise of a

underpinned by our values of Performance, Care, and

better digital future should be accessible to all, and we

Integrity.” - MONDI

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SHIFTING THE BALANCE

SINAYO SECURITIES COMPANY OVERVIEW

STRATEGIC PARTNERSHIPS:

Fairness is a deeply instilled value in

Sinayo Securities Pty Ltd (“Sinayo”) is

Sinayo holds strategic equity positions

most women. Sinayo believes that

a South African, independent, majority

and partnerships that allows for Sinayo

women led organisations are important

black female-owned member of the

to provide seamless solutions and

important and can trigger massive shifts

Johannesburg Stock Exchange (JSE).

additional services to clients including:

towards a better tomorrow.

African Rainbow Capital (Pty) Ltd

derivative sales and trading, script

(“ARC”), has a 49% stake in Sinayo.

lending as well as themed research.

Sinayo provides top quality services

SINAYO VALUE PROPOSITION:

We value our employees

to institutional investors in South Africa,

Sinayo is a purpose led organisation

We have an innovative

specialising in Johannesburg Stock

that has the vision of democratising

and entrepreneurial culture

Exchange listed equity sales and

financial services. In a world of growing

that leverages each team

trading. Sinayo strives to influence

inequality and poverty, Sinayo has

member’s strengths to the

policies and strategic decisions by

identified the need to drive inclusivity

maximum benefit of our clients.

connecting the fund management

and propel humanity forward by

industry, business and political

allowing the unserved and undeserved

We get involved

leadership. Our vast network and

segments of the population to have

We get involved through

experience in the private and public

access to financial services.

Through identifying clients’

OUR PHILOSOPHY

needs using our vast network in

sectors enable us to offer impeccable

the private and public sectors.

service to the asset management

This is a critical element of alleviating

industry. At Sinayo we are constantly

many of the challenges that Africa

striving to improve our service

faces. Purposeful driven organisations

We shift the balance

offering and searching for better and

have impact and give more to the

We are leaders in driving

effective systems to benefit our trading

world than they take. Our intentions

transformation and opening

performance. Our experienced trading

at Sinayo are captured in our

doors for new talent in the

desk is built on hard work, trust, honesty,

vision, which commits to driving

industry. Babalwa Ngonyama

excellence and best execution for our

transformation, inclusivity, innovation.

is the CEO of Sinayo and major

clients.

Sinayo values are underpinned by:

shareholder.

integrity, transformation, excellence, Our vast knowledge, coupled

and innovation. We value people and

VISION:

with the latest technology, allows

relationships above all.

We make a difference to South Africans by democratising investments and by

us to effectively execute and price transactions seamlessly at competitive

Sinayo is led by a visionary woman,

being pace setters for inclusivity and

rates. We pride ourselves in our

Babalwa Ngonyama who serves as the

transformation.

unique thinking process, which

Chief Executive Office and is a major

combines best experience with

shareholder. Sinayo is proud to have

MISSION:

outstanding innovations. With the

an inclusive structure that is primarily

We provide our clients and portfolio

right partnerships, we believe that we

led by women. Women have a unique

companies with extraordinary tangible

can change the financial landscape

way of engaging with society and their

impact and enduring wealth when

through offering a unique palate of

communities through their nature, and

implemented.

tools to our clients.

nurture.

IMPUMELELO TOP EMPOWERMENT

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SINAYO SECURITIES | ADVERTORIAL

SINAYO VISION IS UNDERPINNED BY:

is a care center that feeds and

•

Providing exceptional client

educates 180 to 200 children

service through best execution

between the ages of five and

•

eighteen. Sinayo believes in

Being insightful responsive and

nurturing talent, growth and

connected •

•

looking after the well-being of

Providing quality Environmental

South Africa’s children by ensuring

accountability,

Social and Governance (“ESG”),

that each child receives basic

quantitative and themed research

nutrition and food in order to

innovation and

Providing executive access to our clients through theme driven

•

entrepreneurship are

support and aim to strengthen

the key driving forces

encourage them to strive for a

behind the people

Leveraging the brokerage

bright future. We firmly believe

platform to form meaningful

that every child should be

involved in Sinayo’s

relationships and drive sustainable

afforded an opportunity to grow

growth

up and become an exceptional

students/graduates

success”

South African citizen.

Fostering transformation by training and mentoring talented black

•

absorb learning at school. We them, build their focus and

events •

“Trust,

•

Mentorship: Sinayo provides mentorship programs for soccer

Reflecting transformation through

players, in order to enable them

the diversity and values of the

to build a sustainable brand and

organisation

income stream post their career in soccer.

SOCIAL IMPACT: Sinayo believes in the value of paying

SINAYO GROWTH AND CHANGES

it forward. As a demonstration of

IN THE LAST 5 YEARS:

this value, Sinayo has set up various

Sinayo’s focus on client relationships

passion projects to accelerate the

and strategic partnerships has led to

development of women, youth and

exponential growth in our market share

the underprivileged:

and trading capacity over the last 5 years. Our market share increased

•

Project Funda: Sinayo has created

by 20% in the 2021 financial year

a two-year graduate programme

and our experienced trading team is

that fast tracks the development

well-positioned for continued growth,

of young professionals in the

despite challenging market conditions

financial services sector through extensive training, mentoring and

SINAYO VISION FOR TOMORROW:

exposure to industry. To date,

Through partnerships, acquisitive and

Sinayo has over 60 mentees and

organic growth, Sinayo‘s vision is to

placed many of our graduates

become a multi-faceted industry

with various institutions through its

leader in financial services.

vast network.

We seek growth that is underpinned by our values and the impact Sinayo

•

Golden Ark NGO: Golden Ark

brings to humanity.

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Company Details Address: 155 West Street, 4th floor Wework Building, Gauteng 2196 Tel: +27 011 783 6599 Email: kagisor@sinayo.co.za Website: sinayo.co.za

IMPUMELELO TOP EMPOWERMENT

PROFILE |

SINAYO SECURITIES

EXECUTION WITH EXCELLENCE

BABALWA NGONYAMA Babalwa Ngonyama, once described by The Star in 2005 as one of the ‘Twenty Top Women to Watch’, has made a considerable mark on the world of financial services, human capital development and education over the past 25 years.

BABALWA NGONYAMA CEO| SINAYO SECURITIES

CAREER HIGHLIGHTS: Babalwa Ngonyama joined Sasol Oil as a Financial Manager in 2000 and completed her MBA with Bond University, Australia in 2003.

Her subsequent career highlights include serving as a Partner on the Deloitte Financial Services Team and as Group Chief Internal Auditor at Nedbank.

Prior to establishing the first majority black female owned securities brokerage firm specialising in JSE-listed equity sales and trading - Sinayo Securities, she was the Chief Financial Officer of the highprofile black owned investment firm Safika Holdings.

IMPUMELELO TOP EMPOWERMENT

Born in the Eastern Cape, the now Chairperson of the Council of the University of Cape Town attended Walter Sisulu University after matriculating from Ngangelizwe High School in Mthatha. Ngonyama qualified as a Chartered Accountant with PDB Pretorius Dondashe before embarking upon a career that has encompassed various roles in financial services. True to her commitment o her values, she has, for the past 20 years, shone the light on the need to promote black women, skills development and improve education for the marginalised.

as she became the first woman to hold the position. The responsibilities that pertain to this role align with her vision of developing human intellect through education and skills development. She is a founder member and the initial Chairperson of the African Women Chartered Accountants (AWCA), an organisation that was established to create a support structure and financial assistance platform to accelerate the development of black female Chartered Accountants. SOCIAL IMPACT In 2016, she was instrumental in the creation of a two-year graduate training programme by Sinayo Securities – Project Funda, which has assisted over 60 graduates secure industry-specific training and permanent placement with Sinayo Securities or other institutions.

LEADERSHIP ROLES Babalwa has occupied diverse leadership roles from entrepreneur to being a lead independent director and chairperson of various bellwether South African entities and organisations. On the entrepreneurial front, she has prioritised investing in and leading businesses in sectors the Sinayo Group understands. On the back of its strong equities brokerage franchise, Sinayo Group has refined key aspects of its growth strategy to include asset gathering through asset management and short-term insurance acquisitions in niche operations with a durable competitive advantage.

In 2021, the University of Cape Town launched the UCT Online High School Project - a platform geared to develop leaders who from an early age will be well-positioned to perform exceptionally at tertiary level and beyond. Sinayo Securities supports the Golden Ark Care Centre that feeds and affords a support structure for the education of up to 200 children between the ages of 5 and 18 years. Under Ngonyama’s guidance, Sinayo Securities provides a mentorship programme for local soccer players that enables them to build a sustainable brand and income stream after the end of their soccer careers.

Ngonyama is the lead independent director of Hollard Life and Insurance boards and chairs its risk committees. She also serves as a director of Aspen Limited and chairs its audit committee. In July 2020, Ngonyama was appointed Chairperson of the University of Cape Town Council. The UCT Chair appointment was historic

HONOURS Babalwa Ngonyama has received numerous honours for her contribution to South African corporate life. Among these acknowledgements was the Top Businesswoman of the Year award by Enterprise Magazine and Business Woman Visionary by the Black Business Quarterly.

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COMMUNITY SCHEMES OMBUD SERVICE | INTERVIEW

INTERVIEW WITH CHIEF OMBUD OF THE COMMUNITY SCHEMES OMBUD SERVICE

ADVOCATE BOYCE MKHIZE Q. CONGRATULATIONS ON YOUR APPOINTMENT! HOW DO YOU HOPE TO MAKE A VALUABLE CONTRIBUTION TO CSOS? Thank you for the congratulatory note on my appointment. I seek to infuse energy, agility, innovation, responsiveness, quality and outstanding customer relationship management in our dealings with our various stakeholders. CSOS is a State-Owned Entity, but I do want to turn it away from the perception that Government is ineffective, inefficient and tardy. This spirit must be modelled first by myself as a Leader and cascade throughout the organisation. Governance of Schemes and resolution of disputes is our key mandate and, therefore, all interventions I seek to bring will be geared towards enhancing best practices and models in these areas, without neglecting the impact of

Q. WHAT ARE THE KEY DRIVERS IN PROVIDING AN IMPARTIAL AND TRANSPARENT SERVICE TO RESOLVE ADMINISTRATIVE DISPUTES IN COMMUNITY SCHEMES? • Objectivity • Sound knowledge of legal frameworks and principles • Appropriate interpretation of law and application to facts Q. HOW HAS CSOS SUCCESSFULLY MAINTAINED THE RUNNING OF AN INEXPENSIVE AND EFFICIENT SYSTEM FOR ITS CUSTOMERS? By emphasising the importance of conciliating disputes rather than embarking on a fully blown adversarial system of adjudication of disputes. Conciliations provide a quicker, inexpensive and more long lasting solution to disputes as it becomes an agreed upon resolution of the dispute, as opposed to an adjudication order where there is a winner and a loser.

support functions. Q. RESOLVING ADMINISTRATIVE DISPUTES CAN BE QUITE A DAUNTING TASK. WHY IS THIS SUCH AN IMPORTANT FIELD TO BE IN? Resolving disputes is such an important field because it contributes to peaceful co-existence of individuals living in the communities that we regulate. Nobody wants to live in an environment where there is constant nuisance, bickering and conflicts.

Q. IN WHICH WAYS HAS THE PANDEMIC AFFECTED THE ORGANISATION, AND HOW HAVE YOU OVERCOME THIS? The management of disputes has suffered some setbacks due to restrictions on physical meetings etc. However, we have instituted other alternative means for resolving disputes, such as online or virtual hearings as well as adjudications that are conducted on paper. This has created an environment where disputes do not pile up waiting

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for physical meetings, but can be resolved speedily through virtual platforms or determinations on paper. Q. WHAT ARE YOUR PLANS FOR THE NEXT YEAR AT CSOS? I would like to see an efficient and effective machinery developed within CSOS for the enhancement of governance of Schemes as well as efficient resolution of disputes. A viable Business Automation Solution must be procured and implemented in order to fast track the registration or onboarding of new Schemes and maintenance of their registrations with CSOS. Our public profile must be enhanced through public campaigns and our performance must increase to at least 80% of our targets. We also need to reverse the qualified audit opinion that we received and move much closer to a clean audit. Our brand should invoke positive feelings of confidence amongst our stakeholders with a highly competent and suitable team of employees.

Company Details Address: Berkley Office Park, 8 Bauhinia Street, Highveld Techno Park, Centurion, 0169 Tel: 010 593 0533 Web: www.csos.org.za

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INTERVIEW WITH THEMBELIHLE MBATHA, CHIEF FINANCIAL OFFICER

COMMUNITY SCHEMES OMBUD SERVICE The CSOS vision is to be a credible, world class regulatory authority for community schemes in South Africa.

THEMBELIHLE MBATHA

The CSOS Act empowers the organisation to help create and facilitate orderly and wellmanaged community schemes. This is carried out by resolving disputes amongst the parties, administration of schemes governance documentation and providing regular training and education to all stakeholders.

ACHIEVEMENTS: Winner of the 2018 Oliver Empowerment Public Sector Leader Award 2018 Finalist in the CA(SA) Top Under 35 CAs Under 35 National Awards Finalist for two categories in the Standard Bank Top women awards in 2017 (Top Woman in Female Public Sector Leader Award and Top Young Achiever of the Year in 2019)

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Fostering inter-relationships between the CSOS and various community schemes is critical. The CSOS generates its revenue from levies, government grants, interest income and dispute resolutions income. Levies are the major source of revenue for the CSOS. To this end, our mission is to ensure harmonious community schemes by providing regulation, education to all relevant stakeholders and an accessible dispute resolution service in an inclusive manner. Social responsibility initiatives: On an organisational basis, we provide learnerships and internships through our graduate programmes in line with the skills development initiatives in consultation with DHS within the appropriate frameworks of the CSOS.

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On a personal level, I am a founder of our family NPO which is called the Maji -Mbatha Foundation whereby we provide mentorship to young girls and boys from our disadvantaged communities as well as collect donations to provide sanitary towels to young girls from disadvantaged community who miss school because of these monthly circumstances. For the boys we provide dignity packs – all sanitary needs with the exception of the sanitary towels i.e. self-care product basis such as wash towels, soap, toothpaste etc.. Five tips on surviving and thriving in business: • Having a clear vision for your business • Putting together a team that will be able to execute the vision and mission of your business value proposition • Developing a plan / strategy with clear targets, milestones and timelines • Being agile and resilient is key to adapting to any changes in the environment in which you operate • Staying abreast of any new developments within your sector of business

COMMUNITY SCHEMES OMBUD SERVICE | INTERVIEW

Q HOW HAVE YOU IMPLEMENTED GENDER DRIVEN DEVELOPMENT IN THE WORKPLACE? We are yet to embark on gender driven development once we have finalised a process of organisational redesign. Q HOW HAS GENDER EMPOWERMENT STRENGTHENED YOUR ORGANISATION? We currently have a workforce that is more female than male however we are working towards having a balanced Executive team, as well and we are hoping to reap the rewards of the focused strategic intents soon through me as a female CFO recently joining the CSOS. Q WHAT ARE YOUR ORGANISATION’S GENDER EQUALITY AND BEE RATINGS AND POLICIES? We are currently in the process of developing our EE plan and the BEE rating review is still under way. Q WHAT ARE THE CURRENT AND FUTURE TRENDS IN YOUR SECTOR? As a player in the property / housing regulations sector, we are looking at transformation initiatives which will empower women and youth. Q WHAT TECHNOLOGICAL INNOVATIONS ARE YOU USING IN YOUR ORGANISATION TO KEEP IN

LINE WITH THE FOURTH INDUSTRIAL REVOLUTION (4IR)? We are currently busy with the process of sourcing our Business Automation systems and hope this will yield more productivity within the organisation with seamless integration of all our business processes. Q HOW ARE YOU USING SOCIAL MEDIA TO CREATE MORE BUSINESS? We are currently creating more awareness of the CSOS via twitter, Facebook, Instagram, YouTube and other websites. Q WHICH FEMALE LEADERS INSPIRE YOU THE MOST, AND WHY? I am inspired by my Mother, Busisiwe Mjaji. What a resilient single mother she has been throughout my life! A motivator and a pillar of strength. I have learnt the true meaning of resilience and patience through hard work. Another female leader that inspires me is Winnie Mandela, a female leader who led a revolution in recognition of women’s rights and gender equality and also fought for the rights of the oppressed with such courage and resilience really appeals to me, while remaining a mother to her children in the midst of struggle. It really takes a force to be reckoned with to be all that and more.

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“ON AN ORGANISATIONAL BASIS, WE PROVIDE LEARNERSHIPS AND INTERNSHIPS THROUGH OUR GRADUATE PROGRAMMES”

Company Details Address: Berkley Office Park, 8 Bauhinia Street, Highveld Techno Park, Centurion, 0169 Tel: 010 593 0533 Web: www.csos.org.za

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PUBLIC SECTOR OVERVIEW 80

REFORMING AND RECOVERING

Saving Lives and The Economy By Koketso Mamabolo

“This is no ordinary year, and this is no ordinary Sona [State of the Nation Address],” said President Ramaphosa in February, perhaps one of the most eagerly awaited Sona’s in almost three decades. The President took the chaos and uncertainty and attempted to carve out a clear path to achieving the goals the state has set for itself: 1.

Overcome the coronavirus pandemic

Speed-up economic recovery

Implement economic reforms

Deal with corruption and increase state capacity

Here we look at the response to Covid-19 and the government’s plan for economic reform and recovery.

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PUBLIC SECTOR | SECTOR OVERVIEW

COVID-19 RESPONSE

In order to implement reforms

“The health and safety of our

and interventions, resources will

citizens remains our most paramount

have to be mobilised, policies and

concern,” said President Ramaphosa

regulatory frameworks adjusted.

in his State of the Nation Address.

Increasing state resources and engaging with stakeholders will be key. Underpinning the recovery

The government continued to use a range of tools to suppress the spread of the virus. Lockdowns remained key to limiting movement, as were restrictions on the number of people gathering, both indoors and outdoors. The vaccine rollout was critical to reducing mortality, although uptake of the vaccines has been slow, with less than 14 million adults fully-vaccinated towards the end of November, well short of the government’s target

Covid response by the numbers: • R19.3-BILLION+ allocated for the cost of vaccines • 73 MILLION+ vaccine doses ordered since February • Contingency reserve INCREASED from R5-billion TO R12-BILLION

Phase 1 of the vaccination rollout was for frontline healthcare workers. The second phase broadened the scope to include persons over 60, persons over 18 with comorbidities and those classified as essential workers. The last phase, accounting for almost half of the total population, began in mid-2021. Vaccines were distributed according to the doses the government had available, with the J&J shots allocated for people who would find it difficult to get a second dose, such as the homeless and people in rural areas who have to travel long distances to access healthcare. SOURCES

Development Plan’s Vision 2030. Some of the priority interventions as set out in the plan: • Infrastructure Investment • Mass public employment

• Provincial equitable share raised by R8-BILLION for Covid response

• Localisation, reindustrialisation and export promotion

• 9.5 MILLION Social Relief of Distress BENEFICIARIES

• Inclusion of women and youth

of having 67% of the population vaccinated by the end of 2021.

strategy are goals set in the National

Some of the structural reforms the

ECONOMIC RECOVERY AND REFORM

state is implementing include:

“There is a consensus amongst the social partners that there should

• Releasing broadband spectrum • Diversification of energy supply

be substantial structural change

• Third-party access to rail network

in the economy that would unlock

• Rolling out the eVisa system

growth and allow for development,” states the government’s Economic Reconstruction and Recovery Plan. The recovery plan is broken down into three phases:

REFORM AND RECOVERY BY THE NUMBERS • 5.4% growth rate for the economy • 6% reduction in unemployment

Engage and Preserve

• Investments to make up 30% of GDP

Recovery and Reform

• Working capital loans with interest

Reconstruct and Transform

rates between 0 - 2% • Target of 2.5 million jobs by the

The first phase is about reining in the coronavirus. The second is getting the economy to where it was but still managing the risks from the virus. The last phase is transforming

gov.za

the economy and safeguarding it

treasury.gov.za

against threats.

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end of 2020/2021 • 5 million jobs by the end of 2023/2024 • R100-billion of Covid support package for job creation and retention

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ITHUBA - Changing the narrative

and using the national lottery as a vehicle for change - A case study Excellence from the start Zamani Holdings was founded in

2008 as an equity funding business by Charmaine and Advocate Eric

Mabuza. A consortium of credible

B-BBEE and high profile investors

Zamani’s strategic intent was

the digital realm. With the latest

awarded the third National Lottery

digitised its online playing options and

positively met when ITHUBA was

license, effective June 2015, under

the leadership of Charmaine Mabuza,

All draws are now conducted using

countrywide.

Through the RNG (Random Number

which employs 240 employees

Within just 5 months of being awarded

purpose vehicle created to operate

all the roll-out requirements necessary

the South African National Lottery.

In inviting investors to ITHUBA, the leadership gave consideration to

various national imperatives which they believed were vital to South Africa’s economic development. These imperatives included

acknowledging and implementing

the BEE strategy, as a mechanism

through which to increase economic participation of previously-

draw processes.

the Group CEO of Zamani Holdings,

were attracted to form ITHUBA

Holdings (RF) (PTY) LTD (RF), a sole

technology and innovation ITHUBA

the license, ITHUBA had completed

to begin the National Lottery trading. This included installing 9000

a safe and secured digital method. Generator), ITHUBA was able to

proceed with draw-based games without interruption, while other

Lotteries around the world had to close due to the pandemic.

terminals in urban and peri-urban

ITHUBA is the only operator in the

Lottery footprint to 45%; ensuring

banks, setting the benchmark for

areas, increasing the National

that retailers were fully equipped

and trained to promote and sell the

National Lottery games; and ensuring that every operational detail was in

place to ensure a smooth transition from the previous operator.

world that sells the Lottery through Lotteries across the globe. The

World Lotteries Association (WLA) recognises ITHUBA as part of the

top 5 performing Lotteries globally. Leveraging off the success of the South African National Lottery operator, ITHUBA, Zamani

Holdings is looking to use its

disadvantaged black South Africans.

knowledge and expertise to

responsive to the needs of all

...its ultimate goal is to become a truly pan-African group...”

and civil society, particularly

Long before we knew pandemics such

to become a truly pan-African

ITHUBA embarked on a journey

continent.

A further imperative was being stakeholders, including government in addressing socio-economic

disparities which still exist amongst most sectors of our population.

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as COVID-19 were so destructive, to move the National Lottery to

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expand north of South Africa’s borders, into southern Africa. However, its ultimate goal is group supplying the whole

I T H U B A CA S E S T U DY

Game Portfolio: • Since 2015, Ithuba has more than

• In over a year since its launch in

• The launch of DAILY LOTTO

Lottery portfolio. This includes the

paid out more than R817-million

USSD and website channels

doubled the games in the National launch of 6 online EaZiwin games, SportStake 8 and Daily LOTTO

• After comprehensive research,

Ithuba established that players

wanted to play for bigger amounts daily and, as a result, DAILY LOTTO was launched

March 2019, DAILY LOTTO has to more than 71-million winners

with Standard Bank on their

• The continued expansion of

• In 2020 ITHUBA launched 9 EAZIWIN online games

B2B channel sales with

ABSA launching LOTTO and

POWERBALL games as their

• The launch of USSD and

1 Voucher for greater player convenience in 2020

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initial offering and FNB launching DAILY LOTTO in March 2021.

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Charmaine Mabuza Founding member and group CEO of Zamani Holdings; CEO of Ithuba Holdings Charmaine Mabuza is one of South Africa’s leading

businesswomen and a true

example of entrepreneurial

excellence. Women in executive leadership positions are a rarity

in the gaming industry and she is among a very small percentage of women who lead gaming

companies, and an even smaller percentage of women who lead

such industries globally. Charmaine is the first black female to run a

lottery operation in South Africa. In the six years ITHUBA has

been operating, she has led the charge to align the company

with international best practices and cutting-edge technology,

implementing a strategy to move the National Lottery into a digital realm. Charmaine Mabuza is someone entrepreneurs and

aspiring leaders can look up to, she truly encapsulates what a true leader is.

She is a firm believer in education and that one should never stop

learning. She is setting an example

by furthering her studies at Harvard Business School.

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I T H U B A CA S E S T U DY

Charmaine has displayed remarkable resilience in rising above difficult challenges.”

Of all the hats that she wears,

a director in Wiphold, the first

her favourite roles. In her busy

the JSE in 1999.

mom, wife and grandmother are schedule, Charmaine always finds

female-owned company to list on

the time to spend quality time with

Charmaine Mabuza has displayed

cooking and traveling.

above difficult challenges. She

her family. She enjoys gardening,

Her hard work and resilience

have been exemplary and have

inspired other women, especially young women to go for their

dreams. Long before her role as

the CEO of ITHUBA, Charmaine

was already breaking boundaries in the business world. She

established a name for herself as

remarkable resilience in rising

has been praised for her forward-

thinking leadership style and ability to handle high-pressure situations,

seeking to solve challenges quickly and decisively. She is the driving force behind the formation of

ITHUBA. Under her leadership,

ITHUBA transformed and changed the narrative of the South African National Lottery.

LEADERSHIP POSITIONS:

AWARDS

• Deputy Chair for the Mpumalanga

• Vision 2030 Top Woman

Provincial University Council

• Former Managing Director of Empilweni Payout Services (Pty) Ltd

• Former Trustee on the Board of

GRIP (Greater Rape Intervention Project)

• Former Sheriff of the High Court • Former member of South African Board for Sheriffs.

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in Education Award for her role in affording

access to education for disadvantaged youths. • Forbes Africa Social

Impact Award (2020)

for philanthropy through various projects that

have uplifted the lives

of South Africans from all walks of life.

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Ithuba: Enhancing the socio-economic development of South African society INTERVIEW WITH CHARMAINE MABUZA, CHIEF EXECUTIVE OFFICER, ITHUBA HOLDINGS

Congratulations on winning the Top Empowerment Business Leader of the Year Award 2021. What does winning this headline award mean to you?

I am delighted to be acknowledged for the efforts ITHUBA is making to empower black people and women

across all our operations. At ITHUBA we see empowerment as vital to long-term business success, so

being named Top Empowerment Business Leader of the Year

confirms that our vision is working. Having black women in leadership positions is nothing new for me. My entrepreneurial spirit was

nurtured by my mother, who singlehandedly managed a number of small businesses in KwaZulu-

Natal. Her dedication inspired me

to follow in her tracks. I am proud

that ITHUBA is a leader in Africa’s

gaming world and especially proud

that our success is primarily due to confident black women.

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ITHUBA: CHARMAINE MABUZA INTERVIEW

“ I am proud that ITHUBA is a leader in Africa’s gaming world and especially proud that our success is primarily due to confident black women.”

To what do you attribute your success? We believe that transformation is

What is your “why”? What excites you about what you do?

What have been some of your major milestones – both personal and business?

business promise. Within the gaming

more than knowing that I have

cannot have a sustainable economy

part and parcel of delivering on our

sector ITHUBA stands out because we have 60% women representation in

our executive compared to the industry average of 20%. Our operations are

aligned with international best practice and we invest heavily in technology innovation.

There is nothing that excites me made a difference to somebody’s

life. We provide income-generating opportunities to our small business partners across South Africa and

through our selection of games we

give all South Africans the chance to increase their wealth.

I have always been convinced that we if women and black people remain on the fringes. In 2015, when ITHUBA

started operating the National Lottery, I was the only female CEO in the

gaming sector. Today, gaming is still heavily male dominated, so I see transformation as essential.

Our ITHUBA team has reinvigorated

Our success in expanding the

There were fewer games available

provided more opportunities for players

enhances the socio-economic

started operating the National

the National Lottery brand and

to win life-changing jackpots through

a revived game portfolio. Well before the national lockdown we moved the

National Lottery to a digital realm. This meant that throughout the various

lockdown restrictions that we have

faced due to Covid-19, South Africans

footprint of the National Lottery development of South African society, as we give back approximately 27% of the value of ticket sales to the

National Lottery Distribution Trust

Fund, which disburses the funds to good causes.

could continue playing on the National

In February this year, ITHUBA

and through the digital platforms of

82 BBEEE-owned businesses

Lottery website, on the Mobile App, our banking partners – Absa, FNB, Standard Bank and Nedbank.

ITHUBA also introduced the ground-

breaking Random Number Generator draw system, a new method of

drawing lottery numbers, which is now the industry standard. The RNG has

contributed financial relief to

across South Africa. A total sum of

R15 million in grants was dispersed to beneficiaries of the ITHUBA

Supplier and Enterprise Funding Programme, with companies receiving amounts of up to R1.5 million.

The opportunity to run the National

systems that can verify the complete

enabled ITHUBA to give back to the

integrity of lottery draws.

Lottery. Within 6 years of operation, we have doubled the number of games in the National Lottery

portfolio, thanks to our innovative game design team.

Our partnership with all the major

banks has strategically expanded

access to the National Lottery. Players can now access National Lottery

games on their internet platforms.

Three years ago, ITHUBA launched

the first ever National Lottery Mobile App. At the same time we mobilised the National Lottery by rolling out 175 000 handheld devices.

a high level of systems security as

well as internal and independent audit

to lottery players when ITHUBA

Lottery is a privilege that has

wonderful people of our country.

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Just a year after ITHUBA took over the National Lottery we achieved a significant percentage increase in

sales. This made ITHUBA one of the

best performing lotteries in the world. IMPUMELELO TOP EMPOWERMENT

INTERVIEW ITHUBA: CHARMAINE MABUZA

In 2017, the World Lottery

Association announced that the South African National Lottery

accounted for half of the lottery sales of the entire African continent.

This year, in recognition of our

empowerment efforts, ITHUBA

prevailed in two categories of the Gender Mainstreaming Awards:

Large National Company Positive Role Model Gauteng, and Large

National Company Positive Role

Model – South Africa. ITHUBA was

also a finalist in the Investing in Young Women category. On the global front, ITHUBA was recognized by Gaming Intelligence as Lottery Operator of

the Year in Africa, and, as ITHUBA

CEO, iGaming Business positioned

me among the Top 10 Most Influential Women in Gaming.

From a purely business perspective, what particular challenges have you experienced and how did you solve them?

When ITHUBA started operating the National Lottery, we had to ensure that we address the gender representation gap within the industry which is primarily male-dominated. We had to ensure that we appoint and equal number of female executives compared to our male-counter-parts. This is a global challenge within the gaming industry, and I am pleased to say that within our executive committee, we have 50% female representation.

What differences have your solutions made to your company?

Growing online gaming has been one of the best things we have done for

the economy. Africa will get a piece of

ITHUBA’s ability to keep abreast

this big pie.

advancement has allowed us to

expand the footprint of the National

What would you say is your leadership style?

turn has meant we have been able

A leader knows how to get the best

the South African economy and to

to know and understand my subject-

entrepreneurship, and support

to debate and find solutions that

of innovation and technology

Lottery and increase sales. This in

I tend towards a collaborative style.

to put back substantial amounts into

out of their team and I take the time

educate young professionals, develop

matter experts and encourage them

women and youth.

are a win-win for all.

When we were awarded the National

However when the going is tough I

the first female CEO in the gaming

to follow the toughest and loneliest

one of the few in the world. From

strong vision of where you want the

transforming the racial and the

ITHUBA opening out further across

Lottery contract in 2015, I became

am prepared, as any leader must be,

sector for the whole of Africa and

path. And you need to have a

the outset I have made sure that

business to go. For example, we see

gender profile of the gaming sector

the African continent.

remains a top priority.

How has COVID affected your business model? I believe that any business – big or

How do you relax?

I have a very hectic and demanding

job as the CEO, so what I value above all is spending time with family over

small – should have a continuity plan

the weekend.

of crisis. We were all caught off guard

by COVID-19, but ITHUBA was a jump

Do you have a message of hope for our readers out there?

Africa – we had a strongly flexible

been devastating for our lives and for

adopted the innovative technology

become more realistic about how

gaming. Our players were able to

learnt some valuable lessons in how

in place, ready to implement in a time

ahead when the pandemic hit South

While the COVID-19 pandemic has

team in place, and we had already

many people’s livelihoods, we have

that enabled us to transition to online

to handle it. As a country we have

make use of our digital platforms.

to survive the challenges that it has brought. Now that the government has relaxed the restrictions, our

priority should be to re-energise the

economy and create more jobs. If we work together with our government, by creating opportunities for more citizens to enter the productive

economy, we will be building a better future for ourselves.

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We are Top Peformers in innovations that change lives and the world.

ITHUBA’s innovations and empowerment programmes have positioned us as The Best in the Game. Our continued support and development of cutting-edge technologies has rewritten the lottery space globally. We are proud to be industry leaders in the game of changing lives and making a difference.

www.nationallottery.co.za

BLOEM

UNIVERSITY OF THE FREE STATE 90

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UNIVERSITY OF THE FREE STATE | ADVERTORIAL

MFONTEIN CAMPUS

Established in 1904, the University of the Free State (UFS) is one of the oldest higher education institutions in South Africa. It produces sought-after graduates across seven faculties (Economic and Management Sciences, Education, Health Sciences, the Humanities, Law, Natural and Agricultural Sciences, Theology and Religion) on three campuses (two in Bloemfontein and one in Qwaqwa in the Eastern Free State). The UFS creates opportunities and growth through leading learning and teaching, focused research, and impactful engagement with society. Students are holistically supported to achieve some of the highest success rates in the country and they are therefore highly employable. The UFS produces research with industry, social impact, and real-world application. Its culture promotes equity, ubuntu, and accountability. Challenges and issues are addressed as they emerge and are dealt with openly in a way that promotes social justice and human rights. Never in the past 117 years of its existence

Bloemfontein Campus The Bloemfontein Campus is situated in Bloemfontein, the capital of the Free State and the judicial capital of the country. Situated in central South Africa, it is the

has the character of the UFS been tested as during 2020 and 2021. During this time, many of the staff and students’ lives were irrevocably affected by the devastating effects of the COVID-19 pandemic. Although the higher

oldest and biggest of the three campuses.

education sector experienced extensive

Undergraduate and postgraduate

to display innovation, sound leadership, and

studies in all seven faculties are presented on this campus.

changes, UFS staff and students managed resilience in meeting the institution’s strategic goals despite severe challenges. For the UFS, it has been a time characterised by growth, development, reflection, and opportunity.

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VISIBILITY AND IMPACT

interactions. Support ranges from tutor services and language development, to counselling

The UFS has remained prominent and has

services and peer mentor initiatives.

continued to assist the communities it serves with accurate scientific information and making an

The overall institutional success rate improved by

impact – not only in the spheres of knowledge

5% from 2019 to 2020, with some faculties showing

creation and application, but also contributing

increases of between 9% and 11%. The UFS has

towards higher education in general, stimulating

made significant progress with success rates over

the development of new innovative teaching and

the past ten years, with the general success rate

learning concepts.

improving by 13% between 2010 and 2020, while the achievement gap between white and African students halved from 16% in 2010 to 8% in 2020.

