Top Empowerment 22nd Edition - Msanda Labs by Topco Media

MENZI SANDILE Diversity, Equity &KHUMALO Inclusion #DOINGBE T TERBUSINESS

F O U N D E R & M A N AG I N G D I R E C TO R – M S A N DA L A B S YOLISA PHAHLE CEO | CONNECTED VIDEO

ALISTAIR MOKOENA COUNTRY LEAD | GOOGLE SA

LILLIAN BARNARD CEO | MICROSOFT SA

EUSTACE MASHIMBYE CEO | PROUDLY SA

MAMONGAE MAHLARE CEO | TAKEALOT GROUP

BONANG MOHALE CHANCELLOR OF THE UFS

Be a part of the transformation. 19-20 July 2023

For more information contact our Head of brand: Lee-Anne Bruce at lee-ann.bruce@topco.co.za

CONTENTS REGULAR 6 7 9 224

Featured Organisations Contributors Editor’s Letter Post-Event Report

THOUGHT LEADERSHIP 10 14 18 22 26

Driving business success through digital transformation

ARTICLES 30 33 86 90 92 96 98 134 138 142 144 146 148

New regulations to give departments more discretion in procurement

4 IMPUMELELO TOP EMPOWERMENT 22 EDITION nd

Yolisa Phahle - CEO: Connected Video, Multichoice Group Alistair Mokoena - Country Lead for Google South Africa Lillian Barnard - CEO at Microsoft SA Eustace Mashimbye - CEO of Proudly SA Bonang Mohale - Chancellor of UFS

210 214 222

Impactful change and transformation require collective, practical action Developing leadership capital for a better future BEE, job creation and procurement New regulations to give departments more discretion in procurement The duties of a designated employer Diversity and Inclusion: Multinationals in SA Influence through inspiration: Meet Avril Campher What’s the difference between transactional and transformational B-BEE? High impact ways to spend your leftover B-BBEE budget Transforming the tech sector with B-BBEE Diversity and inclusion are good for business How to move from diversity to inclusion A glance at four government empowerment initiatives Ntsiki Biyela - South Africa’s iconic winemaker The Black Cellar Club Leading the way: A snapshot of three Top Empowerment Award winners

CONTENTS & CREDITS

CREDITS CEO Ralf Fletcher

136

Associate Publisher Lee-Ann Bruce

216

Head of Brand Justin Daniels

SECTOR OVERVIEWS 36 60 76 100 110 116 126 150 168 174 178 182

Finance ICT Mining Transport Manufacturing Healthcare Education Construction Automotive Property Agriculture Retail

Key Accounts Managers Chris Hoffmann Randall Swartz Dipuo Moagi McDonald Katema TOPCO STUDIO Production Director Van Fletcher

130

Group Editor Fiona Wakelin Assistant Editors Koketso Mamabolo Sinazo Mkoko

PODCASTS 84

184 185 221

Are you creating value for your brand? Meet Nedbank’s Khensani Nobanda 9 tips from Takealot’s CEO: How to break into retail with e-commerce She’s hacking companies to help them: Meet Joylynn Kirui Angel investor Lelemba Phiri explains how profit and impact can go together

INDEX 240

Listing of SA’s Top Empowered Companies 2022

Designers Tashwell Brown Artizan Cover Design Nasreen Emeran Domingo

142

Traffic Manager Daniël Bouwer Research Manager Veronique Anderson Researchers Inshaaf Bardien Cleone Ferris Contributor Jessie Taylor

204

Images: iStock, Unsplash

DISCLAIMER All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Top Media & Communications (Pty) Ltd T/A Topco Media. Reg. No. 2011/105655/07. While every care has been taken when compiling this publication, the publishers, editor and contributors accept no responsibility for any consequences arising from any errors or emissions.

Head Office Top Media & Communications (Pty) Ltd T/A Topco Media Elkay House, 186 Loop St, Cape Town Tel: +27 86 000 9590 Fax: +27 21 423 7576 Email: info@topco.co.za Website: www.topco.co.za

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FEATURED ORGANISATIONS A

Aberdare Cables

204

KMAKH Consultancy

201 Qunu Staffing

157

Afrigen Biologics

104

KNG Transport &

Analytics Advertising

Logistics

112

AQS Liquid Transfer

Kunene Makopo Risk

Reverside

207

Assurecloud

Solutions

158

Ricts Holdings

218

Atlantic Apara O

Tlale

B 172

BAIC

164

BVI

Choprop SA

198

CSVR

D 192

Diversifi

E 133

eStudy

Fleet Horizon Solutions

G 190

Gold Circle

202

GRIPP Advisory

Sakha-Isitjhaba

Investments

Sanlam

106

Sashal Enterprises t/a

194

M-Parent

208

Mariva Advisory

170

Masslift Africa

Mbulase Group

123

Medilac

152

Methano Group

186

Modern Centric

161

Movidna Services

118

Msanda Labs

196

Musetsho Law

F 102

Lithemba

C 176

Nashua

Nedbank

Naspers Labs

166

Nghilazi Engineers

200

Nkome Incorporated

Novosense

162

NTGR Engineering Projects

124

iMED

128

INSETA

Interconnect

Systems

6 IMPUMELELO TOP EMPOWERMENT 22

Otic Projects

106

Protours Coaches

Purpleglaze 3

EDITION

Titan Cargo 48

SkX Protiviti

180

ST Tshabalala Agri Consulting

109

Steam Generation Africa

T 78

Tau Matla

TEG

Tendai ICT

114

Toronto Group

U 82

Ukwazi Mining Studies

V 209

Vogue Hygiene Services

Y 52

Yard Insurance

CONTRIBUTORS

ALISTAIR MOKOENA

BONANG MOHALE

Country Lead for Google South Africa

EMMA MONTOCCHIO

Chancellor of the University of the Free State

EUSTACE MASHIMBYE

Corporate Consultant at Decusatio

FEROZA AITKEN

FRIK BOONZAAIER

CEO of Proudly SA

Entrepreneur & Systemic Wellness Coach

KATLEGO MASHISHI

KEBALEPILE MATLHAKO

Managing Director at Idea Engineers

Human Capital Specialist at the BEE Chamber

LILLIAN BARNARD

Transformation Specialist at the BEE Chamber

YOLISA PHAHLE

CEO: Connected Video at Multichoice Group

CEO at Microsoft SA

YUNEAL PADAYACHY Member Support Executive at the BEE Chamber

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Brainfood for business. Take a journey away from short

termism and start looking at a better future. Meet the interesting people

changing Africa – and the way we work, think and live.

8 IMPUMELELO TOP EMPOWERMENT 22 EDITION ST

Standard Bank Top Women Awards 2022 | 45

EDITOR'S LETTER

DIVERSITY, EQUITY AND INCLUSION

#DOING BETTER BUSINESS

ust like “zoom”, the words “level” and

thought leaders who penned the

“stage” took on added significance

articles you will find at the beginning

during the course of the last couple of

of the publication: Yolisa Phahle,

years. From 2020 to 2022 we dug deep

CEO: Connected Video, Multichoice

to push through the levels of lockdown in

Group; Alistair Mokoena, Country Lead,

the pandemic - anxiously checking the

Google South Africa; Lillian Barnard,

differing strictures applied from

CEO: Microsoft SA; Eustace Mashimbye,

1 through to 5 - which seemed to stretch

CEO of Proudly SA; and Bonang Mohale,

interminably, and felt far longer than two years. So many Rapunzels in so many towers. Then, for those of us fortunate enough to emerge from that dystopian nightmare, just as we started looking forward to the future with renewed hope, we were catapulted back into anxiety, this time linked to stages of loadshedding – sometimes having to factor in three different stretches in one day. Planning became a shot in the dark – literally! And yet, lest we forget, all of this forms a backdrop to South Africa’s Vision 2030 to end poverty and discrimination and celebrate diversity, equity and inclusion. My purpose for invoking the pandemic and loadshedding at the start of this letter was to highlight how tenacious and resilient South Africans are, although in the mass media we do have a tendency, as a country, to dwell on what is wrong - which is why this publication is so important – more than 250 pages honouring empowerment achievements and successes.

Chancellor of the University of Free State; they are joined by Mamongae Mahlare, CEO of Takealot Group, whose podcast makes for fascinating listening.

As our head office is in Western Cape, it would be remiss not to celebrate our fantastic wine industry which we do in

The BEE Chamber contributed three articles looking at BEE, job creation and procurement; the duties of a designated employer and new rules regarding supply chain; we also zoom in on high impact ways to spend your leftover BEE budget; the difference between transactional and transformational BEE; how to move from diversity to inclusion and government

two articles covering the journey from the vine to table by focusing on the first black South African woman winemaker, Ntsiki Biyela – and The Black Cellar Club. A huge vote of thanks goes to the 60-plus clients whom we feature in these pages. We have thoroughly enjoyed putting together this celebration of empowerment

empowerment projects.

for you (completely sans ChatGPT) -

For your edification, there are overviews of 10 empowered sectors, including

none of which would have been possible without our amazing team: Director, Van Fletcher; Assistant Editors, Koketso

Finance, Manufacturing, Automotive Industries and Agriculture – and it is our pleasure to highlight Top Empowerment Award winners leading the way: Talifhani Banks, Top Empowered Entrepreneur of the Year; Tshegetsang Sebeela, Top Empowered Business Leader and

Mamabolo and Sinazo Mkoko; Designer Tashwell Brown and Traffic Manager, Daniël Bouwer. We hope you enjoy the read – and look forward to seeing you during the course of 2023.

Dr Felleng Yende, Top Empowerment Public Sector Leader. Joining Takealot Group CEO Mamongae Mahlare in the

This is our 22 nd edition of Impumelelo Top

podcast selection are angel investor

Empowerment - #gratitude for still going

Lelemba Phiri, Microsoft’s Joylynn Kirui

strong; our theme this year is Diversity,

and Nedbank’s Group Executive for

Equity and Inclusion #DoingBetterBusiness

Marketing and Corporate Affairs,

and on the cover we celebrate the

Khensani Nobanda.

FIONA WAKELIN GROUP EDITOR

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THOUGHT LEADERSHIP

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EUSTACE MASHIMBYE | THOUGHT LEADERSHIP

EMPOWERMENT AND THE MEDIA IN SOUTH AFRICA AND

THE REST OF THE AFRICAN CONTINENT

Yolisa Phahle, CEO: Connected Video, Multichoice Group

believe there is a relationship between countries with strong economies and a thriving creative arts sector that also makes a meaningful contribution to a country’s gross domestic

product or GDP. I grew up watching how great storytellers like John Kani, Mirriam Makeba, and Hugh Masekela used their creative voices to inform the rest of the world and garner support for our country during our fight for democracy. I have also seen how film and television have documented important periods in our history, provided invaluable information, and created a view of not just how things are but how things should

even increasing smart methods in agriculture. Yet little research has truly looked at how media plays a powerful role in shaping and empowering communities across the continent. As a company that is truly passionate about the growth of this continent, MultiChoice has developed and been involved in a number of initiatives over the decades that have yielded impressive results and continue to do so. MultiChoice uses the power of entertainment to

and can be.

enrich lives. What do we mean when we say we

Collectively, Africa presents one of the fastest-growing

delivers shared value. We get behind initiatives

economies in the world but lags in the necessary capacity to take advantage of the opportunities this presents, with over 20% of the continent’s population

enrich lives? It means we do business in a way that that have a scalable impact, broaden economic participation, and ensure diversity and inclusion.

not equipped to participate in its growth.

We are the biggest funder of local content across

There are many suggestions on how this continent,

million people across the continent via more than 120

often described as the “last growth frontier”, can catapult itself to become a force worth reckoning on a global scale. These suggestions often include increasing the use of technology in vital sectors such as health and education, increasing financial access to the underserved and unbanked and,

the continent and as such, we connect over 100 channels, offering the best local and international content programming in 40 different languages. Firmly rooted in the African continent, we have built an enviable ecosystem of storytellers, creative entrepreneurs, trainers and mentors, installers and

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have even partnered with the world’s largest social organisations such as the United Nations, using our platforms for good. Deep diving into some of our initiatives, we launched the MultiChoice Talent Factory (MTF) in 2014 to enable Africans to tell their own stories. Through the MTF, we use the power of video entertainment to grow the next generation of storytellers, helping them to hone their talents and connect them with the people who will be pivotal in their career ambitions. Almost 300 storytellers from across the African continent have been trained through the MTF over the past seven years - a recent survey found that most MTF alumni are economically active, with the vast majority working in the film and video entertainment industry. While some alumni are self-employed, others own production companies that produce content for M-Net channels and Showmax. To give a tangible example, as part of our commitment to creating and nurturing new talent for the film and TV industry, we entrusted our MTF class of 2021 with a major task: assisting with shooting our ninth season of the Survivor South Africa franchise. 15 new interns were

Value creation is a holistic process, especially in a business environment that is constantly evolving, and is influenced by rapid changes and socioeconomic factors moved into in-personal training and professional production placements, with 10 interns placed on professional productions, including 40 days on Survivor South Africa. You will also have the opportunity to watch the work of one of our MTFza alumni, Thembalethu Mfebe when Adulting premiers on Showmax. Adulting is a show with four interwoven stories of equal length - that each explores one aspect of modern masculinity, through four male leads. The premier for Adulting will be announced in due course. MTF includes a 12-month filmmaking internship programme offered through film academies, masterclasses for training and upskilling industry professionals, and a panAfrican digital networking portal for creatives. The MTF Academy in South Africa also launched a scriptwriting incubator programme – a first for Africa.

EUSTACE MASHIMBYE | THOUGHT LEADERSHIP

Indeed, Africans have a large appetite for locally

productions and the discovery of talent in front of

conceived and produced audio-visual content that

the camera and behind the scenes.

features our own stories. Research has found that as soon as more local content becomes available, A

When we invest locally, we create both direct

fricans view considerably less imported content

and indirect opportunities to help grow the

– with that said, this appetite is not satisfied by

industry. Through the hyperlocal strategy

‘one size fits all’ generic African content. The more

MultiChoice not only creates a platform for

‘hyperlocal’ the setting and story, the more it will be

telling African stories, but the company helps

followed by local cultures and communities.

create jobs and grow the economy.

Content is at the core of what we do, which is why

Africa is a diverse continent with huge potential

we developed a hyperlocal content strategy. We

to deliver prosperity for its people. As an African

invest heavily in the local television production

company, we are deeply invested to contribute

industry and are the biggest funder of local content

to that prosperity. The role of the media is so much

in Africa. We now spend 47% of our total general

more than about delivering entertainment - it is

entertainment spend on local content.

about empowering and enriching lives through delivering content that addresses the issues in

In the past year alone, we produced more than

communities and make a lasting impact.

6 000 hours of local content taking our local content library to almost 70 000 hours.

It is crucial that businesses operate in communities and impact several stakeholders and sections of

Local content is also proving to be a key

society to enable shared value creation. Value

differentiator on platforms like Showmax, with

creation is a holistic process, especially in a

local content viewership up significantly in 2022,

business environment that is constantly evolving,

and four of the top five titles on Showmax being

and is influenced by rapid changes and socio-

local productions.

economic factors amongst other things.

Our local shows are also popular with global buyers

These dynamics are further exacerbated by global

too. We sold 172 movies and series seasons to

macro volatility and the increasing complexity

international buyers, which is 10 times more than

of the regulatory environment; however, it is

in 2021. This is a testament to the quality of our

important for the private sector to remain focused

productions.

on ensuring it has the agility and foresight to adapt accordingly to be able to contribute to the

This concerted investment and interest in African

development of skills, creation of jobs and small

stories and programmes has reinvigorated film and

businesses, promotion of discipline and wellbeing,

television industries across the continent, resulting

and building of strong foundations to empower

in a proliferation of exceptional original local

communities - the backbone of any business.

“It is important for the private sector to remain focused on ensuring it has the agility and foresight to adapt”

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THOUGHT LEADERSHIP

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DR ALISTAIR MOKOENA- COUNTRY LEAD, GOOGLE SOUTH AFRICA | THOUGHT LEADERSHIP

DIVERSITY AND INCLUSION REQUIRES CONSISTENT

AND CONCERTED EFFORT By Dr Alistair Mokoena- Country Lead, Google South Africa

iversity and inclusion have become buzzwords

underrepresented communities and that our hiring

in the business world over the past few years,

efforts prioritise equity. One of the concrete ways we

and while the conversation is important, we

have done this is to expand training to hiring managers

need to move beyond words and into actions

and recruiters to help them eliminate personal biases in

that bring about real change.

hiring and adopt an inclusive mind set.

Workplaces have a responsibility to represent and

We have also amplified our efforts to support gender

support the diversity and talent in the world, and

equity in a number of countries in Africa, for example

create a space where everyone can thrive. This work is

across sub-Saharan Africa, we partnered with the

not a one-off effort. Positive and systemic change, both

Graça Machel Trust to provide digital skills training for

in the workplace and in the world, requires consistent,

more than 5 000 women entrepreneurs.

concerted and proactive effort. In practice these efforts are working - for instance, Over the past year at Google South Africa we have

the data from the Europe, Middle East and Africa

focused on five key areas to ensure that we are not

(EMEA) region shows that between 2020 and 2021,

only an employer of choice for top talent, but that we

we recorded an overall increase of 14% in the hiring

have a lasting impact in the communities we operate

of women. Specifically, women made up 28% of our

in, and respond to the needs of our users.

tech hires, 49.2% of our non-tech hires and 47.1% of our leadership hires.

1. HIRING The path to working in the tech industry starts long

It’s good to see progress, but there is definitely more

before someone is hired so efforts to develop talent

that our industry can and should do.

from under-represented groups need to start early. 2. RETENTION AND PROGRESSION Globally, we have implemented a number of

The flip side of the hiring coin is ensuring that the

programmes and practices to ensure that we

people that businesses hire, stay, and are able to grow

are growing the number of employees from

and progress in their careers.

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Understanding why people leave an organisation is an integral element of the retention process. We take a data based approach by studying attrition rates and designing programmes based on that data. In 2021, our Stay & Thrive team launched a new way to help leaders better understand their team’s attrition data. This new process is more comprehensive and relatable, offering leaders a story with meaningful—and actionable— insights. In addition to providing each team lead with quantitative attrition data, the team humanises the numbers by offering insight on the day-to-day employee experience. Armed with the “why” around attrition, leaders are better placed to implement the recommended solutions, such as manager upskilling, more defined progression plans, and greater support for internal mobility. 3. REPRESENTATION We’ve all heard the phrase ‘’representation matters”, which is regularly used when talking about the media. But representation in the workplace is also key. Which is why it is important that businesses help to develop the knowledge, skills and attitudes that help foster a personal—and shared—sense of belonging.

“Belonging is a universal human need—and it’s the responsibility of business leaders to help foster it. This means building a culture in which everyone feels that they belong”

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DR ALISTAIR MOKOENA- COUNTRY LEAD, GOOGLE SOUTH AFRICA | THOUGHT LEADERSHIP

“The COVID-19 pandemic really made us all think about the real meaning of the word flexibility”

Achieving representation requires regular diversity, equity,

5. BELONGING AND INNOVATION

and inclusion (DEI) progress tracking but in addition to this,

Belonging is a universal human need—and it’s

we have also developed concrete leadership actions to

the responsibility of business leaders to help foster

make sure we deliver on our racial equity commitments in

it. This means building a culture in which everyone

all our regions.

feels that they belong— and that they can meaningfully contribute to building helpful,

In South Africa, we have recently moved from a Level 8

universally accessible products and services.

in the B-BBEE ratings to a level 3, this shows that we are moving in the right direction.

In the workplace, this means creating a culture where people feel respected and

Having set actions and commitments means that a

supported. Mentorship initiatives can also

business can track its progress in areas like building more

provide an opportunity to create a sense of

knowledge around diversity, equity, and inclusion, and

belonging - by matching experienced people

creating more digital learning opportunities.

with less experienced ones who are looking to grow and advance their careers.

Another way Google has committed to representation is through our products and programmes. For instance,

When it comes to product innovation, it is

our Black Founders Fund has just awarded a combined

important for businesses to reach out to build

$4mn in funding to 60 black-led startups in Africa.

with communities, and not just build for them.

4. FLEXIBILITY

An example of this in practice is the announcement

The COVID-19 pandemic really made us all think about

of Google’s African product centre based in

the real meaning of the word flexibility and showed

Kenya, hiring people from Africa to help solve

businesses across the world that being in the workplace

African challenges and build products that

does not necessarily equate to productivity. But beyond

are helpful for people on the continent. And in

simply being a choice of where a workforce gets their

2022, Google Translate also introduced 24 new

work done, policies and practices can make hybrid work

languages-including Sepedi and Tsonga, allowing

more inclusive and accessible.

millions more people to access technology in their own language.

For example, when contemplating a return to work, and what that would look like, we heard from our employees

The tech industry still has a lot more to achieve

who come from underrepresented communities, who

when it comes to diversity and inclusion but a

said they appreciate having the flexibility to work

more diverse and inclusive business is also a better

from parts of the country that are more diverse and in

performing one - with research showing that

communities where they feel most at home. Importantly,

they’re more innovative, creative and productive.

people have varying reasons for embracing remote

Building towards inclusion requires consistent and

work- such as allowing them to balance extra caretaking

concerted effort but we are committed to building

responsibilities for children or family members.

a Google that’s for everyone, everywhere.

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THOUGHT LEADERSHIP

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LILLIAN BARNARD, CHIEF EXECUTIVE OFFICER AT MICROSOFT SOUTH AFRICA | THOUGHT LEADERSHIP

DRIVING BUSINESS SUCCESS THROUGH

DIGITAL TRANSFORMATION Lillian Barnard, Chief Executive Officer at Microsoft South Africa

echnology today plays a fundamental role in

systems put in place as a result of digital transformation,

helping businesses and industries transform. Its

and then using these new capabilities to innovate, drive

ability to do this has been augmented by the

growth and transform their business at speed.

pandemic, which has fast-tracked the pace of

digital and cloud transformation significantly.

This tech intensity is becoming ever more apparent in South African businesses and is translating to the areas

This wave is continuing to gain momentum – fuelled by

they are investing in when it comes to technology.

the continued adoption of hybrid work models that mean

According to the 2021 South African Science, Technology

that people can connect and work from anywhere,

and Innovation Indicators Report, nearly 70 percent of

at any time, and on any device. This has implications

firms in the country are using technology to innovate.

for businesses, who are increasingly seeing the need

Our own research found that tech intensity has been a

to use technology to optimise efficiencies, empower

critical consideration for businesses going back as far as

employees, accelerate innovation and translate insights to

2019. Three-quarters of modern companies believe that

differentiate their offerings and add value to customers.

harnessing tech intensity is the most effective way to build

What has become more clear over the past two years,

competitive advantage today, as well as in the future –

however, is not just the quickening pace of digital

and 73 percent are already creating their own first-party

adoption and transformation, but the shift towards

intellectual property using next-generation technologies

organisations building and developing their own digital

such as machine learning (39%), the Internet of Things

solutions and capabilities in order to gain a competitive

(37%), Artificial Intelligence (32%), blockchain (29%) and

advantage and unlock business value.

mixed reality (21%).

The rate at which companies are able to adopt

CREATING UNIQUE VALUE BY ADDRESSING BUSINESS AND

technology as well as build and develop their own

INDUSTRY CHALLENGES

solutions and capabilities – by the business for the business –

Mixed reality, for instance, has the unique ability to create

is called tech intensity. And it is rapidly becoming a

value for businesses. The technology addresses specific

defining feature of companies: building on the foundation

industry challenges by enabling capabilities that help

of the underlying, core technologies, structures and

companies become more competitive and innovative –

“Three-quarters of modern companies believe that harnessing tech intensity is the most effective way to build competitive advantage”

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particularly in the manufacturing, health and retail sectors.

This then allows businesses to develop solutions that

There is a growing body of evidence of global use cases

are able to address their unique business landscape

that show that mixed reality has the ability to help solve

and challenges, augment existing platforms, improve

for current and future business and industry challenges,

operational efficiencies and productivity, and enable

by enabling simulated on-the-job training, optimising

better customer and employee engagement.

operations, efficiencies, productivity and collaboration through real-time insights and visual guidance, and

The organisations that embrace the opportunities that

driving innovation to create a competitive advantage

tech intensity offers will ultimately be the ones to benefit

and return on investment.

from its competitive advantage and impact by allowing them to differentiate their offerings.

A Forrester Total Economic Impact Study found, for example, that the HoloLens 2 mixed reality holographic

More companies are responding to this growing

headset offered a 177 percent return on investment

demand to accelerate their innovation levels and

(ROI) over three years, as well as improvements to

embrace technology to act as a differentiator. They

employee health and safety, business continuity,

are, for example, building out hackathons, as well as

customer experience, and customer outcomes.

executive briefing sessions to educate and empower their boards, executives, management and teams

This is simply one of a burgeoning number of

to understand new and emerging technologies and

technologies that have the capability to enable tech

their use cases so they can use these to improve and

intensity. And for Microsoft, tech intensity lies at the heart

accelerate themselves ahead of their competitors.

of how we empower our customers. HOW SHOULD BUSINESS GO ABOUT INVESTING IN We are building the platforms that enable customers

TECHNOLOGY TOOLS?

to combine the best of human creativity and

For businesses everywhere, technology now acts as

technological advancements to build their own

more than just an enabler. It forms part of corporate

digital capabilities – all underpinned by trust that the

DNA and provides the platform on which businesses

highest standards of security and control are built into

operate – and many of the opportunities that

these capabilities.

organisations are able to harness come as a direct result of technology.

“In a world defined by change and growing pressures, digital is without a doubt the key building block of businesses today – allowing them to pivot and deliver innovation, productivity, and flexibility” 20 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 2

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So it stands to reason that when businesses consider investing in technology tools, platforms and systems, top of the agenda is business value and the return on investment they will provide. More and more, modern organisations look at the three horizons model developed by McKinsey. This framework gives businesses a way to approach growth, innovation and digital transformation by balancing the demands of the present through core systems with the needs of the future by way of new products and solutions. It means accelerating

LILLIAN BARNARD, CHIEF EXECUTIVE OFFICER AT MICROSOFT SOUTH AFRICA | THOUGHT LEADERSHIP

investment beyond the building out of core systems to

businesses are not able to get that right, then the

transforming at speed through customisable solutions,

other investments they have made will likely fail to

platforms and systems. The three horizon approach

translate into tangible business value.

measures the time and value of digital innovation and transformation projects that businesses invest in –

It is for this very reason that we are sharing our own

although how long each horizon lasts depends on the

journey and cultural transformation as Microsoft

industry that the business is in, and the degree to which it

with our partners: to help them reap the value of

needs the innovation to make the business successful.

their investments in digital transformation as they adapt to evolving business and market needs, and

Horizon one innovations are typically short-term and

navigate the move to the three horizons model.

yield results in one to three years. These projects optimise the systems, platforms and solutions that the business

Sharing the insights and learnings of the company’s

already has, and enable intelligent processes to help

shift to a growth mindset culture and how it is

build agility, resilience and flexibility. Horizon two projects

possible to translate an investment in digital solutions

usually take two to five years, and focus on transforming

that enable business innovation and empower

the business by adapting and customising solutions,

businesses to do what they need to, at scale, has

platforms and systems rather than building them

the power to help businesses across sectors become

from scratch.

more competitive, resilient and agile.

Technology has evolved from being just components

In a world defined by change and growing

to entire solutions – and business leaders are embracing

pressures, digital is without a doubt the key building

this ongoing mindset shift because they have seen

block of businesses today – allowing them to pivot

how this allows faster transformation, and the ability

and deliver innovation, productivity, and flexibility.

to scale solutions in an environment with significant market pressures.

But to truly realise this return on investment, organisations must ensure that they lay a solid

EXPONENTIAL ACCELERATION TO VALUE THROUGH

foundation of core systems and platforms, build

A CULTURE SHIFT

on these systems to transform at speed and then

The majority of business leaders today understand, and

overlay these efforts with a cultural transformation

are adapting to, this reality. However, horizon three

and mindset shift – and collaboration with the right

innovations are a very different construct. Horizon three

partner. Only then will they unlock the real business

projects are long-term, often taking between five and

value of investing in digital solutions and platforms.

12 years to produce results. These projects focus on the ability to digitally transform at scale because of

The three horizon model offers the approach to

an encompassing cultural transformation – when the

unlock this value. To realise this potential, companies

foundation of the core systems is already in place, and

will now need to look at their investments through

businesses have started accelerating the building out of

these lenses. This will ensure that when they are

certain of these strategically selected systems.

making strategic decisions around the way in which they use technology, they consider the measure of

This essentially means embedding a value system within

success they will be working towards and how they

the business to keep digital transformation going at

can find the right partners to enable and accelerate

scale. And that is often the hardest part – because if

these capabilities.

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THOUGHT LEADERSHIP

LOCALISATION: THE PERFECT INGREDIENT

FOR ECONOMIC GROWTH By Eustace Mashimbye, CEO of Proudly SA

22 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 2

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EUSTACE MASHIMBYE | THOUGHT LEADERSHIP

ocally manufactured products and services

Revitalising SA’s Manufacturing Sector is an

begin with an idea. Through that idea, a

analysis of the huge impact manufacturing can

product or service is created with the aim

provide in job creation and boosting the economy.

of solving an existing issue or closing a

The report conducted by top economist Dr Iraj

gap for consumers or the communities in which the

Abedian of the Pan-African Investment and

business operates. Finally, the supply chain comes into

Research Services suggests that the manufacturing

full-swing – sourcing raw materials or components,

sector has great potential to boost job creation

manufacturing, packaging, marketing, wholesale,

and economic growth.

retail, delivery, and plenty of other links that form this chain.

It highlighted industries that are at the forefront of creating positive change in the country. The

In its simplest term, localisation is the ability of a country

highlighted sub-sectors that play a massive role in

to manufacture and procure its products locally in

driving localisation that we focused on in this study

order to boost the economy and help create jobs.

are agro-processing (including meat products such as poultry), sugar, furniture, automotive, steel, and

Job creation and economic growth rely heavily

pharmaceuticals, which positively impact

on local procurement efforts driven by stringent

South Africa and its people.

localisation policies by entities both in the public and the private sector. In South Africa, localisation has

An extract from the Revitalising SA’s Manufacturing

many economic benefits with no limitations when

Sector report expressed that; “against the backdrop

exercised correctly. For many years, localisation

of the evolving manufacturing environment,

has been a part of the economic recovery strategy

current elevated risks, and potential opportunities

because it is the main ingredient for creating a

for the sector, it is of paramount importance that

sustainable economy and eradicating unemployment.

government policy plays a vital role in supporting South African manufacturing. One of the proposals

Since its inception 21 years ago, Proudly South African

made by the government through the NDP

has been at the forefront of promoting localisation

2030 regarding the stimulation of the country’s

as its core mandate. Our efforts are motivated and

manufacturing sector is “leveraging public and

derived from helping the economy to grow and

private procurement to promote localisation and

assisting with curbing unemployment in the country.

industrial diversification”.

Over the years, localisation has been the star child

The manufacturing industry is labour intensive and one

needing attention. But much like an infant, localisation

of the highest job creation sectors in South Africa. The

depends on key growth drivers to fully develop into

sector’s contribution to the economy is significant;

what it can really become. Through our efforts to

with a high number of jobs created across various

drive change and transformation for the livelihoods of

industries. The role of manufacturing in the economy

the people of South Africa, we issued a report titled

is evidently demonstrated in Dr Abedian’s findings

Revitalising SA’s Manufacturing Sector that indicates the

indicating investment scenarios depicting how a mere

key drivers of a possible boost to the economy.

10% increase in investment into the manufacturing

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“Localisation is the solution we need for our economy, country, and the people living in it”

sector could lead, in the medium term, to 13% GDP

The company’s investment doesn’t only stimulate

growth; 8% more jobs created; 8.3% overall boost to

the economy, it also impacts job creation, taxes,

investment across the economy, and a 9% jump in

and excise and procurement spending. SAB further

tax revenues.

demonstrated a promising tomorrow for our country through their brand logo relaunch and tagline ‘To

The calculations of actual numbers of jobs created

A Future with More Cheers’. The brand’s relaunch

across all skill levels reveal potential medium-term

didn’t take me by surprise. In fact, I was intrigued by

gains of 75 300 new direct jobs in manufacturing,

it because it speaks directly to what Proudly South

11 500 new jobs in mining, and 10 100 new jobs in

African has been proclaiming for years – buy local to

agriculture, over and above the indirect jobs that

create jobs; buy local to boost the economy; buy local

will be created.

to help improve the livelihoods of the people of Mzansi.

One of the many leading organisations in the

SAB’s efforts speak to how the private sector can

manufacturing industry is SAB. SAB has been an essential

play its part in driving transformation and localisation,

role player in adding value to the agro-processing

both of which are important to the success of the

sub-sector and the broader economy. In 2022, SAB

country’s economy.

committed R4.5-billion in investment towards the South African economy and confirmed that it contributes 1.3%

The bottom line is that localisation is more than just

towards the national GDP.

a stand-alone activity that can come into its full

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EUSTACE MASHIMBYE | THOUGHT LEADERSHIP

“The manufacturing industry is labour intensive and one of the highest job creation sectors in South Africa”

effect alone. It is an activity of change that relies

job opportunities. This is the domino effect we

on various touchpoints and elements to function

look forward to seeing.

fully. If the private and government sectors make localisation their number one priority, the possibilities

Essentially, the government needs to turn these

of a transformed and revitalised nation will become

stats on its head by making localisation the

endless, resulting in a positive chain reaction.

game changer in driving the economy’s growth and leveraging off the ongoing manufacturing

Regardless of how we view it, localisation is

successes to achieve better results for the South

the stepping stone for a much more financially

African economy.

independent country. Localisation can ultimately help address current South African issues and social ills

Decision-makers, especially through their

affecting all those living in the country. If it is not the

procurement policies, regulations, and practices,

main ingredient for critical economic strategies meant

need to be more deliberate about buying locally

to help the country address poverty, inequality and

because its economic impact is enormous for

unemployment, we run the risk of sinking further

the country. Nevertheless, localisation is the

into our issues as a nation. Our beloved country faces

‘reason to believe’ that many South Africans are

problems far more significant than our boardroom

searching for, and its successful adoption across

talks as decision-makers. These ongoing problems

all sectors of society can help sustain our nation

affect us beyond what we ever imagined. Many

for generations to come.

people have become hopeless, and others are working on migration opportunities only because the

The implementation of a buy local campaign is

future of South Africa seems bleak, to say the least.

not exclusive to South Africa; there are buy local

Localisation is the necessary restoration ingredient

campaigns for countries, regions or even towns

at times like these, where we can see a deepening

globally, and each of these are implemented

energy crisis, unemployment, crime, and rising

as movements that seek to heighten localisation

interest rates.

efforts that effectively and positively impact their respective economies.

According to Statistics South Africa, the third quarter of 2022 saw a GDP expansion of 1.6%. The

A robust localisation strategy will be the saving

manufacturing sector led the growth and with

grace that will equip all industries in South Africa

localisation taking the lead in manufacturing,

with the necessary tools and equipment to beat

there is a likelihood that the economy of South

the odds beyond any crisis, including rising levels

Africa will continue to recover gradually, especially

of imports (both legal and illegal; imports), and in

due to its labour-intensive nature. An increase in

turn, boost the economy and create jobs.

manufacturing as a result of an increase in aggregate demand for local produce will lead to the retention

Localisation is the solution we need for our

of jobs and the creation of much-needed new

economy, country, and the people living in it.

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THOUGHT LEADERSHIP

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BONANG MOHALE | THOUGHT LEADERSHIP

IT MUST LOOK DIFFERENT

TO BREAK THE CYCLE! By Bonang Mohale

t must look different to break the cycle that

eradicating the legacy of apartheid. South Africa is

a poor mother begets poor children, that

the only African country that, after independence,

poverty has a black and feminine face, that

did not substantially increase both its educational

the place of work is in town, that townships are

outcomes and ownership of the economy by

underdevelopment and suburbs are prosperous,

its indigenous people, by double digits. We are

that supervisors and managers are generally white

still expending far less resources on educating a

males and janitors are largely black and women,

black child, even though we know that education

that landlords and farm owners are white and

is the surest way of transcending social classes.

tenants and farm workers are black, that the owners

The little economic activity that was present in

of capital are white and borrowers are black, that

townships and former homelands including the

the public sector is unprofitable, corrupt, inefficient

national infrastructure inherited from the apartheid

and ineffective and the private sector is profitable,

government has been allowed to decay and

effective and efficient, etc. It is common cause

go to waste. We built more rickety, less robust,

that before democracy, the public sector had the

unstable RDP houses than the four roomed houses of

best resources, albeit exclusively reserved for the

apartheid townships that are still standing to this day.

white minority. With the advent of the democratic

When shopping malls mushroomed in the townships,

constitutional dispensation in 1994, South Africa has

the world was replete with examples that it is the

not succeeded in dedicating more resources to

black shop owners that will be decimated. And yet we

extend coverage to the hitherto excluded black

did not insist on these shopping malls be owned

majority. And yet, we knew that no people can

by the very same black shop owners. As the old

be helped by, nor benefit from institutions that

South Africa prohibited casinos except in the former

are not a direct result of their own character.

homelands, we had an opportunity to issue new

Twenty-nine years into democracy, it is self-evident

casino licenses to black businesses rather than

that we, collectively, have not succeeded in

these also going to the usual suspects.

“No people can be helped by, nor benefit from institutions that are not a direct result of their own character”

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Structural impediments to economic participation clearly affect the efficient functioning of markets and the attendant effective redistributory mechanisms were held to be the panacea of post-apartheid economic redress. This has often served to reinforce the marginalisation of the majority from participating in the economy rather than effectively facilitating it. This is despite the myriad of transformative legislation like the 22nd Employment Equity (EE) Report for 2021 which still shows Females at 26% (African Females at 6%) of top management and Males at 74% (African Males at 11%), White people at 63%, Indian at 11%, Coloured at 6% and African at 17%! To ensure that everyone enjoys equal opportunity and fair treatment in the workplace, the Employment Equity (EE) Act, No. 55 of 1998 was enacted into law with the purpose to remove discrimination, implement affirmative action and to promote equity, equality, opportunity, remuneration and development for all employees in the workplace. The newly amended Employment Equity Act which will aid workplace transformation, will come into effect in

“The Employment Equity (EE) Act, No. 55 of 1998 was enacted into law with the purpose to remove discrimination, implement affirmative action and to promote equity, equality, opportunity, remuneration and development for all employees in the workplace”

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2023 to empower the Employment and Labour Minister to regulate sector specific EE targets and to regulate compliance criteria to issue EE Compliance Certificates in terms of Section 53 of the EE Act. In June 1993, the Black Management Forum (BMF) set up an Affirmative Action Commission, consisting of twelve members to look at key aspects of affirmative action! This found expression in our Constitution as the Employment Equity Act. Chief among South Africa’s political success is the country’s Constitution, which was written in 1996. Early Black Economic Empowerment (BEE) focused on increasing black ownership of large businesses. However, white-owned companies entered into BEE transactions to diversify the demographics of their shareholders only voluntarily, and, in the absence of organised sources of capital, many of the

“The Commission proposed a broad definition of BEE as an integrated and coherent socio-economic process. It is located within the context of the country’s national transformation programme, namely the RDP”

black participants relied on highly-geared financing structures and special purpose vehicles (SPVs). Several BEE deals thus collapsed during the Asian financial crisis of the late 1990s. According to estimates, black control of business had risen to about 10% of shares on the Johannesburg Sock Exchange by 1998, but, following the financial crisis, fell dramatically to between 1% and 3.8% by 2000. Meanwhile, the promotion of black empowerment in areas other than ownership was pursued piecemeal, especially through a series of laws including the 1998 Skills Development Act and the 1998 Employment Equity Act. Amid dissatisfaction with the progress of existing initiatives, in May 1998 the Black Management Forum (BMF) under the aegis of the Black Business Council (BBC) appointed Matamela C. Ramaphosa to chair a BEE Commission. The Commission proposed a broad definition of BEE as an integrated and coherent socio-economic process. It is located within the context of the country’s national transformation programme, namely the RDP. It is aimed at redressing the imbalances of the past by seeking to substantially and equitably transfer and confer the ownership, management and control of

South Africa’s financial and economic resources to the majority of its citizens. It seeks to ensure broader and meaningful participation in the economy by black people to achieve sustainable development and prosperity. The Commission also proposed the passage of focused BEE legislation and the adoption of an integrated national strategy on BEE, comprising a set of simplified and coordinated guidelines and regulations applicable across the economy, to be implemented by an oversight body reporting to the cabinet. On some views, the Commission was influential in bolstering support for the broader approach ultimately taken by the government to BEE. The BroadBased Black Economic Empowerment (B-BBEE) Act 53 of 2003 intended to establish a legislative framework for the promotion of black economic empowerment; empower the Minister to issue codes of good practice and to publish transformation charters; establish the Black Economic Empowerment Advisory Council and provide for matters connected therewith.

“The Commission also proposed the passage of focused BEE legislation and the adoption of an integrated national strategy”

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Impactful change and transformation require collective, practical action Interview with Nedbank board member Linda Makalima we believe we have the greatest

is currently experiencing. Nedbank has made

ability to deliver meaningful impact

strides in addressing this through initiatives

through innovation in our banking

such as the Youth Employment Services (YES)

products as well as lending and

programme, a government-led initiative, which

investment practices.

seeks to address youth unemployment. To date, the Nedbank programme has given over 5 000

These SDGs include affordable and clean

It is every country’s goal to achieve continuous

skills that will allow them to find

cities and communities and climate action,

sustainable employment.

to name a few.

and consistent socio-economic development for the well-being of the community,

SUGAN KRISHNA is largely on the Ngovernment A I D OtoOenable an

We understand that banks play a crucial role

businesses, and society at large. While focus

in facilitating economic activity and enabling sustainable growth and development as we

environment conducive to development

have the expertise and resources. We examined

through favourable economic and social

the challenges faced by our communities

policies, there is a strong expectation that the

which include a lack of jobs, lack of funding

private sector should be an active participant

and resources and lack of essential skills and

in driving transformation and contributing to

proposed practical, accessible, and sustainable

the betterment of society. With Nedbank’s

solutions to address them. These solutions

purpose being to use its financial expertise to do good for individuals, families, businesses and society in mind, we spoke to Linda Makalima,

include the development of programmes that support emerging enterprises and provide small, micro, and medium enterprises

Nedbank Board Member and Chairperson of

(SMMEs) with access to markets and growth

the Nedbank Group Transformation, Social and

graduates an opportunity to develop critical

energy, clean water and sanitation, sustainable

Ethics Committee, about how the bank is living

opportunities, transforming our supply chain

its purpose by providing practical solutions for

and working to uplift communities through

impactful change in the country.

our CSI initiatives.

Q: Financial institutions play an

Q: When we look at the challenges

Nedbank is leading within the financial sector with a total of 7 080 youth participation in the last four years (including the 2022 intake). The first year’s intake of youth were, for the most part, qualified university graduates who were of such a high calibre that Nedbank’s absorption rate of this cohort into permanent roles or continued contract employment was much higher than the prescribed requirement, and exceeded all of our expectations. Our overall absorption rate, inclusive of our implementation partners, was 20% - which is eight times over the gazetted target of 2.5%. In 2021, more than 1 900 youth entered Nedbank's YES programme. Out of the nearly two thousand, Nedbank hosted 150 young people who aligned with our focus on

important role in creating sustainable

communities face, we note that the

development in communities. What

burden of unemployment is concentrated

addressing future critical capabilities. The

approach has Nedbank taken to advance

amongst the youth – with 65% of youth

balance of the intake was spread amongst our

socio-economic empowerment?

being unemployed. Have we identified

implementation partners WILDTRUST, ORT SA,

a solution for this?

Youth@work, Conservation SA, and RLabs.

mind (from climate change to access to clean

There is consensus between government

With Nedbank embracing the value that the

water and sanitation and financial exclusion)

and the private sector on the need for urgent

programme provides for both the company

we prioritised nine of the 17 United National

and collaborative interventions to reduce the

and young people, 103 of the 150 youth

Sustainable Development Goals (SDGs) where

youth unemployment crisis that the country

hosted by Nedbank in 2021 were offered

With the many challenges in our country in

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NEDBANK | INTERVIEW

formal employment – a staggering 67%

procurement remain a key strategy for enabling

absorption rate which represented

transformation, job creation and community

life-changing career opportunities.

upliftment. They are designed to maximise the group’s contribution to the development and

For the 2022 intake, more than 2 000 youth have entered the year-long YES programme to date. In this intake, Nedbank is hosting more than 600 candidates into its own clusters - a substantial increase from 2021,

economic transformation of the country, by giving preference to local suppliers over foreign suppliers, with emphasis on SMMEs.

AWIEF Business Growth Accelerator – Nedbank provided R2.6-million to the African Women Innovation and Entrepreneurship Fund Growth Accelerator (AWIEF) to support 50 women-owned businesses across SA. The accelerator programme is designed to suit the

As part of this focus, Nedbank entered into

unique needs of early-stage and high-growth-

a strategic partnership with SAP Ariba to

with the balance being placed with suitable

oriented enterprises with business modelling

empower and develop small black-owned

implementation partners.

suppliers. Selected suppliers received a

and growth strategy training, business

standard Nedbank business account, which

Q: In reference to the need for

gives them access to the Ariba platform to

sustainable employment - how can the

market their businesses and participate in the

private sector support individuals who create their own employment through SMMEs? I truly believe that SMMEs can thrive when

leadership skills, corporate advisory, mentoring, coaching, networks, and orchestrating strategic partnerships.

sourcing opportunities it provides.

The Riversands Incubation Hub Nedbank remains a signatory to the Prompt Payment Code, which means that smaller suppliers (exempted microenterprises) are paid within seven days, and all other SMEs within

they are provided with the opportunity to

30 days of receiving their invoices. This gives

develop their skills and given access to promote

SMMEs quicker access to their funds to help

their products and services in markets where

them remain operationally viable.

The Riversands Incubation Hub is a large-scale black business incubator. A registered nonprofit company, the hub was established in 2014 through a partnership between Century Property Developments and The Jobs Fund, with the purpose of incubating businesses for

they are needed. As the private sector, we have the resources and networks to facilitate this.

We’ve also supported various enterprise

growth and expansion so that they can become

The role that SMMEs have to play in the

development initiatives over and above our

sustainable, job-creating entities. The hub

enterprise supplier development programme,

also offers rental premises for businesses at

creation of much-needed employment opportunities requires the provision of business support, including access to funding and markets, has never

to contribute to the growth and sustainability of SMMEs. These include but not limited to:

Nedbank provided R2.9-million to enable 60

RLabs

businesses to receive support from the hub.

been more critical. At Nedbank, we embrace our responsibility to contribute towards economic growth and job creation. Some of the ways we do this include supporting emerging enterprises; providing

subsidised rates.

Nedbank provided RLabs with R3.6-million

A total of R64.4-million in revenue was

to implement the Innovation and Enterprise

generated in 2021, and the businesses paid a

Programme (IEP) with entrepreneurs from

total of R1.9-million in salaries. A total of 139

peri-urban, township and other marginalised communities across Cape Town. The IEP provides a variety of leadership,

jobs were created in the year under review.

Fix Forward

small, micro, and medium enterprises with

entrepreneurship, design, incubation,

access to markets and growth opportunities;

technology, and innovation programmes

transforming our supply chain; and working to

offering support, advisory services, resources,

Fix Forward is an incubation programme

uplift the communities in which we operate.

mentorship and incubation to women

focusing on equipping tradespersons from low-

Nedbank’s policies and practices in preferential

and youth-led ventures.

income communities with the necessary skills

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and to transition them from the informal to the

critical to both the economy and the wellbeing

formal arena. The objective of the programme

of communities: agriculture, water, energy, and

is to empower the tradesmen to realise their

waste. By linking our traditional CSI focus areas

potential as entrepreneurs, and to help them

of education and skills development to the

grow successful businesses.

four key elements of the green economy, we envisage a refreshed approach to job creation

Nedbank provided R3.5-million for 100

and enterprise development that will help to

contractors to participate in Fix Forward’s

drive socio-economic empowerment

12-month Enterprise Development Programme.

in communities.

Over and above the 100 contractors supported through the workshops, coaching and

In terms of the green economy, one of the

mentoring, a further 67 contractors were

projects we have invested in is the Siyavuna

afforded increased access to markets.

Abalimi Development Centre (SDC). The centre, located in the south of KwaZulu-Natal,

In 2021 these businesses created 116 permanent

is implementing a Bulbine frutescens farming

jobs and 71 temporary opportunities for

project. The project aims to grow Bulbine as a

employment. The contractors earned

raw material input into the skin and cosmetic

over R8.5-million in revenue.

industry and has already secured an offtaker for their produce. The funding from the Nedbank Foundation has enabled SDC to secure five hectares of land for production, purchase Bulbine seedlings, and train SDC employees, youth and farmers on all aspects of Bulbine production. A three-hectare section of the land was planted in 2021 and 17 smallholder farmers and six youth were employed to work on the farm, bolstering local employment and knowledge. Q: In closing, what would you say to other

organisations regarding the drive to grow our country’s socio-economic capital? There is an African proverb that says, “If you want to go far, go together.” Transformation, inclusive growth and socio-economic Q: Does Corporate Social Investment play

development cannot be the responsibility of

a role in socio-economic empowerment?

the government or that of one single company. We all need to cumulatively put in our energies,

CSI initiatives must improve the economic

resources, talents, and skills for the

ecosystem and the community’s skills set to

upliftment of our communities.

enable people to gain employment or start their own enterprises. In 2021, Nedbank revised their

The reality is that the challenges and problems

CSI strategy to ensure that the initiatives we get

of the world, and the threat to the future

involved in grow our socio-economic impact.

sustainability of our environment are too

Our revised CSI strategy invests in the green

colossal for governments and only a set number

economy and focuses on four key areas that are

of companies to tackle on their own.

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NEDBANK | INTERVIEW

We strongly believe that every person within the organisation has the potential, and certainly the responsibility, to be a leader. Therefore, in developing leadership capital, we have taken a holistic view of leadership that leadership is a state of being, achievable by all. We exemplify this ethos through our transformational approach to leadership capital that embraces a strong leadership culture, organisational leadership and a commitment to leading through a strong brand, ethics, compliance and good governance, and stakeholder engagements that deliver shared value.

Q: You mention that ‘every person in the organisation has the potential to lead.’ How is Nedbank enabling this

The world of

leadership-based culture across

businesses is undoubtedly experiencing the biggest transformation in centuries. The

Q: Strong leadership is associated with

Fourth Industrial Revolution, life beyond the

driving successful transformation and

pandemic and a shift towards a purpose-led

sustainability. Looking at Nedbank’s

approach to business is undoubtedly shaping

approach to leadership, what would you

industries. Businesses that will lead, navigate

point out as critical success factors that

and sustain themselves for years to come

have developed leadership capital

require strong leadership capital to captain them

within the organisation?

the organisation? One of the outcomes targeted in our culture transformation journey is embedding humancentred leadership to unlock the culture shift towards leadership being part of the DNA of every individual in the organisation.

through the wave of change that the world is experiencing. We caught up with Nedbank’s

I think the main key takeout is that Nedbank views

Chief Operating Officer, Mfundo Nkuhlu, to

leadership not to be the exclusive responsibility of a

reflect on leadership capital.

handful of senior management or executives.

We launched our human-centred leadership approach in January 2021. It is the outcome of a collaborative exercise with our leaders that resulted in a future-fit leadership

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NEDBANK | INTERVIEW

framework that defines what differentiates a

Furthermore, as a bank that takes money seriously,

Nedbank leader and challenges all leaders to

Nedbank is focused on enabling people to improve

#BeTheDifference. Following the launch,

their financial well-being and guiding them to make

various initiatives were implemented to

better and more sustainable money choices. This

promote human-centred leadership.

is key to not only transforming the lives and futures of individuals, but also enabling the sustainable

Leaders at Nedbank now have a clear

growth and development of the South African

understanding of what our core leadership

economy. This is one of the reasons we have

beliefs, attitudes, values, and principles are;

taken a leading role to ensure financial inclusion of the unserved and underserved communities.

what is expected of them; and what they should focus on. Leadership at Nedbank harnesses

Q: Has this approach to leadership capital

the power of the collective; everyone has

yielded positive results for Nedbank?

the ability to be a leader.

Certainly - by making leadership a collective responsibility of all Nedbank employees, we have inspired a spirit of camaraderie where the entire organisation is embracing the opportunity to lead and take charge of their outputs. Because of this buy-in, we are able to live our purpose which is to use our financial expertise to do good for individuals, families, businesses and society. In 2021, Nedbank was ranked the eighth most valuable brand among top 50 SA companies for the second year in a row. The value of the brand-by-brand finance is estimated at R15-billion. During the 2021 financial year,

Q: How does Nedbank extend this

Nedbank saw a continuation of this trend

leadership approach in its industry

through brand sentiment rankings, having

and the market in general? We strive to entrench this shared leadership

consistently ranked as the number two bank

Company Details:

in social media brand sentiment as measured

135 Riviona Road Sandown 2196, Sandton

by Salesforce Social Studio.

culture not only in our business, but also in

Tel: +27112944444 General enquiries: 0860555111

our industry, because we know that the more

While these and other accolades are notable

people there are in SA’s financial services sector

acknowledgements for our hard work and

who have strong, principled and empowered

commitment to living our purpose in everything

leadership mindsets, the more effective

we do, we are proud that our inspiration to be

the sector will be in supporting and driving

better stems from the culture of collective

transformation in all areas of society

leadership which has been entrenched in the

Social Media:

and business.

business by our human-centred approach.

@Nedbank

34 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 2

EDITION

www.nedbank.co.za

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IMPUMELELO TOP EMPOWERMENT

FINANCIAL SECTOR OVERVIEW

CREATING ACCESS TO FINANCIAL SERVICES

Financial sector works toward transformation By Jessie Taylor

South Africa’s financial sector is large and sophisticated and boasts a GDP ratio above most emerging markets. The sector is made up primarily of banks, pension funds and insurers, along with other financial service providers. The banking sector especially remains highly concentrated, with the largest banks holding over 85% of the industry’s deposits in 2020, but is seeing increasing competition from technology-based start-ups and retailers increasing their financial services offering.

A CRITICAL EMPLOYER The financial services industry pays 30% of all corporate tax (R63-billion in 2021) and makes up 23% of GDP. Banks remain key employers in the South African economy, employing more than 154 000 people. However, the sector has seen extensive job shedding in recent years, in part due to cost-cutting measures in an attempt to keep up with new entrants to the market.

36 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 2

In addition, increased digitisation has seen the skill set of employees in the financial sector changing, with demand for those with higher technological skills increasing. More and more banks are looking to recruit data scientists, behavioural economists and engineers in line with the increase in artificial intelligence solutions the sector is employing. For the last ten years, the financial sector has focused on digitisation and a move to customer self-service.

EDITION

This has seen the introduction of banking apps and digital payment options. This investment has, in part, been driven by the need to reduce costs and has enabled banks to reduce the costs of collecting, storing, processing, and exchanging information. Digital solutions have also reduced the need for branch infrastructure, and between 2012 and 2019, 695 branches were closed by traditional banks.

FINANCIAL | SECTOR OVERVIEW

MOVING TOWARDS DIGITISATION Digitisation has improved access to banking services for many, but many low-income households remain largely dependent on physical facilities. The financial services sector has been increasingly providing financial products to those previously unable to access them. Today, banks provide access to transaction points to 88% of South Africans in low-income households within a 10km radius. However, real access to financial services remains low, and there are low levels of account usage.

ACCESS TO FINANCIAL SERVICES 20 million products that contribute to financial inclusion are provided by the financial services sector In 2021, over 81% of South Africa’s population above the age of 16 had access to a bank account 40% of dormant accounts were held by individuals from lowincome households In this segment, another 19% withdrew all funds as soon as they were deposited

WORKING TOWARDS TARGETS The financial sector has long been regarded as a vital driver of transformation. To further this role, the Financial Sector Conduct Authority (FSCA) recently published a draft strategy to better drive transformation in the sector and meet commitments made by financial institutions under the Financial Sector Code.

According to the Sanlam Gauge Report, the financial sector is on a Level 4 B-BBEE contribution. However, the vastness of the sector means that there are a number of smaller financial service providers who, while licensed, do not have to be measured because of the size of their turnover. The Gauge Report found the sector had failed to meet most of its targets and scored an overall contribution score of 88 points. The sector achieved 81% of its ownership target and only 62% of its management control target for skills development. Banks spent R4.7-billion on skills development for black employees. The financial sector achieved 76% of the target and 71% of the target for enterprise and supplier development. The sector exceeded its socio-economic development target, achieving 154% of the target. However, the findings of the Transformation in Banking 2022 Report refuted the “narrative that banks are falling far short of their FSC targets”, saying that with “the right conditions in place and an enabling regulatory framework, banks are capable of playing a … transformative role” in various sectors of the economy.

MANAGEMENT CONTROL IN THE BANKING INDUSTRY In 2020, black people held 28.4% of voting rights in banks

87% of junior bank managers were black in 2020 41% of bank directors were black in 2020

45% of senior managers were black in 2020

BEE PROCUREMENT AMONG BANKS 82% of goods and services procured by banks in 2020 were from Black Economic Empowerment (BEE) compliant businesses The procurement from Black Economic Empowerment (BEE) compliant businesses were valued at R136-billion in 2020. 41% of bank directors were black in 2020 Banks provided R270-billion in empowerment financing for black business deals in 2020

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IMPUMELELO TOP EMPOWERMENT

KUNENE MAKOPO

CREATING INSURANCE AWARENESS SINCE 2006 It was in 2006 when three members with broad and diverse skills and competencies came together and started Kunene Makopo Risk Solutions (KMRS). Today, two members, Siyanda Kunene and Dumi Makopo are continuing with their mission to provide comprehensive insurance risk management solutions to their clients and to create insurance awareness in historically disadvantaged communities through KMRS. The company has a unique footing in the market, because of its multiple licenses in Short Term insurance, Long Term insurance and Medical Aid insurance, which allows it to provide a comprehensive service to its clients and partners. developing products for specific clients.

sector, specifically, what has limited the

And slowly we then moved into short

rise of black management or of people

term where we still had a license by

who are previously disadvantaged is

partnering with certain brokerages. But then we decided to stand on our own and found a niche in the guarantee space. So that is how the company got started. Q: What is your role at the company and what do you enjoy most about what you do? We have shared responsibilities. The

Q: Please provide the background

roles I perform are partly a bit of

and history of KMRS

administration and largely working more on business development. What I enjoy

that there is not enough skills transfer in those communities when it comes to financial services. So, for this industry to transform, there should be an effort to focus on developing skills and identifying potential in people from disadvantaged backgrounds. Q: As a 100% black-owned business do you have advice for companies who are on their own journey of diversity and inclusion?

Kunene Makopo was first established by

is actually seeing the business grow and

Yes, not only as as a black-owned

Siyanda Kunene and me and we got

seeing the staff as the years go past

business, but as a business, you should

our FSP license in 2006. We had a third

mature and generally become more

strive to first have a transformational

professional and also seeing growth

agenda. Yes, but secondly, do look for

in their personal lives.

skills more than you would want to look

partner who resigned two years after starting the company. From the onset,

for a particular colour or race. Skills must

we had two licenses- short-term and life. And our focus point, in the beginning, was to start with life where we pursued

Thank you for participating in the Top

be paramount but always bear in mind

Empowerment virtual conference

that you have an obligation to

– please share your views on

transform the industry.

advancing transformation through skills

over-the-shelf products like it normal

development in South Africa

whole life cover investment products,

Q; What would you say were your greatest challenges over the last 17

but then found ourselves dealing mainly

Skills development is an important pillar

years, how did you solve them – and

with group skins. And that's when

of transformation. What I found out

what do you see as the biggest

last year was that within the insurance

hurdles in the future?

we changed our tract to focus on

38 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 2

EDITION

KUNENE MAKOPO RISK SOLUTIONS | INTERVIEW

Insurance is such an intangible

Q: What are you looking

We were both working in corporate

product and when you come in as

forward to in 2023?

and then we had the same idea at

an independent, not flanked by a big

the same time. We thought, you know,

brand, it's actually building goodwill in

I would like to see more of our guys

insurance is one space we can make a

the markets. That's the most challenging

growing in their personal lives, buying

big difference and have a big impact

part of it. And I'd say to overcome that

properties for themselves and seeing

and grow a sustainable business. And

is to stay consistent, to stay aggressive

their kids through school. I really would

we basically had the same idea at the

and to be persistent in the pursuit

like to see them prosper.

same time. And so we decided, let's

of new opportunities. Q: Does KMRS focus on local clientele or do you also have an international portfolio? We have clients also in other countries.

do this and like I said, the advantage Please share a message

of being young then is we did not

with our readers

see how it could fail regardless of what was happening in the macro or

We want to be the company most

microeconomic space.

desired to work for in the insurance space.

