Top Performing Companies 14th Edition by Topco Media

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AFRICA C O N F E R E N C E

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11-12 JUNE 2014 Gallagher Convention Centre, Midrand â&#x20AC;&#x201C; South Africa

CONTENTS UPFRONT

Contributors Foreword by Oregan Hoskins Featured clients Edâ&#x20AC;&#x2122;s letter

5 7 8 9

EDITORIAL FEATURES MANAGEMENT

MINING

Excavating a prosperous future

MANUFACTURING

AGRICULTURE

SPORT

ENGINEERING

HEALTH

RETAIL

The power of pricing Sarah Bassett

TOURISM

MEDIA

EMPLOYMENT

BANKING

20 years of banking innovation Neesa Moodley-Isaacs

INVESTMENT

Bitcoin: Is digital currency the future of finance? Jayson Coomer

ICT

EDUCATION

Six habits of highly effective managers Anton Pretorius

Trading with the global community Sprouting a new hope

More than just a game Gearing up innovation

Towards a healthier South Africa

Leading retailers boost economy

A world of wonder

World gets smaller as South Africa media grows Working together for our future

South Africa banking industry deserves some credit

Investing in the nation

New communication avenues via social media Turning South Africa in one big classroom

GOVERNMENT

104

AUTOMOTIVE

119

Leading from the front

Women take the wheel Brian Hayward

Top Performing 14th Edition

SIX HABITS OF HIGHLY EFFECTIVE MANAGERS

EXCAVATING A PROSPEROUS FUTURE

THE POWER OF PRICING

NEW COMMUNICATION AVENUES VIA SOCIAL MEDIA

TOP PERFORMING AT WORK NATIONAL BUSINESS AWARDS Event recap CEO’s message Judge’s profiles Wall of fame Top Businesswoman of the Year Top Businessman of the Year

121 123 124 126 132 134

TOP PERFORMING COMPANIES

Research criteria A-Z listing

144 145

REVIEWS

160

Lexus IS 350 F Sport Karkloof Spa: Game Reserve

CREDITS TOPCO MEDIA CEO Ralf Fletcher

Creative Director Emil Lime

National Sales Manager Judy Twaambo-Chileshe

Designer Michelle Rademeyer

Project Manager Lee-Ann Bruce

Traffic Manager Jodie Kallis: artwork@topco.co.za

Key Account Managers Meagan Casia Robert Sakanyi

Distribution & Subscriptions Ingrid Johnstone

Financial Manager Haley Fletcher

Printers Paarl Media

Research Sandra Bock Amirah Esau Majdah Rogers Juwairiyyah Ismail

Images ©shutterstock®

TOPCO STUDIO Production Director Van Fletcher Managing Editor Nick Krige: nick.krige@topco.co.za Editorial Assistant Alexandra Nagel

Head Office Top Media & Communications (Pty) Ltd T/A Topco Media Bree Street Studio’s, 2nd Floor, 17 New Church Street, Cape Town. Tel: 086 000 9590 Fax: +27 (0)21 423 7576 Email: info@topco.co.za Website: www.topco.co.za

Editorial Intern Krysia Gaweda

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. ISBN: 9780620524063 T O P P E R F O R M I N G C O M PA N I E S V O L U M E 4

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UPFRONT / CONTRIBUTORS

CONTRIBUTORS

JAYSON COOMER CA (SA) is a director at eMergeCore Consulting, a cross-border firm specialising in business turnarounds and succession management. He holds a Masters degree in Financial Management from the University of Cape Town. Every weekday morning, he is the primary blogger and Editor of RollingAlpha.com.

ANTON PRETORIUS is a journalist and editorial assistant at various financial and outdoor magazine titles. In 2013, Anton was awarded with a PICA editorial excellence award (highly commended) for business-to-business Feature Writer of the Year. Anton enjoys 4x4-ing, photography and music.

JOMIRO EMING is a young and aspiring journalist with a passion for all things writing and photography. He is currently globe-trotting in Europe after a successful internship with Top Media & Communications, and will continue his career in journalism on his return. Apart from writing and photography, he enjoys quirky literature, travelling, and trying new things with an open mind.

SARAH BASSETT is a Cape Townbased financial journalist and editor with a passion for all things African business, entrepreneurship and travel. When she is not gallivanting around the continent she can be found unearthing stories in the insurance and financial service sectors.

NEESA MOODLEY ISAACS is a seasoned financial writer with more than 10 years’ experience in the field. While some question her choice of career, she loves every minute and finds the field of financial journalism both challenging and fascinating. She has been nominated for numerous journalism awards during the course of her career and has won several, most recent being the Citadel Words on Money Award for Best Feature in 2012.

BRIAN HAYWARD has a background as an investigative reporter and news editor at The Herald and Weekend Post newspapers in the Eastern Cape. Brian Hayward now runs national PR and freelance journalism business based in Port Elizabeth, Brian Anthony Communications.

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Top Performing 14th Edition

Predictable outcomes

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FOREWORD

TACKLING TRANSFORMATION Oregan Hoskins, President of the South African Rugby Union When I was first elected president of the South African Rugby Union (SARU) in 2006 it was to find an organisation that, frankly, was in disarray off the field. We were beset by administrative problems and we were as likely to find ourselves on the front page as we were on the back pages. Administrators were at each other’s throats and the idea of SARU appearing between the covers of Top Performing Companies would have been a laughable one. I am very pleased to say that we can now take our place among SA’s top blue chip corporates and leading companies without any hesitation whatsoever. The South African Rugby Union today is a far different one from that which I first knew as a delegate from the KZN Rugby Union at the start of the century. We believe we are South Africa’s leading sports federation – meaning no disrespect to our fellow members of SASCOC – and we live up to our vision of being an icon of inspiration to South Africa. We are a forward-thinking, forward-looking organisation committed to nation building and making our citizens proud – which we think we have achieved on many occasions. We know we are far from perfect and have areas to keep working on; particularly in terms of visible transformation at the elite playing level. But the Eminent Persons’ Group (EPG) established by the Sports Minister rated rugby as the most transformed sport in South Africa in their 2014 report, receiving the only ‘good’ rating issued by the EPG. The past eight years have not been without their challenges on the way to reaching our current position. We undertook a major corporate reorganisation at the start of this decade to re-engineer our whole governance structure. We recombined separate professional and amateur arms of the organisation to one single entity with one CEO and one organogram. That changed heralded an operational restructuring to streamline and re-focus a business that at times could duplicate work in its different arms or even leave cracks through which tasks could fall. Over the years our operational structure had also outgrown our old premises in Newlands, presenting us with the chance to move to a space, designed-for-purpose, in Cape Town’s northern suburbs. The benefits have been manifold. Among the plans and projects that we have rolled out over recent years are BokSmart and ClubWise – the first is a national rugby safety programme that has become an international class leader; the second is a Cathsseta-accredited training programme for club administrators at the grassroots level.

Oregan Hoskins, President of the South African Rugby Union We have opened four SARU Academies in the Cape to fast track black rugby playing talent and established a high performance mobile coaching unity that travels the country enhancing the skills of coaches and players. We have created an aspirational new club competition in the Cell C Community Cup; we have established libraries in needy but achieving schools in our Boks for Books CSR initiative and we have opened a world-class rugby museum, The Springbok Experience, at the V&A Waterfront in Cape Town. We have come a long way in the past eight years to a place where we can proudly say that the South African Rugby Union is a Top Performing Company.

Top Performing 14th Edition

F E AT U R E D C L I E N T S

FEATURED CLIENTS Having exceeded the stringent performance criteria established by Top Media & Communications and the Top Performing Companies, the following companies qualified to feature their activities in the publication and have chosen to do so.

COMPANIES

PAGE

Accenture 136 Afrisam 20 ATNS 114

Boniswa Corporate Solutions 132 Busby Tumi 4 Bytes People Solutions 88

Club Leisure 60 COEGA Development Agency 106

De Broglio Incorporated 102 Department of Human Settlements 142 Department of Social Development 116 Department of Transport 117 Drake & Scull 40 Drake International 68

Edwin Construction 38 Effectiveness Company 6

Future Life 50 Fusion Guarantees 44

Holgoun Investment 80 Hetzner 91

ICI Dulux Ingerop

Top Performing 14th Edition

30 28

Kimberley Clark 98 KZN Gambling & Betting 112

Land Bank

118

Marine Data Solutions 92 Mazars 140 MDDA 64 merSETA 110 Mintek 46 Motheo Chartered Accountants 79 Motlekar Holdings 14 Motorite Administrators 100 Muthelo-BEE 69

NOSA 82

Petroleum Agency SA 17 PERI Formwork Scaffolding 42 Power Group 3 Productivity SA 108

Rheem South Africa

South African Rugby Union

Telkom Business

S T

Ulwazi Group 138 Umso Construction 47

ED’S LETTER

EDITOR’S LETTER Dear reader, This year is a particularly special one for South Africa, 2014 marks the 20th anniversary since the country’s first free and fully democratic elections. Two decades have passed since the South African economy has been hamstrung by global sanctions to combat Apartheid; 20 years of growth, equality, and healing. South Africa’s economy has thrived since 1994, multinationals returned in their droves when the ANC won South Africa’s first free election, and the rapidly growing black middle class is testament to the opportunities that are available to all South Africans. However, this country is not without its problems. Unemployment is still a major issue, so is the glaring gap between the richest and the poorest. But I think we should all be proud of what we have achieved in the first two decades. Twenty years is not a particularly long time in human terms, we are barely creeping out of our awkward teens, heading back to university to start second year a bit wiser, and just as enthusiastic. The changeover from the violently oppressive apartheid regime to an open and free society could not happen overnight, and the gains we have made as a nation should be celebrated. Our focus should be on our success, as evidence of what we can achieve in such a short time and as proof that we can overcome. Our focus should not be on our failures and everything that still needs to be done. Top Performing is the first publication of a bumper year at Topco Media. In addition to our usual publications we are launching 20 Years of Success: Business & Government, to document and celebrate everything this great country has achieved. South Africa has a proud banking tradition and, even though our bank charges are relatively high, the service and options available have always been world class. For example, our banking is almost completely digital these days, while many Americans are still paid by check. Neesa Moodley-Isaacs takes a look at some of the firsts our banking industry has introduced to the world on page 72. Rising fuel and electricity prices have been playing havoc on the manufacturing and retail industries and many companies seem to have forgotten their most powerful tool, and Sarah Bassett discusses the power of pricing on page 54. The world of finance has been following the progression of the digital currency Bitcoin with a very interested eye over the last 18 months. On page 84 Jayson Coomer discusses the origin of currency and the viability of digital currency as a medium of exchange.