EFFECTIVE DIGITAL TEACHING AND LEARNING

MULTILINGUAL LEARNING

Improving the success and well-being of students

The UFS remains committed to multilingualism

remains an all-important goal. The holistic support

and to enabling a language-rich environment to

offered to students consistently sets the UFS

ensure that language is not a barrier to equity of

apart as a higher education institution. The year

access, opportunity, and success in academic

2020 saw innovative developments of new and

programmes or to the UFS administration. An

existing strategies, resulting in positive indications

important step towards this is the establishment

of sustained student success. During 2021, the

of the Academy for Multilingualism. Among its

university is building on the successes achieved

functions is to facilitate multilingual glossaries,

and has continued supporting students through

abstract translations, and voice-overs for lessons

its blended learning and teaching model, which

and tutorials – putting the UFS at the forefront of

incorporates both online and face-to-face

multilingual learning and teaching.

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UNIVERSITY OF THE FREE STATE | ADVERTORIAL

QWAQWA CAMPUS CONTRIBUTING TO LOCAL, REGIONAL, AND GLOBAL KNOWLEDGE

Qwaqwa Campus The vibrant Qwaqwa Campus in the picturesque Eastern Free State serves a rapidly growing number of rural students from the immediate area and surrounding provinces. The campus, incorporated on 1 January 2003, also has a number of international students completing their studies in the beautiful surroundings at the foot of the majestic Drakensberg.

The UFS is a research-led, student-centred, and regionally engaged university that contributes to development and social justice through the production

COMMERCIALISATION AND SUSTAINABILITY

of globally competitive graduates and knowledge. Staff and students continue to realise the university’s vision

Contributing to the university’s commercialisation

of being a research-led institution by increasing the

activities, is the newly developed Agribusiness Park

contribution to local, regional, and global knowledge.

hosting several start-up companies, including a brewery,

In 2020, the total number of research outputs increased

cheese factory, and plant-growth stimulator production

by 220 units from the outputs produced in 2019, and

operation. These stimulate entrepreneurial activities and

the quality thereof improved. The number of National

provide hands-on training opportunities for students.

Research Foundation (NRF)-rated researchers increased from 171 in 2019 to 193 in 2020, with an improvement in

SPACES AND PLACES

the NRF rating categories. A number of construction and spatial development The UFS currently has two A1 ratings, one A2 rating,

projects have been initiated or resumed with the aim of

and a successful P-rating by the National Research

ensuring that spaces on the three campuses promote

Foundation (NRF). A total of 33% of the rated individuals

a socially just institution that celebrates freedom of

are female and 19% are black – a significant increase

expression and provides a sense of solidarity and

from the 8% of NRF-rated black academics in 2016. In

belonging for all. One such project that has made great

line with its research strategy, the UFS has increased its

progress is the revitalisation of the library infrastructure on

number of SARChI chairs to six.

all three campuses.

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ADVERTORIAL | UNIVERSITY OF THE FREE STATE

SOCIAL RESPONSIBILITY AND ENGAGED SCHOLARSHIP The UFS strives

SOUTH CAMPUS

to continuously demonstrate its social responsibility through an engaged scholarship strategy, which aims to position and apply the knowledge produced in and through teaching, learning and research, in order to advance citizenship and service for the public good. During 2020 and throughout this year, the UFS continued to foster its 150 longstanding partnerships with a wide array of stakeholders. An innovative e-engagement strategy was initiated during the COVID-19 pandemic, meeting the university’s strategic mandate to be a caring, responsive, and engaged university. Academic staff and students have used this platform to engage with their community partners, offering support, advice, and assistance during a period of great need. Staff and students forged ahead and, instead of retreating and ‘waiting out the storm’ of the pandemic, proactively reached out to make a difference in the communities they serve. This

South Campus The South Campus provides alternative access to higher education for promising students who did not obtain the required marks in their final school examinations. Several programmes are in place that offer students the opportunity to access higher education. Through these programmes, students can ultimately enter the mainstream curriculum after completing the preparation courses.

was done by grabbing hold of opportunities that presented themselves amid the turmoil and uncertainty, and by finding innovative ways to meet its goals despite the challenges.

Bloemfontein Campus: +27 51 401 9111 Qwaqwa Campus: +27 58 718 5000 South Campus: +27 51 401 9111 info@ufs.ac.za https://www.ufs.ac.za/

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“INVESTING IN AFRICA’S TECH“ AFRICATECHWEEK.CO.ZA

INTERVIEW WITH SAZI GCUME, FOUNDER & CEO

ZIZI INSTITUTE PTY LTD Zizi Institute is a specialist financial

their personnel engaged, allowing

education company. We deliver

them to use their creativity in

Consumer Financial Education on

managing the programmes on offer.

behalf of financial services companies.

SAZI GCUME

We consider ourselves as a bridge

“Our programmes are delivered

between organisations that fund skills

as projects and therefore always

development and the beneficiaries.

present challenges that need creative

We offer these services across South

solutions. We allow our team to be fully

Africa.

responsible and accountable for their tasks”, Gcume explains.

Name: Sazi Gcume

A TRULY TRANSFORMED TEAM Transformation in the sector largely

“This allows them to celebrate

Occupation and position: Financial

depends on the services that are

their successes and learn from the

provided by state agencies. Many

challenges they encounter. We always

times these end up being ineffective.

try to create a conducive environment

Education Special and Founder First job: Financial Education Specialist

for personal growth, and this has “This has opened a lot of room for

yielded positive results for us.”

corrupt activities to take place.

Best advice and who gave it: The best investment you can ever make in life is to be debt free. This advice was given to me by my very first employer. Best business book read this year:

Regulation has also been used as a

The Institute veers away from

barrier to entry”, says Gcume.

hiring staff based on high levels of experience. Emphasis is put

“ It is very costly to run a business in

on maintaining alignment to the

this sector due to all the unnecessary

company’s value system.

The Bible

red tape. Regulations are not made to accommodate smaller businesses

“We help them develop the necessary

Way you relax: Laying back on my

to gradually grow while being active

skills on the job. This is not always easy,

couch and doing nothing

in the market. This limits the amount

but it has allowed us to develop a

of black owned businesses that

team that works well together and

Business philosophy (in one sentence):

can thrive in the skills development

that maintains the values of the

space, all to the benefit of larger

organisation”, says Gcume.

Focus your business on changing people’s lives and let the financial rewards of that be a by-product.

IMPUMELELO TOP EMPOWERMENT

organisations.” Zizi Institute believes in fostering a Zizi Institute is committed to keeping

2 1 st E D I T I O N

“transformed team”. Five of the six full

ZIZI INSTITUTE PTY LTD | INTERVIEW

time staff members are females who

in their roles, they are easily identified

an organisation that encouraged

assume senior roles in the organisation.

and developed as potential leaders.

university students to assist communities

“Our focus at this point is allowing

through businesses that were based on

them to develop the requisite skills

COMPLIANCE & CONTRACTS

economic, environmental and social

in their respective roles to fully take

Given the red tape that exists in our

responsibility. “These three ensure

accountability for their roles as the

industry, Sazi Gcume strongly believes

that there is sustainability within the

company continues to grow”, Gcume

that it would have been impossible

organisation. This experience helped

explains.

for the Institute to be where it is today

me build a business that centred

without B-BBEE, as it has allowed for Zizi

around sustainability. In whatever

“Everyone we encounter through our

Institute to be considered for contracts

shape or form, we prioritise sustainability

many programmes must leave in a

that at the time of application may

in everything we do”, he expresses.

better position than when they came to

have seemed above its scope.

us. This includes our staff.”

The road at Zizi Institute has not been “We used such opportunities to

one clear of obstacles. Ageism,

WELCOMING NEW YOUNG LEADERS

showcase our capabilities and build

race and gender issues have posed

When it comes to the new generation

from there. We managed to compete

many challenges for the Institute’s

of black leaders, the Institute

businesses and succeed, something

transformation agenda.

understands that we are living in a time

that may have been impossible without

when most people are forced to juggle

B-BBEE. The very core of what we do is

“I have seen how much harder I need

many personal challenges along with

based on the B-BBEE codes. This ensures

to work just to be afforded the basic

the roles they play in the workplace.

constant opportunities for the industry”,

attention that somebody who is older

explains Gcume.

or of a different colour than me gets”,

“It takes a compassionate leader

Gcume admits.

to understand and accommodate

“Understanding of the industry you

these ones, ensuring that the work

operate in can never be overstated.

“I have seen how my female

environment is a conducive place for

When you do, you can always identify

colleagues struggle with being afforded

productivity”, says Gcume.

a niche that is best suited for your

the respect they deserve based on

business goals and aspirations. This

their gender. However, rather than

“They also need emotional intelligence

also allows you to understand how to

expecting the world to be fair, we

to receive and accept negative

position yourself for such opportunities”,

have rather focused on empowering

feedback from those they lead. As they

he continues.

ourselves to deal with such challenges.

apply such, they will not only benefit

We have relatively succeeded in some

their followers but also, they will grow

“The second is improving the ease

in their leadership capabilities. They

of doing business with you. Work on

need to set clear objectives for the

meeting all the necessary compliance

It is also a no brainer that if resources

team to rally behind and guide them

requirements for your type of business.

are in the hands of a few there will be

in achieving them, while allowing for

Use any failures and success to improve

constant problems. Sustainability of any

individuals to innovate.”

your business model so that you do

society is highly dependent on its ability

not stumble over the same milestone

to care for its survival needs.

These qualities, mentioned above,

instances”, he continues.

again.”

are embedded in Zizi Institute’s value

“If the majority of South Africans is

system and all team members have an

ON SUSTAINABILITY & TRANSFORMATION

dependent on grants, the imbalance

opportunity to become leaders as such.

Prior to starting his own business, Gcume

will result in many of the unrests as seen

As they excel in applying these values

worked as a programme director of

in KZN and Gauteng during the month

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ZIZI INSTITUTE PTY LTD | INTERVIEW

of July. It is a survival imperative,

becomes. “I value and cherish all such

professionalise the building industry

and not a luxury we can’t afford”,

experiences as they have made me

and assisting previously disadvantaged

says Gcume.

who I am. However, if anything, I would

South Africans to improve their

say PATIENCE. Appreciating that doing

employability or to start entrepreneurial

GCUME IN FOCUS

the right things takes time. Do not feel

ventures.” The main target over

Sazi Gcume finds inspiration in daily

discouraged by the perceived delays

the next 10 years is to incorporate

interactions with people. “I always

due to challenges you face. Just never

technology more in every aspect

try to learn from their unique stories.

get tired of doing the right thing. Even

of our business. Despite best efforts,

I focus on the positives I can emulate

when scorned by others.”

South Africa has not fully adopted

while appreciating that we all have our limitations”, he enthuses.

technology in the education and skills In the future, Zizi Institute will keep

space, especially when targeting rural

a growth focus on reach as it is

communities. This is mainly due to not

“This has helped me in keeping the right

important that the organisation

having appropriate infrastructure in

perspective of any individual so that

reach more people through its projects,

such communities.

their shortcomings do not take away

and thereby contribute positively

from the good that they do.”

to transformation efforts.

Gcume believes that we always

`’We are currently developing

more investment will be made in such

learn and become wiser in hindsight.

a technical college division to

infrastructure thereby allowing us to

However, he appreciates that every

develop artisan skills within previously

introduce the necessary technologies

experience shapes the choices he

disadvantaged communities”,

in line with global standards’ ‘,

makes in life and the person that he

says Gcume. “ This is with a view to

Gcume concludes.

“It is our hope that with the need raised by the COViD19 pandemic restrictions,

Company Details Address: 1 Wuhutu Cresent, Kloof, 3610 Tel: 031 201 1181 Email: hello@zizi.org.za Web: zizi.org.za Social Media: Instagram: @Zizi_Institute LinkedIn: @Zizi

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EDUCATION SECTOR OVERVIEW

Education: FROM DISRUPTION TO RECOVERY By Charndré Emma Kippie

Our government regards education as a long-standing challenge facing the country, and its highest domestic priority, at the same time. Right now, the largest share of government expenditure is allocated to education (5% GDP), with 21% of non-interest allocations set aside for basic and higher education. South Africa has achieved much of its objectives in terms of creating better access to schooling, with around 98% of children (between the ages of 7 and 14) being enrolled in school. However, there are still many challenges that are yet to be redressed, and Covid-19 has not made this mission any easier for our Education Sector.

AT A GLANCE South Africa currently has more than 25,000 schools, 23,000 of which are public schools that make provisions for more than 12 million learners. These estimates indicate that, on average, there is one school for every 500 learners.

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25 000 + Schools

12 Million + Learners

23 000 Public schools

500 Learners per school

EDUCATION | SECTOR OVERVIEW

THE FUTURE OF LEARNING

quality, as pupils in impoverished

STATISTICS PRIOR TO COVID-19

As Covid-19 has forced us all to

communities could not benefit from

• A UNESCO report estimated that

adapt, so must our education sector

these digital learning tools.

sub-Saharan Africa would need a further 6,3 million teachers in order to achieve universal primary education by 2030. • According to current records of the Department of Basic Education, SA’s public education system comprises 410 000 teachers. • The country sees about 15 000 new graduate teachers per year. • As per the TALIS, 60% of teachers

in order to make sure that we recover, and ensure that every child in Africa

INNOVATIVE INITIATIVES

gains access to quality education,

1. The University of Cape Town

independent of their financial

(UCT) launched the UCT Online

situation or geographical location.

High School to assist in closing

The only thing that stands in our way is

inequality gaps in the country.

funding and infrastructure.

2. The National Student Financial

Current technological trends emerging for improved quality of education include: • The Democratisation of Education • Virtual Classrooms • Nanolearning methods

which only 22% hold principal

• Multi-factor authentication and

STATISTICS POST COVID-19 • 2.2 million jobs were lost as a result of the economy shutting down during the lockdown period. This caused a surge in learner’s absenteeism. • 1650+ teachers passed away as a result of the coronavirus • It is estimated that around 750 000 South African learners dropped out of school as a result of the pandemic. • E-learning may have been adopted, but it is estimated that students are at least one year behind in their learning.

and gave out more than 180 000 laptops to aid students with the shift to online learning platforms. 3. Stellenbosch University partnered with the wider Stellenbosch

in South Africa are female, of positions.

Aid Scheme (NSFAS) got on board

verification processes for online education platforms • Browser tracking solutions to ensure

community under the umbrella of #StellenboschUnite, in order to procure and distribute food and provision parcels on a weekly basis.

the integrity of online assessments In South Africa, digital learning gaps have become more evident. Pupils from vulnerable communities attend government-funded learning institutions. Often, education is free here, but these institutions face the harsh reality of weak infrastructure,

According to a critical skills survey, conducted by Xpatweb, the most in-demand, ‘scarce’ skills in the country that must factor into the curriculums of our institutions, are: • Health Professions

the lack of schoolbooks and tools,

• Accounting

overcrowding, a scarcity of educators

• Science Professionals

and high teacher dropout rates. With this in mind, not all pupils have been able to gain access to online

• Related Clinical Sciences • Senior Financial Executives

learning platforms, causing major

• C-Suite Executives

disparity. Alongside access, internet

• Artisans

connectivity also affected teaching

• Media and Marketing Specialists • Foreign language speakers • ICT • Engineers

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SAVING LIVES THROUGH CANCER AWARENESS AND BLOOD DONATION BY DR. FELLENG YENDE

Every month the health sector

Medical institutions that are

creates awareness around

focusing on this area, amongst

the different types of cancers

others, include academic hospitals

and the importance of early

such as Wits Donald Gordon

detection and treatment.

Medical Centre, and the Chris Hani

FP&M SETA recognises all these

Baragwanath Hospital, who seem

campaigns and as such, in

to be making concerted efforts

October, we ran our own internal

in promoting highly skilled health

breast cancer awareness

professionals. These professionals

campaign. This medical health

should be acknowledged and

challenge requires intensive

supported as they discharge their

treatment in most cases,

duties daily.

including radiotherapy and chemotherapy. Blood transfusion

While we have a Seta entity

is also key during treatment, as it

specifically focusing on health

is required in some cases.

matters, skills development entities as a collective must

Supporting blood donation

play a critical role in ensuring

and having our communities

that these academic hospitals

understand the importance of

are fully supported, including

voluntarily donating blood will

providing financial support for the

save lives.

strengthening of their research, development and innovation

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Blood donors should always be

capacity to be able to offer

encouraged and applauded for

the best worldwide competitive

their contribution for saving lives.

healthcare.

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FP&M SETA | INTERVIEW

CANCER AWARENESS AND BLOOD DONATION Experts say that humans benefit greatly from blood donations, therefore, cancer awareness months should serve as a reminder that families must be vigilant and ensure that annual check-ups are done. Everyone has the most precious natural resource of all: blood. Our blood is replaceable, life is not. So let’s roll up our sleeves and save a life. Donate blood. “It is with this in mind that the FP&M SETA has partnered with the SANBS to host blood donation drives in Johannesburg, Durban and Cape Town. Also, FP&M SETA will partner with some academic hospitals to support research, development and innovation, as part of the CSI”. Leadership should continue to find time to support such initiatives to ensure that our communities at large are not only educated on these matters but learn where and how to find help and receive the best treatment protocols. Individuals and entities that are already supporting can do more, with most of us joining in support of saving lives.

Head Office & Gauteng Regional Office

3rd Floor, 1 Newton Avenue, Killarney Johannesburg, 2193 PO Box 31276, Braamfontein, 2017 011 403 1700 info@fpmseta.org.za www.fpmseta.org.za

Dr. Felleng Yende is CEO of the Fibre Processing and

Social Media:

Manufacturing, FP&M SETA, which facilitates skills

@fpmseta

development programmes for 13 sub-sectors and regularly hosts blood donation drives.

@FP&M SETA @fpmseta

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103

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IZITHELO STRATEGIC PARTNERS

| (PTY) PROFILE

IZITHELO STRATEGIC PARTNERS

TRANSFORMATION EMPOWERMENT INNOVATION ZWELIHLE RICARDO COKA

IZITHELO STRATEGIC PARTNERS CEO

CLASS OF 2019 / 2020

COMPANY OVERVIEW Izithelo Strategic Partners (Pty)Ltd is a B-BBEE level 1 contributor, majority black women owned entity established by a qualified and experienced inspirational entrepreneur to help businesses, communities and the public sector find effective and sustainable solutions for transformation and economic development in South Africa, Africa and beyond. VISION - To help clients lead transformational change, create new organisational compliance models, and capture value from their compliance strategies through efficient planning and a visionary approach. MISSION - To help businesses, communities and the public sector find effective and sustainable solutions for transformation and economic development in South Africa, Africa and beyond.

Address: 21 Village Rd, Selby, Johannesburg ,2001 Tel: 087 149 1305

WHAT PRODUCT DO YOU MAKE, OR WHAT SERVICE DO YOU OFFER? • •

Email: info@izithelostrategicpartners.co.za Website: izithelostrategicpartners.co.za

Social Media: @IzitheloStrategicPartners

• • • •

B-BBEE Consulting and Advisory SETA accredited Learnerships and Skills Programme ESD Solutions Disability Training Solutions Bursary Fund Learnership Recruitment

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DO YOU HAVE A UNIQUE SELLING PROPOSITION? Our training solutions are financially efficient and practical to instrument. They are planned to meet compliance targets in a way that makes business sense. SED ACTIVITY: The aim of the programme is to empower young entrepreneurs to become the suppliers of the country’s leading companies. The partnership has resulted in the creation of an Enterprise and Supplier Development (E&SD) Fund that will transform B-BBEE compliance from a cost-centre to a profit-centre, while ensuring that deserving suppliers within the Imperial value chain have an opportunity to grow their businesses and access new opportunities. CSI INITIATIVES: Izithelo Bursary Programme aims to source funding for academically deserving students who do not have the financial means to study full time towards a first undergraduate degree or diploma at a South African public university or college. Bursaries are funded to address scarce and future skill requirements in South Africa broadly as well as with specific focus on the all sectors in South Africa. We have raised funding to empower 123 disadvantaged students so far.

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105

TECH & BUSINESS SUPPORT SERVICES SECTOR OVERVIEW 108

TECH & BUSINESS SUPPORT SERVICES COLLIDE! Technology keeps proving beneficial for the smooth running of businesses across SA By Charndré Emma Kippie

AN INDEPTH LOOK According to the Quarterly Labour Force Survey (QLFS), South Africa witnessed an increase of 333 000 in the number of employed persons near the end of 2020. However, data collected also indicated a rise in the number of unemployed individuals, documenting that 701 000 individuals were without employment by the fourth quarter of 2020. These changes heavily impacted all major labour market rates. South Africa’s unemployment rate, thus, soared from 30,8% to 32,5% by the end of the year. This was the highest unemployment rate recorded since the start of the QLFS in 2008. The employment-to-population ratio also increased from 37,5% to 38,2%, and the labour force participation rate increased from 54,2% to 56,6% during this period, indicating that more people are participating in the labour market. This meant that many were battling to find employment throughout the lockdown period, putting major pressure on recruitment and staffing entities who experienced major shifts in acquiring new skills and talent, retrenchment and organisational strategies geared towards weathering the storm. Despite a reasonable plummet in overall hiring activity throughout 2020, employment prospects are steadily improving for professionals in sectors such as: the business management, ICT and logistics sectors.

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TECH & BUSINESS SUPPORT | SECTOR OVERVIEW

THE POWER OF SMALL WINS

Programmes may also assist in

These take the form of

In April 2021, South Africa was ranked

keeping employees motivated and

communication methods,

as The Top Global Business Services

productive. HR tech proves useful

collaboration, adaptability, and

Sector Location for 2021, in the

for virtual hiring, online learning and

capacity for team-working and

Annual Front Office BPO Omnibus

development, tracking performance

relationship-building. These skills

Survey. This comes as a wonderful

and smart decision-making which will

will be looked for when evaluating

recognition as the sector continues to

benefit clients.

applicants.

customer satisfaction, client delight

Remote interviews

Performance analytics trends

and employee engagement at the

As companies learn to embrace

A critical business aspect that has

top of the sector’s priority list, business

remote working more and more,

changed considerably this last

support services can only get better

employers now rely on digital

year is performance management.

from here on.

recruitment practices, such as

Business entities are now measuring

Zoom and Google Meet interviews,

what matters: a focus on work

This accomplishment, made by the

as well as online skills tests. To sift

completed efficiently and visions

South African business support service

through the massive talent pool,

accomplished - it’s not about hours

industry, comes as no surprise as the

recruiters are learning to adopt

on the clock anymore. We will see

industry has positioned itself as a top

new hiring technologies, such as AI

performance reviews and continuous

location (internationally speaking) for

and automation. This trend is set to

feedback happening more frequently

business services.

continue, bettering hiring quality,

- especially more feedback from

requiring less time, and enhancing

customers/clients. Talent analytics

talent acquisition procedures.

tools will also be used to gather new

add new jobs to the economy. With

FUTURE SECTOR TRENDS: LET’S GET ‘TECHNICAL’! Hybrid work model 2.0 Times are constantly changing, and if 2020 has taught us anything, remote working may be efficient, but employees miss the human element of the workforce. Hybrid client and employment terms, and hub-and-

data on business support employees. Reassessing required skill sets This year has taught us to pivot,

IN-DEMAND SKILLS RIGHT NOW

compromise, and value the smaller

Software development

steps taken forward. The same can be said for emerging jobs markets and skills development. Going forward, recruiters will be more invested in Soft Skills.

Middle/department management Representative/sales consulting

spoke workspaces, will be a major trend this year, as business support

TOP 5 BUSINESS SUPPORT DIVISIONS REQUIRING MORE RECRUITS

companies opt for smaller offices and permit employees to work remotely,

FINANCE

allowing for flexibility. BUSINESS & MANAGEMENT Innovative HR technology The adoption of cloud-based HR technologies will be emphasized, in order to provide a better customer and employee experience while working remotely. New HR Analytics

INFORMATION TECHNOLOGY SALES ADMIN, OFFICE & SUPPORT

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109

ENTERPRISE SUPPLIER DEVELOPMENT Translate scorecard compliance into bottom-line results by working with TEG management consultants. We achieve measurable value for programme funders that goes beyond compliance and donations. Our 15 years in the game speaks to our success and exemplary track record in the field of Enterprise Supplier Development.

BENEFIT FROM OUR PROGRAMMES IN: Enterprise Supplier Development Development Fund Management Women in Leadership Youth Entrepreneur Programme

Our programmes are designed to marry the needs of the local economy and the community with that of the funder through sustainable growth of SMEs. Let’s get together for practical solutions that create lasting change and unearth new value.

Unearthing Value

www.teg.za.com

TEG | PROFILE

TEG

UNEARTHING VALUE Business leaders of the future need more than funding; they need skills, know-how, grooming and confidence. That is what TEG provides.

What is Enterprise Supplier

GREAT RESULTS SPEAK FOR THEMSELVES

Development (ESD)?

With 15 years’ experience in

The national Broad-Based Black

project management and business

Economic Empowerment (B-BBEE)

consultancy, my passion is to ensure

initiative provides a legislative

that big business ventures make a

framework for the development of

positive impact in the communities

When the company I worked for

historically disadvantaged companies.

where they operate.

closed in 2010, I embraced the

Helping people establish, expand

opportunity to follow my dream

or improve their businesses leads to

We help our clients advance their

of launching my own business

long-term economic growth and job

B-BBEE scores by going beyond

consultancy firm. I have a passion for

creation. TEG helps companies to

mere compliance. We particularly

business development and relished

meet their obligations while investing

pride ourselves on cultural sensitivity,

the chance to assist other enterprises

in the sustainable future of the South

adaptability, and the ability to

to grow. Through this rewarding

African people and economy.

provide practical business solutions.

should have the opportunity to reach

DISCOVERING REAL GEMS

Our programmes take the needs of

their dreams as I did. I now use my

We nurture enterprises to a higher

each specific company into account

Level 1 – 100% Black Woman Owned

level of maturity so that they are

to tailor a personalised development

company as a force multiplier to

able to participate in the economy

plan. In this way we nurture a

make that a reality through Enterprise

in a meaningful way. Our ESD 360™

diversified and inclusive supply chain

and Supplier Development (ESD).

methodology is a local, home-

that benefits all involved. We ensure

grown business development system

that funders can demonstrate their

that delivers tangible outcomes to

commitment to the spirit of B-BBEE by

grow markets that will elevate the

providing a genuine hand-up and not

community.

a hand-out to communities.

Through partnerships with funders, we

THE VALUE OF PARTNERSHIP

create and run customised business

We choose our partners carefully from

development programmes across a

companies that are serious about

variety of sectors.

generating meaningful change. By

TSHEGETSANG SEBEELA CEO & FOUNDER, TEG

experience, I realised that everyone

“ADVANCING B-BBEE SCORECARDS BEYOND COMPLIANCE”

Company Details

#1 SIOC Building Hendrick van Eck/Ian Flemming Kathu, Northern Cape, 8446 082 409 6409 team@teg.za.com www.teg.za.com

stimulating local economies, we There is so much undiscovered wealth

help our clients create a legacy

in our land and if we hope to see this

whilst opening up the markets. Our

benefiting more people, we have to

practices are based on mutual

work together. Partnering with TEG

growth and win-win results. We would

means unearthing true value that lasts.

love to work with you.

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TEG JOURNEYS Alleschia (Manufacturer) “I bought a beverage business but little did I know, it was failing. I feared that I had made a terrible mistake and it would haunt me every night. I started my business from washing clothes and felt that now I was in over my head. The programme came at the right time in my life. At first I thought that money would solve the problems in the business, but it was knowing how to sell that changed things. We were averaging R14,000 pm month and we are now above R100,000 and the market is much bigger than we thought. Today, I can say I don’t regret buying this business.”

Matsidisho (Agri Logistics) “I always had a truck but it was just standing there, things have been hard. It has just been me alone holding on. Now I have regular customers that are calling me to deliver their livestock to auctions and I can boast that I have a positive bank balance. Enough that I have my first employee, now I am a real boss ”

Kealeboga (Biodiesel Producer) “My dream for biodiesel was almost 6 years old. The minute I joined the programme there was excellence, I was welcomed well and got encouragement from the interview. I was pushed immediately from the interview to go and visit my idea again. We knocked on so many doors which did not happen. This was such a breakthrough. Today I have my own plant that converts used cooking oil into diesel. We were able to develop a market with the farmers in the community where I grew up.”

Delvin (Driving School) “I have mostly been training Code 8 and 10 drivers for nearly a decade. My income was ok, nothing exciting, it was enough to pay my staff – but not every month. This programme got to me change my relationship with my business, it pushed me out of the car, onto the phone and into the light. We now are fully booked and I need to get more vehicles and instructors to keep up with the demand. I am now going to give advanced driver training and will be expanding into Code 14 training too.”

These journeys are from a custom made programme which was such a success that our client has called us back to do it all over again. If your organization is looking to run an enterprise supplier development initiative give us a call. www.teg.za.com These journeys are from a custom made programme which was such a success that our client has called us back to do it all over again. If your organization is looking to run an enterprise supplier development initiative give us a call. www.teg.za.com

Kedumetse (Farming) “The journey wasn’t easy, I started with some chickens at home so I was confident in my experience. We were able to secure a lease for farm land and constructed a coup with a capacity of 1000 birds. But when the Kedumetse (Farming) supplier made a mistake by delivery both batches of day old chicks at “The journey wasn’t easy, I started with some chickens at home so I was once, things got hectic. It was winter, so there was a high rate of mortality. confident in my experience. We were able to secure a lease for farm land I began to doubt the plan, but we push through – all my birds are sold and and constructed a coup with a capacity of 1000 birds. But when the the next batch is on its way. We tested various exit points in the value chain supplier made a mistake by delivery both batches of day old chicks at starting from incubation all the way to slaughtered products and layers. once, things got hectic. It was winter, so there was a high rate of mortality. We finally found our niche market and I am the only company selling day I began to doubt the plan, but we push through – all my birds are sold and old chicks to farmers in this district, before our farmers had to travel to the the next batch is on its way. We tested various exit points in the value chain next province for their chicks. I am the local chicks chick” starting from incubation all the way to slaughtered products and layers. We finally found our niche market and I am the only company selling day old chicks to farmers in this district, before our farmers had to travel to the next province for their chicks. I am the local chicks chick”

Destiny (Auto Mechanic) “Our workshop was at my backyard at home ever since we started. The TEG team wanted me to move to a proper workshop but the only one available costed R23,300 per Destiny (Auto Mechanic) month and this was too much for me. Why should I move “Our workshop was at my backyard at home ever since we and pay rent when it is free at home. I did not want to move, started. The TEG team wanted me to move to a proper but they encouraged me to take the chance. Last year my workshop but the only one available costed R23,300 per monthly average sales was around R80,000 and in last month month and this was too much for me. Why should I move we had the highest figure in our history over R170,000. Now and pay rent when it is free at home. I did not want to move, I can pay my staff properly and afford the improvements but they encouraged me to take the chance. Last year my needed to register with RMI to open up access to corporate monthly average sales was around R80,000 and in last month clientele not just private customers.” we had the highest figure in our history over R170,000. Now I can pay my staff properly and afford the improvements needed to register with RMI to open up access to corporate clientele not just private customers.”

Lydia (Catering) “Before the programme I was very very shy and lacked confidence. My income depended on one government customer, sometimes they would call me and I would do an event then I would sit at Lydia (Catering) home and wait for their next call. At first I wanted to use the funds “Before the programme I was very very shy and lacked confidence. to improve my restaurant at home, but TEG challenged me to get My income depended on one government customer, sometimes out of my comfort zone and change the business into a mobile they would call me and I would do an event then I would sit at kitchen. Now I am happy to say that I have new customers and home and wait for their next call. At first I wanted to use the funds I can move my service to wherever the opportunities are, I might to improve my restaurant at home, but TEG challenged me to get still be a little shy but I am not afraid to sell.” out of my comfort zone and change the business into a mobile kitchen. Now I am happy to say that I have new customers and I can move my service to wherever the opportunities are, I might still be a little shy but I am not afraid to sell.”

Beauty (Salon) “My salon was always operating from home. I wouldn’t be here if it wasn’t for these guys, they have been grooming and building us. Making sure that we are doing things right Beauty (Salon) by challenging our vision of what we can do. I now have a “My salon was always operating from home. I wouldn’t be shop in a prime location at the mall, my sales are unbelievable here if it wasn’t for these guys, they have been grooming and I had to employ 4 new ladies, I’m looking at opening up and building us. Making sure that we are doing things right another branch and have my own branded products.” by challenging our vision of what we can do. I now have a shop in a prime location at the mall, my sales are unbelievable and I had to employ 4 new ladies, I’m looking at opening up another branch and have my own branded products.”

Thato (Beautician) “If it was not for the consulting process, I would have not had the idea to upgrade my facility and to add on two new high value services. My plan was simply to buy stock, but the guidance I Thato (Beautician) received on which direction to go was so important. I can see the “If it was not for the consulting process, I would have not had the result of the investment and my customers are impressed with idea to upgrade my facility and to add on two new high value the experience, with referrals coming from 2-hours’ drive just to services. My plan was simply to buy stock, but the guidance I see me. My turnover was on average less than R2000 a month, received on which direction to go was so important. I can see the last month we reported R36,000 in sales. I am fully booked until result of the investment and my customers are impressed with the end of the year and had to employ two new ladies to help me. the experience, with referrals coming from 2-hours’ drive just to We are saving up to extend the building.” see me. My turnover was on average less than R2000 a month, last month we reported R36,000 in sales. I am fully booked until the end of the year and had to employ two new ladies to help me. We are saving up to extend the building.”

Nosimpine (B&B) “My company was doing odd jobs on construction, but the opportunities were scarce. When the team visited, we decided that there was potential for a B&B, we now have 13 Nosimpine (B&B) long term tenants from contractors who work on the mines “My company was doing odd jobs on construction, but and I need more space to cope. My revenue, it has changed the opportunities were scarce. When the team visited, we a lot! I can look after my family properly and leave them with decided that there was potential for a B&B, we now have 13 something.” long term tenants from contractors who work on the mines and I need more space to cope. My revenue, it has changed a lot! I can look after my family properly and leave them with something.”

2 1 ST E D I T I O N I M P U M E L E L O T O P E M P O W E R M E N T 2 1 ST E D I T I O N I M P U M E L E L O T O P E M P O W E R M E N T

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HR SECTOR OVERVIEW

HR SHIFTS Recruitment Experiences Digital Transformation By Charndré Emma Kippie

Over these past two years the term ‘remote’ must have been inputted into Google’s search engine billions of times as everyone shifted to offsite and digital work. As a result of the Covid-19 pandemic, Human Resource departments across the world have experienced rapid paced internal change, in an effort to prevent further job losses and assist the economy at large. More than 30% of South African citizens have been left unemployed as a result of the Covid-19 pandemic.