Looking back now, we are happy with

We do some work in Mozambique and

the progress but we believe that we still

we're currently establishing a branch in

have so much more to do.

the U.K. and in the DRC. Q: What have been the most interesting Q: How would you describe your

changes you have seen in your sector

leadership style and has it

over the last 17 years?

changed over the years? The financial industry, especially the In the beginning, I was more of a micro-

insurance industry, is a traditional

manager, but I think where I am now,

industry with dominant players. And

I try, maybe not as best as I should, to

what has happened over the years is

give people space and allow things to

that we have seen a few more new

happen, but I still think there's still a level

entrants into the markets that consider

of micro-management.

us as one of them in the booking

Q: What were your “AHA” moments in the company? There have been a few of those moments and every time we've overcome a challenge that literally

stage. So, there have been a few

Please take us back to 2006, when

others we have come to notice, which

you started the company and the

is a good thing because it provides

importance of the services that

more opportunities for the users of the

your company offers.

markets, and more variety.

Back in 2006, we were both still young, so I think the younger you are, the

But also what we are noticing is the

threatened the existence of the

more you might not know what's going

more we are involved in the industry is

business, those have been moments

around, but you feel whatever you

the more we engage and understand

of confirmation that one is just

want to do is possible regardless

better the value chains. So the longer

the right space.

of what's happening.

that many of them, but you can see it.

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IMPUMELELO TOP EMPOWERMENT

But we are also seeing more need and

We don't need as much space to

cleaning to admin because we couldn’t

realising more need for some of the

store documents because then you're

afford to hire. It’s also a great milestone

value chain of businesses or items within

storing them and you're still scanning

to watch our staff improve in their

the space which helps improve the

and storing stuff electronically, but

personal space because we offer them

quality of service we then

also as a function of better service

bursaries if they are studying anything

provide to clients.

delivery, technology definitely improves

insurance-related.

service to clients and it also improves administration and it helps also shorten

We try to encourage our staff to better

the time to get things done.

themselves, and we provide them with bursaries each year and a lot of the staff

Q: Please share some of your most

take it up. Their improvement

innovative products and solutions

improves our business.

There’s a product we will be having a big launch on which will be more consumed by the masses as opposed to how we operate currently. We can’t share more about it until the launch but it will benefit many individuals in South Africa and beyond. Q: What have been some of your most

Lastly, the growth in the business itself, we are happy with it in the sense that we've been able to grow in South Africa and expand outside of the country. Q: How did COVID-19 affect KMRS? COVID-19 was an interesting time for us as we had to start working remotely. So for us, I think we were fortunate in the

memorable milestones at

sense that we already were working

the company?

on systems that our staff could log on online, we just had to make sure

The first milestone was actually getting

we provide them with routers for the

the license from the FSCA, which back

internet. But they had laptops, they had

then was the FSB (Financial Services Q: How has technology

Board.) That was a bit of a challenge

impacted your business model?

getting it to be licensed to operate but when we got it, it was a great milestone.

It has had a great impact on our

access points and they had access to systems so we could continue servicing our clients. In terms of the business itself, most of our clients are commercial clients,

company, without technology, I don't

But having a license doesn't mean

know how we would function, in the

now you have a business. The second

sense that servicing clients, you need

milestone is looking at where we are

systems to make sure you are able

right now, having staff of over 60 people

to administrate, monitor and

with, no one knew what was going

across the country when we started with

refer everything.

to happen and a lot of people were

just the two of us doing everything from

looking to minimise risk, and with that, it

40 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 2

EDITION

businesses, corporates, institutions etc and what we found is that with the uncertainty that COVID-19 came

KUNENE MAKOPO RISK SOLUTIONS | INTERVIEW

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

KUNENE MAKOPO RISK SOLUTIONS | INTERVIEW

meant that they really wanted to

industry, they go a long way because

ensure the insurance is in place.

once you work well or deliver with

So we had growth in that period

certain partners, clients, service providers, there is that confidence

because a lot of entities wanted to

in you that enables the ability to

make sure they got proper cover or

do business better.

they wanted to extend their covers and so we had quite a busy time during COVID-19. And also coupled with that, and because it happened during COVID-19 as well, the riots also led to clients, and corporates wanting to make sure they are insured. So I'd say we were one of the fortunate companies to actually experience growth in the period because the need for insurance for corporates increased.

Q: Please unpack the important role that partnerships play in your business model. Between us, the founding members of the company, partnerships help in the sense that we both have strengths and weaknesses. So there are things that one is able to do that the other probably does not need to do and then can focus on other things. So it helps the company do better and achieve better because you are able to succeed on different playing fields at the same time instead of doing one thing at a time of failing at one thing at a time. When it comes to partnerships in the

42 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 2

EDITION

SAKHA-ISITJHABA |

The name “Sakha Isitjhaba” is derived from the Nguni language. It originates from the IsiNdebele language which means “build the nation”. Sakha Isitjhaba Chartered Accountants is made up of professionals who have taken it upon themselves to use their skills ad expertise to deliver essential financial and advisory services needed by SMMEs to contribute meaningfully towards the economy. This is how we build the nation. Sakha-Isitjhaba Chartered Accountants is a purpose led Chartered Accountants firm that provides essential Compliance (Accounting and Tax) and Business Advisory Services. We focus on serving the needs of small, and medium size businesses. Ours is a call to build a nation using our skills and expertise, one business at a time. We are a digital savy firm that offer solutions for SMME’s growth and sustainability. For all your Accounting compliance needs It is imperative for the business to ensure that financial information is recorded timeously and accurately to enable management to measure the business performance and make informed decisions. This information has to be conveyed to different stakeholders of the business, to ensure this capability following services are offered. We help with compliance Businesses have to comply with the regulations such as Income Tax Act and also have to contribute their share to the country’s fiscus, therefore tax compliance is essential for every business. Monthly Payroll Services We assist with the compilation and the submission of the monthly and yearly PAYE Returns, including generating monthly payslips VAT Returns Submissions We compile and submit the vat returns as required by SARS.

Income Tax Submissions We assist with the estimations of the provisional tax, yearly tax returns compilation, submissions and good standing tax clearance. Business Advisory Every business has to have a strategy which underpins its existence and future, we are here to help you with the strategy formulating creating a business model for growth. The following are our business advisory services. Strategy Formulation & Business Model Design. Scenarios Analysis, we contribute to the analytical process of selecting the best suitable course of action to achieve the organisation’s vision and objectives.

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A part-time CFO will contact you and assist you with your specific business needs.

IFRS and Tax Advice We provide Technical Tax and International Financial Reporting Standards advise for Small Businesses. Business Valuations We assist in determining the value of the business. Good Governance and Effective Control Environment We conduct business process design, ensuring that your business activities, policies, procedures and decision comply with the principles of good governance. CFO Services to Meet Your Business Finance Needs Contact us to contract a CFO if your answer to the following questions is yes: •

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Company Details Clearwater Office Park, Building 3 Ground floor, Millenium Road & Christiaan de Wet Rd, 1735 44 Melrose BLVD, Melrose Arch, Johannesburg, South Africa Kwaggafontein Section A, Mpumalanga Willowbridge Centre, Cronje Dr Belleville Park, Cape Town, 7530 +27837420568 / +27105937754 connect@sakha-isitjhaba.co.za www.sakha-isitjhaba.co.za

At Sanlam, our purpose is to empower future generations to be financially confident, secure and prosperous. As the largest non-banking financial services group on the African continent, we believe shared value is demonstrated through non-financial performance activities that play a key role in uplifting the quality of lives of people across the continent. Shared value is achieved through our contribution to the United Nation’s Sustainable Development goals (UN SDGs), economic growth and social investment activities and practices.

we also became the largest black-owned asset manager in South Africa, via our asset management arm, Sanlam Investments. We want to see both our employee and ownership diversity figures continue to improve, so we place huge emphasis on training and developing our people.

Inequality remains pervasive in our country and on this continent. As a group with a significant presence in 33 countries in Africa, we have the opportunity to really make an impact on the lives of millions. We have prioritised seven of the UN SDGs (3,4,8,10,11,13 and 17) and embedded them as part of our organisational objectives at multiple-levels.

We spent just over R908m on training and development in 2021.

Here is an overview of our own empowerment journey and work in progress.

2 000 managers participated in the Group leadership enablement initiative, aimed at empowering leaders to successfully lead and engage high-performing teams in a hybrid work environment.

Our internal strides Our internal journey to transformation has been a long and rigorous one – and we know just how far we still have to go. This is where we currently stand: Of our 20 066 employees in South Africa,

77% are black

Impacting our suppliers and enterprises As a major corporate entity, we are dependent on our supply chain to fulfil our clients’ needs, and we are also deeply aware of the need for a sustainable supply base.

and 62% female.

We will continue to focus on deliberate transformation, particularly at a senior management and executive level. We are 49% black owned, and 23% black-female owned, far exceeding industry targets. This sets us ahead of the ownership targets for our industry. Last year,

In 2021, R5-billion of our procurement was awarded to black owned enterprises, with half of that being awarded to black women-owned enterprises.

44 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 2 E D I T I O N ST

Procurement spend with Blackowned businesses amounted to R5-billion.

Small, medium and micro enterprises (smmes) Globally, SMMEs are the main drivers of job creation, hence we know that this is where our focus must be placed. At every level of our organisation we are investing heavily in giving SMMEs access to the finance, market and skills they need to thrive. One of our highlights is our long-running Sanlam Group Enterprise and Supplier Development Programme which has helped create 502 sustainable new jobs, while supporting 2 964 jobs in total, since its inception in 2013.

Our enterprise and supplier development efforts have seen us provide loan funding of R146-million. Additionally, we allocated R13-million for business development support in 2021. As part of our supply chain support our intermediaries and brokers play a key role in sustainability of our business.

For this reason, we are supporting 15 financial planning practices and 144 black intermediaries. We have also invested R5.2-million in Black Broker Development support. Funds such as Sanlam Investments’ Investors’ Legacy Range and the Resilience Fund - which preserved or created desperately needed jobs over the past two years - will be enhanced shortly with further SMME initiatives. As approved recently by our board.

Education Building a robust economy starts with well-educated children. We consider the foundational work we are doing among young South Africans to be one of the cornerstone pillars of empowerment and transformation.

In 2021, we invested R40-million in educational programmes through the Sanlam Foundation. We have created 292 jobs in the educational sector through this investment. In addition, 247 schools and 38 269 beneficiaries benefited of which 92% were black.

Resilience through financial inclusion

We have never been more energised by our mission to help Africans live with financial confidence. From a business perspective, our long-term sustainability depends on more and more people understanding how to successfully manage their finances in order to become financially resilient

So financial education continues to be a pivotal focus, with R18.4-million being spent in 2021, reaching 16 776 participants directly and 2 807 379 people through awareness initiatives. We also believe in looking for novel approaches to financial education, so have introduced a savings app for young children, called the Sanlam Savings Jar, and commissioned South Africa’s first financial education TV quiz show, the Sanlam

Moola-Money Family Game show, as fresh, modern ways to engage audiences. At Sanlam we remain proud of our contribution to transformation and empowerment to date. However, as a purpose-led group, we know just how much work still needs to be done and remain committed to serving the communities in which we operate. We have never been more energised by our mission to empower Africans to live with financial confidence.

Reporting period: As at 31 December 2021, unless otherwise stated. The report for 2022 will be available in April 2023. Sanlam Limited is the Licensed Controlling Company of the Sanlam Limited Insurance Group

Financial resilience requires a well educated society around risks and solutions as well as access to meet their needs. At Sanlam, we have provided access to 500 000 clients with relevant risk solutions within the emerging markets through our products designed specifically for financial inclusion. As the continent’s largest non-banking financial services group, in many ways our ‘north star’ is financial education. 2 2 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

Sanlam's Empowerment & Transformation Journey

Support towards SDG Goals It is essential that Sanlam is intentional and prioritises SDG’s that provide the biggest opportunity for shared value creation. The Sanlam Group focuses on all the following SDG’s, with the Foundation’s work feeding into SDG 3, 4, 8, 10 and 13

Ownership 49%

Black owned Industry target

23% 10%

Black-female owned

25%

Industry target

Impumelelo Top Empowered Company * Accredited by Topco Media

People, Diversity and Inclusion

20 066

77%

62%

Employees in South Africa

Black Employees

Female Employees

Procurement 4

Spend with Black -owned businesses Spend with Black women-owned businesses

R5bn

Supplier Procurement spend with SMEs

R2.5bn

R3.2bn

Spend with Black-owned SMEs Qualifying small enterprises

Exempt micro enterprises

R1.7bn

R626m

Training and Development Total Spend:

Approximately 2 000 managers participated in Group leadership enablement programmes

R908m Black Male Spend:

R283m

Digitisation programmes and Management Development Programmes introduced

Black Female Spend:

R408m

Transformational leadership programmes introduced

Mentorship programmes – 32 mentors trained

Programme: 90 students from disadvantaged backgrounds awarded five-year scholarships

Sanlam UCT Online High School Scholarship

Socio Economic Development Education

Access to financial products:

Investment in the Blue Ladder Schools (BLS) Programme focusing on maths, literacy, and leadership:

Providing access to

2016

500 000 policyholders through products designed specifically for financial inclusion

46 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 2 E D I T I O N ST

Over

Invested

R178m R40m 2021 invested through BLS since

73 BLS schools supported over five years 3 provinces covered

2021 beneficiaries included: 390 educators and 70 735 learners

Impact of other educational programmes supported by Sanlam Foundation in 2021

292 jobs created 38 269 beneficiaries 92% black beneficiaries 37 879 of the beneficiaries were learners

247 schools beneficiaries Other educational programmes supported by Sanlam Foundation in 2021

88% of them were female beneficiaries 390 educators were supported 54% of the learners who participated were female

Partnerships for Risk and Resilience (P4RR)

264

275 130

school safety officers trained with six schools

municipalities supported through P4RR

leaners reached through the

receiving virtual and physical risk assessment

initiatives R10.2m invested in vulnerable

partnership with the National

training in partnership with the Department of

communities through the Emthunzini BBBEE

Sea Rescue Institute of South

Basic Education (DBE), and the National

Community Trust R3.7m contributed towards

Africa to conduct water wise

Disaster Management Centre (NDMC)

commercial risk reduction in municipalities

training for learners

Special projects

22 Grants disbursed from the Small

9 Bursaries awarded to potential

40 community

Grants Fund

CA’s through Thuthuka Bursary Fund

coaches

R13.2m spent on grant contributions

Takalani Sesame: 130 episodes in 5 languages, voted the

and R2.3m in support of socio-

Best Children’s Programme at the 2021 South African Film

economic development.

and Television Awards (SAFTAs).

Grants totalled R2m and funded

16 schools in Kroonstad received sports equipment

Sanlam Words Open Worlds (WOW) Spelling Festival: 2905 learners from 397 schools participated. 68% of the schools were rural, 57% of the learners were young female learners.

40 educators trained on Covid protocols.

grassroots NPOs

Empowerment Financing R14.6bn

invested in empowerment financing

R9bn

R5.6bn

invested in various structured finance deals

invested in various tranches for black-owned property and equity

Consumer Financial Education R18.4m

consumer financial education spend

acquisition deals

16 776

97% 72%

participants reached though the Wage Wise and Money Fo Sho programmes.

Black

Female

2 807 379

57%

45%

Participants based in rural areas

of people reached through CFE awareness initiatives

Participants were between 18 and 35.

Enterprise and Supplier Development R146m in loan funding towards Enterprise Supplier Development

R13m Enterprise and supplier development grant funding

Supported

The Sanlam Group Enterprise and Supplier Development Programme helped create

502

sustainable new jobs while supporting 2 964 jobs in total since its inception in 2013.

black owned SME’s and 15 financial planning practices.

144

black intermediaries empowered through the BBD programme

learners trained through the BBD learnership programme.

R5.2m invested in Black Broker Development (BBD) support

2 2 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

SkX P ROTIVI T I BUILDING VALUE THROUGH TAILORED SOLUTIONS

development of our executives and

demonstrate an unwavering

employees to be able to cope with

effort to uplift the disadvantaged

the increasing demands of a client list

communities of our society.

growing in size and scope. 2. SkX is a Level 1 B-BBEE supplier. We are 100% black-owned and 50% womenowned and one of the only professional services firms of our size in South Africa that specialises in the provision of Advisory and Transaction Advisory services. We pride ourselves on applying

The long list of high-profile clients which

We create equal opportunities

is now housed within SkX is testament to

for all our employees and will

our combined strength, our customer-

accelerate the development, at all

focused approach and the excellent

levels, of those previously excluded

service which we deliver. We are proud

from meaningful employment. This

of our work, the talent of our people, the

will include targeted development

depth of their experience and our ability

plans and mentorship programmes.

to respond to our clients’ needs.

international best practice to deliver

We further uphold our commitment

the highest standard of service. Women represent 54% of the firm’s employee count and we take great pride in this. Sekela Consulting and Xabiso Chartered Accountants started in 2004 and 2003

Training and Development

to add value through enhancing

As part of our mission to uplift our

governance, risk management and

communities, we provide financial

financial controls for our clients.

support for learners at secondary and tertiary institutions. We

Corporate Responsibility:

empower historically disadvantaged individuals through a variety of

respectively, with similar origins. SkX was created in 2012, bringing together two highly qualified teams of professionals

SkX is committed to the strong ethos of

training programmes specific to our

corporate responsibility. Our approach

profession. These initiatives include:

is simple: empowering people by

with vast experience and impressive

harnessing their potential, providing

credentials. The combined knowledge and business acumen of SkX directors puts us as a firm in an ideal position business solutions to a growing range of clients in both the private

•

Learnerships registered with various

them with skills and opportunities

industry associations such

and improving the quality of life of

as SAICA and IIA

ordinary citizens from disadvantaged

to deliver world-class, client-focused

•

Financial support and mentorship

backgrounds. The core elements of

for students completing BCom

our strategy include:

(Accounting) degrees at university through the South African Institute

and public sectors.

Having attracted highly skilled and

Preferential Procurement and

of Chartered Accountants

Enterprise Development

Thuthuka Bursary Fund

We adopt a procurement policy

committed professionals from the industry, we achieved steady growth by investing in the training and

48 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 2

Employment Equity

•

Support for social development

to source most of our goods

programmes run by the Association

and services from entities that

for the Advancement of Black

EDITION

SKX PROTIVITI | ADVERTORIAL

•

Accountants (ABASA) who

Alexandra High School situated in

undertake school visits and

Alexandra township in Gauteng

presentations to promote

with scholars as beneficiaries and

our profession

Adams College in KZN, kwaMakhutha

Support for African Women

also with five beneficiaries. Lastly

Chartered Accountants (AWCA)

KwaHluzingqondo High School in KZN,

which has established a fund for

in uMkomaas with ten beneficiaries.

black women wishing to become chartered accountants

After realising that the mathematics pass rate from rural schools is very low,

CSI Initiatives:

SkX committed itself by employing full-time mathematics and accounting

The SkX Foundation is a non-profit

tutors, who were previously unemployed

company (NPC) that was founded with

graduates from the surrounding villages,

the primary objective of assisting the

to assist learners with maths and

youth of South Africa in addressing some

accounting extra classes.

of the gaps that stand in the way of achieving their dreams and ambitions

This initiative is benefiting all learners

due to being underprivileged in one or

across the school and is assisting

more areas of their lives.

learners to obtain better pass rates. Through this initiative, we are indirectly

The SkX Charity Foundation was formed

reducing the unemployment rate.

by the Executive Chairperson of SkX

Company Details

Protiviti, Mr Abel Dlamini. After having

The added scholar support is building

Head Office - Gauteng

encountered various challenges that

the boys' and girls' toilets and adding

Building 1, 15 Forest Road,

affect the youth in our society and some

the best student awards as a form of

Waverley Office Park,

of the staff members employed at SkX

motivating the learners and teachers

Bramley 2018,

Protiviti. The Executive Chairperson then

in working towards achieving a

South Africa

set out on a journey to formulate means

100% pass rate.

through which there would be a form of

Kwazulu Natal

outreach and a helping hand,

The charity foundation continues to

Suite 1A, 100 Armstrong

leading to the formation of this

grow in leaps and bounds through

Avenue, La Lucia Ridge,

charity foundation.

the unwavering support that

Durban 4051, South Africa

emanates annually from the golf As SkX, we do these charitable efforts

fundraising tournament.

to impact and improve the living and

Head Office - Gauteng

learning standards of scholars from

+27 (011) 797 6800

impoverished families. We have been involved in a number of initiatives

Kwazulu Natal

to support this statement.

+27 (031) 562 1700

To date and mainly through the

info@skx.co.za

support borne out of the annual SkX Golf Tournament, we have adopted

www.skx.co.za

BRINGING HOPE TO THE

MARGINALISED GROUPS IN SOUTH AFRICA Lithemba Investments was conceptualised in the year

Lithemba Investments identified the need to partner

2000 by a group of South African Black women with

with a local school – Ebenezer Majombozi High School

the intention of encouraging the meaningful

in East London. This, we did by sponsoring enrolment to

participation of women in the Black Economic

Google Classroom, the WI-FI connectivity as well as the

Empowerment legislative.

printing needs of this school for three years to 2023. This enrolment was preceded by training for the teachers

Lithemba participates in the economy by forming

and the students on the utilisation of these facilities.

partnerships with established businesses and other empowerment groups. Our investment in companies

This initiative has become vital in ensuring the

is accompanied by active participation at both the

competitiveness of these scholars by enabling

strategic and operational level. Our investments are

access to research and easing their application

currently within the mining and energy sectors.

processes for tertiary study.

Activities and operations

Changes in the sector in last 5 years

Lithemba Investments has secured a presence in the

The liquid fuels sector has seen a complete overhaul

liquid fuels sector. This, combined with the directors’ and

with most players reverting to importing finished

shareholders’ knowledge of the business, promises to

products as opposed to refining crude oil in the country.

foster a strong and enduring partnership.

This is necessary for the effective management of cost and sustainability in the sector.

We are formidable players in the coal mining sector having two major investments presently. We are

We are excited about the initiatives to solve the

continually striving to be a valuable partner to

country’s energy crisis by generating electricity through

corporate and government through these ventures.

a mix of sources, with renewable energy accounting

Our company is also a major stakeholder with a

for a generous portion. Coal will continue to play a

valve manufacturing business that supplies ESKOM.

significant role in electricity generation as South Africa has the resource in abundance. There is however some

CSI initiatives

scope in using renewable energy to generate electricity.

At the start of the COVID-19 pandemic in 2020, there was

This will go some way towards a future that is free from

a lot of change for which the world had not prepared for.

loadshedding with less environmental impact.

50 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 2

EDITION

LITHEMBA INVESTMENTS | ADVERTORIAL

“WE ARE EXCITED ABOUT THE INITIATIVES TO SOLVE THE COUNTRY’S ENERGY CRISIS BY GENERATING ELECTRICITY THROUGH A MIX OF SOURCES, WITH RENEWABLE ENERGY ACCOUNTING FOR A GENEROUS PORTION. COAL WILL CONTINUE TO PLAY A SIGNIFICANT ROLE IN ELECTRICITY GENERATION AS SOUTH AFRICA HAS THE RESOURCE IN ABUNDANCE.”

Company Details

21 Stewart Drive, Baysville, East London, 5241 +27 (0)43 726 8875 admin@lithembainvestments.co.za www.lithembainvestments.co.za

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

INTERVIEW WITH FARAD KAJEE, CEO OF

YARD INSURANCE FARAD KAJEE Chief Executive Officer of Yard Insurance

Q: WHAT PRODUCTS AND SERVICES

from our business partners to

DOES YARD INSURANCE OFFER?

the reinsurance companies that

Yard Insurance is a licenced cell

support us. Both benefit from a

captive insurance company. It is

scorecard perspective and in terms

licenced for all classes of businesses

of socio-economic development.

(except for aviation) in the short

In partnering with us our clients

term/non-life space. It is unlike a

are making a difference to the

direct insurance company as it

insurance landscape.

operates only via cell structures or ring-fenced arrangements.

Q: YOU HAVE SPENT 20 YEARS IN

We further develop bespoke

THE FINANCIAL SERVICES SECTOR –

solutions for companies that wish to

WHAT HAVE BEEN SOME OF THE MOST

self insure. These solutions enable

SIGNIFICANT CHANGES OVER THE

Investments is a 100% black-

companies to transfer risk away

LAST TWO DECADES?

owned investment holding

from their balance sheets thus

South Africa probably has one of

company which was started

freeing up capital. In addition,

the most well regulated financial

in 2005 by Leslie Maasdorp

we provide solutions for affinity

services sectors in the world, and

and Yogesh Narsing. It has

groups. Our strategy is to work with

changes in legislation to protect

underwriting managers, corporates,

policyholders are one of the most

affinity groups and any developers

significant changes. Financial

of insurance products.

inclusion has always been a priority

Yard Insurance was acquired by Yard Investments in 2019. Yard

held a number of investments, including Robor, Pangbourne, Prescient, Fujitsu and Sanitech. After a number of years, it

in our history. With income inequality

exited those investments and

Q: HOW DOES BEING BEE LEVEL 1

where it stands, it is critical that the

BENEFIT YOUR CLIENTS?

financial services industry changes

Our entry into the cell captive

that dynamic and, to a large extent,

space achieves a number of

it has done that. It has the ability to

objectives. The barriers to entry

include a large proportion of the

of Yard Investments have a

in insurance are high as it is a

population and allow them to benefit

demonstrable track record

regulated industry. Our role is

from the products and services

of investing and managing

to enable new participants,

on offer. The insurance industry

assets. Investing in a financial

acting almost as an incubator

accounts for 18% of the financial

services company is a natural

for newer entrants. Being Level

sector due to high penetration and

1 benefits our stakeholders -

density of insurance products.

in 2018 the company was revived. It has concluded four major transactions to the value of R600-million to date. The management team

progression. Yard Insurance’s CEO, Farad Kajee, tells us more.

52 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 2 E D I T I O N ST

YARD INSURANCE | INTERVIEW

Q: HOW DO YOU ENSURE THAT YARD INSURANCE MAINTAINS ITS LEVEL 1 STATUS? Our focus as a 100% black-owned company is to provide innovative and world class solutions to our client base. As a meritocracy we attract the necessary talent. We do not believe that there is a “lack of skills”, rather a lack of opportunity. A natural outcome of our operating model ensures that our status remains. If a company is demographically representative, all facets of the business will meet the requirements of any scorecard. Q: WHAT HAVE BEEN SOME OF YOUR GREATEST CHALLENGES AS CEO AND HOW DID YOU SOLVE THEM? The CEO of a regulated entity is always under pressure in terms of regulation. A startup in a very competitive environment requires balancing costs and revenue optimally. In a market like South Africa issues such as size of balance sheet, ratings, reputation and, most importantly, having a team the market believes in is critical and our greatest challenge thus far. Our approach has been iterative. We have chosen to build organically with a strong focus on operational excellence. Most startups are truly tested once the first ‘product’ is sold. A large part of our time has been spent on developing a seamless operation. Q: WHAT EXCITES YOU ABOUT WHAT YOU DO? When you start a company like ours, you do so with the idea that you want to make a difference. This is paramount. We are a company that deals with different ideas and people on a daily basis. We are regularly surprised by all the fantastic ideas that walk though our door. It excites me to create a culture that allows a business to be agile and flexible so that it can respond to changes in the market. We are making a difference. Companies want to deal with us. Q: DO YOU HAVE ANY ADVICE FOR COMPANIES LOOKING TO IMPROVE THEIR BEE STATUS? At a fundamental level if a company wishes to tick a box on a scorecard it will struggle. The workforce of a successful company reflects the demographics of the market it services. Empowerment is necessary to create a vibrant, dynamic, sustainable and competitive environment. More participants are needed to grow any economy. Competition is necessary and South Africa is

typified by monopolies, so encouraging new entrants is critical. Empowerment should not be considered a threat in any way whatsoever. Rather we should paint a picture of what this economy should look like over the next decade and then plan accordingly. Empowerment is in that picture. Q: PLEASE SHARE YOUR EXCITING PLANS FOR 2023. Our company has started from a zero base. We have spent the last 3 years solidifying our base, operations, processes, people. As with all companies achieving financial targets is key. Further to that, whilst almost all of us are dealing with an energy crisis, it is obvious that there are many new opportunities. The South African economy is at an inflection point. Climate change, sustainable energy, the electricity crisis and changing demographics all provide opportunities. Some may say I am naïve - I say I am a South African. Let’s fix this, and move on. Q: DO YOU HAVE A MESSAGE FOR OUR READERSHIP? Whether you are a corporate, ex-corporate (with scars), a startup or just someone thinking of doing something, we must impact the societies we service. As a ‘startup democracy’ with millions of untapped customers we must make a difference. We are all emerging from a horrendous past, a somewhat unfathomable current political climate but we all have the ability to create a future that makes sense only if we apply ourselves. Breaking from the past is key and including all in this new picture is vital.

Company Details

One on Ninth Cnr 9TH Street & Glenhove Road, Houghton Estate 2198 (011) 749 3130 info@yardinsurance.co.za www.yardinsurance.co.za

2 2 ST E D I T I O N

IMPUMELELO TOP EMPOWERMENT

GrindstoneX

NASPERS LABS PARTNERS WITH GRINDSTONE ACCELERATOR

The Problem Did you know that the World Health Organisation recommends that there should be 1 doctor per 1 000 people? Africa has 24% of the world’s burden of disease but only 3% of the world’s healthcare workers (Eichbaum et al, 2015) and a doctor to population ratio of 0.2 physicians per 1 000 people (Worldbank, 2017). Poor patient outcomes are also prevalent. These outcomes are directly affected by the number of doctors available, a patient’s ability to access healthcare, and the current quality of undergraduate and postgraduate training. Additionally, there are plans to build over 100 new medical schools on the continent (Eichbaum et al, 2015). What if it is possible to use evidence-based learning strategies to improve the quality of training of our current doctors and quantity of doctors trained on the continent? Our solution Four Minute Medicine is an online medical education platform that supports blended learning. We help medical schools better train doctors by providing a turnkey solution for medical students’ learning needs during their clinical years of training. Features: • Clinical one-page summaries with management and diagnostic decision trees • Short four-minute instructional videos with interactive elements

• •

Short courses (1-10 hours) that can be completed in one or multiple sittings The 4MM platform which hosts the content and tracks learning with gamification elements

Value proposition For medical schools, we provide a turnkey solution for their online clinical training needs without each being required to make expensive and duplicative multimedia training resources. For medical students, we provide high quality multimedia clinical content delivered in small digestible chunks so that students can get further faster with their learning.

NASPERS LABS | PROFILE

riven by her passion for

Mission

economic transformation

and contributing to a healthy economy that leads to a better life for all, Aasiyah Adams founded Abaguquli4IR in 2020.

To provide digital and technology skills in all sectors across all industries and professions toimprove lives, and economically transform the economy.

Abaguquli4IR, a 100% Level 1 B-BBEE, women-owned business

Vision

was started after they identified a gap in the market. Digital and

To make a meaningful difference on

technology training gives rise to

content and the rest of the world.

more diverse access to markets, both locally and internationally. The return on investment of the training offered is that it can reach a broader audience,

What we offer For women in business, unemployed

across the globe, and has a

graduate students, creatives and artists

huge all-round impact.

and kid entrepreneurs: •

Digital Entrepreneurship training

Abaguquli is our giving back

and workshops online or hybrid –

non-profit organisation

we provide digital entrepreneurship

that provides unemployed

training, by giving entrepreneurs,

individuals with skills that create

digital tools, tips and skills to:

opportunities and revenue.

- Digital Business Conferences:

Abaguquli is a Level 2 B-BBEE,

We provide expert panel and

registered public benefit

speakers and 4IR experts to

organisation (PBO).

enlighten our guests about the trends and future of technology

Purpose • Our purpose is to provide trendy,

transformation – we advise

applied technical and digital

companies on digital strategies and

skills, tips, tools, and knowledge

assist them to migrate for the best

to individuals and business

solution for their specific business as

owners to prepare for the fourth industrial revolution and improve their financial status.

Digital strategies and digital

well as project management service •

Entrepreneurship matchmaking

Abaguquli4IR strives to be the

events and conferences – small

driving agent for a healthy,

businesses present themselves

growing economy in the future!

to corporates

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

PROFILE

NASPERS LABS

SEPONONO AFRICA

eponono Africa was established in August 2016, but has been in operation for 2 years. It started out as a corporate gift company, selling African print head-wraps whilst sharing the story path of innovative empowerment. This was inspired by the journey of the founder, Ms Tebogo Petlele, after resigning from her full-time employment in the medical field and embarking on a self-discovery journey whilst wearing a headwrap daily for a year. The company has since evolved, but the head-wrap remains the company’s signature.

The company has expanded its services into tech and branding specialising in website development branding and corporate gifts. We are a 100% female and youth-owned company. We are a beneficiary of the Academy For Women Entrepreneurs (AWE) South Africa 2022 cohort, the Anglo American-Zimele Enterprise Development Programme 2022 cohort and a top 10 finalist for 2023 in the GrindstoneX programme, in partnership with Naspers Labs. Services Corporate Identity: - Branding & Printing Websites: - Premium Website & E-commerce Corporate Gift - Customised corporate gifts

NASPERS LABS | PROFILE

Period underwear completely replaces the need to use any other period products, ultimately saving the planet from the burden of millions of single-use products that typically end up in landfills. At Blushproof, we’re on a mission to change the narrative around menstruation whilst improving lives and reducing waste. Win-win all-round.

We’re also passionate about supporting

eriods and bladder leaks have been

initiatives that reduce period poverty. There

taboo topics in South Africa for years

are 7 million learners in South Africa between

- often not even discussed. It’s time we

the ages of 13 and 19; 4 million of whom

embrace our natural cycle and empower

don’t have access to the period products

women with reliable, sustainable products.

they need every month. Not having the right

It’s also time to embrace body positivity.

products on hand means that these teenagers are often forced to miss class, which can

At Blushproof, our purpose is to empower girls

affect their chances of finishing school and

and women, irrespective of their culture or

finding jobs down the line. Through our charity

financial standing, to manage menstruation in

initiative, BlushproofTM donates period packs

a comfortable, convenient, sustainable way.

paid for from the proceeds of our sales. This

Blushproof was founded in 2020 but it took

helps to ensure that tweens and teens in

almost a year of researching, learning,

disadvantaged areas are given access to safe

sampling, pattern making, prototyping and

and sustainable products that are reliable and

testing before we were satisfied that we

long lasting.

were ready to make our first sale. About Founder & CEO, Thandi Hartmann Our period underwear is designed and made in South Africa ensuring we have a product

Thandi’s the CEO and Founder of Blushproof.

that comfortably fits anyone whilst also

When she started Blushproof she wanted to

allowing us to uphold the high standards that

tackle three things: ensuring the sustainability

our customers have come to know and love.

of a menstrual product, how to help people

Our high-quality, tech savvy fabrics are

manage menstruation in a more reliable,

moisture-wicking, bacteria-fighting

comfortable way, and how to help South

and odourcontrolling, and, of

African students stay in school no matter

course, leak-preventing!

where they are in their cycle.

After more than 20 years in implementing ERP solutions at large corporations, including companies like Barloworld, Grinaker and Sasol, she decided to take a break to spend time with her young children. Fast forward to 2020, when COVID-19 hit, she came across the amazing idea of period underwear. Buying her first pair, she knew this was something fellow South Africans needed but wouldn’t be affordable at the imported prices. This led to the creation of Blushproof and almost a year spent creating an equal product in terms of quality and functionality but at a far more affordable price.

PROFILE

NASPERS LABS

Extensive Preloved Inventory Shoppers access their favourite brands at affordable prices & can sell their own clothes Community Building Normalising a shared fashion culture and sustainability of fashion by extending the life of a garment. The Team • • •

Phumi Körber - Founder Campbell Green - Co-Founder & Head of Technology Nils Körber - Advisory - Marketplace Advisory

•

Marketplaces Executive

Company Details

(+27) (0) 71 555 2563 emailus@wisioi.com www.wisioi.com

ISI-Oi stands for Wear It, Sell It, Own It, and is pronounced wee-see-owe-eye. We are a peer-topeer resale marketplace where sellers can sell their new and second-hand clothes and buyers can shop for pre-owned clothes that are in excellent condition. Who’s it for? Everyone including independent fashion brands can open an online boutique and start selling their own pre-loved clothes or new/deadstock within minutes.

aspers Labs brings together the deep operator and investor knowledge of Naspers and the expertise of trusted and experienced partner organisations

to deliver tailored development programmes to graduates wishing to enter

Our Mission

the world of work in a digital age. Bridging the gap between training and real

WISI-Oi aims to reduce the impact of fashion waste by extending the life of a garment and turning your closet into cash.

economic opportunities. Our entrepreneurship program offers budding youth led micro enterprises with business support needed to become self-sustaining.

Company Details

The Solution

General enquiries: + 27(0)21 344 1870

• • •

Media relations: communications@naspers.com Investor relations: investorrelations@naspers.com

A seamless platform for reducing fashion waste Sellers earn an income Easy seller onboarding and safe payment & order deliveries

58 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 2

EDITION

ICT SECTOR OVERVIEW

MATCHING A SKILL SHORTAGE WITH TRANSFORMATION GOALS

ICT builds local skills for growing demand By Jessie Taylor

The Information, Communication and Technology (ICT) sector is one of the industries facing the most disruption as it adapts to the fourth industrial revolution. With the increased reliance on artificial intelligence and other technologies, this sector is poised to see drastic changes in the next few years as it navigates the demand for new skills among employees.

AN EVOLVING INDUSTRY There are a number of different definitions as to which sectors fall within ICT. For example, the Independent Communications Authority of South Africa (ICASA) limits its definition to only the telecommunications, postal and broadcasting sub-sectors, while the Media, Information, Communication and Technology (MICT) Seta includes media, information technology, telecommunications and electronics. Statistics SA groups all

60 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 2

communication-related industries with the transport and storage sectors. Despite this ambiguity, the ICT sector is a key driver of revenue. According to ICASA’s 2022 State of the ICT Sector report, the total sector revenue (telecommunications, broadcasting, and postal services) slightly increased by 0.3% year-on-year to R243.6-billion in 2021. The revenue for the three sectors increased by 4.3% over a seven-year period.

EDITION

REVENUE GENERATED IN THE ICT SECTOR Broadcasting services revenue increased by 2.8% to R36-billion in 2021 Postal services revenue increased by 11.1% to R6.6-billion Telecommunication revenue decreased by 0.5% to R200-billion in 2021

ICT | SECTOR OVERVIEW

EMPLOYMENT IN THE ICT SECTOR According to the MICT Seta the industry is made up of five sectors: 54% of employees work in the information and technology sub-sector 28% working in telecommunications

9% in the electronics sub-sector.

5% work in film and electronic media

EMPLOYMENT IN THE ICT SECTOR 228 990 employees by MICT Seta industries in 2022 43 862 people were employed in telecommunications, broadcasting, and postal services in 2021 For the three sectors, employment decreased by 22.4% in 2021 Over a seven-year period, employment in the three sectors decreased by 4.7%

GENDER EMPOWERMENT IN ICT 51% of those working in the ICT sector are women

Black top female management increased by 29.7% to 48% in 2021 20% of women in the sector are employed in formal jobs

TRANSFORMATION AMID A SKILL SHORTAGE The ICT sector is evolving rapidly, and empowerment regulations are not being updated at the same rate, which has led to a mismatch between the ICT sector code’s requirements and the industry’s needs, according to the Sanlam Gauge report. The sector’s transformation progress does show some positive signs, especially in terms of procurement. The ICT sector is dominated in terms of spend by a small number of large companies. However, many of the larger companies in this sector have made significant strides in transformation – for instance, Vodacom has achieved and

TECHNOLOGICAL DISPLACEMENT’S IMPACT ON GENDER TRANSFORMATION Studies have found that women are more vulnerable to the threat of technological displacement due to artificial intelligence and automation. Many young, black women comprise the most vulnerable demographic segment of the South African labour force. This is because this demographic is increasingly moving from low-skilled occupations, such as domestic work, to clerical and service-oriented occupations. These fields are highly vulnerable to displacement by machine learning software systems.

maintained a Level 1 B-BBEE status for three consecutive years. Yet the majority of businesses in this sector – more than 95% – are small players who are not required to report their transformation progress, the report found. The ICT sector scored 74.5% of its target for black ownership. One of the areas in which the sector struggles to achieve transformation is management control. The sector only achieved only 53.9% of its management control target, but progress can be seen in some sub-sectors. In the telecommunications sector, for example, employment of top black management increased by 25.3% year-on-year to 104 in 2021. In terms of enterprise supplier development, the ICT sector’s score was 61.8%, with 839 companies in the sample. ICT scored 80.5% for skills development, despite facing a significant shortage of talent. The industry has long struggled with a small local talent pool and a global demand for ICT talent. The sector faces a low number of school leavers who matriculate with sufficiently high mathematics marks to be admitted to tertiary studies in the field of ICT. Initiatives to grow talent are also not producing talent fast enough to meet the needs of the industry. The 2022 JCSE-IITPSA ICT Skills Survey found that more than half of employers are recruiting overseas – something the report calls a “disturbing trend” in light of South Africa’s high unemployment rate.

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

PROFILE

NASHUA

NASHUA - SAVING YOU TIME. SAVING YOU MONEY. PUTTING YOU FIRST.

ashua is the Total Workspace

Five fast facts

Solutions partner of choice for

We’re 50 years and growing – from office automation to a

businesses and organisations of all

sizes throughout southern Africa.

Nashua was established in 1973 – since then we’ve become

Using modern technology, our years

a household name and South

of expertise, and a franchise model

leading provider of integrated business solutions that speak to the total workspace

African brand icon

with an extensive regional footprint,

we empower businesses to thrive

We’re not your typical corporate – we’re about a friendly,

in a constantly changing world.

positive attitude that welcomes customers to become part of our

Over the years, we have evolved

big, colourful Nashua family

from a leader in office automation

into an integrated ICT solutions

Proudly homegrown, we have 42 franchises across southern Africa,

provider offering voice, energy,

with 50 points of presence –

connectivity, cloud, currency

we understand the needs of

management and document

southern African businesses

management solutions, access

because we are one

control, surveillance and more in

our portfolio. Serving our clients for

Company Details

Woodmead North Office Park, Maxwell Dr, Woodmead, Johannesburg, 2191 011 232 8000 solutions@nashua.co.za www.nashua.co.za

Our franchises are not branches Social Media

50 years, we have always remained

but small businesses – this adds

committed to a singular brand

credibility and trust when working

promise: Saving You Time. Saving You

with other small business owners,

Money. Putting You First.

as we work together for one goal:

Nashua LTD

Nashua is a Reunert company.

success!

@nashualtd

62 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 2

EDITION

Nashua

50 Years of Tech in Business We’re still as passionate about helping businesses as we were when we installed our first photocopier in 1973. Fast forward to 2023, and we’ve evolved to become a top ICT player, positioning our brand as the Total Workspace Solutions Provider. Using the technology of the time, our expertise and a franchise model with an extensive regional footprint, we’ve empowered businesses to thrive in a constantly changing world. Serving our clients for 50 years, we’ve always remained committed to a singular brand promise: Saving You Time. Saving You Money. Putting You First.

www.nashua.co.za 2 2 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 63 ST

MBULASE GROUP-OFFERING UNIQUE IT ADVISORY SERVICES

bulase Group (Pty) Ltd (“Mbulase”),

Bank Limited, Vodacom (Pty) Ltd, and others.

a Level 1 B-BBEE contributor, was

Mbulase is the sole distributor and consulting

founded in 2013 and is 100% black-owned.

partner for the Republic of South Africa

It’s an ICT consultancy that specialises in

and the Southern African Development

data management services, cloud services,

Community (SADC) region for MEGA International (HOPEX), a global leader in

analytics solutions, enterprise architecture

enterprise architecture solutions. MEGA

and governance, risk & compliance, cyber

International has been a leader in the

security, IT-recruitment and software licence

Gartner Magic Quadrant for Enterprise

management. Mbulase Group employs over

Architecture Tools report for the last eleven

40 staff across South Africa.

consecutive years.

With more than 150 years of collective

WHO WE SERVE

experience, Mbulase has successfully completed numerous technology services contracts, projects and programmes for public sector clients such as the State Information Technology Agency (SOC) Limited, Airports Company of South Africa (SOC) Limited, National Health Laboratories (SOC) Limited and South African Government at national, provincial and local levels and for private sector clients such as Absa Bank Limited, Standard Bank Limited, FirstRand

64 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 2

•

Commercial Banks

•

Tier I, II

•

Regional Banks

•

Telecommunications

•

Networks

•

State-Owned Entities (SOEs)

•

Government (National, Provincial and Local

EDITION

OUR BUSINESS PHILOSOPHY Customer Centricity Our customers’ requirements are our key driver to delivering world class services. Innovation We are constantly exploring and reviewing how we approach the markets we serve. Delivery Ours is a strong culture of putting solutions to the test and delivering to clients’ expectations with cost, timeline and high quality. Ethics We hold in high regard adherence to corporate governance and the rule of law. OUR SERVICES We offer a unique consultative IT advisory approach in applications, cloud, and IoT services for the modern data-driven small-

MBULASE GROUP | PROFILE

medium and large-sized businesses delivering enhanced business outcomes. We are dedicated to helping clients achieve their strategic business and transformation objectives, working with strategic partners such as Mega International; VMware; OPSWAT; Immersive Labs, SUSE and other vendors. •

Software defined networking & infrastructure

•

Enterprise architecture and governance, risk & compliance

•

Core banking capability

•

IT resourcing & IT recruitment

•

Analytics solutions and capabilities

•

Cyber security

COMPANY INFORMATION Year founded: 2013 Founding members: Palesa Smouse (BCom & MBA) and Nkululeko Dominique Khumalo (MBA, Barcelona & Exec Program, MIT) Number of employees: 10 Strategic partnerships: VMware, Mega, Suse, Altron, Dell Mbulase Group Experience Some of Mbulase’s recent technology projects experience includes:

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

INTERVIEW WITH PARTHA BASU, MD OF

REVERSIDE PARTHA BASU Reverside is a global ICT company focusing on Digital Engineering, Integration, Cyber-Security, Cloud and Digital Transformation services with delivery centres in Johannesburg and Cape Town in South Africa, Gurgaon and Kolkata in India. With over 16 years of experience in diverse enterprise scenarios, the company is “equipped with the know-how to solve the complex riddle between the people, process and technology.” Q: Please give an overview of the

Q: How do you see your role and responsibilities as MD? It starts from making sure that the tea/ coffee are served. I ensure that the company meets its required growth, and it is financially stable. I also ensure that the organisation meets all required governance and maintains a good and healthy work culture and environment.

• Microsoft Imagine Academy

Q: At reverside “you are with good company” – please unpack? The above phrase has a double meaning: Firstly, for our customers this means that they are in good hands for services we provide. For our employees it means that they are working for a good organisation and secondly, for our customers, partners, and employees, we also indicate that they are with good people “good company” as we maintain a healthy and helpful organisational culture and work ethic.

15 years. Developing a well-established

Q: What courses do you offer at the academy geeks4learning? We offer niche technical courses that are currently in high demand in the local and global market. The courses are designed to equip the youth of South Africa to easily fit into the market and become employed. We offer multiple courses under four main streams in ICT: software development, software testing, business analysis, systems support and many more customised courses for scarce skills.

history of Reverside? Reverside was founded by a team of passionate technology professionals who had diverse experience working globally. We quickly became a preferred partner for many enterprises globally because there were not many technology service providers who understood the technology, processes, and cost engineering to fit into the groove of the clients’ requirements.

• Oracle • CompTIA • PearsonVue Q: What have been some of your major achievements as MD? The company started with 3 people, and I took it to over 500+ members in financially stable organisation with a good work culture and creating job opportunities. Q: What is your target market, and why should they do business with you in preference to your competitors? Large enterprises within the BSFI, telecom, RCG, public sector, healthcare and manufacturing sectors that require Digital Engineering, Integration, Cyber-Security, Cloud and Digital Transformation services. We have the ability to become a part of a big execution team and manage multi-year initiatives as we have done in the past. With a stress on cost engineering and quality for each solution Reverside builds, the focus has always been on the customer. We always adjust our engagement model as per the customers’ requirements and suitability. Q: Do you have exciting plans for the future?

Q: What services does the

Q: Please outline what accreditation the

We are investing in R&D and training

academy provides?

in modern technologies and popular

We are an MICT SETA accredited

products like AI, robotics, block chain,

academy, providing NQF level 5 and 6

salesforce and all cloud platforms.

qualifications. We are accredited with

We foresee a huge demand in the

Cyber-Security, Cloud and Digital

BCS and ISTQB. We have also partnered

local market for the above-mentioned

Transformation.

with the following IT Professional Bodies:

technologies.

company offer? We offer IT consulting and services with a unique value proposition, focusing on Digital Engineering, Integration,

66 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 2

EDITION

REVERSIDE | PROFILE

REVERSIDE: EQUIPPED TO SOLVE COMPLEX RIDDLES BETWEEN THE PEOPLE, PROCESS AND TECHNOLOGY Mission: Solve the lack of global IT skills that businesses need to successfully adapt and grow in a rapidly digitising world and generate youth employment in South Africa. Vision: To be the most valued and trusted IT partner for our customers and be the first choice as an employer for all IT career seekers and current Reversidians. Recent Acquisition Reverside has acquired 51% of Talos Globalsourcing in India to strengthen the service delivery and also to embark into the international market where in future South African youth can be involved for global service delivery. Currently, Talos Globalsourcing has been renamed as Reverside Global Services. Selling Proposition: Our Unique selling proposition is our customised engagement model, cost engineering and technical expertise. Reverside, having experienced many diverse enterprise scenarios since its inception, are equipped with the know-how to solve the complex riddle between the people, process and technology Innovations: • Skills Revolution Program • Geeks4Learning • Research and Development Reverside has a big initiative in training unemployed youth and generating employment for the young talents in South Africa.

• • • • • • • •

Dell Microsoft GlobalSign SailPoint Maltego Alien Vault Digital Shadows CyberArk

Current customer base: Reverside is trusted by leading brands globally. Reverside’s delivery-oriented approach has ensured that we have become the trusted partner for our Global Customers. Reverside is a customer-centric organisation and continuously aims to improve customer delight. We deliver cost-effective solutions which increase productivity and optimise efficiency for our customers. To view a list of current major accounts and key clients, go to https://reverside.co/clients/

Company Details Johannesburg Head Office: Block Tamboti, Hurlingham Office Park, 59 Woodlands Avenue, Hurlingham Ext 5, Sandton, Gauteng, South Africa Cape Town Office: 5th Floor, Boulevard Place, Heron Crescent, Century City, Cape Town, South Africa

BEE Achievements: Reverside is a B-BBEE Level 1 company with a total score of 132.23. (Geeks4Learning goes a step further by assisting other organizations with the Skills Development)

Gurgaon Office: 43, Ground Floor, JMD Megapolis, Sector-48, Sohna Road. Gurgaon, Haryana, India

Business & Finance: Turnover: 250+ million Financial year-end: 31 March Subsidiaries: Geeks4Learning, Reverside Consulting and Reverside Global Services

Australia Office: 153 Metella Road, Toongabbie Sydney New South Wales 2146, Australia

Strategic partnerships: Reverside works with the World’s Leading Technology and Platform Partners. We value the unique synergy our partners provide. Together, it helps achieve the best value proposition to our customers. It helps us deliver a cost-effective solution which increases productivity and optimises efficiency for our customers. • AWS • Oracle • Forcepoint • Beyondtrust • Salesforce

reverside.co

Kolkata Office: J 1/16, EP Block, Shaila Tower, Unit-402, Sector-V, Saltlake, Kolkata – 700091, India

011 998 1960 info@reverside.co.za

Social Media: @Reverside Reverside Reverside1 @reverside_sa Reverside

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

INTERVIEW WITH HERMAN DE VRIES, CEO

INTERCONNECT SYSTEMS Solutions-driven and constantly

our customers a well-designed

rising, we can help provide solutions

working with a strong focus on

and installed solution as well as

through our vast experience that

quality and long-term relationships

a continued long-term business

will save and increase the efficiency

with is customers and suppliers,

relationship. We consist of 17

of any facility. We also provide

Interconnect Systems has grown

branches countrywide with highly

alternative energy (especially solar)

into one of South Africa’s largest

trained and experienced team

as well as backup energy solutions.

privately owned, black economically

members implementing network

empowered network infrastructure

infrastructure solutions that improve

FACILITIES MONITORING &

providers.

efficiency and connectivity within

RESPONSE SOLUTIONS

businesses irrespective of

In today’s environment, building

size or complexity.

systems that manage energy

The company prides itself on being a world-class networking infrastructure

demand is vital. This is achieved with

provider that offers superior services

We offer solutions for the following:

and products to its customers.

our solutions that integrate Building Management Systems (BMS) which

DATA CENTRES

control and monitor the mechanical

CEO, Herman De Vries, shared with

Cloud computing, virtualisation and

components inside a facility, such

Top Empowerment what takes a

mobility have each revolutionised IT

as ventilation, lighting, security

good company to great heights.

and connectivity, creating waves of

systems and more.

disruption for data access, security Q: PLEASE GIVE AN OVERVIEW OF

and performance, and driving up

Q: WHAT HAVE BEEN THE MAJOR

THE COMPANY’S HISTORY AND

data centre costs and risks.

HIGHLIGHTS FOR YOU AS CEO OF

DESCRIBE THE SERVICES OFFERED

INTERCONNECT SYSTEMS?

BY INTERCONNECT SYSTEMS.

CABLING & CONNECTIVITY

The growth and development of

Founded in 1986, Interconnect

Robust turnkey cabling solutions

our staff from ground level up have

Systems specialises in the supply and

to help clients reduce disruptions

been phenomenal. We have given

installation of structured world-class

from inefficient, slow network speed

the opportunity to nine individuals

technological infrastructure solutions.

by migrating to scalable, flexible

of colour to obtain an NQF level

cabling solutions that will increase

5 qualification in General Business

We are one of South Africa’s

efficiency, and connectivity while

Management. This has bolstered

largest privately owned, black

reducing costs within your business.

our middle management and

economically empowered network

senior management ranks in

infrastructure providers, and strive to

ADVANCED ELECTRICAL SERVICES

create an environment that offers

With the cost of energy constantly

68 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 2

EDITION

the organisation.

INTERCONNECT SYSTEMS | INTERVIEW

Q: PLEASE DESCRIBE HOW INTERCONNECT SYSTEMS ENSURE

switches, and storage devices. Our Enterprise DC Rack

DIVERSITY AND INCLUSION IN THE WORKPLACE.

is one of a kind in the world! ICS has been appointed

We are proud to be an organisation that celebrates

on 2 large DC Projects as White Space Consultants,

diversity and to be one that values inclusion. We believe

part of the Professional Design Team.

that our strength is found in our diversity. The various ways in which we ensure diversity and inclusion are through

Q: WHAT EXCITING PLANS DO YOU HAVE FOR

our values system, which we refer to as HEART and our

THE COMING YEAR?

talent management strategies. HEART is an acronym for

In an everchanging economy and South African

Honesty, Esteem, Accountability, Respect and Teamwork.

landscape, we are excited about the opportunities to

Our values are the foundation on which we build our

facilitate the growth of our clients, as well as making an

organisation. Each of these values touches on inclusivity

impact to the greater community by being part of the

and the Esteem and Respect value emphasises

rebuild and improvement of national infrastructure.

the celebration of diversity. We are also fully committed to our EE plan which is supported by our talent management strategies. Our talent management strategies include a leadership development programme, accelerated development programme, coaching and mentorship programme. On our learning and development platform, we also have training modules that speak to diversity management and inclusion. Q: WHAT ARE SOME OF THE RECENT INNOVATIVE PROJECTS INTERCONNECT SYSTEMS HAS BEEN WORKING ON? • We designed and built a turnkey Mobile Server Room (MSR) for one of our large corporate mining clients. These units vary in size depending on the client's requirements but are usually 3m x 4m. Dual air conditioning, fire suppression, cabinets, and routing infrastructure are all in place. And as stated can be relocated as the need arises. Built tough for industrial applications. • We are assisting our corporate clients in the banking sector with fit-for-purpose Inverter Solutions with LithiumIon Batteries to keep their branches active during testing load-shedding outages, some installations include Solar Panels. During these conversions, lighting in the branches is upgraded to LED lighting, much more energy efficient and cost-saving. This is a national roll-out. • We have been very innovative in the Data Centre Environment, with a Special Cabinet Design for Optimal Airflow and Cooling of various servers,

Company Details

344 Surrey Avenue, Ferndale, Randburg, 2194 011 521 2300 info@interconnect.co.za www.interconnect.co.za Social Media:

@Interconnect

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

TENDAI ICT: TURNING ON AFRICA’S TECHNOLOGY Founded in 2014 by Andrew Maringa,

overall winner of the Most Resilient

Venture Capitalist, award-winning

Business and the People’s Choice

entrepreneur, amateur golfer,

awards. Tendai ICT also came in

Chairman of MRN Investment Group,

second for the Most Jobs Created in a

Founder & CEO of Andrew Maringa

Pandemic Award . Tendai ICT has also

Foundation, Tendai ICT has gained a

been awarded an Impumelelo Top

NON-EXECUTIVE DIRECTOR OF POWER MATLA LOGISTICS

reputation as a leading provider of

Empowered Certified Company for

technology solutions for companies

the year 2022.

NON-EXECUTIVE DIRECTOR OF WABTEC SOUTH AFRICA

across South Africa. A business cannot

ANDREW MARINGA MANAGING DIRECTOR

“I owe this success to our employees who believe in me, and my wife who continues to play a critical technical role within the company. You don’t exist in isolation. You need to make sure you’re surrounded by people who support your vision,”

make a stand without a collaborative

Andrew shares: “I started running

environment. Tendai ICT is empowered

my business on a part-time basis

by Afrocentric Group and Black

while I was still employed full time,

Umbrellas – a partner entity of the

I used to sell hardware and offer IT

President Cyril Ramaphosa Foundation.

services to SOHO (Small offices and Home Offices). We did not have any

Andrew`s specialties are shared

retainer contracts with them, it was

value (purpose beyond profits),

only on request when they needed

IoT, blockchain, IoT security, design

our services. My outcome-creating

thinking, robotics, ai, big data, project

stance grew when I was bitten by the

management, social innovation,

entrepreneurship bug and decided

creative problem solving, IT

to resign from my employment and

management and strategy.

start working on my vision of turning on Africa’s technology and launching

“Black Umbrella’s programme has

Tendai ICT.”

helped to shape me into a better entrepreneur. It instilled patience and

His mission was to take ICT technology

direction to have an understanding

to underprivileged people of

that business takes time to grow. You

Africa and create employment.