We also have features on the six habits of highly effective managers on page 10 and women in the motor industry on page 119, as well as special looks at all of the major industries including agriculture (page 26), sport (page 31), health (page 48), tourism (page 58) and education (page 96). Have a great 2014, and thank you for your help in making South Africa the country that it is today.

Best wishes,

Nick Krige Group Editor Topco Media

Top Performing 14th Edition

HABITS OF EFFECTIVE GENERAL MANAGERS

PASSION

DETERMINATION

COMMUNICATION LEADERSHIP ADAPTABILITY KNOWLEDGE OF THE MARKET - ANTON PRETORIUS

Creating a successful company is no easy task, and it can be just as difficult to sustain your success once achieved. The success of several top performing companies relies heavily on their leaders. Business owners are like fingerprints – no two are exactly alike – but despite their individuality, great business people often share certain traits that drive the success of their companies. The world’s fastest-growing companies have a wide variety of organisational structures, leadership styles, and go-to-market approaches. However, when you pull back the top layer that makes them different, you are likely to find many traits they share. Whether it’s formally interviewing successful start-ups or socialising with a top-dog director in a coffee shop, there is always one question that is asked. It comes in different forms, but the essence is the same: What does it take to run a successful company? Words like inventiveness and passion are often used when business owners or directors describe their success. What they don’t tell you is that when you move

Top Performing 14th Edition

the glamour aside, the road to success is often paved with the heavy bricks of hard work and long hours. Many say that success or failure is rooted in culture. Successful companies respond well to changes in their market environment and involve many people in the decision-making process; increasing the likelihood of diverse viewpoints and mitigating the risk of poor decisions. Successful traits are not industry specific, and are relevant whether a company is a start-up in its early stages or an established organisation. If one was to examine executives and leaders at successful companies, there is no doubt you would find a combination of the following habits in just about all of them.

M A N A G E M E N T / F E AT U R E

PASSION

Someone once said, “Choose something that is in line with your own personal interest and passion, and it’ll never seem like work.” Peter Scott, founder and CEO of the famous DVD rental giant Mr Video, as well as CEO and Executive Producer of Spotlight Entertainment agrees. He opened his first video store with only a burning passion in his heart and R500 in his hand. Sources close to Scott will tell you that his impeccable knowledge and passion for films not only earned him the affectionate nickname of “Mister Video”, but also led to the opening of the biggest movie rental franchise in South Africa with 200 outlets nationwide. Scott’s passion for film did not fizzle out there. After the success of Mr Video, he started investing in the local film industry. He produces and directs several local films and is responsible for movies such as Babelas, Ek Joke Net and Angus Buchan’s Ordinary People. “I owe it all to passion. It’s my secret to success. The most brilliant people I’ve worked with are passionate about what they do. They aren’t driven by money and fame. It’s a trait shared by many start-up founders and CEOs. Not only passion in yourself, but also the ability to instil that passion into your staff,” he says. He explained that if you’re ambivalent or mildly enthused about your product, service, skill, or company, that’s not going to sustain you through the highs and lows that will inevitably occur. He adds: “If you find something you love enough to want to share it with others, that love will fuel and give you purpose.” The advice to do what you love has become a bit of a cliché, but that’s easier said than done. Managing a successful company demands commitment and dedication – more than just being a regular run-of-the-mill employee.

DETERMINATION

Passion is one thing, but it needs to be backed up by sheer will and determination in order to run a company successfully. Scott highlights this point: “This might sound harsh, but people are lazy. Whenever possible, people will seek to accomplish whatever needs to be done with as little effort as possible. “More often than not, it doesn’t pay dividends. Dreams, ambitions, and passion are great starting blocks, but without putting in the long hours and having mental patience, those dreams are fruitless,” he adds. Annareth Bolton is CEO of Stellenbosch American Express Wine Routes – the first company who managed to establish an organised network of wineries in South Africa’s most famous wine region. Bolton and her company have been pioneers in establishing the wine tourism industry of South Africa back to its former glory. With the sponsorship of American Express, the Stellenbosch Wine Routes provide a co-ordinated network of nearly 200 wineries, each offering a unique cellar-door experience for the wine-lover and tourist.

Today, South Africa is recognised as a global player in wine tourism terms, winning awards on an annual basis. Bolton describes her success in business in three words: creative, fair, and hard-working. She highlights this with the story of how one woman’s determination helped her overcome the odds, and also inspired her to effectively run a company. The story is of Maria Magdalena Marais, who was suddenly widowed with three children to support and not even a proper home to live in. Resourceful and determined, she took over her husband’s work, completing the building of the manor house together with the help of her two teenage sons. They worked hard to develop a thriving farm and established over 80 000 vines and so began a legacy that has lasted until today, almost 200 years later. “Today, the farm is called Neethlingshof and her name has been memorialised in the estate’s award-winning singlevineyard wine called The Maria. It shows the power of hard work and determination and gives me hope for the future,” she says. Bolton comes from a humble upbringing in Calitzdorp. She started working at Boets Nel at De Krans, helping with vintners’ lunches and later in the tasting rooms. During her time at Stellenbosch University, she was employed as a waitress to pay for her studies. She worked for Winecorp at Longridge Winery until 2007 before Stellenbosch Wine Routes offered her the position of CEO. “It was many years of hard work and putting in the long hours before I could taste success. And it doesn’t stop there. Being the CEO is continuous hard work. You have to be the jack of all trades. Carry heavy boxes of wine when required; smile for a press photograph; meet print deadlines; run board meetings; attend restaurant launches and tons of business meetings,” she explains.

COMMUNICATION

“Play dumb. Be boring. Don’t solve problems and above all, don’t be yourself,” says Martha Mendoza, author of Stop Talking, Start Communicating. It’s not exactly what you’d expect to hear from a communications expert, but these counterintuitive strategies are precisely what we need to interact productively and meaningfully in today’s business world. She believes our overreliance on quick, cheap, and easy means of staying connected is eroding our communication skills. Speed steamrolls thoughtfulness; self-expression trumps restraints. Errors and misunderstandings increase and our relationships suffer. A paper from research specialists Ernst and Young put 636 of their own Entrepreneur of the Year finalists under the microscope to see what made them tick. These highlysuccessful men don’t own small companies. In 2012 in the US, 95 percent of firms had fewer than 50 employees, while in this group only 18.2 percent fell into that range. They asked the finalists what they consider being their biggest strength, the majority (41 percent) answered their “ability to communicate and install passion”. Top Performing 14th Edition

28%

OF THE COMPANIES HAVE GAMES OR GAME SYSTEMS ON THE PREMISES, INCLUDING PING-PONG, WII, FOOSBALL, PICTIONARY, AND XBOX 360.

LEADERSHIP

No one person can build a successful business alone. You must surround yourself with the right people, whether it’s family members, friends, suppliers, employees, subcontractors, or business partners. It’s a task that requires a team that is as committed as you are. Capable and committed staff is a company’s biggest asset. “Good managers manage, bad managers micromanage. If you’re not able to persuade or convince people of a vision, then you have failed to properly motivate,” Scott says. Respondents of the Ernst and Young study also agree that people were their main priority as opposed to other established companies worldwide who believe that efficiency increases productivity. Bolton is of the notion that no company or CEO is successful without a strong management team. “Each member must be a leader that knows and is accountable for his or her job responsibilities, and does not try to do the work of other team members.”

ADAPTABILITY

Avoid getting overly caught up in the high-tech world, but be aware of how to take advantage of it. Levelling the playing field with technology and the ability to remain nimble in an ever-changing market are traits shared by all the interviewed CEOs. Scott and Bolton agree that leveraging industry trends is another habit shared by successful companies. Bolton believes staying on top of industry trends through reading, attending conferences, and joining trade associations is essential for CEOs to ensure that the direction and vision of the company is on course. Scott feels that the biggest priority for his company’s future is to grow with time and adapt with new technology. He says that in order to run a successful business, you must be willing to embrace innovation. Bolton says that while older and larger companies can innovate effectively, more established companies tend to resist radical innovation that might displace their existing revenue streams in the short-term. “Successful entrepreneurs know that their agility and propensity for innovation can make them an attractive investment, acquisition, or partnership target.”

KNOWLEDGE OF THE MARKET

Petro Heydenrych, Chief Executive of iProp Limited, a multi-million Rand group involved in the development and sale of township land for commercial, industrial, retail and investing purposes, leasing, and managing of buildings, agrees that knowing your market is an important trait for running a successful business. After major development on the East Rand did not pan out, Heydenrych and her company saw the old Rand Mine Properties (RMP) as property with potential. She knew the market was quite active and the congestion on the roads to the north of Johannesburg made it all the more promising. “In this area, it’s people who come to live there that want to be in the area, people that run their businesses from the area. They need to be there or they want to be there. There’s no fashionable angle to that land. It’s because people want to be there,” she says. Knowing your market inside and out can help with a targeted approach to marketing too. In the end, it will save

you money, help you create and find engaging content for your audience on a more personal level. Ultimately, the success of your business will grow. The lifeblood of any business enterprise is cash flow. Therefore, all owners and CEOs of successful companies know they need to be wise money managers to ensure that the cash keeps flowing and the bills get paid. “Managing your money wisely is one of the most important ways to gain a level of financial stability and independence,” says Bolton. Heydenrych says that if your problem is debt, pay it off as soon as possible and avoid getting back into it. “It’s always better to be above zero than in the negative, not only for sleeping easier at night, but also for the stability and financial growth of your company.”

A recent study by Seattlemet.com, a news and lifestyle multimedia company in the US examined 25 highly-successful companies to determine their habits of success. They found the following:

• 24% of companies do random drug tests 20% of companies allow employment • sabbaticals 32% of companies offer employee profit • sharing

• 8% have nap or zen rooms of companies offer eldercare • 12% assistance for staff to take care of aging relatives

48% pay the entire healthcare insurance • premium 60% of the companies’ dress code is • casual. 28% is business casual

96% of companies offer domestic partner • benefits

• 76% offer paternity leave of companies offer free or subsidised • 12% massages of companies give surprise on-the• 16% spot bonuses

average gender ratio of the executive • The teams in the top 25 companies is 65.6% male and 34.4% female

give the option of a compressed • 40% workweek 28% of the companies have games or • game systems on the premises, including ping-pong, Wii, Foosball, Pictionary, and Xbox 360.