SOURCES hrpulse.co.zas prosourcing.co.za businesstech.co.za hsrc.ac.za georgeherald.com

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IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

HUMAN RESOURCES | SECTOR OVERVIEW

THE STATE OF RECRUITMENT The latest CareerJunction Index (CJI)

DIGITAL DILEMMA

indicates that as of September 2021

The impact of the Internet on

services subsector, could be

South Africa’s hiring activity saw great

recruiting departments has been

contested.

improvement. Job seeking behaviour

intense and has changed the way

also increased in comparison to the

traditional recruiters work. Many

“As modern recruiting becomes

2019/2020 period.

online sites are set up to connect

increasingly challenging,

workers and employers, and local

companies must work harder to

A 4% uptick in hiring activity and a

sites such as PNET and career

identify the best talent - all while

marginal 1% increase in job seekers

junctions compete with larger

staying on top of the complexity

was recorded by the CJI. As of the

international sites.

of their own internal hiring process,” explains Saadia Sali,

third quarter of 20201, the CJI was positioned at 103 index points, This

Social networking sites, especially

Applications Consultant, Oracle

indicated that there has been a

LinkedIn, are trusted and are

Services at iOCO.

decrease in competition in the job

considered a legitimate source

search market.

of recruitment activity. Equally

“Throughout the pandemic,

important in this area is the impact

businesses have been forced

The CJI reports online labour dynamics

of the recently introduced and

to digitise – and the recruitment

in South Africa by giving us access

proposed new legislation.

process is no exception.”

to a comprehensive analysis of the respective measurement of supply and

The 1998 amendment to the Equal

NEW DIGITAL TRENDS IN HR

demand in the online job market.

Employment Opportunity Act 55

• Remote/ Digital teams

means that psychometric tests

• Cloud-based HR processes

must be approved and businesses

• Gamification and tech wearables that support employee mental health

MOST IN-DEMAND JOB POSITIONS • Mechanical Engineer

must use tests certified by the

• Surveyor

South African Council of Medical

• Java Developer

Professionals. The 2014 Labor

• Software Engineer

Constitutional Amendment Act 6,

• IT manager or Technologist

which came into force in January

• Increased focus on chatbots which assist the recruitment process

• Pharmacist

2015 and has a significant impact

• Analytics with AI

• Financial Manager

on the temporary employment

• Customised HR apps

• Analyst

TOP 10 HIGHEST PAID JOBS Software Engineer

(up to R1,2-million each year)

Pilot

(up to R695 800)

Lawyer

(from R643 440)

IT Manager

(variable)

Medical Specialist

(from R476 000)

Petroleum Engineer

(up to R572 600)

Management Consultant

(from R392 000)

Actuary

(R598 055)

Air Traffic Controller

(R583 450)

Chartered Accountant

(R434 191).

Demand for sales consulting skills grew

by 19%

Demand for middle and department managers

decreased by 17% Demand for recruits in the ICT sector grew

2 1 ST E D I T I O N

by 15%

IMPUMELELO TOP EMPOWERMENT

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FOUNDER FOUNDER && MANAGING MANAGINGDIRECTOR DIRECTOR

ZAKHELE MGOBHOZI

MODERN MODERN CENTRIC CENTRICHOLDINGS HOLDINGS ISSUE ISSUE 06 06 • AUGUST • AUGUST 2021 2021

FOUNDER & MANAGING DIRECTOR MODERN CENTRIC HOLDINGS ISSUE 06 • AUGUST 2021

MODERN MODERNCENTRIC CENTRIC ADVERTORIAL ADVERTORIAL

BSUISNI E NSES S SL E LA EA T HTEH E BU DD BY ZAKHELE MGOBHOZI BY ZAKHELE MGOBHOZI

THE BUSINESS LEAD

ThankThank you for you the forhonor the honor to betoable be able to share to share our our Modern Modern Centric Centric journey journey with Top withEmpowerment. Top Empowerment. Winning Winning the the Impumelelo Impumelelo TopTop Empowerment Empowerment Award Award has fueled has fueled us touspush to push harder harder andand work work even even BY ZAKHELE MGOBHOZI more more towards towards our goal our of goal #ModernCentric1Million of #ModernCentric1Million which which is aisdaily a daily driving driving force force for usfor to us beto able be able to give to give persons persons withwith dis-Abilities dis-Abilities sustainable sustainable jobthe opportunities within our our lifetime. The The team team andand Thank job youopportunities for honor to be within able tolifetime. share our Modern Centric excited excited for what for what is to is come to come in the in the near near future. future. myselfmyself are very are very journey with Top Empowerment. Winning the Impumelelo Top Empowerment Award has fueled us to push harder and work even more towards our goal of #ModernCentric1Million which is a daily driving force for us to be able to give persons with dis-Abilities sustainable job opportunities within our lifetime. The team and myself are very excited for what is to come in the near future.

MODERN CENTRIC TABLE OF TABLE OF ADVERTORIAL CONTENTS CONTENTS

TABLE OF CONTENTS

our our growing growingcompany company• •P. P.22

Q&A Q&A with withZakhele Zakhele• •P. P.33 our growing company • P. 2 Tel: Tel: 010 010003 0037864 7864 info@moderncentric.co.za info@moderncentric.co.za Q&A with Zakhele • P. 3 www.moderncentric.co.za www.moderncentric.co.za @ModernCentricZA @ModernCentricZA Tel: 010 003 7864 info@moderncentric.co.za

company our growing our growing our growing by Magdaline Nair company company company

Founded in 2013 Modern by Magdaline NairCentric Holdings (MCH), our goal is to become a meaningful enabler of both by Magdaline Nair theby private and public sector Magdaline Nair service delivery through relationship building and(MCH), exceeding Founded in 2013 Modern Centric Holdings our our client’s expectations with practical sustainable Founded 2013 Modern Centric Holdings our goal is toin become a meaningful enabler(MCH), of both solutions. MCH is Modern committed to offering high-quality Founded 2013public Centric Holdings (MCH), our goal is toin become a sector meaningful enabler of both the private and service delivery through and exceptional service that will deliver real and goal is to become a meaningful enabler of both the private and publicbuilding sector service delivery through relationship and exceeding approach sustainable value andbuilding are confident that our the private and public sector service delivery through relationship and exceeding our client’s expectations with practical sustainable will meet client requirements. relationship building and exceeding our client’sMCH expectations with topractical sustainable solutions. is committed offering high-quality our client’s expectations practical sustainable solutions. MCH is committed offering high-quality and exceptional service with thattowill deliver real and Activities and – toMCH symbolizes an solutions. MCH isOperations committed offering high-quality and exceptional service that will deliver real and approach sustainable value and are confident that our amalgamation of various successful black-owned and exceptional service that will that deliver real and sustainable value and are confident our approach will meet client requirements. enterprises to requirements. create reliable,that energetic and sustainable value and are aconfident our approach will meet client entrepreneurial player in the skills and recruitment will meet client requirements. Activities and Operations – MCH symbolizes an services industry. Our core business positioned to Activities and of Operations – MCH issymbolizes an amalgamation various successful black-owned deliver the following scope of work: Skills and Training Activities and Operations – MCH symbolizes an amalgamation various successfulenergetic black-owned enterprises to of create a reliable, and Advisory, Recruitment Consulting, Youth amalgamation of various successful black-owned enterprises to create reliable, energetic and entrepreneurial player ina the skills and recruitment With dis-Abilities Recruitment, Development, enterprises toPersons create reliable, and entrepreneurial player ina the skills and recruitment services industry. Our core business isenergetic positioned to Management, and B-BBEE Advisory. entrepreneurial player in the skillsSkills and recruitment services industry. Our core is positioned to deliver the following scope ofbusiness work: and Training services industry. Our coreofbusiness is positioned to deliver the following scope work: Skills and Training Advisory, Recruitment Consulting, Youth deliver the following scope of work: Skills and Training Advisory, Recruitment Consulting, Youth Development, Persons With dis-Abilities Recruitment, Advisory, Recruitment Consulting, Youth With dis-Abilities Recruitment, Development, Persons Management, and B-BBEE Advisory. With dis-Abilities Recruitment, Development, and Persons Management, B-BBEE Advisory. Management, and B-BBEE Advisory. Exciting highlights for the year – 2021 has been a big year for MCH, we are incredibly grateful and honoured to have been named as finalists for three Top Empowerment Awards and taking home Top Empowered Entrepreneur of 2021, one of the biggest honours on the Exciting highlights the year –that 2021 hasshowcases been a big year for MCH, we night at an for event companies leading are incredibly grateful and honoured to been named finalists Exciting highlights for the the past year –20 2021 hashave been a big year MCH, we in transformation over years. TopCo acts as for a as beacon of Exciting highlights for the year – 2021 has been a big year for MCH, we for three Top Empowerment Awards and taking home Top are incredibly grateful and honoured to have been named as finalists inspiration for South Africa’s fast-growing SMME’s and business elite. are incredibly grateful and of honoured toAfrican been named as Staffing finalists Empowered Entrepreneur 2021, one ofhave the biggest honours on Top the for three Top Empowerment Awards and taking home We were also certified by The Professional for threeat Top Awards and taking home Top night an Empowerment event that companies Empowered Entrepreneur ofis 2021, one ofshowcases the biggest honours on the Organization (APSO). APSO the largest governing body in theleading South Empowered 2021, one ofshowcases the honours on in transformation over the of past 20 years. TopCo acts as to a beacon of night at Entrepreneur an event that companies leading African recruitment industry and requires all itsbiggest members live upthe to night at an event that showcases companies leading inspiration for South Africa’s fast-growing SMME’s and business elite. in transformation over the past 20 years. TopCo acts as a beacon of their strong code of ethics. Lastly, our Founder & Managing Director, in transformation over the past 20 years. TopCo acts as a beacon of We were also certified by The African Professional Staffing inspiration for South Africa’s fast-growing SMME’s and business elite. Mr Zakhele was appointed as an APSO Executive Board Member and inspiration South Africa’s fast-growing SMME’s and elite. Organization (APSO). APSO isby theThe largest governing bodybusiness in the South We were also certified African Professional Staffing Chair of the for Professional Development Standards Committee. We were also certified African Professional Staffing African recruitment industry and requires all its members to the live up to Organization (APSO). APSO isby theThe largest governing body in South Organization (APSO). APSO isLastly, the requires largest governing body in South their strong code ofindustry ethics. our Founder & Managing Director, African recruitment and all its members to the live up to African recruitment industry and requires all its members to live upand to Mr Zakhele was appointed as an APSO Executive Board Member their strong code of ethics. Lastly, our Founder & Managing Director, At MCH, we believe in empowering the community and helping their strong code of ethics. Lastly, our Founder Managing Director, Chair of the Professional Development Committee. Mr Zakhele was appointed as an APSO Executive Board Member and society's most vulnerable. In 2020 weStandards founded & Modern Community Mr Zakhele appointed as an APSO Executive Boardwe Member and Chair of the was Professional Development Standards Foundation (MCF), our CSI division and through Committee. MCF have ran a Chair of the Professional Development Standards Committee. couple of initiatives to aid those in need. Our most notable is our food At MCH, wesaw believe in empowering the helping drive which the MCH team delivered 45community food parcelsand through our society's vulnerable. In 2020 we the founded Modern Community At MCH, most we believe in empowering and helping Adopt-a-Family. Through this initiative, wecommunity have adopted families At MCH, by we(MCF), believe in community helping Foundation our living CSIempowering division and through MCF weand have ran a society's most vulnerable. In 2020 dis-Abilities. we the founded Modern Community headed children with We also have our society's most vulnerable. In 2020 we founded Modern Community couple of initiatives to aid those in need. Our most notable is our food Foundation (MCF), our CSI division and through MCF we have a Reusable Pad Drive initiative that is aimed at keeping young girlsran with Foundation (MCF), our CSI division and through MCF we have ran a drive which saw the MCH team delivered 45 food parcels through our couple of initiatives to aid those in need. Our most notable is our food special needs in school throughout the year. We have been on a couple of to aid team those in need. Our most notable isaour food Adopt-a-Family. Through this initiative, wefood haveparcels adopted families drive which saw the MCH delivered 45 through our process tpinitiatives get them SABS approves and these reusable have lifespan drive which saw MCH team delivered 45 parcels through headed by children living with dis-Abilities. We also have Adopt-a-Family. Through this we have adopted families of 5 years. We arethe forecasting theinitiative, approval to food be within 2021 still so our we Adopt-a-Family. Through this initiative, we have adopted families Reusable Pad Drive initiative that isdis-Abilities. aimed at keeping young girls with headed children living with We also have our can start by distribution and education countrywide. This is in partnership headed by children living with isdis-Abilities. We have also have our special needs in Foundation. school throughout the year. We been a Reusable Pad Drive initiative that aimed at keeping young girlson with with Wild-Hearts Reusable initiative that is and aimed at keeping young with process tpPad get Drive them SABSthroughout approves these reusable have agirls lifespan special needs in school the year. We have been on a special needs in forecasting school the year. We have been onwe a of 5 years. the approval to be within 2021 still so process tp We get are them SABSthroughout approves and these reusable have a lifespan process tp get are them SABS approves and these reusable have a lifespan can distribution and education countrywide. This is2021 in partnership of 5 start years. We forecasting the approval to be within still so we of 5 start years. We areFoundation. forecasting the approval to be within still so we with Wild-Hearts can distribution and education countrywide. This is2021 in partnership can start distribution and education countrywide. This is in partnership with Wild-Hearts Foundation. with Wild-Hearts Foundation.

what skills do you think the new generation of black leaders are going to need? To have strong knowledge about governance Tech skills and knowledge Innovative ways of thinking with regards to our economy Authenticity, optimism, and confidence Network of mentors in specified industries

what do you see as the key challenge for transformation in your sector? MCH's core business is recruitment, we find employment opportunities for persons with dis-abilities (PWD) and youth. Our country's unemployment rate reached 32.6% in the first three months of 2021, as reported by Stats SA. The unemployment rate of PWD is likely to be double that of the general population. In fact, it is estimated that the unemployment rate of PWD in South Africa is between 90%, 100% in rural areas. We cannot then speak of transformation if the numbers reflecting South Africa’s unemployment rate reached 32.6% in the first three months of 2021, Statistics South Africa (Stats SA) said is not part of the movement, if we as a society, as Corporate continue to leave PWD's out and slap them with a grant to shut them up

how do you retain personnel in your company and stop key staff from jumping ship? Firstly I do not work with 'employees', I work with entrepreneurs! Entrepreneurs push with me, they hustle with me, they are more self-managed than employees. I do not believe in the construct of a formal interview because you do not necessarily get the best out of a candidate. I conducted all my colleague's interviews very informally, all of them were not aware they were actually being interviewed. It could be coffee in a café, or while running CSI projects, or while staying at a hotel and I bump into interesting characters. This has given me the best team I have ever had in the 20 years I have been in this industry, and look what we have achieved together in the past 2 years alone. There is more growth and transformation in the pipeline. I have also noticed that my team enjoys this model, they run their departments as though it were their business, it gives them a sense of belonging, and the trust I have in them gives them the confidence to run with their ideas with very little interference from my side.

how has your B-BBEE rating brought you business or expanded your business? Modern Centric Holdings is a Level-1 B-BBEE contributor. If I am honest though, I would say for us, what has helped with our growth is the innovative solutions that we sell to our clients more than our scorecard. I do believe though that we have made great progress with B-BBBEE, it is, however, clear that we need to bring greater correctness and integrity to BEE stats and practices and ensure that claims are made by organizations in their B-BBEE reports are verified. This may require amendments to the reporting conditions. There are great misunderstandings on this subject among black business owners. Blackowned businesses need to also learn how to work together, as we believe that collaboration is the new innovation. There is enough pie for all of us to enjoy out there.

industrial revolution. Partnering with telecommunications giants in Africa to achieve this. We have ran a re-skilling development program that assisted 216 retrenched employees for our client with 4th Industrial Revolution (4IR) & 5th Industrial Revolution (5IR) skills. Our client was giving much-required skills to people that have served in their company for decades but simply could no longer keep them on their payroll due to the effects of COVID-19 and the job market. This is huge for us as a growing company, it was a new product that we presented to them and they bought into it. Now the 216 skills recipients are skilled in Digital Marketing and Technopreneurship development programs and are able to find new opportunities in this digital age.

Founded in 2013 Modern Centric Holdings (MCH), our by Dylan Mgobhozi goal is to become a meaningful enabler of both theby private public sector service delivery Magdaline Nair please giveand a brief summary of the company, and itsthrough current products and services , and which markets it caters to. relationship building and exceeding Holdings is a 100% Black Owned, Level-1 B-BBEE ourModern client’scentric expectations with practical sustainable company, specializing in recruitment across the board including solutions. in MCH committed to offering Founded 2013is Modern Centric Holdingshigh-quality (MCH), our recruitment of persons with dis-Abilities. and exceptional service that will deliver and goal is to become a meaningful enabler of both We offer value to strategic partnerships through ourreal focus on recruiting sustainable value and are confident that our approach and empowering disabled candidates, women, and other the private and public sector servicegraduates, delivery through communities South Africa. We achieve willunderrepresented meet client requirements. relationship buildingin corporate and exceeding by working closely and identifying challenges that corporates are ourthis client’s expectations with practical sustainable facing in real time, innovating towards talent solutions that emphasise Activities and isOperations – toMCH symbolizes an solutions. MCH committed offering high-quality on high impact and a return-on-investment. amalgamation of various successful black-owned and exceptional service thatonwill deliver real and through Overall, we have an emphasis building human capital enterprises to create aconfident reliable, energetic continued learning, which believe supplements skills and development sustainable value and arewe that our approach beyond learning and/or entrepreneurial player in work the experience. skills and recruitment will meetprior client requirements. services industry. Our core business is positioned to deliver the and following scope of –work: Skills and Training Activities Operations MCH symbolizes what are your company's key transformation milestones? an Advisory, Recruitment Consulting, Youth closed amalgamation of various successful black-owned In the last two years, the height of COVID when many companies Recruitment, Development, Persons down, whereto many had toWith let of their workforce - Modern Centric has enterprises create a godis-Abilities reliable, energetic and been fortunate enough to keep its doors open. We have empowered 55 Management, and B-BBEE Advisory. entrepreneurial player in the skills and recruitment Persons with dis-Abilities with key skills needed in the 4th & 5th services industry. Our core business is positioned to industrial revolution. Partnering with telecommunications giants in deliver following Africathe to achieve this. scope of work: Skills and Training Advisory, Consulting, Youth We have ran Recruitment a re-skilling development program that assisted 216 retrenched employees forWith our client with 4th Industrial Revolution (4IR) & dis-Abilities Recruitment, Development, Persons 5th Industrial Revolution (5IR) skills. Our client was giving much-required Management, and B-BBEE Advisory.

Clients will always see through a pitch that has been reworked from an old one. To grab their attention, you need to show them that you care about their business and have done the research to tailor the pitch to them.

This is quite a challenge for me as an entrepreneur in this space and as a member of a community where I see firsthand that PWD's are not given the same opportunities as able-bodied people. MCH has a new acquisition called DeafCentric (DC), a company that is aimed to make the lives of PWD's a little easier. DC is a call center management company that will assist PWD's with emergencies and link them with a person who understands their dis-Ability and is able to offer assistance/ send help as quickly as possible. Ask yourself, what does a deaf person do when they are in an emergency, left stranded on the road, and need emergency care - can you answer today and say that our 112 emergency line is able to assist them efficiently and in a timely manner?

what tips or advice do you have for pitching business contracts? The most important part of the pitch is getting to know the client’s business, their needs, get to know what their challenges are and find a solution that fulfils all their requirements. Only then can you present a pitch to close the deal. The first thing that you need to do is to make sure that you are pitching to the right people or person that are decision makers. It is a waste of your time if you are speaking to the wrong people! Full research around the company and their industry is crucial. Find out who they are. How long they have been in the industry? What does the company do? What challenges do they face? And who their competitors are? Remember that you are trying to find out what the client’s specific business needs are and how this will link with what you are selling, so ask yourself all the time what they will gain by working with you.

together in the past 2 years alone. There is more growth and transformation in the pipeline. I have also noticed that my team enjoys this model, they run their departments as though it were their business, it gives them a sense of belonging, and the trust I have in them gives them the confidence to run with their ideas with very little interference from my side.

company Q&A With Zakhele our growing by Magdaline Nair Mgobhozi company

skills to people that have served in their company for decades but simply could no longer keep them on their payroll due to the effects of COVID-19 and the job market. This is huge for us as a growing company, it Exciting was a highlights for the year – 2021 has been a big year for MCH, we new product that we presented to them and they bought into it. are Now tips or advice do youto have forbeen pitching business incrediblywhat grateful and honoured have named as finalists the 216 skills recipients are skilled in Digital Marketingforandthree Top contracts? Empowerment Awards and taking home Top Technopreneurship development programs and are able to findEmpowered new The most important partone of the is gettinghonours to know on the Entrepreneur of 2021, ofpitch the biggest opportunities in this digital age. client’sevent business, their get to know what theirleading night at thean thatneeds, showcases companies challenges are and find a solution that fulfils all their in transformation over the past 20 years. TopCo acts as a beacon of requirements. present a pitch Exciting highlights forAfrica’s the Only year –then 2021can hasyou been a big year for to MCH, we inspiration for South fast-growing SMME’s and business elite. how has your B-BBEE rating brought you business or expanded your close the deal. first thing that need to do isastofinalists are incredibly grateful and The honoured toAfrican haveyou been named We were also certified by The Professional Staffing business? make Empowerment sure that you are pitching to the right people or for three Top and taking home Top Organization (APSO). APSO is the Awards largest governing body in the South Modern Centric Holdings is a Level-1 B-BBEE contributor. If I am honest person that are decision makers. It is a waste of your Empowered Entrepreneur of 2021, one of the biggest honours on the African recruitment industry and requires all its members to live up to though, I would say for us, what has helped with our growth is the time if you are speaking to the wrong people! Full night at an event that showcases companies leading their I strong code of ethics. our Founder & Managing innovative solutions that we sell to our clients more than our scorecard. research around Lastly, the company and their industry Director, is init transformation over the past years. TopCo acts asMember a beaconand of Mr Zakhele was appointed an20 APSO Board do believe though that we have made great progress with B-BBBEE, is, crucial. Find outas who they are. Executive How long they have been inspiration South Africa’s fast-growing SMME’s and business elite. however, clear that we need to bring greater correctness and integrity to of the for Chair Professional Development Standards Committee. in the industry? What does the company do? What Webywere also certified by face? The And African Professional BEE stats and practices and ensure that claims are made challenges do they who their competitorsStaffing Organization are? (APSO). APSO is the largest governing body in the the South organizations in their B-BBEE reports are verified. This may require Remember that you are trying to find out what recruitment industry and requires all its members to up to amendments to the reporting conditions. There are African great client’s specific business needs are and how this will link At MCH, we believe in empowering the community andlive helping misunderstandings on this subject among black business owners. Blacktheir strong code of ethics. Lastly, our &Modern Managing Director, with what you In are selling, soFounder ask yourself all the Community time society's most vulnerable. 2020 we founded owned businesses need to also learn how to work together, as we believe what they by working with you. MCF Mr Zakhele was appointed as an APSO Board Member and Foundation (MCF), our will CSIgain division and Executive through we have ran a that collaboration is the new innovation. There is enough pie for allChair of us of the Professional Development Standards Committee. couple of initiatives to aid those in need. Our most notable is our food to enjoy out there. Clients will always see through a pitch that has been drive which saw the MCH team delivered 45 food parcels through our reworked from an old one. To grab their attention, you Adopt-a-Family. Through this initiative, we have adopted families need to show them that you the care community about their business At MCH, by wechildren believe in empowering helping headed living with dis-Abilities. We alsoandhave our what do you see as the key challenge for transformation in your sector? and have done the research to tailor the pitch to them. society's most vulnerable. In 2020 we founded Modern Community Reusable Pad Drive initiative that is aimed at keeping young girls with MCH's core business is recruitment, we find employment opportunities Foundation (MCF), our CSI division and through MCFhave we been have ran a special needs in school the year. We for persons with dis-abilities (PWD) and youth. Our country's what skills dothroughout you think the new generation of black on a couple of initiatives to aid those in need. Our most notable isaour food process tp get them SABS approves and these reusable have lifespan unemployment rate reached 32.6% in the first three months of 2021, as leaders are going to need? which saw the MCH team delivered 45 food parcels through our reported by Stats SA. The unemployment rate of PWD is likely drive to 5be of years. We are forecasting the approval to be within 2021 still so we To have strong knowledge about governance Adopt-a-Family. Through thisknowledge initiative, we have adopted families double that of the general population. In fact, it is estimated that the can start distribution and education countrywide. This is in partnership Tech skills and headed by children living with dis-Abilities. alsoto our have our unemployment rate of PWD in South Africa is between 90%, 100% Innovative ways of thinking with We regards withinWild-Hearts Foundation. Reusable Pad Drive initiative that is aimed at keeping young girls with rural areas. We cannot then speak of transformation if the numbers economy reflecting South Africa’s unemployment rate reached 32.6% in the first special needs inAuthenticity, school throughout theconfidence year. We have been on a optimism, and three months of 2021, Statistics South Africa (Stats SA) said is not part of process tp get them SABS theseindustries reusable have a lifespan Network of approves mentors inand specified the movement, if we as a society, as Corporate continue to leave PWD's of 5 years. We are forecasting the approval to be within 2021 still so we out and slap them with a grant to shut them up can start distribution and education countrywide. This is in partnership

with Wild-Hearts Foundation.

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STRATEGIC GROWTH & EXECUTION WITH RBS LINK & CO. COMPANY BACKGROUND

The organisation’s evaluations and implementable Management processes are always based on models

PLAN & BUILD, EXECUTE AND GROW

RBSLINK & CO. is a consulting

that work and that will be easy to

firm with diverse, expert problem

adapt in our ever-changing world.

Plan & Build

solvers, based in KwaZulu Natal. The

RBSLINK & CO. focuses on 4 crucial

We listen, take note of your needs,

consultancy has grown tremendously

elements that drive any entity, both

help you establish goals, and then

over the years, and is 100% black-

state-owned or private, to success.

craft a strategic plan for your success.

owned and Female lead. At RBSLINK & CO. there is a strong The organisation was established in

commitment to building a better

Execute

2015 due to a shift in the public and

working world — with increased trust

We help you implement

private sector demand for entities to

and confidence in business, sustainable

and execute your strategic

be more efficient in what they do - not

growth, development of talent in all its

management processes and plans,

only that but to introduce new ways in

forms, and greater collaboration.

whilst at that, we manage your ongoing projects.

driving their holistic goals. The organisation wants to build a RBSLINK & CO. aims to please all

better working world through our own

Grow

customers by providing services to

actions and by engaging with like-

We keep track and report on your

enhance and better their overall

minded organisations and individuals.

progress, providing valued ongoing

production or to just give fresh new

There is a strong sense of obligation

support with our experts and Call

solutions to entity hindering problems.

to serve several different stakeholders

service. Managing your future, the

Afterall, high productivity increases the

who count on the organisation to

right way.

bottom line.

deliver quality and excellence.

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IMPUMELELO TOP EMPOWERMENT

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RBS LINK & CO.

| ADVERTORIAL

COMPANY VISION

THE UNIQUE DIFFERENCE

THE TEAM

RBSLINK & CO. always aims to fulfill

RBSLINK & CO. is a team of cross-

The RBSLINK team is made up of

the above-mentioned values, and

functional experts who can guide you

real people who understand the

to uphold them for every client.

through the changes necessary to

diverse industries we operate in. our

Thus, making sure to retain clients

implement tools that will create value

teams are made up of the following

for a longer period. With good

and build resilience.

professional bodies with a wealth of

relationships with clients, customers

knowledge all round:

and stakeholders, the organisation

In any organisation that renders a

remains committed to maintaining a

service you must stand out from the

long-lasting business.

rest. RSBLINK & CO. is ready to help

Accounting & Tax Practitioners

you evolve for the future of any

THE RBS LINK PROMISE

industry. The organisation prides itself in

“We partner with you

understanding that it’s core purpose is

through a clearly defined critical

why it exists, and that its values define

Auditors

behaviour. The organisation’s main purpose is to build trust while solving

thinking process,

important issues.

accelerating growth

OUR VALUES

and minimising risk.”

While we come from different

Project Managers

backgrounds and cultures, our values are what we have in common. They guide how we work with our

SERVICES OFFERED • Business Systems & Performance Improvement • Finance & Taxation • Governance Risk And Compliance (GRC) • Project Management • Policy Optimisation • Property Consultancy

clients and each other; they inform us of the type of work we do, and hold

Business Analysts

us accountable to do our best. They also govern our actions and determine our success. Our values help us work towards our purpose of building trust in society and

Property Consultants & Financiers

solve problems. They are: • Care & Dedication • Accountability • Excellence

The RBSLINK team is not only diverse,

• Reimagine The Possible

but also makes each client a top

• Making Difference

priority.

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ADVERTORIAL |

RBS LINK & CO.

MEET THE FOUNDER

She’s a robust entrepreneur who possesses many skills which have

Amanda Mtungwa is a financial

proven to be an ACE in her career

accounting Graduate with

within all the industries she partakes in.

over 15 years in the financial and management sector. She

With a love for development and

holds an MBA Graduate and is

the development of others and with

currently pursuing her PHD in Public

a positive outlook in her duties as a

management & Governance.

patriotic South African, her initiative

Amanda holds credentials that have

‘Black Woman to Excellence” in

set her apart from her peers.

partnership with the CITY OF CHOICE and other non-profit organisations, is

She is currently an executive member

one she is very proud of.

of a female lead Construction company that builds nationally in

With various associations and being

South Africa, the founder and Chief

highly ambitious, Amanda still aims

executive of RBSLINK & Company -

to hit the ground running in the

a global Management Consulting

pharmaceutical space - not just to

firm, and is the co-founder of Unified

show her determination to change

women in aviation, Franchise owner

the narrative but to open doors for

and Chairman to Nezezela Rural

the previously disadvantaged African

Cancer awareness initiative.

child.

The organisation offers supplies to push them through the year within the following necessities: • Personal care • Empowerment building • Bursaries

GIVING BACK TO THE COMMUNITY RBSLINK’s corporate social responsibility as a company revolves around nurturing young girls into responsible women in the local community. The organisation’s “Black Woman To Excellence” initiative is its pride; the organisation adopts 15 children whom we solely look after yearly.

Company Details

This ranges from grade 5 to grade 10

Head Office:

catering for their school needs, home needs, but most importantly mental wellbeing and growth. Coming from disadvantaged backgrounds, their needs are diverse and, thus, RBSLINK selects from local schools. Their vision and aim is to make

AMANDA MTUNGWA

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a difference over the 5-year term that they are with them. 2 1 ST E D I T I O N

61 Katherine street sandton Regional office: 317 Buler Street PMB 3201 Tel: +2731 030 0655 Email: admin@rbslinkco.co.za Web: www.rbslink.co.za

TOP 5 ENTERPRISE SUPPLIER DEVELOPMENT: OPENING UP ACCESS TO SUPPLY CHAINS | EDITORIAL

TOP 5 ENTERPRISE SUPPLIER DEVELOPMENT: OPENING UP ACCESS TO SUPPLY CHAINS By Koketso Mamabolo

In Chapter 3 of the National Development Plan (NDP), the

DISTELL

government acknowledges how far we have come in

With over R100-million in their portfolio for SME support,

transforming our economy, while recognising that more

Distell are setting a high standard for ESD initiatives. They

needs to be done to go even further:

were celebrated for their work, in opening up the gates to SMEs, as one of the finalists for Top Empowerment

“The corporate landscape of South Africa has changed

Enterprise Supplier Development award in 2021.

remarkably since 1994. However, it remains highly concentrated. This poses a barrier to business entry

Their enterprise development has three facets:

and expansion in key markets, which are essential for

Market access

employment creation. Present forms of black economic

Financial inclusion

empowerment (BEE) are not achieving all the desired

Access to business development services

objectives.” The objective is to procure from more black and black Enterprise Supplier Development (ESD) has emerged

women-owned businesses, thereby assisting them to

as an effective approach to achieving the vision

scale up their operations. Distell is achieving this through

set out in the NDP. Suppliers from previously-

initiatives such as their flagship program, E+Scalator,

disadvantaged backgrounds are faced with an

launched in 2016. The programme is geared towards

array of challenges when setting up businesses

supporting non-agricultural clients.

and attempting to enter the market. Supplier development initiatives seek to transform supply

Through the use of an online platform, suppliers are able

chains, by providing support through training,

to browse for opportunities to do business with Distell, in

financing and preferential procurement.

real-time.

We take a look at five companies who are leading the

“Our strategy is to provide our enterprise and supplier

way with their ESD strategies, and delve into some of the

development beneficiaries with the services and support

programmes they have launched.

they need to overcome challenges preventing them from 2 1 ST E D I T I O N

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123

growing their businesses. This was particularly important

“SPAR has committed to funding the capital and

given the severity of COVID-19, which placed many

operational expenditure as well as the associated logistics

businesses under significant financial strain in an already

infrastructure required for the development of the three

recessionary environment. Despite these difficulties, Distell

initial packhouses,” the company said in 2017.

maintained its over R100-million portfolio of support to qualifying SMEs,” said Charles Wyeth, the group manager

Produce is sourced from farmers and transported to

for local economic development at Distell, in the

a hub, ownership of which is shared between retailers

company’s 2021 sustainability report.

and producers. From there the produce is distributed to nearby retailers, informal traders and government feeding

The Handwork Hub, a 100% black women-owned

schemes

enterprise, was started in 2017 to supply Distell with tassels for their Amarula bottles, and has already scaled

The farmers are given training covering subjects ranging

production up to over one million per month. “The

from fertilisation and harvesting, to economics and legal

Distell E+Scalator Programme has provided ongoing

knowledge. Local GAP certification is used as a pathway

operational, financial management and production

to GlobalGAP, and businesses are expected to comply

support to the business,” they say on their site. The

with Global Foods Safety Initiative (GFSI) standards,

Handwork Hub has now reached the point where they

processes which SPAR guides the SMEs through.

can offer their services to other suppliers.

TIGER BRANDS SPAR GROUP

“We need to target the agricultural mega aggregator’s

As a company that works with perishable goods, suppliers

suppliers – the new, expert, black-owned farming

that can provide quality, fresh produce are integral to

companies who work directly with farmers to provide

Spar Group’s business. Small-scale farmers struggle to

technical and management skills – in order to incorporate

enter the market and SPAR is addressing this by actively

smallholder farmers in their procurement volumes and

transforming their list of suppliers, particularly in rural, semi-

growing plans,” said Mary-Jane Morifi, the chief corporate

urban areas, while localising the food supply chain.

affairs and sustainability officer at Tiger Brands, speaking to Farmer’s Weekly.

SPAR has identified opportunities for improvement in the way produce is provided to retailers. After harvesting,

Tiger Brand’s ESD programmes are backed by the Dipuno

produce is taken from rural areas to distribution centres

Fund, which has R100 million to offer funding along with

in the cities, and then taken straight back to retailers in

the technical and business skills that farmers are trained

rural areas. In an effort to localise their supply chain, SPAR

in. The fund is about “financing and providing liquidity

launched their Rural Hub project in 2016. The first rural hub

to black-owned small enterprises and black smallholder

was opened in Mopani, Limpopo, with two more opened,

farmers.”

in KwaZulu-Natal and Mpumalanga, following the success They split their approach into procurement and channel

of the pilot hub.

development. The former focuses on bringing in more With the hubs SPAR is able to procure from more black and

black suppliers, the latter aims to have more black

black women-owned farms, facilitate the development

product distributors and micro-distributors. Their Market

from a small-scale farm into an SME and source produce

Access Programme has over R150-million worth of

from within 200km, ensuring freshness and quality.

contracts with black owned SMEs since inception.