Address: Block B, Ground Floor Sweet Thorn On Beyers Office Park 61 Bosbok Road, Randpark Ridge.

can’t get everything you need in one

This was motivated by his previous

go; you need to work hard for it,”

disadvantaged experience, as he

he says.

grew up in Limpopo (Giyani and

Tel: 010 900 4324

After being shortlisted in 2021 for the

technology. The first time Andrew

National Enterprise Development

had an encounter with a computer

Awards for Excellence categories,

was after his high school in tertiary

Tendai ICT has been chosen as an

when he enrolled to study Information

Company Details

Email: info@tendaiict.com Website: www.tedaiict.com

70 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 2

Venda) and was never exposed to

EDITION

TENDAI ICT | ADVERTORIAL

Technology. He said he knew nothing

staff. However this can be resolved

about computers but, as he learned

by outsourcing services to Tendai ICT

more, he fell in love with them.

which gives all its clients access to the

“For as long as I can remember, I

most qualified security professionals.

have always wanted to start my own

Tendai ICT SOC is capable of dealing

business. Although money and success

with any threat and recommending

is important, I believe in the purpose of

the best tools and products for

leading enterprises.”

preventing breaches.

Among the services that Tendai ICT

Tendai ICT Network Operations

delivers are data communication

Centre is a centralised location where

and networking, IT managed services,

our competent and certified staff

fibre optic network solutions, IoT solutions, software and applications development, AI, data centres and facilities integrated ecosystems. “I owe this success to our employees who believe in me, and my wife who continues to play a critical technical role within the company. You don’t exist in isolation. You need to make sure you’re surrounded by people who

“If you are working or you are running a business you have to set aside time and money to invest in your continued formal education and skills acquisition. “We have just recently launched a Network Management Centre (NMC), Security Operation Centre (SOC) and a 4IR Innovation Centre/HUB and Centre for Innovation, Research

support your vision,” says Andrew.

& Development with the mission of

Andrew’s goal for the future is to

revolution (4IR) does not just benefit

help solve unemployment in the country. “My biggest goal is to help solve unemployment, not just in South Africa, but globally. I truly believe that entrepreneurship is the solution to many of Africa’s

ensuring that the fourth industrial a select few, but all of society. The methodology is a human-centric approach that is agile and based on rapid iteration. Our Industrial IoT and Digital Mining department depends on our Innovation, Research &

unemployment issues.”

Development Centre,” he said. Tendai

A 100% owned and managed BEE

the most qualified and certified

company, Tendai ICT holds the vision of taking ICT to the underprivileged

ICT SOC is a centralised facility housing cybersecurity analysts and engineers tasked with monitoring,

people of Africa.

analysing, detecting, and responding

Andrew has a Diploma in IT, a B.Com Degree in Information and Technology Management and Postgraduate Diploma in Management Practice from Henley Business School where he is currently studying towards a Master of Business Administration Degree (MBA).

It is responsible for maintaining

to all our clients’ cyber threats and risks. all our clients enhanced security posture in a constantly changing security environment.

supervises, monitors, and manages all our clients network. Our network operation personnel ensure that all clients’ networks, databases, devices, external services, and firewalls are up and running 24X7X365. Since networks are expensive to maintain yet necessary for a business to operate, enterprises need to consider a Network Operations Centre. “I have just recently launched the Andrew Maringa Foundation, a nongovernmental organisationof African origin on the African continent. Our focus area is to provide technology infrastructure, 4IR training and access to connectivity to underprivileged schools. Our commitment is to synergise with underprivileged schools and healthcare facilities to leverage our skill set and the latest technologies to help them build our community and achieve positive results. “Through MRN Group we have invested in acquiring shares in Wabtec South Africa through the Project Landau B-BBEE deal.”

Some cyber incidents overwhelm the ability of organisational security

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

ADVERTORIAL

NOVOSENSE INTELLIGENCE

NovoSense Intelligence is a 100% black

would work for any type of business that

etc. High-end property sales is also another

owned (49% female + 51% male) and

wants to use IoT to enhance their business

field we focus on, saving our clients

managed technology and innovations

operations. We use RFID, NFC, wifi,

thousands on demo apartments

company with a clear focus in business

bluetooth beacons and other technologies.

and site travels.

all the way from basic stand-alone to

Artificial Intelligence (AI)

Car-Sharing(GoGo)

integrated solutions. Our application

We specialise in Cognitive Services and

Mobility in Africa is a challenge due to

development easily adapts into the Internet

computer vision using the best tools in the

financial difficulties experienced by the lower

of Things (IoT) and Artificial Intelligence

market today. There is a lot of data going

working classes. Minibus taxis come with a

(AI). Its founding beliefs are driven by the

around in the world today. To make this data

lot of safety concerns and comfort issues.

global fast-paced evolution of Innovation

useful for your business, it is important that set

More and more people are opting for better,

and Technology. Our model is simple, firstly,

rules are applied to filter through it to get the

cheaper and convenient means of semi-

find out what your customer wants, use

meaning. From simple predictive models that

urban and urban transportation. Our solution

your expertise to model a business solution

tell you if your outlet is not going to meet your

is both green and custom made for the

according to the requirements,

targets month-end to more sophisticated

person on the street who probably will never

test the overall solution and test

models that ensures that you use your fleet

get to own a vehicle.

again before deployment.

in a more productive way, we

software application development spanning

are your best bet. Augmented Reality Electric Movers

We design and develop systems that use

We are in the process of

AR technology to enhance user experience

developing low cost movers for local

when it comes to in-mall/indoor navigation

commuting. We strongly believe that this is

systems, heritage site information distribution

the answer to our Africa's problems where

and general brand advertising. We have

most people walk long distances to work

deployed some of our systems at the

or to visit relatives...EVERYONE DESERVES

Mall of Africa, Midrand.

TO BE MOBILE Virtual Reality Internet of Things (IoT)

Education is the main beneficiary when it

The partnership we have entered into with

comes to VR. This includes and is not limited

ATTACQ is making it easy for us to test our

to virtual classrooms and laboratories for

technologies in the retail space. We are

those schools that do not have physical

confident that the systems we have in place

laboratories for pupils to complete practicals

72 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 2

Novosense & Bluehopes Drone Surveillance & Tracking

WHAT WE DO!

EDITION

Solution using AI.

Company Details

688 Gallagher Avenue, Gallagher Business Exchange, Halfway House, Midrand +27 (0) 72 576 2633 info@novosense.africa www.novosense.africa.com

INTERVIEW WITH TALIFHANI MAMAFHA, FOUNDER OF

ANALYTICS ADVERTISING

Providing innovative and tailor-made solutions to help clients make informed data-driven decisions Q: Please describe the services and products offered by Analytics Advertising Our key services are a combination of Data science, Strategy consulting, Software development and Market research and our products include: •

Jamii Trade Platform – A continental platform created to centralise continental trade and transformation of AfCFTA

cleaning and analysing data to narrate business performance stories and drive communication direction

We are also excited to get AA outside the continent and work with global companies in Europe , UAE and USA.

The goal is to help digitise and monetise large corporations within Retail, Mining , Manufacturing, Insurance and Banking.

We have big plans to help innovators through the Mansa Foundation – Our foundation designed to spread knowledge across the continent and help fund innovators.

Q: How has your business grown over the last 18 months? We have been scaling exponentially across the continent and now we exist in 5 countries on the continent outside of South Africa: Botswana, Zimbabwe, Zambia, Rwanda and Kenya We have also grown outside the continent and have a team in UAE , Estonia and Berlin

•

BMS Education – A platform Designed to connect Students , Teachers and Parents to keep track with student work, homework’s, new innovations and student profile in basic learning targeting public schools

We have won 8 awards as a medium enterprise company within the technology space and our CEO became a Top Entrepreneur of the Year 2022 in South Africa and Top Entrepreneur for Brics+ hosted in Russia December 2022

•

Artise – Actors management platform that allows all actors to get new jobs and castings globally

The growth has been clear internally and publicly which opened so many opportunities to work with the largest corporations in the continent

•

Chat2Cars - A Platform designed to be a marketplace for for selling cars, tracking device and communication with car owners via their number plate

Q: Please share the history and background of the company Analytics Advertising is a Data Technology company and a digital transformation partner for large and emerging enterprises with the aim of providing innovative and tailor-made solutions to help clients make informed data-driven decisions. The business was birthed to solve digital inclusion and digitisation within the 4th Industrial revolution. The heart of the business is mining,

We are also hosting the CEO Corner Podcast which will help to drive innovation and true knowledge to grow a company. Q: Do you have an inspirational message for our readers? You will get challenged as you grow, you get a lot of variables that will come to destroy the growth. Keep the vision and keep walking in the path of greatness. There are people whose lives and dreams are connected to yours so if you do not work on this, it will sooner or later affect other innovators who would have been able to bring about change.

Q: What exciting plans do you have for 2023? We have now officially Introduced our Parent Company AnalyticsX to the market - 4 different companies will be in operation under AnalyticsX ( SehKohYah, Conte Africa, Analytics Advertising and AX) We plan to acquire land in the Midrand area that will become a central hub for our companies and emerging entrepreneurs who want to work at a co-working space and connect with other innovators. We plan to start building AnalyticsX HQ by August 2023.

Company Details

44 Richards Dr, Halfway House, Midrand, 1685 South Africa 084 978 3220 mrbanks@anayticsadvert.com www.analyticsadvert.com

Aberdare Cables powering communities since 1946 Aberdare Cables is Southern Africa’s

Aberdare Cables has two

cables, overhead conductors, medium

largest and leading supplier of

manufacturing sites based in the

voltage aerial bundled conductor

intelligent energy interconnection

Eastern Cape and KwaZulu-Natal.

(ABC) and large low voltage

products and services in Africa.

The company’s headquarters are in

PVC mains cables.

Established in 1946, the company offers

Meadowdale, Gauteng. The Meadowdale

cable designs, product development,

facility serves as a centralised

The 32 300 m 2 Aberdare

installation support, commissioning

distribution to South Africa to enable

Pietermaritzburg facility manufactures

and diagnostic testing through their

reduced lead times.

low voltage ABC, Rubber trailing cables

engineering service division. In 2021,

and Nitrile welding cables. In addition

Aberdare Cables celebrated its 75th

The company offers cable and cabling

the PMB facility manufactures low

anniversary and since its humble

solutions to the mining, utility, building,

voltage cables compromising wiring

beginnings

construction, large industry,renewable

cables: Housewire, Surfix, Flat twin and

grown significantly through mergers

energy, retail, original-equipment

earth cables. The range also includes

and acquisitions. In 2016, Aberdare

manufacturer, agriculture and

ArmaDac and AirDac cables as well

Cables was acquired by Hengtong as

transport sectors.

as the Flamosafe range of PVC and

, the organisation has

a majority shareholder. The Hengtong

XLPE insulated armoured and

group operates in 147 countries, with

The company has amongst the

11 overseas manufacturing bases and

most highly trained and experienced

owns 7 brands, including Aberdare.

employees in the industry. As a

The Aberdare Group’s product range

technology leader, it is driven

and services are wide but specialised.

Our Empowerment partner, Golden

by cutting-edge Research and

Tried and tested, and carrying the

Consortium Africa (Pty) Ltd, is a 100%

Development (R&D), providing world-

South African Bureau of Standards

women-owned consortium and has a

class innovative solutions, processes,

(SABS) safety and compliance

25.1% shareholding in Aberdare (South

products and customer service.

certification marks and complying with

unarmoured cables.

International Standards as applicable.

African operations). Empowerdex ratings place Aberdare Cables at a

The company's 40 000 m² Stanford Road

Level 1 Broad-based Black Economic

facility in Port Elizabeth was the original

In addition to the organisation's cable

Empowerment (BBBEE) company and

Aberdare site and manufactures XLPE

portfolio is the long awaited entry of a

is 55% black-owned with 30%

medium and high voltage cables, paper

competitor into the South African high

black-women ownership.

insulated lead covered medium voltage

voltage cable market. This strategic

74 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 2

EDITION

ABERDARE CABLES | ADVERTORIAL

move in capital investment by the

cables and supply HV accessories.

asset. We understand that an engaged

company, enhances its current cable

The organisation will also commission

workforce delivers on our strategic goals

portfolio of low and medium voltage

and maintain HV cables (old and

and helps us achieve the impossible.

cables, conductors and specialty cables

new) and install HV cables and all

We also understand what motivates

and is ensuring sustainability and an

accessories. In addition, the company

our staff and we reciprocate with

increase in the company’s

will be accepted as a leading expert

challenging but rewarding work; a wide

market presence.

in HV systems (design of the system,

range of opportunities for continuous

providing add-ons such as DTS, etc.)

individual learning and growth through robust incentive programmes, including

Aberdare has opened the HV cable offering to initially supply

As a cable manufacturer for over

career succession and progression.

the traditionally accepted (CSA)

76 years, we know that quality and

We know that our duty extends further

Corrugated Seamless Aluminium

reliability of cable systems and risk

to the greater population and we take

Sheathed cable and plans to add

mitigation are of primary importance

pride in being an active agent of social

alternative designs and improvements

to our customers. For this reason,

change and transformation which is

to its portfolio. The goal for the HV

Aberdare’s plan to enter the HV market

evident in our BEE Level 1 rating. Our

project is to establish Aberdare Cables

was carefully considered, so as to

ongoing socio-economic development

as a competent South African high

uphold these standards and principals.

initiatives have been commended by the Presidency and we are continuously

voltage cable manufacturer and solutions provider. To this end, the

At Aberdare, we are people-centric and

working hard to make a difference in

organisation will manufacture HV

believe that our people are our greatest

the communities in which we operate.

Company Details

1 Corobrick, Meadowdale, PO Box 1679, Edenvale 011 396 8000 info@aberdare.co.za www.aberdare.co.za Social Media:

@aberdare

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

MINING SECTOR OVERVIEW

A GOLDEN OPPORTUNITY TO INCREASE EQUITY Mining sector bolsters job creation By Jessie Taylor

South Africa is home to more than 50 different types of minerals, which are mined through more than 1 700 mining operations. The robust industry is essential for South Africa’s economic performance, contributing close to R220-billion to the GPD in 2021, and job creation, employing more than 480 000 employees.

OVERCOMING NEW CHALLENGES POST-PANDEMIC South African mining output dropped by as much as 70% at the height of the COVID-19 pandemic, but the industry has been steadily recovering over the last two years. According to the SA Mine 2022 report by PwC, the industry’s financial performance exceeded expectations

00 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 3

on most fronts: Total revenue for the industry grew by 10% even though production only saw a 5% increase.

world’s platinum reserves, which allowed it to capitalise on this demand for platinum group metals.

As global supply chains attempted to recover from the pandemic, the South African mining industry was offered a growing demand for commodities. This resulted in record prices for platinum group metals, iron ore, and coal. South Africa is home to more than half of the

However, the mining sector still felt the impacts of a sluggish South African economy and disrupted local supply chains that were hampered by the impact of the Russian invasion of Ukraine, COVID-19 lockdowns in China, flooding in KwaZulu-Natal and loadshedding.

EDITION

MINING | SECTOR OVERVIEW

As of November 2022, mining production had decreased by 9% year-on-year, and mining sales had dropped by 15% year-on-year in November 2022, Stats SA reported. However, employment in the sector is increasing. In the last Quarterly Labour Force Survey, employment in the mining and quarrying industry had increased by 1% from the second to the third quarter and saw an almost 4% increase year-on-year.

MINING EMPLOYMENT BY SECTOR For every 100 mine workers: 39 are employed in the platinum group metals sector

21 in the coal sector

20 in the gold sector

5 in the iron ore sector

EMPLOYMENT IN THE MINING SECTOR

15 across other minerals, lime works and stone quarrying.

483 000 total employees in September 2022 465 000 total employees in September 2021

GENDER REPRESENTATION The number and share of female employees in the mining sector has been growing steadily. It

EMPLOYMENT GAINS The mining industry reported a 3.9% year-on-year increase in employment (18 000 employees) in September 2022.

has almost doubled since 2009, when there were 34 433 women employed in the sector. Even at the height of the COVID-19 pandemic in 2020, the sector hired 957 female employees, raising the

Employment increased by 1% between Q2 and Q3 of 2022 (5 000 employees)

total to 62 315. According to the Minerals Council South Africa’s Facts & Figures 2021 report, there were 65 490 posts are filled by

GROSS EARNINGS PAID TO EMPLOYEES R45.8-billion in September 2022 R 43.5-billion in September 2021 The average monthly earning in the sector was R32 365 in August 2022

women in the mining sector.

FEMALE REPRESENTATION IN THE MINING SECTOR Men hold 86% of all jobs

Women hold 14% of all jobs

CREATING EQUAL OPPORTUNITIES The mining sector has maintained a focus on increasing equity and promoting transformation. According to the Sanlam Gauge report, the sector as a whole achieved a Level 4 B-BBEE recognition. The sector has scored 100% in its targets for black equity ownership and socioeconomic development and boasts almost 85% for enterprise and supplier development. However, there is work that remains to be done in terms of management and control (59%) and skills development (67.5%). The industry has traditionally been male-dominated. Today, around 86% of all jobs are still held by men. The 2018 Mining Charter incldes a target of 10% women representation in top management roles, and while there have been key appointments of women to leadership roles at three JSE-listed mining companies, the advancement of women in the sector will still require considerable work. Minerals Council president Nolitha Fakude said the Minerals Council and its members have set targets to double the percentage of women in mining by 2025, aiming for 30% to 40% women representation across the industry. “In the next decade, we are targeting 50% women representation in management. If we, as an industry, intend reaching our targets for women representation in mining, we must act more than we talk, and actively recruit, train and retain women in our businesses, developing clear career paths so that women are fully represented in all layers of our businesses,” said Fakude.

Sources: DMR | Minerals Council | PwC | Stats SA

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IMPUMELELO TOP EMPOWERMENT

INTERVIEW WITH TAU MATLA CEO, PRINCE MASHABELA

rince Mashabela, the CEO of Tau Matla, doesn’t think small. When you work in mining, you can’t afford to think small, and you can’t afford to think short-term. Mining also has a direct impact on the communities where the minerals are mined, and it’s no wonder that Prince is able to keep his eye on the bigger picture, while ensuring that the fruits of mining exploration are also used to develop communities.

From strength to strength Prince has a good story to tell, a story that shows that one can come into the industry and turn a vision into reality. Making it a reality doesn’t come easy but the result is worth the hard work: In December last year, Tau Matla recorded a turnover of R127-million, despite the challenges the mining industry has faced. “We’re coming to disrupt,” says Prince. “As an entrepreneur, once you know what it’s like to not have any money, to be poor, to not have money in your business, to not have anything to take care of yourself. There’s nothing that can really hurt you. What’s the worst that could ever happen to you? That’s a mindset you need to have.”

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TAU MATLA | INTERVIEW

This year Tau Matla is working on a contract for 10 base vessels with a value of over R1-billion. Moving from a small business to one that works across the world is possible, and Prince is proof of this. “This is working with communities, working with poor people, creating employment. We’re hiring so many people at the moment. You know, it feels great to employ people. We employ people globally at the moment. We’re employing people in South Africa. We employ people in Dubai, and people in Hong Kong, China. That’s extremely great for us, and we’re supplying some of the largest plants in the Middle East, which is quite incredible.”

Going beyond our borders

Taking others with “Business is about fighting, about being a lion.” Tau means ‘lion’ in the Sepedi. Matla means ‘strength’. His two sons are named Tau and Matla, and the name exemplifies his business philosophy. Breaking down barriers and being a disruptor can also mean you’re using that strength and power to empower others. “We’re working with these communities to uplift them,” explains Prince. “For us, it’s how can we take as many people as we can with us? That’s my focus as CEO.”

Prince has spotted a gap in the market: exports. This is why they have trade desks in Hong Kong and Dubai. “We’re investing in our global markets and our global mindset, and that’s what we’re addressing.”

Prince wants to ensure that the communities they’re going into get something out of the assets which they live on. Educating them about the value of minerals, how they can be leveraged and used to develop communities, is key to making operations sustainable.

“Sustainability goes in the form of owning assets that can be mineable for the next 30 to 40 to 50 years,” says Prince. He explains that mining is a generational business, one that can be passed on because mining takes place over a long period of time.

“Our mindset is to educate people on the importance of finding partnerships and working with people that are like-minded, people that want to invest back in communities.”

“You want to be sustainable by getting export contracts. That’s what makes you sustainable.”

It’s not enough to make a promise to people that mining will bring development and then not deliver.

“You’ve got to reach more clients internationally,” he says, highlighting that the focus on the local market can limit growth for smaller players. “If you had an export contract, the amount of money you were losing in loadshedding on the rand, you would make up in foreign currency.”

“We want our kids growing and understanding what they own,” he says. “Our parents made that mistake because our parents wanted us to survive.” “We’re not coming into the mining sector just to live and be luxurious.” “What drives us? We’re a group of

guys who have grown - yes, with privilege, you could say. But we didn’t let that deter us. We’re not going to get caught up in the same system. We want to get out of that system.”

PURPL3

IT’S NOT PURPLE… IT’S GREEN DUST CONTROL SOLUTIONS

Purpleglaze 3 (Pty) Ltd is a proudly South African company with a national and international footprint. We are a leading dust management and solutions company with a focus on road construction, road maintenance,dust suppression, plant hire, and mining-related services. Purpleglaze 3 is a 100% black-owned enterprise with 20% black woman ownership.The company was registered in 2009 and has grown in stature over the years offering services to numerous mining houses and the public sector.

Purpleglaze 3 delivers a wide range of dust suppression products for permanent and temporary mine haulage roads, public and municipal gravel roads, and tailings facilities. We also design, build and install several innovative misting technologies for plant areas and stockpiling points. We offer a total dust managing solution to our clients, from dust monitoring and reporting to road dust management and services. Our products are all 100% biodegradable and originate from a process that produces organic materials, therefore it has no negative impact on the environment. Our products are designed, developed, manufactured, supplied, and applied according to controls established by a quality management system that meets the requirements of ISO 9001: 2015, which has been independently certied by DEKRA Certication under certicate number: 91019748. MINING SOLUTIONS We offer a wide range of mining products, solutions, and services. We strive to provide the best solution based on customers' requirements within the blasting sector as well as load and haul activities. PURPL3 CARES Enterprise and Supplier Development We are currently supporting a large

80 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 2

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number of local transport operators through contracts to transport our personnel. We launched a similar initiative with SMME’s which are based in our local communities. Skills Development Purpleglaze 3 believes in skills development, especially for the less privileged, nancially strained, and disabled individuals, to further their careers. We invested in bursaries for 350 students between 2014 to 2017. We are constantly running numerous learnership programmes to provide youth with the necessary skills to better their future. We currently run 15 active leadership programmes. It is our mission to spend on skills development to uplift our employees. In 2021 Purpleglaze 3 started participating in the Youth Employment Service (YES) programme. The programme is a joint venture between the private sector and government and signies huge progress towards assisting South Africa’s youth, and more specically the youth in our region, to gain work experience through employment placement. We are absorbing at least 1% per year within the organisation. In 2022, the company started a recurring programme for the youth.

OTIC PROJECTS | ADVERTORIAL

OTIC PROJECTS - ENGINEERING THE FUTURE OTIC PROJECTS (PTY) LTD is a 100% Mofokeng woman-owned company, with a keen interest in the provision of specialised products and services to the mining industry. We are 100% rural based, in Chaneng Village, which is a mining community adjacent to RBPLAT, Impala Platinum & GlencoreBoshoek Smelters operations. We are a level 1 B-BBEE contributor. The founder, sole shareholder and Managing Director, Ms Prudi Rapoo, is an astute Attorney, with more than 15 years’ legal experience. She's a strategist with an unmatched entrepreneurial spirit and the attitude of an achiever. She got exposed to the mining industry during her employment with the Department of Rural Development & Land Reform, Bakwena Ba Mogopa & Bakgatla Ba Kgafela Traditional Administrations in her capacities as the Head of Land & Legal Services, respectively.

OTIC Projects services

Mining Supplies

Engineering

•

Medical equipment

Bulk Ore Handling Wear-Parts

•

Fabrication, repairs, modification

•

Welding of various material,

•

• • •

and installation of steel structures

•

including aluminium, cast iron

•

Electrical components Crusher wear parts Mill Liners

Conveyor belt/Components

and steel

Plant maintenance

Mining •

Mining Constructions

•

Standard new installations

•

General Inspections and

•

Maintenance & Repairs Diagnosis

Refrigeration & Air Conditioning

Company Details

P.O Box 74, Chaneng, 0310

•

Supplies of quality products

082 338 9360

•

Maintenance & Repairs

info@oticprojects.com

and Diagnosis

www.oticprojects.com

• •

Standard new installations General inspections

ADVERTORIAL | UKWAZI

Despite obvious challenges, including

with SMME and/or black junior mining

young, sector professionals of the

energy insecurity and policy

companies and participating with

future. Various members of the Ukwazi

uncertainty, South Africa’s immense

them in projects and tenders; enabling

team have participated in the Exxaro

natural resources, coupled with

them to become established and

SMME training course offered by the

current macro factors, provide ample

trusted suppliers to the industry. Ukwazi

Gordon Institute of Business Science

opportunity for the country to further

has, since 2019, established a black

(GIBS), lecturing SMMEs on mining and

enhance its position on the global

women in mining initiative comprising

contract law.

mining stage.

the company’s own black female mining engineers. The objective has

IMPACT OVER QUANTITY

One fundamental aspect hampering

been to create a black female mining

The reality is, many SMMEs are start-

this progress is the lack of industry skills

contractor business, focused on load

ups and have little to no mining

– skills that will be required to meet the

& haul, rehab and mining for closure.

experience. Despite this, you have to

ongoing technological and leadership

start somewhere. Not all SMMEs can

demands of a green and digitally-

INCUBATION AND TRAINING

be assisted, but emphasis can be

driven economy. Access and supply

Ukwazi has used various enterprise

placed on trying to make an impact

chain visibility still remain essential

incubation techniques to allow the

over a longer period of engagement

when it comes to growing local

SMMEs it has worked with to grow

rather than just focusing on quantity

small, medium and micro enterprises

and mature as they navigate going

over quality. The ultimate aim of our

(SMMEs), as do the stipulations of

up the value and maturation curves

SMME programme is a transformation

the Mining Charter III and related

of business evolution. These involve

dividend – capacitating SMMEs to go

legislation, which aim to promote job

assisting SMMEs with opportunity

up the maturation curve from micro to

creation and empower the historically

recognition, conducting technical

small, from small to medium and from

disadvantaged. Here’s how we can

due diligence and project valuation,

medium to becoming fully fledged

get it right…

and helping these businesses apply

sustainable businesses. n

for mining equipment and negotiate ENGAGEMENT AND HANDS-ON

with original equipment manufacturers

COLLABORATION

(OEMs). It is also critical to guide

When selecting SMMEs to collaborate

SMMEs on how to submit tenders,

with, it is critical that mining companies

proposals and bids to provide

engage with a view to establish

technical and other services to

whether businesses effectively align

mining companies.

with their goals, values and ethics. Further to this, these SMMEs should be

Of course, on-the-ground knowledge

viewed as more than just vendors, they

sharing and skills transfer are

are, in fact, partners in success. As part

non-negotiables. Doing this in an

of Ukwazi’s transformation journey,

academic setting also helps lay the

focus has been placed on engaging

foundation for adequately equipping

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we do mining Company Details Address: Level 4, 3rd Floor, The Gate Centurion 146 Akkerboom St, Zwartkop, Centurion Tel: 012 665 2154 Email: info@ukwazi.com Website: www.ukwazi.com

FIVE REASONS

YOU SHOULD PARTNER WITH A B2B EVENT “You can do it yourself - but the experts can do it better.”

Conference Producer Janine Brown breaks down the benefits of partnering with a B2B Event. Scan the QR code to find out more >>>

Are you creating value for your brand? MEET NEDBANK’S KHENSANI NOBANDA

HERE TO AC

S TH E B USI N

S T S . > CL I

NUSUAL

84 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 2

EDITION

KHENSANI NOBANDA | PODCAST

“If you’re not having conversations

might not be any immediate return on investment. The point is

as a marketer around growing

to ‘play’, and the age of digital marketing means that you can

your business, then you shouldn’t

gather more data than with traditional marketing.

have any seat at the table,” says Nedbank’s Group Executive

In the latest Business Unusual Podcast, Khensani is in conversation

for Marketing and Corporate

with Topco Media’s CEO, Ralf Fletcher. Starting with her own

Affairs, Khensani Nobanda. For

fascinating journey, Khensani takes us through the thinking of one

a recognisable brand such as

of the country’s leading marketing professionals. Ever wondered

Nedbank, creating awareness, and

what the thinking behind what Nedbank sponsors? How can

building an emotional connection

“playing” lead to a return on investment? Why is output more

is not the aim - they’ve got that

important than input? Khensani and Ralf discuss all this and more.

already. “We actually need our sponsorship properties to drive volume sales.”

10 KEY TAKEAWAYS LISTEN OUT FOR IN THIS PODCAST

When Khensani started at Nedbank, she had to build a case for a digital marketing strategy that involved a bigger budget. She

consumer behaviour than traditional marketing

understood that in order to make a compelling case she had to go in having a firm grasp of what digital marketing actually is. Learning is key to what has made

ever could 2.

“Unless we play in it, we’re never going to learn”

Recognisable brands already have the emotional connection - growth is the target

4. 5.

example of the bank’s foray into the metaverse: In order for Nedbank to maximise the opportunity, they need to learn more about it - which involves taking a risk and accepting there

Sponsorships can help change perceptions about your brand

Nedbank’s marketing strategies so effective. Khensani cites the

Digital marketing gives you more information on

You need to ask yourself: “What do I want this sponsorship for?”

“If you don’t know the brand itself, how are you going to judge creative work?”

South African business leaders understand macro issues more than many leaders around the world

Hard work means nothing without the output to match

The first thing you should look for when hiring is curiosity

10. What you learn in one context can be applied in others

2 2 ND E D I T I O N

IMPUMELELO TOP EMPOWERMENT

BEE, JOB CREATION, AND THE PUSH-PULL EFFECT OF PROCUREMENT By Kebalepile Matlhako, Transformation Specialist at the BEE Chamber

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BEE, JOBS & PROCUREMENT | EDITORIAL

Despite many plans and interventions by government, unemployment continues to rear its ugly head; this is evident by the Quarter 3, of Quarterly Labor Force Survey (QLFS) results of 29 November 2022 citing a 32.9% unemployment rate which is a slight improvement from Q2. The National Development Plan 2030 target is 11 million new jobs by 2030. In real terms employment is increasing at a rate of 31 000 new jobs in the past year, as opposed to the 1.6 million per year needed to meet the NDP targets. This unemployment is not helped by the fact that since 2015, the GDP per capita has been at a negative, according to the macro-economic indicators. This means that the economic growth is slower than population growth.

However, we cannot ignore the fact that the B-BBEE provides a good tool for inclusive economic growth, particularly the Enterprise and Supplier Development element which includes Preferential Procurement, Enterprise Development and Supplier Development. The Preferential Procurement element makes available, in generic scorecard, a total of 7 points for buying from SMMEs, an additional 11 points for buying from companies who have a minimum of 51% black ownership, 4 points for companies that have at least 30% black women ownership, and an additional 2 points for companies owned by black designated groups i.e., military veterans, women, youth, people with disability and based in underdeveloped areas. When companies spend on goods and services, they receive points based on which company they have

selected and the credentials they possess. mall Medium Micro Enterprises (SMMEs) are seen

Enterprise Development (ED) awards 5 points for supporting

as the bastion of hope for job creation, however,

51% or more black-owned SMMEs that you do business

they bear the brunt of the regulatory framework

with. This support is targeted at a % of Net Profit After Tax

as they are expected to perform at the same

(NPAT), and ED is for generic codes, generally set at a

level as large corporations with resources. The burden

target of 1% NPAT to obtain the 5 points. This mean that if

of compliance, loadshedding, overheads, and other

the value of support towards ED qualifying SMMEs is equal

structural factors, continue to result in myriads of statistics

to 1% NPAT, you will receive 5 points. This form of support

in South Africa indicating 70% of small business fail within

or development must lead to sustainability, towards

the first 2 years of operation. It is extremely difficult to see

operational and or financial independence. Developing

where the 11 million jobs will come from.

an SMME means that you may procure goods and services from them – and graduating the Enterprise Development

According to SEDA SMME Quarterly report 2021 Q3, there

beneficiaries into fully fledged suppliers also yields

are just over 2.4 million SMMEs operating in South Africa of

bonus points.

which 68% are in the informal sector. The 2.4 million SMMEs account for just under 10 million of employment and have

Supplier Development is intended to support the

unfortunately been the highest shedder of jobs, over 300

“at least 51% black owned SMMEs” that are your suppliers

000, in that period. While we struggle with SMMEs not

in order to improve their delivery. This will help with

employing enough, we are also faced with the reality that

reducing supply risk and ensure quality of supply. Supplier

“South Africa also has a concentration of power sitting

Development has 10 points available for reaching 2%

in only a few employers (mostly government and large

NPAT, in terms of support towards qualifying SMMEs. Both

corporates), leading to 56% of jobs coming from only 1 000

Enterprise Development and Supplier Development also

employers - and these jobs are growing at a faster rate

provide a bonus point if jobs were created because

than what SMMEs are creating,”- Sonqoba Vuma, 2019.

of the support provided. So, B-BBEE provides sufficient

At the rate we are going, South Africa will not reach its

incentives to score points, while creating an

targeted NDP job creation targets.

inclusive economy.

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IMPUMELELO TOP EMPOWERMENT

Among many other benefits, B-BBEE through ESD, provides

In the past 12 months, I have worked with 44 SMMEs,

a plethora of opportunities for the small businesses and the

analysing their operations, needs and working on

economy; these include:

interventions for sustainable operational and financial independence. In the process, I noticed 3 out of many

•

Driving investment in enterprise and

areas that required attention if we are to win with

supplier development

employment creation by SMMEs:

•

Encouraging SMME funding

•

Commercialisation of products

•

Providing access to market

•

Rewarding job creation

•

Providing competitive advantage

•

A business case for economic growth

Cash flow challenges

•

Navigating red tape

•

Austerity vs productive fiscal spending

CASH FLOW The life blood of a business is the availability of cash to

The growth in numbers of SMMEs will result in a commensurate growth in the market as the need for products and services increases. If we want to grow the economy, we need to put more effort in the growth and sustainability of SMMEs.

88 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 2

•

meet its current obligation - the difference between what comes in vs what is spent to deliver goods and services. One of the most difficult challenges that SMMEs face is late payments from clients, both government and private companies, particularly large organisations. SMMEs struggle to obtain cheaper credit and would generally

EDITION

BEE, JOBS & PROCUREMENT | EDITORIAL

“The revised Procurement Regulations introduced by the Finance Minister, Enoch Godongwana, in November 2022 is a much-needed breather, only if properly implemented to target the said specific goals”

AUSTERITY VS. PRODUCTIVE FISCAL SPENDING, In the 2020 budget speech, the Finance Minister referred to a R48-billion saving that would go back to the taxpayers’ pocket in 3 years. Much as this is a welcome budget policy direction and an effort to please businesses, I would imagine that an option of fiscal stimulus, instead of austerity measures, would have been more welcome, particularly given the COVID-19 pressure on economic growth. According to Schröder, E. and Storm, S., the option of multipliers would have yielded better economic results if channeled in a productivist approach; this was based on the deduction that R1-billion extra spending would have generated R1.68-billion extra income with the ability to yield

sit on accounts receivable of over 120 days from their

6 900 jobs. The R48- billion would therefore have resulted in

regular customers who have it as their policy to pay

an estimated 330 000 much needed jobs.

in 60 to 90 days, thereby making an SMME carry their trade credit. Since the SMME does not have money

Let me conclude by asserting that the revised Procurement

to carry stock or deliver services while waiting for

Regulations introduced by the Finance Minister, Enoch

payment, they will resort to trade finance, overdraft or

Godongwana, in November 2022 is a much-needed

PO financing which comes at a higher cost and eats

breather, only if properly implemented to target the said

at their margins. One of the ways to manage this cash

specific goals. These specific goals may among others

flow challenge, would be to legislate payment terms

include targeted spend by government entities towards

for SMMEs, limiting them to no more than 30 days

SMMEs, Black woman-owned businesses, black-owned

failing which, a levy must be imposed. This, I believe

business and black designated groups so as to achieve

will go a long way in ensuring the survival and growth

inclusive economic growth. These Regulations, I believe can

of this sector.

be used to address the unemployment challenges that we

RED TAPE, DUE DILIGENCE

face through the targeted spending towards the historically excluded groups, and targeted spending towards SMMEs.

As indicated earlier, red tape or complex regulatory

I would also include the already proposed policy on early

and compliance framework compels compliance

payments of SMMEs to ensure quicker money flows in the

from both big business and SMMEs. This means

economy and increased ability to spend on the delivery of

much-needed resources are channeled in this

goods and services resulting in a ripple effect.

direction. If one thought registering a company was difficult, one must look at obtaining finance

The reduction of red tape and improving efficiencies in

to implement a purchase order, or to run a business

Developmental Funding Institute targeting SMMEs will

with orders already in place. The hoops that an

go a long way in reducing SMME failure rate, especially

SMME must jump through can be daunting and even

when companies are already in possession of contracts

lead to losing a contract due to the length of time

to deliver and remain in business. Production based,

it takes to obtain approval together with the list of

SMME targeted spending, Preferential Procurement, and

documents required. There are many unnecessary

productive fiscal spending, coupled with effective

rules, procedures and regulations, formal systems and

Enterprise and Supplier Development activities that

centralised decision making that result in inefficient,

ensures improved capacity to deliver for SMMEs, will help

and unjustifiable delays, all of which lead to a small

channel more money towards the creation of much

business losing opportunities and its ultimate demise.

needed jobs in this country.

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IMPUMELELO TOP EMPOWERMENT

TREASURY TABLES NEW RULES New regulations to give departments more discretion in procurement By Jessie Taylor

Treasury has announced new regulations around procurement, which will come into effect in January. The updated regulations are still focused on Black Economic Empowerment (BEE) criteria in public procurement, Finance Minister Enoch Godongwana has stressed, but they also provide for more department discretion in tendering. The regulations will act as a placeholder until the adoption of new legislation around procurement.

The change in regulations came after a Constitutional Court ruling. The ruling looked at changes made in 2017 to the Act, originally passed in 2000. The 2017 overhaul of the regulations saw two key changes. The first stipulated that companies awarded tenders above R30-million were obliged to sub-contract 30% of the contract value to benefit the previously disadvantaged, women, youth and the disabled. Secondly, the changes required state entities to procure from local suppliers, even in the case of imported items or items that could only be sourced from a global supplier.

REVIEWING THE REGULATIONS Minister Godongwana said the new regulations allow

The litigation centred around the argument that the 2017

government departments and state-owned enterprises to

preferential procurement regulations were harmful policies

determine their own preferential procurement policies.

resulting in the misallocation of funds away from maximum

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TREASURY TABLES NEW RULES | EDITORIAL

value-for-money for the public. Setting aside the regulations

“It should be noted that these Regulations deal with

now gives organs of the State constitutional discretion

preferential procurement in terms of the PPPFA. The

in the procurement process, allowing them to choose

new 2022 Regulations require organs of state in the

value-driven and effective solutions relevant to the

development of their procurement policies to also

communities they serve.

consider specific the programmes stipulated in the Reconstruction and Development Programme as

The Constitutional Court ruled in February this year that

published in Government Gazette No 16085 dated 23

the 2017 changes were to be set aside, as policy changes

November 1994 and provides for points to be awarded

cannot be made in ministerial regulations. The Court

for specific goals,” Treasury says.

gave the finance minister until February 2023 to make rectifications, and Treasury has since reinstated the

“In addition to maximising value-for-money objectives, a

2000 regulations.

further objective is to regulate preferential procurement anew in the draft Public Procurement Bill (among others

The revision of the regulations mean that government

repealing the PPPFA) and, as announced during the

departments and state-owned companies will still be

MTBPS, is to be introduced in Parliament by March 2023.”

able to operate in a middle ground between the two versions of the legislation. The 80:20 and 90:10 BEE

The regulations, under the Preferential Procurement

system remains a fixed requirement, but departments

Policy Framework Act (PPPFA), still favour companies

will now be able to include preconditions as part of

with BEE status. The regulations state that government

their procurement policy, should they wish, such as the

must award extra points during the scoring of tenders for

pre-qualification for tenders, 30% sub-contracting to

black-empowered firms. For contracts valued at under

designated groups, and local procurement clauses in the

R50-million, firms can score up to an extra 20% on the

2017 regulations.

scorecard if they are fully black-owned and empowered. For contracts above R50-million, they can score an

This status quo will remain in place until the Public

additional 10%. This rule has been in place since the Act

Procurement Bill is passed in Parliament next year. This

was promulgated in 2000.

Bill is likely to standardise procurement policies across state entities and is expected to be presented by March

The regulations allow for departments and state-owned

next year.

companies to add preferential criteria when awarding tenders, so long as these criteria advance the country’s

“While we are finalising the Public Procurement Bill,

developmental goals, as stated in the Reconstruction

which will empower the Minister of Finance to set

and Development Programme (RDP) of 1994. This allows

preferential procurement, the 2022 regulations repeal

departments and state-owned companies to award

the 2017 regulations and take effect on 16 January

points to companies that sub-contract to small and

2023,” says Minister Godongwana.

medium-sized enterprises, for example.

“In essence, the 2022 regulations are a placeholder

“Procurement is a complex and highly contested arena

while we finalise the Bill.”

in South Africa. Much of it is steeped in legalese and technical language. It is no accident that the Zondo

FOCUS ON VALUE FOR MONEY

Commission published a dedicated report on public

The latest regulations specify that an organ of state

procurement and made significant findings. The

must, in the tender documents, stipulate the applicable

Minister of Finance, as well as the National Treasury

preference point system as envisaged in the regulations;

and the Government, remain wholly committed to

and the specific goals in the invitation to submit the

transformation and empowerment as envisioned in the

tender for which points may be awarded.

Constitution,” the Treasury says.

Sources: News24 | Sakeliga | Treasury | Engineering News | Biznews 2 2 ND E D I T I O N

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DUTIES OF A DESIGNATED EMPLOYER By Frik Boonzaaier, Human Capital Specialist at The BEE Chamber

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DESIGNATED EMPLOYER | EDITORIAL

According to the Employment Equity Act No. 55 of 1998, as Amended (EEA), if an organisation fits the definition of a ‘Designated Employer’, it is obligated to perform the duties outlined in sections 16 through to 26 of the Act. Failure to do this puts a Designated Employer at risk of having a fine imposed according to Schedule 1 of the EEA. Fines can range between R1.5m and 10% of an organisation’s turnover, depending on the type and number of contraventions.

urrently, the EEA defines a Designated Employer as an organisation with 50 or more employees; or a business with less than 50 employees but a turnover that exceeds a

specified threshold based on the sector it falls within. The gazetting of the Draft Amendments to the EEA is imminent. Following this, the only criterium for being a Designated Employer will be 50 or more employees as the turnover thresholds will be removed. During an inspection, the DoEL will assess whether a Designated Employer complies with the following duties in line with the EEA requirements: Sections 16, 17 and 18 outline the duty to consult with employees. For this purpose, a Forum must be established with a membership that includes representatives of recognised trade unions and nominated staff representatives from all EE levels. The role of the Forum is to assist in the analysis of a Designated Employer’s current situation (section 19 that follows). It provides a platform for consultation on the Designated Employer’s EE Plan (section 20 that follows), and the EE Report (section 21 that follows). •

During an inspection, a Designated Employer must provide proof of the consultation which must incorporate the nomination process, how members were nominated and the minutes of meetings occurring at least quarterly.

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Section 19 obligates a Designated Employer to: •

Identify any barriers in policies, procedures or practices which may adversely impact Designated Groups, namely African, Coloured and Indian People, as well as women and persons with disabilities, both of which include White People;

•

Identify Affirmative Action measures to overcome any barriers identified;

•

Ascertain the degree of alignment of its employee profile across each EE level with the most recently published Economically Active Population (EAP) statistics. A Designated Employer must record the results of the analysis on the EEA12 template. (The EEA12 but must be available if requested during an inspection.)

Section 20 stipulates that a Designated Employer must develop an EE Plan to address any barriers and under-representation of specific groups identified during the analysis required in section 19. An EE Plan guides transformation and should follow the format of the EEA13 template as a minimum requirement, as follows: •

The duration of the EE Plan must be between one and five years and include the barrier analysis and Affirmative Action measures. It must indicate the time frames and the positions of the employees responsible for implementing the measures.

•

A Designated Employer must set numerical goals and targets to include the aspirational racial, gender and disability profile per EE level for each year and must indicate strategies to achieve these goals and targets.,

•

An EE Plan must include the process to monitor achievements against the objectives as outlined in the plan.

•

Furthermore, a transparent process is required to resolve disputes arising from the interpretation and implementation of the EE Plan. It must further highlight the senior manager appointed in terms of Section 24 that follows.

As with the EEA12, the EEA13 does not accompany the annual submission to the DoEL, but must be available upon request.

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“A Designated Employer must set numerical goals and targets to include the aspirational racial, gender and disability profile per EE level for each year and must indicate strategies to achieve these goals and targets”

DESIGNATED EMPLOYER | EDITORIAL

Section 21 requires a Designated Employer to

There are various fines ranging from R1.5m to R2.7m

report its EE progress to the DoEL annually. The

for different contraventions of the above sections

deadline is 1st October if submitting the report

and it is important to note that fines imposed are

manually; or 15 January the following year for

per contravention.

online submissions. The following 12 steps guide Designated Employers For reporting, a Designated Employer must

in remaining compliant.

complete and submit an EEA2 and an EEA4 form.

Appoint an EE Manager;

The information necessary is as follows:

Establish an EE Forum;

•

A snapshot of the workforce profile on the last day

Perform an analysis;

of the Designated Employer’s chosen EE reporting

Develop an EE Plan;

period, categorised by EE level, race, gender and

Consult on the EE Plan with the EE Forum;

disability status.

Finalise the EE Plan;

Workforce movement for the reporting period,

Prepare the EE Report;

including recruitments, promotions and terminations,

Consult on the EE Report with the Forum;

per EE level, race and gender.

Report the progress in implementing the EE Plan

A breakdown of the Beneficiaries of Skills Development interventions.

•

A summary of identified barriers, including an

Annual Financial Statements. (This only applies

estimate of the dates when Affirmative Action

to publicly listed Designated Employers);

measures are earmarked for implementation. The EE Plan must include the persons responsible for implementing such Affirmative Action measures. •

to the DoEL; 10. Publish a summary of the EE Report in the

11. Communicate Employment Equity-related information to employees throughout the process; and

An Income Differential Statement – EEA4. The aim is

12. Keep accurate records relating to every

to identify unfair discrimination in employment terms

aspect of the implementation processes.

and conditions. Following these steps will provide peace of mind Sections 22 through to 26 stipulate that a Designated

that a DoEL inspection will go smoothly, with limited

Employer must:

findings and recommendations; thereby lessening

•

the risk of penalties.

Publish a summary of its EE Report – in the EEA10 format – in its Annual Financial Report as section 22 indicates.

• •

•

Develop a successive EE Plan before the current

About Frik Boonzaaier

plan expires, as per section 23.

Frik Boonzaaier is a Human Capital Specialist at

Officially assign and provide a formal mandate

the BEE Chamber. During his career, he has worked

to at least one Senior EE Manager overseeing the

with many national and multinational market leaders. His

implementation of the EE Plan as per section 24.

expertise in the field equips him to chart a course

Inform employees about the provisions in the

of transformation for organisations by identifying relevant

EEA, as well as the content of the EE Plan and EE

stakeholders whose decisions impact their ability to

Report. Such communication must include any

transform. Frik’s aptitude for formulating sustainable

legislative actions against the Designated Employer

strategies aligns his clients’ KPIs, training and policies with

concerning the provisions of the EEA as per

their transformation goals. However, the area of his work

section 25.

that he finds most rewarding is implementation, whereby

Keep accurate records of all EE related documents

tracking mechanisms yield tangible results that filter

and data as per section 26.

positive change throughout an organisation.

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DIVERSITY AND INCLUSION - MULTINATIONALS IN SA The long way to economic freedom By Sinazo Mkoko

While there is there’s still a way to go on the transformation journey for the business sector in South Africa, in the words of former American president Harry S. Truman: “Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better.” There are companies who are making progress in driving transformation in South Africa - and here we look at four multinationals making great strides in transforming the country’s economy.

which include empowerment, entrepreneurial and skills-based projects in the ICT sector in which it operates in. The company states that its ten-year plan aims to address key developmental aspects linked to the National Development Plan and the overall transformation of the economy. The company says: “Samsung’s aim is to build on the landmark multimillionaire Equity Equivalent Investment Programme (EEIP), which is already celebrating over three years of sustained success. Launched in May 2019 in partnership with the Department of Trade, Industry and Competition (DTIC) and sector support from the Department of Communications and Digital Technologies (DCDT), the programme is expected to have a measurable impact on job creation with a projected contribution of over a billion rands to the South African economy at large.” VODACOM “We are serious about the transformation agenda and the development of South Africa and we won’t be deterred in our resolve to play an active role in moving South Africa forward by driving meaningful and sustainable transformation programmes to afford historically disadvantaged people the opportunity to participate in the mainstream economy.” So said the Chief Executive Officer of Vodacom South Africa, Shameel Joosub, following Vodacom’s achievement of Level 1 B-BBEE status for the fourth consecutive year in 2022.

SAMSUNG The incredible strides Samsung has made in supporting economic transformation in South Africa cannot be overstated. This is reflected not only in the company’s continued investment in the country or its Level 1 B-BBEE status “which is aligned with Samsung’s dedication to remain an active contributor to the future of the South African economy and strong supporter of economic transformation,” but also in initiatives that the company runs throughout South Africa

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DIVERSITY AND INCLUSION - MULTINATIONALS IN SA | EDITORIAL

•

services to the company earns at least a living wage or

Joosub said the achievement demonstrates the organisation’s strong commitment to the transformation agenda and is testament to its commitment towards the

income, by 2030 •

get points. As a company with deep local roots, we fully embrace transformation and its ideals which, among other things, aim to provide women with equal work opportunities so they can contribute meaningfully in the mainstream economy,” he said.

Spending €2-billion annually with suppliers owned and managed by people from under-represented groups, by

transformation of this economy. “For us at Vodacom, B-BBEE is not something we do to

Ensuring that everyone who directly provides goods and

2025 •

Pioneering new employment models for employees, and equipping 10 million young people with essential skills to prepare them for job opportunities, by 2030

MTN GROUP The MTN Group is also making steady progress in contributing to the country’s economic growth. This is what the MTN Group saw in May 2022 when, for the first time ever, the group reached a major milestone in their work to create shared value by achieving, for the first time, Level 1 B-BBEE contributor status in South Africa. MTN Group President and CEO, Ralph Mupita, said they were happy with the progress the organisation is making in driving broad-based transformation. “As MTN Group, we see the broad-based transformation and making socio-economic contributions to the markets we operate in as the key to our sustainability and creating shared

UNILEVER To achieve a fairer and more socially inclusive world, Unilever believes that equality and equity are

value,” he said. Sharing his sentiments, MTN SA CEO Charles Molapisi said,

equally important.

“In an environment of mounting economic challenges,

It was in 2020 when Unilever established a Racial Equity Task

opportunities for South Africans. In 2022 we will work

Force with an aim to advance the representation of people of colour in its four leading markets: Brazil, South Africa, the United Kingdom and the United States. Chief Transformation Officer & Chief People Officer, Nitin Paranjpe, says to be able to reach a place where “workplace opportunities

we are pleased to be able to help create meaningful harder to provide a world-class Enterprise and Supplier Development Programme to deliver more sustainable solutions that are aligned to government’s efforts to speed up the inclusion of black-owned business in the mainstream economy [sic].”

are fair, just and equal, we need to take into account the different needs, cultural barriers and potential discrimination that specific groups may face in our business.” The company says: “Our global and local HR teams are working together to remove bias from our talent management practices and processes so that, while we develop all our people, we can focus on equitably accelerating the progress of those from under-represented communities.” The company says while they are aware that there’s still a long way to go to be fully inclusive, real progress has been made. The company has made

Sources: Samsung | Unilever | MTN Group | Vodacom |

commitments to achieve by 2030 which include:

Sanlam Gauge Report 2022

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INFLUENCE THROUGH INSPIRATION Meet Avril Campher By Sinazo Mkoko

Avril Campher is the Cummins Southern Africa Transformation Leader responsible for business transformation, strategy and all BEE related activities. Moreover, her role includes developing and implementing the strategies for Employment Equity (EE) and chairing the Employment Equity Forum. In addition she oversees marketing and business continuity planning and supports the corporate responsibility portfolio and any other key projects. Avril has also been with Cummins since 1995 and started her journey as a Personal Assistant and grew from the ground up within the organisation.

YOUR MOTTO IS “INTEGRITY - DO WHAT IS RIGHT, EVEN WHEN NO ONE IS WATCHING,” WHY IS THIS IMPORTANT TO YOU? For me, this is a moral stance, and it drives my thinking that automatically guides my actions when it comes to my inherent ethos. As a mom to my two sons, this is the basis of my core value in raising them, setting an example for their futures to be men of integrity. YOUR WORK INCLUDES DEVELOPING AND IMPLEMENTING THE STRATEGY FOR EMPLOYMENT EQUITY (EE) AND CHAIRING THE EE FORUM. PLEASE COULD YOU TOUCH ON THE IMPORTANCE OF THIS? Employment Equity is at the helm of transformation, addressing the inequalities of the past. As a Code of Good Practice, it is important for Cummins to eliminate unfair discrimination in the workplace and to achieve equitable representation of employees from designated groups by means of affirmative action measures. One of Cummins’ core values ‘Diversity, Equity and Inclusion’

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AVRIL CAMPHER | EDITORIAL

and through the platform of the EE Forum, we are able to purposefully address barriers and implement transformative measures of correction. PLEASE SHARE SOME OF YOUR MILESTONES AT CUMMINS SOUTHERN AFRICA? The act of caring at Cummins has granted me the opportunity to spearhead and incorporate the corporate responsibility programme by setting up Community Involvement Teams across Cummins Africa – this led to serving the communities in which we operate and addressing the educational,

“We are intentional about bringing positive change to our procurement in ensuring compliance, developing enterprises and making a meaningful difference in the socio-economic space”

environmental and equality of opportunity challenges we face within the continent. I also orchestrated the Technical Education for Communities project at

HOW WOULD YOU DESCRIBE YOUR LEADERSHIP STYLE?

Sedibeng TVET College in Vereeniging through a

My leadership style focuses on servant-leadership

strong partnership between Cummins and Komatsu,

directed at the needs of others, valuing people

which was endorsed by the former Minister of

for who they are, not just for what they give to the

Education, Ms Naledi Pandor and recognised with

organisation allowing them to step into their purpose

global awards from Komatsu and the recent Gold

in serving the greater good for all.

Award as ‘Best Performing TVET College on International Student Placements’.

DO YOU HAVE EXCITING PLANS FOR THE COMING YEAR? My plan for the coming year is to continue the

PLEASE SHARE CUMMINS’ ONGOING TRANSFORMATION

creation of a culture of positive change within the

JOURNEY IN SOUTHERN AFRICA?

hearts, minds and behaviour of all Cummins employees.

transformation is a constant journey for Cummins South Africa as we strive to create equity across

WHAT IS YOUR “WHY?”

all occupational levels, inclusive of persons with

My ‘why’ drives my purpose to intentionally influence

disabilities. We are intentional about bringing positive

and encourage people to gracefully and effectively

change to our procurement in ensuring compliance,

do what is right in transforming self, and to be part of

developing enterprises and making a meaningful

the change that will impact the dynamic of Cummins

difference in the socio-economic space, serving

and our business world.

causes that are bigger than you and I. DO YOU HAVE AN INSPIRATIONAL MESSAGE FOR WHAT ARE SOME OF THE CHALLENGES YOU’VE

YOUNG WOMEN OUT THERE?

ENCOUNTERED AS A TRANSFORMATIONAL LEADER AND

My message to myself and others is a quote by the

HOW DID YOU OVERCOME THEM?

late Dr Myles Munroe:

One of the challenges encountered is the dilutive and non-compliant supplier base.

“Leadership is the capacity to influence through inspiration, motivated by passion, generated

The journey that Cummins is on is to bring our suppliers

by vision, produced by a conviction, ignited by

respectfully and dutifully on board on the journey of

purpose.” If we seek to become successful, we must

transformation or to seek procurement from suppliers

strive to become a person of value. The greatest

who are compliant.

tragedy in life is not death, but life without a purpose!

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TRANSPORT SECTOR OVERVIEW

TRANSPORTING ECONOMIC GAINS Transport sector essential for empowerment By Jessie Taylor

The transport sector is a vital cog in the South African economy. It enables other sectors to grow, such as mining, manufacturing, and agriculture, while creating jobs and revenue. The industry employs more than 415 000 people and boasts one of the highest scores for black-owned enterprises.

ESSENTIAL SUPPORT FOR ECONOMIC ACTIVITY South Africa’s transport and logistics industry contributes around R270-billion to the country’s GDP. A thriving sector in its own right, the transport industry allows other sectors which drive the economy to flourish – aiding economic growth and recovery. The industry comprises several arms, including rail and road freight, shipping, and air transport.

An effective transport sector allows South Africa to remain competitive in the global market and can accelerate development and access to basic services. The sector has seen an increase in employment between Q2 and Q3 of 2022, with more than 4 000 additional people employed – a rise of 1%.

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EMPLOYMENT IN THE TRANSPORT, STORAGE AND COMMUNICATION SECTOR 415 000 total employees in September 2022

397 000 full-time employees in September 2022

18 000 part-time employees in September 2022

TRANSPORT | SECTOR OVERVIEW

GROSS EARNINGS PAID TO EMPLOYEES R35.4-billion in September 2021

INTRA-AFRICAN EXPORTS TRANSPORT 60% of automotive exports are transported over land

R 36.1-billion in September 2022

56% of pharmaceutical exports

32.8-billion was paid in wages in September 2022

60% of agro-processing product exports

R1.2-billion was paid in bonus payments in September 2022

R1.9-billion was paid in overtime in September 2022

AFRICAN CONTINENTAL FREE TRADE AREA A BOOST FOR THE TRANSPORT SECTOR The World Economic Forum has forecast that the transport sector is likely to see rapid growth under the African Continental Free Trade Area (AfCFTA). The AfCFTA agreement became operational on 1 January 2021. The World Economic Forum’s AfCFTA forecast report said that the majority of intra-African

FREIGHT TRANSPORT IN SOUTH AFRICA 42 860 000 tons were transported by rail freight in 2022

188 446 000 tons were transported by road freight in 2022

A NEW PATH TOWARDS TRANSFORMATION A new path towards transformation Transformation in the sector has dealt some blows, with the industry operating on B-BBEE Codes of Good Practice that have not been updated in a decade, according to the Sanlam Gauge 2022 report. It has also lacked guidance from a charter council which is at the core of policing B-BBEE progress – for several years.

exports are transported over land.

Despite these challenges, the sector remains a Level 4 contributor with 85.5 recognition points. The report found that the sector scores particularly highly in terms of black ownership, at 90.3% of the target, making it the highest of all sectors by some margin. Transport also comfortably exceeded its socio-economic scorecard weighting. Because the transport sector is driven by procurement, transformation in the industry can significantly impact customers’ B-BBEE performances. The area in which the industry struggled to reach its targets is management control, which sits at 55.5% of the target. In terms of skills development, transport is the worst-performing sector at 66.4%. It was also the worst performer, with ESD at 58.7%. Estimates say that less than a tenth of all jobs in the transport sector are held by women. However, various initiatives exist to increase the number of female professionals in the industry, including training programmes. For example, the Commercial Transport Academy (CTA) recently announced an initiative to empower almost a thousand women in the transport sector.

It also estimated maritime trade would jump from 58 million to 132 million tons by 2030. The report anticipated that AFCFTA would have increased intra-African freight demand by 28% by 2030, necessitating the use of about two million trucks, 100 000 rail wagons, 250 aeroplanes, and more than 100 vessels.