Top Performing 14th Edition

INTERVIEW / MOTLEKAR HOLDINGS

Faizal Motlekar B U S I N E S S M A N A N D P H I L A N T H R O P I S T FA I Z A L M O T L E K A R O P E N E D H I S F I R S T B U S I N E S S , A S M A L L S H O P I N K O F F I E F O N T E I N I N T H E F R E E S TAT E 1 5 Y E A R S A G O . T O D A Y H E S TA N D S AT T H E H E L M O F M O T L E K A R H O L D I N G S A N D I T S M A N Y S U B S I D I A R Y C O M PA N I E S . H E I S A P R O P E R T Y D E V E L O P E R I N H I S O W N R I G H T.

AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET? Our strategy is to employ specific sector focus. For example, with infrastructure-related business we have Group Five Motlekar, Tarman, Motlekar Cape, and Hitricon.

AS THE CEO, WHAT IS YOUR CURRENT THREE-YEAR BUSINESS PLAN TO SUSTAIN YOUR COMPANY TO MAINTAIN SHAREHOLDER INVESTOR CONFIDENCE?

WHAT HAVE YOU DONE TO IMPROVE PRODUCTIVITY, PERFORMANCE, AND SUSTAINABILITY IN THE ORGANISATION?

As the owner and CEO of the business we don’t have any external investors, but it is important to maintain good corporate governance in line with the King III Report. For the next three years we are focussed on consolidating current investments and looking at potential synergies within investee companies.

We have focused on incentivising staff to make sure we get the most out of them, and that they are rewarded for their hard work through share incentive schemes.

CAN YOU DETAIL ONE KIND OF SUCCESS THAT INNOVATIVE THOUGHT LEADERSHIP IN YOUR COMPANY HAS BROUGHT ABOUT?

WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY TO DATE AND WHAT DO YOU PLAN FOR THE FUTURE?

Thought leadership has enabled us to create partnerships with listed companies such as Group Five Housing Pty Ltd.

We have recently acquired more personnel to help with our goal of growing the business and diversifying out of infrastructure towards other sectors such as ICT and mining.

FLAT MANAGEMENT STRUCTURES SEEM TO BE BECOMING MORE POPULAR. HOW DOES THIS WORK AT YOUR ORGANISATION, AND WHAT ARE THE ADVANTAGES?

HOW DO YOU THINK YOUR LEADERSHIP HAS IMPACTED ON YOUR PEERS AND THE INDUSTRY IN GENERAL?

The advantages for us have been the ability to make key decisions more quickly. It means we receive feedback sooner and are able to explore new opportunities more completely.

It has impacted the company by getting involved in public infrastructure. I am also a Co-founder of Saarda – which is a property industry mouthpiece, and was involved in making Motlekar Holdings a Platinum Sponsor of the Black Business Quarterly Awards. WHAT CORE PRACTICES, SYSTEMS, AND STRATEGIES FOR SUCCESS CAN YOU SHARE WITH US? We practice humility, stress management, and longterm focus on business sectors that are familiar to the organisation to make sure we stay ahead of the game. DOES YOUR COMPANY HAVE A DEVELOPMENT PROGRAMME THAT MOULDS AND STRENGTHENS THIS KIND OF TALENT? We regularly send core employees to executive training programmes to beef up knowledge on new ways of doing business, such as corporate governance and ethics.

Top Performing 14th Edition

WHAT KEY INNOVATIONS DO YOU HAVE IN MIND OR PLAN FOR THE FUTURE? We are looking to take a more hands-on approach with investee and subsidiary companies. We want to feed off their ideas on how to implement strategies and grow together with them. WHAT PRACTICES DO YOU IMPLEMENT DURING BUSINESS CONFLICT SITUATIONS AND ARE THEY SUCCESSFUL? We aim to be more proactive than reactive, solving problems before they arise. WHAT IS THE BEST ADVICE YOU HAVE EVER RECEIVED? Live a balanced life.

Chairman: Faizal Motlekar Chief Operating Officer: Andile Mkhosana Chief Financial Officer: Yazeed Evans Executive Assistant to Faizal Motlekar: Kelello (Kelly) Moyo Physical Address Woodmead 703 Office Park 20 Morris Street East Woodmead Postal address PO Box 77570 Eldoraigne 0171 Contact details Tel: 0861 789 111 Fax: 011 234 7331 Email: info@motlekar.co.za Web: www.motlekar.co.za

EXCAVATING

SECTOR OVERVIEW / MINING

A PR OS P E R OUS FU TU R E

By Alexandra Nagel

As far back as the late 19th century, mineral resources have been the backbone of the South African economy. The abundance of these substance such as diamonds, platinum, gold, chromium, and coal, in our land is what makes South Africa a global leader in the mining industry.

South African mining makes up one third of market capitalisation on the JSE, making it a vital aspect of the country’s economy. With the nation’s immense wealth in mineral resources, the global community looks to South Africa for trade in these materials. This not only boosts the economy, but also the country’s status in the global community. According to the Chamber of Mines, South African mines have created 1 million jobs, spending approximately R78 billion on wages. The industry accounts for 20 percent of foreign investment and 50 percent of foreign exchange. Overall, the sector accounts for R407 billion of government expenditure. Coal is one of the country’s most important elements as 94 percent of South Africa’s electricity is produced from it. However, it has a toxic effect on the environment, which is causing companies to seek other sources of power. It has also caused companies to focus on improving the safety of mineworkers. Since these working conditions are so harmful to the environment, they are too for the workers.

WORK & SAFETY The platinum mine strikes, which occurred in January 2014, proved to be the greatest challenge for the mining sector with approximately 70 percent of the global market depending on the mines in South Africa. The rand reached its weakest point against the US dollar in six years during this time, causing significant inflation in the country. Due to the unfortunate occurrence at the Marikana mines, legislation has been put in place to improve mining conditions in South Africa. In 2012, 44 mineworkers were killed by South Africa’s security force at Marikana after they went on a wage strike, demanding an increase in pay up to R12 500. The Mineral and Petroleum Resources Development Act 2002, as well as the Mining Charter of 2005, has been implemented to ensure mining environments in South Africa are more worker-friendly and also focuses on human resource development and skills upliftment. continued >>>

Top Performing 14th Edition

SECTOR OVERVIEW / MINING

Leading companies in the industry, such as Wescoal, emcompass the notion of safer working environments in their mission statement and continuously strives to produce improved working conditions for their employees as well as preserve the environment. Implats is another mining company that aims to make mining a much safer profession. In 2011, the Minister of Mineral Resources as well as other stakeholders agreed to the Culture Transformation Framework which aims to foster improved leadership, be more efficient in risk management, create more performance incentives, and to eradicate discrimination from the workplace. Furthermore, Implats will suplly training for about 3 200 safety representatives in 2014, which will contribute to the goal of zero harm. Safety nets worth R200 million are in the progress of being installed with mobile mining equipment with warning devices worth R36 million for Shaft 11 and 12. Improved saftey devices worth R60 million are also being installed to ensure more reliable shaft safety for Implat miners.

CLOSING THE SKILLS GAP Anglo American has an initiative that strives to support up-and-coming businesses in South Africa. Known as the Entrepreneur Internship Programme (EIP), it is an initiative dedicated to support business owners in growing their businesses. With South Africa having such a high unemployment rate, this programme will not only support an individual owner and their business, but also create job opportunities. Additionally, the increase in businesses will contribute to the growth of the economy. “Knowing Me, Knowing You” is another initiative put forward by Anglo America which started in September 2011 with the aim of transformorming the South African work enviroment into a more inclusive one. This project was initiated to build a strong working environment that embraces South Africa’s diversity by bringing in people from all genders, backgrounds, and cultures. Thanks to initiatives such as these, the mining sector has achieved the highest rate of economic transformation through black economic empowerment polices such as B-BBEE. These policies are not as successful with regards to South African mine ownership however, where government has set a target of 26 percent in ownership of mines to go to the black community by the end of 2014.

INVESTMENT IN THE INDUSTRY As diamonds are still a hot commodity, South Africa has invested R20 billion in a De Beers underground mine that is currently being built in Venetia, Limpopo. This massive injection of funds is expected to boost the mining sector by producing 130 million tonnes of diamond ore, approximately 96 million carats, in 2021. Not only will it boost foreign investment, such as Anglo American’s lofty contribution of R200 billion to the sector in the past 14 years, the mine is also expected to create over 13 000 jobs, both directly and indirectly through the supply chain.

Top Performing 14th Edition

C O M PA N Y P R O F I L E / P E T R O L E U M A G E N C Y S A / O I L G A S

Petroleum Agency SA is based in Bellville, Cape Town and is responsible for the promotion and regulation of exploration and exploitation of oil and gas (petroleum) resources within the Republic (onshore and offshore). This is done on behalf of government in terms of the Mineral and Petroleum Resources Development Act.

ACTING CEO: LINDIWE MEKWE

Chief Financial Officer: Olivia Mans

Petroleum Agency SA encourages investment in the oil and gas sector by assessing South Africa’s oil and gas resources, and presenting these opportunities for exploration to oil and gas exploration and production companies. Compliance with all applicable legislation in place to protect the environment is very important, and rights cannot be granted without an approved Environmental Management Plan. One of the Agency’s roles is to counsel government on issues related to oil and gas. The Agency has recently played a leadership role in the Task Team process investigating shale gas exploration and the controversial technique of hydraulic fracturing. South Africa is on the brink of major developments in the upstream industry and the next few years will be key in determining the country’s future energy profile. There is currently unprecedented interest and a record level of activity in petroleum exploration.

Promotion General Manager: Ntisiki Van Averbeke

Regulation Acting General Manager: Tebogo Motloung

Information Services Manager: Viljoen Storm

Explorers must prove financial and technical ability to meet their commitments in safe-guarding and rehabilitation of the environment. Preparation of Environmental Management Plans requires public consultation and a clear demonstration that valid concerns will be addressed. INFORMATION

COMPANY STATISTICS /

NATURE OF BUSINESS

EMPOWERMENT STATUS

Physical address:

DEMOGRAPHICS / HISTORY

Description of activity:

Black empowerment level -

Year founded: 1992

Promotion and regulation of oil

shareholding (%):

Founding members: State-

and gas in South Africa

State-owned entity

7 Mispel Road Bellville 7530

owned entity

Products/services offered:

Black empowerment level

Postal address:

Employees: 70

Promotion, licensing, monitoring

- executive directors (%):

Branches: Only a Head Office

and data management

Currently no executive directors

PO Box 5111 Tygervalley 7536

Black empowerment level -

in Cape Town Current customer base: Oil and

CONTRACTS & AWARDS

non-executive directors (%): All

Contact Details:

Gas Industry

Recent exhibitions / trade

non-executive directors are black

shows / conventions: Africa

Black empowerment level -

Telephone: 021 938 3500 Fax: 021 938 3520 Email: plu@petroleumagencysa.com Website: www.petroleumagencysa.com

BUSINESS & FINANCE

Upstream, Appex, AAPG, WPC

Turnover: 74 420

total staff (%): >50.1% black employees

Operating profit: 1 747

TRAINING & CSI

Empowerment rating?