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TOP 5 ENTERPRISE SUPPLIER DEVELOPMENT: OPENING UP ACCESS TO SUPPLY CHAINS | EDITORIAL

Aggregation points, like the Baphuduhucwana

SASOL SOUTH AFRICA (PTY) LTD

Production Incubator (BPI), are used to reduce costs

Sasol seeks to promote the growth and longevity

through bulk-buying. The Agricultural Aggregator model

of SMEs by assisting in ensuring the growth

was instituted in 2019, with aggregators onsite with the

and longevity of black-owned businesses. The

farmers, offering their knowledge of the technical and

company is using their position in the industry to

non-technical aspects.

drive transformation through funding, training and

The company does not want to rest on its laurels and has

connecting suppliers with technical experts.

set ambitious targets for 2022, including the developing 900 black-owned enterprises and the creating 4000 jobs.

Sasol makes a distinction between SMEs in their ESD programmes from those in their Business

SOUTH AFRICAN BREWERIES

Accelerator Programme (SBA). The former involves

In 2018 South African Breweries (SAB) began partnering

supporting SMEs on their own premises, whereas

with businesses from other sectors for the Market Access

those in the latter receive the support at Eco-

Platform (MAP) initiative. The platform is used to facilitate

Industrial Park, in the Sasol Business Incubator (SBI)

preferential procurement and localisation. SAB, along

facilities.

with its partners, aims to widen their supplier base by bringing in more black and black women-owned

The SBI is a private-public partnership between

businesses.

Sasol and the Department of Trade and Industry. The incubation facilities are fully-equipped,

“Corporates need to start collaborating around various

including Wi-Fi, maintenance and security.

ESD initiatives to drive greater economies of scale for legitimate SME support services and open up greater

“The intention is to enable and host a sustainable

market opportunities for suppliers - by sharing suppliers

economic ecosystem comprising a diverse mix

between corporates,” reads MAP’s mission statement.

of SMMEs, service providers and stakeholders

This cross-sector project includes a steering committee

that can support each other as well as other

of powerhouses: Macsteel, Coca-Cola Beverages Africa,

businesses located in the Eco-industrial Park,”

General Electric, KFC, Total along with SAB.

reads the SBI quick information sheet.

SAB benefits through offering access to their

“We want people building their own factories on

Accelerator programme via the MAP project. In 2020

their own land, which will be possible through the

alone, R125-million was spent supporting suppliers, who

SBI,” said then deputy Minister of the Department

are also given training.

of Trade and Industry Mzwandile Masina, in 2016 when the programme was launched.

The SAB’s Thrive Fund is another of their enterprise development programmes, focused on both enterprise

VP of energy business at Sasol at the time,

development and localisation, similar to SPAR’s Rural Hub

Maurice Radebe, added: “As a proud contributor

project. It was created in partnership with Awethu Project,

to South Africa’s economic development, Sasol

who are themselves a black-owned company investing in

believes that stimulating entrepreneurial activity

SMEs. “SAB Thrive Fund investees benefit from 100% black

has significant potential in enhancing industrial

equity capital and business support,” said the company

growth.”

to Spotong Magazine in 2017.

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CONSTRUCTION SECTOR OVERVIEW

EMERGING FROM THE RUBBLE Rebuilding the Industry and the Nation By Koketso Mamabolo

The National Infrastructure Plan 2050 envisions a vibrant construction industry that is open to all who want to get involved: “The South African civil construction and supplier sector will be a vibrant and respected world class African full service built environment delivery provider priming Southern African development and beyond. It will be cost effective, and offer safe and reliable service with an experienced and skilled workforce and world class products relevant to the development context.” “It will be an industry that is inclusive with representative ownership and business practices. The industry will have a wide range of continuously improving products and services delivered by companies that range from small domestic oriented ones to large companies able to deliver regionally and globally.”

SOURCES statssa.gov.za tradingeconomics.com businesswire.com industryinsight.co.za afrimat.co.za sidssa.org.za iol.co.za engineeringnews.co.za

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CONSTRUCTION | SECTOR OVERVIEW

In a construction index compiled

implementation of this plan, which

on behalf of Afrimat, economist Dr.

is closely aligned with the ambitious

Roelof Botha commented on the

R340-billion infrastructure plan,”

way forward after the pandemic and

added Dr. Botha.

social unrest : “...all eyes will now be on the government’s Recovery and Reconstruction Plan, which has been rather slow out of the starting blocks. The new Minister of Finance recently summed up the sentiment in the industry by stating that there should be less debate around economic

EMPLOYMENT The construction sector employed 12 000 less people in June 2021, compared to the same time in the previous year, a decrease of 2.5%. The number of full-time employees fell by 16 000, but part-time

growth and more action.”

employees increased by 4000 (6.7%)

Dr. Botha was reflecting on the

due to decreases in employment

mixed-bag of results for the industry, in the second quarter of 2021, which has been a relief, relative to where it was in the previous year, due to lockdowns instituted in response to the COVID-19 pandemic. The foundations of the industry were shaken, contracting 16.5% in 2020, with 259 118 jobs lost at the end of the third quarter of that year, in comparison to the same reporting period in 2019. Although the construction industry’s contribution to GDP decreased by 0.5% from the second quarter quarter (over R110-billion contribution), the value of building plans passed rose 3.5% year-on-year in October, and the value of buildings completed also went up by 11%. “Hopefully, further relaxation of lockdown regulations and the tax bonanza that has been reaped on the back of record mining sector profits will contribute to speedier

for the same period. “This was mainly

engineering, building completion

SUSTAINABLE INFRASTRUCTURE SYMPOSIUM SOUTH AFRICA 2021 (SIDSSA)

and building installation,” read Stats

The Sustainable Infrastructure

SA’s quarterly employment statistics

Symposium South Africa was

report for June 2021.

launched in 2020, where 62 projects

in the building of complete constructions or parts thereof, civil

were presented, with R340-billion in Total gross earnings received by

spending commitments coming from

these employees was just shy of

the private sector. The report from

R23-billion in June, 27% more than

the first edition of the symposium

in the previous year. Basic salary/

highlighted the breadth of the

wages were also up, by 24.8%.

government’s vision for this public-

Bonus and overtime payments saw

private partnership. At the time of

the biggest leap, up by 69.3%.

its release 272 projects were being evaluated, with a total investment

476 000 employed 412 000 full-time employees 64 000 part-time employees Over R28-billion in total gross earnings paid to employees Over R26-billion in basic salary/wage payments Just under R1.9-billion in bonus and overtime payments

2 1 ST E D I T I O N

value of R2.3-trillion. The funding gap was sitting at R502-billion, with a potential to create 1.8 million jobs. The 2021 edition was held on the 6 and 7th of October. HIGHLIGHTS INCLUDE: • 55 projects presented • R595-billion investment value • R441-billion funding gap • 538 500 potential employment opportunities

IMPUMELELO TOP EMPOWERMENT

127

A MULTI-DISCIPLINARY ENGINEERING & CONSTRUCTION COMPANY.

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2 1 st E D I T I O N

GRINAKER-LTA | PROFILE

GRINAKER-LTA

APPLYING THE ART & SCIENCE OF CONSTRUCTION TO BENEFIT SA ABOUT US: Grinaker-LTA is a multi-disciplinary engineering and construction company owned and managed by black professionals and business partners with a combined business and industry experience of over 120 years. The business is driven by a diverse and capable management team across its various operations. We are 100% black owned and hold a B-BBEE Level 1 accreditation. Having been established in 1889, the business has been in existence for more than 130 years. Over the years, Grinaker-LTA has undertaken some of the most iconic and award-winning complex projects seen in Southern Africa. Grinaker-LTA has an unparalleled track record in Building, Civil Engineering and Mechanical and Electrical (M&E) Construction. Our performance is driven by our commitment to produce quality on-time work that is to the complete satisfaction of our customers. We participate at all stages of the construction and engineering value chain. We have the kind of expertise that enables innovative delivery throughout the construction and engineering value chain. Our purpose as an organisation is to continuously deliver quality engineering and construction for our customers – our duty to our stakeholders, industry, and generations to come. Our company values are Operational Excellence and Stakeholder Accountability. Our organisation has three distinct and specialist divisions which are as follows:

- BUILDING The Building division plays an integral part in using specialised activities in the field of construction and engineering to deliver complex projects. We build impactful infrastructures in the commercial, residential, and industrial sectors within Southern Africa. We have significantly contributed towards shaping Africa’s richest square mile (Sandton City) through the many projects which we have built which include: The Leonardo – Africa’s tallest building. - CIVIL ENGINEERING The Civil Engineering division has the capacity to construct a variety of structures, pipelines, roads, and earthworks. We have executed many projects for the private and public sector. Our projects are constructed to withstand the test of time across all major national routes, bridges, and infrastructure in Southern Africa. The division prides itself in meeting and exceeding industry standards without compromising safety, quality, and timely delivery to our customers.

teams for turnarounds, shutdowns, and maintenance work in most of the country's refineries. These services are supported by our advanced construction operating systems. ACADEMY OF LEARNING Grinaker-LTA also has an Academy of Learning which contributes to the employee’s skills development. This enables us to empower our people. The Academy of Learning’s objective is to alleviate the shortage of critical and scarce skills by means of educating and training existing employees as well as unskilled recruited labourers. Our investment into the Academy of Learning has produced 13 qualifications, 51 skills programmes and 12 learnerships. All courses are provided through the Construction Education Training Authority (CETA) in compliance with the South African Qualification Authority (SAQA).

Company Details

- MECHANICAL AND ELECTRICAL CONSTRUCTION (M&E) Our Mechanical & Electrical division is responsible for some of South Africa's most iconic structures. We deliver projects in the oil and gas, petrochemical, mining, power, steel, and manufacturing industries. Our specialised sub-divisions provide experienced management and highly skilled structural, platework, piping, mechanical, electrical and instrumentation as well as commissioning teams. The M&E division is also a market leader in providing specialised

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129

INTERVIEW WITH LETTIE MASHAU, CEO AT

MOTHEO CONSTRUCTION GROUP LETTIE MASHAU Name: Lettie Mashau

Q. PLEASE GIVE A BRIEF PARAGRAPH

equally. The unique Motheo culture

SUMMARY OF THE COMPANY,

shines brightly, and we take preserving

AND ITS CURRENT PRODUCTS AND/OR

this ethos very seriously.”

SERVICES, AND WHICH MARKETS IT CATERS TO.

Q. WHAT ARE THE SKILLS YOU

Motheo Construction Group

Motheo Construction Group is one

LOOK FOR IN STAFF, AND ARE

First job: Trainee Site Quantity

of the largest black female-led,

THESE NEEDS BEING FULFILLED?

built-environment companies in

Motheo always seeks integrity, a

South Africa. We have divisions in:

culture fit, and obviously competence.

Occupation and position: CEO,

Surveyor (2005) Best advice and who gave it: Understand who you are and lead a purpose driven life. The late Dr. Myles Munroe. Best Book Read this Year: The Four Agreements: A Practical Guide to Personal Freedom by Don Miguel

General Construction, Housing, Civils, Electrical Works, Fibre, Water Savings

Q. WHO ARE THE PEOPLE

Technologies, as well as an Academy,

YOU MOST ADMIRE, AND WHY?

all of which we take pride in. Motheo

We are all committed to honour

Construction Group is ISO 45001

the legacy of our founding member,

Compliant.

the late Dr. Thandi Ndlovu. She successfully transferred her vision of

Q. HOW DO YOU RETAIN PERSONNEL

building a solid construction business

IN YOUR COMPANY AND STOP KEY

which is led and managed by black

Most Inspiring Business Leader: The

STAFF JUMPING SHIP?

women. We are all passionate and

late Dr. Thandi Ndlovu and Vusi

Staff turnover is low. The health and

committed to this vision and we

Thembakwayo.

longevity of Motheo is underpinned by

continue laying the blocks on this solid

its care for the individual.

foundation.

Working at Motheo has often been

We are proud to be the leading

described as a family. At Motheo

black women-managed and

What skills do the new generation

we share mutual respect for each

led construction company with

of black leaders need? Innovation, Ethical Practice and Strategic and

other. We value the contributions of

level 1 B-BBEE Status.

Critical Thinking.

does not hold an attitude that comes

Q. WHERE DO YOU HOPE TO EXPAND

with a title. All people are created by

/ IMPROVE IN THE NEXT FIVE YEARS?

God and thus all people are treated

WHERE WILL YOU BE IN 10 YEARS TIME?

Ruiz with Janet Mills.

Way you relax: Spending time with family, listening to worship songs and community charity projects.

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all members of the team. Motheo

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MOTHEO CONSTRUCTION GROUP | PROFILE

Looking at the next five years, we can easily double our current turnover. We have bedded down the foundation. It is easy to say you want to grow, but are you prepared for that growth? I think we used 2020, which was a quiet year, to position ourselves for this future growth. Yes, it is an exciting time. As much as Covid-19 has had a negative impact on the construction industry, we remain positive and on the lookout for opportunities.” Q. HOW DO THE COMPANY’S CSI PROJECTS CONTRIBUTE TO THE BUSINESS AS A WHOLE? The importance of being of service to others and of sharing your gifts and talents with those who have less than you is a building block of the Motheo culture. It is from this place that we operate when making decisions about the CSI projects that we want to participate in. At the centre of that is the desire to serve people. Motheo has recently donated a multi-purpose court to Mpilisweni Secondary School in Katlehong and will continue to support schools, the aged and vulnerable communities in the areas we operate. Q. DESCRIBE THE BUSINESS PHILOSOPHY THE COMPANY PRIDES ITSELF ON. In our 24 years of existence, Motheo has intentionally empowered young African graduates with a special focus to African women within the construction sector. We pride ourselves as the leading agent of change within the construction sector. Motheo seeks to be a role model of how a black female-owned and managed business can remain sustainable in the South African landscape. We want to remain an aggressive proponent of diversity, in terms of gender and race, as we meet the daily challenge of seeking to thrive in a continually changing environment.

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PROFILE | MOTHEO

CONSTRUCTION GROUP

MOTHEO CONSTRUCTION GROUP MOTHEO CONSTRUCTION GROUP is one of the largest black female-led, built-environment companies in South Africa. We have divisions in: General Construction, Housing, Civils, Electrical Works, Fibre, Water Savings Technologies, as well as an Academy, all of which we take pride in.

and the Breaking Ground housing

She is currently studying towards her

project for Buffalo City Municipality to

MBA and recently won the Top Woman

a value of R254-million. Motheo has

in Property Award.

Motheo Construction Group is a leading, predominantly black-owned Level 1 B-BBEE construction company. Motheo is ISO 9001 and ISO 45001 compliant. Not only do we build with brick and mortar – putting roofs over hundreds of thousands of heads – but we also build by raising the South African flag high. We at Motheo are truly Empowered. A true example of a South African company. Since inception almost 24 years ago, Motheo has intentionally empowered black

completed Bus Rapid Transport Stations in Durban at a value of R87-million.

easily double our current turnover. We Motheo is currently undertaking the

have bedded down the foundation.

construction of the Vlakfontein, 210

It is easy to say you want to grow, but

megalitre reservoir and related works,

are you prepared for that growth? I

in joint venture with WBHO. Motheo

think we used 2020, which was a quiet

finds itself sustainably growing in

year, to position ourselves for this future

turnover despite the challenges of the

growth. Yes, it is exciting times.

pandemic, and a shrinking construction industry, we believe this is because the

As much as Covid-19 has had a

company offers a diversity of services

negative impact on the construction

and aspires to maintain real integrity

industry, we remain positive and on

in the procurement and execution of

the lookout for opportunities,” Lettie

construction contracts. The importance

Mashau.

of being of service to others and of sharing your gifts and talents with those who have less than you is a

women in the construction industry.

building block of the Motheo culture.

Motheo believes in embracing all the

when making decisions about the CSI

people of our nation - working together to bring true change. Motheo put roofs over heads, as well as work boots on feet. Motheo has recently secured two new services contracts for the Mpumalanga Department of Human

It is from this place that we operate projects that we want to participate in. At the centre of that is the desire to serve people. Motheo is incredibly proud of its CEO Lettie Mashau, who joined Motheo in 2005 as a young

Settlements.

graduate looking to complete her

The combined value of the projects is

with a Diploma in Building and Civil

approximately R50-million. Motheo has recently completed the ABSA Towers building in Johannesburg and the Flagstaff Community Health Centre. Other projects include the GraaffReinet TVET at a value of R107-million for the Department of Higher Education

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“Looking at the next five years, we can

in-service training, having qualified Engineering. Ms. Lettie Mashau was appointed by the Board of Directors of Motheo Construction Group, on the 9 September 2019, as the new Chief Executive Officer, having been mentored by the late Dr. Ndlovu for many years.

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Company Details Address: 280 Kent Avenue, Randburg, Johannesburg. Tel: 011 789 8440 Email: info@motheogroup.co.za Web: motheogroup.co.za Social Media: @MotheoConstructionGroup

HUMBLE, HUNGRY AND SMART INTERVIEW WITH RODGER IAN CARTER, CEO OF

RICTS HOLDINGS

RODGER IAN CARTER Occupation and position: Chief Executive Officer First job: Marine Engineering Best advice and who gave it: Always be authentic Best business book read this year: Winning the War in your Mind by Craig Groeschel Most inspiring business leader: John C. Maxwell Way you relax: Golf and socialising with good friends and good music Business philosophy (in one sentence): Always strive for excellence!

Q. GIVE A BRIEF PARAGRAPH SUMMARY OF THE COMPANY, AND ITS CURRENT PRODUCTS AND/OR SERVICES, AND WHICH MARKETS IT CATERS TO. RICTS Holdings Proprietary Limited is an established manufacturer of an array of alternative building products. We primarily focus on providing our clients with modular solution based infrastructure, which is scalable from extremely complex to a simplistic but bespoke solution. Q. HOW DO YOU RETAIN PERSONNEL IN YOUR COMPANY AND STOP KEY STAFF JUMPING SHIP? Our business is deeply grounded on core values and based on simple, but effective virtues. These virtues create an amazing framework, which provides the necessary parameters in which people are valued and have the required clarity as to the role within the broader TEAM. Q. WHAT ARE THE SKILLS YOU LOOK FOR IN STAFF, AND ARE THESE NEEDS BEING FULFILLED? Our recruitment process focuses on individuals who demonstrate our Humble, Hungry and Smart virtue. This compass simplifies many of our day to day decisions which each member of staff will use as a guide. Q. WHAT ARE YOUR COMPANY’S KEY TRANSFORMATION MILESTONES? We embrace the cultural demographics of our country and do

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not hesitate to openly speak about transformation in the workplace and in the communities in which we serve. We are proudly South African and our roots are deeply established within the perceived differences of the past. Q. DESCRIBE THE BUSINESS PHILOSOPHY THE COMPANY PRIDES ITSELF ON. “Build a successful business in order to create opportunity for others.” Q. IF YOU HAD TO START YOUR WORKING LIFE OVER AGAIN, WHAT ADVICE WOULD YOU GIVE YOURSELF IN HINDSIGHT? • Remain focused • Make use of the skill set around you • Never shy away from conflict

Company Details Address: 1 Saxenburg Lane, Blackheath, Cape Town Tel: +27 (0)21 905 0259 Email: info@ricts.co.za Website: ricts.co.za Social Media: @RICTSHoldings

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AN INTERMODAL FREIGHT TERMINAL & LOGISTICS HUB Mzansi Rail Technologies (Pty) Ltd is a 100% Blackowned entity, registered and operating in the Republic of South Africa. The founders and initiators enter the market with over 25 years of Freight Logistics, Strategic and Business Management skills, holding high positions in various private and government sectors of trade.

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Tel: +27 (0) 79 659 6215 Email: info@mzansirailtech.co.za Web: mzansirailtech.co.za

POINT TO POINT DELIVERY

Bringing everything together with custom shipping solutions. Focusing on Rail Freight to simplify and reduce logistics costs. Promoting safety on our roads and maintaining our socio-economic responsibility of reducing our carbon footprint.

CROSS BORDER DELIVERY

We ensure all shipments are transported to their respective destinations seamlessly, in adhering to all customs regulations, licensing, permits and safety requirements, specific to the Southern African Development Community countries

CUSTOMER SERVICE

From Customs Clearing and Freight Forwarding, to Handling and Delivery – we manage the whole journey with care! Our clients need not look further and expect all administrative and policy management details carefully handled, for client sign-off.

AIR TRANSPORTATION

All shipments requiring air freight are facilitated on the client’s behalf and remain within the MRT network, via Wonderboom Airport in the City of Tshwane, and O.R. Tambo International Airport in the Johannesburg Metropolitan

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INTERVIEW WITH KGAUGELO MOGAPI, MANAGING DIRECTOR OF

KELE ENGINEERING AND CONSTRUCTION PTY(LTD) PLEASE GIVE A BRIEF PARAGRAPH SUMMARY OF THE COMPANY, AND ITS CURRENT PRODUCTS AND/OR SERVICES, AND WHICH MARKETS IT CATERS TO. The company is currently providing engineering services to clients including Anglo American Platinum’s Mogalakwena Mine. The running five year contract entails providing resources on site for the maintenance and repairs of air conditioning equipment on the mine’s heavy mobile equipment. WHAT DO YOU SEE AS THE KEY CHALLENGE FOR TRANSFORMATION IN YOUR SECTOR? • The deteriorating economic environment in the country has greatly reduced the available engineering and construction opportunities for young companies to compete with high chances of success. This has slowed down our growth. •

•

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Limited access to banks and lending institutions for the much required Capex to grow business like that of Kele Engineering and Construction. Male dominance in the field has not yet subsided and competing as a woman owned company is usually overshadowed.

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WHAT ARE THE SKILLS YOU LOOK FOR IN STAFF, AND ARE THESE NEEDS BEING FULFILLED? 1.

Trade Test for artisans

PR Registration for Engineers

People skills

People who resonate with our vision; mission and organisational culture

We first advertise in the local communities and subject potential candidates to a robust selection process. WHAT ARE YOUR COMPANY’S KEY TRANSFORMATION MILESTONES? Employing three female artisans in our complement and assisting a local black owned supplier with capital and ensuring they are established and are able to run on their own in a space of two years. HOW DO YOU IDENTIFY THOSE LEADERS IN YOUR BUSINESS? ICT skills; Financial Management skills; People skills; Business acumen skills and Communication skills. We identify those leaders through performance appraisals and weekly Exco meetings.

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HOW HAS YOUR B-BBEE RATING BROUGHT YOU BUSINESS OR EXPANDED YOUR BUSINESS? We won key appointments including the 5 year long Vehicle Air Conditioning contract. This expanded our scope tremendously. Had B BBEE not been taken as a factor the completion might have been even steeper for us. WHAT TIPS OR ADVICE DO YOU HAVE FOR PITCHING BUSINESS CONTRACTS? Interested companies must be conversant with the work scope being pitched. They need to have strong skills to deliver the works and be in a position to demonstrate accordingly. Companies pitching must ensure that they are always compliant with requirements of laws and regulations including Tax clearance, COIDA registration; UIF and B-BBEE amongst others. It is advisable for the company profile to be always up to date and clearly demonstrate the capability of the pitching company together with briefings on past successful projects. It would be reckless for a pitching company to forget to share with prospective clients their ability to manage safety, health and environment.

KELE ENGINEERING AND CONSTRUCTION PTY LTD (KEC) | ADVERTORIAL

KELE ENGINEERING AND CONSTRUCTION

PAVING THE PATH IN THE ENGINEERING AND CONSTRUCTION SPACE COMPANY OVERVIEW Kele Engineering and Construction was founded by Kgaugelo Mogapi and her business partner; who is the co founder; Mr Nkosilati Tshuma in the year 2018. Kgaugelo was born and raised in Mahwelereng in Mokopane. She has always been intrigued by heavy engineering and construction projects from a prime age. She then conceptualised the idea of playing her part and sought how best she could contribute in the engineering and construction space hence Kele Engineering and Construction was born. Her passion for support to the local mining companies, whilst empowering local people with opportunities also prompted the birth of Kele Engineering and Construction. ACTIVITIES AND OPERATIONS Mokopane Operation – currently busy with repair and maintenance contracts for the Mine and Mining contractor heavy mobile equipment.

resilience as to have companies including Kele Engineering and Construction remain viable. One major change has been the tightening of tender processes making them very difficult for small companies to contemplate. Nonetheless Kele Engineering and Construction is proud to have won the much sought after Vehicle Air Conditioning contract in Mogalakwena Mine. Further changes that have also manifested include the dwindling revenue base, compounded by the reduction in project offers; whilst the number of competitive companies grew. Low margins on contracts have also emerged making it crucial for companies like Kele Engineering and Construction to adapt by optimising cost structures and managing budgets religiously. Funding for capitalisation of young companies by banks and other approved fund managers has worsened the growth opportunities for our industry over the past five years. As such construction projects have reduced even on regional and local scales. This has hampered growth.

EXCITING HIGHLIGHTS FOR THE YEAR Identified by Mogalakwena mine as a cooperative partner in the engagement of local communities and bringing them the much needed access to youth on the job training and technical competency certification. This happened after Kele Engineering and Construction conceptualised a training academy and embarked on its start up at a small scale. CSI INITIATIVES Local community forums – working jointly with clients to recruit previously disadvantaged young people in this country and take them through skills development training to equip them for the continuous challenges of the dynamic employment market. COMMENTARY ON YOUR SECTOR, HOW IT HAS CHANGED IN THE LAST 5 YEARS, ETC. The last five years has seen a rising service provider population resulting in increased competition for a small piece of cake. This has required strategic agility and

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PROFILE | KELE ENGINEERING AND CONSTRUCTION PTY LTD (KEC)

KELE ENGINEERING AND CONSTRUCTION PTY(LTD)

CONSISTENT PRODUCTIVITY & RELIABILITY NKOSILATI TSHUMA CO-FOUNDER | KELE ENGINEERING AND CONSTRUCTION PTY(LTD)

COMPANY VISION; MISSION

WHAT INNOVATIONS HAVE

To be the best high-quality engineering

YOU BEEN RESPONSIBLE FOR?

and construction service provider that

We have designed reliability and

meets and exceeds client needs through

process innovations that translate

innovative processes.

into consistent productivity and

Company Details 600 Dudu Madisha drive Mokopane, 0626

reliability for our clients whilst WHAT IS YOUR TARGET MARKET, AND WHY

respecting safety, environmental,

SHOULD THEY DO BUSINESS WITH YOU IN

health and quality protocols.

PREFERENCE TO YOUR COMPETITORS? Mining and power value chains. We have

Thus providing a framework for

specialist resources that are aligned to

production improvements and

that environment and have established

consistent revenue for our clients.

through our internal planning and

linkedin | Kele Engineering and Construction Pty (Ltd)

strategy formulations that we best fit in

We report on recent corporate events –

that category.

mergers and acquisitions, for instance. We have been adopted into the KELE

WHAT PRODUCT DO YOU MAKE,

Group Holdings group of companies.

OR WHAT SERVICE DO YOU OFFER? We offer engineering consultancy,

SPECIFIC BEE ACHIEVEMENTS

project management, construction and

We assisted a local Enterprise

procurement services.

Development company and established them from start by assisting them with

DO YOU HAVE A UNIQUE SELLING

capital, recruitment, sourcing vehicles

PROPOSITION?

and securing office space.

We empower residents of local areas where we work with training on our

SPECIFIC SED INITIATIVES

ways of work to be a top-notch service

We provide much needed access

provider, working through the local

to youth on the job training and

communities to deliver value services at

technical competency certification.

competitive pricing.

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2 1 st E D I T I O N

QUALITY ON TIME, SAFELY Afriline Civils was established in 2008 as a South African Civil Engineering Construction Company. We have been in the forefront of service delivery in the field of contracting and project management to the South African Civil Engineering industry and have established a network and interaction with clients/customers in the Public Service sector as well as in the Mining sector.

AFRICA DRIVING A TRANSFORMED ECONOMY

Management has experience and knowledge of the engineering field of practice in order to manage all projects effectively. Company structures allows for friendly and personal service.

11-12 MAY 2022

Address: Unit 5, 5 Cecil Morgan Road, Stikland, 7530, South Africa

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Email: info@afriline.co.za Phone: +27(0) 21 949 8883

EDITION

Brought to you by

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MANDATORYSTORE.CO.ZA

GETTING THE MIX RIGHT By Koketso Mamabolo

CHEMICAL IMBALANCES “If the chemical and performance technologies industry in the year 2020 was to be summarised in a single word, that word would be ‘disruption’. Some companies surged, for example, makers of disinfectants and diagnostic reagents, while others struggled—those exposed to automotive, refining,

CHEMICALS SECTOR OVERVIEW

and construction end markets to name but a few. However,

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whether gearing up to meet sudden spikes in demand or struggling to survive, both outcomes resulted in major disruption,” said Paul Harnick and Gillian Morris, Global Head of Chemicals and Performance Technology, and Strategy Advisor at KPMG, respectively. The global disruption was felt in South Africa, with hopes that 2021 would be kinder to the local chemicals sector. The local industry is the largest on the continent, contributing 5% to GDP. It’s the third largest manufacturing sector in South Africa, manufacturing chemicals used for a wide range of goods services, with sales figures reaching R23-billion in October 2021. The beginning of the year saw the industry bouncing back, with the volume of basic chemicals produced increasing in April, May and June. Unfortunately, the four months that followed saw production of basic chemicals drop. Production of other chemical products was less consistent, up in April, May and September, but down in June, July, August and October. Sales grew, year-on-year in April, for all chemicals, with growth continuing into the close of the year, although not as significant as early 2021.

SOURCES prnewswire.com

Disruption can be good, and one of the positive outcomes of the Covid-19 pandemic is how it is pushing the chemicals sector to integrate more technological solutions into their business.

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durbanchemicalscluster.org.za statssa.gov.za home.kpmg competition.org.za thedtic.gov.za

CHEMICALS | SECTOR OVERVIEW

trends that would make 2021 different to 2020, when the pandemic was at its

DEPARTMENT OF TRADE AND INDUSTRY VISION 2035

peak and lockdown restrictions were at their tightest: “The 2021 digital focus

The Department of Trade and

Harnick and Morris identified the growth of digitalisation as one of the major

will be on modifying structures and processes—connecting across front, middle, and back offices—so that information flows easily between each. This helps ensure access to all appropriate information for decision-making, planning, and support. A connected enterprise will likely require greater adoption of emerging technologies such as robotic automation, artificial intelligence, machine learning, and natural language processing. These investments will pay back in gains in revenue and efficiency—and better service to the customer.”

Industry (DTI) aims for a compound annual growth rate of 6% until 2035 and 50% employment growth. The DTI recognises that local chemicals producers lag behind and plan to support the industry in competing with global sector leaders.

PRODUCTS MANUFACTURED The chemicals sector supplies other sectors who use chemical products

The DTI sets out the following

to manufacture their own, including:

interventions: 1. R egulatory and legislative clarity

Textiles Automotive

Agro-processing

2. S upportive incentive Economic growth

Plastics

3. M arket promotion and alignment

We may not even realise the extent to which chemicals are integral to the goods and service we use everyday. Some of the uses for chemical products include:

4. Reduce non-tariff barriers 5. Tariff review 6. C ollaborative institutional platform

Personal care (e.g. emulsifiers, thickeners, stabilisers, emollients) Water treatment (e.g. chlorine gas, flocculants, defoamers) Animal Nutrition and Agriculture (e.g. phosphates, minerals, amino acids) Food (ingredients) Pharmaceutical (e.g. enzymes, nutraceuticals) Construction (e.g. coatings, solvents, adhesives)

SALES AND PRODUCTION Percentage change in volume of

Percentage change in volume of other

Percentage change in sales,

basic chemicals produced in 2021:

chemical products produced in 2021:

year-on-year, for basic chemicals:

Up 17.9% in April

Up 23.5% in April

Up 49.8% in April

Up 6.2% in May

Up 3% in May

Up 10.8% in October

Up 8.5% in June

Down 4.8% in June

Down 2.6% in July

Down 19.6% in July

Percentage change in sales, year-

Down in 19% in August

Down 22% in August

on-year, other chemical products:

Down 1.7% in September

Up 6.2% in September

Up 28.8% in April

Down 24.4% in October

Down 8.4% in October

Down 6.1% in October

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ENGINEERING. FABRICATION. MECHANICS

MOVIDNA SERVICES

Founded in 2014, Movidna Services is a level 1 BBBEE

seeks to empower the youth and promote sustainability in

company providing specialised technical services in the

every project, through skills development and job creation,

industrial sector. Movidna offers services to manufacturing

as our contribution to community development. This will

companies, power stations, petrochemical plants, steel

assist in transforming the local economy.

mills and mines. The company was established with a MISSION

targeted approach in mind.

Our mission is to understand and meet the requirements of The aim is to address a client’s specific needs and deal

our customers. The company is committed to consistently

with the technical stress. Technical maintenance plans are

satisfying changing customer needs.

crafted according to the client’s individual requirements. Our goal is to minimise a client’s problems, developing

STRATEGY

time and money efficient technical maintenance plans

We synthesise an array of inputs into the required products

which keep you ahead of industry-wide movements in

and services. We begin by breaking down the work into

production and operations. We guarantee competency

a structure, and then develop a project communication

and quality work, developing a solution to help businesses

plan.

evolve. We act regardless of the workload, finding ways to We craft business decisions using quality tools and

speed up the process, while still emphasising the

concepts to implement quality standards for reconditioned

importance of high quality work. We understand that

products, fabrication processes and offer additional

nurturing business relationships is essential, and commit

services to our clients. We aim to position itself as a

to the work contract. Our approach is to see a problem

key player, as the sector moves into the 4th industrial

as an opportunity.

revolution. Looking ahead to the next five years, Movidna

Movidna Services is a company of professional teams offering Engineering and Technology services in the industrial sectors

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MOVIDNA SERVICES

| ADVERTORIAL

OPERATIONS OPTIONS MOVIDNA OFFERS THREE OPTIONS: 1.

Full-time, onsite, daily maintenance, with no limit of job descriptions.

Supply and installation of components at a requested time, with quarterly inspections.

A combination of option 1 and 2, with artisans working on a scheduled roster to assist with breakdowns and shutdowns.

ENGINEERING • Steam trappings - Survey - Monitoring - Repairs with installation •

General Machining - Pulleys - Shafts - Flanges etc.