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101

FLEET HORIZON SOLUTIONS WHERE INNOVATION MEETS EFFICIENCY

With Fleet Horizon’s comprehensive fleet management solutions, you can say goodbye to the headache of managing your own fleet. Our experts will take care of everything from routine maintenance to major repairs and replacements, leaving you free to focus on what you do best - running your business. Our expertise in the industry include our nationwide footprint, commitment to excellence and innovative mindset. This has seen us grow and remain resilient for more than years. Our solutions include: • • •

Consulting & Advisory Services Fleet management technology systems Asset financing solutions,

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•

Operating Rentals, Finance Leases, Full Maintenance Lease) Managed Maintenance Solutions (Servicing, Maintenance, Repairs, Tyre Management) Fuel management solutions

Here’s what one satisfied customer had to say: “Since switching to Fleet Horizon’s full maintenance leasing solutions, our fleet has never run better. We’ve saved money on maintenance costs and avoided unexpected repairs, and our vehicles are always running at their best. The flexibility of their leasing terms means we can scale our fleet according to our needs, which has been a huge help in managing our business.”

EDITION

One of our flagship programmes The partnership between Fleet Horizon, a JSE listed mining company in the North West and a community based entity demonstrates the power of collaboration. This positive development in the mining sector focuses on commercialising B-BBEE in host mining communities. It amplify the benefits of community-private partnership (CPPs), with the private sector being the technical and financial partners on empowerment initiatives that seek to create sustainable value for all stakeholders in the long term. It further establishes competitive emerging black-owned businesses and empower members of the local community through skills development and job creation.

FLEET HORIZON SOLUTIONS | ADVERTORIAL

Fleet Horizon CEO, Dick Ngobeni: ”It is my hope that other businesses will follow their lead and embrace similar initiatives, creating a brighter future for communities around the world.”

The challenges we faced as a business due to COVID-19, the war in Ukraine, the tension between US and China which affected our service delivery. FHS’ survival during the COVID-19 period can be attributed to its ability to adapt to the changing circumstances. The company’s focus on technology and innovation allowed it to respond quickly to its challenges brought about by the pandemic. FHS’ commitment to the safety of employees by providing a safe working environment and proper PPE played critical role in reducing the fatality risk due to Covid. Like any other company exposed to global risks, FHS had to stay ahead of the challenges posed by the ongoing war in Ukraine which resulted to shortages of key automotive components required for the manufacturing of vehicles. One of the key strategies adopted by FHS is diversifying its vehicle sourcing options. FHS implemented advanced supply chain management systems to monitor and manage the entire supply chain process. This enables real-time monitoring of vehicle and component availability, allowing for quick identification of any issues that may arise in the process. Furthermore, Fleet Horizon has implemented a rigorous quality control system, by working closely with its suppliers and manufacturers to ensure that all vehicles and components are tested and certified before delivery. At the heart of ouroperations is an ethos of partnership with industry experts. FHS is an excellent example of how companies can overcome challenges and adapt to changes in the business environment to remain competitive and provide value to their customers.

How FHS contributed to reducing the unemployment rate by employing young graduates and also assisting them to be well equipped/skilled, in line with the 4th industrial change. FHS has been a significant contributor to the reduction of unemployment in South Africa by providing employment opportunities to young graduates and assisting them in becoming well-trained and skilled individuals not only in the fleet management space. The company has demonstrated its commitment to social responsibility by investing in the development of young graduates and supporting them to become leaders in the market. With regard to employment,in the past five years, FHS workforce has grown by 40% (including internships and learnership programmes with 100% absorption into the workforce. The current staff compliment consist of 53% overall female representatives who in turn hold 61% in managerial positions. With the youth holding 31% of the staff compliment. Fleet Horizon provides training, bursaries and upskilling opportunities for its employees and to the youth of South Africa at large.

“I want to express my gratitude to Fleet Horizon and you in particular for the bursary you gave me last year once more. I am happy to inform you that, as a result of your kindness, I have successfully completed my Hons in Gender Studies. May you treat others as kindly as you have treated me. From the bottom of my heart, I appreciate you. We appreciate Fleet Horizon’s persistent commitment to empowering the disabled community.” - Bursary recipient. “I’m grateful you trusted me. Really, God sent your business to the world. Although you just walk among us, I am convinced that you are angels.” - Bursary recipient.

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I would like to take this opportunity and thank the Fleet Horizon team for helping me buy this kit. The pictures serves as evidence on how the kit looks like. May God bless you all”. – Bursary recipient In the past five years FHS has been committed to alleviate distress from communities through CSI projects. With the recent floods around the KwaZulu natal province, FHS managed to provide food parcels andblankets to the affected families. Furthermore, provided sanitary pads, school shoes, books and stationery to disadvantage learners in different provinces.

Energy crisis – our efforts in assisting in efforts to be more efficient through reduced repair turnaround times of their fleet. Fleet Horizon’s effective management of the maintenance and repairs of municipal fleets and specialised equipment has been instrumental in assisting with the energy crisis in South Africa. Our solutions have resulted in improved reliability, increased uptime, reduced costs, and improved production.

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103

INTERVIEW WITH DICK NGOBENI, CEO OF

FLEET HORIZON SOLUTIONS challenges and delivering solutions that meet their needs. The fleet management industry allows me to do this on a daily basis.

DICK Q: You have been CEO for 8 years – what have been some of your most memorable achievements? As someone who has spent a considerable amount of time in the financial services sector, it may seem unusual to some that I made the move to the fleet management industry. However, for me, the decision was a natural one based on a number of factors. Firstly, I have always been interested in technology and how it can be used to solve complex problems. The fleet management industry is a perfect example of how technology can be applied to improve the way businesses operate. Secondly, the fleet management industry is an exciting and growing industry that presents a significant opportunity for innovation and growth. With the rise of telematics and other technologies, there is a lot of potential to deliver value to customers and improve the way they manage their fleets. Lastly, the fleet management industry is a highly collaborative and customerfocused industry. I enjoy working with customers to understand their unique

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Overall, what excites me most about this industry is the opportunity to make a real difference in the lives of our customers and communities at large. Our solutions help businesses reduce costs, improve efficiency, and increase safety, which ultimately contributes to their success. Being able to play a part in that success is incredibly rewarding, and it is what keeps me excited and motivated about what I do. Q: What is on the horizon for Fleet Horizon Solutions in the coming year? We are always looking ahead to identify opportunities to innovate and improve our solutions. Here are a few things that are on the horizon for us in the coming year: Continued Investment in Technology We are committed to investing in the latest technologies and tools to enhance our offerings. We will be investing in advanced analytics and artificial intelligence capabilities to deliver more insightful and accurate data to our customers. Expansion into New Markets We plan to expand our operations into new markets, both public and private sector. This will allow us to serve a broader range of customers and offer our solutions to businesses operating in new sectors.

EDITION

Deeper Integration with Customer System We plan to deepen the integration of our solutions with our customers' systems to provide a more seamless and efficient experience. This will involve building more robust technologies and connectors to enable our customers to easily access and share data. Continued Focus on Sustainability We are committed to helping our customers reduce their environmental impact, and we will continue to focus on sustainability in the coming year. This will include the development of new solutions to help customers reduce fuel consumption and emissions. Overall, we are excited about the opportunities ahead and look forward to continuing to deliver innovative solutions that help our customers operate their fleets more efficiently and effectively.

PROTOURS COACH CHARTER

| ADVERTORIAL

PROTOURS COACH CHARTER

We are a proudly Level 1 BBBEE

industry. Our versatile and dynamic

The fleet

operator – with us you will be

been adapted to local conditions

21 Seater Mercedes Benz Sprinter

standards. We endeavor to make doing

39 Seater Hyudai Luxury

contributor, 100% women-owned coach “moving in luxury”.

Our story began at the heart of the

coronavirus pandemic, in 2020. It was at

this precarious moment that the Director, Ntsako Nkuna made the brave decision

to create a transport offering that would

fleet of coaches and minibuses has in accordance with international

7 Seater VW Luxury

business with us efficient and more

32 Seater Yutong Luxury

enjoyable, from making your booking, to disembarking safely at your final destination.

play a role in reviving the South African

Our vision

effects of the pandemic.

and platform upon which we base all our

economy after the devastating

Tourism is one of the strongholds of the South African economy, and our focus

is on providing a world class, innovative

15 Seater Mercedes Benz Sprinter

53 Seater Scania Luxury 57 Seater Scania Luxury

60 Seater Scania Semi Luxury (Without Toilet)

Our vision gives us a sense of direction

actions. It captures our aspiration to be the very best at what we do. Our vision and our values guide the choices and decisions our employees make every day.

Company Details

not limited to tourism however, as we

Our mission

Lyttelton,Centurion, South Africa

corporate, educational and private

flexible and world class transportation

and accessible land transportation

service for this sector. Our services are have built strong relationships with clients as well.

Our services are not limited to tourism however, as we have built strong relationships with corporate,

educational and private clients as well. Our team Our team at Protours Coach Charter boasts a combined 25 years of experience in the transportation

Northern depot:1007 Ergon Avenue,

Our mission is to provide a consistent, service to all our clients across various sectors. Our values •

The safety of our passengers

•

We approach our work with integrity

•

comes first

We value, challenge and reward our people

•

We strive to consistently provide our clients with quality services

Southern depot: 31 Moody Avenue, Epping Industria 1, Cape Town, South Africa 012 945 3722 www.protourscoaches.co.za Gauteng 24 Hour Ops: 082 652 9105 Cape Town 24 Hour Ops: 082 445 0071 info.cape@protourscoaches.co.za 012 945 3722

“ F O R T H I S V I S I O N A RY, PHILANTHROPY COMES FROM DEEP WITHIN HIM AND HE BELIEVES IN S E R V I N G H U M A N I T Y. T H I S D R I V E S HIM TO PRACTICE BENEVOLENCE AT E V E RY O P P O R T U N I T Y. ”

unique logistics value proposition for his

SUGAN KRISHNA NAIDOO

•

Titan Cargo warehouse footprint has

clients. Naidoo’s unique logistics value

grown from 1600 sqm in Paarden

proposition is providing A-food grade

Eiland, Cape Town just 3 years ago

warehousing, long-distance, local, and

to over 211 000 sqm countrywide

import/export transport, all integrated

with A Grade facilities warehouses in

into seamless customer-tailored “route

Cape Town, Durban, Johannesburg,

to market” logistics solutions.

and Port Elizabeth. •

Titan Cargo has grown its fleet from

Some of the key achievements and

five trucks in 2018 to 150 in 2022! We

milestones include;

have grown our distribution network

•

Growing Titan Cargo from a small

nationally with efficiency throughout

empathy, Managing Director of Titan

company with 5 employees to

the length and breadth of

Cargo, Sugan Krishna Naidoo is a silent

currently employing in excess

South Africa!

giant in the world of business.

of 300 people with a forecasted

A leader who leads with humility and

•

We have embraced digitisation and

100% growth on this number in

spared no expense in implementing

In a short time span, this business

the next fiscal year based on

fully automated warehouse and

mogul has propelled Titan Cargo

expansion projects in the pipeline.

transport management systems

into a formidable logistics company;

This incredible achievement is

with a state-of-the-art technology-

unparalleled in entrepreneurial flair,

a cornerstone of the economic

enabled 24 x7 control tower.

exponential growth, superior customer

recovery in South Africa post COVID

Customer communication and

service, and a winning culture of “doing

19 and few businesses today can

effective reporting on cargo flow

Ordinary things in an

attest to this sort of growth in

and virtual warehousing remains

extraordinary way”.

employment numbers;

our core focus and growth strategy;

•

Titan Cargo grew its revenue and

•

Attracted, negotiated, and signed

Often described as a visionary,

headline earnings by 700%, 300%

inspirational and exemplifying a true

and 100% in the past three years,

servant leader, Naidoo has, through

showing resilience in the face of

Titan Cargo, invested heavily in capex

adversity and affirming the market

Barloworld, Rhodes Foods Group,

infrastructure, people, innovation and

acceptance of its unique service

DSV/Ford, Freddy Hirsch, Pepsico,

community upliftment to create a

offering and customer experience;

Pioneer Foods, Maersk and more.

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up long-term business contracts with companies such as Distell,

TITAN CARGO | ADVERTORIAL

For this visionary, philanthropy comes

services and has therefore formed

from deep within him and he believes

a partnership with the police to

in serving humanity. This drives him

be part of the delivery of free food

to practice benevolence at every

parcels to the communities they

opportunity. Thus far, Mr. Naidoo has:

are supposed to protect. This

•

Established a countrywide strong

assists in creating trust between

business reputation for combined

communities and their police and

integrity, customer service and

enables collaboration among them

community upliftment in

in fighting crime through a more

his business deals.

cohesive social compact.

•

Set up a flagship partnership with Gift of the Givers for community and

The team describes him as an

social upliftment. He provides Gift

ambassador for entrepreneurship,

of the Givers with free warehouse

leadership and socio-economic

space in Cape Town, Port Elizabeth,

development and exemplifies the

and Johannesburg, as well as

aims, objectives, and values of

free transport for delivering

a true business leader.

their essential donor-collected

•

contributions to needy and

The team stated: “Mr. Naidoo is an

destitute communities,

extremely humble and modest person,

Provided free transport for over

who never believes he is better than

1 million litres of water from Gift of

other people. He is never pompous,

Givers Cape Town donors to

never seeks media attention, nor does

KwaZulu-Natal communities after

he treat anybody based on their

the recent tragic floods in KZN,

wealth or social standing. He treats

Deep compassion and concern for

everyone with the same reception

the everyday struggles of ordinary

and evenhandedness.”

South Africans and therefore celebrates his birthday every year by not having a birthday party, and instead spending money on providing free food parcels for the poor and destitute in the impoverished townships of Cape Town. •

Mr. Naidoo also understands the historical impasse between communities and their police

“Titan cargo grew its revenue and headline earnings by 700%, 300% and 100% in the past three years.”

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22 Manhattan Street, Boquinar Industrial Area, Airport Industria, Cape Town, 7490 021 110 0494 info@titangrp.co.za titancargo.co.za Social Media:

@Titancargo Titancargo

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INTERVIEW WITH SNETHEMBA PHAKATHI, MD OF

KNG TRANSPORT & LOGISTICS Snethemba Phakathi founded KNG Transport and Logistics when she saw the need for a black, female-empowered transport and logistics company that would assist clients in expanding their footprint. As a leading transport and logistics company, the company’s mission is to provide quality customised transport and logistics solutions that not only meet but exceed customer expectations. The MD, Snethemba, shares what it takes to lead a female-empowered transport and logistics company. Q: Please describe the services offered by KNG transport and logistics.. Our services include local and intercity transport, logistics and warehousing solutions for our clients in the construction, FMCG as well as agricultural industries. We help clients move both normal and abnormal loads. We are a solutions-based company and pride ourselves in offering customised services that suit our clients’ needs. We aim to deliver the most cost-effective solutions at the highest levels of quality. More recently, we have ventured into building material supply solely focusing within the inland region. Our vision is to operate on a national scale and offer transport, building materials supplies and construction services under the Khula Nathi stable. Q: What are your flagship projects? We have partnered with the Housing Development Agency on a sector-wide programme, called the Sector Economic Empowerment and Enterprise Development initiative, spear-headed by the Kholosego Group. The strategic programme focuses on economic empowerment and transformation and aims to create long-term sustainable development of black industrialists to achieve broader economic goals by allowing them to participate in the human settlement supply chain, giving them access to finance,

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increased Inclusivity, capacity, capability and credibility. The programme aims to drive business growth for women, youth, military veterans and persons with disabilities and allows black industrialists to develop pathways into sustainable earning opportunities. KNG’s role in the partnership is material management; which includes purchasing andsupplier partnering, demand and lead timemanagement, assistance with materials and inventory control management, storage, transportation and order fulfilment. The programme benefits include delivering goods and services on time, bulk buying of construction materials and elevating local businesses through partnerships. Q: How do you ensure that diversity and inclusion are built into KNG’s policies? We firmly support the development of black women by employing top-quality, dedicated, skilled and experienced black women. Believing that a company grows through its employees, KNG Transport and Logistics encourages its employees to undergo professional development related to its line of business.

been able to expand by diversifying our service offering to include building material supply. Q: Do you have a message for our readership? Diversity, inclusivity and transformation are key drivers to change in South Africa. As the founder and managing director of KNG, I feel a big responsibility to operate in a manner that promotes inclusivity, encourages transformation and creates a space that aims to address and change the socio-economic dynamics in a way that will promote positive change in our society. There is a need for an aggressive approach, now more than ever, to drive and effect change in our country. We need to rise and create platforms that will equip young South Africans with the necessary skills and knowledge required to kickstart their entrepreneurial journey to alleviate unemployment.

Q: What excites you about what you do – and what has been your greatest AHA moment as MD of KNG? The idea of inspiring young, black women to pursue careers within male-dominated industries motivates and drives me to continue breaking down doors and barriers. My biggest AHA moment has been realising that one needs to be agile and must be able to adapt in order to survive as an entrepreneur. My passion for the road freight industry and working with various parties has opened my eyes to greater opportunities which have allowed KNG to grow. We have

EDITION

Company Details

223 Sevenoaks Avenue, Chartwell, Fourways, 2025 +27 (0) 66 053 6029 info@khulanathigroup.com www.khulanathigroup.com

TURNKEY SOLUTIONS "Deliver steam & energy utilities in a cost effective & sustainable manner" THE BOILER, STEAM & ENERGY SPECIALISTS

MANUFACTURING SECTOR OVERVIEW

A MIXED BAG

The untapped potential in manufacturing By Fiona Wakelin

South Africa has one of the biggest economies on the continent, supported by an established network of infrastructure and ports of entry, employing over a million people in the manufacturing sector. As economist Dr Iran Abedian, of the Pan African Investment and Research Services, highlighted when presenting a report for Proudly SA, there’s still untapped potential.

“Manufacturing in South Africa, given the structure of our economy, has a positive multiplier effect to the tune of 1.3 times because if you inject 10% into manufacturing, the total economy is better off 13%,” said Dr Abedian.

“So for every rand that you inject into manufacturing investment, you’re going to get R1.30 back.” Dr. Abedian noted that this potential will require the private and public sectors to each play their roles, in

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an industry that has become more capital-intensive over the years.This relationship will be a key driver of reindustrialisation. “The success of South Africa’s reindustrialisation rests on an effective partnership framework within which the public sector

MANUFACTURING | SECTOR OVERVIEW

implements a well-coordinated, intergenerational infrastructure provision programme while the private sector in diverse industries focuses on industry-specific dynamics,” said Dr Abedian. “Sufficient investment in any sector, including manufacturing, is a necessity for sustainable growth and development,” reads the report. “Gross fixed capital formation has shown to be an important driver of economic growth in South Africa.” The report touches on the need for the manufacturing sector to adapt to the limitations created by the urgent need to address climate change and rising energy costs. “The growing concerns for environmental sustainability, the rising consumer awareness about the significance of reducing the carbon footprint for all goods and services, and the escalation in the cost of energy in all its forms are but a few examples of the constraints within which global manufacturing needs to redefine its operations.”

2022 IN REVIEW In December 2022, production in the sector decreased by 4.7%, compared to December 2021. The biggest decline was seen in petroleum, chemical products, rubber and plastic products at 12%. This was followed by basic iron, steel and non-ferrous metal products, metal products and machinery with a 7% decline for December 2022. The total volume of manufacturing production dipped by 0.3% compared to 2021. Petroleum, chemical products, rubber and plastic products dropped 2.5% for the year, with wood and wood products, publishing and printing down by 2.8%. There was good news on the seasonally adjusted manufacturing production front, for the last three months, a trend which will hopefully pick up. Electrical machinery was the biggest winner, increasing 6.2% from the previous quarter. Textiles, clothing, leather and footwear also increased from the previous quarter, albeit by only half a percent. Seasonally adjusted sales went up by 1.1% in December, compared to the

previous month. Motor vehicles, parts and accessories and other transport equipment rose 8.2% from the previous quarter. Following three consecutive months of decline, the July 2022 year-on-year production volume increased by 4%. In terms of production, the bestperforming sub-sector was motor vehicles, parts and accessories and other transport equipment, which increased 11.8% in July, 20.1% in August, 40.9% in September, 22.5% in October, 11.5% in November and 12.9% in December. This was followed by radio, television and communication apparatus and professional equipment: 18.8% increase in July, 20.4% in August, 15.1% in September, 3% in October, 8.2% in November and 20.8% year-on-year in December.

CHANGE IN SALES YEAR-ON-YEAR • 24.1% in July

• • • • •

17% in August 18.2% in September 15.5% in October 11.4% in November 8.1% in December

MOTOR VEHICLES, PARTS AND ACCESSORIES AND OTHER TRANSPORT EQUIPMENT SALES YEAR-ON-YEAR • 63.5% in July 56.3% in August • 79.4% in September • 53.8% in October • 48.3% in November • 48.7% in December •

Sources: Stats SA | Engineering News | Proudly SA

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fluidity.nonstop Leon Fourie, the Managing Director of AxFlow AQS Liquid Transfer, is at the helm of a company which is a leading source of pumps, complete pumping systems and fluid handling expertise The company - which was acquired by the AxFlow Group - services the mining, industrial and water utilities sectors. Here Leon details the services offered by AxFlow AQS Liquid Transfer, the company’s empowerment policies and his insight on the perceptions of future consumers.

Q. DESCRIBE YOUR ROLE AND RESPONSIBILITIES AT AXFLOW AQS LIQUID TRANSFER. My primary role is holding the rudder whilst keeping an eye on the path in front of the bow and towards the horizon. Secondary to that is keeping an eye on starboard, bow and stern for the ship that is AxFlow AQS Liquid Transfer. The AxFlow Group is directly represented in 31 countries worldwide and forms part of Axel Johnson International based in Sweden. I am responsible for coordinating and integrating the management textbook stuff that sustains continued business operations. More importantly, to drive the process of ensuring that the effort put in and results which come out stay aligned with our goals for the short, medium and long term. I facilitate and enable many processes supporting strategic thinking and drive engagement with the team for continuous improvement. I aspire to ensure that we achieve daily, monthly and annual results in line with our future thinking.

Q. WHAT SERVICES DOES THE COMPANY OFFER? In brief, we offer solutions to either supply, control, transfer, circulate or remove any and all types of liquid, in either clean or contaminated form.

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AQS LIQUID TRANSFER | INTERVIEW

Our field of expertise has expanded

intensive training in all business

Q. HOW WOULD YOU DESCRIBE

over the past two decades to include

facets, ensuring fully functional

YOUR LEADERSHIP STYLE?

mining applications, chemical transfer,

and independent businesses

Consistent and adaptable. I guess that

manufacturing industries, agriculture, pressure boosting, slurry pumping and

it’s a blend of characteristics that are Supplier development of the

most accurately associated with the

sewage solutions. The expansion is driven

maturing enterprise businesses

authoritative, democratic and coaching

by the diversity of technology that

are supported by dedicated staff from

styles. The same tool cannot be used

often needs to find its way into complex

AxFlow AQS Liquid Transfer to ensure

for different fixes. Sometimes one needs

solutions. Energy efficiency has become

ongoing sustainability

to be a little autocratic and other times

the key driver to the exacting standards of system control that we subscribe to.

DOES THE COMPANY HAVE IN PLACE?

As a company we are gung-ho to live by the five pillars of the B-BBEE Act and to ensure that it permeates through all facets of our operations.

It starts with our investment in the

to three national charities

staffing, equipment procurement, provision of office/workshop space,

challenged by offering an alternative

trust, whilst adding stability without

product/service with inherently improved

compromising on performance

value characteristics.

AxFlow AQS Liquid Transfer is proud

Q. WHAT HAVE BEEN YOUR MAJOR

to be in partnership with our people

MILESTONES SINCE JOINING AQS

in the form of an employee trust which

LIQUID TRANSFER?

has full ownership of 26.1%

There have been a few, but AQS

of our shares debt-free. We actively

Liquid Transfer being acquired by

involve our employee trustees in the

AxFlow Group and me experiencing the

day-to-day running and activities of

dynamism of the Group is front of mind. Also, how we pulled together as a unit and managed to not only survive, but

We do a lot of external training,

capital. We encourage our employees

are involved and contribute directly

process involves conceptualisation,

loyalty towards brand can be successfully

our supply chain and aspire to build

practical courses to improv our human

branch offices. On a wider front, we

two new companies every year. The

of the future’s perception of brand and

knowledge of these processes within

our workers’ trust on theoretical and

the immediate regions of our eight

we are proud to establish at least

The moment I realised that the consumer

to B-BBEE compliance. We share

of our mission to send beneficiaries of

with charities that are located in

where results are most tangible and

maintain high levels of adherence

improvement remains the chief driver

We are involved in social

Enterprise development is probably

YOUR CAREER? PLEASE TELL US ABOUT IT.

grow during the COVID pandemic. n

effort on internal training. Continued

development at the grassroots level

Q. HAVE YOU HAD AN AHA MOMENT IN

businesses that are like-minded and

but we spend as much time and

accredited educational institutions.

suppliers’ B-BBEE status. We support

representation from the workers’ trust

do skills development for previously year-to-year basis and by utilising

you so far.

our business and have Director’s level

youth of South Africa, where we disadvantaged individuals on a

We are a value-added supplier and take pride in verifying our local

IN PUMPING TERMS, EFFICIENT, LOW MAINTENANCE TECHNOLOGIES ARE WHERE AXFLOW AQS LIQUID TRANSFER IS AT. Q. WHAT EMPOWERMENT POLICIES

affiliative. A shifting spanner only gets

CONTACT: Head Office Email: aqsmontana@aqslt.co.za

to obtain qualifications that will benefit

Phone: (012) 548 7204

them personally, but also increase

Address: 375 Calliandra St, Montana Park,

efficiency in our business

X91, Pretoria, 0180

One of our enterprise development businesses prepares lunch for all employees and at all of our offices. The meal is free to staff and we all eat together. This creates a family feeling and an opportunity for informal communication and sharing of ideas 2 2 ND E D I T I O N

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AFRICA’S LEADING ENVIRONMENTALLY RESPONSIBLE CHARCOAL PRODUCER Toronto Group (TG) is part of a

diversified group under the umbrella of Excellento Group Holdings, a wholly

CULTURE & VALUES

owned South African Group, covering

At Toronto Group we strive to:

manufacturing, oil and gas, property

•

development and agriculture.

PHILLIP MULUNGO EXECUTIVE & STRATEGIC DIRECTION OF TORONTO GROUP

purpose and belonging •

TG’s manufacturing activities are focused on charcoal, with activated

•

“In recent times there has been a spike in demand in the charcoal market, as a result of the war in Ukraine, which was one of the major producers of charcoal in Europe. This spike in demand creates opportunities in the international market. ”

•

Tel: 021 525 1536 Email: phillip@torontogroup.biz Website: www.torontogroup.biz

and people •

Inculcate sustainable and environmentally

company to its client base, to supply

sound practices both within

them with metallurgical grade

the company and our

charcoal on a long-term basis.

surrounding communities

TG uses alien invasive species as feedstock. These are sourced by clearing riparian zones, which allows natural indigenous species to return and enhances water flows in catchment areas. TG uses South African developed and produced carbonisation technology and local excess of 100 direct jobs in its

Address: 12 Edison Way, Century Gate, Century City, Cape Town, South Africa

Be caring of the environment

TG recently added a Nasdaq-listed

labour. TG alone will create in Company Details

Develop a culture of innovation and creativity

into three grades: metallurgical 80%, restaurant 10% and BBQ 10%.

Work with integrity and ethics in all our dealings

carbon as a secondary product. The charcoal produced is categorised

Achieve a shared sense of

production facility. The charcoal manufactured is of export quality and 20% of the produced charcoal will be exported to Europe, whilst 80% will be for our largest client, a global company that will be utilising the charcoal for their SA operations.

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PARTNERSHIPS Toronto Group has established a research collaboration with Stellenbosch University on the valourisation of cleared biomass from invasive alien plants (IAPs). The optimisation of methods both for the conversion of IAPs into so-called biochar, as well as its application as soil enhancer in vegetable gardens, is undertaken using facilities available at the university. Various potential biochar products from IAPs are thereby characterised to determine whether they comply with international standards, and to demonstrate potential beneficial effects on smallscale vegetable gardens. The overall

TORONTO GROUP | ADVERTORIAL

economic and environmental viability of the proposed method of IAPs

and bio-stimulant, improving soil

valorisation is also investigated, with

MISSION STATEMENT

consideration of biochar as a method

To achieve its vision, the Toronto

of carbon sequestration. The research work is executed in the departments of Process Engineering (Prof Johann

Group seeks to: •

demonstrate the application of IAPs as biochar in a manner that supports food production and nutrition. CHALLENGES Like many other businesses affected by COVID-19 and the restrictions, TG experienced significant delays

• •

Empower and develop by providing an enabling environment

•

Foster a collaborative and transformative approach in its engagements and

in December 2022.

In recent times there has been a spike

Be innovative in finding

individuals and enterprises

back-on-track and the plant will go live

OPPORTUNITIES

Be focused on reliability

solutions to challenges

These delays were a consequence of supply chain impacts. Factory build is

Consistently produce charcoal

of supply

in setting up its production facilities. the COVID pandemic and the related

improvement of digestion, prevention

of high quality •

partnerships •

Comply with all legislative and regulatory requirements

in demand in the charcoal market, as a result of the war in Ukraine, which was one of the major producers of charcoal in Europe. This spike in demand creates opportunities in the international market. In recent times there has been a spike in demand in the charcoal market, as a result of the war in Ukraine, which

charcoal/carbon sector are the use of

imported), and in livestock farming for

responsible manner •

fertilisers. Other opportunities in the

facilities (activated carbon is currently

environmentally

Hardie-Pieters). The project hopes to

while reducing use of chemical

activated carbon in water treatment

Use all resources in a sustainable and

Görgens) and Soil Science (Dr Ailsa

carbon content and water retention,

of toxicity etc. GREEN ECONOMY The pursuit of green economy principles seeks to reduce environmental risks and ecological scarcities and aims for sustainable development without degrading the environment. Toronto Group is ensuring that we present no risks to the environment, while at the same time providing solutions to some of the country’s water scarcity and energy challenges. At Toronto we ensure that we supply our markets with the best quality

was one of the major producers

products from traceable and trusted

of charcoal in Europe. This spike in

sources, thereby enabling clean and

demand creates opportunities in the

responsible forest management and

international market.

promotion of the green economy.

Knowledge in the diverse uses of

In August 2021, Toronto Group

charcoal and related carbon products

launched a first-of-a-kind charcoal

is growing. Examples of these are

manufacturing plant, set to produce

the use of charcoal fines (biochar)

10 000 tons per year of export-grade

as a soil remediation agent e.g. for

charcoal from biomass of invasive

rehabilitation of land following mining.

alien vegetation. The facility, on its

In SA, this eco-friendly product is

own, created about 150 direct and 75

not yet being used but should be

indirect job opportunities through the

encouraged, to return former mine

value chain. n

lands to agricultural production, and contribute to the Just Transition. Biochar can be used in the wider agricultural context as a soil enhancer

2 2 ND E D I T I O N

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HEALTHCARE SECTOR OVERVIEW

BUILDING A HEALTHY SOUTH AFRICA Administering transformation in healthcare By Jessie Taylor

South Africa has a dynamic healthcare sector, made up of both public and private enterprises. It is one of the sectors in which the government invests significantly, both in terms of providing public services and in creating infrastructure. The total healthcare market is projected to reach a value of $47-billion by 2027.

SHARING PROFITS BETWEEN PUBLIC AND PRIVATE There are over 400 public hospitals and more than 3 800 public clinics in South Africa, and there is one doctor for every 60 people. In the 2019/2020 year, provincial government expenditure was R628.8-billion, of which 33% (R206.6-billion) was allocated to healthcare.

Hospital services accounted for the biggest tranche of provincial healthcare spending. The nine provincial administrations spent R125.6-billion on hospital services in 2019/20, accounting for 61% of total healthcare expenditure. There are close to 500 hospitals in South Africa that are privatelyowned. These private hospitals play a significant role in the sector. They contribute more than

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R55.5-billion (1.3%) to the national GDP and generate around 220 000 jobs. While the private healthcare sector accounts for almost half of South Africa’s total healthcare expenditure, only 16.4% of the population is covered by private medical insurance. The vast majority of South African citizens rely on the public health sector.

HEALTHCARE | SECTOR OVERVIEW

THE IMPACT OF PRIVATE HOSPITAL GROUPS Private hospital groups yield in excess of R23-billion in labour income

THE IMPACT OF NATIONAL HEALTH INSURANCE ON BEE South Africa is working towards the implementation of National Health Insurance (NHI), which could help improve B-BBEE

For every R100 of private hospital services delivered by private hospital groups, South Africa’s GDP grew by R123

levels at hospitals, clinics and

Private hospital groups’ activities generated government tax revenue of R16.4-billion throughout the economy

have been a priority for

For every person directly employed by private hospital groups, almost five additional jobs are supported

other healthcare providers. Where B-BBEE procurement and ratings may not necessarily businesses serving the public, it has become essential to gain government contracts. With the implementation of the NHI, the government will become the main client of healthcare service providers, and they will therefore need to comply

EMPLOYMENT IN THE COMMUNITY, SOCIAL AND PERSONAL SERVICES INDUSTRY 2 827 000 total employees in September 2022

with the government’s equity requirements. To comply, healthcare providers will need to ensure they meet specific and verified ownership, management, and spending

2 341 000 full-time employees in September 2022

requirements, and this will require more companies to ensure they have a BEE strategy

486 000 part-time employees in September 2022

in place. Ownership, in particular, will need to transform to ensure more companies are BEE

GROSS EARNINGS PAID TO EMPLOYEES IN THE COMMUNITY, SOCIAL AND PERSONAL SERVICES INDUSTRY R 264 795 000 in September 2022

compliant, and this will open up more shares for purchase by black individuals or blackowned companies. It will also ensure that more procurement is sourced from black-, women-, and

R 270 449 000 in September 2021

youth-owned enterprises.

2 2 ND E D I T I O N

BALANCING GENDER INEQUALITY The healthcare sector’s employment ratios boast more equity than many other sectors. While not quite aligned with South Africa’s demographics, estimates say more than 50% of posts in the healthcare sector are held by black South Africans, with 27% held by white, 15% by coloured, and 8% by Indian or Asian individuals. The sector employs a significant amount of women – some estimates place the figure as high as 80% - but there are still some areas in which gender inequalities persist. According to research by Oxfam, women make up more than 90% of South Africa’s nurses. Of these, more than 80% are black women. Nurses account for more than three-quarters of the healthcare system. Yet they face a significant wage gap. It will take the average nurse more than 60 years to earn the annual salary of a chief executive officer of one of the private hospital groups in South Africa. Nurses are up against entrenched patriarchy and racism, Oxfam found, with their roles seen as a culturally feminine sector. Viewed as labourers, nurses are often viewed as a cost to be reduced, the report added. Sources: Government Information and Communication Systems | All Africa | Hospital Association of South Africa | Switzerland Global Enterprise | Stats SA

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ADDRESSING

INEQUALITY HEALTHCARE ACCESS IN RURAL AREAS MENZI SANDILE KHUMALO Menzi Sandile Khumalo possesses the relevant qualifications and management experience to have founded Msanda Labs as he has a BTech in Biomedical Technology from the University of Johannesburg. He independently worked the night shift for Lancet Labs between 2009 and 2011, before he managed clinical pathology labs for two years in Toga Labs under Ndlovu Care Group ( Limpopo). As the Founder and Managing Director of Msanda Labs his vision is to expand into rural towns where the opportunity for quality healthcare access is a challenge when needed. Q: Please provide an overview of your professional background. I led Toga Labs for IPM (International Partnership of Microbicides Research) and worked for National Health Lab Services (NHLS) at Bertha Gxowa Hospital (formerly known as Germiston Hospital) in full Clinical Pathology Labs for a year and three months. I then moved to Lancet for two years as a Senior Medical Technologist (Life Flora Hospital and Sandton Medi Clinic Night Shift), and also worked as a Senior Medical

118 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 2

Technologist at Ampath Labs Olivedale. I’m currently operating my lab at Lister Medical Centre in Johannesburg Central. Q: What led you to start Msanda Labs? The aim is to provide healthcare services to assist in rapid diagnosis, resulting in better service. The idea of Msanda Labs services is based on the need for fast and reliable pathology results for doctors, especially in rural areas. The plan is to have the Msanda Labs with Chemistry, Haematology, Immunology, Virology, and basic microbiology test in all medical centres in rural areas and allow rural communities to participate in clinical trials. Q: What services does Msanda Labs provide, and in which provinces are you based? We offer all tests under Molecular (biology), Haematology, Microbiology, Immunology (chemistry), and Cytology which we are currently outsourcing. We are currently in Johannesburg central and surrounding areas and COVID-19 Testing at Lebombo Border Post in the Mpumalanga province. Q: You are able to offer professional services at competitive rates. How do you achieve this? Yes, we are affordable in our prices for the same specimen test. We are 30% to 40% less than pathologists in terms

EDITION

of medical aid rates. We are also more affordable for cash patients because we tailor-make our prices based on the client's preference for tests. Q: Providing services to rural areas is a key component of the National Development Plan, Vision 2030. Please unpack how Msanda Labs accomplishes this. Msanda Labs' idea is to have a franchise model for Clin Paths where we set up the medical for the technologist that want to work in rural areas. Techs will

MSANDA LABS | INTERVIEW

be owning 50% of their rural lab while operating under Msanda Labs. Q: What have been your major milestones? Being able to pay cash for all the laboratory machines and employing more than 60 people to operate at Lebombo border Gate (National Key Point) in SA/Mozambique Border as a private/public sector partnership. Q: How have you managed to turn challenges into opportunities? •

Instrument Leasing – I bought them.

•

COVID-19 lockdown threatened us to close – I worked for Gift of Givers partner lab to stay a loat.

•

Hiring a taxi for employees – Bought our transport.

•

Unable to infiltrate markets – Outsource marketing services to Firejuice

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INTERVIEW

MSANDA LABS

Q: What is your “why”? What excites

Q: In your opinion, what should be done

you about what you do?

to encourage greater service

Saving lives by helping doctors prescribe correctly because of my diagnosis and hearing testimonies of lives saved because of correct diagnoses offered

provision in rural areas? Professionalise services and outsource to the private sector where possible.

to doctors by my laboratory. Q: How do you measure excellence? •

Returning clients

•

Patient/Client review and testimonials

•

LinkedIn follower growth – people believe in what we do, and they relate to our content

Q: What exciting plans do you have for the future? We are working on a new product that will be a subscription model for blood tests for lower-middle-class income earners.

Q: How did COVID-19 impact your business model? The COVID-19 pandemic brought business to our doors as we started offering Covid tests and also purchasing

Company Details

Physical address: Floor 12 Room 1202, Lister Medical Centre, 195 Rahima Moosa St, Johannesburg, 2001

Q: Do you have a message for

Menzi Khumalo, Founder and Managing

our readership?

Director of Msanda Labs: 012 023 2461

Look after your health because your health is your wealth. Know yourself

Marketing consultant, Mo Lebelo: moshoeu@firejuice.co.za

by subscribing to Msanda Labs with a

In-house marketing co-ordinator,

minimum of R 250 per month over 36

Philisiwe Mhlongo:

months and taking blood tests every six

philisiwem@msandalabs.com

the PCR machine for patients to get

months based on clinical information.

their test results in three hours. Because

This will help you deal with congenital

of the pandemic, we were also able

disorders and start lifestyle changes

to hire 60 people to operate at the

as soon as possible. Your health is your

Social Media:

Lebombo border gate, testing people

responsibility, avoid dealing with your

going in and out of the country

health when you are sick but start

msandalabs

for COVID-19.

screening or check-ups now.

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EDITION

Web: www.msandalabs.co.za

msandalabs

MSANDA LABS

| ADVERTORIAL

SUPPORTING DOCTORS

TO SERVE THEIR PATIENTS

Msanda Labs was started with the

available to enhance the patient

development and applying strategies

aim to support rural doctors to serve

experience. The aim is to provide

that our competitors have omitted to

their patients better. A medical

healthcare services to assist in rapid

take advantage of.

diagnostic laboratory, Msanda labs

diagnosis, resulting and better

offers a full range of laboratory

service. The idea of Msanda Labs

Reasons you should choose

services to help diagnose and

services is based on the need for

Msanda Labs:

monitor their patients’ health.

fast and reliable pathology results for doctors. The plan is to have

From collecting blood samples

•

Semi-automated Lab

the Msanda Labs with Chemistry,

Our pioneering laboratory

Hematology, Immunology, Virology,

is furnished with the latest

and basic microbiology test in all

infrastructure and instrumentation

medical centres. Over the last

from reputable diagnostic

detection methods.

two years, directors have seen the

companies to produce

need to empower young minds by

flawless results.

We offer one of the most

awarding them the opportunity to

comprehensive laboratory services

make a difference through skills

to partnering with clinical trial companies for patient care, we play a vital role in healthcare delivery and improving disease

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•

Qualified Lab Technologists Our self-motivated and

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MSANDA LABS

| ADVERTORIAL

•

Trusted by 50 plus doctors

and Sensitivity) analyses are

with their patients’ Lives

performed, assisting in identifying,

Our dedication and passion for

growing, and checking the

rendering extraordinary services

resistance and sensitivity of the

to our patients and exceptional

bacteria, respectively.

relationship with the Doctors

•

Immunology – Chemistry: This

have made us gain the trust of

department mainly focuses on

thousands of patients.

blood analysis using body fluids

SANAS Accreditation (pending)

such as serum, plasma, and

We render quality and high-

urine. The latest technology in our

standard services to our customers

instruments assists in the study of

to ensure supremacy at

tests such as Cardiac, Therapeutic

every stage.

Drugs, Lipid, CMP, Drugs Of Abuse, Specific Proteins, General

The services we provide:

Chemistries, Cancer, Hepatitis, Fertility, Inflammatory Disorders,

•

Molecular biology: Molecular

Retroviruses, Metabolic, Renal,

PCR COVID-19 testing facilities at

Thyroid, and Transplant Profiles.

our head office ensure safe and

•

Cytology (Outsourced): This

efficient testing. You get your

referral test is performed by

results in three hours.

cervical screening to detect the

Hematology: This department

threat of cancerous cells in the

focuses on complete blood

endocervical cells of the female

counts to diagnose and monitor

reproductive system. Microscopy

any blood disease. White blood

identification of abnormal cells

cells respond to infections (e.g.,

is used. Other abnormalities and

bacteria, viruses, parasites, and

infections of the endocervix

other foreign substances) and

and endometrium are

the screening of clotting disorders

also detected.

(platelets). Instruments with the

•

latest technology assist in FBC

If you are a medical doctor collecting

analysis to diagnose Anemia,

+/-10 blood test samples a day, need

dedicated team of health

Leukemia, and Coagulation

same-day results to make crucial

practitioners play a significant

diseases.

medical decisions, and want to serve

Microbiology: Testing is done

your patients better, then contact

and has provided us with an

on specimens like stools, urine,

Msanda Labs to discuss the possibility

opportunity to deliver

sputum, pus, and CSF. In addition,

of setting up an Onsite laboratory

outstanding services.

MC&S (Microscopy, Culture,

solution for your medical centres.

role in our success and growth

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•

EDITION

MEDILAC GROUP | A D V E R T O R I A L

MEDILAC GROUP-PROVIDING CLEANING, HYGIENE AND CLEANING SERVICES ACROSS THE COUNTRY Additionally, they provide diagnostic and patient monitoring equipment, hospital linen, clothing, and home care.

pharmacies, doctor’s offices, and clinics,

With this as our main focus, we aim to develop and grow the medical services and cleaning services industries into ones that always put their clients, big and small, at the forefront of their intervention thinking and priority lists. To provide effective, reliable and valuable medical training and cleaning services, as well as residential and commercial

offering medical waste bins, infusion

cleaning services.

Their mobility and frail care equipment includes wheelchairs, walkers, and pressure-relieving mattresses. Medilac procures surgical and pharmaceutical products in bulk to secure competitive prices for hospitals and clinics. The company also provides services to retail

stands, diagnostic sets, and

edilac Group is a leading provider of commercial and healthcare

cleaning services, medical equipment, and consumables in South Africa. The company prioritises customer satisfaction by ensuring excellent service delivery and post-project follow-ups. Our commercial cleaning services, which are available day or night, specialise in retail, industrial, and food hygiene cleaning. Our hygiene services offer restroom management solutions for commercial and residential settings. Medilac specialised cleaning solutions in the healthcare sector cover hospitals, clinics, and medical practices. We also provide pest control management services that are environmentally friendly and superior in quality. Medilac is a national distributor and wholesaler of medical equipment and supplies, offering significant savings by bringing products directly from manufacturers. Their medical furniture

for other South African companies in of our chosen operating areas.

emergency equipment.

Accreditations & Membership Certificates:

Medilac’s extensive range of services

• •

and products make them a unique and reliable choice in the industry.

• •

The company is owned by previously disadvantaged black professionals who want to meet the growing demand for residential and commercial cleaning services while helping South Africa face the larger socio-economic challenges of our country that they understand, personally. Medilac Group has over 11 years of

• • • • •

B-BBEE Level 1 Contributor National Contract Cleaners Association (NCCA) BEECA Cleaning Association (BCA) South African Pest Control Association (SAPCA) Waste Disposal Certificates South African Health Products Regulatory Authority (SAHPRA) South African Landscapers Institute (SALI) South African Facilities Management Association ISO 9001, ISO 45001 and ISO 13485 certified

experience within the cleaning industry and is known countrywide for providing our clients with tailor-made cleaning solutions at cost-effective rates for all organisations, big and small. We have the vision to provide trustworthy, high quality and cost-effective services that will exceed our customers’ expectations every time they utilise one

Company Details

24 Kempton Road, Kempton Park

of our services. As a South African firm, we intend to be a significant contributor

+27 (0)11 568 7970/

towards the social development and

+27 (0) 86 547 3342

economic well-being of our country and society as a whole. It is our mission to be

products are suited to meet all needs,

the contractor of choice for all of

including hospital beds, examination

our clients, supply chain members and

couches, and trolleys.

employees, and to be an industry leader

info@medilac.co.za www.medilac.co.za

INTERVIEW WITH JONATHAN BLACKBURN, MD OF

iMED Born and bred in Pretoria, Jonathan

all communities in South Africa. These

service experience. To ensure that the

Blackburn is a serial entrepreneur

substances are less expensive because

personnel are safe, secure and content

managing various companies. He has

they are manufactured locally and

with their workload and work environment.

can be obtained easily.

To drive transformation across the business.

a passion for effectively managing a drug diagnostics business using his past experience. He is an activist for Change in South Africa, helping drug addicts find a path to recovery. Q: Please describe the services provided by iMED. The iMed Group are specialist in the provision of medical point-of-care devices and laboratory services. iMed Distributors focuses on the logistics behind the medical point-ofcare devices to remotely test for pregnancy, infectious diseases, drugs, and COVID-19. We provide services in; Forensics toxicology and DNA testing, Diseases and pregnancy, Cannabinoid testing, and Manufacturing of medical diagnostic products Q: As the first privately owned toxicology lab, what trends have you seen in this field? As an emerging nation, South Africans in general do not live or work in a controlled environment. This has led to the cultivation of a population that suffers from drug addiction. The trends are similar across all provinces. Our lab has established that Codeine and methamphetamine are abused in

124 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 2

To research and implement systems that Q: iMed is South Africa’s “premium supplier of

support health innovation. To have fun

diagnostic drug test kits”. Please unpack this.

and make sure everyone else is too.

iMED Distributors pioneered the first “South

Q: Congratulations on being a Level 1 BEE

African” drug test. We pride ourselves on our

organisation. How do you ensure diversity

flagship 8-panel drug test cassette that can

and inclusion are maintained in

be used at home or at the workplace. The

the company?

test includes unique compounds and exotic drugs commonly used in South Africa like

iMED understands that it has a duty; not only

Nyoype, Wonga, Tik, and Khat. All our testing

to its customers; but also to its community.

devices used in the laboratory are ISO, CE

We are dedicated to the development of

and FDA510K approved.

health science and laboratory services. Part of iMed’s employment policy is the

Q: How did COVID-19 impact

development of the very best scientists from

your business?

previously disadvantaged communities in South Africa so that they can serve South

Because iMed already had an existing

Africa and its people in the struggle against

forensic toxicology laboratory prior to

drugs and infectious diseases.

COVID-19, we started construction on a COVID-19 testing laboratory immediately

Q: How would you describe your

to assist with the pandemic. The laboratory

leadership style?

supported the early detection of and research into COVID and its variants.

I am always optimistic about the future of

iMED still has two COVID-19 laboratories

the business and the future of the country.

in Gauteng and the Western Cape.

I am flexible when it comes to adopting new policies and growing aspects of the business.

Q: As MD of iMED, please describe

I am future-orientated, looking for new

your role and responsibilities?

and innovative ways to improve the service suite of the business. I am practical when

To continuously improve iMed’s customer

EDITION

it comes to considering new ideas from

iMED | INTERVIEW

personnel. I’m adventurous and happy to swim in

to recover. I believed so strongly in the program that I became

unchartered waters.

an NA leader instrumental in expanding the program across South Africa.

Q: What have been some of your major challenges as MD of iMed and how did you overcome them?

Q: Do you have exciting plans for the coming year?

There was no way to foresee how to deal with a health crisis like

iMed Laboratories is currently researching how to analyse the

COVID-19. iMed was in unknown territory accompanied by unknown

information provided in DNA testing to recommend the most suitable

risks. Because iMed established the country’s first privately owned

cannabinoids to best address a diagnosed health problem. It also

and ISO 17025-certified forensic toxicology laboratory, we were

recently started testing cannabis samples for all major cannabinoids

already well-versed in the unknown. We quickly mobilised the

to ensure that the dosages contained in products are regulated

iMed Laboratory team and established a COVID-19 testing

according to legislative requirements.

laboratory to start testing citizens as rapidly as possible. We worked together to overcome COVID-19.

iMed Pharmaceuticals started manufacturing and distributing cannabinoid-related medical products. The products are aimed at

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

relieving the symptoms of fibromyalgia and other forms of chronic pain, epilepsy, and spasticity. The range also includes products that

I am motivated by the belief that life should be experienced to the

reduce feelings of nausea and address certain skin irritations.

fullest, by everyone in every community. I am excited about the ways in which medical science and medical research can improve the

Please share an inspiring message with our readership.

quality of life of everyone. It brings me such joy to be a part of that movement.

Trust God, clean house, and help others.

Q: How have the advancements in technology impacted iMed and how do you see AI being part of your business strategy? The iMed Group ensures that the latest technology is deployed within the business. We make use of facial recognition technology to ensure the highest security is maintained in the laboratory. We also

“I am motivated by the belief that life should be experienced to the fullest”

make use of laboratory information management systems to ensure that data security is maintained. Automated electronic systems are deployed to control the environmental conditions in the laboratory but currently, no AI strategy has been adopted in the business. Q: Does iMED subscribe to the green economy? Please describe how. Company Details Not at the moment, however, some of our product range does include plastic, from 2023 iMED will reuse – sterilise and repurpose all our plastics

R21 Corporate Park, 69 Sovereign Drive, Irene, Pretoria 0157 0860 017 474

Q: What would you say is the best decision you have ever made? Joining a 12 step recovery program (NA) and turned my life around. The movement was still in its emerging stages in South Africa back

info@imeddistributors.co.za www.imeddistributers.co.za

then and I was only the fourth person in Pretoria to join the fellowship.

Social Media:

NA provided the community and the acceptance I needed

@iMED Distributors

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EDUCATION SECTOR OVERVIEW

TRANSFORMING JOB OPPORTUNITIES VIA DIGITAL LEARNING By Fiona Wakelin

In South Africa, education has long been recognised as a way of promoting equality of opportunities in society, more generally. The Post-School Education and Training (PSET) system, as envisaged in the White Paper for PSET, is expected to be equitable, accessible, and affordable to all sections of the population. South Africa also has binding international obligations in the field of human rights which promote equality and prohibit unfair discrimination. Among these obligations are the United Nations Sustainable Development Goal 4 which calls for inclusive and quality equitable education for all, and Goal 5 which aims to achieve gender equality and empowerment of all women and girls - Statista

THE NUMBERS South Africa currently has more than 25 000 schools, 23 000 of which are public schools that

25 000 + Schools

12 Million + Learners

23 000 Public schools

500 Learners per school

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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EDITION

EDUCATION | SECTOR OVERVIEW

DIGITAL LEARNING TOOLS Current technological trends emerging for improved quality of education include: • • • •

•

The Democratisation of Education Virtual Classrooms Nano learning methods Multi-factor authentication and verification processes for online education platforms Browser tracking solutions to ensure the integrity of online assessments

Minister of Higher Education and Technology, Hon. Blade Nzimande said that the pandemic showed the education sector the importance of supporting augmented and remote learning. Not only did this allow basic and higher education to continue during various levels of lockdown regulations, but it has also seen the sector move towards embracing the fourth industrial revolution (4IR). “At the core of it all – we need education – education and training that keeps pace with the 4IR,” – Minister Nzimande. Future jobs youths will take up include data analysts and scientists, AI and machine learning specialists, big

data specialists, new technology specialists, and software and applications developers and analysts. “However, alongside robotics specialists and engineers you will find jobs like people and culture specialists, client information and customer service workers, and client information and customer service workers.” “We have to fill the whole spectrum of the job market – we are not going to replace people with machines, we are going to make people better workers using innovative technologies,” – Hon. Nzimande Digital skills are driving competitiveness in today’s economy - Technical and Vocational Education and Training (TVET) Colleges are ideally placed to impart these skills with their focus on preparing students to become functional workers. Imparting these digital skills is already underway in many TVET colleges. Recently, the Council for Scientific and Industrial Research (CSIR) and industrial manufacturing company Siemens South Africa entered into a partnership to empower the country’s students with digital skills, working through TVET colleges. This will equip

students with critical technical and digital skills, making them more employable, with a focus on data science and advanced IT skills in artificial intelligence and machine learning. Another similar partnership - between Microsoft, the Public Service Sector Education and Training Authority (PSETA), and Afrika Tikkun Services - promises to provide online opportunities for 20 000 young people under the Microsoft Global Skills Initiative. The initiative has helped over 30 million people in 249 countries and territories, and nearly 300 000 in South Africa, to gain access to digital skills. The programme aims to build digital skills capabilities in South Africa and to improve the employability of the country’s youth in the Information and Communications Technology (ICT) industry.

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:

• • • • • • • • • • •

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Health Professions Accounting Science Professionals Related Clinical Sciences Senior Financial Executives C-Suite Executives Artisans Media and Marketing Specialists Foreign language speakers ICT Engineers

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GUGU MKHIZE

MEET

CEO OF INSETA

No stranger to the SETA environment, and the public sector in general, Gugu Mkhize has been leading the INSETA team since she was appointed as the CEO in 2020. The seasoned business leader, with expertise amassed through working in various fields, shares what it takes to lead a team to greater heights.

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Your employees are one of the organisation’s

Q: What have been some of your

biggest assets, and their performance has

greatest hurdles?

a major impact on productivity. However, simply managing skilled employees is not enough, as they can greatly impact the organisation’s overall performance if they do not believe in your vision. The journey was not easy but they stayed the course and we saw the results when the SETA recorded an improvement of 14% in performance, with an overall SETA performance of 86%.

I have learnt that agility, security, and stakeholder engagement are more important for insurance companies in a fast-changing industry and world. Cyber risk or cyber security is the top challenge that we could face over the next two to three years. This is a serious challenge for an industry that deals with so much sensitive information: not just financial but also personal, property and health records can often be intermingled

With student financial debt at all-time high,

in an insurer’s data logs. Securing this vital

innovative and bold solutions were required

information will only grow in importance.

to help both the students and our sector. The Insurance Sector Student Fund – which

Q: In your opinion what characteristics are

was a brainchild of mine, sought to address

required for visionary leadership in

the growing demand for financial support

“the new normal”?

in education which we know far exceeded the supply and continued to hinder skills Q: Please describe the role of INSETA and

development in all industries. The ISSF

the services the Authority provides.

addresses this by providing funding for youth, workers, and businesses.

INSETA is part of 21 Sector Education and Training Authorities and develops and implements the best skills and educational solutions for the insurance, and related sector, and its employees. Our primary purpose is to grow the pool and quality of critical and scarce skills within the insurance sector. These skills enhance the sector while supporting the transformation of the country.

The fund caters for programmes that were previously excluded but that support the value chain across the sector and at different National Qualifications Framework levels. Since its launch in December 2020, it caters for all South African academically

There is always a way forward. Great leaders rise to the occasion and find a way to survive crises and thrive. Great leaders leverage traditional leadership competencies while refocusing on behaviours that provide a sustainable competitive advantage in the new normal. Leaders need to ensure that employees have an opportunity to discuss the ‘new normal’ and the changes needed to thrive.

qualifying youth, the missing middle and non-missing middle, of all races – both new

These discussions are underway across many

and continuing students who are financially

organisations and are instrumental in the

hamstrung. It will also support students

change process. A systematic Organisation

memorable milestones over the last 2 years?

across TVET colleges, universities, universities

Change Workshop can be a key component

of technology, private and international

and accelerate the process of change,

As a newly appointed CEO coming from

institutions and other certified entities.

getting people on the same page and

Q: You were appointed as CEO in December 2020. What have been some of your most

the outside, the focus was on visionary and strategic decision-making, whilst guiding a new team. I took three to six months to meet with as many of my staff as I could and I

Q: How did the pandemic impact INSETA and the insurance industry as a whole?

working together to achieve a common vision. An Organisation Change Workshop can be an excellent initial step, bringing leaders together to structure a systematic

asked a lot of questions and listened. Your

The 4-month payment holiday for companies

team and your employees will tell you a lot if

did hugely impact the SETA in terms of levy

you ask the right questions. I truly listened to

income however we are slowly coming out of

what they had to say, and was receptive

this and our levy income has improved due

performance by implementing these

to the feedback.

to the resilience and agility of the sector.

Organisational Change workshops.

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EDITION

path to change and we have seen the benefits and increase in productivity and

INSETA | INTERVIEW

Q: Have you noticed interesting trends and/ or changes in the insurance sector recently? The past few years have seen the emergence of core technology trends that are affecting nearly every industry. A multitude of technological advancements and shifts are reshaping products and services, especially the future of connectivity and applied AI in many markets. Insurers have begun using telematics to evolve the core auto product. The wider adoption of IoT could usher in a similar reshaping of products in life, health, property, and commercial lines. Increasing the frequency and specificity of data being shared through IoT devices helps customers provide a more accurate view of their needs and insurers better understand risk, both at the time of purchase and on an ongoing basis. The increased prevalence of 5G allows this data to be shared at lower latencies and helps insurers provide real-time services to clients. While many insurance companies are experimenting with AI, few have truly scaled their capabilities across the enterprise. As AI becomes more prevalent and algorithm creation becomes commoditised, these companies will be able to more fundamentally reengineer core processes to be more predictive in nature. AI will disrupt distribution, underwriting, claims, and service

team on what is acceptable and inclusive behaviour and have strict policies in place for compliance with your diversity and inclusion initiatives. Creating a workplace where every employee feels safe and accepted is essential for a successful business. As a leader in the education and training arena, what is it that you find inspiring about working in the public sector? To help increase the quality of life for our people. To improve the independence of the vulnerable. To empower small businesses. To improve productivity, to prepare our next generation for the future of work. Where there’s less of a focus on ‘skill sets’, and more of a focus of how each person can bring their unique selves and their own strengths to the workplace. This creates a very rich culture, which puts people before CVs and helps them to feel valued, appreciated, included, and celebrated. My encounters with public service have seen me benefit from some really inspiring leaders. Leaders who are about ‘We, Together, and Us’ and not ‘I, Me and My’. These are individuals whom we follow not because of their deemed authority over us, but because of their vision and purpose, putting people first – giving us responsibility and making us feel valued, necessary, and appreciated. And, despite the huge mandate they are expected to deliver, they do not seem too busy to give their time and energy to those under their care.