Net profit: 19 653

Training programmes:

Level 7

Financial year-end: March

Educational assistance;

BEE Verification Agency CC

Holding company: CEF (SOC) Ltd

internships

Bank: ABSA

Employee incentive schemes:

Auditors: Auditor-General

Performance bonus incentive

Key clients: Oil Majors

CSI initiatives: Upstream Training Trust

FA S T FA C T S 1 2 3 4 5

| | | | |

The Agency attracts international investment to South Africa through exploration companies. We assess oil and gas resources for Government. We are the state archive for oil and gas data in South Africa. We train young scientists through our intern programme. We bring science to the community through the Upstream Training Trust.

Top Performing 14th Edition

TRADING with the GLOBAL COMMUNITY

By Jomiro Eming

The manufacturing sector in South Africa has evolved significantly over the years from a secondary sector producer to a strong tertiary sector service provider. The key industries that comprise of this sector are the textile, automotive, and metal industries. This sector had the highest growth rate at 12.3 percent due to the increase in food and beverage production, chemical and plastic products.

Overall, the sector had expereicned a few setbacks, with the major one being the automotive strikes in August and September 2013. Workers filling the streets in protest of low wages cost the industry a significant amount in lost productivity and the sector took a significant hit from it. It caused a large over stock of imported materials at supplier level because cars were no longer being built. These issues were further compounded by raw material price fluctuations caused by exchange rates and commodity price movements. Despite this, South Africa remains a significant producer of vehicles and their parts, with BMW, Toyota, Ford, MercedesBenz, and Volkswagen all boasting large-scale operations in the country. With the low cost of production, these companies are able to provide jobs for the economy as well as make use of South Africa’s free trade agreement with the EU and Africa.

AUTOMOTIVE At the end of September, 2013, a total of 1 667 jobs were created, which was a drop from last year at 1 735 Jobs

Top Performing 14th Edition

are expected to increase due to the demand in exports to international markets, according to National Association of Automobile Manufactures South Africa (NAAMSA). The future for vehicle sales is looking better than last year’s prediction. Sales on new domestic vehicles are expecting to increase by 4.5percent in 2014, which will make up for the drop in new vehicle export projections. At the beginning of 2014, the Department of Trade and Industry released a report that detailed a 3.2 percent increase in new vehicle sales, reaching an amount of 650 620.

TEXTILE INDUSTRY The textile, clothing and footwear sector has undergone significant changes since 1994 with the demand in synthetic fibres on the rise in the global market. This arm of South Africa’s manufacturing sector took a setback when recent legislation called for the textile industry to open up its markets to free trade by the World Trade Organisation (WTO) in 2009.

S E C TO R O V E R V I E W / M A N U FA C T U R I N G

The sector has now suffered significantly due to cheaper imports from China where labour costs are much cheaper. To combat this, the government has put quotas in place to protect local businesses from completely dying out.

CORPORATE SOCIAL RESPONSIBILITY The Department of Trade and Industry has initiated a protection programme, to keep local textile businesses safe. The Clothing Textiles Competitiveness Programme (CTCP) of 2012/2013 aims to provide a supply chain that will focus on government niche markets and retailers in order to improve the industry’s global competitiveness. Rich in raw materials such as fibres and skins, it is possible to manufacture the resources and sell them at home instead of spending capital on exporting materials to be manufactured elsewhere and importing the final product back into the country.

GOVERNMENT & AGRICULTURE

Since the launch of CTCP, 12 000 new jobs have been created in South Africa. The programme has also supported 400 companies and R1.5 billion has been spent on people engaging with CTCP. This initiative encourages trading with other African countries in order to support job creation to South Africa’s neighbouring states too.

INDUSTRY OUTLOOK To ensure South Africa’s manufacturing sector continues to be successful, the Department of Trade and Industry has initiated a new plan. Launched in 2013, the Industrial Policy Action Plan (IPAP) aims to support production and development in local industries with a focus on diversification of the industry’s reliance on traditional commodities, long-term intensification of industrialisation, and increasing South Africa’s production capacity in these sectors. In order for the policy to be successful, South Africa will have to move away from its reliance on imports in order to nurture local markets ready to compete in the global community. According to a report released by the World Bank, South Africa’s manufacturing sector is performing the least favourable out of all the BRICS countries. With the lack of skills as well as labour strikes happeng in the country, more reliable alternative goods from a cheaper labour force are exported from China. South Africa is still however, China’s greatest trading partner on the African continent as South Africa’s mining industry supplies China’s demand for mineral resources.

Top Performing 14th Edition

I N T E R V I E W / A F R I S A M S A / B U I L D I N G & C O N S T R U C T I O N M AT E R I A L S

Grant Neser A F R I S A M H A S S E T T H E PA C E A S T H E L E A D E R I N T H E P R O D U C T I O N O F L O W C L I N K E R CEMENTS AND CONCRETE.

AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET? AfriSam has evolved from being a company that traditionally supplies construction materials and services to one that is able to provide customers with solutions to their specific construction material requirements. AfriSam’s future depends on the company’s ability to continuously adapt and improve the current products and services on offer as well as to introduce new technologies to the market. AfriSam’s business practices are based on two key principles. Firstly, to develop innovative, technologically-advanced products that satisfy customers needs. Secondly, to do this in a manner that will contribute to sustaining our planet. WHAT HAVE YOU DONE TO IMPROVE PRODUCTIVITY, PERFORMANCE AND SUSTAINABILITY IN THE ORGANISATION? South Africa’s cement market is fiercely competitive and AfriSam continues to look at innovative solutions to win over new customers and retain existing ones. AfriSam has recently embarked on an inhouse Customer Value Management initiative that focuses the company on delivering real value to our customers.This initiative is starting to gain real traction in the construction industry. It serves as proof that AfriSam is making headway on its journey to delivering a whole new level of service to its customers. WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY TO DATE AND WHAT DO YOU PLAN FOR THE FUTURE? Although construction techniques and methodologies have changed over the years, the recent focus on sustainability has introduced a new dimension to the industry. In the construction world, sustainability has many facets, including the ability to re-use materials. AfriSam has set the pace as the leader in the production of low clinker cements and concrete. Through ongoing research, the company has been able to produce cements and concretes with cement clinker content as low as 25 percent.

Top Performing 14th Edition

“AfriSam has the largest installed readymix concrete capacity in Gauteng, allowing for efficient fasttrack projects.” Industrial by-products are blended with AfriSam milled clinker to produce low clinker Advanced Composite Cements which has a low carbon footprint. By utilising these by-products, AfriSam produces cements that generate concrete with improved heat of hydration, reduced porosity, improved durability and resistance to chemical attacks. WHAT STRATEGIES IS THE COMPANY INCORPORATING AT PRESENT AND HOW WELL HAS IT WORKED TO SEGMENT YOUR COMPANY FROM SIMILAR OPERATIONS? AfriSam combined its different sales teams into a “single selling organisation”, which offers a single point of contact for all customers in order to provide support across AfriSam’s entire product range. This is a competitive advantage for AfriSam because the company is the most vertically-integrated materials supplier in the construction industry.

WHAT CORE PRACTICES, SYSTEMS AND STRATEGIES FOR SUCCESS CAN YOU SHARE WITH US? On major projects, AfriSam is able to offer a full solution in the form of cement, aggregate and concrete with the added capability to erect on-site batch plants if the customer so prefers. AfriSam has the largest installed readymix concrete capacity in Gauteng, allowing for efficient fast-track projects. It can handle concrete pours of 120 to 150m³ per hour quite comfortably. In the Sandton/Midrand/ Centurion corridor, the company’s installed capacity will allow up to 4 000m³ to be poured in a day. On certain projects, AfriSam has been the only company capable of accomplishing these really immense concrete pours.

CEO: Dr Stephan Olivier Sales and Marketing Executive: Grant Neser Information Services Executive: Louise van der Bank

Strategic Growth Executive: Roshni Lawrence Chief Financial Officer: Leon Serfontein

Cementitious Executive: Hannes Meyer

Construction Materials Executive: Malose Chaba

Human Resources Executive: Sandile Khwela Postal address: PO Box 6367 Weltevredenpark, 1715

Contact Details: Telephone: 011 670 5500 Fax: 011 670 5793 Email: customer.service@ za.afrisam.com Website: www.afrisam.com Toll-free/call centre/customer care number: 0860 141 141

C O M PA N Y P R O F I L E / A F R I S A M S A / B U I L D I N G & C O N S T R U C T I O N M AT E R I A L S

AfriSam (South Africa) (Pty) Limited (AfriSam) has been producing construction materials for the southern African community since 1934, when the company commissioned its first cement plant. AfriSam has remained true to its mission of shaping Africa and build a better society by responding to its customers’ needs with superior construction material solutions. Today, the company is a leading black-controlled construction materials group with operations in South Africa, Botswana, Lesotho, Swaziland and Tanzania. AfriSam owns 62.5 percent of Tanga Cement Company Limited (TCCL) in Tanzania which trades under its brand name, Simba, on the Dar es Salaam Stock Exchange. The company has a total annual cement production capacity of 5.8 million tons (including a 1.2 million annual cement production capacity from its Tanga Cement operation in Tanzania), produced from seven production facilities and distributed to customers through strategically-located cement depots. AfriSam has 41 readymix concrete plants from which operations produce almost any concrete mix required by customers. The company also has the capacity to produce in excess of 10 million tons of aggregate from 16 quarries annually. “Afri” refers to the company’s proud African heritage and countries in which it operates. “Sam” comes from the word “samente” or “disamente” which means cement in six of South Africa’s official languages. In essence, AfriSam is all about African Cement.

Sales and Marketing Executive: Grant Neser Information Services Executive: Louise van der Bank

Strategic Growth Executive: Roshni Lawrence Chief Financial Officer: Leon Serfontein

Cementitious Executive: Hannes Meyer

Construction Materials Executive: Malose Chaba

Human Resources Executive: Sandile Khwela

INFORMATION

COMPANY STATISTICS /

solutions are developed, tested

the company’s role to help uplift the

Postal address:

DEMOGRAPHICS / HISTORY

and applied, ensuring continuous

communities within which it operates.