•

Magnetic drilling and impact bolt torque

FABRICATIONS • Steel structures - Bins and conveyor hoods - Designing structures - Stairways - Platforms •

Plant - Design layout drawing - Installation

Mosa Mokoena, Managing Director at Movidna Services

STRIVING FOR SUCCESS

INDUSTRIAL MECHANICS •

Pneumatic Dust System - Ducting - Module lids - Knife gates - Hopper inspections

•

Mechanical Service - Feeders - Crushers - Dribble - Cold Screens

•

Conveyor System - Drives stations - Pulleys - Idles - Chutes - Feeders Mechanical Installation - Chutes - Gearboxes - Valves - Pumps

Company Details

Sasol ChemCity Eco-Industrial Park, Carl Bosch Road Industrial Zone 2, Sasolburg, 1947 061 477 9354 016 960 8354 Info@movidnaservices.co.za

movidnaservices.co.za

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TOPCO MEDIA HAS GONE DIGITAL TOPCO DIGIMAGS OUT NOW

ENVI RON MEN R145 INC VAT

TAL

SOC IAL

GOV ERNA NCE

Y.CO. SUSTAINABILIT WWW.FUTUREOF

celebrating 20 Years

TOPCO.CO.ZA

FLOURISHING TOGETHER: THE OMNIA COMMITMENT

SEELAN GOBALSAMY

CEO OF OMNIA HOLDINGS

“Focusing on our purpose and ensuring we make a meaningful difference in people lives is central to our growth journey. Building partnerships across the world and investing in our people will enable this”

Multinational, diversified chemicals

THE OMNIA FAMILY

business, Omnia Group, boasts a

In recognition of the vital role every

compelling seven-decade legacy. Its

member of the 4,200 Omnia family

origins stem from a desire to address

plays, the business continues to drive

critical socio-economic issues such

meaningful, sustainable reward and

as securing a healthy and adequate

recognition programmes. The Group’s

food supply for a growing population,

broad-based employee share scheme,

driving efficiencies across primary

called My Omnia Share, provides

economic sectors and to ensure

wealth creation and ownership

food security and livelihoods] With

opportunities to the very people who

a purpose deeply embedded,

dedicate themselves to the business

Omnia has built its reputation as a

as well as its customers, partners and

progressive business that is committed

communities, every day.

to empowering its stakeholders, communities and societies.

Omnia’s emphasis on equality, transformation, and learning and

SUSTAINABLE DEVELOPMENT

development presents across various

Omnia’s purpose serves as the

touchpoints within the Group. In

Group’s ethical compass and the

South Africa, Omnia is a proud Level

foundation for its comprehensive

2 B-BBEE contributor, demonstrating

Sustainable Development Strategy,

its entrenched commitment to

which is supportive of, and guided

people empowerment and support

by, the United Nations Sustainable

of national, socio-economic

Development Goals. This strategy

emancipation imperatives.

comprises of sustainable economic Company Details Address: Omnia House, 13 Sloane Street Epsom Downs, Bryanston Gauteng, South Africa Tel: 011 709 8888 Email: info@omnia.co.za Website: omnia.co.za Linkedin: Omnia Holdings

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growth, good governance and

Most importantly – and especially

compliance, social responsibility, and

since the onset of Covid – Omnia’s

a deep commitment to environmental

keen emphasis on employee safety

stewardship.

and wellbeing has intensified. The business continues to mandate diligent

Putting people first, always acting

adherence to the highest standards for

conscientiously and demonstrating

safety and is also leading the charge

care for its environments have

for Covid-19 vaccinations through

remained engrained in Omnia’s DNA.

its on-site vaccination programmes

It is a responsibility the business and its

for staff, their families and workers in

people nurture with pride.

adjacent communities.

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OMNIA GROUP | ADVERTORIAL

CARING FOR COMMUNITIES

The business consistently strives for Zero

Since 1990, Omnia Australia has

Part of being a socially responsible

Harm and Positive Impact across its

been the Australian and global

corporate citizen is making a positive

operations and continues to actively

leader in the development and

impact within the communities in which

embed a range of behaviours;

manufacture of speciality fertilizers

we operate. In South Africa alone, the

operating/manufacturing processes

and biostimulants including humates,

Omnia Group has contributed richly

and practices; technologies; and

fulvates and kelp products. In addition

to a range of community building

approaches that demonstrate respect

to fertilisers, our full range of trace

initiatives, yielding lasting impact.

for the environment and communities.

elements, biostimulants and plant

These include: •

Capacity-building through a green

health products are used globally OMNIA’S RECENT ACHIEVEMENTS,

to improve crop health, yields and

INCLUDE:

improve soil health in a sustainable and

entrepreneurship programme for emerging farmers to achieve

environmentally conscious way. •

sustainable business growth •

Protecting lives with essential goods hampers for impoverished communities

•

Enabling the development •

•

and ensuring we make a meaningful

partnerships across the world and

There are ongoing, significant

The Agriculture division analyses

for optimised soil health, thereby securing our vital food chain

across the continent

value chain. Focusing on our purpose

to our growth journey. Building

to deliver tailor-made solutions

•

our 26 geographies and our broader

at its Sasolburg site

Delivering skills transfer to develop

emerging farmers, locally and

context of the Omnia business across

Over 340 trees have been planted

over 300 000 soil samples annually

Building technical skills amongst

go far, go together’ rings true in the

difference in people lives is central

teacher qualification development marginalised communities •

Electricity co-generation provides

and waste that is recycled

driving schools to train new drivers Supporting job readiness for

to go fast, go alone. If you want to

increases in the volumes of water

supporting emerging black-owned •

“The African proverb of ‘If you want

issued carbon credits

track

including tailored career guidance

new skills for the workplace by

generated 5 136 523 verified and

and a new Solar installation is on

enable better career opportunities,

of enterprises, whilst creating

IF YOU WANT TO GO FAR…

Sasolburg manufacturing complex

maths and science education to

•

24% in the past year and

for around 40% annually of the

Giving young learners support in

for senior school levers

Group GHG emissions improved by

investing in our people will enable this,” said Seelan Gobalsamy, CEO of Omnia Holdings. Omnia looks forward to growing in a manner that serves the collective interest of its stakeholders and catalyses socio-economic advancement in the communities it serves.

Omnia was awarded the CAIA Responsible Care award for its application of used oil in our

ENVIRONMENTAL STEWARDSHIP

explosive emulsions and also

Appreciating its role in protecting

won the prestigious ‘good mining

ecosystems and creating a better

practices’ award in Indonesia

world for generations to come, Omnia has always invested in doing good while doing business. Its progressing environmental stewardship efforts continue to be strengthened, aligned to its sustainability strategy.

•

Omnia was also the winner of the Best Sustainability Reporting Award - Energy, Natural Resources and Chemicals sector at the 2021 ESG Reporting Awards

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SOUTH AFRICA

Powering ahead with growth in energy services market By Koketso Mamabolo

South Africa is edging ever closer to diversifying its energy supply, making more room for competition in the energy sector. With the global energy services market projected to reach USD 86.9-billion by 2024, and the

ENERGY SECTOR OVERVIEW

local market projected to climb to R135-billion by 2035,

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the outlook for independent power producers is looking positive. “All of our efforts over the past 13 years have been to fix Eskom, instead of addressing security of supply by adding additional capacity to the grid,” said Finance Minister Enoch Gondongwana at the beginning of his Medium-Term Budget Statement in November. “We have already made significant progress in correcting this: the amendment of Schedule 2 of the Electricity Regulation Act of 2006, has raised the licensing threshold from 1 to 100 megawatts. It has also made it possible for private power generators to sell directly to customers. This will alleviate the risk of power cuts.” “The amended regulations will further enable municipalities to self-generate or procure power directly from independent power producers. We have also begun to reduce our reliance on Eskom by diversifying our primary energy sources. The gains from this diversification are demonstrated by the outcome of the most recent round of the Renewable Energy Independent Power Producer (REIPP) programme.” “Over the longer term, creating a competitive energy market will help contain the costs of generating electricity and support GDP growth.”

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ENERGY | SECTOR OVERVIEW

REIPP IMPACT BY THE END OF JUNE 2021:

INTEGRATED RESOURCE PLAN (IRP) 2019 By 2030 the electricity generation mix will be:

• 6422 MW has been procured from 12 IPPs

5.9%

8.7%

• 62 949 GWh generated from renewable sources, from REIPPP producers, since the programme’s inception in 2013

42.6% 10.6%

• 68 of 81 projects operational for 1+ years

22.7%

• Over a 12 month period those 68 companies generated 11 957 GWh • Enterprise development contributions of R484.1-million • Carbon emission reductions of 63.9 Mton CO2

Coal 33 364 MW

Energy Storage 5 000 MW

Wind 17 742 MW

Hydro5 4 600 MW

Solar photovoltaic (PV) 8 288 MW

Nuclear 1 860 MW

Gas or diesel 6 830 MW

ENERGY SERVICES MARKET GROWTH

• R209.7-billion committed for IPP development of which R41.8-billion is from foreign investors and financiers

According to Green Cape’s 2021 Market Intelligence Report, there are five main reasons for the growth

Total available markets for three biggest components in South Africa by 2035:

in the energy services market: 1.

A bove-inflation electricity price rises

National energy insecurity

• 34% of projects owned by black South Africans

L ower technology costs for renewable energy

• Black communities own 9% of projects

P olicies, regulations, and tariffs in support of the industry

Adapted finance options

• Foreign equity amounts to R29-5 billion (48%)

Concentrating Solar Power (CSP) 600 MW)

2 000 MW will be added, to bridge the gap, between 2019 and 2022.

INVESTMENT

• 52% of total equity shareholding (R31.5-billion) is held by South African citizens

0.8%

6.4%

• 5250 MW generation capacity from 81 IPP projects connected to national grid

• Water savings of 75.5 million kilolitres

2.4%

Solar photovoltaic: R75-BILLION Energy storage: R31-BILLION Energy efficiency: R25-BILLION

SOURCES greencape.co.za www.energy.gov.za ipp-projects.co.za parliament.gov.za

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PROFILE | EATON

EATON SA

EXCELLING AND EMPOWERING

Eaton is a power management company providing energy-efficient solutions that help customers effectively manage electrical, hydraulic and mechanical power more efficiently, safely and sustainably. This global leader is committed to doing business right – from the ethical standards of diversity and inclusion for its people to the environmental stewardship of the company’s facilities, to the local support provided to the communities in which it operates.

Eaton’s success in empowerment is based on a culture of diversity and inclusivity. Efficiency is a hallmark of the company, coupled with a passionate and ethical approach. A willingness to learn is part of Eaton’s values, and transparency a cornerstone of the company’s business practices.

Eaton has been operating in Africa since 1927 and has offices in South Africa, Kenya, Cote d’Ivoire, Morocco and Nigeria with distributors and partners throughout the continent.

LEADERSHIP AND OWNERSHIP Eaton’s transformation approach starts at the very core, with ownership. Black ownership has reached 25.55%, with black women ownership at 13.29%. Management is another area where Eaton is making tremendous strides towards diversity. In an effort to create an inclusive environment, Eaton has 4 female team leaders and 8 female apprentices.

With a level 1 BBBEE contributor status earned for more than 5 years, Eaton South Africa is committed to a broad transformation agenda and setting the standard amongst leading power management companies. At the foundation of the company’s business philosophy is skills development for its people and partners through supplier empowerment programmes.

EDUCATION Eaton’s graduate program offers practical experience and on-the job learning. In 2019, the company absorbed 95% of students into contract positions, with 2020 seeing 10 additional apprentices on-board. Eaton’s sponsorship provides level 3 NQF qualifications for deaf and hard of hearing learners.

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WARTSILA | PROFILE

WÄRTSILÄ

ENABLING SUSTAINABLE ENABLING SUSTAINABLE SOCIETIES THROUGH SOCIETIES THROUGH INNOVATION INNOVATION

WÄRTSILÄ

COMPANY COMPANY VISION:

FAST FACTS

VISION:

Wärtsilä’s purpose is to enable Enabling sustainable sustainable societies with smart

societies through

Restructured the local innovation in technology and services.

technology. The demand for clean

demand for clean and flexible The energy, and the need for efficient andenergy, safe transportation and theare need

FEROZA CASSIM FEROZA CASSIMincreasingly affecting the way that

company

and flexible

for efficient and Established an

safe transportation are increasingly

WÄRTSILÄ MANAGING DIRECTOR

WÄRTSILÄ MANAGING DIRECTOR customers operate. This forms the basis affecting the way that customers SOUTH AFRICA for Wärtsilä’s Smart Marine and Smart

operate. Energy visions.

This forms the basis for

Wärtsilä’s Smart Marine and Smart Energy visions.

of the all Wärtsilä Group, Trust, with itsPart beneficiaries being final-

Wärtsilä

Ownership Trust as a

Increased the use of South African suppliers,

Physical address: Address:

4 Powerful Street, Cape Town: Paarden Eiland, 7405

locally-hired workforce by the Engineering Students Ownership

Mandela University. The Trust makes up

Trust, ownership. with its beneficiaries 25% of the entity’s Wärtsilä South Africafinal (Pty) Ltd. recently year black

Postal address: PO Box 356, Paarden Eiland, 7420

Postal address: PO Box 356, Tel: +27 21 511 12307420 Paarden Eiland,

Fax: :+27 21 511 1415 Toll-free / call centre / customer care Johannesburg number: +27 21 300 2750 (24h)

1st Floor Soleil Building Email: parts.africa@wartsila.com Coachmans crossing office park 4 Brian Street, 2191, Bryanston, Website: wartsila.com South Africa Social Media: @WartsilaEnergy

all being

students from the

Engineering department at the

electricity supply in

the aim of growing the local expertise in

its pool of engineers with competent,

continent’s countries is produced by Wärtsilä

of the entity’stechnologies.

ownership. Wärtsilä South Africa (Pty)

qualified local experts – young black

Wärtsilä has an office recently employed 7 engineering individuals –Ltd. with the aim of training

graduates withand the and developing their technical

in Johannesburg, and

aim of growing the

leadership skills to further their careers local expertise in the and opportunities in the Wärtsilä Group.

country.

Website: wartsila.com Social Media: @WartsilaEnergy

South African suppliers, sub-contractors and locally-hired workforce More than 25 percent of the national electricity supply in more than 25 of the produced by Wärtsilä

in South Africa.

its pool of engineers with competent,

Email: parts.africa@wartsila.com

Increased the use of

continent’s countries is

Fax: :+27 21 511 1415 EDITION

country

workshop in Cape Town

The company’s objective is to increase

support education the

a service office and

Tel: +27 21 511 1230

I M P U M E L+27 E L O 21 T O 300 P E M P2750 O W E R (24h) MENT 21 4 0Toll-free:

shareholder as a way to

more than 25 of the

Nelson Mandela University. the country. The company’s is to increase Theobjective Trust makes up 25%

More than 25 percent of the national

employed 7 engineering graduates with

4 Powerful Street, Paarden Eiland, 7405

black South African

Ltd. is partly ownedsub-contractors and

Engineering department at the Nelson

Company Details Company Details

Established an Engineering Studies

country

the Engineering Students Ownership

company

black South African support education the

South Africa (Pty) Ltd. is partly owned by

Restructured the local

Ownership Trust as a shareholder as a way to

Part of the Wärtsilä Group, Wärtsilä

year black students the (Pty) South from Africa

Engineering Studies

FAST FACTS

qualified local experts – young black individuals – with the aim of training and developing their technical and leadership skills to further their

technologies. Wärtsilä has an office in Johannesburg, and a service office and workshop in Cape Town.

careers and opportunities in the Wärtsilä Group.

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MINING SECTOR OVERVIEW

GOING ABOVE GROUND By Koketso Mamabolo

In his Medium-Term Budget speech, the Finance Minister spoke about how growth in the commodities market has given the government room to allocate funding for addressing poverty and unemployment, but called for caution, “Taxes paid by the mining sector have been strong, due to the commodity price rally which continued through the first half of 2021. Notably, however, precious metal prices have started to soften. This means the revenue gains from the commodity price rally are expected to be temporary. Therefore, we should be careful about our spending commitments.”

SOURCES

dmr.gov.za

engineeringnews.co.za

afdb.org

miningweekly.com

enerdata.net

statssa.gov.za

statists.com

treasury.gov.za

tradingeconomics.com

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MINING | SECTOR OVERVIEW

SECTOR GROWTH

COVID IMPACT ON MINING

“In many ways, we contributed to

South Africa saw R120-million better-

“The leadership cooperation

sustaining lives and livelihoods outside

than-expected tax revenue for the

between the Minerals Council, the

first half of the 2021/2022 fiscal year,

Department of Mineral Resources

of which 85% came from the mining

and Energy and organised labour

sector. This does not come as a

helped the mining sector get back

surprise, with 16 of the commodities

to work after the national lockdown

coming out of the country ranking in

at the beginning of 2020, with all the

the top 10 internationally.

right preventative and mitigating controls in place thus saving lives

the industry,” added Langehoven. Even within the industry, roughly 5000 jobs were created. “The combination of better commodity prices and the lowerthan-expected contraction of global demand during the Covid-19 crisis resulted in the value of exports

In October, mining production

and livelihoods in one of the most

increased 2.1 % year-on-year. The

important economic sectors in the

biggest positive contributors to

country,” said Roger Baxter, Minerals

production were iron ore, platinum-

Council CEO.

in 2019. This compensated for lower

ore. Coal was the biggest negative

The Minerals Council’s Chief

by value have continued to grow

contributor to production. Overall

Economist, Henk Langehoven

mineral sales increased 4.8% year-

echoed these sentiments, speaking

on-year with the largest positive

to Mining Weekly, when reflecting

contributors being coal and iron ore

on how the mining sector was

at 58.5% and 28.4%, respectively.

impacted by COVID-19: “Mining is doing well at the moment. There’s a

Early in the year, growth by

very good feeling that’s developed

the platinum group of metals

between the companies and their

was bolstered by an increase

employees, because of how the

in global car sales, with South

companies kept paying salaries and

Africa positioned perfectly to take

tried to keep miners safe during the

advantage of the demand.

height of the pandemic.”

during 2021, increasing by 54% yearon-year in May.” A significant part of the export sales have been the platinum group of metals which were bolstered by an increase in global car sales, with South Africa positioned perfectly to take advantage of the demand.

SALES YEAR-ON-YEAR, IN OCTOBER:

Chromium ore increased by 28.7%

Coal rose by 58.5%

PGMs rose by 24%

Copper rose by 28.4%

Nickel decreased by 30.5%

Gold dropped by 37.9%

Diamonds decreased by 11.4%

an estimated 24% higher in 2020 than production and exports. Export sales

group metals (PGM) and chromium

PRODUCTION YEAR-ON-YEAR, IN OCTOBER:

growing at a surprising rate, ending at

SOUTH AFRICA AND THE REST OF THE WORLD • 4th largest exporter of gold • 5th largest coal producer in the world • Ranks in the top 10 producers for 16 different commodities

Chromium ore dropped by 32%

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• Around 75% of global production of platinum • 6th in the world in mineral production production value

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INTERVIEW WITH RAKSHA NAIDOO, MANAGING DIRECTOR

AMIS Q. AS MANAGING DIRECTOR OF AMIS, PLEASE DESCRIBE THE CAREER PATH WHICH LED YOU TO THE MINING SECTOR. I completed my degree in Science, and after graduating, I applied everywhere for a job. I got my first job as a Laboratory Chemist, at a mineral processing refinery in the middle of nowhere. It was a complete contrast to the pretty labs I knew at university, but this rough, extremely challenging maledominated plant changed my life forever.

Over and above this, we are a team of technical experts, who are here to explore solutions with you, to further optimise your business needs.

I worked my way up to different roles, before leaving after 10 years, when I joined AMIS. After about 18 months, I was afforded an opportunity to take on the role of Managing Director, and so began this exciting journey. Q. AFRICAN MINERAL STANDARDS (AMIS) IS A LEADING MANUFACTURER FOR THE GLOBAL MARKET OF “MATRIX MATCHED, MULTI-ELEMENT, CERTIFIED REFERENCE MATERIALS”. PLEASE CAN YOU UNPACK WHAT SERVICES THE COMPANY OFFERS.

Predominantly, men are in decisionmaking roles today and if they are not taken along in the understanding of bias, constraints and injustices inhibiting the representation and advancement of women in the industry, the industry will not make the required progress. Technological changes and advancements will allow for more women to create roles and careers in the industry. As we move to increased automation, more job opportunities should open up for women.

AMIS produces matrix matched CRMs made from naturally occurring ore bodies. We offer an extensive library of products, catering to various commodity and grade types. We also manufacture CRMs for a mining house’s sole use, should they require that. In addition, we also administer a proficiency testing scheme, for laboratories to participate in, for interlaboratory comparisons, which further assists the labs to gain and maintain their ISO accreditations.

Groups such as Women in Mining SA (WiMSA) play a key role as well. I am the current Deputy Chairperson of WiMSA, and our purpose is to inspire women to build a better world through mining. We aim to provide support and guidance for personal growth, leadership and career development through building relationships, and we enable females in the South African mining industry through networking, stakeholder collaboration and mentorship.

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Q. WHAT, IN YOUR OPINION, CAN BE DONE TO ATTRACT MORE WOMEN INTO MINING AND EXPLORATION? The industry needs an integrated, multiple stakeholder approach including men and women across leadership, management, labour, government and communities, to be successful.

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Q. HOW DO YOU THINK WE CAN ENSURE LOCALISATION AND BENEFICIATION IN SOUTH AFRICA? I think all necessary stakeholders, industry/government/communities, need to come together in order to ensure that the necessary and essential infrastructure, services, and skills are available to achieve this. Q. WHAT EXCITES YOU ABOUT YOUR WORK? The people I work with. I am very passionate about people, and am grateful that I get an opportunity where I can help develop people and their careers, and ultimately help make our society better. AMIS is also a very niche business, providing a very key piece of the puzzle within the mining value chain, and is it exciting to be part of that puzzle.

Company Details Address: 11 Avalon Road, Westlake Ext 11, Modderfontein, Gauteng. Phone: 011 923 0800 Linkedin : AMIS

Website: amis.co.za

WEAR CHECK | INTERVIEW

INTERVIEW WITH NEIL ROBINSON, MANAGING DIRECTOR AT

WEARCHECK Q. PLEASE DESCRIBE THE SERVICES THAT WEARCHECK PROVIDES. The scientific analysis of used oil, fuel and other fluids from electrical and mechanical systems is WearCheck’s core business — testing samples for trace elements to discover which component is suffering unusual wear patterns. This information is analysed by a team of specialised diagnosticians, who make recommendations on the required remedial action.Additional predictive maintenance techniques, offered by WearCheck, include reliability solutions (RS) services, transformer chemistry services, water analysis and advanced field services (AFS) — non-destructive testing, technical compliance and rope condition assessment. Q. WHAT EXCITES YOU ABOUT YOUR ROLE AS MANAGING DIRECTOR? I’ve always enjoyed the fact that science and technology can be used to boost productivity and save money and time for our customers. It is wonderful to lead a company which is genuinely committed to constantly evolving our services to remain at the forefront of the condition monitoring field by embracing the latest global technological innovations. Another key area about which I am passionate, is staff development. We offer our staff the opportunity to study and advance themselves, wherever possible. Thanks to this programme, we have an

extremely low staff turnover, and our longest-serving worker has been with the company for over 45 years! Q. WITH NEARLY 25 YEARS OF EXPERIENCE AT WEARCHECK, WHAT CHANGES HAVE YOU SEEN TAKING PLACE IN YOUR INDUSTRY? While many of the chemical tests we conduct at WearCheck are essentially still the same and probably will always be, the most radical changes have been in the advancement of technology and laboratory instruments which allows us to perform those tests far faster, and with extremely high accuracy and efficiency. We have also seen great advancements in other CM techniques, many of which we have added to our portfolio — expanding from oil analysis to include thermography, vibration monitoring, laser alignment, balancing and motor current analysis, to name a few. Q. WHAT ENVIRONMENTALLY FRIENDLY CHECKS AND BALANCES DOES WEARCHECK PRACTICE? We’ve embraced the green revolution with both arms, implementing earthfriendly best practice wherever possible. We redirect our waste from the landfill sites and recycle items such as plastic oil sample bottles, caps, cores, all plastic courier packets and office paper. Oil samples are also recycled after the oil and water are separated, the oil is processed and re-used in other

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applications. The oily tissue is converted to refuse-derived fuel and is used, for example, as a fuel for cement kilns. We continue to look for more ways to reduce WearCheck’s footprint on our planet. Q. WHAT PLANS DO YOU HAVE FOR THE UPCOMING YEAR? We are integrating Set Point Water Labs into WearCheck and will shortly be opening a new oil analysis laboratory in Kathu. Our Cape Town labs and offices all moved into a single purpose-built venue on 13 December, and our Tete (Mozambique) laboratory is set to move to a new location soon. In 2022, we look forward to attending many of the industry exhibitions and conferences that have been on hold due to covid. We will also be providing wind turbine oil analysis training in 2022.

Company Details Address: No. 4 The Terrace, Westway Office Park, Westville, 3629, KZN, South Africa

Tel: +27 31 700 5460

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ARCHITECTURE SECTOR OVERVIEW 158

THE BUILDINGS ARE GREENER ON THIS SIDE By Koketso Mamabolo

Lockdowns brought just about everything to a halt. The architecture sector did not come out of it unscathed. “The architectural profession is experiencing devastating financial distress resulting from the economic downturn and Covid-19 pandemic,” said President of the South African Council for the Architectural Profession (SACAP), Ntsindiso Charles Nduku, in the council’s 2021/2022 annual performance plan. As building plans were slowed or abandoned altogether, broader questions have come up of how the regulatory structure can be adapted, and how the sector can transform itself to be more reflective of the wider South African population. With transformation and shocks to the sector at the forefront, how architects affect the environment cannot be neglected. Green, sustainable architecture is key; the stakes are as high as they’ve ever been. Architects and firms who adapt will find themselves ahead of the curve as climate change continues to hit home.

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SOURCES saia.org.za sacapsa.com gbcsa.org.za

Annual Performance Plan for FY2021/22 ARCHITECTURE | SECTOR OVERVIEW

31 July 2019

SACAP In order to practice in South Africa,

DEMOGRAPHIC DISTRIBUTION OF REGISTERED SACAP INDIVIDUALS

architects must register with the SACAP, which is mandated by law to provide oversight for the profession. Not only do they deal with the registration of architects, the accreditation of educational institutions and administering of exams, they also take in-depth looks at the profession all the way from the students to the architects and firms practicing. SACAP links their approach to the

Black

National Development Plan. Growing the number of skilled individuals requires better education and training. This needs to be driven by innovation, to position South Africa’s architects as leaders in the world. This outward-looking approach has to be taken with a transformation mindset, to create an inclusive environment with opportunities for redressing inequality. None of this will be possible without empowering regulators and actively developing legislation.

SECTOR ISSUES SACAP identifies five main issues in the sector: 1.

iversity among registered D architects

S carcity of black women architects

arriers for black women B architects

Uniformed public

Limited mentorship for transformation purposes

White

Total Members

(SACAP Registration Stats. Graph from SACAP Report)

Figure 2: SACAP Registration Stats

GREEN BUILDINGS Data shows that in general the number of black registered persons is increasin “We are passionate, collaborative of registered persons in the register still remains white. It was concluded that a f planet shapers that operate across to understand the difficulties of students between graduation and registration to the commercial, residential and a professional. public sectors to ensure that buildings and homes are designed, built and

operated in 4 an.2 environmentally Internal Environment Analysis THREE TYPES OF CERTIFICATION sustainable way,” say the Green FOR DESIGN STAGE: Building Council of South Africa The following figure provides an overview ofStar SACAP’s management organog Green New top Build Design (GBCSA), onare their a website. large number of vacancies, particularly at management level. At the ti EDGE certification

Transformation Committee was in the process of being appointed whic Net Zero Certification requirements in the architectural profession The GBCSA evaluates building designs to provide certification for those that are environmentally sustainable. GBCSA sets the

SINCE 2009

740 certifications

benchmark for what a green building is. Because of their efforts, the equivalent of 80 500 households

11.6-MILLION M² certified 1650 RUGBY FIELDS of space

worth of energy will be saved; the equivalent of 345 000 cars off the

ANNUAL SAVINGS

road, per annum, in terms of CO²

1400-MILLION KG of CO²

reductions; and water savings to

1 050-MILLION LITRES of

meet the daily drinking needs of

potable drinking water

11.50-MILLION KWH

1 450 000 people.

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REELING IN THE PROFITS By Koketso Mamabolo

“Our local fisher communities rely on the oceans for their livelihood. The fishing sector is also a significant contributor to food security and the economy. Stabilising the sub-sector through the allocation of longer-term fishing rights is critical to attracting investment into the industry,”

FISHING SECTOR OVERVIEW

said the Minister of Forestry, Fisheries and the Environment

160

(DFFE), Barbara Creecy in May, at her department’s budget vote for 2021/2022. In 2005 and 2013, the state awarded 12 fishing sectors with long-term commercial fishing rights, rights which extended to 2020 and need reallocation. The reallocation was delayed due to various factors, including COVID-19, with a new timeline set between July and November of 2021. “The FRAP 2021 [Fishing Rights Allocation Process] is committed to allocating resources in a sustainable manner for future generations while also attempting to balance the competing requirements of broadening access, particularly by marginalised groups and small, medium and micro enterprises (SMMEs), balancing government’s priorities of transforming the sector but also ensuring the global competitiveness of South Africa’s fishing sector,” said the DFFE in their release of their updated timeline. South Africans consume 312 million kilograms of seafood each year, half of which is sourced locally. Total sales (including exports) amounted to R16-billion according to the latest figures, from 2019. 2.7% of total household expenditure was spent on fish-related products, 70% of which was either hake or sardines. Around 28 000 people are employed throughout the industry to meet the demand.

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FISHING | SECTOR OVERVIEW

THE BIG FOUR Hake, squid, small pelagic (sardine, anchovy and round herring) and lobster fisheries are the largest in the country, with almost R10-billion in catch value in total. 93% of anchovy and round herring caught are used for fishmeal and fish oil, and then exported to Europe and east Asia. Of the canned sardines exported, 12% are for the SADC (Southern African Development Community) market alone. According to the latest Stats SA figures, from 2019, hake constitutes 31% of caught fish-related products sold, with squid making up 22.9% of sales. The catch from small pelagic fisheries contributes 13.8% and rock lobster sales (both west and south coast) came to 9.8% of total sales.

HAKE DEEP-SEA TRAWL

SQUID

33 Long-term fishing rights

123 sea-freezing vessels

R1.4-billion annual wage bill

2943 employed

More than R4.3-billion in annual hake sales

R1.55-billion in investments

12 400 jobs, 6 600 direct, and 5800 indirect and induced

70% of factory and support staff are women

R760

Annual catch ranges from 6 000 to 11 000 tons

53 Trawlers 27 freezer trawlers

The value of the catch varies from R750-million to R1.4-billion per year)

26 wetfish trawlers

99% is exported

R7.6-billion in investments and R3.8-billion in capital investment since 2005 60% exported, contributing R2.5-billion per year

SMALL PELAGIC FISHERIES 69 purse seine vessels

ROCK LOBSTER R622-million catch value 3175 employees Average catch of 991 tons per annum

R3.3-billion investments 5 800 employed, 53% of which are women Average 350 000 tons caught annually R3.3-billion in investment

317 vessels

Catch value is R3.2-billion

99% of south coast rock lobster exported

90% of frozen sardine exported

95% of west coast rock lobster exported

88% of canned sardine production for local market

SOURCES dffe.gov.za sadstia.co.za fishsa.org statssa.gov.za cliffedekkerhofmeyr.com sanews.gov.za

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Top Empowerment DPS FA 27-10-21.indd 1

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2021/10/27 12:46:35 PM

PACKAGING SECTOR OVERVIEW

WRAPPING UP THE YEAR By Koketso Mamabolo

A wider consciousness of our environment is leading many consumers to be more aware of not only what they are consuming, but also the packaging it comes in. This has resulted in more manufacturers following a sustainable approach to packaging. In turn, the packaging industry has itself had to be at the forefront of recycling efforts. The paper packaging industry, in particular, contributes the most to consumption, but leads the way in material collected for recycling. Glass continues to lead the way in terms of the percentage of waste redirected from landfills to be recycled. “Through the returnable system in conjunction with recycling, glass is the packaging that is most diverted from landfill in our country. South Africa has one of the most sophisticated returnable systems in the world, by reusing glass packaging, carbon emissions are reduced significantly,” proudly states the Glass Recycling Company’ website. On the plastics front, in their annual report for 2020/2021, Plastics SA noted that the Covid-19 pandemic saw the need for more packaging as greater attention was paid to hygiene and food safety standards, a trend that may continue for years to come as the virus shows little signs of slowing down.

SOURCES reportlinker.com thepaperstory.co.za fibrecircle.co.za plasticsinfo.co.za theglassrecyclingcompany.co.za

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PACKAGING | SECTOR OVERVIEW

43.04 BILLION UNITS BY 2025

(total packaging industry production)

19 MILLION TONNES IN 15 YEARS (paper and paper packaging diverted from landfills)

2% COMPOUND ANNUAL GROWTH RATE

(Source: Recycle Paper ZA and Reportlinker)

This year saw changes to regulations around extended producer responsibility (EPR) programmes for paper producers, under Section 18 of the National Environmental Management: Waste Act. The guidelines, promulgated by Minister Barbara Creecy in May, require producers to belong to an EPR scheme and pay a fee. “The Department of Environment, Forestry and Fisheries developed the

PACKAGING MATERIAL COLLECTED FOR RECYCLING 9 million tonnes in 15 years (paper and paper packaging diverted from landfills) 43.04 billion units by 2025 (total packaging industry production) 2% Compound Annual Growth Rate (Source: Recycle Paper ZA and Reportlinker)

PLASTIC RECYCLING 97 260 tonnes recyclate into new packaging 11% recycled plastic used for flexible packaging 22% recycled plastic used for inflexible packaging (Plastic SA figures from 2020)

Packaging Guideline: Recyclability by Design for packaging and paper in South Africa, in collaboration with Industry and in terms of section 6(1) (a) of the National Environmental Management Waste Act, 2008 (Act No. 59 of 2008). The main purpose of this Guideline is to reduce the volume of packaging ending up in landfill sites by improving product design, increasing quality of production practices and promoting waste prevention,” reads the government

GLASS RECYCLING IN SOUTH AFRICA 4017 - Glass banks 44% - Glass recycled 3303 - Glass entrepreneurs trained 80% - Glass kept from landfills

PAPER PACKAGING PRODUCTION In 2019, the Paper Manufacturers Association of South Africa (PASMA) recorded 1 463 000 tonnes of packaging papers produced.

2.3 million - Glass bottles recycled (schools competition)

Linerboard: 791 000 tonnes

50 000 - Income opportunities created

Folding, boxboard 87 000

(Glass recycling figures from Glass Recycling Company)

notice by the Minister.

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Fluting: 505 000 tonnes Other 69 000 tonnes (Production numbers in 2019)

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BROADCASTING SECTOR OVERVIEW

STAYING ENTERTAINED AT HOME By Koketso Mamabolo

South Africa is the largest TV market on the continent, expected to expand at 3.9% compound annual growth rate (CAGR) through to 2023, when the revenue is projected to sit at R40.5-billion. “With the sharp digital divide in South Africa meaning that a large proportion of the population are excluded from affordable, stable internet coverage, it is likely that traditional TV will remain a critical component of the media landscape well into the future,” reads the National Associations of Broadcasters (NBA) statement to the media, commemorating World Television Day. “In addition to being a major source of information, education and entertainment across all age groups, traditional TV’s contribution to the country is rich and diverse - from employment opportunities to significant investments in local content production.” Since early 2020, millions of South Africans have been spending more time at home. This has come with more hours spent watching television and more hours spent on the internet using subscription video-on-demand services (SVOD). Sports broadcasts took on greater significance as sporting codes around the world hosted their events behind closed doors. Cinemas also closed, which saw movie viewing shift to streaming platforms.