Just over 75% of employers who submitted workplace skills plans in the last round of submissions were small enterprises with fewer than 50 employees. From the skills plans, employment is estimated at just over 130 000. Thus, we must tailor programmes for a broad range of stakeholders. These programmes must be designed against the backdrop of the six change drivers we have identified, namely climate change, COVID-19 and other pandemics, digital transformation, the economy, the regulatory environment and remote working. Transformation, job creation in the context of the 34.5% unemployment rate andaccess to financial services for those currently excluded remains a critical priority. Q: Do you have a message for our readers? Live to empower, influence and inspire in everything that you do.

as core processes become AI-enabled, creating a “human in the loop” model that increases productivity and allows for higherquality touchpoints with customers. Q: How do you ensure diversity and inclusion are built into the foundation of INSETA? An inclusive workplace starts at the top and echoes throughout your company. As a leader, you are responsible for fostering a company culture that is accepting and inclusive of all employees. Educate your

Q: Do you have any exciting plans for 2023? The 2023 planning season is underway, and CEOs are facing a lot of unknowns—inflation, recession, as well as the disturbing electricity crisis—but one thing is certain: Efficiency and agility will be the constant no matter what scenario plays out. In 2021, our sector boasted 3 603 active employers, 31.1% in life insurance, 30.6% in non-life insurance and the balance in risk management and auxiliary activities.

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INSETA

| ADVERTORIAL

INSETA-EMPOWERED TO INFLUENCE AND INSPIRE

he Insurance Sector and Education Authority (INSETA) is one of 21 SETAs. INSETA’s primary purpose is to grow the pool and quality of critical and scarce skills within the insurance sector. These skills enhance the sector while supporting the transformation of the country. We have centred our strategies and goals to implement the mandates of the National Skills Development Plan 2030 (NSDP), the Skills Development Act (SDA), the Skills Development Levies Act (SDLA), the PFMA, the INSETA constitution, the Department of Higher Education (DHET) and other legislation that relates to the governance of Sector Education and Training Authorities (SETAs). Over the years, our relevance has relied on our ability to adapt to the needs of an everchanging and highly regulated sector. Our medium-term performance will require even faster-paced action and readjustment of skills interventions to address external priorities and attend to internal fundamentals, including: • • • • • •

Innovation (and research) The impact of the fourth industrial revolution Sector transformation Sustained support of small and medium enterprises Quality assurance Monitoring and evaluation

Our work INSETA provides learnerships, internships, bursaries, and skills programmes to a diverse range of employers within the rapidly growing and evolving sector it represents. The sector employs over 100 000 individuals, to whom INSETA provides the opportunity to improve their education and skills, thus INSETA

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develops and implements the best skills and educational solutions for the insurance sector and its employees. Insurance Sector Student Fund (ISSF) The ISSF - which was launched on 14 December 2021 by the Minister of Higher Education, Science and Innovation, Dr Blade Nzimande, and INSETA - continues to grow in leaps and bounds. The growing demand for financial support in education far exceeds supply and continues to hinder skills development in all industries. The ISSF addresses this by providing funding for youth, workers and businesses. The fund caters for programmes that were previously excluded but that support the value chain across the sector and at different National Qualifications Framework levels. It caters for all South African academically qualifying youth, the missing middle and non-missing middle, of all races – both new and continuing students who are financially hamstrung. It also supports students across TVET colleges, universities, universities of technology, private and international institutions and other certified entities. Our goals are to encourage a growing number of employers in our sector to participate in the co-funding concept and to attain maximum impact for beneficiaries, which will boost employability and entrepreneurship prospects and, ultimately, bring positive change to many. Developing our leaders INSETA annually invests in the development of executive leadership and middle management competencies through partnerships with universities that have toprated programmes in South Africa.

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This strengthens the sector’s ability to respond to transformational targets in the Financial Sector Charter. Middle management interventions were run in 2021/22 with the University of Cape Town Graduate School of Business, with 45 candidates in Western Cape and KwaZulu-Natal, and Henley Business School, with 25 candidates in Gauteng. Plans for the year Our focus will be: • • • •

Exploring the digital delivery of learning Improving service standards to our stakeholders Investing in transformative programmes Addressing the placement of youth in employment

Company Details Physical Address: 18 Fricker Road, Illovo Boulevard, Johannesburg, 2196 Postal Address: 18 Fricker Road, Illovo Boulevard, Johannesburg, 2196 011 381 8900 info@inseta.org.za inseta.org.za Social Media:

INSETA insurance-seta Inseta

INTERVIEW WITH

eSTUDY was founded by the father and son duo of Gerhard Visser Snr. and Gerhard Visser Jnr in the middle of the past decade. Their goal was to shift perspective on learning methodologies away from the traditional way of learning. They drive learning culture through teams of experts, innovative thinking and keeping the value of their businesses they work with in mind. Here Gerhard Visser Jnr. takes us through how working with eSTUDY can help businesses unlock their value. PLEASE DESCRIBE THE SERVICES THAT ESTUDY OFFERS. Over the years, our products and services have changed at a rapid pace. Today, we offer products and services directly related to Learning and Development (L&D) as a whole and globally. We consult our clients on learning and development, B-BBEE and Talent Management Frameworks. The pandemic changed our landscape rapidly. Fortunately, being an agile company, we could adapt our already technologically advanced solutions to meet the demand. Our core services include L&D Consulting, Integrated B-BBEE Solutions, Learning Technology and a vast library of accredited courses. HOW DO YOU ASSIST BUSINESSES IN MAXIMISING THEIR BENEFITS? Coming from the hospitality industry, I emphasise delivering exceptional

customer service beyond our client’s expectations. We believe that if we focus on the customer’s business objectives and use our internal expertise, we can deliver tremendous value for our clients. If our services cannot pay for themselves, we have failed. That is how we maximise the benefit for our clients. That is how we empower enterprises. That is how you economically transform South Africa. WHAT HAVE BEEN SOME OF ESTUDY’S MAJOR MILESTONES? We always have been (and will continue to be) disruptors. We have received awards such as Innovative Partner and Best Plug and Play solution from CrossKnowledge. Both these awards secured the trust of CrossKnowledge to gain exclusive distribution rights of the CrossKnowledge suite in the SADC region. We quickly jumped onto this opportunity and now serve customers in the SADC member countries. PLEASE UNPACK ESTUDY’S COMPLIANCE CONTENT AND ACCREDITED CONTENT LIBRARY. Through numerous partnerships with subject matter experts, we can service our customers with perfectly curated compliance training that does not make you fall asleep. We specialise in compliance training for the Finance & Insurance sector, but quickly realised we have to cater to all companies’ general

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compliance needs. Our accredited content library has over 400 courses, empowering our clients to meet their business requirements. The courses range from 2-hour online self-paced learning to 12-month qualifications, internships and learnerships. DO YOU HAVE EXCITING PLANS FOR THE COMING YEAR? Absolutely! We plan to expand our library by another 200 courses, ensuring it is a seamless experience for our clients. The launch of our locally developed eSDF platform is on the horizon, which will help our clients automate their regulatory reports such as Workplace Skills Plans, Annual Training Reports and B-BBEE Skills Development Reports. All indications are there that we will soon expand our team by 50% with a core focus on Learning Consultants. n

Company Details Address: 62 Hesketh Drive, Moreleta Park, Pretoria, South Africa Tel: 012 997 0037 Email: trainme@estudysa.co.za Website: www.estudysa.co.za

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TRANSACTIONAL VS. TRANSFORMATIONAL B-BBEE What’s the difference between transactional and transformational B-BBEE?

By Yuneal Padayachy, Member Support Executive at the BEE Chamber

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B-BBEE BUDGET | EDITORIAL

I have had what I believe is the privilege of working in the B-BBEE space for 12 years. My unique experience in this space stems from working within the B-BBEE verification industry whereby I would engage with organisations and facilitate the B-BBEE verification process. Learnings within the B-BBEE verification industry were an eye-opener for me. I have dealt with many organisations that support transformation and then there are those that see this process as a compliance exercise. I later moved on to the B-BBEE Policy Unit at the Department of Trade Industry and Competition (DTIC) whereby I started to understand what the government is trying to achieve for our country – inclusivity by allowing black people to participate in the mainstream economy. I moved onto the South African National Accreditation System (SANAS) as the Accreditation Manager for B-BBEE in which I had many fruitful engagements with B-BBEE rating agencies.

n the past year and a half, I have fulfilled a support role at the BEE Chamber as the Member Support Executive. Hence, I have had a bird’s eye view of how organisations approach B-BBEE

since the implementation of the Codes of Good Practice (Codes). Over the years, I have seen many organisations moving from the transactional approach to the transformational one in implementing their B-BBEE strategy. However, more attention still needs to be paid to moving more organisations to embark on the transformational approach when developing or evaluating their B-BBEE strategy. In my experience working in the B-BBEE arena, I have witnessed various B-BBEE approaches undertaken by organisations. Some are impressive – entirely transformational. Others are short-sighted – a mix of transformational and transactional – and of course, there are the ones that simply boggle the mind – totally transactional - as they do not benefit the organisation

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or black people. A good indication of whether an organisation will implement a B-BBEE strategy that is transformational or transactional is its initial approach to developing a B-BBEE strategy. My birds-eye view of the initial process, more often than not, provides two scenarios: 1.

transformation or if they are going to meaningfully contribute to a transforming South Africa. Although these approaches are at separate ends of the scale, they do have one common denominator: each

“Let’s get this done quickly; where do we find the points and people to make this happen”; and

B-BBEE strategy and create an illusion of

“If we’re gonna do this, let’s do it sustainably, so we yield a long-term return on our investment”.

organisation believes their approach makes good business sense. However, each scenario establishes whether they are gearing towards a transformational or transactional approach. The idiom ‘penny-wise, pound-foolish’ pops to

The initial scenario indicates whether an organisation is going to throw money at their

mind when comparing a transformational and transactional approach to B-BBEE.

TRANSFORMATIONAL APPROACH

Applying a transactional approach means an

Applying a transformational approach to B-BBEE

organisation focuses on the points they can

initiatives means an organisation’s focus is on

earn, not considering what the impact it

changing its internal DNA. Consideration should be on

will have on its internal DNA.

what a transformed organisational DNA will mean for the business and the economy at large.

More often than not, an ill-considered transactional approach is at arms-length. The focus is on

Based on the desired outcome, an organisation

circumvention, a minimal investment in people

must evaluate the scorecard they are measured

and quick-fix solutions. Thus, it creates an illusion

on then decide what initiatives will support the end

of transformation with no long-term benefit.

goal. Using the B-BBEE scorecard as a benchmark of transformation, as opposed to the end goal itself

Organisations applying this approach

– the points on a B-BBEE scorecard will organically

generally return to the B-BBEE drawing board annually to

lead to a transformational approach.

rehash another transactional approach with no tangible return on their investment.

TRANSACTIONAL APPROACH Four questions to consider when developing or evaluating a B-BBEE strategy that will yield

Four questions to consider when developing or rehashing

long-term results:

a B-BBEE strategy that yields quick

fix results:

What sustainable internal changes must take place to realise the points offered on the B-BBEE scorecard?

How will this impact business over five years?

How can we use the indicators in the

the points? 2.

B-BBEE scorecard to optimise performance and productivity? 4.

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How do we claim the points using as few resources as possible?

What are the cheapest points available on the B-BBEE scorecard we are measured on?

Is the B-BBEE strategy robust enough to be sustainable in the long term?

How much money do we have to spend to get

Can we recoup the money we spend?

B-BBEE BUDGET | EDITORIAL

The above got me thinking. Suppose there was no B-BBEE framework in place. Would organisations consider who owns a business before procuring from them? Would they have processes in place to ensure fair representation of employees in their workforce? Would they invest in skills development and training? Would their preferred suppliers be representative of our national demographics? Would they develop small black-owned businesses? Would they participate in income-generating activities to develop black beneficiaries? Perhaps they would, marginally, but not to the extent necessary to include more black people in the economy and balance out the deficit of wealth facing our country. B-BBEE legislation may not be the perfect solution. Still, it is the chosen policy to transform the country. Granted, B-BBEE has garnered reputational damage over the years as tenderpreneurs, profit-driven joint venture agreements, and questionable ownership schemes drive the transactional approach to B-BBEE. Unfortunately, they have outshone the meaningful and sustainable impact it has had on organisations and black people alike. However, regardless of which approach organisations take, one must remember that B-BBEE legislation guides organisations. Still, people of all races and genders either embrace it or circumvent it. It is essential to accept that B-BBEE is an economic policy that aims to invite more people into the economy. By design, it creates a synergy between all South Africans as it is an unworkable policy without the buy-in of white-owned businesses or the participation of black people. South Africa’s B-BBEE legislation globally is unique. However, we have to remember that the foundation for B-BBEE began when the Native Land Act of 1913 was promulgated. Earlier this year, I was part of a discussion whereby a white-owned family business did not want to change their ownership structure as they wished the business to be passed down in the family. The answer is simple, as B-BBEE compliance is not a legal requirement, they should not go the route of B-BBEE. However, if choosing to implement B-BBEE, it must be done within the legal parameters and spirit of the Codes. Such an

organisation would have to measure the pros and cons of not transforming. However, such an organisation must bear in mind that if they choose not to have a B-BBEE certificate and its clients have chosen the transformation route; there may well be a challenge to gain and retain business. It is essential to further understand how the white-owned family business was established during the Apartheid era. Over my years of experience within the B-BBEE industry, there has also been a negative message associated with B-BBEE. A comment around B-BBEE that I have heard many times is: “A black-owned entity has won a tender, this must have not been correct, and corruption has taken place.” What many do not understand is that corruption has no colour – people act or engage in corrupt activities. Therefore, associating this concept of corruption with B-BBEE is nonsensical and is not needed for our country. From my bird’s eye view, like it or not, a B-BBEE certificate is key to conducting business in South Africa. If an organisation chooses the B-BBEE route, do it in its intended spirit. Over the years, I have seen more organisations choose the penny-wise, pound-foolish approach to B-BBEE that commands financial output, little resources and instant gratification that benefits nobody. Remember, the bigger picture, sustainable B-BBEE, invites more people into the economy, allowing government coffers to invest in the national infrastructure to benefit all.

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B-BBEE BUDGET High-impact ways to spend your leftover B-BBEE budget By Emma Montocchio, Decusatio

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B-BBEE BUDGET | EDITORIAL

As a company, we are very fortunate to be able to work on several high social-impact initiatives in the fields of youth entrepreneurship and youth employability and this gives us a unique perspective around ways that organisations can deploy their B-BBEE budgets for maximum impact. Below we have outlined some ideas around projects we are working on to highlight that you can think innovatively about how you deploy your spend.

IT’S NOT JUST B-BBEE One of the big shifts we are seeing in the markets – particularly with multinationals – is that it is no longer just about “B-BBEE”. Organisations are now having to comply with a number of Environmental, Social and Governance models as well as the UN Sustainable Development Goals (SDGs). This is an important development as the conversations are shifting from South Africa specific to aligning with global goals and reporting. MICRO-FRANCHISE MODELS ROCK! One of the pain points around many of the Enterprise Development initiatives out there is a question about sustainability. Funding a small business sounds good in principle but if that business is not sustainable, it often feels like a case of throwing good money after bad. SMEs in South Africa have very high failure rates and the goal is to de-risk the projects to the best of your ability. Enter the micro-franchise model. Franchising has long been one of the most successful forms of entrepreneurship in the country as owners are given an established formula and they are able to scale them while playing off an existing skills base and marketing collateral. Some examples of the micro-franchising opportunities that we are involved in include mini sanitary pad manufacturing factories, computer training centres, beauty spas and accounting businesses.

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PROVIDE OFF-TAKE AGREEMENTS

micro-franchises which are women-owned and

Access to markets remains one of the single greatest

managed. Businesses commit to off-take agreements for

challenges that SMEs face and many businesses

ESD / SED purposes and then donate the manufactured

are reluctant to use suppliers who don’t have a

pads to charities or schools of their choice.

track record. The micro-franchises enjoy full order books, and the Without being able to test their systems, develop cashflow

corporate is ticking multiple elements in terms of their

inside of the business and grow their internal skills base

scorecard and social recognition.

they are unable to provide any evidence of success to future clients.

TACKLE SOCIAL MOBILITY Due to historical spatial planning issues, a major

When the issue of “off-take” agreements is raised with

challenge that South Africa faces is the lack of social

many larger businesses, the first response is: “We don’t

mobility: People don’t work where they live.

have a need for the services so we can’t see how to involve them in our supply chain”

This in turn means that your staff are spending much of their salaries on transport costs, just to get to and

It is all about thinking laterally.

from work.

For example, we have a beautiful model that we

What we really want to be doing is creating jobs

currently work with involving sanitary pad manufacturing

where people live.

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B-BBEE BUDGET | EDITORIAL

We do quite a lot of work with the Youth Employment Service (YES) who have rolled out “hub” models in communities such as Saldanha Bay and Alexandra and these provide local jobs for the surrounding communities. These include catering, manufacturing and technology-related options and provide funders with the opportunity to secure both SED and tax donation (Section 18A) recognition as part of their strategy.

“Access to markets remains one of the single greatest challenges that SMEs face and many businesses are reluctant to use suppliers who don’t have a track record”

RE-THINK SUPPLIERS FOR TACTICAL AND STRATEGIC BENEFITS Supplier Development remains one of the single biggest challenges that many organisations in the country face and we find that many focus on a “bottom-up” approach trying to build black-owned suppliers rather than a “top-down” approach. Instead of focusing on entry level suppliers, you can use your leftover B-BBEE spend tactically. A good example of this is one of our partners is a black-women-owned consulting business assisting industrial and manufacturing businesses apply for grants and incentives out of the Department of Trade, Industry and Competition (DTIC) – an Enterprise or Supplier Development contribution here was able to give one of our clients access to insights around the DTIC incentives landscape which they could use to inform strategic decisions taken by the Exco. OUTRAGEOUS SKILLS We get it – Skills Development in South Africa has many detractors. Every year billions of rands of Skills Development funding is pumped into the economy and it feels like there is no tangible change in the level of economic activity and we continue to bemoan the fact that we are not building the skills of the future. Without economic growth and an opportunity to gain practical work experience and work hardening, these youth are trapped in a cycle of bouncing from one learnership to the next in the hope that they will be absorbed. The nature of many of these programmes is that they are looking to push as many people through a simple cookie-cutter recipe to tick their skills spend each year. But

what about if you were doing something outrageous like training drone pilots, 3D printing specialists or developing data science skills? We are working on a programme this year to train 65 young drone pilots – 60% of whom are likely to be women. Initiatives like this have very high absorption rates across multiple industries including mining, security, logistics and agriculture. ACCOUNTING IS THE LANGUAGE OF BUSINESS One of the programmes we are seeing a lot of success with now is our “Adopt-An-SME” which sees a corporation effectively funding accounting and back-office support for small businesses. Accounting itself doesn’t sound particularly sexy at a first glance but a vast number of SMEs fail to sort out their compliance issues which then impacts their ability to get things like a tax clearance certificate. By sorting out their compliance issues, they can get onto vendor lists, qualify for other grants and incentives and be able to apply for finance. Help your ESD beneficiaries speak the “language of business” and the world opens up for them! The definition of insanity is doing the same thing over and over again and expecting a different result. As a country we need to re-imagine the South African economy and find unique and novel ways to grow our skills and SME base and hopefully the above gives you some exciting ideas to re-imagine your B-BBEE spend.

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TRANSFORMING TECH Transforming the tech sector with B-BBEE By Emma Montocchio, Nelly Mohale and Camrynne Cross

The Youth Employment Service (YES) B-BBEE incentive out of the Department of Trade, Industry and Competition (DTIC) is arguably one of the best in recent years and the tech sector is benefiting on multiple levels.

s highlighted by both the Sanlam Gauge 2022 report and the “National Status and Trends on B-BBEE Transformation Report” from the B-BBEE Commission, the ICT sector has been

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struggling, particularly on the ownership and Enterprise and Supplier Development (ESD) elements. The YES B-BBEE incentive has been a game-changer in the last two years with many technology businesses who struggle to meet ownership criteria, able to move up to two full levels on their scorecard through the creation of youth jobs. While much of the focus for YES is around the job creation element, we would argue – based on our experience that YES is playing a critical role in capacitating grassroots technology skills that will have a transformative impact in the coming years.

TRANSFORMING TECH | EDITORIAL

“B-BBEE remains a key part of any access to market strategy for technology businesses and getting it right doesn’t have to be difficult ” Take for instance a youth named Lonwabo who was part of a YES cohort based in the Eastern Cape and had been deployed to support basic computer literacy initiatives in schools. During his 12-month work experience, Lonwabo was able to receive in training a variety of tools including the Microsoft Power Apps suite of products. In his spare time, Lonwabo has been building an app to help municipalities in the Eastern Cape digitise their records and we are now working with him to access grant funding for grassroots innovation. Seen in isolation, Lonwabo is a good story. When one considers that he was part of a cohort of over 800 youth and more than 100 of this cohort were subsequently taken into a project in the banking sector, you can start to see how skills transfer and capacitation begins to have a massive multiplier effect. There are many examples that we can draw on. Another project that we recently reported on, saw 29 young women on a YES funded program supporting digital labs doing early childhood literacy and numeracy. In just 6 months this intervention alone reached 14 000 young children across Gauteng and the Western Cape and we expect to see these benefits in education standards in the years to come. As a business, we have worked on a variety of high-social impact initiatives from sanitary pad manufacturing, software technicians, call-centre support and solar but at the core of each of these projects is a focus on enhancing digital literacy for all youth participating in the programmes.

Through its “Implementation Partner” model, YES itself has also developed some powerful partnerships with the likes of RLabs which is an award-winning, globally recognised player in the technology space as well as the Cape Innovation and Technology Initiative (CapaCITI). These are not just youth being kept busy for 12-months as part of a B-BBEE initiative but rather an opportunity to access partnerships and placement opportunities which are developing in capacity in everything from accounting packages through to SalesForce and AirBNB sector-specific projects. YES is also reporting growing success through its drone pilot training initiatives of youth based at its hubs in Alexandra and Vredenburg in Saldanha. Exposure to programmes like this shift the psyche of youth who are waking up every morning in these communities facing unemployment rates of between 40% and 60% and many job seekers have simply given up looking for work. Suddenly the opportunity to become a drone pilot or an app developer can become a reality. There is no question that B-BBEE is a contentious topic and participants in the ICT sector have very real challenges in terms of how they integrate it into their operations, particularly as they face pressure from the likes of the financial services and mining sectors who push for higher scorecard ratings. B-BBEE remains a key part of any access to market strategy for technology businesses and getting it right doesn’t have to be difficult if companies in the sector start leveraging the opportunities available. Opportunities that create value on multiple levels for the sector and promote scarce and critical skills. We believe that the YES incentive out of the DTIC is not only playing a key role in job creation but it is also rapidly developing technology skills at a grassroots level that will benefit the South African economy for years to come. So YES! B-BBEE is a tech game changer.

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DIVERSITY AND INCLUSION are good for business By Feroza Aitken, Entrepreneur & Systemic Wellness Coach

When hiring new employees, one of the first things you’ll want to determine is whether they are a good fit for your organisation’s culture. You may have heard it said that people don’t leave jobs, but rather leave their managers. But there’s another factor that can make or break employee retention: diversity and inclusion. According to research by McKinsey & Company, “the key drivers of diversity and inclusion include personal values and experience; skills training; career development opportunities; organisational diversity strategies; and management commitment.”

“INCLUSIVITY ENSURES EVERYONE FEELS PART OF THE TEAM, NOT JUST A CHECKBOX” Diversity and inclusion aren’t just about hiring a diverse workforce; they’re about ensuring that everyone feels like they belong, as well. This includes making sure all employees feel comfortable sharing their authentic selves at work. The best way to achieve this is by creating an inclusive culture that makes everyone feel welcome, valued, and respected regardless of their differences. “95 PERCENT OF DIVERSITY, EQUITY, AND INCLUSION LEADERS SAID THAT DIVERSITY IN THE WORKPLACE MAKES

“DIVERSITY IS A CRITICAL COMPONENT OF A COMPANY’S

THEM MORE COMPETITIVE”

ABILITY TO INNOVATE AND RESPOND TO

Diversity and inclusion are key to success. Diversity helps

THE NEEDS OF ITS EMPLOYEES AND CUSTOMERS”

you attract and retain talent, improve the bottom line,

Diversity is a critical component of a company’s ability

and create a competitive advantage that will help you

to innovate and respond to the needs of its employees and customers. Diversity provides new insights into problems, challenges, and opportunities through different perspectives that come from varied life experiences. When everyone feels part of the team, not just a checkbox on an HR form, innovation can flourish.

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attract customers and investors. •

70 percent said it helps them recruit top talent;

•

5 percent said it improves employee satisfaction levels;

•

63 percent said it drives innovation;

•

61 percent said it enhances employee engagement;

•

57 percent said it increases revenue.

SOCIAL | DIVERSITY & INCLUSION | EDITORIAL

JOB APPLICANTS CAN FIND OUT IF YOUR COMPANY HAS

support diversity through their hiring practices and public

BEEN RECOGNISED FOR ITS DIVERSITY AND INCLUSION

statements are more likely to purchase

EFFORTS ON WEBSITES LIKE THE GLAAD WORKPLACE

their products.

EQUALITY INDEX The GLAAD workplace equality index is a non-

In addition to attracting new consumers, diversity helps

governmental organisation that monitors media for fair

companies attract and retain talent: diverse teams

and accurate representation of LGBTQ people. GLAAD

are more innovative, make better decisions, and solve

also publishes an annual workplace equality index

problems more effectively than homogeneous

where companies are ranked based on their policies

groups do.

and practices related to sexual orientation and gender identity.

“EMPLOYERS CAN LOSE AS MANY AS 50 PERCENT OF THEIR KEY EMPLOYEES IN TIMES OF INTENSE CORPORATE

If you’re considering applying for a job at a company

CRISES OR SCANDALS THAT INVOLVE ISSUES SUCH AS

that might be less than accepting of diversity, you can

GENDER OR RACIAL BIAS”

use this list as one way to gauge whether or not it’s

Diversity and inclusion are essential elements of

something you’d like to work for.

business success in the 21st century. Employers can lose as many as 50 percent of their key employees

DIVERSITY AND INCLUSION ARE INCREASINGLY IMPORTANT

in times of intense corporate crises or scandals that

TO CONSUMER VOTERS, GIVING YOU ADVANTAGES OVER

involve issues such as gender or racial bias.

COMPETITORS WHO LAG BEHIND As consumers, we are increasingly making our

Companies have a responsibility to promote diversity

purchasing decisions based on the values of the brands

and inclusion because it’s the right thing to do, but

we buy from. Our votes with our dollars are directly

they also need to be mindful of the important link

reflecting the importance of diversity and inclusion in

between diversity and profitability—a company’s

the workplace.

ability to attract and retain top talent.

Gap is an excellent example of a company that has

In fact, businesses with more diverse workforces are

come under fire for not having diverse models in its ads.

24 percent more likely than those that are not diverse

This can be seen as an opportunity for them to use these

to experience sales growth at least twice the national

criticisms as a learning experience, and become

average over five years, according to McKinsey &

more inclusive going forward.

Company research.

In contrast, Walmart has been celebrated for being one

DIVERSITY AND INCLUSION ARE KEY TO BUSINESS SUCCESS

of the largest companies in America to feature Muslim

AND GROWTH

women who wear hijabs in its “I Am” campaign—a

Diversity and inclusion are more than just buzzwords;

move that was criticised by some but praised by many

they’re essential to a business’ success. Diversity

others who saw it as progress toward greater diversity

is critical to innovation and responsiveness, while

within their workforce (and beyond).

inclusivity ensures everyone feels part of the team, not just a checkbox.

“CONSUMERS WHO KNOW COMPANIES ACTIVELY SUPPORT DIVERSITY THROUGH THEIR HIRING PRACTICES AND

It’s important for companies to understand their

PUBLIC STATEMENTS ARE MORE LIKELY TO PURCHASE THEIR

workforce demographics in order to identify areas where

PRODUCTS”

they can improve, then implement policies that ensure

Diversity isn’t just a moral imperative; it’s also good for

those improvements remain sustainable

business. Consumers who know companies actively

over time.

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DIVERSITY AND INCLUSION

How to move from diversity to inclusion By Katlego Mashishi, MD at Idea Engineers

While we have made some slow progress towards ‘diversity’—which is mandated through black economic empowerment codes and employment equity laws—most businesses still have some work to do on the ‘inclusion’ side. Let’s take a closer look at what these terms mean before diving into some ways of improving inclusion.

which employees are valued, respected, accepted and encouraged to fully participate in the organisation,” says Gallup. As these definitions show, an organisation can be diverse without being inclusive. We can, for example, promote a woman to a position on the executive committee or board to show diversity. But if she isn’t included—if her opinions aren’t sought or respected—her ability to help bring about organisational change will be limited.

ccording to Gallup, diversity is “the full spectrum of human differences.” These

To change this picture, we need to start looking beyond

may include age, gender, disability, race,

black economic empowerment and employment

ethnicity, socioeconomic status, educational

equity scorecards, towards how we actively develop

background, marital status, sexual orientation and even

cultures of inclusion. Here are seven tips for building a

cognitive styles. Inclusion “can be assessed as the extent to

more inclusive business:

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DIVERSITY AND INCLUSION | EDITORIAL

EXAMINE YOUR OWN UNCONSCIOUS BIAS

CELEBRATE DIVERSITY

All of us form stereotypes about different groups of people

Diversity and inclusion doesn’t mean becoming

in society through what we learn from peers, our education,

blind to differences in thinking, outlook, gender,

family and other social institutions over our lifetimes. These

race, age or sexual orientation. It means creating

stereotypes shape our attitudes and behaviours towards

an environment where people can celebrate who

others, yet most of us aren’t even aware of their existence.

they are. Each person should feel as though the perspectives and insights they bring to the table

Our unconscious bias may lead us to unwittingly

are valued and respected – it is in this diversity

discriminate against others in small and big ways

that our businesses can become stronger and

based on factors such as age, disability, race, gender,

more innovative.

sexual orientation, economic class and other personal characteristics. Before we can become truly diverse and

DON’T SHY AWAY FROM DIFFICULT CONVERSATIONS

inclusive, leaders must examine and confront their own

To create a diverse and inclusive workplace, we

internal biases. This helps us to behave in ways that are

need to create spaces where people can engage

fairer and more rational.

in difficult conversations. While it is tempting to avoid the elephants in the room, having the

BE CURIOUS

courage to speak openly can diffuse many tensions

Business leaders that want to create an equitable and

in the workplace. Transparency can help us to

inclusive workplace should be ready to immerse themselves

resolve conflicts in a more constructive way and to

in diverse environments. They should be actively curious

foster mutual understanding and respect.

about the different lived experiences of people from different groups. This engenders respect, understanding

FOCUS ON PSYCHOLOGICAL SAFETY

and acceptance of different worldviews in the workplace.

The term ‘psychological safety’, coined by Amy Edmondson of Harvard, refers to “a shared belief

SET MEASURABLE GOALS FOR DIVERSITY AND INCLUSION

held by members of a team that the team is safe

Diversity and inclusion should be about more than tick-box

for interpersonal risk taking”. In such a workplace,

compliance with employment equity and broad-based

each person feels they can bring their full self

black economic empowerment metrics – it should be

to work and share their opinions, thoughts and

about creating a workplace where everyone feels included

ideas without fear of being ignored, shut down

and respected. To achieve this goal, leaders need to set

or punished for mistakes. Steps towards creating

business objectives and create systematic ways to measure

psychological safety including normalising

the business’s progress. Monitoring innovation within the

vulnerability and demonstrating care for each

business can help us to understand whether employees feel

team member as a person, not just a worker or

included as well as whether there is diversity of thought.

colleague.

BE A CHAMPION AND MENTOR

DIVERSITY AND INCLUSION—LEVERS FOR BETTER

Diversity and inclusion shouldn’t be left up to the human

BUSINESS PERFORMANCE

resources department or transformation committee – it

Diversity and inclusion are moral and legal

should be led by champions within the top leadership

imperatives in South Africa, given our country’s

team. When business leaders sponsor and mentor people

history of systemised exclusion. But there is also

from wide-ranging backgrounds, they are setting examples

a great deal of research which shows genuinely

for inclusion. We should also insist on hearing diverse voices

diverse and inclusive businesses financially

in the business. Many people from marginalised or formerly

outperform their less diverse peers. Diversity and

excluded groups may fear speaking out, especially if they

inclusion should thus also be a strategic imperative

are a minority in the business.

for businesses with ambitions to grow and thrive.

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GOVERNMENT EMPOWERMENT INITIATIVES Transforming the Economy By Koketso Mamabolo & Fiona Wakelin

The public sector has always recognised the importance it plays in economic empowerment, using its funds, networks and infrastructure to further transform the economy. through various initiatives it has sought to decrease unemployment and assist black-owned SMMEs in finding a footing in the mainstream economy. Here we look at four government initiatives which are giving a helping hand to black-owned businesses and the unemployed.

support to black-owned and managed business [sic],” and is governed by the Public Finance Management Act. The NEF takes three approaches. The first involves asset management, as the “custodian of certain equity allocations in State-Allocated Investments (SAIs)”. The second is fund management for start-ups, expansion efforts and equity transformation. The third approach involves a strategic project fund, providing entrepreneurs with the opportunity to enter into sectors at an early stage, which has seen the NEF break good ground in

NATIONAL EMPOWERMENT FUND

venture capital finance.

In order to increase black economic participation, The National Empowerment Fund (NEF) was created

Besides assisting black people, communities and

through the National Empowerment Fund Act. Its work

businesses to adhere to every part of the Codes of Good

involves “promoting and facilitating black economic

Practice, they also “focus on preferential procurement,

participation by providing financial and non-financial

broadening the reach of black equity ownership,

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GOVERNMENT EMPOWERMENT INITIATIVES | EDITORIAL

transformation in management and staff and

The scheme offers funds for between 30 - 50% of a project,

preventing the dilution of black shareholding”.

with a limit of R50-million, and provided a co-founder is available to match the funding. The funds cover capital

BLACK BUSINESS SUPPLIER DEVELOPMENT PROGRAMME

investments, feasibility studies, post-investment support and

The Black Business Supplier Development Programme

business development support.

(BBSDP) offers a cost-sharing grant which supports black-owned businesses in becoming competitive and

GROEN SEBENZA

ensuring that they’re sustainable. The maximum grant is

In 2013 the South African National Biodiversity Institute

R1-million, R800 000 of which is for “tools, machinery and

(SANBI) embarked on a major skills development and job

equipment” and R200 000 for business development

creation pilot programme - Groen Sebenza - a Jobs Fund

and training.

Partnership Project funded by the National Treasury.

It aims to speed up the integration of SMMEs, which

“Groen Sebenza is aimed at developing priority skills in the

show good promise, into the mainstream economy.

biodiversity sector to create sustainable job opportunities

Their second aim is to grow black-owned businesses

for unemployed graduates and non-graduates (school

by strengthening the ties between SMMEs and the

leavers with a matric certificate) for two and a half years.

private and public sectors. The BBSDP supports the work already being done in preferential procurement.

“Groen (in Afrikaans meaning green) Sebenza

The last objective is to support the grant recipients

(meaning work in isiZulu) brings young South Africans

in ensuring they have the capacity to meet the

from previously disadvantaged backgrounds together

requirements of the opportunities available with

with experienced biodiversity professionals to learn,

larger businesses and the public sector.

grow and eventually gain the competence and confidence to embark on rewarding and meaningful

BLACK INDUSTRIALISTS SCHEME

biodiversity careers.

Much like the NEF and BBSDP, the Black Industrialists Scheme aims to increase the involvement of black-

“The programme partnered with 43 host institutions

owned businesses in the economy. The scheme, which

across the country from all tiers of government,

was started in 2016, is guided by the Industrial Policy

NGOs and the private sector and has equipped the

Action Plan, and is separated into three pillars: funding,

participating young people, called Pioneers, with

markets and non-financial support.

various life and generic skills training e.g. computer literacy, workplace communication, career guidance,

“The intended beneficiaries are entities that

leadership and project management skills” - SANBI

want to expand their current operations or start-up a new operation and become self-sufficient within

In 2022 the Groen Sebenza Phase II Programme

10 years of participation in the programme.”

was funded to the value of R300-million for the

“ The public sector has always recognised the importance it plays in economic empowerment, using its funds, networks and infrastructure to further transform the economy ”

next three years, aiming to recruit 1 050 unemployed graduates (from Diploma to PhD level) and place them nationally in different organisations (government and non-governmental) where they will be trained and mentored in the management of environment/biodiversity.

Sources: NEF | SA Gov | DTIC | SANBI

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CONSTRUCTION SECTOR OVERVIEW

BUILDING THE FUTURE

Construction industry poised to transform through infrastructure development By Jessie Taylor

The construction sector has been earmarked to play a vital role in aiding recovery after the pandemic. Not only does it employ more than half a million people and generate an income above R400-billion, but it also holds the key to improving the country’s infrastructure.

GROWTH AND RECOVERY Like most others in South Africa, the construction industry has been working towards recovery after the COVID-19 restrictions and economic fallout. The industry is expected to continue to grow by

around 3% each year between 2023 and 2025. There is hope that its growth will be added by plans to significantly invest in public infrastructure, which the government has

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announced will be implemented over the medium term. These projects will aid in economic growth and job creation for the construction sector and benefit other sectors such as manufacturing, agriculture and transport.

CONSTRUCTION | SECTOR OVERVIEW

The construction sector recorded one of the highest increases in employment between Q2 and Q3 of 2022, at around 11%.

INFRASTRUCTURE SPENDING WILL FOCUS ON: Public housing

EMPLOYMENT IN THE CONSTRUCTION SECTOR 530 000 total employees in September 2022 459 000 full-time employees in September 2022

Expanding power generation capacity Upgrading and expanding the transport network Improve sanitation and water services

71 000 part-time employees in September 2022 Health services

GROSS EARNINGS PAID TO EMPLOYEES R32.4-billion in September 2021

R30.6-billion in September 2022

INVESTING IN PUBLIC INFRASTRUCTURE The National Infrastructure Plan 2050 sets out a

Education

PUBLIC SECTOR SPENDING ON INFRASTRUCTURE OVER THE NEXT THREE YEARS State-owned companies: R251.7-billion

Provincial governments: R185.5-billion

long-term programme to build and improve South

Municipalities: R194.4-billion

Africa’s infrastructure. This consists of extensive investments in public sector infrastructure. This spend was estimated at around R791 billion in 2021 and has since grown to R812.5 billion, according to the 2022 medium-term expenditure framework.

BUILDING A TRANSFORMED SECTOR The construction sector was one of the first to develop sector-specific codes. The code applies to any business that derives more than half its income from construction-related activities. The code speaks to the challenges of the sector and makes it possible to definitively track transformation in the industry.

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The code aims to make every company responsible for creating a pool of skilled people by investing in sustainable training. It also seeks to fast-track the development and registration of black professionals to make them eligible for management positions. This has seen the number of black professionals in junior and middle management almost triple in the last decade, said the Construction Sector Charter Council’s Gregory Mofokeng. According to the Sanlam Gauge 2022 Report, the construction sector achieves a level 3 contribution rating. Construction achieved 72.6% of the target for skills development, 61% for ESD and 22.5% for socio-economic development. This achievement is in part due to a robust Construction Sector Charter, which prioritises training spending, even for 100% black-owned companies. It is one of the better performing sectors in terms of ownership, scoring 18.5 out of a possible 27 points, achieving 69% of the target. Management control and women empowerment remain areas that require work. The sector has achieved 67% of its management control target. Female ownership of 51% and above amounted to around 27% of all construction contractors in the second quarter of 2021, added Bongani Dladla, CEO of the Construction Industry Development Board. Estimates are that around 11% of all industry professionals are women. However, one of the biggest constraints to transformation in the construction sector is a slowdown in government procurement. This slowdown, along with ineffiencet government process, threatens empowered companies by resulting in project delays or cancellations.

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METHANO GROUP INTERVIEW WITH CEO, SEREME JOEL MAPHAKA

Q: Please describe the products and

our strategy, through recruiting the

services provided by Methano Group.

multi-cultural South African professionals both old and young coming from

We offer services such as developing

all boundaries of South Africa, this

infrastructure solutions in underground

approach makes us embrace the

deeping projects for all mining commodities i.e. pre-feasibility to feasibility studies that are made possible

SEREME JOEL MAPHAKA CEO OF METHANO GROUP

by our capable team comprising of engineers (mining, mechanical, civil, electrical, process and industrial), geologists, ventilation specialists, planners, and financial modellers. Our resources have capability of delivering a complete EPCM solution from concepts, feasibility, project financial evaluation, project management and project closure. Q: What does it mean to be an EPCM partner? Our approach is more client-centric in our engagement and how we deliver our solution, and in this approach, we see ourselves as EPCM partners to our stakeholders, ranging from our employees, the communities we operate in, investors, and our clients. We listen to our clients and adopt integrative collaboration when developing customised solutions

challenges and benefits of operating as a multicultural organisation in the African market. The engineering solutions we offer to our clients are also backed by the digital transformation (through the use of technology) that we embed in our business processes when developing solutions. We enjoy the benefit of skills transfer from the diverse in-house professionals that take place between the experienced multidiscipline engineering professionals and young professionals. At Methano Group we combine our unique strengths as individuals to make diversity come alive. Q: The organisation was established in 2014 – what changes have you seen taking place in the sector and in your company over the last 9 years? The evolution in the industry includes the changes such working remotely and being able to collaborate and deliver projects without regular contact sessions with the project stakeholders. The other

to their problems.

reality in mining sector is that the PGM

Q: In your opinion, what sets Methano

there is going to be a huge demand of

Group apart from the competition?

solutions for keeping the deeper mining

mines are getting deeper and deeper

working areas cooler, and most of the

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Our differentiator is the core value

proven ways of keeping the deeper

diversity that we put at the centre of

mines cooler is through implementing

EDITION

METHANO GROUP | INTERVIEW

(LEFT TO RIGHT) ANDRE LEVENDAL, BOARD CHAIRPERSON; EDDIE HOLDEN-SMITH, OPERATIONS EXECUTIVE; SEREME JOEL MAPHAKA, CHIEF EXECUTIVE OFFICER fridge plant to send the ice down

Q: Please share some of your

We’ve also done modernisation of the

the mine shaft. This is an excellent

flagship projects.

mining conveyor guarding for an iron ore client in the Northern Cape, using

opportunity for the South African mining engineers to prove their worth, since

We did a pre-feasibility study for a

the world is very interconnected, we

PGM client, for two shafts as a ramp for

need innovative solutions to remain

200KT and 100 KT projects - the business

competitive in the global market.

case project cost was R2-billion. We’ve

the Wire Mesh (which is a patented product). Another flagship project is an EPCM of a diamond mine dust plant for a client in the Northern Cape.

done mining and engineering project The changes in the organisational levels,

How do you ensure diversity and

management for reviving a mothballed

inclusion are embedded in the policies

we have seen a lot of very talented

shaft into full-production for a PGM

and practices of the company?

young graduates in our graduate

client in the North West.

Firstly, our recruitment policy

recruitment programme. This is a positive sign that our universities are really doing

We designed a public road in the

well in preparing them for the working

Limpopo province region and also

place environment. I believe this is also

designed a water management system

good for South Africa to have such

for both surface and underground in a

talented young graduates ready for

mining complex for a PGM client in

the workplace market.

the same province.

accommodates employment of any South Afircan citizen irrespective of their background and culture. We believe South Africa has a rich diversity and if it's embraced, it can be a catalyst to South African and continental economic growth.

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competitive advantage. Sandcone is a principle used in our business process, both internally and externally when delivering our project value chain. At Methano Group we use the Sandcone model to prioritise actions and initiatives for a sustainable advantage. Q: How important are partnerships in your business model? We value strategic partnerships at Methano Group, since we believe they essentially drive shared value. With partnerships we are able to deliver competitive solutions that are feasible We have seen innovative solutions

required to address the integration

from the manufacturing perspective

developed by our multicultural team

between Methano Group’s strategy

and economy markets. Our clients, the

when addressing our clients’ pains in the

(the compelling vision of its future), its

communities where we deliver projects,

form of sustainable, technically sound

aspirational culture, and leadership

the government and our investor are

and economical solutions. As a business

development. This would be done

valuable partners, and they are all

we saw our revenue growing, new

through building and aligning the

valued equally in our business model.

sustainable jobs created, and at the

Methano Group team and creating a

same time we also created partnerships

visual map to articulate our strategy.

Q: Do you think the requirements of

in the communities we operate.

We believe that this approach will allow

leadership have changed over the last

operational employees to interpret the

decade-and- a-half? How would you

In order to map out the vision we have

strategy in their own language and

describe your leadership style – and has

for the business, we’ve developed a

their perspective.

it changed over the years?

deal of resouces in our employees.

Q: What is the Sandcone model and

Yes, there have certainly been a lot of

We strive to get the message to

how do you apply it in the Group?

changes and today leaders need to

5-year strategy and invested a great

deal with issues. Big data and cloud

all to become Methano Group brand ambassadors. To achieve this

We adopted the Sandcone Model

computing innovation has influenced

effectively, we undertook intervention

to measure the sustainability of our

how leaders are expected to remain

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ahead of the curve. Internally, most

number one value is the only way to

stakeholders (communities, employees,

businesses need to drive digital

deliver the vision. And we have really

government, clients and our

seen the result with the exponential

valuable investors).

transformation and data computing and data analytics call for a high level of transparency. As a result, today leaders have very less opportunity to

growth rate in revenue that Methano Group has achieved in the last three

Q: What do you enjoy about what you

financial years.

do? What gets you up in the morning – and does anything keep you

hold back information that is out of the

Q: As CEO, what do you see as your

radar. Today leaders are expected

key responsibilities?

to be well informed on both internal

awake at night? I am humbled when I see Methano

I am confronted with the responsibility

Group creating sustainable employment

to get our team aligned with our

opportunities for South Africans,

strategy of becoming the leading

especially from the communities that

EPCM entity in the African market,

we operate from. One of my drivers is to

through keeping them informed of the

keep going to see South Africans with

I am an advocate of authentic

brand in the market, co-ordinating the

their rich diversity working together

leadership. I believe people's life

implementation of the board resolution

to grow the economy of South Africa.

experiences are rich enough to be relied

both internally and externally, last but

I believe we can, especially if we can

not least making sure that we deliver

embrace the value that lies in

our goal that we have set to all our

our diversity.

and external affairs issues to remain competitive with the dynamic business environment.

upon for valuable input in any team. I like to understand where people are from and what their past experience has been, which helps me understand them better and I can easily know where one strength lies for an organisation to be dependent on its strength when we’re faced with a challenge as a team. Q: What have been the greatest challenges Methano Group has faced, and how did you overcome them? We had to make a choice whether we wanted to become a leading EPCM in the African market or not and how we overcame that challenge was by accepting that putting diversity as our

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METHANO GROUP | INTERVIEW

Q: Do you have exciting plans for 2023? In 2023 we will be setting up an office in Zambia, and our next project is to do environmental scanning in both

Botswana and DRC. We believe

Pretoria (Headquarters)

we have what it takes to contribute

+27 (12)12 443 6454

to the new projects that will be targeting critical metals such copper,

210 Amarand Avenue, Pegasus Building 1, Menlyn Maine, Pretoria 0181, South Africa

manganese, cobalt, lithium, etc. Finally, we will continue strengthening our relationships in the communities

info@methanogroup.com

where we operate.

Cape Town

Q: Would you like to share a message

+27 (21) 403 6425

with our readership?

diversity. We just need to embrace the

Spaces, Dock Road Junction, Cnr Dock and Stanley Road Waterfront, Cape Town 8001, South Africa

best of the diversity we have to offer for

info@methanogroup.com

We need to remain optimistic about South Africa, since we are blessed with

our country to achieve its goals, such

www.methanogroup.com

as curbing unemployment, economic growth and providing the basics

Methano Group (Pty)

to all South Africans.

Methano Group

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AFRIGEN BIOLOGICS AND VACCINES | ADVERTORIAL

veterinary vaccines in multiple hosts, including sheep, cattle, chicken and horses. We are working on vaccines against viral, bacterial and parasitic infections.

Afrigen Biologics and Vaccines is a Cape Town based biotechnology company strategically directed, supported and capitalised by Avacare Healthcare Group and the Industrial Development Corporation (IDC) of South Africa. Founded in 2014 by Infectious Diseases Research Institute (IDRI) and Industrial Development Corporation (IDC) in Seattle, Afrigen drives a business strategy focussing on product development, bulk adjuvant manufacturing, and supply and distribution of key biologicals to address unmet healthcare needs. Through international partnerships and local capacity building, Afrigen has established the first ever adjuvant production and formulation technology centre on the African continent. This centre, in partnership with IDRI, a world leader in adjuvant development, focuses on next generation vaccine adjuvants, which are not only geared at preventing disease, but have therapeutic value. These adjuvants confer added potency and durability to vaccines. In 2020 Agrifen was awarded the “mNRA Technology Transfer” title by World Health Organization (WHO) in partnership with Medicines Patent Pool (MPP) for the low and middle income countries. The company is dedicated to the local development and production of adjuvants for human and animal vaccines, as well as biologicals critical for Africa’s healthcare challenges.

We are affiliated with Universities in South Africa. With these affiliation, we are able to extend our reach and allow our scientists to engage within the community. Several of our senior scientists, including Renate Lamprecht, Gerhardt Boukes and Caryn Fenner have appointments at the University of Cape Town, Nelson Mandela University and Northwest University respectively. Our International Collaborators include: • Infectious Diseases Research Institute, USA • Department of Pharmaceutical Chemistry, Obafemi Awolowo University, Nigeria • International Livestock Research Institute, ILRI, Kenya • Institute for Protein Design, University of Washington, USA • Institute of Infection and Global Health, University of Liverpool, UK Through these international partnerships and local capacity building, we have established the first ever adjuvant production and formulation technology centre on the African continent. This centre, in partnership with IDRI, focuses on next generation vaccine adjuvants, which are not only geared at preventing disease, but have therapeutic value. These adjuvants confer added potency and durability to vaccines. In terms of Veterinary Health, we have partnered with Afrivet to develop vaccines against some of Africa’s most serious livestock diseases. We are also working with other collaborators on a range of projects that aim to improve either existing or newly developed

Researchers have, for decades, used adjuvants as a component of vaccine formulations as it is safe to use and it has improved the overall potency of vaccines. Furthermore, adjuvants have also shown that they have a “dosesparing” effect – meaning that less antigens can be used in formulations that contain adjuvants for the same level of protection. This has major significance for disease outbreaks, where vaccine stocks may diminish due to the large number of people being infected. Adjuvants have also broadened the coverage of strain-specific vaccines which may result in protection against new emerging strains. With the help of adjuvant technologies, not only is the immune response increased, but the costs of vaccines are lowered due to lower dose requirements, which is essential for the developing world.

Company Details

5 Kestrel Park, Longclaw Drive, Montague Gardens, Cape Town, 7441 +27 21 207 0101 information@afrigen.co.za www.afrigen.co.za

INTERVIEW WITH LIZELLE ABRAHAMS, EXECUTIVE – SUPPLY CHAIN MANAGEMENT

RICTS LEADERS IN ALTERNATIVE BUILDING SOLUTIONS

conditions. Unfortunately, most clients did not comprehend the magnitude of these affects and it was not easy increasing the

Q: PLEASE DESCRIBE YOUR ROLE AND RESPONSIBILITIES AS

prices of our products. These were unprecedented times and

EXECUTIVE - SUPPLY CHAIN MANAGEMENT.

one would hope that clients would come on board. At the same

As an Executive, my role is to come alongside the Directors and

time inflation and the cost of living were increasing, so really we

Shareholders in leading the organisation and its employees,

were and still are caught up in this conundrum of imbalances

to implement and enforce the business` needs, values,

with income and expenses.

virtues, code of conduct and all its Policies and Procedures. Furthermore, I am responsible to ensure Continuity, Liquidity,

Q: RICTS’ VIRTUES ARE “HUMBLE, HUNGRY AND SMART” -

Profitability and the Effective running of the day to day

PLEASE DISCUSS.

activities within the organisation.

In 2021, The Management and Exec team of RICTS came together to discuss our business model and specifically speaking

As a HOD in Supply Chain Management, I am responsible for the

into the culture side of the business. We then came across a

following departments: Procurement, Stores and Manufacturing.

book by Patrick Lencioni, “The Ideal Team Player” where he

As a Department leader, I have to ensure my team remains

speaks about having these virtues to create a Winning Team.

motivated, inspired and constantly working on improving

So, in essence, our goal is to employ people who are Humble,

themselves and the business. On a daily basis, I enforce our

Hungry and Smart while at the same time influencing our current

value system to minimise the need to use HR processes to

employees to adapt these virtues as well. This is to reach our end

exercise discipline. I scrutinise and influence monthly reports,

goal of becoming The Ideal Team.

summarising them into executive reports to provide feedback to our Directors and Shareholders as and when required.

Q: DO YOU HAVE A MESSAGE OF INSPIRATION FOR OUR READERSHIP?

Q: HOW DO YOU ENSURE RICTS’ SUPPLY CHAIN IS

As a person of Faith, I can say with conviction that the Lord is

BEE COMPLIANT?

always on time! Patience is a virtue and what is meant for YOU,

RICTS have adopted a culture of utilising mostly BEE compliant

will reach you! Work Hard, Remain focused, Trust the

suppliers as we believe in the system and want to maintain

Process and always Give your Best!

our Level 1 rating. As a part of our supplier vetting checklist, we check BEE levels, validity as well as their scorecards. Q: HOW DID COVID IMPACT YOUR BUSINESS MODEL? Covid has impacted our business model in many ways. The most prominent one would be the drastic increases in the price of raw material across the board. It started with the Steel and PVC industry, but quickly spread among most of our other buyins including timber. This is directly affected by global market

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"In essence, our goal is to employ people who are Humble, Hungry and Smart while at the same time influencing our current employees to adapt these virtues as well. This is to reach our end goal of becoming The Ideal Team."

RICTS | INTERVIEW

INTERVIEW WITH MONIQUE CARTER, EXECUTIVE DIRECTOR

RICTS Q: PLEASE DESCRIBE THE SERVICES OFFERED BY RICTS. RICTS Holdings (Pty) Ltd, offers its clients a complete Turnkey

Private Sector; Divisional walls, facades, offices, IT Roomsand Commercial facilities

Solution which covers an all inclusive support on design, manufacturing, civil works, construction, electrical

Q: CONGRATULATIONS ON BEING A LEVEL1 BBBEE COMPANY.

and mechanical services.

WHAT EMPOWERMENT POLICIES DO YOU HAVE IN PLACE IN RICTS TO ENSURE DIVERSITY AND INCLUSION?

Construction services and certification include:

Our Human Capital Division was designed to deal with

• Civil Construction and Engineering

the empowering of our internal staff through continuous

• Electrical and Structural Engineering

development. We have also started an Academy working hand

• Plumbing and Architecture

in hand with the TVET colleges to develop our community and our Youth. We have a motto that says “ In the community

Our 100 000m2 in-house manufacturing capacity includes:

for the community” Knowledge is Power!!

• 97% control of the manufacturing value chain • SANS 10400 compliance

At RICTS we live by our values and virtues. We are accountable

• Thermal dynamics (R-Value) manufactured to client

to each other and our clients. The culture we strive to create

specifications • Product offering comes with a 30-120+minute fire rating • Robust internal Quality Management System • Fully guaranteed workmanship

at RICTS allows our staff to be vulnerable in order to voice their concerns with Humility. We will remain Hungry as we strive for Excellence and our actions will remain Smart.

Q: WHICH SECTORS DO YOU OPERATE IN – AND WHICH ARE SHOWING THE MOST GROWTH? RICTS complies with the Agreement, NHBRC, MBA and Green Building Council Standards. We thrive on excellence across all spheres and guarantee our service offering. Company Details We are currently operating in the following Sector/ Markets: 1.

Public Sector (Education and Health). We design and manufacture, classrooms, ECD units, ablution facilities, feeding kitchens, ablution facilities and Administration blocks, yet not limited to staff accommodation and student

1 Saxenburg Lane, Blackheath, Cape Town 021 905 0259 info@ricts.co.za

accommodation.

www.ricts.co.za

Human Settlements, Housing

Social Media:

Agriculture, cold rooms, pack houses and chicken broilers

@Interconnect

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LEADERS IN ALTERNATIVE BUILDING SOLUTIONS At RICTS Holdings, we are all about possibilities in modular infrastructure solutions. solutions

o.za c . s t c i r www. Our full turnkey solution includes research, design, in-house manufacturing, and construction managed by professional staff with a collective experience of over 200 years. As an accredited and certified company, we subscribe to the highest degree of quality and compliance to ensure you have the right foundation to meet industry requirements.

021 905 0259

info@ricts.co.za sales@ricts.co.za

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Construction services and certifications include: • Civil Construction and Engineering • Electrical and Structural Engineering • Plumbing and Architecture Our 100 000m2 in-house manufacturing capacity includes: • 97% control of the manufacturing value chain • SANS 10400 compliance • Thermal Dynamics (R-Value) manufactured to client specifications • Robust internal Quality Management System • Fully guaranteed workmanship We change communities by empowering SMMEs and entrepreneurs through our in-house skills development training academy to enter the modular space market through mentorship and certification.

GBCSA, NHBRC & Agrément Certified • B-BBEE Level 1 • CIDB 8GB 7CE • Member of MBA • Top Empowerment Company

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SPECIALISED I M INDUSTRIES P U M E L E L O T O P EDUCATION EMPOWERMENT

2HEALTH 2 ST E D I T I O N

AGRICULTURE

HOUSING

MINING

COMMERCIAL

INDUSTRIAL

MOVIDNA SERVICES | P R O F I L E

MOVIDNA SERVICES - SAVING YOU TIME, MONEY AND HEADACHES What product do you make, or what service do you offer? •

Shafts (Normal or Hardened)

•

Turning

•

Milling

•

Machining

•

Industrial Mechanics

•

Breakdown

•

Refurbishment

•

Projects

•

Plant Maintenance

ovidna Services is very actively

•

Fabrications

involved in the market with full

•

Stairways and Platforms

systems in place and monitored for

•

Plant Erections

•

Structural

•

Piping

performance. We have now ventured into training with Sasol and are to be accredited by TLV Japan in June 2023. With this opportunity, we can specialise in Steam Trap Monitoring systems and commence business in South Africa’s Petrochem sector.

Do you have a Unique Selling Proposition? Yes, we engage with clients from project planning and execution work breakdown structure and provide constant communication and updates.

Not only has the company transformed

What innovations have you been

but it also contributes to Skills

responsible for?