Year founded: 1934

improvement in the various aspects

The company’s Corporate Social

PO Box 6367 Weltevredenpark, 1715

Founding name: Anglo Cement

associated with construction

Responsibility (CSR) programmes

Company Ltd

materials.

focus on projects in education, health, conservation and community

Employees: Over 2 000 Branches: South Africa, Botswana,

CONTRACTS & AWARDS

development. Projects within these

Lesotho, Swaziland, Tanzania

Recent major contracts:

areas are selected so that results will,

Cradlestone Mall is South Africa’s

over time, be sustained by efforts

NATURE OF BUSINESS

latest mega shopping mall, offering

from the individual communities.

Description of activity: The AfriSam

70 000m² of leasable retail space,

Group offers cement products in bag

comprising of about 230 shops and

EMPOWERMENT STATUS

and/or bulk, ground granulated slag,

restaurants. The 115 000m² parkade

Black Empowerment Level -

varied aggregate products, readymix

is spread over four levels with 4 500

shareholding (%): 50.1%

concrete, bulk dry mortar and

parking bays. AfriSam supplied a

black shareholding

pre-mixed baggs, as well as

total of 92 000m3ᶟ readymix concrete

Empowerment rating?

speciality products such as road

for this project.

Level 2 –B-BBEE contributor as

Contact Details: Telephone: 011 670 5500 Fax: 011 670 5793 Email: customer.service@ za.afrisam.com Website: www.afrisam.com Toll-free/call centre/customer care number: 0860 141 141

verified by the National Empowerment

stabilisation cement. Services offered: AfriSam offers

TRAINING & CSI

customers a Centre of Product

CSI initiatives:

Excellence where, in collaboration

The AfriSam Group believes that, as

with its customers, products and

a responsible corporate citizen, it is

Rating Agency (NERA)

FA S T FA C T S 1 2 3 4 5

| | | | |

Leading black-controlled building and construction materials group in Southern Africa Operations in South Africa, Botswana, Lesotho, Swaziland and Tanzania Employs more than 2000 people South Africa’s largest producer of aggregate and the second largest producer of cement and readymix concrete The only fully vertically-integrated supplier of cement, aggregates and readymix concrete in Gauteng

Top Performing 14th Edition

I N T E R V I E W / R H E E M S A / PA C K A G I N G

Lwazi Dhlomo O U R M I S S I O N I S T O B E A S U C C E S S F U L , C U S T O M E R S E R V I C E - O R I E N TAT E D M A N U F A C T U R E R , A N D M A R K E T E R O F I N D U S T R I A L M E TA L PA C K A G I N G A N D SERVICES PROVIDER.

GIVE A BRIEF HISTORY OF THE COMPANY AND YOUR CURRENT PRODUCTS AND MARKETS? Rheem SA is a manufacturer and marketer of industrial steel packaging. The company was established in 1967 and has since become a national operation with manufacturing and distribution sites in all major business centres of the country. The company is 100 percent black-owned and South African. We have three product lines, namely drums, pails, and cans. We also offer steel and tinplate de-coiling and cutting, coating and printing services to the industry. AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET? Part of our strategy towards achieving our vision and mission is to offer a diversified packaging range in steel and tinplate. We have achieved this status by differentiating our product offering through uncompromising customer requirements orientation. This involves mobile warehousing facilities for on-time deliveries, and sustainable supply through sufficient raw material stock levels. WHAT HAVE YOU DONE TO IMPROVE PRODUCTIVITY, PERFORMANCE AND SUSTAINABILITY IN THE ORGANISATION? In 2012, we embarked on an exercise driven by our management consultant partners, Knox D’Arcy, to review our entire production processes with the aim of improving productivity, efficiency, and cost effectiveness. This was quite an involved paradigm-shifting exercise, moving our entire workforce closer to being world-class in thinking and operations.

Top Performing 14th Edition

WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY TO DATE AND WHAT DO YOU PLAN FOR THE FUTURE? In line with the pursuit of world-class operating standards, during 2013 we upgraded our Prospecton manufacturing facility and invested in a new automated drum manufacturing line. The overall investment was just over R50-million. In an effort to improve our information management systems, we have also invested in an integrated enterprise resource planning system which will facilitate effective commercial and financial management, and control. WHAT CORE PRACTICES, SYSTEMS AND STRATEGIES FOR SUCCESS CAN YOU SHARE WITH US? As the leader you must create a working environment which enables each and every person to realise their full potential. This involves developing a conducive working environment, clear and measurable objectives for each individual, and effective performance management through key performance indicators. AS THE EXECUTIVE CHAIRMAN, WHAT IS YOUR CURRENT THREEYEAR BUSINESS PLAN TO SUSTAIN YOUR COMPANY AND MAINTAIN SHAREHOLDER INVESTOR CONFIDENCE? The plan is three-pronged. Firstly, we needed to create a working environment that allows our people to be proud of being part of the Rheem Team and to look forward to coming to work in the morning. Secondly, we had to engage with our workforce in terms of productivity and efficiency improvements through a strategic review of how we do things. This was achieved through the support of external management consultants who came with fresh eyes to analyse our processes and suggest improvements.

Thirdly, we had to ensure that we have the right tools and facilities to achieve our growth targets, both locally and throughout the continent. At this stage, we have improved our manufacturing plant to worldclass standards. WHAT KEY OR IMPORTANT INNOVATIONS DO YOU HAVE IN MIND OR PLAN FOR THE FUTURE? We are in the early stages of looking at energy efficient processes that can further reduce energy and material costs. Automation of more of our production processes is also being investigated. WHAT IS THE BEST ADVICE YOU HAVE EVER RECEIVED? Our former President, Nelson Mandela, once said that, “It always seems impossible until it’s done”. Once the vision and mission is clear, leadership simply needs to get everyone on board. CAN YOU DETAIL A COMPANY SUCCESS THAT INNOVATIVE THOUGHT LEADERSHIP HAS BROUGHT ABOUT? We have been focussing on our raw material expenditure and have made great strides in reducing this cost without compromising the service and quality of our products. WHAT PRACTICES DO YOU IMPLEMENT DURING BUSINESS CONFLICT SITUATIONS AND ARE THEY SUCCESSFUL? In a business conflict situation, we believe, that we need to be impartial. Our company reputation is built on honesty and openness. and we strive to ensure that our customers are always satisfied.

C O M PA N Y P R O F I L E / R H E E M S A / PA C K A G I N G

EXECUTIVE CHAIRMAN: LWAZI DHLOMO

Rheem SA (Pty) Ltd is a locally-based company with a vision to be a world-class global player. The company is a responsible South African corporate citizen that fully understands how vital it is for each individual to contribute towards developing our country successfully. Rheem SA’s core competence is the manufacturing and marketing of industrial packaging converted from steel and tinplate. The company achieves this through two operations in Gauteng, with one each in KwaZulu-Natal, the Western Cape, and Eastern Cape. The company is proud of the role it plays in a highly-competitive industry dominated by global companies and multinationals. Rheem SA is confident about its ability to compete and meet the needs of customers successfully. The company continues to invest in the business’ infrastructure and equipment to ensure its sustainability and future growth. The crux of the company’s vision is to turn Rheem into a global business that all its employees, customers, and other stakeholders appreciate being associated with it. The company is owned by the Dhlomo family through an investment company called OD Investment (Pty) Ltd. The family acquired the business in 2001, and has since made additional investments to grow the business into a world-class operation.

Managing Director: Mr Ken Webb Non-Executive Director: Ms Khanyi Dhlomo-Chijioke Financial Director: Mr Leon Muller Operations Director: Mr Cobus Brink Sales and Marketing Director: Ms Neli Gumede Commercial Director: Mr Mahen Manilall Technical Director: Mr David Davies New Business Development Director: Mr Morgan Kristen

INFORMATION

COMPANY STATISTICS /

New products: Conical and

CONTRACTS & AWARDS

DEMOGRAPHICS / HISTORY

Knock Down Drum

Industrial standards: SABS

Year founded: 2001

ISO rating: 9008:2001

Physical address: 8-10 Avenue East Isipingo KwaZulu-Natal

Founding members:

NATURE OF BUSINESS

Recent awards: Plascon Supplier

OD Investments

Description of activity:

Award – Runner Up

Employees: 400

Manufacturing

Recent major contracts:

Postal address:

Branches: Durban, Alberton, Cape

Products/services offered: Steel

Shell SA, Lubrizol

Town, and Port Elizabeth

Drum, Tinplate Pails, Tinplate Cans

Memberships: Drumnet, API,

and cutting services

PO Box 26374 Isipingo Beach KwaZulu-Natal 4115

EMPOWERMENT STATUS

SAICRA, PACSA, SABS

Black empowerment level -

Current customer base: 250

shareholding (%): 4

Contact details: Telephone: 2731 9106900 Fax: 2731 9106935 Email: info@rheem.co.za Website: www.rheem.co.za

FA S T FA C T S 1 2 3 4 5

| | | | |

R heem SA was established in 1967. T he company is 100 percent black-owned. R heem SA is a founding member of the South African Industrial Container Reconditioner Association (SAICRA). T he company is member of the International Packaging Association (IPA). R heem SA supports a range of CSI initiatives including the Highway Hospice and Save the Children KwaZulu-Natal.

Top Performing 14th Edition

EASING MOVEMENT OF GOODS AND SERVICES WITHIN AFRICA IS CRITICAL A key topic of discussion among global leaders at the 24th World Economic Forum on Africa, hosted in Abuja Nigeria, was the need for free movement of talent and goods across Africa, in order to significantly strengthen businesses and boost intra-Africa trade on the continent. This sentiment is echoed by Charles Brewer, MD of DHL Express Sub-Saharan Africa. “There was a collective consensus among African leaders on the topic of mobility in Africa, as well as the importance of efficient border and visa policies. We have seen good follow-up, particularly in East Africa, and it is imperative to continue to work on the border and customs environment to grow intra-Africa trade.” says Brewer. He says that the forum took place against a backdrop of significant economic growth in Nigeria – having overtaken South Africa as the largest economy in Africa earlier in 2014 – and that this has spurred investment interest in the country. “Africa is clearly on the global agenda. Despite security

Top Performing 14th Edition

concerns, delegates and heads of state from all parts of the world gathered in Abuja to discuss inclusive growth for Africa.”