SOURCES nab.org.za pwc.co.za brcsa.org.za news24.com

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BROADCASTING | SECTOR OVERVIEW

RECORD-BREAKING NUMBERS The start of lockdown saw recordbreaking numbers in terms of

Time spent viewing: A 3 year trend - Average hours spent per day by month Broadcast TV only (excluding non-broadcast activity) ALL DAY

average hours spent watching television, for both day and primetime hours. In terms of daytime, for three straight months (April, May and June 2020) South Africans watched an average of over 3 hours of television, surpassing all figures from over the previous two years, heights which we have not returned to since lockdown regulations were eased. In fact, between May 2018 and February 2021, the closest South Africa came to those figures was an average of 3 hours in

Time spent viewing: A 3 year trend - Average hours spent per day by month Broadcast TV only (excluding non-broadcast activity) PRIME TIME

September of 2019. Primetime numbers tell a similar story, with April and May 2020 bucking the trend of no more than 1 hour and 19 minutes of average time spent.

PAY-TV SUBSCRIPTIONS

HOUSEHOLD DEVICE BREAKDOWN

Revenue from Pay-TV subscriptions

13 850 708 households own a TV

R27-billion for 2021 R28.8-billion by 2023

3 884 348 households own a computer

Households with Pay-TV Subscriptions

15 584 615 households have a cellphone

7.4-million in 2021 7.8-million in 2023

4 032 652 households have home theatre system

(Projections from PwC Africa Entertainment

(Stats from Stats SA’s 2016 Community Survey)

& Media Outlook 2019 - 2023)

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TV & VIDEO REVENUE AND CONSUMER SPENDING Revenue R37.9-billion for 2021 R40.5-billion by 2023 Spending R30.5-billion for 2021 R32.6-billion by 2023 (Projections from PwC Africa Entertainment & Media Outlook 2019 - 2023)

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IMPLEMENTING INNOVATIVE SOLUTIONS FOR UNIQUE AFRICAN PROBLEMS INTERVIEW WITH COLLEN DLAMINI, EXECUTIVE HEAD OF CORPORATE AFFAIRS FOR MULTICHOICE SA

By Fiona Wakelin & Charndré Emma Kippie At the beginning of the year, MultiChoice South Africa announced the appointment of Collen Dlamini as their new Executive Head of Corporate Affairs. Collen is, in fact, a lawyer by training, and has previously served as Group Head of Regulatory Affairs for Kagiso Media, as well as a Special Regulations and Consumers Specialist at MTN. Collen has also taken up the role of Executive Director at Future Managers in the past. Future Managers is a company geared towards utilising digital platforms to supplement traditional platforms in order to enhance teaching and learning for both students and lecturers. Most recently, Collen also founded the Copyright Coalition of South Africa (NPC).

I M P U M E L E L O T O P E M P O W E R M E N T 2 0 TH E D I T I O N I M P U M E L E L O T O P E M P O W E R M E N T 2 1 ST E D I T I O N

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SPONSOR 2021

MULTICHOICE | INTERVIEW

What have been some of your major milestones?

7. Whoosh: a payment solutions provider based in Tshwane

On 15 July this year,

Our ability to continue developing

MultiChoice SA played

entrepreneurs in South Africa

a pivotal role in the

continues to be something we are

success of 20th Annual

extremely proud of.

8. Yellow Bone: a film and television production company, focusing on bringing authentic South African content to international markets

Top Empowerment Summit, coming in as a top sponsor,

During this past year with its COVID-

MultiChoice SA has maintained its

and qualifying as a finalist at

related challenges, our Innovation

level 1 B-BBEE status – to what do you

the Top Empowerment Awards

Fund provided much-needed

attribute this success?

in the ‘Enterprise & Supplier

financial support to eight small

At MultiChoice, we believe in

Development’ category.

businesses, which helped them

empowerment that makes a real

to create 47 new jobs. Due to the

impact in the lives of South Africans

We sat down for an interview

exponential growth of online content,

and take the first two letters of B-BBEE

with Collen to discuss his

the Fund focused on empowering

very seriously.

appointment and MultiChoice

online content creators to scale up to

SA’s ESD programmes.

meet the growing demand.

Broad-based is at the heart of our B-BBEE philosophy and we have

Congratulations on your appointment this year as the Executive Head of Corporate Affairs at MultiChoice SA. Please unpack for us what your key roles and responsibilities are. As the Executive Head of Corporate Affairs for MultiChoice South Africa, I am responsible for protecting and enhancing the reputation and image of MultiChoice and its product brands in South Africa. I manage and oversee stakeholder relations, corporate communications, internal communications, corporate services, reputation management, CSI, transformation, and the company’s social impact agenda. Please describe the core services

Here are the eight companies

made it our mission to implement

that you should take note of:

and participate in inclusive initiatives

1. The Bubblegum Club: born as a cultural intelligence agency, it has grown into a digital publication and a content production studio. 2. Duma Collective: a creative communications agency 3. Mzansi Live: a Pan African independent multimedia management company, who developed Mzansi2Cario, a broadcast media marketplace

that broaden empowerment as widely as possible – to as many South Africans as possible. As part of our transformation initiative, we have developed a robust and integrated way of working that ensures that senior leadership who are responsible for making decisions are aware, involved and educated in the transformation work being done in the organisation.

4. Swypa Deliveries uses door-todoor scooters to deliver goods and services for township-based businesses for orders placed through their app

In 2020, we developed a B-BBEE committee to develop strategies and monitor the progress of our B-BBEE initiatives. This committee is

5. The Plug: an online publication

made of B-BBEE pillar champions

that MultiChoice SA delivers.

focusing on all aspects of urban

and sponsors. The pillar owners are

MultiChoice Group is a leader in

culture

responsible and accountable for the

video entertainment and is the parent company of the following brands: DStv, GOtv, SuperSport,

6. The Throne: a boutique agency specialising in influencer marketing,

execution of the B-BBEE strategies and policies in their respective

social media strategy, talent

functions. They are also responsible

M-Net,DStv Media Sales, Showmax

management and the home of

for the implementation of policies

and Irdeto.

The Throne Magazine

that govern the respective pillars. 2 1 ST E D I T I O N

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169

Our ESD programmes are: This approach has allowed two-

by prioritising black, black women

way communication so it is not just

and youth owned initiatives. To

the committee filtering through

be eligible to be a beneficiary

information to staff but should any of

of the MultiChoice Enterprise

our staff be part of any CSI projects,

Development Trust, companies

we can evaluate if there is potential

need to be in the ICT sector, be

for wider support and if such a

minimum 51% black-owned with

project has impact on the scorecard.

a turnover that does not exceed R50m per annum.

Our B-BBEE committee is one of the catalysts that have helped with

Since inception, the fund has

coordination, but we must also give

disbursed R252m in loans, grants

credit to the leadership of MultiChoice

and business development

Group – who see BEE as a business

expenses to assist beneficiaries in

imperative and not just a compliance

acquiring skills and assets.

issue and thus have ensured that all initiatives are driven from the top.

Our ESD programmes are truly effective as over the years they

Please describe MultiChoice SA’s

have been able to create jobs,

ESD programmes.

impact the South African economy,

We have an ESD system through the

are sustainable and ensure that our

MultiChoice Enterprise Development

communities are viable. Since 2012,

Trust, recently branded as the

our beneficiaries have grown more

Multichoice Innovation Fund, which

than expected, where some have

focuses on funding innovation SMEs

generated more than R100M per

that operate in the broadcasting,

annum.

• Enterprise development through the Innovation Fund which uplifts small black entrants into the market. This year, we funded nine companies who now have diversified portfolios and additional revenue streams. • Our preferential procurement programme ensures continuous support of BEE compliant suppliers that are in our database. • Supplier development through the Innovation Fund. We have helped small service providers grow and remain sustainable. We have funded 21 companies including Duma Collective, who is now MultiChoice’s digital and PR agency. • One of Multichoice Group’s strategic pillars focuses intently

innovation, xechnology, and the ICT sectors.

on Employee Development,

We also provide

is maintained through

where operational excellence developing talent, skills, and

mentorship and the

diversity. The Group leadership

skills necessary to

continues to pledge in both

acquire assets and

investment and focus into the

supply MultiChoice

growth of internal staff and

with various high-

our positive impact upon the

quality productions.

communities we serve.

Our ESD programmes have

What are some of the company’s

helped to drive

CSI initiatives?

transformation in

Our purpose is to enrich lives. We are

South Africa in the

committed to contributing to the

ICT industry

economic and social development of

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MULTICHOICE | INTERVIEW

our country. Our CSI initiatives focus on

market, and an easing of electricity

creating employment opportunities,

shortages in southern Africa. We

developing up-and-coming filmmakers

started the year confronted with

and sports stars through training and

severe disruptions to our programming

skills transfers, and supporting budding

schedules, bleak macroeconomic

entrepreneurs and SMMEs.

forecasts for many of our markets, and sharply weaker currencies. In the face

The following are some of our CSI projects:

of these challenges, our teams rallied

• Let’s Play

our key performance metrics.

• DStv Diski Challenge • MultiChoice Talent Factory • Recently launched DStv Netball Challenge • Regional TV stations support We partnered with the Youth Employment Service (YES) to assist with the recruitment and training of 300 learners. Seventy-five TVET college students will receive internships across a diversified portfolio that includes HR, Finance, Marketing, Law and IT, while the remaining 225 places are prioritised for learnerships in the ICT space for matriculants and others with qualifications but who are not working. How has the pandemic impacted the company? For FY21, The MultiChoice Group increased its 90-day active subscriber base by 1.4 million to reach 20.9 million households, split between 8.9 million in South Africa and 11.9 million in the Rest

together – this helped us deliver on all

Last year, we also made means to support our suppliers and beneficiaries through various initiatives. • The MultiChoice Group implemented several measures to safeguard the incomes of cast, crew, and creatives as well as the sustainability of production houses during the coronavirus pandemic. We set aside R80 million to ensure that productions were able to pay full salaries, and this went a long way in creating income stability for them and their families. • Through the MultiChoice Talent Factory, we launched an online learning portal that supported over 40 000 members of the industry to gain access to courses and online masterclasses, so they could continue to hone their craft while adhering to the public health measures of social distancing and isolation. • The company also committed

of Africa (RoA). This represents an

to guarantee the incomes

accelerated 7% growth year-on-

of freelancers in SuperSport

year (YoY).

productions, who were unable to work due to the suspension of sport

The increase was driven by

and the national lockdown. This

heightened consumer demand

extended to ensuring the income

for video entertainment products,

of freelancers in the broadcast

continued penetration of the mass

technology environment.

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On a more personal note, what is your “why”? Working every day to make a positive impact in the lives of other people makes life meaningful and purposeful. I find joy and fulfilment when I lift as I rise, when I help others turn their tragedies into triumphs and hopeless situations into achievements.

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INTERVIEW | MULTICHOICE

Do you have a special message for the businesses and individuals out there who are struggling to survive? These are challenging times for everyone, and we believe that they are also providing us with an opportunity to address the plethora of social ills that have been brought to the fore What exciting plans do you have for the coming year? • In May we launched the DSTV

• We are also excited to welcome

Schools Netball Challenge, a

and onboard the new cohort of

nationwide competition that will

SMME’s that have just joined the

shine a spotlight on young female

Innovation Fund and there are

athletes between the ages of

some really exciting and different

16 and 19 who play netball at

plans that we cannot wait to

secondary schools across the

share with them.

country. The tournament will be contested across all nine provinces and aims to take South African Schools Netball (SASN) to a whole new level by giving the sport more exposure and encouraging greater support, especially in the lead up to the upcoming 2023 Netball World Cup to be held here on South African shores. • We will also be increasing investment in the Let’s Play sports fields project, which aims to increase access to state-of-the-art sporting facilities for disadvantaged schools and communities across South Africa, with a focus on rural areas. We believe that having access to a world-class sports field is a big first step to encourage children to be more active and lead a healthier lifestyle.

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• We will also be running a mentorship program together with industry experts that promises to be very invaluable for our beneficiaries. • To continue transforming and developing the media and broadcast landscape, Newzroom Afrika entered into an agreement with two of South Africa’s regional TV stations, 1KZN TV and Mpuma Kapa TV. To support this initiative, MultiChoice has given 1KZN TV and Mpuma Kapa TV each a grant to improve their news coverage capability and establish news bureaus in the respective provinces. These grants will cover production equipment such as cameras, lighting, sound, and computers, as well as training and technical support.

2 1 ST E D I T I O N

because of the pandemic.

It may seem like it is all doom and gloom now, but it is up to us to have a positive lens on how we view the world. Our unemployment rate is skyrocketing, and with that comes an opportunity for businesses to work closely with the government to solve some of these problems in a more creative and sustainable way. The MultiChoice Group continues to see a lot of opportunities in the media, technology and digital sectors and we have been and continue to support SMMEs that are coming up with innovative solutions that address unique African problems.

MULTICHOICE GROUP LIMITED KING IVTM APPLICATION REPORT 2021

1 1

Africa’s most loved storyteller Africa’s most loved storyteller Africa’s most loved storyteller

MEET SHIRLEY MACHABA, PWC SOUTH AFRICA CEO AND PWC SOUTHERN AFRICA REGIONAL SENIOR PARTNER AT PWC SOUTH AFRICA

“ R EIMAGINE AFRICA TOGETHER” By Fiona Wakelin

“Embrace every opportunity - and show up!” Powerhouse Shirley Machaba, CEO of PwC Southern Africa and Top Empowerment speaker shares her journey with us.

You became the first woman CEO of PwC Southern Africa after 15 years at the company. What have been some of the major changes you have seen taking place in nearly 2 decades? While gender equality has always been top of mind, it has gained a lot of momentum and attention. The Inclusion and Diversity strategy has been articulated clearly and communicated to all responsible for implementation. Our strategic intent is to achieve 30% female ownership by 2022. We now have a tenpoint plan which is a tool that will assist us in achieving the target set and KPIs. It will also assist in building a pipeline of transformed, inclusive and diverse leadership who will be our future leaders. There are specific I&D KPIs communicated to all including succession planning. I&D is a standing agenda item for monthly EXCO meetings. The I&D leader who is a member of Exco provides an update and engages in robust discussions with the entire leadership on I&D matters. Progress on strategy is monitored by both EXCO and the Board regularly. We have made significant progress on reaching the target of 30% female partnership and other KPIs. More and more females are invited to take up leadership roles in the firm. We are currently working on stretched targets beyond 2022.

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SHIRLEY MACHABA | INTERVIEW

Your professional background lies in the public sector where you began your career at the office of the Auditor General of South Africa, spending nearly a decade holding a variety of roles which included Assistant Auditor, Senior Auditor, Accountant and Performance Audit Manager. How did this prepare you for the corporate world? And how different are they?

Do you think the field of auditing and accounting is still male dominated? How can we attract more young women to the sector?

I will remain forever indebted to the Auditor General

victory yet. More work still needs to be done. The

and Department of Justice for the opportunities and

gender agenda is receiving more attention than

support I received. My attitude towards my career

before. We are seeing more gender reforms being

is raising my hand for opportunities, embracing

implemented, however more still need to be done.

every opportunity and showing up. I believe that the

We are starting to see more women leaders in the

exposure I received was invaluable and contributed

profession who will give hope and pave ways for

tremendously and propelled me to positions I had

other women and this is progressive.

Gender diversity is a global challenge in all industries including our own industry. Women have been, are and will still be underrepresented. The stats bear testimony to that. Although there is improvement, we haven’t moved the needle and we cannot claim

and have today in the corporate world. I have been consistent and always guided by my personal and

More men and women in leadership positions need

professional values and ethics, including my work ethic,

to clearly define and drive the gender agenda.

which enabled me not to see the difference between

They need to be super assertive, bold and intentional

public sector and private sector.

and continue to challenge the narrative. If one sees something one doesn’t like, one needs to call

What excites you about your role?

it out to increase awareness. We need to create

As the first woman CEO of PwC Southern Africa and in

seats for others, provide them with opportunities and

the profession, particularly the big four firms, I knew that

mentorship support in the name of “lift as you rise”

there was no playbook indicating how other women did previously, and that I would be paving the way for

We all need to be change agents as a collective

other women both at PwC and the entire profession.

so we have the critical mass. Be prepared to share

I was excited that while there were high expectations

and be solution orientated so we have a pipeline

from everywhere, I was also in a position to give hope

of more confident young leaders ready to take on

to other women, and an African child in particular. I

leadership roles.

was also excited that the coaching and motivation I had been doing would now be from a position of

Achieving gender equality is about challenging

authority; I would have the right seat at the table to

the status quo and not negotiating it.

be able to ask the right questions, be heard, influence, young leaders who are confident to take over in future.

How would you define PwC Africa’s societal purpose?

Overall, I will have no excuse for not leaving

At PwC, our purpose is to build trust in society and

an impactful legacy of a sustainable future.

solve important problems. Yes, we are a business,

felt, and intentionally create a pipeline of potential

but we are also in the business of contributing to

What is your “why”?

society by helping others thrive, particularly in these

My purpose and values drive me. My purpose is to

challenging times in which we find ourselves, on the

make a difference in people’s lives, particularly

African continent and indeed across the globe. For

youth and women. Fortunately, the firm’s purpose

us it’s about being a responsible citizen, supporting

and values and mine are aligned, which makes it

and growing our firm, our people, our clients and

easy to initiate and implement programmes.

our communities.

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In response to technological disruption, climate

• We found it critical that we were open to

change, fractured geopolitics, and the continuing

hearing what our people were concerned about

effects of Covd-19 pandemic amongst other

and addressing what their needs were in this

challenges we are building trust and delivering

environment. It was absolutely essential to listen

sustained outcomes that create value.

to our people. • Communications our people wanted centred

As a community of solvers, PwC Africa has

around working from home, wellbeing, updates

strengthened its greater societal purpose strategy

when government guidelines changed. Video

called “Reimagine Africa Together” in response

became a popular resource, with people

to unprecedented change. It all adds up to The

centred messaging delivered in an authentic and

New Equation.

compassionate manner. • Human-centred communications, demonstrating

How did COVID impact PwC? COVID-19 impacted all of us including businesses, big and small, society and government globally. Unfortunately, there is no playbook to deal with it. It is new to all of us, including the medical fraternity. We are learning every day. COVID-19 has afforded us the opportunity to reimagine where, how and when we work. It’s changed workspaces and workplaces, as well as how we interact with each other. In addition to mastering these physical challenges, women also display empathy and caring, bringing a different perspective. Organisations are actually in good hands when women are leading. For me it is not about leading from the front, but leading from behind. Empower your teams by giving direction and the rest will follow. My focus in response will be on the following:

• What is critical about the tone from the top is that it is not just the verbal and written communication but the actions we take and the behaviour we display. It is important that we lead by example especially in these pandemic times. • When the pandemic hit, it tested our personal and collective ability to respond to real uncertainty that impacted everyone on a personal and professional level and we had the responsibility to not only navigate this ourselves as individuals but to direct and confidently lead our people. • We did not bombard people with volumes of information but rather selected crucial messages at appropriate times, clear and concise.

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circumstances at all levels has been well received - in addition to their work responsibilities, we understand that many of our people are parents that need to carry out homeschooling; many have responsibilities towards family members; and internet connectivity is an issue for some. At all times our offices are accessible to those who need to access our networks or Wi-Fi, and we developed a remote working charter of ten promises which is about valuing and supporting one another, saying thank you and reimagining our future together.

Culture (purpose and values) • At PwC we’re guided by our purpose, to build trust in society and solve important problems which underpins our strategy.

Communicating with our people

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an understanding and acceptance of people’s

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• This, along with our values of example act with integrity, reimagining the possible, it aligns the focus of our people and directs the decisions we make and actions we take. It’s reflected in our leadership and governance structures, and embraced throughout the firm (and the PwC global network).

Investment in technology • Because of the nature of our work, flexibility is already part of our culture and our way of doing business. • The vast majority of PwC workforce is mobile, with a small number being permanently office bound. • In recent years, digitizing our business has been a key focus for us, to modernise and mobilise our global workforce.

SHIRLEY MACHABA | INTERVIEW

- in Southern Africa, this resulted in the entire firm

What have been some of your most memorable milestones – personally and in business?

transitioning seamlessly to working from home, within

From a personal perspective the following are my most

short notice.

memorable milestones:

• This investment served us well when COVID-19 struck

• This has accelerated the conversation about the future of the workplace and what that will look like. A lot of

The best decision was to re-join PwC as an associate

our clients, as are we, are having conversations around

director in 2004, and in 2005 I was admitted to the

hybrid models of working. Currently, a hybrid model is

partnership. In my 16 years as a partner, I had the

being exercised to manage the different waves and

opportunity to serve in numerous leadership positions

lockdown levels.

within the firm before taking on my current position as CEO - exposing me to a deeper understanding of the

Digital transformation

firm locally, regionally and globally. To name a few -

• In addition to investments in technology, we’ve also

Southern Africa Governance, Risk and Internal Audit

invested in the digital transformation and agility of our

Leader; Southern Africa Risk Assurance Leader; Africa

people. Aligning with the objectives of our New world.

Governance, Risk and Internal Audit Leader; Southern

New skills initiative, our staff all have access to our

Africa Government and Public Sector Leader; Partner in

Digital Fitness app, which provides them with access

charge of our Menlyn and Waterfall offices; and Africa

to digital learning resources aimed at building their

Diversity and Inclusion Leader.

knowledge and skills, in their own time. Realising that social distancing and lockdown mandates have left

I was elected to PwC’s Governance Board in 2006,

people isolated and in need of reliable information, we

and in 2012 I was appointed Chair of the SA Board and

also launch a free version of the app to the public, with

member of the Africa Board. In 2015, I was elected to

curated resources and content aimed at empowering

the global Board and had the opportunity to chair the

people to stay relevant, boost their digital acumen

subcommittee on Transformation, Operations and People.

and access resources to navigate COVID-19’s impacts

Volunteerism has also contributed a lot towards moulding

during this difficult time. Building on the DFA, our digital

as a professional. I served on several leadership roles

transformation journey, called Our Tomorrow, has seen

within the IIA including IIA SA President. All these roles

our people having access to powerful new digital tools

empowered me to establish quality relationships locally,

aimed at taking them and PwC into the future.

regionally and globally and kept up to date on latest developments, either in the profession or the country,

What is your assessment of the role of leadership during these difficult times?

which enabled me to engage at a strategic level.

The role of leadership during these difficult times is defined

PwC is a purpose-led and values-driven organisation

by the following attributes: selfless, agile, adaptable,

and together with my leadership team I have been

inclusive, emotional intelligence, decisive, courageous,

able to visibly implement our Africa strategy, ensuring

fearless, innovative, humble, visionary, resilient, caring,

that quality is at the heart of everything we do. My

collaborative, transparent, authentic, trustworthy, truthful,

vision has always been building a no 1 firm with quality

creativity, passion and critical thinking.

clients and people who are digitally fit, and as a team we have achieved that.

It takes leaders with a combination of all of the above to be able to lead successfully and thrive during

Through my proactive participation in structures such

difficult times. While it’s practically impossible for one

as BLSA, AMCHAM, BUSA and B4SA I have been able to

individual to have all these attributes, it’s important

elevate the profile of PwC and taken every opportunity

to have a leadership team with all the attributes as a

to actualise our purpose of building trust in society and

collective and team work becomes critical.

solving important problems. As corporates, we have a 2 1 ST E D I T I O N

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responsibility to implement programmes that contribute to the upliftment of our country. We have developed a societal purpose strategy called Reimagine Africa,

Skills for Society corporate responsibility day, in partnership with the Yes initiative. • Wellbeing is another of our focus areas. We

together, which is guided by UN SDGs focusing on seven

recognise the impact COVID has had on our

areas, being gender equality, good health, quality

mental and overall wellbeing and we have

education, good health and wellbeing, affordable and

had regular surveys to see how our people

clean energy, decent work and economic growth,

are managing with this. The responses we got

reducing inequalities and climate action.

helped shaped our talks and communications over the course of the year. It was important for

The following are a few examples where we are

us to let our people know that we truly do care

promoting transformation, I&D and contributing

about their wellbeing and that of their families.

towards addressing the seven areas: • We continue to maintain a level 1 BBBEE certificate. • We have a transformation and gender equality strategy with specific KPIs for partners, monitored by • We have a gender neutral succession plan. • We have a gender neutral procurement policy. • We have merit-based recruitment, promotion and retention criteria and practices. • We have gender responsive enterprise development and corporate responsibility programmes. • We support a number of SMME programmes, such as the BSSA Foundation, PwC’s Faranani Rural Women Training Initiative and Yes4Youth programmes to name a few. • Through the BSSA Foundation we provide business skills to previously disadvantaged communities, the majority being female. To date, we have successfully trained over 67,000 SMMEs who are running profitable businesses and creating sustainable jobs. • The Faranani Rural Women Training Initiative aims to unlock the business potential of women living in rural areas and empowers them to generate their own income The project has been rolled out across the country, with BSSA providing training as well as three months of mentorship and aftercare support. By mid-2021, over 4,000 women had been through the Faranani training and 68% of attendees have been able to increase profitability in their businesses. • We support the government’s yes4youth programme. In November 2020 we held our first

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membership with organisations that embrace the principles of gender equality. • Our commitment to net zero, for instance, has

leadership and the board regularly.

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• We are being deliberate about taking up

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been well articulated in line with our global firm’s commitment to this priority. We’re making a worldwide science-based commitment to reach net zero greenhouse gas emissions by 2030, and our SA firm is committed to helping make this happen. • We partner with skills development organisations to impart essential business skills and support. We’ve entered into a local collaboration with UNICEF to help prepare young people with relevant skills to enter the workforce. • Through our partnership with the UN Women’s HeForShe initiative, we’re working towards achieving global gender equality in the workplace and beyond. • We are providing pro bono services to the Solidarity Fund and Gender Based Violence & Femicide Response Fund. • We have also implemented an internal GBV policy, aimed at providing support to victims.

What have been some of your major obstacles and how did you overcome them? Bias is still a threat to our society. And it has also become very clear that access to jobs and the benefits that come with them can ‘make or break’ individuals, families, and communities. In order to ensure that access to these jobs and benefits is open equally to women, and to create a culture of female empowerment, we first need to address unconscious bias. At PwC we deem this to be

SHIRLEY MACHABA | INTERVIEW

the number one barrier preventing us from achieving a truly inclusive environment. We therefore have mandatory unconscious bias training for all of our people to understand exactly where their unconscious biases are, and how to overcome them. Policies should also be revisited to ensure they are gender neutral. At PwC our adoption, parental and paternity policies are gender neutral - this helps break the stereotype that parenting is a woman’s issue and assists all of our people as we work remotely and take on the additional responsibility of looking after children whilst they are at home. A focus on minimising the gender pay gap is also crucial. We need to report on any gaps and urgently implement policies, practices and processes to minimise these.

How would you describe your leadership style? My view is that I am unique and need not copy anybody’s leadership style and I don’t apply a “one size fit all” type - adaptability is my approach. I believe in lifting as I rise. No one should be left behind. Operating in silos dilutes power; my leadership style is collaboration with a focus on passing on wisdom. As part of continuously inspiring others, I use any opportunity to share my story - which includes successes and failures. A quality culture is something that as a firm we have been consistently driving and I take every opportunity to communicate this to our people to ensure it is part of our DNA. I believe in consultation through engaging a diverse team for fresh and innovative ideas. Visible leadership is also critical for me to remain impactful. Overall, I apply a democratic leadership style however I still take necessary decisions even if they make me unpopular.

How do you relax? I always find time in my busy schedule to spend with my family. I have a consistent routine. I do yoga for 20 minutes almost every day during the week early mornings before my schedule starts. I take regular breaks in between meetings, even if it’s 5 min just to breathe. Saturday is my “me time”. Early in the morning, I put on my sneakers and go for a jog for at least 10kms. That helps me clear my head and get energised, come Monday I am ready for the new week. If I’m not doing errands at different places I find

Do you have any tips/advice for aspiring accountants? I believe that the future is bright, therefore there are many opportunities for young people aspiring to leadership roles. We all have aspirations; however, you cannot be in a leadership role without depth - people won’t take you seriously. You need to accumulate experience in order to be confident. Don’t accept mediocre appointments - they will affect your wellbeing. Exercise ethical leadership to manage your reputation, show up and have confidence in yourself. And a final word of advice - don’t forget to have mentors; they are invaluable at any level. The road to success is not easy. It’s full of obstacles and you will fail at times. Don’t apologise for failure. Learn from it. Tell yourself it’s okay to be vulnerable. Make time for yourself and your dreams, and then go out and pursue them. If you fall, roll, stand up, dust yourself off and keep walking until you reach where you are going.

time to watch interesting movies and listen to great music.

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“IN MY HOUSE WE BELIEVEN IN SUPERHEROES!” MEET ANASTACIA TSHESANE

- DIVERSITY AND INCLUSION LEADER PWC By Fiona Wakelin

Please describe your journey to joining PwC. Growing up in a township, I was very aware of the challenges of poverty and lack of opportunities. As a result, I was very focused on education as a catalyst for the change I wanted to see. Being a CA was my dream from a very young age, so when I was successful in my application for a PwC bursary, I was determined to make the most of the opportunity this provided. I served my articles in PwC’s Banking and Capital Markets Division. I always loved a good challenge, and financial services wasn’t the most diverse arena at the time. This is why I was particularly intrigued to understand why that was; and there was no better place to find out than from within. I enjoyed my time in the banking and capital markets industry, and I loved the experience, exposure and support I got, all the way through to partnership.

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ANASTACIA TSHESANE | INTERVIEW

Since your admission to the partnership in 2012, your client work has focused on banking and capital markets, and other industry group audits. Please describe your current role and responsibilities. I’ve continued to focus on banking and capital markets, and highly-regulated industries within the consumer industrial products and services area, particularly multinational groups. What I’m most passionate about in my current role, as a member of our South Market Area executive team, is progressing transformation, diversity and inclusion – in both our workplace and society. Given my journey, I understand the barriers to entry, and the obstacles that pose a personal challenge to succeeding in the financial services industry. I feel a responsibility to directly and positively impact the journey of the generations that follow.

“

This is a critical time for business, educators, government and other stakeholders to work together in a more agile, resilient and inclusive manner...”

As Head of Diversity and Inclusion for PwC, what have been some of your major accomplishments – and how do you think we can speed up the transformation journey in SA? With this role, there is no personal accomplishment. I would emphasise that what we have achieved has been a team effort, supported by our values and advocated for by our leadership team. Some of the highlights have been the following:

How did COVID-19 impact you and your team?

We have increased the number of female

There were both positive and negative impacts on my

partners within the organisation, as well as the

team. On the positive side, innovation was enhanced.

leadership positions occupied by females.

It is possible to work differently, and that realisation has been accelerated and embraced. The biggest

We recently rolled out what we call the Inclusion

challenge was that boundaries were tested; we all

Badge – this is a platform that will enhance

had longer days but more than anything – we lost

inclusive leadership and therefore inclusion within

the personal touch to an extent. This made it more

the firm, with a targeted and progressive lens.

challenging to emphasise our culture and values when everyone was working remotely.

What is particularly close to my heart is ensuring that the firm has inclusive policies and targeted

I think by now everyone is familiar with the themes

programmes that focus on new graduates

relating to gender equality arising from the pandemic.

entering our business, so they have a positive

We’re seeing these issues reiterated in our regular

working experience.

research around remuneration trends and women in work research. The evidence emerging globally

Referring to the transformation aspect, there are

from the latter is that the damage from COVID-19

multifaceted challenges and obstacles that directly

and government response and recovery policies, are

impact transformation in South Africa. Most industries,

disproportionately being felt by women. In order to

including ours, have a mature understanding of these

undo the damage caused by COVID-19 to women in

challenges and have implemented appropriate strategies

work – even by 2030 – progress towards gender equality

to address them. Consistent application and continuous

needs to be twice as fast as its historical rate. As PwC’s

improvements to these existing strategies is the only way

Inclusion and Diversity Lead, this is a priority for me.

to ensure that transformation happens at a faster pace. 2 1 ST E D I T I O N

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INTERVIEW | ANASTACIA TSHESANE

What inspires you about what you do? I am inspired by the trailblazer leaders who have

Please share any exciting plans you may have for the future

come before me; they inspire me to progress that

While we have accomplished significant milestones

which they have started. Working with young people

in ensuring that inclusion and diversity enjoy the

and having access to agents of change also keeps

prominence that they deserve at PwC, there is still

me inspired and wanting to do more, be more and

much to be done. I look forward to building on the

impact more.

strong foundation that we have already established, in line with our purpose of building trust in society and

How would you describe your purpose?

solving important problems.

I see my purpose as being very aligned to where I began my personal journey. As a young black township girl, who has successfully scaled many obstacles, I feel privileged to be where I am. My purpose is to remove as many of those barriers, for as many women as I can, in order to see more young women lead in the corporate space.

How have you resolved the pain points in your career? Mentorship and resilience have been critical to me accomplishing what I set my mind to. Having mentors from diverse backgrounds has helped shape my critical thinking, self-awareness and ability to impact and influence. I have accepted that oftentimes, pain points are catalysts for growth. Being resilient and

Do you have a message for our readership?

able to learn from these is important for me. The role of business in society has changed

What advice do you have for aspirant accountants? Work hard and celebrate each milestone. Understand that growth in this profession is a journey. Be self-reflective.

dramatically. There’s greater focus on how organisations impact the world around them – affecting climate change, responsible investment, sustainable value chains, social mobility and inclusion and equality. Add COVID-19 and its associated challenges into the mix, and

Remember that each successfully navigated

there’s no doubt that a focused societal purpose

challenge increases your resilience.

strategy is imperative for any business that wants to have a sustainable impact. This is a critical time

If you had an extra hour in the day, how would you spend it?

for business, educators, government and other stakeholders to work together in a more agile,

I would spend half an hour reading more with

resilient and inclusive manner and to commit to a

my children, and the other half an hour watching

meaningful and sustained investment in societal

cartoons again with my children – in my household,

purpose. We all have a role to play in this.

we believe in superheroes.

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‘The only thing you’ll get when looking back is a stiff neck’ FOUNDER OF THE SORBET GROUP, IAN FUHR, TALKS PARADIGM SHIFTS AND CULTURE-DRIVEN LEADERSHIP HERE TO AC

The Hatch Institute: building a new breed of Leader purpose-fit for South Africa. His first business, K-Mart, catered to the black market in the late 1970s and early 1980s. Since then, Ian is passionate about fostering successful business cultures and creating a common purpose of obsessive customer service. In the early 1990s, Ian launched a labour consultancy called Labour Link, to assist businesses navigate race relations within their organisations during one of South Africa’s most tumultuous periods. He then launched Sorbet in 2004, which grew into the largest beauty salon chain in Africa. Today, Ian is passionate about grooming ‘cultureneers’ through his personal and leadership coaching and business support services at the Hatch Club.