Development through apprenticeship

Redesigning the module concept and

programmes with MERSETA. We promise to review your current problem and determine how it can be solved. Our services will help save you time, money and headaches. We are confident we can come up with a plan that will save you money and meet

engineering approvals for modifications Report on recent corporate events – mergers and acquisitions New installation of Bins and De-tar full refurbishment projects BEE achievements: Level 1 ownership.

deadlines within a scheduled timeframe. COMPANY INFORMATION Target market

STATISTICS/ DEMOGRAPHICS/ HISTORY Year founded: 2014

•

We offer quick turnaround times and can guarantee our quality

•

We are committed to offering customer satisfaction and will assist wherever possible

•

We are a BEE-associated company

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We are a specialised technical team

•

We do most of our job on-site putting you back on schedule

•

Founding members:1 Number of employees: 15 Number and location of branches:2 Trade affiliations: None Memberships: SEIFSA Strategic partnerships: N/A BEE partner: None BUSINESS & FINANCE Turnover: R 11 113 895.99 Operating profit: R 489 967.57

We provide a 24/7 emergency

Net profit: R 125 063.16

response onsite service

Financial year-end: February

Approximate market share: 55% Subsidiaries: Movidna Services and Movidna Rollers Holding company: Movidna Group Bank: First National Bank Accountants: Cronje & Cronje Current customer base: Local Major accounts / key clients: Arcelormittal, Sasol, Ceramic Industries and Tshipi entle Mine CONTRACTS & AWARDS Industrial standards and awards achieved Recent major contracts: ETP 3 Mechanical and Structural Fabrication

MEET ABEDNICO MKHARI, DIRECTOR OF

NTGR ENGINEERING PROJECTS Q: Please describe your role as Director at NTGR Engineering Projects. As a Director, my duties include selecting Senior Management, determining the company’s strategic direction and growth trajectory, making sure the company responds to market demands, keeping track of progress in achieving goals and policies, and reporting on the company’s operations to relevant parties. My greatest job as the Director of a company with a growth strategy is to inspire, motivate and drive our teams. At times, I have to roll up my sleeves to do just that. Q: What services does the company provide? We are an award-winning multidisciplinary South African-owned engineering company. Our core engineering services provide complete engineering designs and support services in Civil, Mechanical, Electrical and Structural engineering, implementing innovative solutions to add real value using state-of-the-art design technics coupled with our advanced use of BIM platforms. We offer quality infrastructure design, roadconstruction, rehabilitation, upgrades and construction solutions from the planning, approval, pre-construction planning and commissioning phases. We have in-house multidisciplinary engineering teams that provide comprehensive EPC services for clients across diverse industries, delivering capital efficiency and project certainty. We are experienced in the EPCM/Turnkey project contract suites such as FIDIC, NEC4, etc. Q: How do you ensure that transformation is part of the organisational culture? Not only is gender equality a fundamental human right, but it also forms the basis for sustainability. At NTGR Engineering,

162 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 2

our top priority is women empowerment. We want to actively participate in the development of our economy as well as change the areas of our economy that are predominately male. As a result, we have taken significant steps to ensure that women make up at least 60% of our management ranks, and as part of our conscious efforts to support our nation’s socio-economic goals, we prioritise skills development and make efforts to procure services from female-led organisations. Q: What are the company’s flagship projects? We are particularly proud of our road rehabilitation projects as a business. Rehabilitation activities for concrete, asphalt pavement and drainage structures are included in the scope of work for the implementation of these projects. The SDGs’ Goal 9 focuses on creating a resilient infrastructure to support inclusive, sustainable industrialisation and encourage innovation. We are delighted to be able to make a positive contribution through our flagship projects, as adequate infrastructure, particularly road infrastructure is needed to ensure economic growth. Our prominent projects currently are the Rustenburg base metal refinery internal road network rehabilitation with Anglo American, and with the Rustenburg Local Municipality, where we are building and maintaining roads. Q: Do you have exciting plans for 2023? We aim to improve our operations and align them with recognised international standards to ensure efficiency and accountability across the board, while

EDITION

responding to the needs of our local markets. As a result, we have developed a Group Level Strategic Growth Plan as well as a strategy implementation exercise that will be initiated with the sole purpose of training all Business Unit Managers to align with operational changes. The aim of this exercise is to create a business with measurable growth and operations to ensure continuity. Environmental, social and governance (ESG) issues are of increasing concern to the investor community. As a business we have invested our resources and capacity in establishing a new business unit that is aimed at managing ESG risks and opportunities for our clients. “Organisations with operations in Africa must engage meaningfully with ESG to build robust sustainability strategies that meet stakeholder expectations and enable compliance with global and domestic mandatory and voluntary ESG standards and codes”.

BVI-LEADING THE ENGINEERING SPACE FOR 5 DECADES AND COUNTING However, being interested in engineering, and becoming an engineer don’t necessarily follow a logical sequence. When I matriculated with exemption from Carlton-Van Heerden Secondary School in Progress Township back in 1992, I had the opportunity, but not the means. My widowed mother could not afford to send me to study further. As fate would have it, though, I was fortunate to receive a bursary from BVi at the end of 1992. Without it, there’s

At BVi, I was exposed to various projects as a Design Technologist and was responsible for managing them. Concurrently, I served as the Upington Branch Chairperson of SAICE from 2004 to 2011 and was also a member of the SAICE National Council. I am currently a member of the BVi Operational Committee and serve on the BVi Board of Directors in the capacity of Managing Director. In 2018, I became a Board Member at Consulting Engineers South Africa (CESA) and was elected on 24 November 2021 as the incoming Deputy President for 2022 and 2023.

a strong chance I wouldn’t be on my chosen path today. But thanks to BVi’s progressive thinking, I am. It’s for this reason that I’m so committed to youth empowerment and transformation. A success story of David Leukes – BVi’s Managing Director

In 1993, I started my studies at the then Cape Technikon (now Cape Peninsula University of Technology). With BVi’s

In the engineering environment, we are well-equipped as industry professionals to identify challenges, simulate various possible solutions, and optimise to create economically sustainable infrastructure. It’s second nature, and we do this to improve the lives within our communities, driven at times by our own childhood experiences.

study assistance, I completed my

My passion for engineering began from an early age – a fascination with the infrastructure environment surrounding me in my hometown of Upington, Northern Cape. I wanted to know more and to understand how roads are built, where electricity comes from, and how water can flow from a tap on demand.

Technikon (now Central University of

164 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 2

National Diploma in Civil Engineering. During this time, I also completed my in-service training with BVi. Subsequently, I was awarded a study bursary by BVi to complete my BTech degree on a part-time basis in Bloemfontein at the then Free State Technology). Further down the track, a BVi bursary also assisted me to complete an MBA degree at the University of Stellenbosch Business School (Bellville Campus). A highlight of my career was when I registered as a Professional Technologist through the BVi Mentorship Programme in 2002.

EDITION

BVi – Leading in Transformation These career milestones have shaped my vision for an inclusive and vibrant construction sector in all its facets, building on the solid foundation BVi has established since 1967 – 55 years of engineering excellence. BVi prides itself on providing professional services in identifying and implementing engineering projects for medium to large corporations, in South Africa and internationally. We are also extremely proud to have achieved a 58% majority black-owned shareholding and the status of a Level 1 B-BBEE contributor. This makes BVi one of the largest black-owned consulting engineering firms in South Africa. Big Enough to Make A Difference, Small Enough To Care Achieving a Level 1 BBBEE scorecard is not an isolated event, but the result of all the programmes undertaken by BVi. In addition to ownership, these include:

BVI | A D V E R T O R I A L

Employment Equity: BVi’s workforce is more than 50% black, and we’re close to reaching our target of 50% black degreed employees Skills Development: BVi is running an extensive mentorship/learnership programme to fast-track career paths for youth. In addition, BVi has numerous bursaries and study assistance agreements, which contribute to young employees gaining knowledge BVi BEE Employee Trust: There are currently nine individuals on the BVi BEE Trust receiving additional support in terms of their career development. Over the last five years, 10 Trust beneficiaries were offered Director or Associate positions in BVi, which says everything about the programme’s success Supplier Development: BVi runs various supplier development programmes that assist small black companies to become sustainable Social Responsibility: BVi supports its local community organisations. We find that a structured approach to corporate social responsibility can add more value than ad-hoc donations

future of engineering. To address this, the organization launched the BVi Academy to provide opportunities to recent graduates as part of the BVi Graduate Engineer Programme, through our multi-disciplinary firm. Strategic Transformation With the appointment of Alfredo Malgas as the Transformation Manager and Board Member of the BVi Group, the Group’s transformation efforts are now better planned and coordinated between the different subsidiaries. Furthermore, our BVi National Employment Equity Committee has been mandated to ensure a planned and equitable appointment process for all incoming applicants. The most important success factor, however, is the full support and buy-in of the top management structures in the Group, as well as employees at every level within the organisation. We’re all proud to be making a difference as we build our business and contribute to a better South Africa.

Company Details BVi Visionaries: To celebrate our 50th anniversary in 2017, we launched the BVi Visionaries project. There were seven BVi Visionaries winners nationally – each of them qualifying for a bursary and educational support for the duration of their studies. The BVi Academy and Internship Programme: BVi Consulting Engineers has identified the lack of suitable employment opportunities for graduates as a major risk to the

Menlyn Corporate Park, Garsfontein Road (M30), Menlyn, Pretoria, 0181

+27 12 940 1111

pta@bvi.co.za

www.bvi.co.za

NGHILAZI ENGINEERS FIND A BETTER WAY INNOVATE FOR THE FUTURE ENJOY THE EXPERIENCE

Nghilazi Engineers was founded by

environment based on the

Julius Baloyi in the year 2018 as a

technology we are using.

100% black owned and managed

We challenge our thinking in pursuit

firm with diversified interests - which

of new solutions. We take

include the provision of General

calculated risks, we innovate,

Building Works, Electrical Engineering,

we experiment and simplify.

•

Test Systems; climatic, vibration, force, torque and shock testing.

•

Inspection systems; testing and control.

We have proficiency in all areas of telecoms, power transmission

Mechanical Engineering, Civil Engineering and Commercial

We are registered with the

and distribution, building, and

Cleaning Services. Our services

Construction Industry Development

mechanical and electrical projects

are focused on operational

Board (CIDB), the National Home

from LV to 500kV systems to

delivery, which is supported by the

Builders Registration Council (NHBRC)

telecommunication systems.

commitment of staff thereby resulting

and the Electricial Conformance

in a self-monitoring operation.

Board of SA (ECB).

Julius Baloyi has many years of work

Our Services

We have the volume to deliver services through all stages of project from planning, development, design and project delivery.

experience for major companies like Group 5. He holds a B Tech

Mechanical & Civil Engineering

in Power Engineering and Project

Heating, air conditioning and

We also have the proficiency

Management. He also holds a

ventilation systems are all key areas

to encompass our services to

Wireman’s License which means he

to consider as well as water cooling/

integrate with the client’s project

can COC his own projects.

heating, humidity control or air

management and design team.

Nghilazi Engineers houses talent with

filtration. Our systems are designed

qualifications and experience for the

to provide superior comfort and air

Throughout our years of trading, we

services they offer. This enables them

quality along with sensible controls.

have achieved continuous long-

to tackle projects from inception until

We continue to identify the latest

term growth and sustainability in our

completion, through the desired time

trends and new technologies while

business by providing our customers

frame, costs, quality and scope.

ensuring a design that is practical,

with the ultimate sales experience,

easy to maintain, and flexible.

high-quality products and legendary after-sales support. We aim to create

WE ARE RESULTS-FOCUSED

Services offered

value through leadership in every

RESPONSIVE, DYNAMIC,

•

Engineering Consulting

market in which we operate.

CHARISMATIC, FUN AND DIVERSE.

•

Water and wastewater

We aim to streamline processes

•

plants and pipelines

We offer a full variety of multi-

Commercial and

disciplinary expertise across the

residential buildings

various project stages comprising

overcomplicated for too long.

•

Land development

of planning, permitting, designing

We strive to make an impact

•

Infrastructure for sustainable

and professional services during the

energy projects

construction of mechanical, civil

and simplify what has been

on people, buildings, and the

166 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 2

EDITION

MASSLIFT AFRICA | INTERVIEW

and electricity transmission networks

Meeting all demands and ensuring

WE’RE NOT AFRAID OF PUSHING

from low and medium voltage

your building is as efficient and

BOUNDARIES TO SERVE OUR

distribution networks and high voltage

cost-effective as possible.

CLIENTS BETTER

network interconnection from power generation sites, mining and thermal facilities. Our clients include utility companies, mining companies, the SA Government, private-sector energy developers and contractors. Electrical Engineering Our expertise includes a full range of electrical services, from power quality and high-voltage networks to switchboards and uninterrupted power supplies. Our engineer’s design systems that will meet the code as well as the power, lighting, and control needs of your structure without over-engineering.

Services offered •

Engineering Consulting

•

Generator installation andmaintenance

•

Instrumentation

•

Electrical and building maintenance.

•

Power management.

•

Services; COCs, power sizing, replacement parts

•

Fire detection installations

•

Inverters, battery chargers, UPSs.

Work with a solution focused reliable team who never stop until the

Manhattan Office Park, 16 Pieter St, Highveld 012 004 2169 info@nghilaziengineers.co.za www.nghilaziengineers.co.za

job is well done.

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IMPUMELELO TOP EMPOWERMENT

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AUTOMOTIVE SECTOR OVERVIEW

THE ENGINE OF ECONOMIC GROWTH

Powering job creation in the automotive industry By Jessie Taylor

The automotive industry is currently a significant contributor to the South African economy and has long been used as a measure of the country’s economic performance. Not only does it support 110 000 jobs across various manufacturers, but it indirectly supports 1.5 million people through its wide network of suppliers.

KEEPING THE ECONOMY ON COURSE The South African automotive industry is one of South Africa’s largest economic sectors by revenue, contributing 4.3% to the country’s GDP. The industry accounts for more than 17% of the country’s manufacturing output.

The automotive sector is a key gauge of economic performance, and a close correlation exists between domestic new vehicle sales and the economy’s overall performance. This was evident in the new vehicle market’s robust recovery after the pandemic when it showed growth of 22.2% to 464 493 units.

168 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 2

EDITION

The sector relies on a network of thousands of companies that supply supplying parts, components, and materials, as well as a retail and vehicle maintenance network of dealers. According to The Automotive Business Council (Naamsa), “no other industry in South Africa has such an expansive

AUTOMOTIVE | SECTOR OVERVIEW

reach across the country, delivering economic benefits and creating jobs in so many different sectors”.

AUTOMOTIVE INDUSTRY EXPORTS

SOUTH AFRICAN AUTOMOTIVE MASTERPLAN IN A NUTSHELL: Double automotive employment in the supply chain

The 5th largest exporting sector

Grow the automotive industry from 600 000 to 1.4-million vehicles a year in production

The sector accounts for 18% of South Africa’s total exports

Increase local content in South African assembled vehicles from around 37% to 60% by 2035.

The automotive industry exports to 152 countries

South African vehicle production to 1% of global production by 2035

298 020 vehicles were exported in 2021 Automotive component exports were valued at R69-billion in 2021

DRIVING TRANSFORMATION THROUGH LOCALISATION Localisation – increasing the number of components assembled and manufactured in South Africa – could offer a significant opportunity to facilitate transformation in the automotive sector and facilitate the entry of BEE participants to its

THE FUTURE OF THE AUTOMOTIVE INDUSTRY The auto industry is undergoing rapid technological changes, with automation increasing and the manufacturing side of the industry moving towards producing components for electric vehicles. The industry is made up of seven main companies that make up the automotive assembly sector in South Africa. There are more than 400 other companies that manufacture automotive components. The automotive manufacturing sector has significantly increased capital expenditure over the last 15 years, spending more than R9-billion in

2020. Most of this spending was put towards automation, production machinery and plant equipment. This was accompanied by widespread workplace restructuring. The auto industry faces challenges in terms of black ownership, with all seven of South Africa’s major motor manufacturers being foreign-owned. This has required the industry to rely heavily on the Equity Equivalent Investment programme, which allows foreign companies to generate points in lieu of a direct sale of equity. This programme has seen the creation of the R6-billion Industry Transformation Fund, which establishes local component suppliers in the motor manufacturing supply chain. This fund has led to increased local production, black ownership and job creation. Transformation in management control is also improving in the industry, with around 11% of the sector having black CEOs. The sector still finds it challenging to implement gender equity, but there has been an increase in women taking up roles shopfloor rather than in clerical positions.

supply chain. To meet the objectives set out in the South African Automotive Masterplan 2021 - 2035, the South African automotive industry must create 485 new businesses in Tier 2 automotive products. Of those, 50% need

Sources: Business Tech Engineering News Naamsa Salam Gauge Report The Conversation

to be locally-owned and black-owned. South Africa contributes 0.7% of the global automotive manufacturing industry value.

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169

MASSLIFT AFRICA SOLE DISTRIBUTOR OF MITSUBISHI FORKLIFTS IN SOUTHERN AFRICA Interview with Masslift Africa, the sole distributor of Mitsubishi forklifts in southern Africa, discussing their recent recognition for service excellence, the products and services they offer, their company culture, diversity and inclusion policies, memorable achievements, and their CSI initiatives. Q: Congratulations on receiving the Top Empowerment Award for Customer Focus. What does winning this award mean to Masslift? We are extremely proud to be recognised for the one thing that our team has in common: Service Excellence. Winning the award was a great achievement as we are smaller compared to the others. We were recognised for being customercentric, and that is a pat on the back for us as we strive to offer the best service in the business. For an external party to recognise that, we were delighted. It was all based on how we measure our customer interactions, and they felt that we had a comprehensive approach, focusing on the customer's voice compared to others in the running. Q: Can you tell us about the products and services that Masslift offers both locally and on the continent? We offer a wide range of products, including internal combustion forklifts, counterbalance electric forklifts, and warehousing equipment, which includes power pallet trucks, stackers, high-level order pickers, and VNA (Very Narrow Aisle) equipment. Our forklift range includes the Mitsubishi Ninja (2 - 3 ton range), the Mitsubishi Grendia, the Mitsubishi counterbalance range (FBCB range and FBTCB 3-wheel range) and the Carer big electric forklift range for niche markets.

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Q: What is the Masslift Ninja Culture? At Masslift Africa, we believe that an organisation with a strong and positive culture creates trusting relationships with stakeholders. The Masslift Ninja is our culture spokesperson. As a collective, we refer to ourselves as Ninjas because this concept embodies our cultural pillars, our values, and the way we need to think and act in order to achieve our goals. Traditionally the Ninja has worked alone. At Masslift, we bring together individuals who come from diverse backgrounds, all equipped with unique skills and, when combined, we create a synergised highperforming group environment. We are a unique collective of Ninjas, we are fun and playful towards one another but calm, mindful, focused, and productive in our individual roles. Q: How does Masslift ensure that diversity and inclusion are embedded in the company's culture and policies? Masslift's policies are aligned with all relevant legislation to ensure diversity and equality. One of Masslift's values also speaks towards diversity and inclusion. We are proud to be a 71% black-owned business, and this reaffirms our drive towards economic transformation and the desire to help lift our country to new heights. Our transformation agenda has ensured that our leadership and the middle managers are representative of the demographics of the country, which has been an incremental improvement over a number of years. Q: What have been some of your most memorable achievements? Some of our most memorable achievements include celebrating 30 years in the industry, upgrading our staff count by 25% in the past 18 months, receiving awards from our principal, Mitsubishi Forklifts, for improving market

EDITION

share in internal combustion, electric and warehouse trucks as well as Top Market share for the 2020/21 period for electric and warehouse trucks and obtaining MerSETA accreditation. Q: Can you describe your CSI initiatives? Masslift Africa is committed to giving back to the community. One of our initiatives includes working closely with the Mahon Foundation which aims to empower the next generation of South Africans through scholarships, bursaries, and career furthering programmes. In saying this, we have donated over R250 000 to the foundation since 2018 and believe in investing in the youth and empowering them through educational programmes and training. We have recently made a joint donation with our stakeholders to the Nelson Mandela Children's Hospital at our golf day and gala dinner event, commemorating our success in memory of Madiba as we all celebrate Nelson Mandela Day. The contributions made by Masslift Africa and its stakeholders will make a significant difference in changing the lives of the most vulnerable people in our society by providing muchneeded Healthcare. Q: How important is ESG to Masslift? Being a responsible world and corporate citizen is a very important part of Masslift's DNA and we are constantly exploring ways to play a positive role in the Environmental, Social and Governance departments. Our commitment to ESG principles is demonstrated through our sustainability practices, which are integral to our business operations. Q: Can you please unpack some of your sustainability practices? We have implemented a number of initiatives to reduce our carbon footprint and conserve natural resources.

MASSLIFT AFRICA | INTERVIEW

For instance, we have switched from using bottled water to water coolers in our offices to reduce plastic in the environment, installed energy-efficient bulbs throughout our branches, and implemented e-invoicing and e-statements as well as double-sided printing to reduce paper usage in the business. We have also implemented a waste management programme to reduce our waste production and recycle materials wherever possible. In terms of social responsibility, in addition to our CSI initiatives focused on education and healthcare, the upskilling and development of communities within which industries operate is critical to ensuring economic growth and a prosperous future for the country. Masslift Africa is having a positive impact on alleviating unemployment by providing employment opportunities for those communities within which the company operates through our accredited apprenticeship programme. Once employed, the company also aids in their skills development by constantly providing mentorship and training for them to stay up to date with the industry. Finally, we uphold the highest standards of governance by adhering to all relevant regulations and ethical principles. We believe in transparency and accountability

in all our business dealings, and we strive to maintain the trust of our stakeholders by upholding the highest standards of integrity and professionalism. Q: What exciting plans do you have for 2023? From a product perspective, we don't have any major plans to expand as we are busy consolidating our existing products and services. Our focus for 2023 is on further developing our internal capabilities and people development. We have recently been accredited by MerSETA – the Manufacturing, Engineering and Related Services Sector Education and Training Authority - to run a learnership scheme. This scheme will enable us to upskill our existing employees and attract new talent to the company. Right now, it's all hands on deck to ensure we offer the service that we promised to our customers when we do deals with them. It's infrastructure and footprint building, making sure we upskill and train our staff, upgrading our accounting system and updating our entire performance management programme. In conclusion, at Masslift, we are committed to creating a sustainable and responsible business that benefits all our stakeholders. Our focus on ESG

2 2 ND E D I T I O N

principles, as well as our commitment to people development, will enable us to achieve our long-term goals while creating value for our customers, employees, shareholders, and the broader community. Commitment to people development will enable us to achieve our long-term goals while creating value for our customers, employees, shareholders, and the broader community.

34 5th Street, Wynberg, Sandton Park: GPS ADDRESS - 766 5th Street, Wynberg, Sandton 011 786 8524 sales@mlift.co.za www.mitsubishiforklifts.co.za

IMPUMELELO TOP EMPOWERMENT

171

Leading automobile manufacturer, Beijing

components, auto services and trade,

passenger vehicle production facilities and

the largest automobile manufacturers in

investment and general aviation. Since

more than ten provinces and municipalities

produced the Jinggangshan sedan, the

regions of five countries across the world.

developed and manufactured China’s first-

been built in over 30 countries and regions,

first-generation light truck. The company

80 countries and regions worldwide.

China’s first joint venture specialising in

of innovation-driven development

Co., Ltd and Beijing Benz Automotive Co., Ltd.,

connectivity and sharing, BAIC has

venture and cooperation.

of resources and restructuring of core

BAIC owns a number of well-known

new energy vehicle industry in advance,

Beijing Motor, BAIC BJEV, BAIC ORV, Beiqi

the industrialization of forward-looking

Beijing Benz Automotive, Beijing General

big data, focused on the core competence

Center. With Beijing as the centre, BAIC

the after-market and accelerated the

passenger vehicles and commercial

its strategic transition from a traditional

vehicle production facilities, joint venture

oriented manufacturer.

Automotive Industry Corp. (BAIC), one of China continues to invest in South Africa

through a joint venture with the Industrial Development Corporation (IDC) that led to the formation of BAIC South Africa.

Today, this single, largest investment in the

country’s 40 years of investments, boasts a local manufacturing and assembly plant in Gqeberha and a network of over 23 dealerships nationwide.

BAIC Group, with its significant influence and economic strength in the global automobile industry, ranked 162 on Fortune 500 list with a business revenue of 481.76 billion RMB. This global brand has been listed in the

Fortune 500 for ten consecutive years, fully highlighting its strength in highquality development.

For more than 65 years with headquarters in Beijing, BAIC has now developed into a

large state-owned automobile enterprise

group covering the R&D and manufacturing of complete vehicles and parts and

172 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 2

integrated mobility services, finance and

general aviation production facilities in

1958 when Beijing Automotive Works

in China. Its R&D system is seen in seven

first model developed on its own, BAIC has

BAIC vehicle factories and KD factories have

generation light off-road vehicle, and the

whose products are sold to over

also established Beijing Jeep Corporation,

In recent years, upholding the philosophy

vehicle manufacturing, Beijing Hyundai Auto

characterised by electrification, intelligence,

the model of strengthening strategic joint

vigorously advanced the integration

competence, planned for presence in the

subsidiaries and R&D facilities, including

conducted research on and explored

Changhe, Beiqi Foton, Beijing Hyundai Motor,

technologies like intelligent connectivity and

Aviation and Beijing Automotive Technology

of its own brands, worked intensively on

has established production facilities of

pace of going global, so as to push forward

vehicles of its own brands, new energy

manufacturer to service and innovation-

EDITION

BAIC IN SOUTH AFRICA

“Your Wish, Our Way” philosophy

South Africa. The BAIC SA plant will upgrade

BAIC Group will remain committed to the

the traditional manufacturing techniques

philosophy of “Your Wish, Our Way”, and take the path to sustainability featuring large-scale, high-end, service-based,

international and low-carbon development, in a bid to build itself into a service and

innovation-oriented manufacturer, provide the public with high-tech, quality, safe

and eco-friendly travelling solutions, and become an internationally competitive automaker and service provider and a

leader in quality and pleasant travelling.

the field of manufacturing technology, from by increasing automatic technique rate

and quality and decreasing waste zgas emissions.

One of BAIC’s flagship SUVs, the BEIJING X55 was selected as the 2023 South African Car of the Year finalist, a significant accolade given that BEIJING X55 was only launched in November 2022. This compact SUV with avant-garde styling, excellent power, advanced technology and the

A truly global brand

latest generation of the BAIC Group’s BMFA

BAIC has developed 30 sales channels and

platform chassis platform, underpins future

sales channels and 196 service outlets in 30

hybrid vehicle models.

100,000 sets sold overseas on a cumulative

The company also boasts other futuristic

some other destinations of the automobiles

the B40 Plus and B80, which are both

171 sales outlets and established 41 after-

countries across the world, with more than

(Beijing modular functional architecture)

traditional fuel vehicle models and plug-in

basis and covering Asia, Africa, America and

vehicles in the offroad market, most notably

exported from China.

inspired by BAIC’s ties to both Jeep and

In terms of the construction of bases, on July

back to the 90s and the latter having been

24, 2018, witnessed by the heads of State of

China and South Africa, the general welding workshop of BAIC’s South African project

was inaugurated, and the first X25 vehicle

successfully rolled off the production line. At the ceremony marking the event, Chinese President Xi Jinping highly praised and

affirmed the project, which has a planned output of 40,000-50,000 sets each year.

The BAIC SA plant is not just the biggest auto manufacturing facility in scale invested by a Chinese enterprise in South Africa and in the entire African continent, it is

also a typical example of the successful combination of the need for industrial

development and investment in South

Africa and the manufacturing capacity

and internationalisation from China. It will

| ADVERTORIAL

Mercedes-Benz, with the former stretching

established in 2005. Offered in China since 2016, the B80, like the model positioned

below it, the B40 PLUS 8AT, available in 2

litre Petrol Turbo or 2.0 Diesel Turbo, is the

result of a joint venture between BAIC and

in this case, Mercedes-Benz. The B80, which is currently used by the Chinese military,

measures 4 765 mm in overall length, with its wheelbase stretching 2 800 mm and width 1 890 mm.

The BAIC Group continues to transfer its experience in terms of skills, technology and management to South Africa via their experienced managers in BAIC SA, to help

cultivate and develop local management and personnel, ultimately contributing to job creation, training and management

also remarkably enhance the upgrading

skills improvement. BAIC SA believes all

Group will devote its resources in capital,

industrial modernisation process in South

machinery manufacturing capability in

relevant products to the local consumer.

of industrialisation in South Africa. The BAIC

these factors will dramatically enhance the

technology and management to promoting

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PROPERTY SECTOR OVERVIEW

INCREASING JOBS THROUGH REAL ESTATE Tackling transformation challenges By Jessie Taylor

The property market contributes R5.8-trillion to South Africa’s GDP, according to the Property Sector Charter Council. But despite its economic importance, it is highly susceptible to economic shifts such as changes in the repro rate, employment levels and minimum wages. All of these affect who can afford to purchase property, and in turn, affect the sector’s performance.

A BUOYANT MARKET CREATING JOBS The South African housing market is highly reliant on the financial services sector’s appetite for lending. This remained high during 2022, with mortgages as a percentage of the

purchase price rising as high as 93%. This saw the number of properties sold during the first half of 2022 staying above pre-pandemic levels. This strong performance saw an increase in employment, with Stats SA recording a 0.3% increase in

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employees (6 000 people) in the financial intermediation, insurance, real estate and business services industry – into which the property sector falls – year-on-year. Gross earnings by employees also rose yearon-year by almost 4% (R7.9-billion).

PROPERTY | SECTOR OVERVIEW

The financial, real estate and business service sector accounted for 22% of the country’s real value added.

EMPLOYMENT IN THE FINANCIAL INTERMEDIATION, INSURANCE, REAL ESTATE AND BUSINESS SERVICES INDUSTRY 2 351 000 employees in September 2022 2 113 000 full-time employees in June 2022

238 000 part-time employees in June 2022

TRANSFORMATION THROUGH PROCUREMENT According to the Property Sector Charter Council, more of the industry should be encouraged to procure from black- and women-owned businesses. It also has lobbied for the government, with sizeable property holdings, to procure at least 60% of all property services and professionals from majority black-owned companies, suppliers and service providers. The Council has also advocated for increased transparency in procurement, including public advertising, and the development of B-BBEE procurement policies to ensure companies spend a minimum of 50% of all procurement of property and professional services with black-, women- and youth-owned companies.

Gender equality remains a particularly challenging area for the sector.

PROCUREMENT IN THE PROPERTY SECTOR 12% of procurement is spent with majority black-owned (51%+) companies 5% of procurement is spent with black, women-owned companies

CHALLENGES IN MEETING TRANSFORMATION TARGETS While the industry plays a key role in the economy, the property sector has struggled to reach its transformation targets. The Sanlam Gauge Report found that the sector had low management control figures and high financial barriers to entry, saying it had “a long way to go in terms of meeting B-BBEE targets”. While all the sectors reported on struggled with management transformation, the property sector ranked lowest, achieving only 35.5% of its target. The sector faces unique challenges in that it is a highly specialised industry, and professionals can take years to gain the skills and experience required to successfully control and manage a property company. In addition, many companies require access to capital – a significant barrier to entry - while facing generally long-term returns. These challenges have contributed to low ownership scores in the sector. The property industry achieved 67% of its ownership target. In terms of ESD, the sector scored 62% of its target and it scored 66.6% in skills development.

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A report by the Women’s Property Network estimated that on average for the past nine years, male executive directors have held 85% of posts, with women in only 15% of the roles. In 2021, six out of 24 real estate investment trusts listed on the JSE had 100% white, male executive directors.

TRANSFORMATION IN REAL ESTATE INVESTMENT TRUSTS EXECUTIVES In 2021, 81% of executive directors were male and only 19% of positions were held by women In 2021, 76% of executive directors were white and only 24% were people of colour. Between 2013 and 2021, an average of 78% of executive directors were white, with people of colour representing 22% at the executive level.

However, most companies met their targets in terms of women and people of colour holding positions in the nonexecutive workforce

TRANSFORMATION IN REAL ESTATE INVESTMENT TRUSTS NON-EXECUTIVE WORKFORCE 12% of procurement is spent with majority black-owned (51%+) companies 5% of procurement is spent with black, women-owned companies Sources: Salam Gauge Report | State Of Gender Diversity In The Listed Real Estate Sector 2022 | Daily Maverick | Property Charter Sector Council Business Tech | SAIBPP

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“I’ve realised that you will only be successful at what you do when people can associate you with what you do,” says Yusuf Essa, who’s affectionately known as “Choppee” by friends and the business community. It’s that nickname that inspired the name of his international award-winning real estate business, Choprop SA, which he started with his late wife, Shazia.

to look for a job,” he says, speaking of the

for one of the largest producers at the time,

numerous Indian immigrants, many of whom

eventually becoming a manager. This was

worked in the sugar cane fields. But his

followed by another entrepreneurial venture,

grandfather became an entrepreneur

which saw him supplying FMCG products

and it’s this influence that has shaped

to various retailers until 2007.

Yusuf into who he is today. “I also had a few Vodashops over the years He highlights how his story is not different

that I invested in,” says Yusuf. “I used to have

from many of the descendants of Indian

cellphone stores in areas like Mabopane,

immigrants who arrived in South Africa in the

Mamelodi, Soshanguve, Tembisa

late 1800s and early 1900s and eventually went into the retail sector, with many

Yusuf and Shazia ran various businesses

businesses concentrated around transport

before getting into property, which has seen

hubs, which presented great opportunities

the business grow and along the way it has

for entrepreneurs.

made a tangible impact by not just being a profitable business, but also a difference

“Back in the day, the easiest thing to do

in the lives of people who themselves have

when you wanted to leave school was to say

been able to get into the industry. Here he

‘Dad, I want to leave school,’ they’d say

tells us about the origins of Choprop, what’s

‘okay, I’ll open up a shop for you,’

given them a competitive advantage and how transformation has been woven into the fabric of the business

Born for business Yusuf’s influence in his entrepreneurial career began a century ago when his grandfather emigrated from India to “settle down and look for greener pastures in South Africa”.

or ‘go open up a shop.’” Having lost his father at an early age, the experience of seeing the struggles his mother went through with his four siblings inspired him to focus on making a success of his life, which

and KwaMashu.” This was in addition to the four large cash ‘n carry businesses and supermarkets. In 2007, Yusuf and Shazia decided to sell their business and try something different. It was then that they began a small real estate agency in their garage at home. It was then that Choprop SA was born.

Choprop as a vehicle for change Before they went into real estate, Yusuf and Shazia would occasionally buy property which they would rent out to tenants and

he has certainly done. Yusuf dropped out

built up a portfolio, which made the shift into

of high school and worked various jobs but

the industry a natural one.

found that there were few employers who were willing to “empower anybody

“When we started off Choprop, 16 years ago,

besides themselves”.

we decided that we, firstly, manage our own portfolio and we’d go and do the same sort

He began selling hot dogs and after a year,

of management for people out there that

“They came onto the ship with a couple

he started his first business - a café. He went

needed their properties managed,” says

of rupees in their pockets and they came

on to being a sales rep at a biscuit factory

Yusuf. Secondly, they decided they would

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CHOPROP SA | INTERVIEW

also get into sales as real estate agents.

Using funds from the sale of his cash ‘n carry

It’s these aspiring property gurus who Yusuf is

Offering a wide range of services, and having

in Mabopane, he went about marketing and

looking to connect with, along with anyone

multiple income streams is one of the things

building up training capacity for the project.

that has given Choprop SA a competitive

Of the thousands of people he’s trained, less

advantage, and helped it achieve so much

than a hundred have made it, due to the

success. They describe it as a “supermarket

difficulties the industry presents. Yusuf is

of real estate services,” apt considering Yusuf’s background in retail. While Yusuf’s sales skills shone through, falling sick and seeing how reliant the business was on his charisma and ability to close a deal led him to form the Academy of Learning,

proud that those who have succeeded

who’s looking to buy property or invest in the journey Choprop SA has been on. He considers himself a nurturer, and nurturing relationships is at the heart of his business. “Our clients are not clients, they’re family.”

have significantly improved their lives.

After sharing his idea for an empowerment project with the Minister of Housing at the time, Yusuf was instrumental in the ‘One Learner, One Agency’ programme. This

Company Details

desire to help is what inspired his signature

Choprop House-146 Willem

visiting various nearby townships to share his

programme, ‘Become a Property Guru’,

Botha, Centurion, South Africa

knowledge. Through the Thola Umsebenzi

which allows aspiring agents the opportunity

project, he was able to go on roadshows

to learn and become Choprop SA’s trade

and introduce unemployed people

partners, providing these trade partners with

with manual labour backgrounds

the benefit of knowledge and branding,

to real estate as a career.

without having to pay the costs of franchising.

where he could teach others the skills that he had used to such good effect. He began

012 653 4444 reception@choprop.co.za www.choprop.com

AGRICULTURE SECTOR OVERVIEW

THE AGRICULTURAL SECTOR CONTINUES TO DRIVE ECONOMIC GROWTH IN SA By Sinazo Mkoko

Crucial to fostering economic growth, alleviating poverty and improving food security in South Africa, the agriculture sector is one of the biggest contributors to the country’s GDP growth and has been one of the strongest performers in South Africa in recent years, according to the Bureau for Food and Agricultural Policy (BFAP).

OVERCOMING NEW CHALLENGES POST-PANDEMIC According to Stats SA, the production from the agriculture sector increased by 19.2% in the third quarter of 2022, contributing 0.5 of a percentage point to GDP growth. This, they said, was mainly associated with a rise in the production of field crops and horticulture products. “After contracting by 0.7% in the second quarter of 2022, the economy rallied in the third quarter, expanding

by 1.6%. The agriculture, finance, transport and manufacturing industries were the main drivers of growth on the supply side of the economy. The demand side of the economy was lifted by a rise in exports and government consumption.” - Stats SA. Stats SA said eight of the ten industries recorded an increase in economic output in the third quarter of 2022 and agriculture, forestry and fishing was the largest positive contributor.

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President Ramaphosa commended the growth. He said that given the condition of the country’s economy, there was no room to be complacent, but there was one to acknowledge that the economic recovery is in progress and that the Economic Reconstruction and Recovery Plan, conceived amid the COVID-19 pandemic, was bearing fruit. “We owe the progress we are making to the high-level partnerships between government and all sectors of our economy, as well as to the hard work of

AGRICULTURE | SECTOR OVERVIEW

millions of South Africans who report for duty or open their businesses daily to add value to our economy and bring services and products to the nation. “Through increased economic activity, we will see more and more South Africans in employment and sharing in the prosperity of the nation.” - President Ramaphosa Chief Economist of the Agricultural Business Chamber of South Africa (Agbiz), Wandile Sihlobo shared that while the sector boosted GDP in the third quarter of 2022, it still faced hurdles: “The better yields of some field crops (mainly summer grains and oilseeds) and horticulture, combined with relatively higher prices, specifically grains and oilseeds, underpin this improvement. Also worth noting is that the summer grains harvest, typically in the year’s second quarter, was delayed by roughly a month and fell into the third quarter this year. In a slightly more technical sense, the weak growth in the last quarter also created a lower base, setting the ground for a recovery in the third quarter,” he said.

CROPS

The International Trade Administration (ITA) states that South Africa has by far the most modern, productive, and diverse agricultural economy compared to the rest of the African continent.

According to Statista, in 2021/2022, the production of maize was approximately 15.3 million metric tons. “This represents a drop of around 10 percent from previous years. In 2015/2016, South Africa experienced a decline reaching about 8.2 million metric tons. A fundamental reason for this was the severe drought that occurred between 2015 and 2017. However, from 2000 to 2022, an increase of roughly 96.3 percent can be recognised,” they said.

“South Africa has a well-developed agricultural sector, which will stand the country in good stead in the face of continuing uncertainty both economically and in terms of the weather. There are many factors impacting on the industry – including credit ratings downgrade, land reform concerns, volatile exchange rate, ongoing weather concerns and the latest COVID-19 pandemic.”

When it comes to sugar cane, the country saw a production of around 18 million metric tons of sugar cane in 2021/2022. “The preliminary volume dropped in comparison to the preceding year. Over the last two decades, the quantity of sugar cane produced in South Africa followed a declining tendency, with several fluctuations. The trend is related to farmers substituting their production of

sugar cane for other more profitable and less capital-intensive crops. Increases in sugar taxes, decreasing prices, and lower import prices are the main reasons for the substitution.”- Statista. Sihlobo said the country’s quarterly agricultural gross value-added figures tend to be quite volatile and they still expected a mild contraction in the gross value of the sector in 2022. “This is mainly because of a decline in some field crop harvests, such as maize, which is down 6% y/y, estimated at 15.4 million tonnes, possible poor performance in sugar cane, and challenges in the livestock industry which struggles with biosecurity weaknesses. Moreover, the base effects after two years of solid growth, where the sector expanded by 14.9% y/y in 2020 and 8.8% y/y in 2021, will also be an additional factor to the potential annual contraction,” he said.

Sources: BFAP | Trading Economics | Stats SA | Statista SA | Agricultural Economic Today

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ST TSHABALALA AGRI CONSULTING PTY LTD OFFERING PROFESSIONAL SERVICES TO FARMERS, COMPANIES & MUNICIPALITIES

We are an agricultural management consulting company with the aim to assist and develop farms in and around South Africa. The company is 100% black-owned and was formally established in 2020. We are driven by a well-versed individual with 19 years of expertise in the agricultural space. At STT Consulting, we provide service and solutions to small-scale farmers with long-term sustainability and functionality to our farmers and

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clients at large. The company has developed professional integration with our companies to complement its vision. Such a relationship serves as a basis for ST Tshabalala Agri Consulting Pty Ltd progress thus far. ST Tshabalala Agri Consulting Pty Ltd has 3 years of formal consulting, and 16 years of doing informal consulting services. The company has developed professional integration with other companies to complement its vision. Such relationships serve

EDITION

as the basis for ST Tshabalala Agri Consulting Pty Ltd progress thus far. Our Services Environmental assessments We evaluate the property’s potential for the presence of environmental attributes, considering everything from endangered species to existing hazardous waste. Agricultural consulting We do hands-on experience providing remote or on-site

ST TSHABALALA AGRI CONSULTING PTY LTD | ADVERTORIAL

specialised troubleshooting and technical agricultural consulting services in livestock production, crop production, agricultural economics and agricultural engineering.

Management team

Advisory Consultants

Sbusiso Tshabalala - Director,

Quality management We ensure quality produce from healthy crops and animals using management practices that are sustainable from animal welfare, social, economic and environmental perspectives.

PhD Candidate (UFS)

Mr. H Van Zyl - Structural Engineer (Namibia) Mrs. N Tshabalala - B.Soc Science: UKZN Forensic Associate/ Administration. Mr. M. Mdakane - BA of Arts Graphic Design - Pearson Institute of Higher Education Mr M Sabelo - Refrigeration and Cold Rooms Specialist (Panelling)

Training and conferences We develop skill-based training modules with the aid of Skills for all essential Agricultural sectors, which can be beneficial to workers, smallholder farmers and management training courses.

African Farmers' Association of South

Project management We manage and control the entire design, engineering, procurement and construction process of agricultural projects and provide clients with flexibility and security for managing change during the project lifecycle. Research and surveys We offer consulting and training services to public institutions and private companies in some of the provinces of South Africa

Agribusiness Specialist and Head of Farmer Support Qualifications: MSA Sustainable Agriculture (UFS) Advance Project Management (Wits) Professional memberships South African Society for Agricultural Extension (SASAE) Africa: (AFASA) Nthatisi Tshabalala - Head of Farmer Support and Risk Analyst Qualifications: B Soc Science (UKZN) Senior Technical Team and Advisory/Consultants

Senior Technical team Mrs. M Chamane - BSC Honours in Accounting (UFS) - Registered CA Ms. Nomagugu Khathi - National Diploma in Food Technology (DUT) Mr. N Gumede - Btech in Food Technology (DUT) Ms. Phindile Ngubane - Researcher (PhD Candidate: Business

sbusiso@sttconsulting.co.za info@sttconsulting.co.za www.sttconsulting.co.za sttshabalala @ /sttconsultingpty @ /sttconsult

Management, (UKZN).

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RETAIL SECTOR OVERVIEW

SHOPPING FOR ECONOMIC GROWTH

Retail sector continues to lead employment By Jessie Taylor

The retail sector in South Africa is the second-largest employer after the government and the third-largest sector of the South African economy. It is estimated that the sector employs more than 20% of the South African workforce.

A KEY REVENUE GENERATOR The largest retailer in the country boasts a market capitalisation of R130-billion, more than its next two competitors combined. The landscape is dominated by several high-profile organisations that reported a 3.1%

increase in revenue in 2021, according to Labour Research Service’s Retail Sector Report 2022. However, retail is still not performing at the levels it was before the COVID-19 pandemic. This was especially clear

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during 2021, the first 11 months of the year saw the total retail trade sales 4.7% lower than during the corresponding period in 2019. The sector has more recently been hampered by power cuts, inflation, high-interest rates, and the conflict in

RETAIL | SECTOR OVERVIEW

Ukraine’s impact on supply chains. Financial pressures faced by most South African households mean that consumers are now spending less on alcohol, clothing, eating at restaurants, furniture, appliances and hotels. The pandemic also led to changes in the way households shop, with more moving towards online shopping than visiting retail spaces. Although the sector is a key employer, there remains a significant wage gap between the highest and lowest-paid workers. To address this, some retailers have established a minimum wage of more than 8% above the national average.

EARNINGS IN THE RETAIL SECTOR

A MOVE TOWARDS ONLINE RETAIL The pandemic caused retailers to increase their online capabilities and resulted in most major retailers releasing same-day delivery services and Rapid Grocery Delivery apps. In the last two years, South Africa’s online retail has more than doubled. At the end of 2021, online retail was estimated at 4% of all retail in South Africa, with some retailers recording online sales ranging from only 2% to 5% of total sales.

UPTAKE OF ONLINE RETAIL SHOPPING

In 2022, on average general assistants and trolley collectors earned around R4 500 per month

In 2022, 28% of connected South Africans reported using a Rapid Grocery Delivery (RGD) app in the last month.

Cashiers earned slightly higher at around R5 000 a month

49% of respondents said they used an (RGD) app at least weekly

Managers earned around R9 000 per month

62% of respondents said they intend to use an (RGD) app more often.

REMUMERATION INCREASES On average, from 2020 to 2021, average total executive remuneration went up over 100% From 2020 to 2021, the average non-executive remuneration went down by 1.8%.

UNTAPPED POTENTIAL The retail sector is one of those affected by the Employment Equity Amendment Bill of 2020, which was signed into law last year and is set to

come into effect on 1 September 2023. The Bill introduces various amendments to the affirmative action provisions of the Employment Equity Act of 1998. These new provisions aim to achieve more rapid transformation in the workplaces of designated employers. The amendments will empower the Minister of Employment and Labour to set sector-specific employment equity targets. These sectoral targets may differentiate between occupational levels, sub-sectors, regions, or any other relevant factor. Among the sectors that this will apply to are wholesale and retail, education, accommodation and food services, and financial and insurance activities. Consultation with these sectors has already been completed. To incentivise employers to meet targets, the amendment states that certificates will be issued if the employer has complied with any applicable sectoral targets or has raised a reasonable ground for non-compliance; has submitted its most recent employment equity report; and has, within the previous year, has not been found to have breached the prohibition on unfair discrimination, or paid wages below the level of the minimum wage. These certificates will be important in securing state contracts, and noncompliant companies could face fines of between R1.5-million and R2.7-million. A new online assessment system will be created to monitor the implementation of sector targets. The first year in which the sectorspecific targets will apply is 2024.

Sources: KPMG | StatsSA Business Tech | Fortress Real Estate Investments Retail Sector Report 2022 | BizCommunity

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PODCAST | MAMONGAE MAHLARE

9 tips from Takealot’s CEO: HOW TO BREAK INTO RETAIL WITH E-COMMERCE Did you know e-commerce makes up 4% of the retail sector in South Africa? Did you know Takealot has over 7 700 SMMEs on their platform? Meet Takealot Group CEO, Mamongae Mahlare, who succeeded Founder and Chairperson, Kim Reid, in 2021. The needs and demands of consumers have shifted and Mamongae is tasked with leading an organisation that is paving the way for the future of retail. In the latest Business Unusual Podcast, Ralf Fletcher, CEO of Topco Media is in conversation with Mamongae about the transformative impact of e-commerce, what it takes to solve complex problems and what we need to consider as e-commerce continues its growth.

10 KEY TAKEAWAYS TO LISTEN OUT FOR IN THIS PODCAST:

ERE TO AC

S T S . > CL

The evolution of e-commerce in South Africa in the coming years will be different to the trajectory of the industry in developed economies

Competition is good. Amazon expanding into South Africa is an opportunity to transform the economy

E-commerce platforms open up access to markets

A business model like that of Takealot has the knock-on effect of helping other businesses grow

When venturing into a market its important to understand the context and the culture of the region

You cannot be the stumbling block to the growth of your organisation

Coming up with a solution to start with understanding what the problem is that needs to be solved

Take each possible solution and ask “‘what would need to be true for that to be the answer?”

10. We need to be intentional about creating opportunities for women

S TH E B USI N

For e-commerce to reach its potential, the regulatory framework needs to allow for innovation

C ES

H CK

NUSUAL

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JOYLYNN KIRUI | PODCAST

She’s hacking companies to help them MEET MICROSOFT’S JOYLYNN KIRUI Microsoft Senior Cloud Security Advocate Joylynn Kirui is what is known as a ‘white hat’ - an ethical hacker. Her job is to do everything a hacker would do to compromise a system and she’s always had consistent success doing so. The Africa Tech Week speaker has hacked into everything. It’s no wonder she was named Hacker of the Year in 2020 and recognised as a finalist in the Top 50 Women in Cybersecurity in the same year. In this Business Unusual Podcast, Koketso Mamabolo engages in conversation with Joylynn about why businesses hire hackers and how the African continent is faring on the cybersecurity front. She shares with us the importance of developers, businesses and consumers being aware of security threats and protecting personal data.

10 KEY TAKEAWAYS LISTEN OUT FOR IN THIS PODCAST

•

“A hacker has to be lucky only once”

•

We don’t care enough about cybersecurity

•

It’s important for business to anonymise their customer’s data

•

Customers need to protect themselves too

•

Developers are the first-line of defence

•

“If you don’t have security incorporated into your system it’s like you build a very beautiful house and you leave it without doors and you leave it without windows”

•

In cybersecurity, the more things change the more they stay the same

•

Black Hats compromise a system for their own benefit; White Hats are given permission to compromise a system

HERE TO AC

S TH E B USI N

S T S . > CL I

Joylynn Kirui is a Microsoft Senior Cloud Security Advocate based in Kenya. A computer science graduate of the United States International University-Africa, she was previously an assurance officer at Safaricom, after having held positions as a SOC analyst and information systems auditor. Joylynn’s work involves empowering developers and businesses to make their systems more secure in what she calls “developer relations’’. Drawn to cybersecurity after being hacked in university, she now shares her knowledge through training and mentorship.

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NUSUAL

MODERN CENTRIC

SPECIALISING IN TRANSFORMATIVE AND LONG-TERM HUMAN CAPITAL MANAGEMENT

he workplace is constantly changing, and the need for a more diverse and inclusive workforce has never been greater. The pool of available talent in South Africa is vast and diverse, but many organisations struggle to access and retain this talent. This is where Modern Centric enters the picture. Modern Centric is a human capital partner founded in 2013 with the mission of connecting forward-thinking organisations with top talent that better represents South Africa's diverse workforce. Our distinct approach to human capital management has made us an enabler for both the private and public sectors, providing longterm solutions that add value to the organisations of all of our clients. Modern Centric specialises in transformative and long-term human capital management. Through strategic transformation and expert advice on human capital management, we believe in driving innovation and sustainability and assisting organisations in making a positive impact on society and the environment. Skills and Training Advisory, Recruitment Consulting, Youth Development, Persons with dis-Abilities Recruitment, Management, and B-BBEE Advisory are among our core business offerings. We believe that a more diverse and inclusive workforce is critical for organisational success, and we are committed to assisting our clients on this journey. Organisations can unlock the potential of a broader range of talent and create a brighter future for all by embracing diversity and inclusivity. Finally, Modern Centric is committed to transforming the workforce and

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fostering a more sustainable, diverse, and inclusive workplace. If you're ready to take your company to the next level, contact us for a free consultation.

SED activity • • • • •

Food Security Modern Urban Farming Solutions Agripreneur Development Mental Health & Wellness Zakhele Re-Usable Sanitary Towel

Exciting highlights for the year Modern Centric is a human capital partner that is dedicated to transforming the workforce and creating a more inclusive world of work. Our innovative approach and commitment to sustainability have earned us recognition both locally and internationally.

MODERN CENTRIC | ADVERTORIAL

The impact of technology on the recruitment sector The integration of technology in recruitment processes has greatly expanded the reach of hiring managers, granting them access to job candidates from all corners of the world. This not only increases the appeal of international recruitment, but also enables companies to outsource work based on the skill sets of the most qualified candidates.

Key trends in recruitment technology 1.

Persuasive Candidate Experience: Technology has revolutionised the way in which job candidates interact with potential employers, creating a more persuasive and engaging experience.

Remote Workforce: The COVID-19 pandemic has accelerated the shift to remote work, and this trend is expected to continue well into the future.

Booming Social Media Recruiting: The widespread use of social media platforms has created numerous opportunities for companies to connect with potential candidates and promote open positions.

Advances in Recruitment AI: Artificial intelligence has become increasingly prevalent in recruitment processes, helping companies to sort through resumes and select the most qualified candidates.

Emphasis on Soft Skills: A study by LinkedIn revealed that 89% of poor hires often lack key soft skills such as collaboration, teamwork, creativity, adaptability, persuasion, and time management. As a result, companies are placing more emphasis on these skills in their hiring processes.

Project-Based Hiring: Companies are moving away from traditional permanent employment models and instead

In our efforts to empower youth, we have successfully placed over 100 individuals into employment opportunities. This is a testament to our commitment to bridging the gap between talent and opportunity. Furthermore, through our Agri-Preneureship programs, we have built partnerships with various entrepreneurs and impacted the lives of over 20 youth with dis-Abilities. Our focus on empowering individuals with diverse abilities is a cornerstone of our mission to create a more inclusive workforce.

opting for project-based hiring, which allows them to bring in specific talent for specific projects and adapt to changes in their workforce needs.

At Modern Centric, we are dedicated to making a positive impact on society and the environment through human capital management. Join us in our mission to create a brighter future for all.

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GOLD CIRCLE MAKING A POSITIVE CONTRIBUTION TO THE UPLIFTMENT OF DISADVANTAGED COMMUNITIES Racing Clubs in 1996, namely; the Durban Turf Club, Clairwood

July remains a pinnacle event, not only on the racing calendar but on the South African social calendar as well,”

Turf Club and Pietermaritzburg Turf Club, Gold Circle is today

says Michel Nairac, Gold Circle’s CEO.

Created by the amalgamation of three of South Africa’s top

part of a multi-faceted and integrated industry, organising thoroughbred horseracing events in KwaZulu-Natal. Gold Circle is non-proprietary, as it does not distribute profits to shareholders. All profits go back into the industry of which it is the custodian in KZN. With racecourses at Hollywoodbets Greyville in Durban and at Hollywoodbets Scottsville in Pietermaritzburg, two thoroughbred training centres at Summerveld and Ashburton and a network of eight company-owned and 98 privately-owned tote betting outlets, Gold Circle is leading the way when it comes to horseracing in South Africa. Gold Circle directly employs 877 people permanently, and another 500 people on a seasonal and temporary basis. The indirect employment attributable to Gold Circle’s operations is 940 people. Exciting highlights of the year's racing The lifting of COVID-19 restrictions a week before Africa’s greatest horse racing event, “The Hollywoodbets Durban July 2022” was most welcome considering that the event was staged behind closed doors in the prior two years.

Gold Circle is actively involved in providing training opportunities to previously disadvantaged individuals to reduce inequality and promote participation in the economy. During the 2022 financial year, Gold Circle expended an amount of R8.3m towards training and skills development. A total of 601 individuals participated in 1115 upskilling initiatives of which 98% were black people and 63% black women. “This year saw the launch of our Bursary Fund programme, which is aimed at providing assistance to disadvantaged youth from low-income households who are wanting to further their tertiary education,” says Veronica Jack, Gold Circle’s Corporate Services Executive. “This inaugural initiative attracted hundreds of applications, with bursaries ultimately awarded to 100% black people, of which 57% were black females.” In May 2022, Gold Circle held its first Learning & Development Awards in partnership with the Culture, Arts, Tourism and Hospitality Seta (CATHSETA), People Solutions and Tourism World, where they awarded National Certificates in Professional Cookery and Certificates in Generic Management to employees who had successfully completed their respective learnerships. CSI initiatives

The course was a buzz of excitement, fashion, entertainment and horse racing, attracting approximately 35000 people. Two-time South African Champion Jockey, S’Manga Khumalo, steered the only filly in the race, Sparkling Water, to an impressive 3-length victory for Mary Slack’s first win in the race. This was S’Manga’s second win in this prestigious event, the first being in 2013 when he became the first black jockey to do so. Post-event media reports confirmed this year’s Hollywoodbets Durban July to be one of the most successful horse racing events ever staged. Ethekwini Municipality commissioned BDO Advisory Services to conduct an Economic Impact Assessment Report which calculated the event’s economic contribution to the Municipality’s GDP to be R431 million.

Gold Circle is committed to making a positive contribution to the upliftment of disadvantaged communities. The company continuously seeks opportunities to uplift the lives of the vulnerable, including the elderly, children, people with disabilities and those living in poverty, through its Corporate Social Initiatives. As part of a broader social and welfare initiative, Gold Circle provides its administrative infrastructure, buildings and racing events to non-profit organisations and other entities to raise funds for charities and other worthy causes. Socio-economic development Gold Circle seeks to empower various industry stakeholders through partnership, engagement and financial support. These stakeholders include, amongst others, the Coastal Horse Care Unit, Traditional Horse Racing, and the Grooms Association.

“Thanks must go to our new title sponsor, Hollywoodbets, the other race day sponsors, associate event sponsors and media partners who continue to ensure that the Hollywoodbets Durban

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Skills development

EDITION

Gold Circle was the main sponsor of the Umtelebhelo Heritage Cup, a traditional horse racing event that was staged at

GOLD CIRCLE | ADVERTORIAL

Hollywoodbets Scottsville Racecourse on 17 September 2022 attracting approximately 5000 people from rural communities.

to horse racing due to broadcasts only being aired on pay-to-view channels in the past.