OPEN BORDERS A key view expressed by a number of African leaders at the Forum was the need for a proactive approach to border management, which will enable trade between various regions. The creation of an environment that enables business growth on the continent as opposed to obstructing it was also addressed by various parties. The call for visa-free movement around the continent for African passport holders dominated proceedings with Rwandan President Paul Kagame, Kenyan President Uhuru Kenyatta, African Development Bank President Dr Donald Kaberuka, and Nigerian billionaire Aliko Dangote, in particular,

championing the idea of freedom of movement for African people and goods. Recognising the importance of travel facilitation and talent mobility as drivers to integrate and develop the region, President Kagame, President Kenyatta, and Prime Minister Moussa Mara of Mali have all signed The Call to Action on Travel Facilitation & Talent Mobility, which urges all African States to work together towards the establishment of joint policies and the removal of barriers to facilitate movement of people.

ACCELERATING GROWTH Brewer adds that it was also positive to witness how small and medium enterprises (SMEs) are increasingly being recognised as the primary driver of economic growth in Africa and how they are being supported across Africa. “A growing SME base will create thousands of new jobs, which is an absolute must for this ever-growing continent, as it is a critical driver of sustainable economic growth.” It has been predicted for some time that Africa was a sleeping economic powerhouse, and the continent is beginning to live up to the hype. “Nigeria, as an example, previously generated its wealth from the oil and gas industry, but today is a thriving economic hub of diversified sectors, such as finance, retail, telecommunications, as well as its rapidly growing film industry, Nollywood. The expanding sectors offer multiple opportunities to business owners looking to capitalise on the continent’s expansion and economic growth.” Brewer adds that it is also difficult to ignore the opportunities stemming from the rising middle class in Africa. “The thoughts and preferences of African consumers are changing in that they are increasingly seeking access to new markets and this is only creating further opportunities for both local and international businesses.” With that said, Brewer says some of the challenges SMEs face include infrastructure challenges and customs regulations and controls. “The fact that world leaders have recognised these issues and put actions in place towards easing the difficulties experienced can only bode well for future business development and success on the continent.”

BUILDING A SOLID BASE He points to the commitment made by the Chinese Government to prioritise infrastructure development in African counties, which is necessary in order to develop connectivity and promote trade between various regions. “Infrastructure is vital for connecting regions and by improving this, the number of investments within Africa will grow exponentially, creating further opportunities for its people,” says Brewer. He says that in order to fuel the continent’s momentum, sustained trade from international markets, as well as intraAfrica trade is needed. “If Africa is to compete with global, advanced countries, investment is needed in facilitating trade and the ease of doing business. We walk away from the meeting feeling positive, having witnessed various influential leaders from business, government, civil society and academia, all having similar views of facilitating trade on the continent,” concludes Brewer.

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025

in South Africa By Alexandra Nagel

Even though the agriculture sector only contributes about 2.5 percent to South Africa’s GDP, it is still a significant area for the country in job creation and foreign investment. South Africa has a high rate of biodiversity, which allows for a range of agricultural activities and employment opportunities to those in the rural communities. Currently, the industry employs up to 451 000 people, making its role in reducing unemployment significant.

CHALLENGES IN INDUSTRY Only 13.5 percent of South African land can be used for farming crops with just three percent of it being of high value for cultivation. Recurring factors that affect the agricultural sectors the most are crime, foreign competition, and the lack of water facilities in the rural areas. In spite of this, South Africa supports itself with locally produced products, and is also a high-ranking food exporter. The year 2012 proved to be a challenge year for the sector with exports reaching approximately R709 million. These include fibre crops, castor oil seeds, grapes, grapefruit, and maize. The challenges facing the sector are that of increased global competition, lack of skills, low investment, poor service delivery, and poor management of natural resources. A combination of costly inputs, coupled with outputs that are insufficient, makes the need for strategies to set traders and farmers on the right path to developing skills vitally important.

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To address such challenges, the Department of Trade and Industry (dti) strives to be all-inclusive in its worker polices through transformation. The vision for the agricultural sector from government’s perspective is to ensure consistency and predictability in policy when addressing resource allocation, sustainability, and production factors. Increased foreign direct investment and sustainable employment are also inscribed on the dti’s future plan for the sector.

FORWARD-THINKING PROGRAMMES The Integrated Food Security Strategy (IFSS) addresses issues on a macro-economic scale in South Africa. Influenced by the Food and Agricultural Organisation of the United Nations (FAO) definition of securing edible food, the goal of IFFSS is to eliminate malnutrition, food insecurity, and especially hunger throughout South Africa by next year. Given South Africa’s history, companies such as Tiger Brands are addressing the socio-economic divisions through empowerment in the workplace. Tiger Brands, a leader in

S E C TO R O V E R V I E W / A G R I C U LT U R E

South Africaâ&#x20AC;&#x2122;s agribusiness sector and an employer of 14 000 people, has initiated its Integrated People Management (IPM) process which focuses on training and retraining talented employees. The company boasts the Tiger Brand Academies, which aim to educate those in the food and nutrition business and help employees reach their career aspirations. Tiger Brands also has Young Talent Programmes where the issues of skills shrotages are addressed. The programme offers a number of bursaries to aspiring youths and takes them on as employees once they have graduated. The company also offers internships that gives young people the opportunity to experience how the organisation operates in engineering, customer service, as well as how the supply chain works. Another company that prides itself on implementing strategies of transformation is Pioneer Food Group. The Pioneer Foods Education and Community Trust is a project aimed at creating broad-based ownership within the company. The initiative assists in building new schools and equipment for institutions that are socially responsive. The Trust offers a number of scholarships and bursaries for those wishing to gain more skills. Loans are provided for black men and women wishing to study, research, or teach in the future. In 2012, the group, along with Food and Trees Africa, launched an initiative called Limani, which supplies 15 schools with food garden kits to start organic gardens of their own. The first of its kind was launched at Limpopoâ&#x20AC;&#x2122;s Shikati School and has continued to create opportunities for a variety of other selected schools in the province. Limani has also included the parents of the children from the schools in the project, by giving the surplus vegetables to them to sell and keep the profit. Pioneers Food Group and Food and Trees for Africa also created 28 new job opportunities for people in Ratanang, Limpopo, to work on six hectares of food gardens the partnership had provised for farming.

GOVERNMENT & AGRICULTURE The South African government is focusing on small-scale farming to increase the amount of jobs created and increase the amount of foreign capital coming into the country through exports in this sector. At the end of 2013, government invested R2 billion into the Fetsa Tlala (End Hunger) project which aims to assist small-scale farmers grow and produce their own crops in order to feed themselves and their families. The initiative hopes to promote self-sustainability when it comes to farming by giving rural communities the support needed to produce their own food on land that is underused. Fetsa Tlala aims to teach farmers how to grow common food products, such as maize, beans, wheat, sunflower, ground nuts, and potatoes, in order to help eradicate hunger in South Africa.

Top Performing 14th Edition

South Africa

I N T E R V I E W / I N G É R O P S O U T H A F R I C A / C O N S U LT I N G E N G I N E E R I N G

Neelesh Daya P E R S E V E R A N C E A N D T H E P U R S U I T O F E X C E L L E N C E I S T H E O N LY K E Y T O S U C C E S S

Managing Director: Neelesh Daya

GIVE A BRIEF HISTORY OF THE COMPANY AND YOUR CURRENT PRODUCTS AND MARKETS.

ARE YOU INVOLVED IN ANY SOCIAL DEVELOPMENT PROGRAMMES?

Ingérop South Africa is a multidisciplinary consulting engineering and project management company that was established in 1957. With over 50 years of experience and more than 120 qualified personnel, the company is ideally placed to provide innovative and appropriate world-class solutions.

Yes, social development is a fundamental element of Ingérop South Africa’s business strategy. Our Corporate Social Investment (CSI) initiatives are aimed at establishing and sustaining development in the company’s surrounding communities.

The company is a member of the Ingérop Group (www. ingerop.com), a long-established, privately-owned, French consulting engineering firm currently employing more than 1 500 permanent staff, of which more than 1 000 are engineers. Ingérop South Africa has developed strong capabilities to serve both public and private sector clients in the fields of infrastructure, public transport, energy, water, environment and socio-economic studies, buildings, and industrial facilities. The company’s range of services include consulting and feasibility studies on any subject relevant to Ingérop’s disciplines, design, construction supervision and commissioning of works on major projects. AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET? Currently, Ingérop South Africa focuses mainly on public sector projects. Going forward, the aim is to augment the company’s strengths and capabilities through organic growth and acquisitions. This allows greater access to private sector clients and to grow in the engineering market. The raising of the Hazelmere Dam Wall is an instance of the company’s level of expertise, competence and capacity to advance with the latest technologies. WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY AND WHAT DO YOU PLAN FOR THE FUTURE? In terms of innovation and technology, Ingérop South Africa is currently working on a project, which will boast the largest Piano Key Weir (PKW) system in the world. This innovative structure has been designed and will be implemented by Ingérop South Africa at the Department of Water Affairs’ Hazelmere Dam in KwaZulu-Natal. Going forward, we remain at the forefront of stateof-the-art technology and the pursuit of engineering excellence.

With education being one of our primary CSI focus areas, we are continuously concentrating on improving and uplifting previously disadvantaged schools. Currently, Ingérop South Africa is looking at the viability of up-skilling pupils from a previously disadvantaged technical school based in Lenasia by setting up a training centre at the school. We will then provide computer-aided design (CAD) lessons that will develop technical insight and sufficient skills for pupils to use in the workplace.

“Ingérop South Africa is currently working on a project, which will boast the largest Piano Key Weir (PKW) system in the world.” AS THE CEO, WHAT IS YOUR CURRENT THREEYEAR BUSINESS PLAN TO SUSTAIN YOUR COMPANY TO MAINTAIN SHAREHOLDER AND INVESTOR CONFIDENCE? • G row the organisation’s capacity both organically and through acquisitions. • D evelop a strong, sustainable order book of diverse engineering projects. • C ontinue to develop the company’s technical competencies for its core disciplines. • Continue the pursuit of excellence in engineering. WHAT MANAGEMENT STYLES IS YOUR ORGANISATION UTILISING? Ingérop South Africa has adopted a participative management style. The benefit of this approach is that it empowers and develops the company’s staff members to actively partake in the business model, while simultaneously consolidating the organisation’s strength and capabilities.