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in South Africa – and the CEO of

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largest chain of beauty salons

founder of the Sorbet Group – the

Ian Fuhr is a serial entrepreneur,

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IAN FUHR | PODCAST

CEO of The Hatch Institute and Founder of the Sorbet Group, Ian Fuhr, has come a long way since starting his very first business in the late 1970s. Today, he is a respected serial entrepreneur with seasoned experience in leadership and creating exemplary business cultures. For Ian, culture always comes first; without it a business cannot thrive. In this Business Unusual podcast, Ralf Fletcher, CEO of Topco Media chats with Ian about facing failures head on and turning challenges into research for future business success. Together, Ralf and Ian unpack themes surrounding self-belief, crossing industry lines, building a strong culture that motivates employees, and learning to compromise. Ian provides insight into culture-driven leadership, building credibility, and challenging the status quo.

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: • Entrepreneurs cannot be afraid to make mistakes. Failure is the path to success – every entrepreneur needs to fail at least once on their journey to learn what not to do in the long run. • Beware of ‘arrogance’: Often success blinds us completely and we miss out on important tips. Remember that the only thing you’ll get when looking back at old successes, is a stiff neck – stay humble. • Be careful of making naive assumptions about the market you’re working in; know your competitors, the culture of the field, and stay abreast of market trends. • When you miss the mark, brush it off; you have to learn to be flexible and agile – pivoting is a required skill. • Self-belief is a vital characteristic. When you doubt yourself, you are setting yourself 10 steps back. • Try not to be ‘contaminated’ by the ways of predecessors and older business conventions – fresh eyes are ideal and will allow for disruption in your field – be a ‘pioneer’ and challenge the status quo. • When culture and service perfectly align it’s magic – this is the secret recipe for success and involves nurturing your people and purpose. • It’s all about service before rewards/money. Coach and teach your employees to serve well, and the financial rewards are bound to come – this is ‘the soul of Sorbet’. • It is essential to remain aware of the social and cultural circumstances of your team and customers. The sociopolitical environment in South Africa is highly sensitive. We must create conducive work environments for transformation and progress. • There is a sense of hopelessness in the country at the moment and business leaders need to foster more hope, opening the mounds of employees and customers, and learning to compromise and do things differently to get better results across the board.

CLICK HERE TO LISTEN TO THE FULL PODCAST

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Focusing on humanity HERE TO AC

the Payment Pebble. Stafford began as a network analyst at Telkom, and after a brief stint at Dimension Data he moved to the United States for almost a decade, working at Novell. On his return to South Africa he continued his journey with Novell as their country manager. Stafford then took on the pioneering task of localising Google’s services for the South African market, before venturing out as an entrepreneur and investor.

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S T S . > CL

guest lecturer and creator of

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tech investor, keynote speaker,

Bank and CSIR board member,

Stafford Masie is a Discovery

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STAFFORD MASIE TALKS ABOUT HOW EMPATHY AND LOVE CAN DRIVE CHANGE AND SUCCESS

C ES

STAFFORD MASIE | PODCAST

Stafford Masie has seen it all and done it all, and is now offering up

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

his experience and expertise as a member of various boards and lecturer at business schools. He’s gone from an analyst to a tech investor and is widely known as the man who brought Google to South Africa. Stafford considers himself lucky to have been able to have seen the birth of the internet as we know it, working in the US and South Africa as the technological landscape shifted and has gathered a treasure trove of knowledge.

• Choose people for your team who share love and empathy, because those are the people who need to be managed. • “Entrepreneurship is not for everyone, but everyone should try it once” • There are two types of entrepreneurs: inventive and innovative entrepreneurs. Innovative entrepreneurs take elements that already exist and combine them. Inventive entrepreneurs build things that do not exist • You must be led by conviction. Passion runs out.

In this Business Unusual podcast, Ralf Fletcher, CEO of Topco Media engages

Conviction will bring you back off the ground. • Focus on the client and all else will follow. Ask five

in conversation with Stafford Masie on

questions when focusing on the client: Does it make

how focusing on empathy,love and

it faster? Does it make it simpler? Does it make it

conviction can influence the teams and business we build and what this entails for the future. Stafford shares lessons from Google and gives tips on getting a competitive edge in what he terms as our “iPhone moment”.

more relevant? Can you deliver it with verbosity? Can you do it with agility? • You need people in your teams who bring an understanding of ethics and morality. • Humans yearn for three things: “We yearn for a legacy, we yearn for a community and we yearn for recognition.” • Everyone needs to ask themselves: Do we derive less value than we create? And are we building ecosystems or are we building products? • “Focusing on humanity is where you will get your competitive edge” • “The opportunity today is to release that latent human capital on the outside of your business, and that gives you the competitive edge.” • The three things that will define and drive the next ten years will be decentralised networks, working from home and mass digitalisation.

CLICK HERE TO LISTEN TO THE FULL PODCAST

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Taking on the “African Agenda” THOMAS GEORGE, MANAGING DIRECTOR & GEOGRAPHY HEAD: AFRICA AT WIPRO LIMITED, TALKS AGILITY, ALIGNMENT AND NEW TRANSFORMATION STRATEGIES HERE TO AC

S TH E B USI N

S T S . > CL I

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Thomas George, the Managing Director & Geography Head: Africa at Wipro Limited, was previously Business Head of Wipro Arabia Ltd – a JV between Wipro Ltd and Dar Al Riyadh. As the P&L owner for Wipro Arabia, Thomas was responsible for business growth, customer acquisitions, customer satisfaction, service delivery, business operations and people engagement across the region which consists of the Kingdoms of Saudi Arabia and Bahrain. Thomas has spent more than a decade in Wipro and has managed various roles including heading the business for Eastern part of India, Western part of India prior to Saudi Arabia. Prior to Wipro, Thomas has worked in organizations like Digital Equipment (India) ltd, Pertech Computers, Kshema technologies and has worked in geographies across India, Europe and Middle-east across Sales and business operations. In his previous roles, Thomas has established Wipro as a leading player in the respective geographies cutting across industries like BFSI, Government, telecom, Manufacturing, Energy and Utilities.

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THOMAS GEORGE | PODCAST

Thomas George, Managing Director & Geography Head: Africa at Wipro

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

Limited, is a seasoned professional in the IT and ICT space. Understanding much of

• In the current climate, one must adopt the philosophy that is

Wipro’s digital transformation processes,

“close to customer, close to team”. This will ensure customer

today, Thomas’s journey with the

centricity (improving your customer journey design) and

organisation has seen many structural

maintain a good in-house culture for any organisation.

changes and beneficial experiences.

• If you want to get somewhere in life, educate yourself.

Wipro has seen massive transformation over the past year, with a major focus on making the organisation as agile as possible. Thus, Thomas has key insight into business growth, customer acquisitions, customer satisfaction, and streamlined service delivery procedures. In this Business Unusual podcast, Ralf Fletcher, CEO of Topco Media, engages in conversation with Thomas George

Education and knowledge is a powerful tool that will drive success in any field. Learn and take in as much information relevant to your craft as possible to empower yourself. • Older organisational structures and strategies can often be limiting. Upgrade these elements to enhance and accelerate service delivery and boost organic growth and credibility with customers. • Your organisation’s key objective should be making sure that the market can empower and meet the needs of customers. Take a look at good, profitable assets that can boost existing offerings – taking the African agenda into account. • It is vital that any organisation, in IT and ICT especially,

to discuss “the new scheme of things”

understands its clients’ nuances – and vice versa.

in the IT and ICT sector. Thomas goes

Understand each others’ capabilities and contributions to a

in depth on topics such as customerbased business models, the simplification

mutual mission. • In terms of an “African Way” of doing things, there is much

of internal processes, value chain

complexity to consider. Looking after such a huge continent

enhancement and understanding the

requires relatability and empathy. Learn the local nuances

“African way” of going about business.

and economic priorities, and align your organisation’s values with this. • There is a critical gap that must be redressed: Women in IT. In aligning your organisation with the vision for the ‘kingdom’ or nation, it is important to create better job opportunities for women and create ‘knowledge hubs’ that empower them. • We need to stop taking potential jobs/workforce out of the country. We must keep this pool of talent inside our borders and enhance the country. This is where remote working and outsourcing can play a pivotal role. • Reach out to your communities and help individuals break into the mainstream market – especially women. Creating pockets of talent is essential, and these must be nurtured to make South Africa a strong global contender. We must create new, innovative opportunities, locally. • IT/ICT is a sector that moves and transforms quickly. You must

CLICK HERE TO LISTEN TO THE FULL PODCAST

find a way to pivot and keep up with new ways of working. Reinvent your organisation and re-train your people to ensure success and longevity.

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“ W e need to adopt a global mindset” NYIMPINI MABUNDA, CEO OF GENERAL ELECTRIC SOUTHERN AFRICA

chairman. He is also a former senior advisor for Boston Consulting Group (BCG) where he assisted the partners to build the business in Technology, Media, and Telecom (TMT) and Consumer Good Practices across sub-Saharan Africa. Nyimpini who holds an MBA from the University of Cape Town is a regular speaker and panelist at industry events, some highlights include his role as a judge and panelist at the Stanford University’s Africa Business Forum start up initiative, MC at the official Nelson Mandela Memorial in Uganda, and moderator at the ILLA Africa lawmakers conference. More recently Nyimpini was appointed Chair of U.S. Chamber’s U.S.-South Africa Business Council, the premier Washington-based business organisation dedicated to the economic relationship between the United States and South Africa. The Council represents America’s leading companies doing business with South Africa, and it is composed of senior executives of U.S. companies from every sector investing in South Africa. He is also currently publishing a book that will zoom in on the democratisation of mentorship.

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external boards as non-executive director and

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is a recognised industry leader who sits on

– Vodafone/ Vodacom and Diageo. Nyimpini

level for two major multinational businesses

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fulfilled roles at the Country/Divisional CEO

C ES

Prior to joining GE, Nyimpini Mabunda

HERE TO AC

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NYIMPINI MABUNDA | PODCAST

Nyimpini Mabunda, CEO of General Electric (GE) Southern Africa, has a fascinating background, having matriculated at just 15 and obtained his first degree at 18. Nyimpini is a continual learner and is passionate about skills development and job creation. In 2020, he became the President for Southern Africa Markets at GE, with expertise

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: • Anyone can become a business ‘maverick’, they just need access to quality guidance and coaching that will help them boost their confidence and foster a successful, healthy business mindset. • Even though South Africa is facing many challenges at present, we have a lot going for us right now. True entrepreneurs will, however, thrive in this chaos – it is an

in strategy, marketing, sales, digital

opportunity to find new solutions that could develop the

transformation, data analytics, business

market.

turnaround, private equity, stakeholder

• As the relationship between the US and Africa improves

management, and market development.

under Biden’s administration, we must leverage this

In this Business Unusual podcast, Ralf

companies – there is major investment potential now.

Fletcher, CEO of Topco Media, engages in conversation with Nyimpini Mabunda to discuss growth and challenges, as Mabunda believes that people simply need the correct guidance and confidence to achieve their business goals. He goes in depth on topics relating to investment potential, the intersection between Transformation and Technology,

condition to form critical partnerships with international • As entrepreneurs build new businesses, now, they must adopt a ‘global mindset’. Thinking internationally may seem intimidating, but entrepreneurs shouldnt limit themselves – it’s all about confidence and innovation! Get out of your comfort zone. • We are not localising enough. We cannot keep up with the “cut and paste” mentality. We need to find better solutions to distribution challenges, finding optimal talent that will move businesses forward, and garnering enough funds. • In terms of developing markets, it’s all about public-private

power sources and the economy, and

partnerships and funding – we must not ignore government

how to be a collaborative leader.

and cut corners. • Entrepreneurs need to understand themselves, but also understand the context of where they’re going. Get to know the culture and concerns and engage with your market. • There is much that can be learned from other African countries and their markets. Remain humble and open to learning. This trait will make you a great leader. • Your business’s operation model is it’s DNA. Without customers, the business has no revenue. Without revenue, there is no business. The philosophy that must be adopted is that everybody sells or does something which helps the frontline make sales. It’s about creating an experience, a culture, that will sell the brand. • Today, Digital Skills are vital. Thus, the tension between ‘legacy’ systems and new ‘digital’ systems and skills must

CLICK HERE TO LISTEN TO THE FULL PODCAST

be resolved. Business leaders need to really want it! You have to keep learning new skills and systems or you will stunt your growth.

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“ Transformation Informs Sustainable Success!” MFUNDO NKUHLU, COO AT THE NEDBANK GROUP HERE TO AC

Mfundo was appointed as Chief Operating Officer

S TH E B USI N

S T S . > CL I

in January 2015. He joined the group as Head of Nedbank Africa in 2004 and became Head of Corporate Banking in 2005. He became a member of the Group Executive Committee in 2008 and

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Managing Executive of Nedbank Corporate in 2009, delivering strong and consistent performance in the business. He was appointed to the boards of Nedbank Limited and Nedbank Group Limited on 1 January 2015. He also serves on the board of Ecobank Transnational Incorporated, in which Nedbank holds a 21,2% interest. As a member of the Group Executive Committee, Mfundo is closely involved in the oversight of business strategies across Nedbank and is responsible for leading and delivering changes to the target operating model. Before joining Nedbank, Mfundo was the Executive responsible for strategy, revenue and economic analysis at the South African Revenue Service and Chief Director of the Department of Trade and Industry, where he was responsible for Africa and the Middle East, as well as for the development and coordination of the economic strategy for the New Partnership for Africa’s Development (NEPAD).

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MFUNDO NKUHLU | PODCAST

Mfundo Clement Nkuhlu, Chief Operating Officer at the Nedbank Group, has served within the financial services company for more than 16 years. Mfundo holds a BA (Hons), Strategic Management in Banking (Insead), and has completed the Advanced Management Program at Harvard Business School, in the USA. Mfundo believes that banks need to navigate through dramatic changes in innovation and regulation, and that in

KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST: • The secret to success is combining hard work with smart work. Surround yourself with smarter and skilled people as this leads to amazing opportunities for growth and making headway. • Never stop learning. Learning and growth must be treated as a life-long enterprise. This will help you come to grips with the reality that challenges WILL arise. • A great skill to hone is being inclusive in your thinking.

working with others it is his responsibility to

Value Creation will come from collaborating with others.

be able to anticipate and assess impact

This is an opportunity to test and refine your ideas as you

on his people, the work environment, the

implement them.

business operating model, the culture and diversity, and solutions to the market. In this Business Unusual podcast, Ralf Fletcher, CEO of Topco Media, engages in conversation with Mfundo Nkuhlu to discuss value creation, being able to adapt, and how strategies are changing due to digital disruption. Mfundo goes in-depth on Smart Work, monitoring progress, successful execution of transformation strategies, and culture alignment.

• Remember that an idea may be good on paper, but it essentially comes down to how you’re able to put it into practice with the help of a great team and culture. • When all is said and done, it ultimately comes down to the people – they take your organisation forward. People require empathy and trust to get things accomplished – you will see tangible outcomes when you treat your people well. • The success of your organisation is bound by the overall success of our society. We need to understand the society we live in, the community and its people to work towards successful Transformation. • Recognise that the world we live in is driven by highpaced change, data and digital transformation. The Digital Revolution allows for more accuracy in our predictive behaviour. • Your organisation’s digital technology stack needs to form a robust digital system that is also agile; there needs to be mobility to respond to human needs. This is why business models are changing. • Each touchpoint of your customer experience needs to reflect, to the customer, that they (their needs) are being understood. Customers want their experience to be predictable and consistent across the board. • There are underpinning values that support the culture alignment and transformation efforts of an enterprise. Balance between culture and orientation is the key to symmetry and capability.

CLICK HERE TO LISTEN TO THE FULL PODCAST

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IMPUMELELO TOP EMPOWERMENT RESEARCH CRITERIA

SOUTH AFRICA’S

TOP EMPOWERED COMPANIES At a time when South Africa is grappling with the implementations of rapid economic transformation, hats off to the top empowered companies in the country.

Companies are assessed on the seven pillars of

Companies complying with the ownership and

empowerment as set out by the Department of

directorship requirements and exceeding the

trade, Industry and competition:

minimum turnover requirements are evaluated according to these criteria and points are allocated

•

Ownership

•

Management Control

•

Employment Equity

•

Skills Development

•

Preferential Procurement

•

Enterprise Development

•

Socio-Economic Development

relative to their performance. Impumelelo Top Empowerment does not, however, rank companies on the basis of the points scored, preferring rather to highlight all companies that perform above a certain level.

Key objectives of revised codes:

Further, eligibility is determined by compliance

• Drive growth of SMME black-owned enterprises

with the following requirements. These criteria are:

• Encourage job creation

• Black ownership as a share of total ownership

• Drive local manufacture and processing

• Black executive directors as a share of all

• Accelerate representation of black women,

executive directors • Black senior managers as a share of total

rural and the youth in economic activities • Eradicate fronting

senior management • Black employees as a share of total employment • Corporate social investment spend (in both absolute and relative terms) • Expenditure on skills development focused

Revised B-BBEE categories: • Ownership • Management Control

on empowering historically disadvantaged

• Skills Development

individuals

• Enterprise & Supplier Development

• Procurement practices

• Socio-Economic Development

The full A-Z listing of South Africa’s Top Empowered Companies can be viewed at topempowerment.co.za

194

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2 1 ST E D I T I O N

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

PRIMARY SEGMENT LISTING

SECONDARY SEGMENT LISTING

GENERAL MINING African Rainbow Minerals Limited

RESOURCES

AMIS

BASIC INDUSTRIES

MINING

Exxaro Resources Limited

CHEMICALS

COAL

Sibanye StillWater

CHEMICALS - COMMODITIES

Anglo American

Air Products South Africa (Pty) Ltd

Sasol Mining (Pty) Ltd

OIL & GAS

Chemical Initiatives (Pty) Ltd

Wescoal Holdings Limited

OIL & GAS - EXPLORATION & PRODUCTION

Elemental Analytics (Pty) Ltd

GOLD MINING

BP Southern Africa (Pty) Ltd

Foskor (Pty) Ltd

AngloGold Ashanti Limited

Easigas (Pty) Ltd

Omnia Property Group

FFS Refiners (Pty) Ltd

Engen Petroleum Limited

PLATINUM

Shell Downstream South Africa (Pty) Ltd

CHEMICALS - SPECIALITY A.B.E Construction Chemicals

Anglo American Platinum Limited Impala Platinum Holdings Limited

OIL & GAS - INTEGRATED

Aeci Limited

Royal Bafokeng Platinum Limited

Afric Oil (Pty) Ltd

Buckman Laboratories (Pty) Ltd

BP Southern Africa (Pty) Ltd

FFS Refiners (Pty) Ltd

OTHER MINERAL EXTRACTORS & MINES

Engen Petroleum Limited

Laser Chemicals (Pty) Ltd

Kzn Oils (Pty) Ltd

NCP Chlorchem (Pty) Ltd

Kumba Iron Ore Limited

Sasol Limited

Murray & Roberts Cementation (Pty) Ltd

Shell Downstream South Africa (Pty) Ltd Total South Africa (Pty) Ltd

BUILDING & CONSTRUCTION MATERIALS Afrisam (South Africa) (Pty) Ltd Flowtite SA Lafarge South Africa Massbuild (Pty) Ltd Peri Formwork Scaffolding Pretoria Portland Cement Company Limited

HOUSE BUILDING BL Williams Construction Company (Pty) Ltd Mathote Modula Building Systems (Pty) Ltd

2 1 ST E D I T I O N

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195

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

HEAVY CONSTRUCTION

FORESTRY & PAPER

The Bidvest Group Limited

ABE Construction Chemicals (Pty) Ltd

FORESTRY

African Rainbow Minerals Limited

Adenco Construction (Pty) Ltd

Hans Merensky Holdings (Pty) Ltd

Clyde Bergemann Africa (Pty) Ltd

AEL Mining Services (Pty) Ltd

Timrite (Pty) Ltd

Imperial Holdings Limited

PAPER Mondi Limited

ELECTRONIC & ELECTRICAL EQUIPMENT

Sappi Southern Africa Limited

ELECTRICAL EQUIPMENT

Grinaker-LTA B & W Instrumentation and Electrical Limited Edwin Construction (Pty) Ltd Fikile Construction (Pty) Ltd G4 Civils (Pty) Ltd Macsteel Service Centre SA (Pty) Ltd Motheo Construction Group (Pty) Ltd Power Group (Pty) Ltd Raubex Group Limited SMEC South Africa (Pty) Ltd WBHO Construction (Pty) Ltd

ACTOM (Pty) Ltd

STEEL & OTHER METALS

ARB Holdings Limited

NON-FERROUS METALS

Black Lite Energy (Pty) Ltd

B & E International (Pty) Ltd

CBI Electric: Aberdare ATC Telecom Cables (Pty) Ltd

Hulamin Operations (Pty) Ltd

IRON & STEEL ArcelorMittal South Africa Limited

OTHER CONSTRUCTION Enza Construction (Pty) Ltd

CBI-Electric: low voltage Colcab (Pty) Ltd Idube Electrical (Pty) Ltd

Aveng Manufacturing

Instrument Transformer Technologies (Pty) Ltd

Metal Plus South Africa

Revive Electrical Transformers (Pty) Ltd Schneider Electric SA (Pty) Ltd

OTHER MANUFACTURING

GENERAL INDUSTRIES

OTHER MANUFACTURING

AEROSPACE & DEFENCE

AECI Mining Solutions Limited

AEROSPACE

C.V Projects SA

Denel Aviation

Denel Pretoria Metal Pressings (Pty) Ltd Dosco Precision Hydraulics

DEFENCE

Elegant Plastics Displays cc

Denel Land Systems

ERB Technologies (Pty) Ltd

South Ocean Electrical Wire Company (Pty) Ltd Voltex (Pty) Ltd

ELECTRONIC EQUIPMENT Aberdare Cables (Pty) Ltd Allied Technologies Limited Ansys Limited Bytes Document Solutions

First National Battery

DIVERSIFIED INDUSTRIALS

Jendamark Automation (Pty) Ltd

DIVERSIFIED INDUSTRIALS

Lion Match Products (Pty) Ltd

Argent Industrial Limited

Permoseal (Pty) Ltd

Barloworld Limited

Regma South Africa (Pty) Ltd

Imperial Holdings Limited

Kyocera Document Solutions South Africa (Pty) Ltd

The Lion Match Company (Pty) Ltd

KAP Industrial Holdings Limited

Konica Minolta(Pty) Ltd

Trailtech WTVL cc

Southey Holdings (Pty) Ltd

196

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

Dartcom (Pty) Ltd Electronic Touch Systems (Pty) Ltd Kolok (A Division of Bidvest paper plus)

Golder Associates Africa (Pty) Ltd

Michelin Tyre Company SA (Pty) Ltd

Reunert Limited

Kantey & Templer (Pty) Ltd

VEHICLE DISTRIBUTION

Ricoh South Africa (Pty) Ltd

Naidu Consulting

Saab Grintek Technologies (Pty) Ltd

Rodecon Engineering cc

SGT Solutions

SCIP Engineering Group (Pty) Ltd

Siemens SA (Pty) Ltd

SRK Consulting (South Africa) (Pty) Ltd

ENGINEERING CONTRACTORS Aveng Rail Division of Aveng Africa (Pty) Ltd Barloworld Equipment Invicta Holdings Limited

ENGINEERING FABRICATORS John Thompson (a division of Actom (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Nashua (Pty) Ltd

AAD Truck And Bus (Pty) Ltd Bidvest McCarthy

WSP in Africa

HOUSEHOLD GOODS & TEXTILES CLOTHING & FOOTWARE Deneb Investments Corporation Limited Sweet-Orr & Lybro (Pty) Ltd

CYCLICAL CONSUMER GOODS

FURNISHINGS & FLOOR COVERINGS

AUTOMOTIVE & PARTS

CV Projects

AUTOMOBILES Barloworld Motor Retail South Africa

Floorworx Africa (Pty) Ltd Cecil Nurse a Division of Bidvest Office (Pty) Ltd

Nissan South Africa (Pty) Ltd

ENGINEERING - GENERAL

AUTO PARTS

Bearing Man Group (Pty) Ltd

Abes Technoseal

A.P.E Pumps (Pty) Ltd

Alfred Teves Brake Systems (Pty) Ltd

Aveng Water (Pty) Ltd

Deutz Dieselpower

Epiroc

Lumotech (Pty) Ltd

Howden Africa Holdings Limited

Metair Investments Limited

Hudaco Trading (Pty) Ltd

TFM Industries (Pty) Ltd

APPLIANCES & CONSUMER ELECTRONICS Ellies Holdings Limited Home of Living Brands (Pty) Ltd HomeChoice Holdings Limited Simmons SA (Pty) Ltd

OTHER TEXTILES & LEATHER GOODS

Kaymac (Pty) Ltd Liquid Automation Systems (Pty) Ltd

TYRES & RUBBER

Reutech Solutions

Bridgestone SA (Pty) Ltd

BKB Limited

SA Five Group (Pty) Ltd

CONSULTING ENGINEERS Aecom South Africa (Pty) Ltd Bigen Africa Services (Pty) Ltd Exigo Sustanability (Pty) Ltd Geosure (Pty) Ltd Gibb (Pty) Ltd

2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

197

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

NON-CYCLICAL COMSUMER GOODS

FOOD PROCESSORS

OTHER HEALTHCARE

Astral Operations Limited

South African National Blood Services (SANBS)

BEVERAGES - DISTILLERS & VINTNERS

AVI Limited Ciro Beverage Solutions (Pty) Ltd

PACKAGING

Distell Limited

Clover SA (Pty) Ltd

PACKAGING

Nederburg Wines (Pty) Ltd

Compass Group Southern Africa (Pty) Ltd

APL Cartons (Pty) Ltd

Excellent Meat Corporation (Pty) Ltd

Astrapak Limited

Foodcorp (Pty) Ltd

Bowler Metcalf (Pty) Ltd

Illovo Sugar (Pty) Ltd

Consol Glass (Pty) Ltd

In2food Group (Pty) Ltd

DBC Packaging (Pty) Ltd

SOFT DRINKS Sundew Food Manufacturers cc

FOOD PRODUCERS & PROCESORS FARMING Amadielo Agri (Pty) Ltd Astral Operations Limited County Fair Foods Crookes Brothers Limited Meadow Feeds Paarl RCL Foods Limited

FISHING Amawandle Hake (Pty) Ltd Irvin & Johnson Limited Oceana Group Limited Premier Fishing Sa (Pty) Ltd Sea Harvest Group Limited

Pioneer Foods (Pty) Ltd Rhodes Food Group (Pty) Ltd

Golden Era Group of Companies (Pty) Ltd

Sasko Bakeries

Mpact Limited

Sundew Food Manufacturers cc

Transpaco Limited

Tiger Brands Limited

HEALTH HEALTH MAINTENANCE ORGANISATIONS BSN Medical (Pty) Ltd Discovery Health (Pty) Ltd

Medscheme Holdings (Pty) Ltd Life healthcare Group Holdings

PERSONAL PRODUCTS Amka Products (Pty) Ltd HPC & B Quality Products (Pty) Ltd

PHARMACEUTICALS & BIOTECHNOLOGY PHARMACEUTICALS

Life Healthcare Group Holdings Limited

IMPUMELELO TOP EMPOWERMENT

PERSONAL CARE & HOUSELHOLD PRODUCTS

Discovery Holdings Limited

HOSPITAL MANAGEMENT & LONG-TERM CARE

198

Future Packaging & Machinery (Pty) Ltd

Adcock Ingram Limited Ascendis Health Limited Aspen Pharmacare Holdings Limited Sanofi-Aventis South Africa (Pty) Ltd

MEDICAL EQUIPMENT & SUPPLIES

BIOTECHNOLOGY

Safmed (Pty) Ltd

The Scientific Group (Pty) Ltd

2 1 ST E D I T I O N

CYCLICAL SERVICES

Mr Price Group Limited

Emnotweni Casino

Queenspark Clothing Centre (Pty) Ltd

Emperors Palace

Rex Trueform Clothing Company Limited

Garden Route Casino (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

TERTIARY SEGMENT LISTING

KwaZulu Natal Gaming & Betting Board

INDUSTRIAL GOODS

TRADE

HIRING SUPPLY

IMPORT & EXPORT

PLANTS & EQUIPMENT RENTAL

Allied Putziger (Pty) Ltd

Jabula Plant Hire (Pty) Ltd

Irizar Southern Africa (Pty) Limited

Turner Morris Manufacturing (Pty) Ltd

Merafe Resources Limited

ELECTRONICS EQUIPMENT RENTAL

WHOLESALE

CCTV Security Surveillance Gauteng (Pty) Ltd

Universal Footwear & Trading Company (Pty) Ltd

Media Film Service (Pty) Ltd

BATHU

Monte Casino Peermont Global (Pty) Ltd Phumelela Gaming & Leisure Limited Grand West (Pty) Ltd Tsogo Sun Caledon (Pty) Ltd Tsogo Sun Holdings Limited

ARB Electrical Wholesalers (Pty) Ltd

HOME ENTERTAINMENT Southern African Music Rights Organisation (SAMRO) Ster-Kinekor Theatre

GENERAL RETAILERS

DISTRIBUTORS

SHOPPING CENTRES

Bearings International

HOTELS

V&A Waterfront Waterfront

Allandale Trading

City Lodge Hotels Limited

Bearings International

Coastlands Durban (Pty) Ltd

RETAILERS - HARDLINES

BEP Bestobell (Pty) Ltd

Emperors Palace

Ackermans

Drager South Africa (Pty) Ltd

Southern Sun Hotels (Pty) Ltd

AJM Sales & Services cc

Elephant Lifting Equipment (a division of Torres Holdings (Pty) Ltd

Sun International Limited

Astore Africa Combined Motor Holdings Limited Fig Technology (Pty) Ltd Forms Media Independent Africa (Pty) Ltd

Tsogo Sun Hotels

Fuchs Lubricants South Africa (Pty) Ltd Gripper & Co (Pty) Ltd

TRAVEL & RELATED SERVICES

Imperial Cold Logistics (Pty) Ltd

City of Choice Travel & Tours (Pty) Ltd

Imperial Fast & Fresh (Pty) Ltd

Introstat (Pty) Ltd

Natal Coastal Communications

Ithuba Valves & Industrial Supplies cc

Page Automation (Pty) Ltd

Leitam Business solutions

Printacom (Pty) Ltd

Travel Wth Flair (Pty) Ltd

TOURISM BODIES Northern Cape Tourism Authority

Lewis Group Limited Neo Technologies (Pty) Ltd

LEISURE, ENTERTAINMENT & HOTELS

South African National Parks ( SANParks)

Seartec Trading (Pty) Ltd

GAMING

Table Mountain National Park

Tile Africa

Akani Egoli (Pty) Ltd

Trade and Investment Kwa-Zulu Natal

RETAILERS - SOFT GOODS 2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

199

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

MEDIA & PHOTOGRAPHY

FACILITIES MANAGEMENT

LRMG

BROADCASTING CONTRACTORS

Bidvest Facilities Management (Pty) Ltd

Marthinusen & Coutts

African Media Entertainment Limited

Peermont Global (Pty) Ltd

Mindcor (Pty) Ltd

Multichoice South Africa (Pty) Ltd

Tsebo Facility Solutions (Pty) Ltd

Minerals Operation Executive (Pty) Ltd

Primedia Broadcasting (Pty) Ltd Sentech (SOC) Limited

LAW SERVICES Adams & Adams Attorneys

CABLE & SATELLITE

Malherbe Rigg & Ranwell Inc

Multichoice South Africa (Pty) Ltd

Spoor & Fisher

Supersport International (Pty) Ltd

Strauss Daly Incorporated Webber Wentzel

Perishable Products Export Council Board (PPECB) Plus 94 Research (Pty) Ltd Purchasing Consortium Southern Africa Teba (Pty) Ltd Turner & Townsend (Pty) Ltd Uwin Iwin Incentives (Pty) Ltd

MEDIA AGENCIES HWB Communications (Pty) Ltd Media 24 Limited

EXHIBITION & CONFERENCE FACILITIES & FACILITATORS

Primedia Outdoor

Atterbell Investments (Pty) Ltd

South African Broadcasting Corporation Limited (SABC)

ICC Durban (Pty) Ltd

SUPPORT SERVICES CATERING SERVICES Bidfood (Pty) Ltd

Reed Exhibitions Venue Management

MANAGEMENT CONSULTING Enviroserv (Pty) Ltd Nikha Technology Group

Element Six Production (Pty) Ltd Sodexo Southern Africa (Pty) Ltd Tsebo Holdings & Operations (Pty) Ltd Vulcan Catering Equipment (Pty) Ltd

BUSINESS SUPPORT SERVICES Achievement Awards Group (Pty) Ltd

Automotive Industry Development Centre (Pty) Ltd (AIDC)

Institute of People Management (IPM) Omni HR Consulting

EMPLOYMENT AGENCIES Adcorp Holdings Limited Ayanda Mbanga Communications (Pty) Ltd

DAV Professional Placement Group Express Employment Professionals (Pty) Ltd Isilumko Staffing (Pty) Ltd Manpower SA (Pty) Ltd

CSG Holdings Limited

Mindcor (Pty) Ltd

Edge Growth (Pty) Ltd

Mindworx Consulting (Pty) Ltd

Elb Group Limited

Primeserv Group Limited

Goldberg, de Villiers & Myburgh (Pty) Ltd

Professional Career Services (Pty) Ltd

Greymatter & Finch (Pty) Ltd

Quest Staffing Solutions (Pty) Ltd

Ipsos (Pty) Ltd

Teba Limited

Knowledge Factory (Pty) Ltd

IMPUMELELO TOP EMPOWERMENT

ADvTECH limited

Callforce

ASI Financial Services

200

EDUCATION & BUSINESS TRAINING

2 1 ST E D I T I O N

DHL International (Pty) Ltd

Securitas SA (Pty) Ltd

Dynamic Express Services cc Globeflight Worldwide Express SA (Pty) Ltd

PROFESSIONAL SERVICES

Golden Arrow Bus Services (Pty) Ltd

Dna Brand Architects

Kintetsu World Express South Africa (Pty) Ltd

Empowerdex (Pty) Ltd

OneLogix Group Limited

Productivity SA

PassengerRail Agency of South Africa ( PRASA)

Turner & Townsend (Pty) Ltd

Savino Del Bene SA (Pty) Ltd Super Group Holding (Pty) Ltd

POST, PARCEL & COURIER

Transnet SOC Limited

Ram Transport South Africa (Pty) Ltd DHL International (Pty) Ltd

Xeon Holdings (Pty) Ltd

TRANSPORT

ENVIRONMENTAL CONTROL Interwaste Holdings Limited

SHIPPING & PORTS

AIRLINES, AIRPORTS & AIR CHARTER

AMSOL - African Marine Solutions

Air Traffic and Navigation Services Company Limited

Toll Global Forwarding (SA) (Pty) Ltd

Airports Company South Africa (SOC) Limited Bidvest Cargo (Pty) Ltd

Sturrock Grindrod Maritime (Pty) Ltd

Transnet National Ports (Pty) Ltd

NON-CYCLICAL SERVICES

Comair Limited

CONTRACT CLEANERS & HYGIENE SERVICES

Value Group Limited

FOOD & DRUG RETAILERS

SAFAIR Operations (Pty) Ltd

Pick n Pay Stores Limited

South African Civil Aviation Authority

Bidvest Services (Pty) Ltd

Spar Group Limited Shoprite Limited

Bidvest Steiner (Pty) Ltd

CAR HIRE

Masana Hygiene Services cc

Bidvest Car Rental (Pty) Ltd

Rentokil Initial (Pty) Ltd

CMH Car Hire (Pty) Ltd

TELECOMMUNICATION SERVICES

Europcar Southern Africa

FIXED-LINE TELECOM SERVICES

Woolworths Holdings Limited

SECURITY & ALARM SERVICES

Telkom SA SOC Limited

Bidvest Protea Coin (Pty) Ltd

RAIL, ROAD & FREIGHT

Elvey Security Technologies Inc.