Gold Circle recognises that grooms are a particularly vulnerable sector of the industry and has, through the KZN Owners and

Challenges in the gambling sector

Trainers Association, initiated, facilitated and funded the creation of a consolidated retirement savings scheme for grooms

The KZN Legislature is at present completing its consultative

amounting to R4,5m. This is the first initiative of its kind for the

process to introduce the KZN Gaming and Betting Tax

horse racing industry in South Africa which will ensure that grooms

Amendment Bill. The Amendment Bill proposes that 3% of the

will henceforth be able to finish their careers with the

contribution from betting tax that is paid to racecourse operators

comfort of a retirement benefit scheme.

is abolished, and replaced with a system in terms of which Gold Circle must apply every year for a discretionary contribution of up

Gold Circle has, in collaboration with a medical practitioner,

to 1.6%. Should this Bill be passed, it will have a detrimental impact

established a fully-fledged Healthcare Clinic at the Summerveld

on Gold Circle and hence a significant socio-economic

Training Centre to provide medical care to approximately 800

impact within KZN, and in relation to economic

grooms. The company is also working closely with the Department

activities in other provinces.

of Health to expand these medical services to the local community resident in the surrounding areas. The Company has also embarked on a project to expose low income households and people from rural areas to the sport of horseracing. The Department of Communications and Digital Technologies’ vision is to see all South Africans digitally empowered to create and participate in tech-enabled opportunities that drive inclusiveness, employment and

150 Avondale Road, Greyville, Durban, 4001

economic transformation across our cities, towns and provinces. Gold Circle has partnered with Hollywoodbets to ensure that in the Sentech bouquet of channels, there will be at least one channel on the decoder dedicated to horseracing. This initiative will take the sport of horseracing to the homes of people, predominantly black, who have not previously been exposed

0313141500 headoffice@goldcircle.co.za www.goldcircle.co.za

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Diversifi is a social impact advisory business that moves organisations beyond compliance, focusing on transformation and inclusion. Diversifi’s core focus areas include:

does not replace the Verification Agency or Transformation Manager but supports both to ensure that the annual B-BBEE certificate does not bring any surprises. B-BBEE Scorecard Plan Diversifi assists organisations to achieve their desired B-BBEE status level by developing a tailored B-BBEE Scorecard Plan. Diversity Equity and Inclusion The business case for diverse organisations being more competitive in a complex society has been made. In South Africa, given our history, this is also a social and moral imperative. Recurring and persistent racial, age and gender tensions in South African organisations and society show that the integration of Diversity, Equity and Inclusion (DE&I) is something that organisations still struggle with. Part of the challenge is that embedding DE&I requires deep work with internal and external stakeholders. It requires a change of hearts and minds. Our DE&I engagement programme is made up of distinct phases or steps to ensure a structured and outcomes-driven process. It is underpinned by a Monitoring and Evaluation framework as well as a strong support base to catch and manage any fallout from the process. We make use of a team of specialists in the fields of mediation, counselling and psychological safety. We also work with the organisation’s occupational wellness team if preferred. Experiential and Thought Leadership Workshops An opportunity to standstill in order to move forward. Diversifi “OPEN” Thought Leadership and Experiential Workshops is a multi-stakeholder forum for unpacking complex issues and new opportu-

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nities. We bring together leaders and change agents to work collectively and in innovative ways. The contributors, participants, location and arrangement of the day(s) are selected with care to encourage optimal connection to authenticity in an inspiring, honest and collaborative space. We chose the term “OPEN” as it represents potential and inclusiveness. It is however also a term that refers to an attitude. An attitude that values diversity, different points of view and multiple levels of intelligence. All of which are required to deal with complexity. In our process, we however aim to be pragmatic, doing-focused and not to over-complicate unnecessarily. Diversifi OPEN is about creating and facilitating dedicated time for organisations, teams or individuals to explore and express what it means to be fully human. We help to remind and reconnect with purpose as individuals, teams, and organisations and ultimately as a system. BEE Status support Diversifi has developed a programme that supports organisations’ B-BBEE contribution level. The programme is designed to support the organisation throughout the annual B-BBEE cycle, ranging from planning, monitoring, and interim scorecard assessment to verification support. The programme

EDITION

Using the organisation’s current B-BBEE scorecard as a base, Diversifi, together with the organisation, develop a B-BBEE scorecard plan that is designed to achieve and maintain their desired B-BBEE status level over a period of time. Suitable scorecard element initiatives are identified and required contribution values are calculated. Although the focus is on scorecard achievement, factors such as return on scorecard investment and transformation impact are considered. Diversifi provides technical advice and opinions on complex B-BBEE issues. Diversifi can assist your organisation with specific B-BBEE issues and can provide clarity on the implementation and interpretation of the Code and appropriate solutions. Based on policy involvement and many years of studying and applying the B-BBEE legislation, Diversifi has in-depth knowledge and experience in the interpretation and application of B-BBEE rules and regulations. Therefore, Diversifi is well-equipped to provide quality technical B-BBEE advice and opinions. This includes Independent Competent Persons Reports (ICPRs) for Ownership, Enterprise Development, Consumer Education, Access to Financial Services, etc. B-BBEE Ownership

DIVERSIFI | ADVERTORIAL

Computation Diversifi assists organisations with the computation of their B-BBEE ownership scorecards, both for the annual verification and for transaction evaluation and scenario planning. Diversifi has experts in B-BBEE ownership legislation and B-BBEE ownership scorecard computations. We are competent and experienced in all aspects of B-BBEE ownership, including complex sale of asset transactions, continued recognition, options and hybrid debt/equity instruments. Due to the complex nature of the B-BBEE ownership legislation, the inherent risk of misstatement and the non-core business nature of the computations, we assist many clients with their annual B-BBEE ownership computation and verification. Structuring & Implementation Diversifi assists companies with the structuring and implementation of B-BBEE ownership transactions. Our approach is to first identify our clients’ B-BBEE ownership requirements, scorecard and transformation objectives. We design several transaction options and work with our clients to identify and select the most suitable transaction structure. Our process furthermore identifies the funding requirements and evaluates the B-BBEE scorecard implications. Once the transaction design and structure have been finalised we work with our in-house corporate finance team, Valeo Capital, to implement the transaction.

the transaction design and structuring process by reviewing the transaction design and structure and translating it into a B-BBEE ownership scorecard. As part of our evaluation, we seek to eliminate any fronting risk. Transformation Strategy Development Diversifi considers transformation in its broader context. Several drivers are at play; social, economic, technological, legal and political amongst others. Risk management and interconnected complexity are forcing organisations to re-think and re-imagine the possibilities associated with Transformation. Transformation is most sustainable if it creates shared value. We provide comprehensive transformation strategy services that include a baseline, competitor analysis, strategic options and scenarios. This is supported by implementation and change management services to result in authentic transformation aligned with business strategy Contact Us:

Cape Town +27 (0) 21 851 0091 Unit 12, Paardevlei Specialist Medical Centre Paardevlei Somerset West, 7130 Johannesburg +27 (0) 10 880 3933 Office G04 Ground Floor, Acacia House, Stonemill Office Park, 300 Acacia Road, Darrenwood

Transaction Evaluation Diversifi evaluates B-BBEE transactions pre- and post-implementation to ensure that the desired scorecard objectives are achieved and to prevent any fronting risk. Diversifi adds value during

Randburg, 2195 www.diversifi.co.za

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M PARENT

V I S I O N, S Y N E R G Y, L E G A C Y

M Parent is a South African, 100% black-owned holding company with its skin in Property, ICT, Private Security, Freight and Logistics and Office Automation. The M Parent umbrella consolidates the vision and work of the Founding Director and CEO, Lundi Mgwili. Our vision is to build sustainable business through

that has been held in Bizana for years. Through our

disruptive solutions in the sectors we operate in.

resources we aim to make it a stage for dreams and

Our businesses employ over a hundred people and partner with various SMME’s in our quest to build lasting business legacies.

progress, for young talent, while also encouraging good habits in our youth. Our business approach ensures that we provide value to

Our corporate social responsibility initiatives, under the M Family Foundation, are the conscience that reminds us

our customers' businesses by bringing positive structural change to the markets and sectors in which we work.

where we come from. To this end, we sponsor initiatives in rural areas which has culminated in the M Tournament

We have developed strategic excellence in the

(to be held this year) – reviving an annual tournament

following areas during the last few years:

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EDITION

M PARENT | ADVERTORIAL

Financial prudence and innovation

M FUELS

To create value and disrupt markets, we use innovation. Our business approach relies on our ability to combine and balance innovation with financial prudence and a focus on meeting our clients' needs.

M Fuels is a Level 1 B-BBEE contributor and independent distributor in development with a specialisation in trading petroleum products. Throughout each interaction, we strive to offer our clients outstanding service.

Integration We may leverage the integration concept to produce efficiency and long-term value with our stellar goods and services.

M TECHNOLOGIES

In order to address customer issues like a running out of fuel or tankers getting stuck, we have the capacity to quickly resolve logistical problems by providing quick fuel management solutions to our clients. No matter what their particular needs are, our motivated team provides our customers with that personal touch.

M Technologies is a digital transformation enabling organisation that provides solutions and services to empower its clients in their digital transformation journey. A proud Level 1 B-BBEE contributor, with accreditations from majority of the major ICT Original Equipment Manufacturers. We aspire to be the digitalisation partner of choice to our clients. Our highly certified resources form the core of our business. With years of experience in the industry we have managed to help organisations be more efficient, effective, productive, cut costs, save, be more profitable and differentiate themselves from others through our cutting edge solutions.

M GUARD M Guard is a 100% Level 1 B-BBEE Security Company that boasts extensive knowledge and in-depth experience in the Security and Information and Communication Technology industries. We have committed to providing the utmost peace of mind to our clients on and offsite. With the goal of being 21st century industry leaders, M Guard focuses on continuously improving our operational structure, the knowledge of our employees and the process around service delivery.

M OFFICE

30 Brookend close Office park

M Office is an Office Automation organisation that provides holistic solutions for your copy, print, scan, automation and workflows requirements. Our aim is to bridge the gap between home and office automation, and provide the best document processing and management solutions to our clients, both private and public sector.

Sunningdale (unite 3) 031 023 0431 info@mparent.co.za www.mparent.co.za

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of Intellectual Property, Registration of Musetsho Law Inc is a unique and modern-day professional law firm created by Lufuno Musetsho, offering personalised services to its wide range of clients. Musetsho Law prides itself on its high levels of service excellence and its unyielding drive to deliver only the best quality of service. CEO, Lufuno Musetsho, shares what it takes to run a successful modern-day professional law firm in South Africa. Q: Please provide a brief background of Musetsho Law - how long has the company been operating and what services do you offer?

Companies and Trusts, Road Accident Fund (RAF) claims, Labour and Employment Law, Civil Litigation, Family Law, Evictions, Conveyancing and Notarial Practice. Q: What sets the company apart from the competition? Musetsho Law differs from other law firms in that, the corporation offers personalised legal services, which means that it strives to first understand its clientele, prioritises the needs of the clientele, and offers well-researched and modern-day legal solutions. The firm consists of legal practitioners from

Musetsho Law Incorporated Attorneys

different backgrounds who offer expert

was formed in 2016 by Lufuno Musetsho.

services in each area of law they

The firm is a unique and modern-day

practice. Further, the firm does not limit

corporation that offers magnificent

itself only to South African jurisprudence,

personalised legal services to a wide

but it also focuses on offering services

range of clientele. The firm sets the

to an international clientele and this

standards in the legal fraternity in various

exposes legal practitioners to

areas of law such as; Commercial

foreign jurisprudence.

Litigation and drafting contracts, Local

universities including the University of Cape Town (UCT) and to residents from poor communities. Q: What have been the company’s greatest challenges and achievements? The firm prides itself on experience in both national and foreign jurisprudence. This

Government Law, Procurement Law,

Our firm not only serve clients who can

has been the greatest achievement for us

Mining and Environmental Law, Forensic

afford our services, but we also offer

in that we are afforded opportunities to

and general investigation, Protection

probono services to students in various

offer innovative legal services to

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EDITION

MUSETSHO LAW INC | INTERVIEW

a diverse clientele and gain more

for me to grow as a legal practitioner

insight into different areas of law.

and contribute towards resolving legal matters that our clients face.

The firm has also attracted clientele

At Musetsho Law we shape and

stemming from individuals, government,

develop South African jurisprudence.

organisations and corporate. However, the greatest challenge the firm faces is to fully penetrate the international market, as some multinational corporations are still reluctant to instruct South African law firms in their legal matters. Q: What excites you about what you do? The various legal services that we offer to our clients excite me on the basis

Q: Do you have exciting plans for 2023? Our plan for 2023, is to attract more knowledgeable, skilled, and talented legal practitioners to broaden the

Company Details

services we offer to our clientele.

Office 201, Dumbarton house,

We also intend to penetrate the international market and attract more

No 1 Church St, Cape Town City Centre, Cape Town, 8001

clientele in that space and to dominate the legal fraternity in our country by getting more clients and building offices

021 426 9401/ 061 012 4802

in different provinces in order for many

that they create opportunities for me

people to gain access to our offices.

to interact with people from different

We will also continue to offer probono

socio-economic backgrounds, enhance

services to dignify those that are

my legal knowledge, offer a challenge

destitute and require our legal services.

reception@musetsholaw.co.za

www.musetsholaw.co.za

CSVR

MODELLING A MULTIDISCIPLINARY APPROACH TO EMPOWERING SOCIETIES, COMMUNITIES AND VICTIMS AFFECTED BY VIOLENCE

he African continent has experienced high levels of violence and brutalisation and needs empowerment. Empowerment means different things to different people and at the Centre for the Study of Violence and Reconciliation (CSVR), we understand this well. Our work embeds empowerment both as an approach and as an outcome of our activities and interventions. Since its establishment in 1989, the CSVR has upscaled empowerment efforts, inculcating them in all that we do across the various components of our work. We adopt a multi-disciplinary approach through our three programmes: Research, Mental Health and Psychosocial Support Services (MHPSS) and Advocacy.

Empowerment through research: Studying violence to inform evidence-based interventions We study violence, to understand what causes it, what drives it, and it is this understanding that in turn informs our contextually-relevant interventions and recommendations to leaders, community members and policy-makers.

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“It is widely believed that knowledge is power, but as the Centre, we further believe that understanding, particularly of violence, is empowerment as it galvanises targeted and informed action”. Our research continues to inform actions of various stakeholders. For example, our 2011 research report, The Smoke that Calls, highlighted the root causes and key drivers of violent protests and collective violence in South African communities and is rich in recommendations to leaders, at multiple levels, on what needs to be done. The key drivers of violence found in the 8 communities interviewed and the recommendations made in that report still ring true to the multi-faceted violence we experience today. Our 2017 research, Violence against Women in South Africa: A Country in Crisis, set off a chain of events that saw women march to the Union Buildings to hand over a petition to the President regarding the high levels of GBV and femicide in 2018. The high-profile study influenced public discourse and sparked the political

EDITION

recognition of violence against women as a nationwide crisis and the development of the National Strategic Plan on GBV and Femicide (NSP-GBVF). Our 2022 research report, Lived Realities and Responses to SGBV, conducted in 8 communities experiencing high levels of GBV highlights the lived realities of community members and their experiences of GBV, the root causes and key drivers of violence in these communities and it also outlines multistakeholder recommendations.

Empowerment through MHPSS services: Healing societies and communities one leader, victim and family at a time Our mental health and psychosocial support work seeks to empower communities, groups, families and individuals to not only heal from the consequences of trauma in the now but also from generational trauma. We believe that the inner healing work from past and present trauma that our clients

CSVR | ADVERTORIAL

go through, is not only for themselves but also benefits future generations. Our approach to victim support and their healing emphasises an empathic, person-centred assistance through which victims are supported and empowered, and where they are restored to a state as close as possible to the state they were in before the violation and the victimisation took place, and ideally to a state where they are able to learn and grow. We provide a holistic and integrated approach to healing and empowerment. CSVR also provides psychosocial wellness interventions for organisations aimed at building organisational internal capacities to facilitate the development of a resilient and sustainable social justice sector. We recognise that individuals in institutions and in the workplace are not immune to the violence and trauma around them, in fact some may be victims of trauma, both present and historical. In order for organisations and institutions to deliver high quality services and interventions, a trauma-informed approach to organisational wellness, that acknowledges the impact of working with trauma and violence on individual and organisational wellbeing, is an important one. This approach addresses team dynamics, individual healing and organisational understanding of its people to promote wellbeing and resilience in the social justice sector. We have provided this support and empowerment through our Psychological Wellness Programme to community-based and civil society organisations in South Africa, The Gambia, South Sudan, Sudan, Eswatini, Zimbabwe and Guinea, amongst others. Our work with leaders focuses on their mental wellbeing, incorporating aspects of trauma healing, deepening resilience practices, becoming effective and people-centred leaders and improving how one interacts with the work they do and the organisation which they lead. Our approach to wellness for leaders incorporates aspects of performance anxiety and self-worth as well as techniques for emotional regulation, exploring meaningful coping strategies with both personal and work-related matters.

There has been a focus on key issues that are often difficult to confront including difficulties with understanding one’s own personality in relation to other colleagues, issues of identity, power dynamics and racism. Our work is rooted on the premise that a healthy leader is a conduit of wellbeing for their colleagues and is able to guide the organisational culture towards wellness.

Empowerment through Advocacy interventions: Building local and continent-wide capacities to respond to violence and conflicts Our advocacy work is anchored on building local capacity in each country to respond to the consequences of violence, conflicts and gross human rights violations. We provide capacity building and technical support to policy-makers and political actors, where we share policy recommendations informed by the lived realities of those most affected by violence and conflicts. We believe that policies, human rights instruments and laws passed at all levels should address, and aspire to provide solutions to the lived realities, experiences and challenges faced by those most affected including victims in all their diversity. Capacity building and empowerment for peer civil society and community-based organisations entails trainings on various themes of our work including human rights, transitional justice, and between collective violence and SGBV, sharing our own learnings from diverse contexts and work undertaken over the past 34 years, skills transference on advocacy and research as well as content support for campaigns and policy-making processes at localised and national levels. Our advocacy work also establishes networks and maintains these, to amplify voices on advocating for change at various levels, and to continuously shape public discourse and improve practice through debates, reflections and sharing of best practices. We believe in partnering for greater impact and empowerment.

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Our advocacy work also empowers victim groups through facilitating their access to human rights mechanisms for redress and justice. To date, CSVR has provided technical support to the African Union to develop the African Union Transitional Justice Policy which was adopted by Heads of State and Government on 11 February 2019, after almost 10 years of developing this widely-consultative continental policy. Through the Pan African Reparations Initiative (PARI), a network coordinated by CSVR, of about 48 civil society organisations providing both legal and psychosocial support services to victims of torture in Africa, we worked with partners to support the Committee for the Prevention of Torture in Africa to develop the African Commission on Human and People’s Rights’ General Comment No. 4 on the Right to Redress for Victims of Torture in Africa (adopted in February 2017 by the African Commission).

Contact Us: Johannesburg Office: 33 Hoofd Street, Braampark Forum 5, 3rd Floor, Johannesburg, 2001, South Africa Cape Town Office: 1 Bridgeway Rd, Bridgeways Precinct, Century City, Cape Town, 7925, South Africa +27 (11) 403-5650 info@csvr.org.za www.csvr.org.za

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ADVERTORIAL

NKOME INCORPORATED

NKOME INCORPORATED WE RESEARCH Our advice to ensure that our clients are supported by the most recent legal developments. SPECIALISATIONS CORPORATE & COMMERCIAL LAW EMPLOYMENT LAW LITIGATION ADMINISTRATION OF ESTATES

kome Attorneys is a wholly black owned Law firm. We strive to provide well researched, effective and professional legal services in the shortest turn-around times to both our corporate and individual clients. We are situated in the Pretoria city-centre and are in close proximity to the North Gauteng Division of the High Court: Pretoria; The Magistrates Court; The Deeds Registries Offices; The Receiver of Revenue; The Master of the High Courts Offices; The Companies and Intellectual Property Registration Offices (CIPRO) and a number of other important government departments. We are thus strategically located to efficiently render prompt legal services to both our clients and correspondent work for other firms of attorneys. WE MAINTAIN A weekly review policy to assess and ensure that we maintain a consistent service and identify problems earlier and attend to resolving them without compromising our clients. WE TAKE Our time to understand our clients’ situation so as to resolve problems easily. WE MAINTAIN Strong ties amongst ourselves so that we all strive to attain the same goal, to satisfy our clients.

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MEET OUR LAW TEAM ANDRIES NKOME Director Andries has vast experience in commercial law having provided advisory services in competition law, prospecting and mining, company law and contract management. He has also played a pivotal role in training other judicial officers. He received his Mining Law Certificate from Wits University allowing vast understanding about law, also acquiring his Programme in Competition Law Certificate from Pretoria University. Andries holds a BProc degree from UNISA and is currently completing his Masters in Business Leadership through the School for Business Leadership at UNISA. He was appointed as Commissioner for Small Claims Court by the Department of Justice and Constitutional Development. BONGA DLULISA Associates Bonga is an admitted attorney with appearance in both the High Court and Magistrate’s Court. Bonga specialises in Commercial and Criminal Litigation, Administrative Law, Corporate, Commercial Law and Family Law. MS PHINAH MODIBA H.O.D. Ms Phinah Modiba obtained a certificate in Public Resource Management at Tshwane University of Technology and a Certificate in

EDITION

Legal Secretary and Business English through Leads Short Courses. She has worked in a variety of law firms as a receptionist, general administrator and legal secretary. She is a seasoned legal secretary with years of experience. She provides invaluable support to various legal departments. RIRHANDZU HONWANA Candidate Attorney Rirhandzu has interest in criminal law, constitutional law and human rights law. She wishes to turn these interests into useful skills that will allow her to assist clients. Since the beginning of her Candidacy she has been exposed to different aspects of the legal field which include Administration of Estates, Civil law, Labour law and Criminal law. YOLOKAZI MBUTSI Candidate Attorney In 2020 Yolokazi completed her practical legal training with the University of Pretoria School for Legal Practice. She has since learnt new skills and applied her knowledge and skills in different areas of law, including Labour law, Civil law, Criminal law, Family law and Administration of Estates. Her path has exposed her to tasks such as drafting legal documents, legal administration, Litigation and tendering legal support.

Company Details Office 204, Hatfield Forum East 1077, Arcadia Street, Pretoria 0028 (012) 342 6009 078 440 6669 071 513 7884 reception@nkomeinc.co.za www.nkomeinc.co.za

FOCUSED ON PEOPLE, BUSINESS, AND CHANGING LIVES FOR THE BETTER MEET MELUSI EMMANUEL ZULU, CEO OF

QUNU STAFFING

unu Staffing is an end-to-end human capital solutions company – working with you to build the expert team of talent your business deserves.

Founded in 2016, the company is equipped with the finest expertise to best fuel any company across South Africa with its ultimate staffing team. The CEO, Melusi Emmanuel Zulu, shares what it takes to lead this company. Q: What makes Qunu Staffing different from any other staffing business? Qunu’ s primary focus is its people and holds them at its centre, we pride ourselves in empowering and developing our people to deliver at their best. Our approach is encapsulated in our “profit through purpose” slogan, believing that people are the key drivers of innovative and thriving organisations. Furthermore, we uphold the notion that if our people are well taken care of, they can in turn deliver value to our clients and an exceptional experience to our assignees, creating an environment where everyone wins. We take the approach that both our assignees and clients form an integral part of our business because neither can exist without the other. The two may have different needs but we bring them together for a mutually beneficial relationship Q: How does Qunu embrace diversity? Diversity is one of our values as a business. We recognise, respect

and value differences based on ethnicity, gender, age, race, religion, disability and sexual orientation. It is a combination of our differences that shape our view of the world, our perspective and our approach. Our workforce consists of diverse staff which enables us to learn more about each other’s differences - which develops a better culture in the workplace. It creates an environment for innovation where ideas can be openly shared. Q: What industry trends have you noticed over the years? There has been an increase in the utilisation of temporary employment services. Industries (i.e. Construction) that have fluctuating staffing requirements, rely mostly on the temporary employment sector to assist with on-demand labour requirements. In the past few years, we have seen an increase in the unemployment rate in South Africa. Not only that but we also had to live through a pandemic which contributed to a further loss of employment. Post-pandemic, we’ve seen an increase in the utilisation of TES in Industries that have not utilised such services before. Q: What is your inspirational message for our readers? “Every adversity carries with it the seed of an equal or greater benefit.” -Napoleon Hill. It is common for humans to complain when faced with challenges, forgetting that therein lies their greatest strength and opportunities. Challenges have a way of revealing the hidden abilities

within you that would have otherwise remained dormant. Just as you find out what’s inside a tube of toothpaste only when it is squeezed, adversity reveals what you’re made of. Wise people have always understood the connection between suffering and growth. Meng Tzu, the Chinese sage, said, ‘When heaven is about to confer a great responsibility on any man, it will place obstacles in the path of his deeds so as to stimulate his mind, harden his nature, and improve wherever he is incompetent.”

Company Details

Physical: 102 Witch-Hazel Avenue, Highveld Techno Park, Centurion Postal Address: 102 Witch-Hazel Avenue, Highveld Techno Park, Centurion 010 745 2287 info@qunustaffing.com www.qunustaffing.com Social Media

qunu-workforce

Qunu Staffing

GRIPP ADVISORY CATALYSTS FOR CONTINUAL CHANGE remuneration, management, regulators, alliance partners, society, and other third-parties.

GRIPP CEO RITESH NARSAI GRIPP is a focused governance, risk, and internal control (GRC) advisory and business solutions organisation. We provide a holistic, end-to-end GRC suite of services to our clients. These services are core to what we do, and our focus is without distraction of other peripheral advisory and audit services.

We do what we stand for GRIPP’s service offering is embedded in its name: governance, risk management, internal audit, investigations, and information and technology audit, and policies and procedures mapping and design. Our Mission and Purpose is clear - to improve the governance, risk, and internal control (GRC) environment for our clients. We see this as partnering in a complementary manner, with likeminded individuals and organisations across the public and private sectors of the geographies within which we operate, to provide reasonable assurance and an outcomes-based solution to our clients, and by extension, their stakeholders, including shareholders, the board, board committees such as the social and ethics, and audit and risk,

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Our clients benefit from partnering with a purpose-driven organisation like ours through individualised solutions that are practical to their specific needs and chosen outcomes and receiving services from an organisation that specifically focuses on their unique GRC improvement journey. We seek to work as a strategic partner to either uplift, upskill, or capacitate inhouse assurance functions or to provide full outsourced solutions to clients to ensure their assurance strategies and objectives are achieved with the aim of our aligned vision. An aligned vision between us and our clients benefit stakeholders through ensuring that our objectives are the same as that of the in-house assurance function, management, and the board, thereby eliminating other business objectives that would impede the effectiveness of the engagement outcomes for our clients. As catalysts for continual change and improvement, we work with our clients to deliver quality solutions, with suitably skilled professionals, to ensure limited time wastage and inefficiencies on our part, to achieve our client’s objectives. By focusing on outcomes and planning our efforts with that in mind, we ensure that we achieve the objectives to be met. We find when clients focus on time spend only, then the outcomes and objectives are compromised. Our clients benefit from this strategy through innovative

EDITION

and cost-effective pricing models tailored to our clients' specific needs and use of more senior professionals and experienced skill sets to drive output and quality work product.

Organisational presence and reach GRIPP maintains three locations in South Africa from where clients are serviced globally; these are located in Johannesburg, Cape Town and Durban (virtual). Whilst our systems and processes allow for remote working and encourages a reduction in carbon footprint, we have found that a hybrid way of working whereby our professionals can spend some time physically at a client provides for a more engaging and fruitful outcome. GRIPP currently, and in the past, has serviced clients in various countries and across all nine provinces of South Africa.

B-BBEE, employment equity and transformation GRIPP prides itself on being a valuable contributor to the society within which it operates. As such, we take to heart the challenges of historical discrimination and seek to contribute to the social uplifting of those previously disadvantaged. Since the commencement of its business, GRIPP’s philosophy has been to: •

•

Partner with the HCI Foundation to mentor graduate students across South Africa

Provide pro-bono services with the HCI Foundation towards causes

GRIPP ADVISORY | ADVERTORIAL

•

of national interest, such as the Covid-19 Food Relief Campaign

•

Employ graduate students through a learnership programme with the IIA SA and FASSET to promote the profession to the youth and kick-start youth employment in the professional services sector, predominantly aimed at uplifting previously disadvantaged individuals because of race or gender, whilst reflecting the demographics of South Africa

GRIPP has an interest in investing in its employees to further their qualifications and career ambition through investment in learning and development opportunities and the promotion of individuals within the GRIPP competency and career path. Key outcomes > 50% female employees > 75% black employees > 8 completed learnerships to 2020 = 8 current learnerships 2021 intake = 3 new learnerships 2022 intake Our recent achievement of AAA+ LEVEL 1 B-BBEE rating bears testimony to our commitment towards transformation goals and objectives and the effort and energy put in to make this happen as a small to medium sized organisation.

Creating value for the society we operate in For our clients We Do… • Deliver high-skilled and professional services nurturing strong business relationships • Focus on outcomes and efficient solutions driven by value adding engagements • Provide a competitive investment case with high return on our client’s stakeholder and shareholder value

and Achieved... • Delivered more than 250 engagement projects across our client base annually • Partnered with and served at least 18 JSE-listed organisations across industry sectors • Created a presence in strategic locations to serve our clients better • Reduced cost of assurance and consulting to our clients through innovative and tailored pricing models For our valued employees •

•

Employ enthused professionals with a view for career growth and pathing in governance, risk, and internal control advisory and consulting Create employment opportunities for the youth with a view to diversify their professional skills or become deep skilled specialists in the professional services sector Protect employment during Covid-19 with a view to keep our professionals and support staff motivated and energised Provide fair and responsible remuneration with a view to improve performance incentives and bridge the remuneration gaps

For our communities We Do… • Provide pro-bono services to relief campaigns during Covid-19 lockdown • Employ youth on our learnership programme with a view to increase certified young professionals entering the formal workplace • Mentor and facilitate bursary students through the HCI Foundation with a view to create accessibility for students to become employable • Donate and sponsor initiatives to promote the objectives of the professional bodies we ascribe to

and Achieved… • Generated at least 8 successfully completed IAT learnership candidates • Promoted at least another 8 IAT learnership candidates due for completion in 2021/22 • Promoted additional intake for the IAT learnership programme annually • Facilitated and mentor HCI bursary candidates with a view to improve their employment opportunities across industry sectors • Provided pro-bono professional advisory services to the HCI Foundation-eMedia Covid-19 relief campaign • Sponsored several initiatives, thought leadership pieces, presentations, talks, panel discussions at conferences for professional and industry bodies like ISACA, IRMSA, and IIA SA, Gaming Magazine Africa

Company Details

Cape Town: Unit AO77, 3rd Floor West Wing, The Palms Décor and Lifestyle Centre, 145 Sir Lowry Rd, Woodstock, 7925 Johannesburg: The Pivot, 2nd Floor, Block E, 1 Montecasino Blvd, Cnr William Nicol Drive &, Witkoppen Rd, Fourways, 2055

+27 (0) 87 551 1702 info@grippadvisory.co.za www.grippadvisory.co.za gripp advisory

INTERVIEW WITH GRACE MAKHURUPETSI, CEO OF

KMAKH The company was incorporated

consultancy destination and, over the

after I completed my BCom degree

years of our operation, we have built

at Wits University and I could not get

good relationships with our clients.

a job, it was frustrations that led to “KMAKH Consultancy came about as a

the existence of the company. The

Q: As the majority shareholder and CEO

result of circumstances rather than an

company has grown since then.

of the company, how do you ensure transformation is embedded in the

intentional pursuit of dreams,” says CEO and Founder, Grace Makhurupetsi.

Q: Please unpack the services offered

“The journey was more about revealing

by KMAKH?

to me who I really am, how resilient I really am and how much I was willing to

The company is made up of a team of

fight for my dream to come true. It was

accountants, our service offering can

through the challenges and the joys

be categorised as below. The objective

of being in business that I discovered

of the company is to provide simplified

myself.” Here Grace takes us through

and tailor-made solutions to our clients.

KMAKH’s services, how transformation is embedded in the consultancy

•

Financial Reporting

firm’s DNA and more.

•

Tax consultancy

•

Finance and management consultancy

Q: What do the letters KMAKH stand for and what is the company’s

•

Compliance

background?

•

Business literacy coaching

•

Marketing and branding

KMAKH stands for Kgaugelo

DNA of KMAKH? KMAKH Consultancy has been structured as a foundation for selfdevelopment for our employees. The company has invested in self-mastery activities, workshops and mentorship programmes. This enables the company to operate at a desired level of efficiency. Part of our aims as a female-owned company is to make leadership opportunities and roles available to females in the finance, reporting and tax space. In our small ways, we strive to bring exposure to females in the field.

Makhurupetsi. It has always been my

KMAKH Consultancy aims to provide

We have made it a priority to

dream to own a consultancy firm at

services that enable our clients to

communicate the vision, values and

some point in my life, although I didn’t

focus on the operations of the business

objectives of the company to each

imagine it to be this way. KMAKH

while we take care of the financial

and every one of our stakeholders - this

Consultancy came about as a result

administration part of their entities. The

clears up how they fit into the bigger

of circumstances rather than an

wide range of services we offer enables

picture and enables them to play

intentional pursuit of dreams.

us to be seen as a one-stop business

their part with diligence.

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EDITION

KMAKH | INTERVIEW

For both our clients and employees, our

There is an element of volatility in

and challenges the mind, although this

approach to transformation is achieved

business, decisions that make sense

comes with some level of pressure, we

through working together as a unit,

now, may not really make much sense

believe that as a company we have

reaching common ground first, then

in the near future, this is when you

put in place ways and measures to

working together towards that

need to go back to the drawing board

control this for mental

which is agreed on.

and I have seen myself make so many

As a female working a primarily maledominated platform, I intend to make information available to those who aspire to take on the challenge and step up to the ‘not-so-comfortable’ platform of business. This has been achieved through the startup business support programme we launched late 2022, this allowed aspiring

mistakes that did not really look like mistakes at first and still would not look like mistakes if all else remains equal, but I have discovered and learnt that it is all part of the game.

wellness purposes. Q: What is your “why”? Running a consultancy company has always been my childhood dream, so much that I still cannot believe it is here.

Q: How would you describe your leadership style?

For a girl who grew up in the rural areas of Limpopo, this was too wild a dream and it led to me being identified as “the girl with reckless ambition”.

I like to imagine myself as a transformational leader more than

entrepreneurs access to a business

KMAKH Consultancy was founded with

anything. I believe in effective

consultant and business literacy

a vision to make available services that

communication of the bigger picture,

our target market would require

coaching where necessary.

the vision and the objectives of the

in order to sustain their businesses.

company to allow and encourage Q: What have been some of your

effective participation from the

For startup companies, the inherent

‘AHA!’ moments as CEO?

team in question.

challenge is keeping the administration and finance legs of the business

For me as a CEO of the company,

I constantly review my leadership

almost everything was a point-of-

approach to determine if it is working

discovery, although I had worked in a

towards the desired goal, if not, then

number of companies before venturing into business, the experiences I have had running the company were totally different. The journey was more about revealing to me who I really am, how resilient I really am and how much I was willing to fight for my dream to come true. It was through the challenges and

what needs to be adjusted. This is so that every member of our team is able to give maximum participation and input in the project they are working on. I believe in thoroughly communicated expectations and leading by example in ensuring that company objectives

functional and up-to-date as the operations are being undertaken. I am passionate about the wellbeing of businesses, hence KMAKH Consultancy focuses more on building sustainable business models, clear corporate vision and comprehensible brand images for our clients. Part of our vision is to foster legacy companies, which will not only

are met and the employer/employee

contribute positively to the livelihood

expectations are met.

of the economy of our country but will also play a role in addressing some of

the joys of being in business that

I believe in creating a work

I discovered myself.

the socio-economic issues

environment that incubates growth

within the country.

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INTERVIEW

KMAKH

Q: What have been some of the most

Making these resources available

exciting projects the company has

to South Africans that are willing to

embarked on?

get into business, is a small way of intervening in the socio-economic crisis the country is facing.

Due to the nature of the industry we operate in, “exciting” is almost always

Do you have exciting plans for 2023?

accompanied by “challenging”.

Please share them with us. Most of the biggest projects we have worked on entailed: business planning,

Q: What role has technology and the

sourcing finance, project analysis,

4IR played in your business model?

feasibility, and profitability studies. These had longer turnaround times and the

4IR has improved the quality of our

interactions between the team and the

work as accountants, the sophisticated

clients were always thought provoking

accounting software and packages

and challenging.

available to perform various reporting tasks are both efficient and effective.

It is in these types of projects where I

The 2023/24 financial year is packed with endless possibilities for the company. We are looking forward to expanding our team as the business growth requires a bigger team, this is coupled with increasing our footprint in South Africa, then the continent. We are excited about our monthly newsletter which we will launch in

believe the real growth is, as different

This allows us to invest more time in

industries are introduced to us, new

March, where we will be sharing

other areas of commerce rather than

challenges are exposed.

insight on matters around business,

historical figures and forecasting, hence

governance, tax amongst other things.

the wide range of services we are

We are also aiming to partner with

able to offer.

more organisations and agencies in

Q: Have you faced particular challenges in certain sectors as a women-led company?

support of the upcoming entrepreneurs Q: Please tell us about the CSI initiatives

in the rural and township areas

that KMAKH invests in?

of the country.

As a female-led company in a maledominated space, we have had to

In the 2022/2023 financial year, KMAKH

deal with credibility issues. It took a

Consultancy initiated the “Upcoming

bit of time to secure a home in the

entrepreneurs support programme”.

business consultancy space and to

The purpose of the programme was

eventually gain trust from our clients.

to stretch out a helping hand to the upcoming entrepreneurs that may

Company Details

The stereotypes around gender and

have the passion for business but

NO 11 pieter street Time square office park

competency are not a thing of the

may not have the necessary financial

Techno park, Centurion 0167

past. I do wish for a planet where it is

know-how for the sustainability of

normal for a woman to venture into

their businesses. The programme was

any type of business without being side-

directed mainly to businesses operating

info@kmakhconsultancy.co.za

lined because of her gender.

in the rural areas and townships.

www.kmakhconsultancy.co.za

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EDITION

+27 76 783 1990

INTERVIEW WITH PALESA GAASENWE, CIO OF

ASSURECLOUD Southern Africa’s largest food, safety,

ethics and professional conduct that

around us, which is why we have

environmental and veterinary laboratory

deals with an employee’s responsibility

volunteered our support and resources

group is Safety SA’s food safety division,

in the workplace, respect and non-

to help disadvantaged communities.

Assurecloud. Safety SA is a market-

discrimination and anti-harassment

leading provider of Testing, Inspection,

- this is applicable to all employees

It is also clear that the food industry

Certification (TIC) and training solutions

irrespective of race and gender. This

is seeing a growing push towards

to Africa and the Middle East, focused

policy supports our aim to correct

sustainability. This is because consumers

on food safety and workplace safety.

the demographic imbalance that

want to know if food ingredients are

Their goal is to prevent illness and injury

exists in the nation’s workforce by

local, organic, etc. as they become

caused by food safety issues through

removing barriers and to promote the

more conscious of the meals they

identifying and monitoring risks.

advancement of all South Africans.

consume. At Assurecloud, we follow

Assurecloud has the expertise, tools, and

Assurecloud is a proud Level 1 B-BBEE

accreditation to enhance food safety

company that cares about supporting

at every point of the value chain, from

our country. Our black ownership is

the manufacturing of animal feed, to

currently 26% and women ownership is

agricultural best practices, transport and

10.20%. By doing business with us, clients

storage. They track how food is handled

have the advantage of tapping into our

and stored at the manufacturer and

wide variety of services and expertise

retailer, how it has prepared in a

which will benefit their overall needs

hospitality or catering environment, and

and requirements.

a “farm to fork'' service proposition that ensures that we have expertise, tools, and accreditation to enhance food safety. Our testing capabilities contribute towards the goals of safety, good health and well-being.

provide testing services for allergens, bacteria, and quality compliance.

Q: How are you integrating the drive for

Company Details

Here Chief Information Officer briefly

sustainability into your organisation?

Portion 5 (Building) Gazelle Close, Corporate Park South

takes us through their approach to empowerment and sustainability.

Driving a sustainable business is all about leaving a positive impact. We

Q: What are your organisation’s gender

are fighting to reduce inequalities and

equality and BEE ratings and policies?

ensure that we maintain a workforce that promotes gender equality and

Our policy on employment equity

helps those in need. We have seen

goes hand-in-hand with our code of

that there is a need in the communities

Midrand Gauteng 1683 South Africa +27 10 142 1830 enquiries@assurecloud.co.za assurecloud.co.za

ADVERTORIAL

MARIVA ADVISORY

SANDILE NTAMANE Mariva was the name given to our late brother T.H. Ntamane by his friends and members of the community whilst growing up in Ezakheni, Ladysmith in the early 90s. He was a profound source of wisdom, knowledge, hope, resilience, and a sound voice of reason for many across all walks of life. Staying true to his values of respect, integrity, dedication, discipline, and hard work, he would grow to be well entrenched in the lives of every single person with whom he engaged. It is on the foundation of these principles that our business is built. After 17 years of financial services industry and corporate advisory experience, we believed it was the right time to establish and introduce Mariva Advisory to the world. Management consulting and advisory are peripheral business solutions that allow greater shareholder value creation. This has been traditionally the case for large and publicly-listed corporations which operate in more than one country with a higher degree of complexity to their operations. Smaller firms have not had these services and have missed out on achieving growth and sustainability.

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We have seen through various legislation, both foreign and domestic, the carving out of more risk tolerant finance houses filling the gap which previously was occupied by large banks. Banks have been compelled to operate with lower risk as one bank failure can cause a devastating ripple effect. Consultants have been thus re-routed to operate more as inhouse counsel rather than outsourced functions for an organisation. This trend has led to an increase in consulting services and scope to achieve a more enterprise-wide solution. Technology both internally (efficiency) and externally (customer interaction) has influenced the way in which consulting looks at problem solving. The global pandemic, though very rare in its occurrence over time, has prompted organisations of all sizes to look at adopting a hybrid model which is not beneficial for customers but also for its workforce. A work-life balance, though it may vary across industries, is core to a well-functioning business model. This is where consulting has achieved a good intent of playing the long game as opposed to billable hours on project by project basis. New, smaller, and growing firms have realised the necessity of consulting along with various stakeholders in

financial services. The private equity

industry contracts firms like Mariva to

Open consulting has also emerged as a viable component of rendering services to clients in that skill sets can be derived from other organisations and industry partners to great effect. Conferences allow for such relationships to be formed to have a global impact and ultimately an increased quality product for the client. Although we do understand the need to embrace technology, we are aware of the challenges that the previously disadvantaged companies will need to navigate. Mariva is well placed to unearth the potential by being patient enough to expose clients to what the future looks like when they implement the change.

Company Details

Physical address : Suite 407, 4th Floor Strauss Daly Place,14 Richefond Circle, Umhlanga Ridge, Durban 4139 Postal address: 63 Seapark, 47 Gillespie Street, Durban 4001 031 572 5723 or 071 826 7491

best understand the business model

info@marivaadvisory.com Sandile@marivaadvisory.com

the probability of success. We have

www.Marivaadvisory.com

become more quantitative and thus the

Mariva Advisory

and company culture to best estimate seen how their analysis has increasingly relevance of technology facilitating

Mariva Advisory

to a business’ operations.

@marivaadvisory

data processing for critical insights

EDITION

HYGIENE

solutions for clients in the corporate, commercial, and industrial sectors. Our commitment to customer satisfaction means that we consistently strive to exceed industry standards while maintaining a high level of quality management.

ogue Exchange is a 100% black woman-owned company and a member of Proudly South African, Cape Chamber of Commerce & Industry, Small Business Institute, National Contract Cleaners Association and the Professional Bodyfor Environmental Hygiene. We have specialised in the provision of sustainable corporate cleaning and environmental hygiene services since 2015. Our expertise includes: • Corporate cleaning • General waste management • Medical/Hazardous waste management • Washroom hygiene, equipment and consumables • Industrial, domestic and commercial cleaning and hygiene Vogue Hygiene is a division of Vogue Exchange and is an environmentally friendly cleaning, sanitation and hygiene services for Western Cape and Gauteng. ABOUT VOGUE HYGIENE Your first choice for environmentally friendly hygiene services in Cape Town, Western Cape and Gauteng. We render a wide range of economical, sustainable cleaning and sanitation

We have an extensive record of contracts within Western Cape and Gauteng and a history of satisfied clients who have made use of our bespoke services.Our diverse hygiene and cleaning services include everything from events, factory, and corporate cleaning to bathroom sanitary solutions and waste management. WHY VOGUE HYGIENE Our dedication to customer satisfaction means that we consistently strive to exceed industry standards while maintaining a high level of quality management. With our expertise backed by years of experience, we guarantee an efficient service every time. This is shown through the steady relationships we have built with clients, suppliers, and staff over our years as a cleaning and hygiene services provider. Health and safety are our utmost priorities. We deploy well-trained, knowledgeable employees with years of industry experience kitted in complete personal protective gear. In addition, we equip them with industrygrade equipment and machinery.

ADVERTORIAL

availability, we employ permanent auxiliary staff who serve as relief in the case of absenteeism, sickness or leave.. A supervisor is assigned to each project to ensure compliance and top customer service. In aligning with the legislation of both health and environmental affairs sectors in South Africa, Vogue Hygiene adheres to the following: • Ensuring all Vogue Hygiene™ personnel are highly trained • Providing all Vogue Hygiene™ employees with appropriate safety and protective equipment • Complying with applicable environmental legislation and regulations • Utilising pollution-preventative techniques in our cleaning processes • Constantly striving to minimise waste generation within all channels • Conserving all applicable resources to optimise their usage, through gentle and efficient methods • Taking measures to correct and eliminate hazards or conditions that endanger employees’ health and safety • Allowing only fully trained personnel to utilise and operate equipment • Using industry-approved equipment and materials.

Only SABS-approved sanitation and cleaning products are used in our services. We promise not only customer-centric cleaning and hygiene services, but a healthy, safe environment for your organisation. To ensure continuous service

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PAUSE, REGROUP AND NOURISH YOURSELF Ntsiki Biyela South Africa’s iconic winemaker By Sinazo Mkoko

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EDITION

NTSIKI BIYELA | EDITORIAL

“Accept what life offers you and try to drink from every cup. All wines should be tasted; some should only be sipped, but with others, drink the whole bottle.” - Paulo Coelho Aslina Wines has a product that cannot be sipped just once, and the producer and the brains behind this brand is Ntsiki Biyela, a black woman who is paving a way for many young people, eliminating barriers while making a mark in the South African wine industry which is still transforming.

tsiki is the first black woman winemaker in South Africa. Born and bred in KwaZulu-Natal, she shares that the opportunity came when she received a scholarship from South African

Airways to study winemaking. “It wasn’t something I planned to do. It was just a study opportunity for me that came in and I grabbed it with both hands and then I joined and studied at the University of Stellenbosch,” she says. She says the tricky part was that Stellenbosch University was an Afrikaans-medium institution and, coming from Kwa-Zulu Natal, she did not understand the language and was worried about the language barrier being a stumbling block but she used that as a stepping stone because there was just nothing else she could do. “I asked myself that if I don’t take this opportunity, what else am I going to do? So it was a matter of saying let me fight here and build, even though I didn’t

understand, I told myself I’d learn and understand,” she says. She shares that initially, she wanted to do chemical engineering and changed to civil engineering but winemaking came her way and she decided to go with it. Just after graduating, she got a job as a junior winemaker where she was involved in the vineyards. The work involved planning when the harvest should be done, organising with farmers to bring the crops in, looking over the process of winemaking, crushing the cliffs, adding sulphur and monitoring the fermentation process until it finishes. It was in 2016 when she established Aslina Wines.

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211

It was in 2016 when she established Aslina Wines. She says she’s always known that, at some point, she’d start her own company. “I had been to the States in 2015, having been invited to an African women apprenticeship programme where I met women from all over the continent, and some of those women had successful businesses. But the rules of the country of their origin stated that as a woman, they could not own bank accounts and couldn’t own their businesses, so they had to have these things registered either with their

“There’s a difference between saying the industry is open for people to come in, and actually making people comfortable and feel welcomed”

sons or their husbands and they did it at those risks. “It happened when I was in California doing a collaboration “My question was, what is holding me back? I came back

with an American winemaker. We were busy blending and

and then, in November, I resigned. I had already started

then we decided to prep and make dinner. And I was

making wine on the side and had spoken to my boss, he

telling her that I’m going to start my own brand and then

knew that I had a side hustle that I did and he was okay

she asked ‘what will be its name,’ and I told her it will be

with that. That trip accelerated me to jump ship and say,

named after my grandmother.

now is the time.” “She asked me to tell her about my grandmother, which I Touching on the name of her company, she said she’d

did, and then at the end she asked about the name again

always known that she wanted to name it after one of her

and I told her it’s Aslina and we literally said ‘cheers’ [and]

grandmother’s three names.

toasted to Aslina Wines”.

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EDITION

NTSIKI BIYELA | EDITORIAL

On the challenges she’s encountered as a woman, she

She adds that sometimes people would come to sell

looks back to her university days.

grapes and look for a winemaker and they’d overlook her and she would gladly send them to the office. “I wasn’t

“It started when I was studying at the university, because of

getting offended. And, again, I’m grateful for the way I

the language barrier, I had people asking me what was I

was looking at things because if I was, I could have found

doing in an Afrikaans university when I didn’t understand the

myself blocked or disheartened to do what I wanted to do.

language. For me, It wasn’t what they were asking but it was

Because I was going to get tangled up in all the things that

what they meant behind the question.

are happening and they’d affect me emotionally but I was strong and would literally point them to the office and then

“And also starting in the industry, it wasn’t just the people I

they’d come back with my boss and apologise.”

worked with in the industry but the people who are coming to the tasting room seeing that I’m a winemaker, they’d get

Touching on race and the gender gap in the wine industry,

shocked and I kept getting questions like “how do you know

Ntsiki says there’s a difference between saying the industry

all this information?”

is open for people to come in, and actually making people comfortable and feel welcomed.

She said when she’d tell them and share information they would change the way they looked at her. “When you tell a person, they realise and they start treating you differently because you’re a winemaker and this is me thinking like we’re all people, you know, we’re all human. I was in front of you at the tasting room and gave you information and I don’t think it should be different because now I’m a winemaker, but treat me differently because I’m a human. People tend to treat the position better than the human,” says Ntsiki.

“When they get the training at the academy, the focus really is more on personal development and then the technicalities of the industry ” “You can open the door, but if you make sure that your aircon inside is blasted so that a person with sinuses doesn’t stay, then that’s not welcoming. If you make sure that your chairs have thorns on so nobody can sit, then that’s not welcoming. There are people who came into the industry and left because the industry was not welcoming.” She adds that she’s now involved with the Pinotage Youth Development Academy (PYDA), which trains young people through the value chain of the wine industry, and then helps with job placement. “The young people are between 18 and 25 and they’re from the surrounding areas. They see the industry, they see the space, but they don’t feel they belong. So when they get the training at the academy, the focus really is more on personal development and then the technicalities of the industry. So they learn the technicalities, but we emphasise their personal development because I think as a person, if you’ve dealt with most of the issues within yourself, then you can be able to stand up and walk,” she says.

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THE BLACK CELLAR CLUB Maturing into diversity

By Koketso Mamabolo

Zimbabwean-born sommelier Tinashe Nyamudoka summed up the position many black sommeliers found themselves in when they began their journey: “I had never drank wine. There was no wine tradition in my house growing up,” said Nyamudoka, speaking to Seven Fifty Daily. The Black Cellar Club (BLACC) leverages its network to share knowledge and resources for those already in the industry and those trying to break through. Founded in 2016, the club wants to create more black sommeliers and introduce wine to a wider audience. “At the heart of BLACC is a commitment to benefit and advance wine loving, wine curious and everyone in between, with knowledge through social activities and raising awareness. BLACC aims to make the enjoyment and journey of wine appreciation accessible to all,” says their website.

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ommeliers, like Pearl Oliver-Mbumba who now works as a general manager of food and beverage outlets - find joy in seeing the happiness of guests who

have the perfect wine to pair with their meal, and are pushing to see more young people getting involved. “The idea is to have young Africans come on board and find a place [where] they feel comfortable,” said Oliver-Mbumba in Wine Enthusiast Magazine. “There is a huge emerging black middle class in South Africa and Africa for whom affordability is not an issue. We know this to be the case with this market segment as we have seen it in their spending power when it comes to buying high end imported products such as Champagne and Cognac,” said Pearl, the former chairperson of the BLACC board, speaking to Travel Noire.

THE BLACK CELLAR CLUB | LIFESTYLE

“I believe this to be an enormous untapped market and

BLACC’s initiatives and the people behind them are sure

one whose buy-in can only benefit the whole of the South

to give us more Pearl Oliver-Mbumbas. She personifies the

African wine industry. When there is a better and more

excellence possible, having served as an executive board

locally-focused wine culture amongst Black Africans, there

member for the South African Sommeliers Association and

will be a higher demand for locally produced wines.“

judge of many competitions and lists. Diners around the country, and the world, can make their reservations here

Considering that there are more than 90 000 hectares of

confident they will have a delightful wine to compliment

vines under cultivation, with over 200 000 people employed

their dishes.

by the wine industry, and a R55-billion contribution to GDP in recent years, increasing at 10% per annum, further growth would not only be an incredible achievement, but also a welcomed boost to the South African economy. BLACC has two levels of leadership, the first is the Executive, who are elected by members of the organisation, who total almost 3 000. The Executive then invites members to the Guardian group, who support BLACC’s initiatives. The guardians implement programmes and seek out opportunities for the members. The majority of BLACC members are based in Cape Town and Gauteng. BLACC Mondays is one of the approaches BLACC took. The objective being to provide support to sommeliers and stewards in forging links with winemakers and owners. Ten to fifteen members are taken on trips to visit wine estates, where they see the vineyards, network and taste wines. As part of their drive to educate aspiring sommeliers, BLACC formed a partnership with the Asia Pacific Wine and Spirit Institution (APWASI) to create a scholarship programme for online wine education. Applicants need to explain how they plan to play a role in promoting diversity in the wine industry. “This fully funded scholarship program awarded by APWASI is intended to reinforce, widen and build sustainable diversity for future generations within the South African wine and spirits industry. APWASI’s commitment in supporting the “BLACC’’ community within the wine and spirit industry is a historic and significant step in this long, but purposeful journey,” said Dr. Clinton Lee, Executive Director of APWASI, at the launch of the programme in May of 2021.

Pearl Oliver-Mbumba • Former outlet manager at Vista Bar and Ochre Restaurant, One & Only Cape Town • Executive board member of South African Sommeliers Association • Former national chair of Black Cellar Club (BLACC) • Former BLACC ambassador • Wine Judge for Wineland magazine • National Wine List judge 2018 • Chairperson of Wellsfaber Best Value Sommelier wine panel 2015 - 2016 • Shiraz wine judge 2014 - 2017 • Ultra Value Wine Challenge judge 2014 - 2016 • Garagiste wine judge 2016

“We believe that through the engaging support that APWASI delivers, we can make that vital difference to help the next generation achieve their successes.” With a rapidly growing membership, and ambitions based on a genuine vision for a more diverse and inclusive future,

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2023 NOMINEE

H L O B A . C O . Z A

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WWW.HLOBA.CO.ZA INFO@HLOBA.CO.ZA +27 31 700 5550

linkedin.com/company/hloba-clothing/ instagram.com/hlobaclothing/

1E Westgate Industrial Park, Stockville Road, Marianhill, KwaZulu-Natal, South Africa

A MEMBER OF THE

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DRESSING UP AND LOOKING NICE

Q: PLEASE SHARE THE BACKSTORY OF YOUR

to be the best quality of clothing to ever be

Q: WHAT PRODUCTS AND SERVICES DOES THE

COMPANY – AND ITS NAME.

produced locally. I managed to choose five

COMPANY OFFER?

Why the name Atlantic Apara O Tlale

companies out of nine to help me with my

Atlantic “Apara O Tlale” (AAOT) currently

(AAOT)? I am very spiritual person, and

brand, three are proudly South African and

offers a range of items for men and women.

you will not believe when I say I actually

the others are international.

dreamt of the name Atlantic. At the time when I was still trying to figure out the name of the brand, and on one random day I had a very interesting dream - I was having a conversation with my late father, Tlou Matlwa-Seleka and the name came up. I ran

My team and I came up with different designs of clothing, then did the whole process of customised products sampling until I was happy to proceed with bulk production.

Our items are produced from different fabrics of the highest quality and our customers are more than happy with the quality of our items. Our main product line includes: •

Denims jeans

•

Golf shirts

quotes to express the vibe of the brand by

The journey was not easy finding the right

•

Golf dresses

saying “Dress up and look nice”.

mass production companies, being rejected

•

Crew-neck T-shirts

by some, getting the quality and designs

•

V-neck T-shirts

I saw a loop hole and came to a realisation

right, personally funding the entire vision,

•

Long sleeves T-shirts

that there are a number of local clothing

enduring the negative comments from

•

Baseball caps

companies/brands that produce the quality

people, and most importantly encouraging

•

Sweater tops/sweaters dresses

of clothing that does not appeal to me. I

my team to fully understand the

•

Hoodie tops / hoodie dresses

took that as an opportunity to start my own

vision we had/have.

•

Accessories

Q: WHAT VISION DID YOU HAVE FOR ATLANTIC

THE COMPANY OPENED ITS DOORS IN THE

with it. APARA O TLALE is just one of those kasi

proudly South African black-owned clothing brand.

APARA O TLALE? It all started with the research of different

My vision as the founder of the brand is

fabrics and qualities because essentially,

to see AAOT 5yrs+:

I wanted the best quality products. I had

SAME YEAR AS THE PANDEMIC HIT THE GLOBE. HOW DID THIS IMPACT YOUR BUSINESS MODEL? Well, we had to postpone the launch of the

to contact different mass production

•

Have at least 20 stores nationwide

companies to help create samples to

•

Recognised brand across SA Borders

the standard of quality I required; I even

•

Brand identity still in tact

a bit settled. It was really disappointing

went to the extent of getting samples from

•

Acquire a bigger warehouse

especially when you have employees and

international companies. I wanted the items

•

Create more employment opportunities

the business isn’t making any money.

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brand until such a time when things were

ATLANTIC APARA O TLALE | INTERVIEW

Q: PLEASE SHARE THE IMPORTANCE OF KASI

Q: WHAT IS YOUR TAKE ON SMALL BUSINESSES

BRANDS FOR BOOSTING THE

BEING THE BACKBONE OF THE SOUTH

LOCAL ECONOMY.

AFRICAN ECONOMY?

I am happy that I am part of the people

Small businesses are often ignored but in

who are creating employment opportunities

actual fact create more job opportunities,

in our country through my brand. The unemployment rate is very high especially in the township communities. The brand is not just about me; people must and will benefit from ATLANTIC APARA O TLALE (AAOT).

offer career opportunities and put money back into their local communities through pay-cheques and taxes. All this helps to reduce the huge unemployment rate especially in our township communities.

The aim is to add a value to our local economy and create employment.

Q: WHAT HAVE BEEN SOME OF YOUR AHA MOMENTS AS CEO? •

Realising the gap in the market for quality and stylish clothing items

•

Trying out international manufacturers I pursuit to achieve my vision

•

You don’t have to please everyone, not everyone is your target market Company Details

Q: WHAT EXCITES YOU ABOUT WHAT YOU DO?

Physical address: Unit 02, Old Mint Park,

I am an Electrical Engineer by profession, with

Louwlardia, Centurion, 0157

no experience or education in fashion. This

Postal address: P.O Box 911-3460,

has been nothing short of an exciting journey, coupled with passion - which is one great force that unleashes the creativity from within and the willingness to take the risk. Ke nyaka batho ba tlale gore it’s possible that black businesses can provide high quality clothing to the world”

Rosslyn, Pretoria, 0200 Q: WHAT EXCITING PLANS DO YOU HAVE FOR 2023?

Tel: 012 023 2461

We are currently busy with a new clothing

Fax: 086 560 5488

line that will be released very soon. We are

WhatsApp: 083 503 8669

expanding to include jackets, bucket hats, shirts, chinos, sweatpants etc. some of which

info@shopatlantic.co.za

are currently in production. We will be adding

Web: www.shopatlantic.co.za

Q: HOW WOULD YOU DESCRIBE YOUR

accessories to our range of items – such as

LEADERSHIP STYLE?

AAOT cologne, belts and watches. We are

E-commerce facilities: www.shopatlantic.co.za

also planning to continue opening more •

Coach

stores in South Africa to create employment

•

Visionary

opportunities, have billboards and enhance

•

Democratic

our marketing strategy.

PROFILE

ATLANTIC APARA O TLALE

A proudly South African premium Kasi brand,

an expression of your personality, an outburst

directors/senior management (%):

founded in 2019 by Hardley Matlwa-Seleka,

of your mood, an example of your

25.1-50% female executive directors

the vision behind Atlantic Apara O Tlale was

artistic expressions.

Black Empowerment - total staff (%):

to explore the best quality clothing which

>50.1 % black staff

would ultimately spark innovation

Age certainly shouldn't be a factor in how

and creativity with a local feel.

you dress, but there is a difference between what you gravitated toward in your 20s

With a valuable touch of local flair, the

versus in your 50s.

brand offers premium styling, as well as

If you're looking for some fresh outfit

quality and value to consumers nationwide,

inspiration now that you've hit the big 50,

with a breadth of items including, men’s and

we've got you covered as well. From

women’s golfers, crew-necks, sweaters,

polished, work-ready looks to wear-anywhere

sweater dresses, hoodies and hoodie dresses.

outfits that are undeniably polished, consider

Atlantic “Apara O Tlale” is a 100%

Postal address: P.O Box 911-3460, Rosslyn, Pretoria, 0200

chapter officially solved.

Fax: 086 560 5488 WhatsApp: 083 503 8669

SCORECARD

Black Empowerment level – shareholding (%): >50.1% black shareholding

As we get older, our fashion needs and style

Black Empowerment Level - executive

evolve and change. But that doesn’t mean

directors/senior management (%):

that getting up and getting dressed needs to

>50.1% black executive directors

become a mundane task. Fashion should be

Gender empowerment level – executive

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Louwlardia, Centurion, 0157

Tel: 012 023 2461

clothing for men and women between the ages of 18 and 50 years.

Physical address: Unit 02, Old Mint Park,

the question of what to wear in this next

black-owned brand and a start-up retail establishment that proudly sells fashionable

Company Details

EDITION

info@shopatlantic.co.za Web: www.shopatlantic.co.za E-commerce facilities: www.shopatlantic.co.za

LELEMBA PHIRI | PODCAST

Angel investor Lelemba Phiri explains how profit and impact can go together Having scaled Zoona across the African continent, Lelemba Phiri now manages a R100-million gender-lens investing fund. She’s found the special balance many entrepreneurs and investors are looking for: generating profit while still creating an impact. It was at Zoona that she realised she can make an impact elsewhere and as such Lelemba has dedicated her work to empowering women entrepreneurs. In this Business Unusual Podcast, Koketso Mamabolo engages in conversation with Lelemba Phiri about how to attract investors, why she left a successful venture and how it’s possible to make an impact while making a profit. Lelemba shares her journey and explains why gender-lens investing is important.