Johannesburg (Headquarters) Block E Edenburg Terraces 348 Rivonia Boulevard PO Box 3867 Rivonia 2128 South Africa +27 11 808 30 00 +27 11 808 30 01 jhb@ingerop.co.za

Cape Town Room 706, 125 Buitengracht Centre, Buitengracht Street Cape Town PO Box 15654 Vlaeberg 8018 South Africa +27 21 424 51 25 +27 21 423 18 21 ctn@ingerop.co.za

Durban 1st floor, Block A, Essex Park 46 Essex Terrace Westville Durban PO Box 748 Westville 3630 South Africa +27 31 266 07 44 +27 31 266 83 67 dbn@ingerop.co.za

Polokwane No.8 Amy Park 128 Marshall Street Polokwane PO Box 3397 0700 South Africa +27 15 295 58 10 +27 15 295 58 13 plk@ingerop.co.za

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C O M PA N Y P R O F I L E / D U L U X / C H E M I C A L S / C O M M O D I T I E S

SOUTH AND CENTRAL AFRICA BUSINESS DIRECTOR: JOHANN SMIDT

AkzoNobel Paints is the world’s biggest coatings manufacturer and number one in decorative paints and performance coatings. Technology and innovation have always been at the heart of AkzoNobel Group. As one of the world’s largest paint manufacturers and the world ‘s leading brand of premium quality paints, the company’s success is often enhanced by its ability to meet market needs with quality products and value-added services. Dulux is the flagship brand from the world’s largest paint company, AkzoNobel. Voted Most Loved Paint Brand In South Africa for three consecutive years in the TGI ICON Brands Survey 2011, 2012, and 2013, Dulux is at the forefront of decorating and protecting the spaces we live and work in. Dulux has always been a mark of premium quality and now proudly features the Flourish™ – a bold and energetic stroke of colour that will win the world over by capturing the essence of the company’s mission statement - “Adding Colour to People’s Lives”™. Dulux boasts a comprehensive range of fine decorative products developed and perfected through local and international R&D initiatives. From the silky sheen of Dulux Luxurious Silk™ for inspiring interiors to the remarkable toughness of Dulux Weatherguard™ for ultimate exterior protection, Dulux is synonymous with the aesthetic enhancement and reliability expected from an international brand. Join us and colour your world…

Financial Director: Chris Pearson Sales and Marketing Director: Prejay Lalla Operations Director: Kent Green Human Resources Director: Penny Reed R&D and Procurement Director: Rakesh Sithlu Central Africa Director: Deon Niewoudt Director of Sales Excellence: Shaun Benn

INFORMATION

COMPANY STATISTICS /

NATURE OF BUSINESS

TRAINING & CSI

DEMOGRAPHICS / HISTORY

Description of activity: Paint and

CSI initiatives: Dulux officially

Employees: 500

coatings solutions for consumer and

supports the Programme for

Branches: KwaZulu-Natal,

professional market

Technological Careers, or Protec.

Johannesburg, Cape Town

Products/services offered:

This nationally independent and non-

56 Emerald Parkway Greenstone Hill Ext 21 Greenstone

Memberships: SAPMA, Green

Decorative and protective paints,

profit service provider in Amanzimtoti

Building Council SA (Silver Founding

colour inspiration and advice

area of KwaZulu-Natal offers some

Postal address:

member)

Export activity: Representation

120 learners classes specialising

Your company’s Top brands:

in 12 African countries (including

in maths, science and technology.

Dulux Weatherguard™, Dulux

Namibia)

Protec’s main objective of the

Roofguard™, Dulux Luxurious

programme is to assist learners to

Silk™, Dulux Rich Matt, Dulux Trade

CONTRACTS & AWARDS

Weathershield, Dulux Trade Light

Environmental health & safety

marks, so that they have a better

and Space, Dulux Trade Sterishield,

standards: OHSAS 18001

chance of qualifying for university or

Dulux Trade Ecosure

ISO rating: ISO 14001, ISO 9001

technikon exemption. AkzoNobel’s

Recent awards: TGI Icon Brand

focus on sustainability has also been

(Top 10) 2013/2014, TGI Most

included in the curriculum with the

Holding company: AkzoNobel

Loved Paint Brand in SA (three

2012 and 2013 holiday programmes

Foreign listing and date:

years running).

placing the spotlight firmly on

BUSINESS & FINANCE

improve their maths and science

Akzonobel listed as one of top three

renewable energy, and water and

in Dow Jones Sustainability Index.

conservation respectively.

FTSE Good index

FA S T FA C T S 1 2 3 4

| | | |

Part of the world’s number one paint company, AkzoNobel Proud paint supplier to over half of SA’s green certified buildings Forefront of annual colour trends prediction; annually releases the Colour Futures™ colour trends Voted Most Loved Paint Brand In SA three times over; achieved Icon Brand status in TGI Icon Brand Survey

Top Performing 14th Edition

Physical address:

PO Box 7099 Greenstone JHB 1616 Telephone: 011 861 1000 Email: info@dulux.co.za Website:www.dulux.co.za Toll-free / call centre / customer care number: 0860 330 111

MORE THAN JUST

A GAME By Nick Krige

Policy makers the world over are beginning to realise the true potential of sport as more than just fun and games. Governments are increasingly recognising that sport and recreation cuts through just about any racial, religious, or gender barrier and has an influence on almost every aspect of the country.

One just needs to look at the impact of South Africa’s 1995 and 2007 Rugby World Cup victories, Bafana Bafana’s African Cup of Nations triumph, or how the country came together to host the 2010 FIFA World Cup to find any evidence required to prove the value of sport to national unity. Sport has the potential to bind South Africa together, to increase tourism, and contribute to social and economic development, but more than even that, it has the potential to enhance healthy and fulfilling lives of South Africans across the country. According to the 2014-2019 Department of Sport and Recreation South Africa (SRSA) Strategic Plan, “The pace at which sport and recreation is claiming its rightful place as an effective tool for positive social and economic change has increased exponentially.” South Africa’s National Development Plan (NDP) acknowledges sport and physical education have a vital role to play, promoting both wellness and social cohesion. The NDP treats sport as a cross-cutting issue and therefore proposals have an influence on the issues of education, health, and nation building.

SPORT IN SCHOOLS Physical education is acknowledged to play an integral role in a child’s development. “Evidence exists that sport and physical activity can benefit education immensely, and that sport presents the child at school with life skills in a way unsurpassed by any other activity. School sport remains the bedrock for mass participation and talent identification programmes,” according to the SRSA. The NDP states that the best place to instil changes in lifestyles and behaviour is at school. To this end, the following proposals are made: • Physical education should be compulsory in all schools very school in South Africa should employ a qualified • E physical education teacher chools should have access to adequate facilities to • S practice school sport and physical education • All schools should be supported to participate in organised sport at local, district, provincial, and national levels continued >>>

Top Performing 14th Edition

SECTOR OVERVIEWS / SPORT

• S chool health promoting teams should be established ineach district and should visit schools regularly • A culture of wellness must be established in communities and at work • E very ward should have adequate facilities for basic exercise and sporting activities • T here should be incentives for employers to provide opportunities for employees to exercise and have access to information about healthy eating.

THE BIG THREE Sport in South Africa is more of a religion than a hobby. Even though the country competes globally in just about every sporting code, the main sports to capture South African hearts are football, rugby, and cricket. Cricket South Africa (Cricket SA) announced a loss of R133 million 2013, but it is a slightly misleading statistic because it was a loss that was budgeted for in the organisations fouryear cycle. The cycle allows for the fact that there will be good years, when teams like Australia, India, and England tour here, and bad years, when the less popular teams tour. Known as, “the people’s game”, football in South Africa continues to go from strength to strength. This is evidenced in the number of South African footballers plying their trade overseas in the popular European leagues, the number of foreign players lighting up the local Premier Soccer League, and by Orlando Pirates amazing run to the final of the African Champions league in 2013. Rugby continues to be arguably South Africa’s most interesting sporting code. The game is plagued by a legacy of being seen as the national sport of Apartheid, but the transformation gains it has made, as well as the two World Cup victories in 1995 and 2007 and Nelson Mandela’s unwavering support, have made it a very popular sport among all South Africans. The strength of South African rugby was emphasised by SANZAR allowing South Africa to enter a sixth team, the Southern Kings, into the Super Rugby competition from 2016 onwards. This will help accelerate transformation in the sport in South Africa further by providing an opportunity for more previously-disadvantaged players to strut their stuff on an international stage.

TOURISM South Africa is a big draw-card for sport fans around the world. The country boasts world-class infrastructure and venues that allow it to host a multitude of top international events. South Africa already has an international reputation as a must-see tourist destination and the combination of the local’s passion for sport and top venues makes the country a very attractive location for sport tourism. More than 10 percent of foreign tourists come to South Africa to watch or participate in sport events, with spectators accounting for 60 to 80 percent of these arrivals.

Top Performing 14th Edition

“There are numerous world-class sporting events on South Africa’s calendar every year, such as the Cape Argus PicknPay Cycle Race and the 89km Comrades Marathon. The country has proved that it can successfully pull off the really big events, which have included the 1995 Rugby World Cup, 1996 African Cup of Nations, 2003 Cricket World Cup, and, the biggest of them all, the 2010 FIFA World Cup,” according to www.southafrica.info.

When tuning into a Springbok rugby test, or one of the big South African derby matches youâ&#x20AC;&#x2122;re going to get all of that authentic commitment and passion performed by some of the best rugby athletes in the world. Behind that shop window sits an organisation that puts the big show together, responsible for bringing South Africa into the era of professional rugby, that has made rugby accessible to all South Africans, and has come a long way since the game of rugby became professional 19 years ago: SARU. We sat with SARU CEO Jurie Roux to find out more about what makes it a Top Performing organisation.

Top Performing 14th Edition

INTERVIEW / SPORT / SA RUGBY

WHAT, DO YOU BELIEVE, MAKES SARU A TOP PERFORMING COMPANY? We deliver in terms of our brand promise. We say we offer passion, excitement, achievement, heritage, and quality and the game that SARU manages continues to deliver exactly that.

characteristics; in the same way that the Springboks’ have retained an aura that stretches back more than a century. I think those teams help create appealing and powerful competitions, such as the Absa Currie Cup, while the success of our teams on the world stage is a powerful driver for the success of the sport as a whole. Essentially, we know what our strengths are and we make sure we don’t leave them behind. HOW EFFECTIVE HAS THE CELL C COMMUNITY CUP BEEN IN ATTRACTING COMMUNITIES TO PARTICIPATE IN CLUB RUGBY?

We’re a focused, determined organisation that, with a relatively small staff, delivers outstanding projects to promote and support the game. In the past 18 months alone we have opened a new museum; established high performance software and a mobile coaching unit; we’ve opened libraries across the country; launched our own clothing range and a travel business; established a new club rugby competition; tightened up on rugby safety laws and established an elite squad of professional women players.