Altech Netstar (Pty) Ltd

WIRELESS TELECOM SERVICES

Excellerate Security Services

Bidvest Panalpina Logistics

Cell C (Pty) Ltd

Fidelity ADT Security Group (Pty) Ltd

Cargo Carriers Limited

MTN Group Limited

iMvula Quality Protection

Pioneer Freight Johannesburg (Pty) Ltd

Vodacom Group Limited

2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

201

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

National Security & Fire (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

UTILITIES

INSURANCE NON-LIFE

POWER & WATER

AIG South Africa Limited

ELECTRICITY SUPPLY & DISTRIBUTION

AON South Africa (Pty) Ltd

ACTOM (Pty) Ltd

Old Mutual Insure Limited

Eskom Holdings Limited

Outsurance

M-tech Industrial

Santam Limited

WATER SUPPLY & DISTRIBUTION

Sabvest Capital

Hollard Life Assurance Company Limited

OTHER INSURANCE MMI Holdings Limited

Bloem Water Inkomati-Usuthu Catchment Management Agency Johannesburg Water (Pty) Ltd Rand Water Siza Bantu Plumbing Contractors cc Umgeni Water

LIFE ASSURANCE LIFE ASSURANCE AVBOB - Mutal Assurance Society Clientele Life Assurance Company Limited Discovery Life Liberty Holdings Limited MMI Holdings Limited

FINANCIAL BANKS BANKS ABSA Bank Limited African Bank Investments Limited Albaraka Bank Limited Development Bank Of Southern Africa Firstrand Limited Grindrod Bank Limited Mercantile Bank Holdings Limited Nedbank Group Limited Standard Bank Group Limited

Rand Merchant Insurance Holdings Limited

Old Mutual Life Assurance Company South Africa Limited Sanlam Limited

Sasfin Holdings Limited Transpaco Limited

HOLDING COMPANIES Accentuate Limited Aveng Africa Limited Enviroserv Holdings Limited EOH Holdings Limited MMI Holdings Limited MoneyWeb Holdings Limited Luxe Holdings Limited

REAL ESTATE REAL ESTATE HOLDINGS & DEVELOPMENT Dipula Income Fund Limited Growthpoint Properties Limited Investec Property Fund PRASA CRES Limited

INVESTMENT COMPANIES

Redefine Properties Limited

African Equity Empowerment Investments Limited

SA Corporate Real Estate Fund

Allan Gray (Pty) Ltd

Vukile Property Fund Limited

Cognition Holdings Limited Coronation Fund Managers Limited Grand Parade Investments Limited Growthpoint Properties Limited

PROPERTY AGENCIES Broll Property Group (Pty) Ltd Redefine Properties Limited

Hosken Consolidated Investments Limited

INSURANCE INSURANCE BROKERS Indwe Risk Services (Pty) Ltd Lion of Africa Insurance Company Limited

202

IMPUMELELO TOP EMPOWERMENT

Hudaco Trading (Pty) Ltd

SPECIALITY & OTHER FINANCE

Investec Limited

ASSET MANAGERS

ISA Holdings Limited

Argon Asset Management (Pty) Ltd

Prescient Limited

Delta Property Fund Limited

PSG Group Limited

Ingonyama Trust Board

2 1 ST E D I T I O N

Royal Bafokeng Holdings (Pty) Ltd

Dimension Data (Pty) Ltd

Pragma Africa (Pty) Ltd

SekelaXabiso (Pty) Ltd

DVT (Pty) Ltd

PSG Fund Management (Pty) Ltd

eNetworks cc

PWC Combined Systems (Pty) ltd

INVESTMENT ENTITIES

EOH Consulting (Pty) Ltd

Stanlib wealth management Limited

INVESTMENT ENTITIES

EOH IBM Services

Sygnia Limited

Business Partners Limited

EOH Microsoft Services (Pty) Ltd

Dipula Income Fund Limited

Mustek Limited

CONSUMER FINANCE

Emira Property Fund

Pinnacle Micro (Pty) Ltd

ABSA Vehicle and Asset Finance

Industrial Development Corporation of South Africa Limited (IDC)

Tarsus Technologies (Pty) Ltd

Diners Club (SA) (Pty) Ltd Experian South Africa (Pty) Ltd

Kwa-Zulu Natal Growth Fund (KZN Growth Fund)

TransUnion Credit Bureau (Pty) Ltd

Vunani Property Fund

INVESTMENT BANKS Novare Holdings (Pty) Ltd

MORTGAGE FINANCE

Datatec Limited MTN Business Solutions (Pty) Ltd

INFORMATION TECHNOLOGY HARDWARE

Finbond Mutual Bank (Pty) Ltd SA Home Loans

Mustek Limited

SOFTWARE Accsys (Pty) Ltd Accutrak (Pty) Ltd Blue Turtle Technologies (Pty) Ltd

NEO Technologies (Pty) Ltd

Elvey Security Technologies (a division of Hudaco Trading (Pty) Ltd

Rectron (Pty) Ltd

Konica Minolta South Africa

Sasfin Premier Holdings Transaction Capital Limited

Vukani Technologies (Pty) Ltd

INTERNET

INFORMATION TECHNOLOGY

COMPUTER HARDWARE

OTHER FINANCIAL

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Nedbank Private Wealth (Pty) Ltd

TELECOMMS EQUIPMENT

React 24

Siemens South Africa (Pty) Ltd

T-Systems SA (Pty) Ltd

SOFTWARE & COMPUTER SERVICES

TELECOMMS SOLUTIONS

COMPUTER SERVICES

Broadband Infraco (Pty) Ltd

Adapt IT Holdings Limited

Celcom Group (Pty) Ltd

Altron TMT SA Group (Pty) Ltd

Drive Control Corporation (Pty) Ltd

Alviva Holdings Limited

Vox Telecommunications (Pty) Ltd

ACCOUNTING & CONSULTING Accensis Chartered Accountants (SA) ASI Financial Services (Pty) Ltd Auditor-General South Africa Brimstone Investment Corporation Limited Grant Thornton South Africa Hosken Consolidated Investments Limited

Altron TMT SA Group (Pty) Ltd

Aptronics (Pty) Ltd

Hospitality Property Fund Limited

ASEDA Consulting Engineers (Pty) Ltd

LOGISTIC SOLUTIONS

Nexia SAB&T (Pty) Ltd

Axiz (Pty) Ltd

AJA Transport (PTY) LTD

Novare Actuaries (Pty) Ltd

AYO Technology Solutions Limited

Imperial Logistics

PKF (PE) Inc

Datacentrix Holdings Limited 2 1 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

203

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Cape Agulhas Local Municipality

Mnquma Local Municipality

Cederberg Local Municipality

Molemole Local Municipality

Chief Albert Luthuli Local Municipality

Ntabankulu Local Municipality

GOVERNMENT ORGANISATIONS

City Of Matlosana Local Municipality

Overstrand Local Municipality

City of Tshwane Metropolitan Council

Polokwane Local Municipality

LOCAL GOVERNMENT

Dawid Kruiper Local Municipality

Prince Albert Local Municipality

UNICITIES/METRO MUNICIPALITIES

Dihlabeng Local Municipality

Ramotshere Moiloa Local Municipality

City of Cape Town Administration

Dr Nkosazane Dlamini Zuma Local Municipality

Raymond Mhlaba Local Municipality

PUBLIC SEGMENT LISTING

City of Johannesburg Metropolitan Municipality

Edumbe Local Municipality

Richtersveld Local Municipality Rustenburg Local Municipality

City of Tshwane Metropolitan Municipality

Elias Motsoaledi Local Municipality

Ekurhuleni Metropolitan Municipality

Elundini Local Municipality

Ethekwini Metropolitan Municipality

Emakhanzeni Local Municipality

Mbombela Local Municipalities

Gamagara Local Municipality

Nelson Mandela Bay Metropolitan Municipality

George Local Municipality

Thabo Mofutsanyane District Local Municipality

Govan Mbeki Local Municipality

Tswelopele Local Municipality

Greater Giyani Local Municipality

Umuziwabantu Local Municipality

Port St Johns Local Municipality

Saldanha Bay Local Municipality Sol Plaatjie Local Municipality Stellenbosch Local Municipality

Greater Kei Local Municipality

LOCAL COUNCILS/ MUNICIPALITIES

Greater Kokstad Local Municipality

DISTRICT MUNICIPALITIES

Greater Letaba Local Municipality

A2Z Chemical and Industrial Supplies cc

Greater Taung Local Municipality

Alfred Nzo District Municipality

Greater Tzaneen Local Municipality

Amajuba District Municipality

Hessequa Local Municipality

Amathole District Municipality

Ingquza Hill Local Municipality

Bojanala Platinum District Municipality

Joe Morolong Local Municipality

Buffalo City Metropolitan Municipality

Kamiesberg Local Municipality

Cape Wineland District Municipality

Bergrivier Local Municipality

King Sabata Dalindyebo Local Municipality

Capricorn District Municipality

Bitou Local Municipality

Knysna Local Municipality

Blouberg Local Municipality

Kou-Kamma Local Municipality

Blue Crane Route Local Municipality

KwaDukuza Local Municipality

Dr Ruth Segomotsi Mompati District Municipality

Breede Valley Local Municipality

Laingsburg Local Municipality

Eden District Municipality

Bushbuckridge Local Municipality

Matatiele Local Municipality

Ehlanzeni District Municipality

Camdeboo Local Municipality

Mnquma Local Municipality

Fezile Dabi District Municipality

Abaqulusi Local Municipality Aganang Local Municipality Amahlathi Local Municipality Ba-Phalaborwa Local Municipality Beaufort West Local Municipality Bela-Bela Local Municipality Benoni City Council

204

IMPUMELELO TOP EMPOWERMENT

2 1 ST E D I T I O N

Central Karoo District Municipality Chris Hani District Municipality

Greater Sekhukhune District Municipality Harry Gwala District Municilpaty Ilembe District Municipality

LOCAL GOVERNMENT AGENCIES & BODIES

Department of Agriculture, Conservation, Environment and Rural Development - North West

City of Johannesburg Property Company SOC (Limited)

Department of Agriculture, Land Reform and Rural Development - Northern Cape

Chartered Institute of Procurement and Supply (Africa) (CIPS) City of Joburg Property Company (Pty) Ltd

Department of Agriculture, Rural Development and Land Administration - Mpumalanga

Coega Development Corporation (Pty) Ltd

Department of Community Safety - Gauteng

Durban Investment Promotion Agency (DIPA)

Department of Community Safety - Western Cape

Kenneth Kaunda (Dr) District Municipality

East London Industrial Development Zone SOC Limited

Department of Community Safety And Liaison - Kwazulu-Natal

Kgalagadi District Municipality

Eastern Cape Gambling & Betting Board

King Cetshwayo District Municipality

Inkomati-Usuthu Catchment Management Agency

Department of Community Safety and Transport - North West

Joe Gqabi District Municipality John Taolo Gaetsewe District Municipality Kaunda District Municipality Formerly known as Southern District Municipality

Knnechkaunda District Municipality Lejweleputswa District Municipality

Johannesburg Development Agency (Pty) Ltd

Lidonga Minerals (Pty) Ltd

Johannesburg Housing Company NPS

Metsweding District Municipality

Johannesburg Roads Agency (Pty) Ltd

Mopani District Municipality

Mandela Bay Development Agency

Motheo District Municipality Namakwa District Municipality

PROVINCIAL GOVERNMENT

Ngaka Modiri Molema District Municipality

PROVINCIAL GOVERNMENT DEPARTMENTS

Overberg District Municipality Overstrand Local Municipality

Department Human Settlements Mpumalanga

Richtersveld Local Municipality

Department of Agriculture - Free State

Sedibeng District Municipality

Department of Agriculture - Limpopo

Ugu District Municipality

Department of Agriculture - Western Cape

Umgungundlovu District Municipality

Department of Agriculture & Rural Development - Eastern Cape

Vhembe District Municipality Waterberg District Municipality West Coast District Municipality West Rand District Municipality Xhariep District Municipality Zululand District Municipality

Departmentof Community Safety, Security And Liaison - Mpumalanga Department of Cooperative Governance and Traditional Affairs - Eastern Cape Department of Cooperative Governance and Traditional Affairs - Free State Department of Cooperative Governance and Traditional Affairs - Gauteng Department of Cooperative Governance and Traditional Affairs - Northern Cape Department of Cooperative Governance and Traditional Affairs-Kwazulu-Natal Department of Coooperative Governance, Human Settlement and Traditional Affairs - Limpopo Department of Cultural Affairs and Sport - Western Cape Department of Culture, Arts And Traditional Affairs - North West Department of Culture, Sport and Recreation - Mpumalanga

Department of Agriculture & Rural Development - Free State

Department of Economc, small business development, tourism and environmental affairs

Department of Agriculture & Rural Development - Gauteng

Department of Economic Development - Gauteng

Department of Agriculture & Rural Development - KwaZulu Natal

Department of Economic Development - KwaZulu-Natal

Department of Agriculture & Rural development - Limpopo

Department of Economic Development - Northern Cape

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Gert Sibande District Municipality

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Department of Economic Development & Tourism & Environmental Affairs - KwaZulu-Natal

Department of Finance - North West

Department of Economic Development and Enviromental Affairs - Eastern Cape

Department of Finance - Western Cape

Department of Finance - Northern Cape

Department of Economic Development And Tourism - Mpumalanga

Department of Finance, Economic Development & Environmental Affairs - Eastern Cape

Department of Economic Development and Tourism - Western Cape

Department of Health - Eastern Cape Department of Health - Free State

Department of Economic Development and Tourism- Northern Cape

Department of Health - Gauteng

Department of Economic Development, Environment and Tourism - Limpopo

Department of Health - KwaZulu-Natal

Department of Economic Development, Environment and Tourism - Mpumalanga

Department of Health - Limpopo Department of Health - Mpumalanga

Department of Economic Development, Tourism and Environmental Affairs - KwaZulu-Natal

Department of Health - North West Department of Health - Northern Cape

Department of Economic small business Development, Tourism and Environmental Affairs - Free State

Department of Health - Western Cape Department of Health & Social Development - Limpopo

Department of Education - Eastern Cape

Department of Health and Social Development - North West

Department of Education - Free State Department of Education - Gauteng

Department of Housing - Eastern Cape

Department of Education - Kwa-zulu Natal Department of Education - Limpopo Department of Education - Mpumalanga Department of Education - North West Department of Education - Northern Cape Department of Education - Western Cape Department of Education and Sport Development - North West

Department of Housing - Gauteng Department of Human Settlements - Gauteng Department of Human Settlements - KwaZulu Natal Department of Human Settlements - KwaZulu-Natal Department of Human Settlements - Mpumalanga

Department of Local Government & Housing - Gauteng Department of Local Government & Human Settlements - North West Department of Local Government & Traditional Affairs - KwaZulu-Natal Department of Local Government & Traditional Affairs - Northern West Department of Local Government and Housing - Limpopo Department of Local Government and Traditional Affairs - Eastern Cape Department of Police, Roads and Transport - Free State Department of Provincial Legislature - Free State Department of Provincial Legislature - Limpopo Department of Provincial Legislature - Mpumalanga Department of Provincial Legislature - Northern Cape Department of Provincial Planning and Treasury - Estern Cape Department of Provincial Treasury - Free State Department of Provincial Treasury - Limpopo Department of Public Safety - North West Department of Public Safety, Security and Liaison - Limpopo Department of Public Works - Eastern Cape Department of Public Works - KwaZulu-Natal

Department of e-Government - Gauteng

Department of Human Settlements - North West

Department of Environment and Nature Conservation - Northern Cape

Department of Human Settlements - Western Cape

Department of Environmental Affairs and Development planning - Western Cape

Department of Human Settlements - Free State

Department of Environmental Affairs and Nature Conservation - Northern Cape

Department of Human Settlements - Gauteng

Department of Finance - Eastern Cape

Department of Infrastructure Development - Gauteng

Department of Public Works, Roads & Transport - North West

Department of Local Government - Western Cape

Department of Public Works, Roads and Transport - Mpumalanga

Department of Finance - KwaZulu-Natal Department of Finance - Mpumalanga

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Department of Public Works & Roads - Limpopo Department of Public Works & Roads - North West Department of Public Works and Infrastructure - Free State

Department of Sports, Arts, Culture & Recreation - Gauteng

Department of Roads & Public Transport - Limpopo

Department of Tourism - Northern Cape

Department of Roads & Public Works - Eastern Cape Department of Roads And Public Works - Northern Cape Department of Roads and Transport - Gauteng Department of Rural Development and Agrarian Reform - Eastern Cape Department of Rural, Environment & Agricultural Development - North West Department of Safety and Liaison - Eastern Cape Department of Safety and Liaison - Limpopo Department of Social Development - Eastern Cape Department of Social Development - Free State

Department of Transport - Eastern Cape Department of Transport - Kwazulu-Natal Department of Transport - Limpopo Department of Transport & Safety - Eastern Cape Department of Transport and Public Works - Western Cape Department of Transport, Safety and Liason - Northern Cape

Office of the Premier - Northern Cape Office of the Premier - Western Cape Office of the Premier - Western Cape Provincial Treasury - Western Cape Provincial Treasury - Free State Social Services and Population Development - Northern Cape South African Police Services (SAPS) - KwaZulu-Natal Sport, Arts and Culture - North West Sport, Arts and Culture - Northern Cape

Department of Treasury - Eastern Cape Department of Treasury - Gauteng Department of Treasury - Kwazulu-Natal Department of Treasury - Mpumalanga Department of Treasury - Western Cape Department: Police, Roads and Transport

The Department of Agriculture & Rural Development - KwaZulu-Natal Western Cape Provincial Treasury (WCPT)

PROVINCIAL GOVERNMENT AGENCIES Agribusiness Development Agency - KwaZulu Natal

Department of Social Development Gauteng

Departmentof Arts and Culture - Kwa-Zulu natal

Department of Social Development - Limpopo

Eastern Cape Department of Human Settlement

Department of Social Development - Mpumalanga

Eastern Cape Provincial Legislature

CapeNature

Education - Western Cape

Casidra (SOC) Limited

Gauteng Provincial Legislature

Department of Rural, Environment and Agricultural Development - North West

Department of Social Development - North West

AsgiSA Eastern Cape (Pty) Ltd Blue IQ Investment Holdings (Pty) Ltd

Department of Social Development - Northern Cape

Limpopo Economic Development, Environment and Tourism

Department of Social Development - Western Cape

Local Government and Traditional Affairs - North West

Department of Sport and Recreation - KwaZulu-Natal

MEC for Arts, Culture, Sport and Recreation in KwaZulu Natal

Department of Sport, Arts and Culture - Limpopo

Office of the Premier - Eastern Cape

Free State Development Corporation

Office of the Premier - Free State

Free State Gambling and Racing Board

Office of the Premier - Gauteng

Gauteng Economic Development Agency (GEDA)

Department of Sport, Arts and Culture - North West Department of Sport, Arts and Culture - Northern Cape Department of sport, Arts, Culture and recreation - Free State Department of Sports, Arts, Culture & Recreation - Eastern Cape

Department of Agriculture, Rural Development, Land and Environmental Affairs- Mpumalanga Eastern Cape Development Corporation Eastern Cape Gambling & Betting Board

Office of the Premier - Kwa-Zulu Natal Office of the Premier - Limpopo Office of The Premier - Mpumalanga Office of the Premier - North West

Gauteng Enterprise Propellar (GEP) Gauteng Gambling Board Gauteng Growth and Development Agency.

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Department of Roads & Public Transport - Gauteng

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Department of Home Affairs Department of Human Settlements Department of International Relations and Cooperation (DIRCO) Department of Justice and Constitutional Development Department of Labour Department of Mineral Resources and Energy Department of Performance and Evaluation Housing Development Agency

NATIONAL GOVERNMENT

Ithala Development Finance Corporation Limited

NATIONAL GOVERNMENT DEPARTMENTS

Johannesburg City Parks & Zoo Kwa-Zulu Natal Gambling and Betting Board

Department of Public Service and Administration

Department 0f Communications

Department of Public Works

Department of Agriculture, Forestry and Fisheries

Limpopo Economic Development Enterprise

Department of Arts And Culture

Mpumalanga Economic Regulator (MER) North West Development Corporation North West Gambling Board North West Provincial Legislature Roads Agency Limpopo (Pty) Ltd

Department of Public Enterprises

Civilian Secretariat For Police

Limpopo Economic Development Agency (LEDA)

Mandela Bay Development Agency

Department of Planning, Monitoring & Evaluation

Department of Basic Education Department of Community Safety - Western Cape Department of Cooperative Governance & Traditional Affairs Department of Correctional Services Department of Defence and Military Veterans

Department of Rural Development & Land Reform Department of Science and Technology Department of Small Business Development-- SMME Development Department of Social Development Department of Sport & Recreation South Africa Department of State Security Department of Telecommunications and Postal Services

Department of Economic Development and Tourism

Department of Tourism

Department of Environmental Affairs

Department of Trade Industry and Competition

Department of Finance, Economy and Enterprise Development

Department of Transport

Western Cape Gambling & Racing Board

Department of Government Communication and Information System

Department of Water & Environmental Affairs

Western Cape Investment and Trade Promotion Agency (WESGRO)

Department of Health

Department of Water and Sanitation

Mpumalanga Economic Growth Agency (MEGA)

Department of Higher Education and Training (DHET)

Department of Women, Youth and Persons with Disabilities

St Joseph's Care and Support Trust Trade & Investment Kwa-Zulu Natal Trade & Investment Limpopo Trans-Caledon Tunnel Authority (TCTA)

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Independent Development Trust

National Research Foundation

Independent Electoral Commission (IEC)

National School Of Government

Academy of Science South Africa

Independent Police Investigative Directorate (IPID)

National Student Financial Aid Scheme (NSFAS)

Agricultural Research Council (ARC)

Independent Regulatory Board for Auditors (IRBA)

National Treasury

Botswana Communications Regulatory Authority

Industrial Development Corporation of South Africa Limited

Brand South Africa

International Trade Administration Commission of South Africa - ITAC

Accounting Standards Board

Central Energy Fund (SOC) Ltd Centre for Public Service Innovation (CPSI) Citizen Entrepreneurial Development Agency Competition Tribunal Construction Industry Development Board Council For Geoscience Council For Medical Schemes Council for Scientific & Industrial Research - CSIR Cross Border Road Transport Agency (C-BRTA)

Land Claims Court (LCC)

Oudtshoorn Local Municipality

Media Development And Diversity Agency

Pan South African Language Board (PANSALB)

Mintek

Petroleum Agency SA (Pty) Ltd

National Agricultural Marketing Council

Private Security Industry Regulatory Authority

National Arts Council of South Africa (NACSA) National Consumer Commission National Council of Provinces - NCOP

Financial and Fiscal Commission

National Electronic Media Institute of South Africa (NEMISA) National Empowerment Fund National Energy Regulator of South Africa (NERSA) National Film & Video Foundation National Health Laboratory Services (NHLS)

Government Employees Pension Fund (GEPF)

National Heritage Council of South Africa

Government Pension Administration Agency

National Home Builders Registration Council (NHBRC)

Health Professions Council Of South Africa

National Housing Finance Corporation SOC Ltd

Human Sciences Research Council (HSRC) Independent Communications Authority of South Africa Independent Complaints Directorate (ICD)

National Library of South Africa National Lotteries Commission National Office of Public Service Commission

Proudly South African

Public Investment Corporation (PIC)

National Economic Development and Labour Council (NEDLAC)

Government Employees Medical Scheme

Presidency Ministry for Performance Monitoring and Evaluation

Productivity SA

National Development Agency

Export Credit Insurance Corporation of South Africa SOC Limited

Government Communication and Information System (GCIS)

NTP Radioisotopes SOC Ltd Office Of The Chief Justice

National Development Plan

Gauteng Partnership Fund

Ntinga O.R. Tambo Development Agency

Ithemba Labs

Department of Home Affairs

Financial Services Board (FSB)

National Youth Development Agency (NYDA)

Public Protector South Africa Public Service Commission Quality Council for Trades & Occupations Railway Safety Regulator Safety & Security Sector Education & Training Authority (SASSETA) Statistics South Africa (Stats SA): Statsoft Southern Africa Analytics (Pty) Ltd: Sasria SOC Ltd Small Enterprise Development Agency (SEDA) Small Enterprise Finance Agency (SOC) Ltd South African Astronomical Observatory (Pty) Ltd South African Bureau Of Standards (SABS) South African Cities Network

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NATIONAL GOVERNMENT AGENCIES

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

South African Council for Educators (SACE)

The Estate Agency Affairs Board The Freedom Park

South African Forestry Company Ltd (Safcol)

The New Partnership for Africa's Development (NEPAD)

South African Library for the Blind

The Presidency

South African Local Government Association (SALGA)

The Road Traffic Managment Corporation

South African Maritime Safety Authority (SAMSA)

The South African National Roads Agency (SANRAL)

South African Medical Research Council South African National Biodiversity Institute South African National Energy Development Institute (SANEDI) South African Nuclear Energy Corporation (NECSA)

The South African Nuclear Energy Corporation SOC Limited (NECSA)

Sport and Recreation South Africa (SRSA) South African Special Risk Insurance Association (SASRIA)

Transnet National Ports Authority of SA

Manufacturing, Engineering and Related Services Sector Education and Training Authority (MERSETA)

SETAS Agricultural Sector Education Training Authority (SETA)

Chemical Industries Education & Training Authorities (CHIETA)

Statistics South Africa

Construction Education and Training Authority (CETA)

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Forest Industries Education and Training Authority (FIETA)

Insurance Sector Education & Training Authority (INSETA)

State Information Technology Agency (SOC) Ltd (SITA)

The Competition Commission

Food and Beverage Manufacturing Industry Sector Education and Training Authority (FOODBEV)

Town Development Building & Construction Agency

Banking Sector Education And Training Authority (BANKSETA)

The Companies Tribunal

Financial and Accounting Services Sector Education and Training Authority (FASSET)

Health And Welfare Sector Education and Training Authority (HWSETA)

South African Weather Service (SAWS)

Technology & Human Resources for Industry Programmes (THRIP)

Fibre Processing & Manufacturing Sector Education and Training Authority (FPMSETA)

The Southern African Association of Energy Effeciency

South African Police Services (SAPS) South African Revenue Service (SARS)

Energy and Water Sector Education and Training Authority (EWSETA)

Culture, Art, Tourism, Hospitality and Sport Education and Training Authority - CATHSSETA Education, Training and Development Practices SETA (ETDP-SETA)

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Media, Advertising, Information & Communication Technology Mining Qualification Authority Safety & Security Sector Education & Training Authority (SASSETA) Services Sector Education Training Authority (SERVICES SETA) South African Qualifications Authority (SAQA) The Wholesale and Retail Sector Education and Training Authority Tourism Hospitality and Sport Education and Training Authority (THETA)

Cotlands

University of Witwatersrand

Independent Examination Board

CHAPTER 9 INSTITUTIONS

Mimi Women

GRADUATE SHOOLS

Auditor-General South Africa

National Arts Council of South Africa

Commission for Conciliation, Mediation and Arbitration (CCMA)

National Business Initiative for Growth Development

Graduate School of Business - University of Cape Town (GSB)

Commission For Gender Equality

National Home Builders Registration Council

Milpark Business School (Pty) Ltd Regent Business School

Proudly South African

UNISA Graduate School of Business Leadership (SBL)

Public Servants Association Of South Africa

University of Stellenbosch Business School (USB)

Read Educational Trust

Wits Business School

SA International Maritime Institute ( SAIMI)

COLLEGES

Seda Ethekwini

COLLEGES

Siyabonga Africa

Africa Skills Training College

Siyakha Development Trust

Boland Tvet College

Sonke Gender Justice Network

College of Cape Town

Palabora Foundation

South African Institute of Black Property Practitioners - SAIBPP

International Colleges Group (Pty) Ltd (ICG)

Rose Foundation

The Institute Of Bankers In South Africa

Management College of Southern Africa (MANCOSA)

Small Enterprise Foundation (SEF)

World Wildlife Fund South Africa

The Institute Of Bankers In South Africa

Independent Electoral Commission Public Protector South Africa South African Human Rights Commission (SAHRC) Commission on Restitution of Land Rights

NON-GOVERNMENET ORGANISATIONS SECTION 21 SECTION 21 - FOUNDATIONS Engineering Council of South Africa (ECSA)

World Wildlife Fund South Africa

Sonke Gender Justice Network (JHHESA) South African Property Owners Association (SAPOA) The Nepad Business Foundation Vodacom Foundation

EDUCATION TERTIARY INSTITUTIONS UNIVERSITIES Monash South Africa Limited Nelson Mandela Metropolitan University

SECTION 21 - COMPANIES & ORGANISATIONS

North West University

Black Management Forum Investment Company Limited

University of Cape Town (UCT)

Business Against Crime South Africa

University of Johannesburg

Cape Chamber of Commerce & Industry

University of KwaZulu-Natal

Catholic Welfare & Development

University of Limpopo

Centre For Early Childhood Development NPC

University of South Africa (UNISA)

Tshwane University Of Technology (TUT)

University of Stellenbosch

Concrete Institute 2 1 ST E D I T I O N

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Transport Education Training Authority (TETA)

v i rt ua l s um m i t & awa r d s

THE YEAR OF TRANSITION

RECOVER | RESPOND | REGAIN | REBUILD topempowerment.co.za

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Top Empowerment is the only platform in South Africa that successfully connects both the public and private sectors who have clearly demonstrated success with projects aligned to transformation. Top Empowerment is once again set to recognise and celebrate the progress made by those committed to empowering black businesses and people of colour.

Top Empowerment 21st Edition

Articles inside

“ Transformation Informs Sustainable Success!”

“ We need to adopt a global mindset”

Taking on the “African Agenda”

Focusing on humanity

‘The only thing you’ll get when looking back is a stiff neck’

IN MY HOUSE WE BELIEVE IN SUPERHEROES!”

“ REIMAGINE AFRICA TOGETHER”

IMPLEMENTING INNOVATIVE SOLUTIONS FOR UNIQUE AFRICAN PROBLEMS

STAYING ENTERTAINED AT HOME

WRAPPING UP THE YEAR

REELING IN THE PROFITS

THE BUILDINGS ARE GREENER ON THIS SIDE

INTERVIEW WITH NEIL ROBINSON, MANAGING DIRECTOR AT WEARCHECK

INTERVIEW WITH RAKSHA NAIDOO, MANAGING DIRECTOR AT AMIS

GOING ABOVE GROUND

WÄRTSILÄ :ENABLING SUSTAINABLE SOCIETIES THROUGH INNOVATION

EATON SA :EXCELLING AND EMPOWERING

FLOURISHING TOGETHER: THE OMNIA COMMITMENT

ENGINEERING. FABRICATION. MECHANICS MOVIDNA SERVICES

GETTING THE MIX RIGHT

KELE ENGINEERING AND CONSTRUCTION PAVING THE PATH IN THE ENGINEERING AND CONSTRUCTION SPACE

AN INTERMODAL FREIGHT TERMINAL & LOGISTICS HUB

INTERVIEW WITH RODGER IAN CARTER, CEO OF RICTS HOLDINGS

INTERVIEW WITH LETTIE MASHAU, CEO AT MOTHEO CONSTRUCTION GROUP

APPLYING THE ART & SCIENCE OF CONSTRUCTION TO BENEFIT SA

EMERGING FROM THE RUBBLE

TOP 5 ENTERPRISE SUPPLIER DEVELOPMENT: OPENING UP ACCESS TO SUPPLY CHAINS

STRATEGIC GROWTH & EXECUTION WITH RBS LINK & CO.

ZAKHELE MGOBHOZI :FOUNDER & MANAGING DIRECTOR MODERN CENTRIC HOLDINGS

HR SHIFTS :Recruitment Experiences Digital Transformation

TEG UNEARTHING VALUE

TECH & BUSINESS SUPPORT SERVICES COLLIDE!

TRANSFORMATION EMPOWERMENT INNOVATION

SAVING LIVES THROUGH CANCER AWARENESS AND BLOOD DONATION

Education: FROM DISRUPTION TO RECOVERY

INTERVIEW WITH SAZI GCUME, FOUNDER & CEO AT ZIZI INSTITUTE PTY LTD

UNIVERSITY OF THE FREE STATE

ITHUBA - Changing the narrative and using the national lottery as a vehicle for change

REFORMING AND RECOVERING :Saving Lives and The Economy

THE COMMUNITY SCHEMES OMBUD SERVICE

SHIFTING THE BALANCE SINAYO SECURITIES

TOP 10 SOUTH AFRICAN COMPANIES: DIVERSITY AND INCLUSION

RE-ENGINEERING OUR BUSINESS WORLD AND CONQUERING OUR UNCERTAINTIES

TWENTY-FIVE YEARS OF SALGA: REFLECTING ON THE PAST AND BOLDLY LOOKING AHEAD TO THE FUTURE

DEVELOPING A HIGH VELOCITY DELIVERY MACHINE

MERCHANTS: MAKING DIGITAL HUMAN

INTERVIEW WITH DR MTHOBISI ZONDI, EXECUTIVE CHAIRMAN AT LOGIDIST GROUP (PTY) LTD

ICEBOLETHU GROUP

Numbers Don’t Lie

LIFETIME ACHIEVER: TOP EMPOWERMENT AWARDS 2021

TOP 10 B-BBEE STRATEGIES TO IMPROVE YOUR RATING

PASSIONATE ABOUT TRANSFORMATION, COACHING AND TRAVEL

INTERVIEW WITH ANEL BOSMAN, GROUP MANAGING EXECUTIVE: CIB AT NEDBANK

INTERVIEW WITH PRIYA NAIDOO, GROUP EXECUTIVE,STRATEGY AT NEDBANK

INTERVIEW WITH MFUNDO CLEMENT NKUHLU,CHIEF OPERATING OFFICER AT

PEPPY KEKANA, CHAIRPERSON AT KHR ATTORNEYS

B-BBEE AN 18-YEAR OVERVIEW

HOW TO COMBINE PROFIT AND SERVICE