KEY TAKEAWAYS FROM THIS PODCAST:

HERE TO AC

S TH E B USI N

S T S . > CL

•

Sub-Saharan Africa has more women getting into entrepreneurship than men

•

Investing with your own money only can only go so far

•

Investors don’t want complicated language. Be clear, concise and specific when pitching to them

•

Your fund needs to have enough to able to survive

•

“Entrepreneurship can be very lonely”

•

You need to identify “needle-movers”

•

Pitching isn’t reserved for investors only, you also want to be able to attract strategic partners

•

If your pitch is interesting enough, they will ask for more details

•

More profitable business can create more impact

•

“Look for the visionary that’s in the space of what you are passionate about”

•

We need spaces where academics and businesses can work together

Lelemba Phiri is the Principal of the Africa Trust Group and Fund Manager for Engyma Ventures. She is a Director at Zoona and Startup Circles and is currently completing a PhD in gender-lens investing at GIBS. Lelemba has almost two decades of experience working with both the public and private sectors across sub-Saharan Africa. The award-winning angel investor is a certified chartered accountant in the UK and has appeared in various publications, including the Oprah magazine, and was a SABC 3 presenter on “The Power Within”, where she was the financial expert.

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NUSUAL

LEADING THE WAY

A snapshot of three Top Empowerment Award winners By Koketso Mamabolo

Following the 2022 Top Empowerment Awards, a young CEO posted a video on LinkedIn showing him in a jubilant mood, surrounded by the people he’s built a rising business with. There are smiles and champagne - this is a celebration. The CEO of Analytics Advertising, Talifhani Banks, is taking a moment to celebrate his achievement, which was being named the Top Empowered Entrepreneur of the Year.

That video is a look into what recognition means to many. It means sharing your story with others, and sharing the opportunities you’ve created in driving transformation. Along with Talifhani, here we’re going to take a look at two other CEOs who were recognised at the 2022 awards: Tshegetsang Sebeela, the CEO of TEG, and Dr Felleng Yende, the CEO of FP&M SETA.

TALIFHANI BANKS

Top Empowered Entrepreneur of the Year Innovation, finding new paths and exploring the world of data science is what Talifhani is all about. Hailing from Louis Trichardt, he excelled in mathematics and went on to study at the University of Pretoria, where he completed a Bcom Statistics, majoring in Econometrics. He worked for businesses such as Massmart, Pick ‘n Pay and Autozone before he founded Analytics Advertising, a rapidly growing data technology SMME. “Although I dreamt and visualised this as a goal, and pursued it with confidence, I could still not believe when it happened,” said Talifhani, about his Top Empowerment award. “I was ecstatic and thankful.” Some of the clients his company has worked with include PPC Africa, Saint Gobain Africa, Transunion Africa, Adapt IT Africa, Yonder, BCX, VW and the Development Bank of Southern Africa.

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TOP EMPOWERMENT AWARD WINNERS | EDITORIAL

TSHEGETSANG SEBEELA

Top Empowered Business Leader Tshegetsang has been an entrepreneur for many years, since she was very young, in fact. Her earliest entrepreneurial venture involved indulging people’s love for sugary treats with ice-cream and sweets which she sold in her neighbourhood. It’s no wonder she went on to study Business Management, after which she began a career as a business consultant. That changed in 2010 when the firm she was working for closed its doors. Tshegetsang had two options, one which could have given her more certainty, and another which involved taking a risk that could lead to almost anything. Either go into the public sector or tap into that entrepreneurial spirit. She chose the route she seems to have been destined for. Her career in management consulting was not over, though, as that was exactly what her business, TEG, did. It focuses on corporate and social responsibility, specifically enterprise supplier development solutions. She has also ventured into mining and drilling solutions.

DR FELLENG YENDE

Top Empowerment Public Sector Leader Before being appointed the CEO of FP&M SETA, Dr Felleng Yende held various senior positions at industry-leading companies. She was the Group Transformation Manager at PwC, before holding the same position at Lafarge South Africa. Dr Yende was then tasked with driving BHP Billiton’s corporate investment strategy as the Head of Transformation - Group Functions. Dr Yende serves on the boards of the Vaal University of Technology, People Opposing Women Abuse (POWA) and the South African Furniture Initiative (SAFI). She is the former Executive Director of BHP Billiton Holdings SA and Trustee of the BHP Billiton SA Development Trust. Under her leadership, FP&M SETA has seen phenomenal growth and unqualified audits and clean administration. She’s led the drive to work with countries across the continent and has been recognised with multiple awards. A true example of a public sector leader.

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HENRY SEBATA

KHOLOSA NONKENGE

HENRY SEBATA Partner BTS AVO & BTS Group Partner BTS AVO & BTS Group HENRY SEBATA

KHOLOSA NONKENGE Assistant Director | Department Assistant Director | Department of Basic Education KHOLOSA NONKENGE of Basic Education Assistant Director | Department of Basic Education

SIYANDA KUNENE

GERALD MWANDIAMBIRA GERALD CEO | SAMWANDIAMBIRA Savings Institute CEO | SAMWANDIAMBIRA Savings Institute GERALD

Partner BTS AVO & BTS Group

SIYANDA KUNENE Director | Kunene Makopo Risk Director | Kunene Makopo Risk Solutions SIYANDA KUNENE Solutions Director | Kunene Makopo Risk Solutions

UZAIR ESSACK

ESSACK ForbesUZAIR 30 under 30 MD | Riyp ForbesUZAIR 30 under 30 MD | Riyp ESSACK

Forbes 30 under 30 MD | Riyp

CEO | SA Savings Institute

ALLAN VAN DER MEULEN ALLAN VAN CEO DER | ZItoMEULEN CEO DER | ZItoMEULEN ALLAN VAN CEO | ZIto

LANGA MADONKO

LANGA MADONKO Co-Founder and Principal | Co-Founder and Principal | Summit Africa LANGA MADONKO Summit Africa Co-Founder and Principal | Summit Africa

Our esteemed Sponsors & Partners

NEDBAN K

AVBO B

HOLLAR D

Gold Sponsor

Silver Sponso r

MERHCANT S

NEMESIS ACCOUNTING

UNIVERSITY OF TH E FREE STATE

Silver Sponsor

Bronz eS ponsor

Bronze Sponso r

INDUSTRIAL DEVELOPMENT CORPORATION Bronze Sponso r

BPES A Partner

BRITISH CHAMBER OF BUSINESS S A Partner

SAVC A Partner

WIMS A Partner

PRIMEDIA OUTDOOR

To all of our Sponsors and Partners for their contributions in bringing you the

Top Empowerment Conference 2022

Partne r

2 1 j u l y | t o p e m p o w e r m e n t. c o . z a

Top Empowerment Top Conference Empowerment & Awards Conference 2022 | 37

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IMPUMELELO TOP EMPOWERMENT

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

Revised B-BBEE categories: • Ownership

(in both absolute and relative terms) • Expenditure on skills development focused

• 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

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OIL & GAS - INTEGRATED

RESOURCES

Central Energy Fund (SOC) Limited

Laser Chemicals (Pty) Ltd

Afric Oil (Pty) Ltd

COAL MC Mining Limited

NCP Chlorchem (Pty) Ltd Sasol Limited

Econ Oil & Energy (Pty) Ltd

MINING

Engen Petroleum Limited

CONSTRUCTION & BUILDING MATERIALS

KZN Oils (Pty) Ltd Sasol Gas (Pty) Ltd

CONSTRUCTION & BUILDING

Sasol Limited

MATERIALS

Makoya Supply Chain Holdings (Pty) Ltd

Shell Downstream South Africa (Pty) Ltd

Adriya Sports And Fencing cc

Salungano Group

SLG (Pty)Ltd

Afrisam (South Africa) (Pty) Ltd

Total South Africa (Pty) Ltd

Amabamba Fencing (Pty) Ltd

GOLD MINING Gold Fields Limited Harmony Gold Mining Company Limited

DIAMOND De Beers Consolidated Mines Petra Diamonds Southern Africa

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Hosaf (Pty) Ltd (name changed to SAFRIPOL)

PRIMARY SEGMENT LISTING

Enza Construction (Pty) Ltd

SECONDARY SEGMENT LISTING

Group Five Limited Isizwe Glass & Aluminium cc Malaka Supplies cc

BASIC INDUSTRIES

Massbuild (Pty) Ltd

CHEMICALS

HEAVY CONSTRUCTION

GENERAL MINING

CHEMICALS - COMMODITIES

African Mineral Standards (AMIS)

AECI Limited

Exxaro Resources Limited

Air Products South Africa (Pty) Ltd

Otic Projects (Pty) Ltd

Chemical Initiatives (Pty) Ltd

B & W Instrumentation and Electrical Limited

South32 SA Holdings (Pty) Ltd

Elemental Analytics (Pty) Ltd

Baseline Civil Contractors (Pty) Ltd

Tau Matla

FFS Refiners (Pty) Ltd

Edwin Construction (Pty) Ltd

Ukwazi Mining Studies (Pty) Ltd

Omnia Holdings Limited

ELB Group Limited

Adenco Construction (Pty) Ltd AEL Mining Services (Pty) Ltd Aveng Grinaker-LTA

G4 Civils (Pty) Ltd

OIL & GAS

CHEMICALS - SPECIALITY

Group Five Limited Hillary Construction (Pty) Ltd

OIL & GAS - EXPLORATION & PRODUCTION BP Southern Africa (Pty) Ltd Easigas (Pty) Ltd Engen Petroleum Limited Shell Downstream South Africa (Pty) Ltd

CHEMICALS

Imbani Projects (Pty) Ltd

AECI Limited

Motheo Construction Group (Pty) Ltd

African Oxygen Limited

NMC (Pty) Ltd

Buckman Laboratories (Pty) Ltd

Power Group (Pty) Ltd

FFS Refiners (Pty) Ltd

Raubex Group Limited

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Rumdel Construction (Pty) Ltd

Jendamark Automation (Pty) Ltd

Southey Holdings (Pty) Ltd

Ruwacon (Pty) Ltd

Masslift Africa (Pty) Ltd

The Bidvest Group Limited

SMEC South Africa (Pty) Ltd

Regma South Africa (Pty) Ltd

Clyde Bergemann Africa (Pty) Ltd

TTR Building Construction

Steam Generation Africa

Firefly Investments 42 cc

Umso Construction (Pty) Ltd

The Lion Match Company (Pty) Ltd

Hitech-Gregfor (Pty) Ltd

Waco Africa (Pty) Ltd

Imperial Holdings Limited

FORESTRY & PAPER

WBHO Construction (Pty) Ltd

FORESTRY

OTHER CONSTRUCTION

Komatiland Forests (Pty) Ltd

Baseline Civil Contractors (Pty) Ltd

Timrite (Pty) Ltd

Enza Construction (Pty) Ltd Eris Property Group (Pty) Ltd

PAPER

M3 Construction Projects (Pty) Ltd

Mondi Limited

Methano Group

Sappi Southern Africa Limited

Kap Industrial Holdings Limited

ELECTRONIC & ELECTRICAL EQUIPMENT ELECTRICAL EQUIPMENT Aberdare Cables (Pty) Ltd ACTOM (Pty) Ltd ARB Holdings Limited Black Lite Energy (Pty) Ltd

MRW Projects cc

STEEL & OTHER METALS

CBI Electric: Aberdare ATC Telecom Cables (Pty) Ltd

RICTS Holdings

NON-FERROUS METALS

CBI-Electric: low voltage

Turner & Townsend

B & E International (Pty) Ltd

Colcab (Pty) Ltd

Winvest Africa Group

Debar Ceramics

Edison Power Electrical (Pty) Ltd

Hulamin Operations (Pty) Ltd

Enzani Technologies (Pty) Ltd

Murray & Dickson Construction (Pty) Ltd

Idube Electrical (Pty) Ltd

OTHER MANUFACTURING

IRON & STEEL

OTHER MANUFACTURING

Aveng Manufacturing

Acoustex (Pty) Ltd

Decoma Services cc

Artistic Wood Carvers And Turners (Pty) Ltd

Khombanani Steel (Pty) Ltd

C.V Projects SA

Metal Plus South Africa

Mandlakazi Electrical Technologies (Pty) Ltd Voltex (Pty) Ltd

ELECTRONIC EQUIPMENT ABB South Africa (Pty) Ltd

CZ Electronics Manufacturing (Pty) Ltd

GENERAL INDUSTRIES

Dosco Precision Hydraulics

Aberdare Cables (Pty) Ltd Ansys Limited

Elegant Plastics Displays cc

DIVERSIFIED INDUSTRIALS

ERB Technologies (Pty) Ltd First National Battery

DIVERSIFIED INDUSTRIALS

Flag Craft International (Pty) Ltd

Argent Industrial Limited

GB Bearings (Pty) Ltd

Barloworld Limited

Green Office (Pty) Ltd

Beier Envirotec (Pty) Ltd

Hloba Clothing (Pty) Ltd

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Malesela Taihan Electric Cable (Pty) Ltd

Imperial Holdings Limited

EDITION

Bytes Document Solutions (Pty) Ltd Conlog (Pty) Ltd Dartcom (Pty) Ltd Delba Electrical Company 1980 (Pty) Ltd Electronic Touch Systems (Pty) Ltd Enzani Technologies (Pty) Ltd Instrument Transformer Technologies (Pty) Ltd

Liquid Automation Systems (Pty) Ltd

Ashrafs Windscreens cc

Jasco Trading (Pty) Ltd

Max Scott Engineering Sales cc

Auto Industrial Group (Pty) Ltd

Kolok (A Division of Bidvest Paper Plus)

Reutech Solutions

Deutz Dieselpower

KPG Media Technologies

Valve Specialists cc

GB Bearings (Pty) Ltd

Kyocera Document Solutions South Africa (Pty) Ltd Minolco (Pty) Ltd Nashua (Pty) Ltd Reunert Limited Ricoh South Africa (Pty) Ltd SGT Solutions Siemens SA (Pty) Ltd

ENGINEERING & MACHINERY COMMERCIAL VEHICLES & TRUCKS Babcock Plant Services (Pty) Ltd Centurion Truck and Bus (Pty) Ltd

Lumotech (Pty) Ltd

CONSULTING ENGINEERS Arup (Pty) Ltd

Metair Investments Limited TFM Industries (Pty) Ltd

Aurecon South Africa (Pty) Ltd

TYRES & RUBBER

Bigen Africa Services (Pty) Ltd BVI Consulting Engineers (Pty) Ltd

Bridgestone SA (Pty) Ltd Michelin Tyre Company SA (Pty) Ltd

Exigo Sustanability (Pty) Ltd Geosure (Pty) Ltd

VEHICLE DISTRIBUTION

Gibb (Pty) Ltd

AAD Truck And Bus (Pty) Ltd Bidvest McCarthy

Glad Africa Holdings (Pty) Ltd

Freeway Toyota

Ingérop South Africa (Pty) Ltd JG Afrika (Pty) Ltd

HOUSEHOLD GOODS & TEXTILES

Kantey & Templer (Pty) Ltd Lesedi Nuclear Services (Pty) Ltd

CLOTHING & FOOTWARE

Malani Padayachee and Associates (Pty) Ltd

Atlantic Apara O Tlale

ENGINEERING CONTRACTORS

Movidna Services

Deneb Investments Corporation Limited

Aveng Rail Division of Aveng Africa (Pty) Ltd

SRK Consulting (South Africa) (Pty) Ltd

Sweet-Orr & Lybro (Pty) Ltd

CTS Trailers (Pty) Ltd

Barloworld Equipment Haw & Inglis (Pty) Ltd Mitsubishi Hitachi Power Systems Africa (Pty) Ltd

ENGINEERING - GENERAL

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

IST (Integrators of Systems Technology)

CYCLICAL CONSUMER GOODS

FURNISHINGS & FLOOR COVERINGS CV Projects BidOffice (Pty) Ltd

AUTOMOTIVE & PARTS

Cecil Nurse a Division of Bidvest Office (Pty) Ltd

Bearing Man Group (Pty) Ltd

AUTOMOBILES

APE Pumps (Pty) Ltd

Barloworld Motor Retail South Africa

Aveng Water (Pty) Ltd

Nissan South Africa (Pty) Ltd

APPLIANCES & CONSUMER ELECTRONICS

Battery Electric (Pty) Ltd

Motus Holdings Limited

Beka Manufacturing SA (Pty) Ltd

Dibama Supplies cc

VolkswagenSA

Ellies Holdings Limited

Dupleix Liquid Meters

BAIC South Africa

Dynamic Flooring cc

Home of Living Brands (Pty) Ltd

enX Group Limited Howden Africa Holdings Limited Hudaco Trading (Pty) Ltd Lengwati Electrical

AUTO PARTS Abes Technoseal Alfred Teves Brake Systems (Pty) Ltd 2 2 ND E D I T I O N

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

NON-CYCLICAL COMSUMER GOODS

HEALTH

AGRICULTURE

HEALTH MAINTENANCE ORGANISATIONS

Omnia Holdings Limited

Batsomi Lifeworks (Pty) Ltd

Senwes Limited

Discovery Health (Pty) Ltd

Kaap Agri Bedryf Limited

PERSONAL PRODUCTS Amka Products (Pty) Ltd HPCB (a division of Tiger Brands Ltd)

Discovery Holdings Limited

Jansen Farming Agriculture

Kaelo Consulting (Pty) Ltd

ST Tshabalala Agri Consulting

PHARMACEUTICALS & BIOTECHNOLOGY

Medscheme Holdings (Pty) Ltd

BEVERAGES - DISTILLERS &

Metropolitan Health (Pty) Ltd

VINTNERS

Sechaba Medical Solutions

Distell Limited

Workforce Healthcare (Pty) Ltd

Nederburg Wines (Pty) Ltd

Life Healthcare Group Holdings

HOSPITAL MANAGEMENT & LONG-TERM CARE

FOOD PRODUCERS & PROCESSORS

Life Healthcare Group Holdings Limited

FARMING

Melomed Hospital Holdings Limited

Crookes Brothers Limited

PHARMACEUTICALS Adcock Ingram Limited Ascendis Health Limited Aspen Pharmacare Holdings Limited

TERTIARY SEGMENT LISTING CYCLICAL SERVICES

Netcare Limited

INDUSTRIAL GOODS

RCL Foods Limited

BIOTECHNOLOGY RESEARCH

Tswellapele Plants t/a Plantwise

Afrigen Biologics (Pty) Ltd

FISHING OTHER HEALTHCARE

Amawandle Hake (Pty) Ltd

Be Safe Paramedical cc

Blue Continent Products (Pty) Ltd

Msanda Laboratories

Oceana Group Limited

PLANTS & EQUIPMENT RENTAL Jabula Plant Hire (Pty) Ltd Turner Morris Manufacturing (Pty) Ltd

ELECTRONICS EQUIPMENT RENTAL CCTV Security Surveillance Gauteng (Pty) Ltd Gearhouse South Africa (Pty) Ltd

Premier Fishing SA (Pty) Ltd Sea Harvest Group Limited

PACKAGING

FOOD PROCESSORS

PACKAGING APL Cartons (Pty) Ltd

Compass Group Southern Africa (Pty) Ltd Excellent Meat Corporation (Pty) Ltd Illovo Sugar (Pty) Ltd Rhodes Food Group (Pty) Ltd Tiger Brands Limited

Media Film Service (Pty) Ltd

GENERAL RETAILERS

Astrapak Limited

RETAILERS - HARDLINES

Consol Glass (Pty) Ltd

AJM Sales & Services cc

Future Packaging & Machinery (Pty) Ltd

Combined Motor Holdings Limited

Lufil Packaging (Pty) Ltd

Fig Technology (Pty) Ltd

Mpact Limited

Forms Media Independent Africa (Pty) Ltd

Pride-Pak Packaging (Pty) Ltd

Introstat (Pty) Ltd

Transpaco Limited

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PERSONAL CARE & HOUSELHOLD PRODUCTS

EDITION

Ithuba Valves & Industrial Supplies cc

Ithuba Holdings (Pty) Ltd

Neo Technologies (Pty) Ltd

Peermont Global (Pty) Ltd

Urban Brew Studios

CABLE & SATELLITE

Tsogo Sun Holdings Limited

TRADE WHOLESALE Aberdare Cables AQS Liquid Transfer ARB Electrical Wholesalers (Pty) Ltd Bathu Shoes (Pty) Ltd Discount Electrical Wholesale cc EP Electrical Distributors (Pty) Ltd

Multichoice South Africa (Pty) Ltd

HOTELS

Supersport International (Pty) Ltd

Emperors Palace

MEDIA AGENCIES

Peermont Hotels & Resorts

360 Degrees Production House (Pty) Ltd

Sandton Sun Hotels (Pty) Ltd

Joe Public (Pty) Ltd

Southern Sun Hotels (Pty) Ltd

Media24 Limited

Sun International Limited

Meropa Communications (Pty) Ltd

Tsogo Sun Hotels

Ogilvy South Africa

TRAVEL & RELATED SERVICES

Omnicom Media Group (Pty) Ltd)

Astra Travel (Pty) Ltd

Primedia Outdoor

City of Choice Travel & Tours (Pty) Ltd

Sail Rights Commercialisation (Pty) Ltd

Club Travel SA (Pty) Ltd

South African Broadcasting Corporation Limited (SABC)

Flight Centre SA (Pty) Ltd

Synergy Creative

DISTRIBUTORS

Flywell Travel Agencies Cape (Pty) Ltd

The MediaShop (Pty) Ltd

Bearings International

MSC Cruises

BEP Bestobell (Pty) Ltd

Thompsons Travel

D & J Stationers Cc

Tourvest Travel Services

Drager South Africa (Pty) Ltd

Travel Wth Flair (Pty) Ltd

Invincible Valves (Pty) Ltd Kele Engineering and Construction Lalita Investments (Pty) Ltd Malls Tiles (Pty) Ltd

Elephant Lifting Equipment (a division of Torres Holdings (Pty) Ltd iMed Distributors

SUPPORT SERVICES CATERING SERVICES Bidfood (Pty) Ltd

LEISURE FACILITIES

Sodexo Southern Africa (Pty) Ltd

Aquila Projects (Pty) Ltd

Vulcan Catering Equipment (Pty) Ltd

Imperial Fast & Fresh (Pty) Ltd Invincible Valves (Pty) Ltd Natal Coastal Communications

SPORTS BODIES

FACILITIES MANAGEMENT

Athletics South Africa

Bidvest Facilities Management (Pty) Ltd

Cricket South Africa

LEISURE, ENTERTAINMENT & HOTELS GAMING Afrisun Gauteng (Pty) Ltd Afrisun Gauteng t/a Carnival City Emnotweni Casino Emperors Palace Gold Circle (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Leitam Business solutions

Peermont Global (Pty) Ltd

MEDIA & PHOTOGRAPHY BROADCASTING CONTRACTORS

LEGAL SERVICES Adams & Adams Attorneys Bowmans

Multichoice South Africa (Pty) Ltd

Cheadle Thompson & Haysom Inc. Cliffe Dekker Hofmeyr Inc

Primedia Broadcasting (Pty) Ltd

DMO Attorneys

Sentech (SOC) Limited Tswelopele Productions (Pty) Ltd

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Garlicke & Bousefield Inc

VERIFICATION AGENCIES

Itec Tiyende

Musetsho Law

AQRate (Pty) Ltd

Izithelo Strategic Partners (Pty) Ltd

Nkome Incorporated

Ardent Business Partners (Pty) Ltd

Kantar South Africa (Pty) Ltd

Spoor & Fisher

Honeycomb BEE Ratings

KMAKH Consultancy (Pty) Ltd

Strauss Daly Incorporated

Empowerdex (Pty) Ltd

LRMG

Webber Wentzel

Noble B-BBEE Advisory

Marthinusen and Coutts Cleveland a division of ACTOM (Pty) Ltd

Werksmans Attorneys

BUSINESS SUPPORT SERVICES

EXHIBITION & CONFERENCE FACILITIES & FACILITATORS

A-Z Vending Solutions (Pty) Ltd Achievement Awards Group (Pty) Ltd

Atterbell Investments (Pty) Ltd

ADvTECH limited

ICC Durban (Pty) Ltd

Analytics Advertising (Pty) Ltd

Johannesburg Expo Centre (JEC)

Aspirata Auditing, Testing & Certification

FLEET MANAGEMENT & VEHICLE TRACKING

CSG Holdings Limited

Fleet Africa (Pty) Ltd

Curo Fund Services (Pty) Ltd

Fleet Horizon Solutions (Pty) Ltd

D & J Stationers cc

MiX Telematics Limited

Diversifi

Netstar (Pty) Ltd

Durban Chamber Of Commerce And Industry

MANAGEMENT CONSULTING

Ekurhuleni Artisans and Skills Training

Enviroserv (Pty) Ltd

ELB Group Limited

Manto Management (Pty) Ltd

ENRA Technologies CC

Nikha Technology Group

eStudy

Palmer Development Group (Pty) Ltd

Exponant (Pty) Ltd

PRP Solutions (Pty) Ltd

Frontline Safety, Health & Environmental Consultants

Saya-Setona (Pty) Ltd

Fumani Holding (Pty) Ltd

Sepfluor Limited

Global poise (pty) Ltd

Siyakha Consulting (Pty) Ltd

Goldberg, de Villiers & Myburgh (Pty) Ltd

Work Dynamics (Pty) Ltd

Greymatter & Finch (Pty) Ltd

Zevoli Consulting (Pty) Ltd

Gripp Advisory (Pty) Ltd

BUSINESS PROCESS OUTSOURCING

In The Vault 33 cc Indgro Holdings (Pty) Ltd

CallForce Direct (Pty) Ltd

Institute of Directors South Africa

Merchants SA (pty) ltd

Interconnect Systems (Pty) Ltd

Sigma Connected South Africa (Pty) Ltd

Ipsos (Pty) Ltd Itec South Africa (Pty) ltd

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EDITION

Mindcor (Pty) Ltd Modern Centric Holdings (Pty) Ltd Movida Services (Pty) Ltd Muma Property Developers Nghilazi Engineers (Pty) Ltd NPI Governance Consulting NTGR Engineering Projects Omni HR Consulting OS Holdings (Pty) Ltd Plus 94 Research (Pty) Ltd PM Skillshouse L&D (Pty) Ltd Primeserv Group Limited Purchasing Consortium Southern Africa Purpleglaze 3 (Pty) Ltd Qunu Staffing (Pty) Ltd Reverside (Pty) ltd SA Commercial Sakha-Isitjhaba Skills Hub SkX Protiviti Teba (Pty) Ltd Tendai ICT (Pty) Ltd The Actuate Group (Pty) Ltd The Graduate Institute of Financial Sciences TKD Holdings (Pty) Ltd TMMBS Conglomerate (Pty) Ltd TMS Group Industrial Services Toronto Group

Sanitech

CMH Car Hire (Pty) Ltd

Tshimologo Executive Group cc

Servest Hygiene (Pty) Ltd

Europcar Southern Africa

Turner & Townsend (Pty) Ltd

Vogue Hygiene Services

Tempest Car Hire (Pty) Ltd

SECURITY & ALARM SERVICES

RAIL, ROAD & FREIGHT

Afri Guard (Pty) Ltd

Bigfoot Express Freight (Pty) Ltd

Uwin Iwin Incentives (Pty) Ltd Wilec Zizi Institute (Pty) Ltd

C. Steinweg Logistics (Pty) Ltd

Bidvest Protea Coin (Pty) Ltd

Cargo Carriers Limited

EMPLOYMENT AGENCIES

Elvey Security Technologies Inc.

Adcorp Holdings Limited

Fidelity ADT Security Group (Pty) Ltd

Asie Personnel cc

G4S Secure Solutions SA (Pty) Ltd

Callforce Direct (Pty) Ltd

iMvula Quality Protection

DAV Professional Placement Group

John Elliott Security cc

E-Merge IT Recruitment cc

Omega Risk Solutions (Pty) Ltd

Express Employment Professionals (Pty) Ltd

Securitas SA (Pty) Ltd

Isilumko Staffing (Pty) Ltd

PROFESSIONAL SERVICES

Protours Coaches (Pty) Ltd

Kgabolize Recruitment Consultancy

Bham Tayob Khan Matunda Quantity Surveyors

Super Group Holding (Pty) Ltd

Manpower SA (Pty) Ltd

Empowerdex (Pty) Ltd

Transnet SOC Limited

Mindcor (Pty) Ltd

Productivity SA

Value Group Limited

Mindworx Consulting (Pty) Ltd

SearchSpecifics (Pty) Ltd

World Net Logistics (Pty) Ltd

Primeserv Group Limited

Turner & Townsend (Pty) Ltd

Xeon Holdings (Pty) Ltd

Professional Career Services (Pty) Ltd Quest Staffing Solutions (Pty) Ltd Teba Limited

ENVIRONMENTAL CONTROL

CONTRACT CLEANERS & HYGIENE SERVICES Bidvest Services (Pty) Ltd Bidvest Steiner (Pty) Ltd Masana Hygiene Services cc

Crossroads Distribution (Pty) Ltd DHL International (Pty) Ltd Dynamic Express Services cc Golden Arrow Bus Services (Pty) Ltd Kintetsu World Express South Africa (Pty) Ltd Megafreight Services (Pty) Ltd OneLogix Group Limited

POST, PARCEL & COURIER

SHIPPING & PORTS AMSOL - African Marine Solutions

DHL International (Pty) Ltd FedEx Express South Africa (Pty) Ltd Ram Transport South Africa (Pty) Ltd

Toll Global Forwarding (SA) (Pty) Ltd Transnet National Ports (Pty) Ltd

LOGISTICS SERVICE

Interwaste Holdings Limited Pikitup Johannesburg (Pty) Ltd

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

TSATSILE CONSULTING (Pty) Ltd

KNG Transport & Logistics

TRANSPORT AIRLINES, AIRPORTS & AIR CHARTER

Sashal Enterprises t/a Titan Cargo

Air Traffic and Navigation Services Company Limited

NON-CYCLICAL SERVICES

Airports Company South Africa (SOC) Limited

FOOD & DRUG RETAILERS

Medilac Group (Pty) Ltd

CAR HIRE

Neledzi Services (Pty) Ltd

Avis Fleet Services

Ntswaki Sehunelo Holdings

Bidvest Car Rental (Pty) Ltd

Clicks Group

Rentokil Initial (Pty) Ltd 2 2 ND E D I T I O N

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

TELECOMMUNICATION SERVICES TELECOMMUNICATIONS PROVIDERS Blue Label Telecoms Limited M Telecoms Africa (Pty) ltd Evercomm (Pty) Ltd

FIXED-LINE TELECOM SERVICES

African Bank Investments Limited

INVESTMENT COMPANIES

Capitec Bank Limited

African Equity Empowerment Investments Limited

FirstRand Limited

Allan Gray (Pty) Ltd

Grindrod Bank Limited

Balondolozi Investment Services

Mercantile Bank Holdings Limited

Cognition Holdings Limited

Nedbank Group Limited

Coronation Fund Managers Limited

Standard Bank Group Limited

Grand Parade Investments Limited

Telkom SA SOC Limited

Growthpoint Properties Limited

INSURANCE

WIRELESS TELECOM SERVICES Cell C (Pty) Ltd

INSURANCE BROKERS

MTN Group Limited

Indwe Risk Services (Pty) Ltd

Vodacom Group Limited

Lion of Africa Insurance Company Limited

UTILITIES

INSURANCE NON-LIFE AON South Africa (Pty) Ltd

POWER & WATER

Hollard Life Assurance Company Limited

ELECTRICITY SUPPLY & DISTRIBUTION

MotoVantage (Pty) Ltd

ACTOM (Pty) Ltd

Old Mutual Insure Limited

City Power Johannesburg (Pty) Ltd

OUTsurance Insurance Company Limited

Eskom Holdings Limited

Santam Limited

M-tech Industrial

OTHER INSURANCE

WATER SUPPLY & DISTRIBUTION

Kunene Makopo Risk Solutions (Pty) Ltd

Amatola Water

Icebolethu Group (Pty) Ltd

Bloem Water

MMI Holdings Limited

GCS Water And Environment (Pty) Ltd

Yard Insurance (Pty) Ltd

Hudaco Trading (Pty) Ltd Investec Limited ISA Holdings Limited JSE Limited Motseng Investment Holdings (Pty) Ltd Pareto Limited Prescient Limited Rand Merchant Insurance Holdings Limited Thebe Investment Corporation (Pty) Ltd Vuwa Investments

HOLDING COMPANIES Aveng Africa Limited Enviroserv Holdings Limited EOH Holdings Limited Excellerate Real Estate (Pty) Ltd Inmins Trading (Pty) Ltd

Johannesburg Water (Pty) Ltd

MMI Holdings Limited

Mhlathuze Water

LIFE ASSURANCE

Rand Water

LIFE ASSURANCE

Sedibeng Water

Quyn Group of Companies SSG Holdings (Pty) Ltd

AVBOB - Mutal Assurance Society

Umgeni Water

Discovery Life Limited Liberty Holdings Limited

FINANCIAL BANKS

Old Mutual Life Assurance Company South Africa Limited

BANKS

Sanlam Limited

REAL ESTATE REAL ESTATE HOLDINGS & DEVELOPMENT Choprop (Pty) Ltd Growthpoint Properties Limited

ABSA Bank Limited

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Hosken Consolidated Investments Limited

Investec Property Fund ND

EDITION

OTHER FINANCIAL

SSA (Pty) Ltd

SA Corporate Real Estate Fund

Sasfin Holdings (Pty) Ltd

Tarsus Technologies (Pty) Ltd

ACCOUNTING & CONSULTING

TELECOMMS EQUIPMENT

Auditor-General South Africa

Siemens South Africa (Pty) Ltd

Vukile Property Fund Limited

SPECIALITY & OTHER FINANCE

BDO South Africa

INVESTMENT MANAGEMENT

Brimstone Investment Corporation Limited

27Four Investment Managers (Pty) Ltd

Grant Thornton South Africa

Argon Asset Management (Pty) Ltd

Hosken Consolidated Investments Limited

Delta Property Fund Limited

Hospitality Property Fund Limited

Ethos Private Equity (Pty) Ltd

Mariva Advisory

Futuregrowth Asset Management (Pty) Ltd

Nexia SAB&T (Pty) td

Lithemba Investments (Pty) Ltd

Novare Actuaries (Pty) Ltd

Nedbank Private Wealth (Pty) Ltd

PKF (PE) Inc

Oasis Group Holdings (Pty) Ltd

Royal Bafokeng Holdings (Pty) Ltd

Peff Holdings

SekelaXabiso (Pty) Ltd

Pragma Africa (Pty) Ltd

Tinyeleti Consulting (Pty) Ltd

Rex Trueform Group Limited Selective Empowerment Investments 1 Limited

SOFTWARE & COMPUTER SERVICES COMPUTER SERVICES A Solutions t/a Advocate Solutions (Pty) Ltd Adapt IT Holdings Limited Altron TMT SA Group (Pty) Ltd Alviva Holdings Limited Aptronics (Pty) Ltd ASEDA (Pty) Ltd Atio Corporation (Pty) Ltd Axiz (Pty) Ltd AYO Technology Solutions Limited

PwC Combined Systems (Pty) ltd Rentworks Africa (Pty) Ltd

Business Systems Group (Africa) (Pty) Ltd

INVESTMENT ENTITIES

CA Southern Africa (Pty) Ltd

INVESTMENT ENTITIES

CHM Vuwani Computer Solutions (Pty) Ltd

Business Partners Limited

Colour Laser Copier Sales (Pty) Ltd

STANLIB Wealth Management Limited

Emira Property Fund

Sygnia Limited

Industrial Development Corporation of South Africa Limited (IDC)

Concilium Technologies (Pty) Ltd

Noah Capital Market (Pty) Ltd

Cornastone Technology Holdings (Pty) Ltd

Vunani Property Fund

Datacentrix Holdings Limited

CONSUMER FINANCE Compuscan (Pty) Ltd Diners Club (SA) (Pty) Ltd Experian South Africa (Pty) Ltd TransUnion Credit Bureau (Pty) Ltd

INVESTMENT BANKS AloeCap (Pty) Ltd Novare Holdings (Pty) Ltd

Dimension Data (Pty) Ltd

INFORMATION TECHNOLOGY

DVT (Pty) Ltd eNetworks cc

INFORMATION TECHNOLOGY HARDWARE COMPUTER HARDWARE

Finbond Mutual Bank (Pty) Ltd

EOH Consulting (Pty) Ltd EOH IBM Services EOH Microsoft Services (Pty) Ltd

Dell Computers (Pty) Ltd

Esquire System Technology (Pty) Ltd

Mustek Limited

MORTGAGE FINANCE

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Redefine Properties Limited

First Technology KZN (Pty) Ltd

NEO Technologies (Pty) Ltd

Ikando cc

Rectron (Pty) Ltd

Innovations Group (Pty) Ltd

SA Home Loans

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Jumpco (Pty) Ltd

Symplexity (Pty) Ltd

Khusela Solutions (Pty) Ltd

Technology Corporate Management (Pty) Ltd

Lesedi Corporate Technology (Pty) Ltd

Troye (Interactive Solutions) (Pty) Ltd

Mustek Limited

TELECOMS SOLUTIONS

Nambiti Technologies (Pty) Ltd

Altron TMT SA Group (Pty) Ltd

PBT Group (Pty) Ltd

Boniswa Corporate Solutions (Pty) Ltd

Pink Elephant (Pty) Ltd

Broadband Infraco (Pty) Ltd

Pinnacle Micro (Pty) Ltd

Celcom Group (Pty) Ltd

Praxis Computing (Pty) Ltd

Drive Control Corporation (Pty) Ltd

Rocketseed South Africa

In2IT technologies (Pty) Ltd

Sintrex Integration Services (Pty) Ltd

Jurumani Solutions (Pty) Ltd

Sizwe Africa It Group (Pty) Ltd

Telemaster Holdings Limited

Tarsus Technologies (Pty) Ltd

Vox Telecommunications (Pty) Ltd

T-Systems SA (Pty) Ltd (TSSA) Vukani Technologies (Pty) Ltd

INTERNET

Abaqulusi Local Municipality Aganang Local Municipality Amahlathi Local Municipality Ba-Phalaborwa Local Municipality Beaufort West Local Municipality Bela-Bela Local Municipality Benoni City Council Bergrivier Local Municipality Bitou Local Municipality Blouberg Local Municipality Blue Crane Route Local Municipality Breede Valley Local Municipality

Access World (Durban) (Pty) Ltd

Bushbuckridge Local Municipality

Imperial Logistics

Internet Solutions

LOCAL COUNCILS/ MUNICIPALITIES

LOGISTIC SOLUTIONS

Bakers SA Limited

Datatec Limited

Nelson Mandela Bay Metropolitan Municipality

JVC Freight Carriers (Pty) Ltd

MTN Business Solutions (Pty) Ltd

Camdeboo Local Municipality Cape Agulhas Local Municipality Cederberg Local Municipality Chief Albert Luthuli Local Municipality

PUBLIC SEGMENT LISTING

SOFTWARE Accsys (Pty) Ltd Accutrak (Pty) Ltd

GOVERNMENT ORGANISATIONS

Blue Turtle Technologies (Pty) Ltd Chillisoft Solutions Services (Pty) Ltd

LOCAL GOVERNMENT

Elvey Security Technologies (a division of Hudaco Trading (Pty) Ltd

City of Matlosana Local Municipality City of Tshwane Metropolitan Council Dawid Kruiper Local Municipality Dihlabeng Local Municipality Dr Nkosazana Dlamini Zuma Local Municipality Edumbe Local Municipality

Konica Minolta South Africa

UNICITIES/METRO MUNICIPALITIES

Lan Solutions (Gauteng) (Pty) Ltd

Buffalo City

M-Technologies (Pty) Ltd

City of Cape Town Municipality

Mbulase Group (Pty) Ltd

City of Johannesburg Metropolitan Municipality

Gamagara Local Municipality

NovoSense Intelligence (PTY) Ltd

City of Tshwane Metropolitan Municipality

George Local Municipality

React 24

Ekurhuleni Metropolitan Municipality

Govan Mbeki Local Municipality

SAS Institute (Pty) Ltd

Ethekwini Metropolitan Municipality

Greater Giyani Local Municipality

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EDITION

Elias Motsoaledi Local Municipality Elundini Local Municipality Emakhanzeni Local Municipality

DISTRICT MUNICIPALITIES

Richtersveld Local Municipality

Greater Kokstad Local Municipality

A2Z Chemical and Industrial Supplies cc

Sedibeng District Municipality

Greater Letaba Local Municipality

Alfred Nzo District Municipality

Ugu District Municipality

Greater Taung Local Municipality

Amajuba District Municipality

Umgungundlovu District Municipality

Greater Tzaneen Local Municipality

Amathole District Municipality

Vhembe District Municipality

Hessequa Local Municipality

Bojanala Platinum District Municipality

Waterberg District Municipality

Ingquza Hill Local Municipality

Cape Wineland District Municipality

West Coast District Municipality

Joe Morolong Local Municipality

Capricorn District Municipality

West Rand District Municipality

Kamiesberg Local Municipality

Central Karoo District Municipality

Xhariep District Municipality

King Sabata Dalindyebo Local Municipality

Chris Hani District Municipality

Zululand District Municipality

Knysna Local Municipality

Dr Ruth Segomotsi Mompati District Municipality

Kou-Kamma Local Municipality

Eden District Municipality

KwaDukuza Local Municipality

Ehlanzeni District Municipality

Laingsburg Local Municipality

Fezile Dabi District Municipality

Chartered Institute of Procurement and Supply (Africa) (CIPS)

Matatiele Local Municipality

Gert Sibande District Municipality

City of Joburg Property Company (Pty) Ltd

Mnquma Local Municipality

Greater Sekhukhune District Municipality

Coega Development Corporation (Pty) Ltd

Molemole Local Municipality

Harry Gwala District Municilpaty

Durban Investment Promotion Agency (DIPA)

Mbombela Local Municipalities

Ilembe District Municipality

East London Industrial Development Zone SOC Limited

Ntabankulu Local Municipality

Joe Gqabi District Municipality

Overstrand Local Municipality

John Taolo Gaetsewe District Municipality

Eastern Cape Gambling & Betting Board

Polokwane Local Municipality

Kaunda District Municipality Formerly known as Southern District Municipality

Port St Johns Local Municipality

Kenneth Kaunda (Dr) District Municipality

Prince Albert Local Municipality Ramotshere Moiloa Local Municipality Raymond Mhlaba Local Municipality Richtersveld Local Municipality Rustenburg Local Municipality Saldanha Bay Local Municipality Sol Plaatjie Local Municipality Stellenbosch Local Municipality Thabo Mofutsanyane District Local Municipality Tswelopele Local Municipality Umuziwabantu Local Municipality

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Greater Kei Local Municipality

LOCAL GOVERNMENT AGENCIES & BODIES City of Johannesburg Property Company SOC (Limited)

Inkomati-Usuthu Catchment Management Agency Johannesburg Development Agency (Pty) Ltd Johannesburg Housing Company NPS

Kgalagadi District Municipality

Johannesburg Roads Agency (Pty) Ltd

King Cetshwayo District Municipality

Mandela Bay Development Agency

Knnechkaunda District Municipality Lejweleputswa District Municipality Metsweding District Municipality

PROVINCIAL GOVERNMENT

Mopani District Municipality

PROVINCIAL GOVERNMENT DEPARTMENTS

Motheo District Municipality

Department of Agriculture - Western Cape

Namakwa District Municipality

Department of Agriculture & Rural Development - Eastern Cape

Ngaka Modiri Molema District Municipality

Department of Agriculture & Rural Development - Free State

Overberg District Municipality

Department of Agriculture & Rural Development - Gauteng

Overstrand Local Municipality

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Department of Economic Development, Tourism and Environmental Affairs KwaZulu-Natal

Department of Agriculture & Rural Development - KwaZulu Natal Department of Agriculture & Rural Development - Limpopo

Department of Economic, Small Business Development, Tourism and Environmental Affairs - Free State

Department of Agriculture, Conservation, Environment and Rural Development - North West Department of Agriculture, Land Reform and Rural Development - Northern Cape Department of Agriculture, Rural Development and Land Administration Mpumalanga Department of Community Safety Gauteng

Department of Health - Mpumalanga Department of Health - North West Department of Health - Northern Cape

Department of Education - Eastern Cape

Department of Health - Western Cape

Department of Education - Free State

Department of Housing - Eastern Cape

Department of Education - Gauteng

Department of Housing - Gauteng

Department of Education KwaZulu-Natal

Department of Human Settlements Gauteng

Department of Education - Limpopo

Department of Human Settlements KwaZulu Natal

Department of Education Mpumalanga

Department of Human Settlements Mpumalanga

Department of Education - North West

Department of Human Settlements North West

Department of Education - Northern Cape

Department of Human Settlements Western Cape

Department of Education - Northern Cape

Department of Human Settlements Free State

Department of Education - Western Cape

Department of Infrastructure Development - Gauteng

Department of Education and Sport Development - North West

Department of Local Government Western Cape

Department of e-Government Gauteng

Department of Local Government & Housing - Gauteng

Department of Environment and Nature Conservation - Northern Cape

Department of Local Government & Human Settlements - North West

Department of Cooperative Governance and Traditional Affairs Northern Cape

Department of Environmental Affairs and Development Planning Western Cape

Department of Local Government & Traditional Affairs - KwaZulu-Natal

Department of Cooperative Governance and Traditional AffairsKwazulu-Natal

Department of Environmental Affairs and Nature Conservation - Northern Cape

Department of Community Safety Western Cape Department of Community Safety And Liaison - KwaZulu-Natal Department of Community Safety and Transport - North West 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 Coooperative Governance, Human Settlement and Traditional Affairs - Limpopo Department of Cultural Affairs and Sport - Western Cape

Department of Finance - KwaZulu-Natal

Department of Police, Roads and Transport - Free State

Department of Finance - Northern Cape

Department of Economic Development - Gauteng

Department of Finance - Western Cape

Department of Economic Development and Enviromental Affairs - Eastern Cape

Department of Finance, Economic Development & Environmental Affairs Eastern Cape

Department of Economic Development and Tourism - Mpumalanga Department of Economic Development and Tourism - Western Cape Department of Economic Development and Tourism- Northern Cape

Department of Provincial Legislature Mpumalanga Department of Provincial Legislature Northern Cape Department of Provincial Planning and Treasury - Estern Cape

Department of Health - Free State

Department of Provincial Treasury Limpopo

Department of Health - Limpopo

Department of Provincial Legislature Limpopo

Department of Provincial Treasury - Free State

Department of Health - KwaZulu-Natal

Department of Economic Development, Environment and Tourism - Mpumalanga

Department of Provincial Legislature Free State

Department of Health - Eastern Cape

Department of Health - Gauteng

Department of Economic Development, Environment and Tourism - Limpopo

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Department of Local Government and Traditional Affairs - Eastern Cape

Department of Finance - North West

Department of Culture, Sport and Recreation - Mpumalanga

Department of Local Government and Housing - Limpopo

Department of Finance - Eastern Cape

Department of Finance - Mpumalanga

Department of Culture, Arts and Traditional Affairs - North West

Department of Local Government & Traditional Affairs - Northern West

EDITION

Department of Public Safety - North West Department of Public Safety, Security and Liaison - Limpopo Department of Public Works - Eastern Cape

Department of Transport - Eastern Cape

Department of Public Works & Roads Limpopo

Department of Transport KwaZulu-Natal

Department of Public Works & Roads North West

Department of Transport - Limpopo

Department of Public Works and Infrastructure - Free State

Department of Transport & Safety Eastern Cape

PROVINCIAL GOVERNMENT AGENCIES Agribusiness Development Agency KwaZulu Natal AsgiSA Eastern Cape (Pty) Ltd Blue IQ Investment Holdings (Pty) Ltd

Department of Transport and Public Works - Western Cape

CapeNature

Department of Public Works, Roads and Transport - Mpumalanga

Department of Transport, Safety and Liason - Northern Cape

Casidra (SOC) Limited

Department of Roads & Public Transport - Gauteng

Department of Treasury - Eastern Cape

Eastern Cape Development Corporation

Department of Roads & Public Transport - Limpopo

Department of Treasury - Gauteng

Eastern Cape Gambling & Betting Board

Department of Public Works, Roads & Transport - North West

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 Social Development Gauteng Department of Social Development Limpopo Department of Social Development Mpumalanga

Department of Treasury - KwaZulu-Natal Department of Treasury - Mpumalanga Department of Treasury - Western Cape Department: Police, Roads and Transport Departmentof Arts and Culture KwaZulu-Natal

Gauteng Gambling Board

Eastern Cape Provincial Legislature

Gauteng Growth and Development Agency.

Education - Western Cape

Housing Development Agency

Gauteng Provincial Legislature Limpopo Economic Development, Environment and Tourism Local Government and Traditional Affairs - North West MEC for Arts, Culture, Sport and Recreation in KwaZulu-Natal Office of the Premier - Eastern Cape

Department of Social Development Western Cape

Office of the Premier - Kwa-Zulu Natal

Department of Sport and Recreation KwaZulu-Natal

Office of the Premier - Limpopo

Department of Sport, Arts and Culture Limpopo

Office of The Premier - Mpumalanga

Department of Sport, Arts and Culture North West

Office of the Premier - North West

Department of Tourism - Northern Cape

Ithala Development Finance Corporation Limited Johannesburg City Parks & Zoo Kwa-Zulu Natal Gambling and Betting Board Limpopo Economic Development Agency (LEDA)

Office of the Premier - Gauteng

Department of Sports, Arts, Culture & Recreation - Gauteng

Free State Provincial Treasury

Gauteng Enterprise Propellar (GEP)

Department of Social Development Northern Cape

Department of Sports, Arts, Culture & Recreation - Eastern Cape

Free State Gambling and Racing Board

Eastern Cape Department of Human Settlements

Office of the Premier - Free State

Department of Sport, Arts, Culture and Recreation - Free State

Free State Development Corporation

Gauteng Economic Development Agency (GEDA)

Department of Social Development North West

Department of Sport, Arts and Culture Northern Cape

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Department of Public Works - KwaZuluNatal

Limpopo Economic Development Enterprise Mandela Bay Development Agency Mpumalanga Economic Growth Agency (MEGA) Mpumalanga Economic Regulator (MER) North West Development Corporation

Office of the Premier - Northern Cape Office of the Premier - Western Cape Provincial Treasury - Western Cape Provincial Treasury - Free State The Department of Agriculture & Rural Development - KwaZulu-Natal

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North West Gambling Board North West Provincial Legislature Roads Agency Limpopo (Pty) Ltd St Joseph's Care and Support Trust Trade & Investment KwaZulu-Natal Trade & Investment Limpopo Trans-Caledon Tunnel Authority (TCTA)

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Western Cape Gambling & Racing Board

Department of Public Works and Infrastructure

Financial Services Board (FSB)

Western Cape Investment and Trade Promotion Agency (WESGRO)

Department of Science and Innovation

Gauteng Partnership Fund

Department of Small Business Development

NATIONAL GOVERNMENT NATIONAL GOVERNMENT DEPARTMENTS Department of Agriculture, Land Reform and Rural Development Civilian Secretariat For Police Department of Communications Department of Arts And Culture Department of Basic Education

Department of Social Development

Government Employees Medical Scheme

Department of Sport Arts and Culture

Government Employees Pension Fund (GEPF)

Department of State Security

Government Pension Administration Agency

Department of Tourism

Health Professions Council Of South Africa

Department of Trade,Industry and Competition

Human Sciences Research Council (HSRC)

Department of Transport

Independent Communications Authority Of South Africa

Department of Water and Sanitation

Independent Complaints Directorate (ICD)

Department of Women, Youth and Persons with Disabilities

Department of Communications and Digital Technologies

National Treasury

Department of Community Safety Western Cape

Presidency Ministry for National Planning Commission

Department of Cooperative Governance & Traditional Affairs

Presidency Ministry for Performance Monitoring and Evaluation

Department of Correctional Services

NATIONAL GOVERNMENT AGENCIES

Department of Defence and Military Veterans Department of Economic Development

Academy of Science South Africa

Department of Energy

Accounting Standards Board

Department of Environment Forestry and Fisheries

Agricultural Research Council (ARC) Botswana Communications Regulatory Authority

Department of Finance, Economy and Enterprise Development

Brand South Africa

Department of Health

Central Energy Fund (SOC) Ltd

Department of Higher Education and Training (DHET) Department of Home Affairs

Centre for Public Service Innovation (CPSI)

Department of Human Settlements

Citizen Entrepreneurial Development Agency

Department of International Relations and Cooperation (DIRCO)

Competition Tribunal Construction Industry Development Board

Department of Justice and Constitutional Development

Council For Geoscience

Department of Labour

Council For Medical Schemes

Department of Mineral Resources

Council for Scientific & Industrial Research - CSIR

Department of Performance and Evaluation

Cross Border Road Transport Agency (C-BRTA)

Department of Planning, Monitoring & Evaluation Department of Public Enterprises

Export Credit Insurance Corporation Of South Africa SOC Limited

Department of Public Service and Administration

Financial and Fiscal Commission

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Government Communication and Information System (GCIS)

EDITION

Independent Development Trust Independent Electoral Commission (IEC) Independent Police Investigative Directorate (IPID) Independent Regulatory Board for Auditors (IRBA) Industrial Development Corporation Of South Africa Limited International Trade Administration Commission of South Africa - ITAC Ithemba Labs Ingonyama Trust Board Land Claims Court (LCC) Media Development And Diversity Agency Mintek National Agricultural Marketing Council National Arts Council of South Africa (NACSA) National Consumer Commission National Development Agency National Economic Development and Labour Council (NEDLAC) 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)

South African Maritime Safety Authority (SAMSA)

Energy and Water Sector Education and Training Authority (EWSETA)

National Home Builders Registration Council (NHBRC)

South African Medical Research Council

National Housing Finance Corporation SOC Ltd

South African National Biodiversity Institute

Fibre Processing & Manufacturing Sector Education and Training Authority (FPMSETA)

National Library of South Africa

South African National Energy Development Institute (SANEDI)

National Lotteries Commission

South African Nuclear Energy Corporation (NECSA)

National Office of Public Service Commission

South African Special Risk Insurance Association (SASRIA)

National Research Foundation

South African Weather Service (SAWS)

National School Of Government

Sport and Recreation South Africa (SRSA)

National Student Financial Aid Scheme (NSFAS)

State Information Technology Agency (SOC) Ltd (SITA)

Financial and Accounting Services Sector Education and Training Authority (FASSET) Food and Beverage Manufacturing Industry Sector Education and Training Authority (FOODBEV) Forest Industries Education and Training Authority (FIETA) Health And Welfare Sector Education and Training Authority (HWSETA) Insurance Sector Education & Training Authority (INSETA)

Statistics South Africa (Stats SA)

Manufacturing, Engineering and Related Services Sector Education and Training Authority (MERSETA)

Ntinga O.R. Tambo Development Agency

Technology & Human Resources for Industry Programmes (THRIP)

Media, Advertising, Information & Communication Technology

NTP Radioisotopes SOC Ltd

The Companies Tribunal

Mining Qualification Authority

Office Of The Chief Justice

The Competition Commission

Safety & Security Sector Education & Training Authority (SASSETA)

Pan South African Language Board (PANSALB)

The Estate Agency Affairs Board

Services Sector Education Training Authority (SERVICES SETA)

Petroleum Agency SA (Pty) Ltd

The Freedom Park

Private Security Industry Regulatory Authority

South African Qualifications Authority (SAQA)

The New Partnership for Africa's Development (NEPAD)

The Wholesale and Retail Sector Education and Training Authority

Productivity SA

The Presidency

Public Investment Corporation (PIC)

The Road Traffic Managment Corporation

Tourism Hospitality and Sport Education and Training Authority (THETA)

Public Service Commission

The South African National Roads Agency (SANRAL)

National Youth Development Agency (NYDA)

Quality Council for Trades & Occupations Railway Safety Regulator 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 South African Council for Educators (SACE) South African Forestry Company Ltd (Safcol) South African Library for the Blind South African Local Government Association (SALGA)

The South African Nuclear Energy Corporation SOC Limited (NECSA) The Southern African Association of Energy Effeciency Town Development Building & Construction Agency

SOUTH AFRICA’S TOP EMPOWERED COMPANIES

National Heritage Council of South Africa

Transport Education Training Authority (TETA)

CHAPTER 9 INSTITUTIONS Auditor-General South Africa Commission for Conciliation, Mediation and Arbitration (CCMA) Commission For Gender Equality

Transnet National Ports Authority of SA

Commission on Restitution of Land Rights

SETAS

Independent Electoral Commission

Agricultural Sector Education Training Authority (SETA)

Public Protector South Africa

Banking Sector Education And Training Authority (BANKSETA)

South African Human Rights Commission (SAHRC)

Chemical Industries Education & Training Authorities (CHIETA)

Commission on Restitution of Land Rights

Construction Education and Training Authority (CETA) Culture, Art, Tourism, Hospitality and Sport Education and Training Authority - CATHSSETA Education, Training and Development Practices SETA (ETDP-SETA)

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SOUTH AFRICA’S TOP EMPOWERED COMPANIES

Independent Examination Board

North West University

Inkululeko Yesizwe Association

Tshwane University Of Technology (TUT)

Inqaba Yokulinda Cisco Networking Academy

University of Cape Town (UCT)

SECTION 21

International Sporting, Event & Enterrtainment Association

University of Free State

SECTION 21 - FOUNDATIONS

KwaZulu-Natal Convention Bureau

University of Johannesburg

Mhani Gingi Social Entrepreneurial Trust

University of KwaZulu-Natal

Mimi Women

University of Limpopo

Naspers Labs

University of South Africa (UNISA)

National Arts Council of South Africa

University of Stellenbosch

Palabora Foundation

National Business Initiative for Growth Development

University of Witwatersrand

Rainbow and Smiles Foundation

National Home Builders Registration Council

Rose Foundation

New Lovelife Trust (Pty) Ltd

Sasol Siyakha Trust

Proudly South African

Smalll Enterprise Foundation (SEF)

Public Servants Association of South Africa

South African Property Owners Association (SAPOA)

Read Educational Trust

NON-GOVERNMENET ORGANISATIONS

Adopt-A-School Foundation Dell Development Fund Engineering Council of South Africa (ECSA) Ikamva Youth SA

Telkom Foundation

SA International Maritime Institute (SAIMI)

The Nepad Business Foundation

Seda Ethekwini

Vodacom Foundation

Siyabonga Africa Siyafunda CTC

SECTION 21 - COMPANIES & ORGANISATIONS

Siyakha Development Trust

Africa Bio

Graduate School of Business - University of Cape Town (GSB) Milpark Business School (Pty) Ltd Regent Business School UNISA Graduate School of Business Leadership (SBL) University of South Africa Graduate School of Business Leadership (UNISA SBL) University of Stellenbosch Business School (USB) Wits Business School

Sonke Gender Justice Network

Black Management Forum Investment Company Limited Board of Healthcare Funders of Southern Africa (BHF) Business Against Crime South Africa Business Process Enabling South Africa Business Unity South Africa (BUSA) Cape Chamber of Commerce & Industry

South African Institute of Black Property Practitioners - SAIBPP

COLLEGES

South African Institute of Race Relations

COLLEGES

South African Property Owners Association

Africa Skills Training College

the Institute of Bankers In South Africa

Boland Tvet College

World Wildlife Fund South Africa

College of Cape Town

Catholic Welfare & Development

EDUCATION

Centre For Early Childhood Development NPC

TERTIARY INSTITUTIONS

Centre for the Study of Violence & Reconciliation (CSVR)

UNIVERSITIES

Concrete Institute

Monash South Africa Limited

Cotlands

Nelson Mandela Metropolitan University

Film and Publication Board (FPB)

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EDITION

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