It has been a huge boost to the club game and will be expanding this year with a new qualification tournament for five wild card places. That impact can be seen in the language around the provincial leagues where the aspirational power of a place in next year’s Cell C Community Cup competition has breathed new life into our provincial championships.

WHAT HAS BEEN SARU’S THE GREATEST ACHIEVEMENT TO DATE?

It was critical that we got it right when we opened our doors and we did. We spent some months in researching the project and the designer we eventually appointed to work with our in-house historians had a great track record and they understood our vision. We’re very pleased that we have been nominated for the International Museum of the Year award in the UK’s Museum + Heritage Awards and we recently clocked up our 25 000th visitor in seven months of operation. Our old museum received only 2 500 visitors per year.

In 1992 when rugby came out of international isolation the Springbok emblem was seen as a symbol of the old order and it came with a tainted past – not because of anything that rugby had done. In fact it had been a force for transformation long before the politicians got their heads together. Today, I believe that the emblem stands for excellence and pride, and is one that virtually all South Africans are happy to unite behind. It has been a tough journey and a long one – and is far from over – but I think that has been a significant achievement. WHAT ARE SARU’S CORE PRINCIPLES AND HOW DO THEY DRIVE THE ORGANISATION? We are governed by our constitution, which places certain responsibilities on the organisation and its members, principally to promote, develop, and foster the playing of rugby by all communities in all corners of South Africa. On top of that we are also a business that, like any, looks to maximise revenues. The difference is that ours don’t go into the pockets of shareholders, they are ploughed back into running the game.

WHY DO YOU BELIEVE THE SPRINGBOK EXPERIENCE MUSEUM AT THE V&A WATERFRONT HAS ATTRACTED SO MUCH TOURIST ATTENTION?

We understood the South African fans passion for rugby and its heritage and if we put a ‘wow’ experience in a venue that was easily accessible people would visit. HOW DO YOU BELIEVE THE BOKS FOR BOOKS INITIATIVE CONTRIBUTES TO SOCIAL RESPONSIVENESS IN SOUTH AFRICA? SARU takes its role as a leading corporate citizen in South Africa very seriously and Boks for Books is our first CSR initiative. We went into it knowing that opening libraries in impoverished South African schools would have a direct impact on the lives of young learners but, more than that, we wanted to publicise an issue and a cause where the power of the Springbok team, behind an issue such as literacy, would have a more far-reaching impact.

DESCRIBE THE ORGANISATION’S PHILOSOPHY. It’s very simple: We want to be the best rugby federation in the world and one of the leading sports bodies anywhere. On a dayto-day basis that’s captured in our mission statement which is to provide strategic leadership and standards of excellence to promote, develop and manage the business of rugby for all South Africans. WHAT DIFFERENTIATES SARU FROM OTHER NATIONAL SPORT ORGANISATIONS? That’s a difficult one to answer without appearing immodest so let me just say what I think makes us a good sports organisation – others can judge if that’s a differentiator. I think we have a talented, experienced, and passionate operational staff that is able to deliver on our strategic objectives with a high level of efficiency. I think we’re fortunate that we have strong provincial teams – ‘brands’ in marketing-speak – that have survived rugby’s transition to the professional era without losing any of their essential

Top Performing 14th Edition

WHY DO YOU BELIEVE RUGBY IS ONE OF THE MOST POPULAR SPORTS IN SOUTH AFRICA? I like to say that people follow other sports but they live rugby. The game for the traditional supporter is imprinted in their DNA at birth and you toy with its standards, traditions, and history at your peril. It has also been a sport that has been politicised by South Africa’s history which put the game and its players in the front line of a bigger struggle. It earned the game notoriety and divided the nation in some ways. That attention has carried on into the democratic era and, in many ways, I think people unknowingly use rugby as their informal measure of how far South Africa has progressed – we’re still front-page news. But I also think the younger generations see athletes and teams that compete and win on the world stage for South Africa and they take pride from seeing South Africa achieve.

SARU President Oregan Hoskins (left), Springbok No 8 Pierre Spies (right), and SARU Government and Stakeholder Relations Manager Khaya Mayedwa (centre), with staff and pupils receiving one of the “Boks for Books” libraries.

“I like to say that people follow other sports but they live rugby.” WHAT ROLE DOES SPORT PLAY IN UNIFYING A NATION? Nelson Mandela said it much better than I ever could when he identified sports’ power to unite a nation – especially one as diverse as ours where common cultural icons are far less common than in more homogenous nations such as you’d find in Europe and Australasia. Sport in South Africa is a common language that we can all enjoy and speak to one another no matter what our backgrounds or life circumstances may be. WHAT HAS BEEN SARU’S BIGGEST CHALLENGE TO DATE? We had, and have, lots of challenges but the major one we continue to wrestle with is understanding and positioning what was once an amateur sport in the professional era. Our game only ceased to be amateur less than 20 years ago and when we started paying players and concluding sponsorship and broadcasting deals it was with the old amateur structures and competitions still intact. That backdrop has not changed while the pressures of professionalism only continue to grow.

Hand-in-hand with that, we have a duty to develop the game and that work doesn’t attract massive sponsorship inflows and yet has to be funded. Managing the demands is a balancing act. WHAT DO THE NEXT FIVE YEARS HOLD FOR SARU? Hopefully we’ll be the reigning World Cup champions and Olympic Games Sevens champions and that we will have been awarded the rights to host the 2023 Rugby World Cup in South Africa. We’ll also have taken bold new steps down the transformation road and will continue to have a burgeoning group of sponsorship partners supporting competitions and teams that remain compelling and vital to their watchers and supporters.

Top Performing 14th Edition

SECTOR OVERVIEW / ENGINEERING

engineering, mathematics and innovation (STEMI) and aims to make these subjects more appealing to learners in a creative and challenging manner. With the Department of Sciecne and Technology, Meraka Institute, SAFIPA, and Fab Lab as key partners, YESA offers support to children through a range of different activities by teaching them how to work in teams, how to use open source software, and the opportunity to research and report back findings to academics in the field. There are programmes available to teachers who can learn how to teach STEMI in a more creative way. It gives them skills to keep up with the different software advancements such as pod casting, animations, video, and image editing.

BURSARIES

A one-of-a-kind technology, produced by local company Lodox Systems, has the ability to scan an X-ray image of a patient’s entire body in only 13 seconds. The scanner has a low radiation dosage and the quality of the image is outstanding. “There are numerous world-class sporting events on South Africa’s calendar every year, such as the Cape Argus PicknPay Cycle Race and the 89km Comrades Marathon. The country has proved that it can successfully pull off the really big events, which have included the 1995 Rugby World Cup, the 1996 African Cup of Nations, the 2003 Cricket World Cup, and, the biggest of them all, the 2010 FIFA World Cup,” according to www.southafrica.info.

Gibb Engineering and Science offers bursaries to those who wish to study a civil engineering degree in the future. Bursaries offered will cover the cost of tuition at any university in South Africa, books and stationery, accommodation and travel costs. Out of the bursaries granted, 65 percent of the recipients have been given to previously-disadvantaged individuals. The company also boasts 67 percent black ownership therefore contributing significantly to the country’s goals for transformation and empowerment. Anglo American Platinum has a bursary scheme that not only covers the costs of getting an academic qualification in the industry, but also makes space for medical cover as well as for the student’s very-own computer. Winning a bursary from a company as prominent as Anglo American Platinum will allow for increased opportunities within the Anglo American Group as well as in the broader mining industry itself. Aurecon offers bursaries to aspiring engineers who wish to study civil, mechanical or electrical engineering. About R80 000 is given to each bursar to aid them in getting their BSc depending on the institution the bursar is studying at. Another major company, Transnet, also hands out bursaries on an annual basis and welcomes graduates as employees once they have completed their qualification. The bursary covers tuition fees, accommodation, meals, books, and experiential training at any South African university they wish to study at with incentives like these, young South Africans should seize the opportunity and take up careers in engineering as it will benefit the nation in having a more skilled and knowledgable workforce. This will propel South Africa to greater heights, help solve social problems domestically, as well as to allow it to compete in the global community with new technologies that are homegrown.

INNOVATIONS A recent development in the engineering field has come from Nelson Mandela Metropolitan University (NMMU), where algae can now be used to convert wasteful dust from coal back into its solid form. The newly-converted coal can then be turned into biofuel, ready for use. Whilst receiving funding from the Department of Science and Technology, this new source of biofuel will pioneer markets in the near future, creating another revenue stream for South Africa. Another technology that is trending the world of medicine and even featured on Grey’s Anatomy, an American medical drama television series, is the Xmplar-dr X-ray system.

Top Performing 14th Edition

INTERVIEW / EDWIN CONSTRUCTION / HEAVY CONSTRUCTION

Eddie Maila-Mashishi MASHISHI

EDWIN’S DECENTRALISED MANAGEMENT STYLE PROVIDES CLIENTS WITH CONTINUED DIRECT C O M M U N I C AT I O N W I T H T O P M A N A G E M E N T T H R O U G H O U T T H E D U R AT I O N O F A L L C O N T R A C T S .

GIVE A BRIEF HISTORY OF THE COMPANY AND YOUR CURRENT PRODUCTS AND MARKETS? Edwin Construction (Pty) Ltd is a multi-disciplinary company established in 1997. Our main concentration is in the road and earthworks sector of the Civil Engineering industry including the rehabilitation and upgrading of roads, highway construction, dams, pipelines buildings and associated works. The company’s current clients are mainly provincial governments and road agencies while working for private enterprises on occasion. AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET? We adopt a position of sustainability through its core values of teamwork, hands-on leadership and its drive for excellence. The company employs, trains and mentors numerous marginalised engineers, technicians and quantity surveyors who form a highly-respected part of the company. Targeted student management programmes are in place for further education at tertiary institutions. A culture of learning has been established and is encouraged, which will equip employees with the necessary skills to achieve their goals and ultimately the company’s growth objectives. ARE YOU INVOLVED IN ANY SOCIAL DEVELOPMENT PROGRAMMES? The company takes pride in it corporate social investment programmes and strives to empower under privileged communities beyond the measured standards. WHAT STRATEGIES IS THE COMPANY INCORPORATING TO GET AHEAD OF THE COMPETITION? Edwin Construction’s quality of delivery and high safety and environmental targets set us apart from many of our competitors.

HOW DO YOU THINK YOUR LEADERSHIP HAS IMPACTED ON YOUR PEERS AND THE INDUSTRY IN GENERAL? The staff at Edwin Construction are carefully selected, with senior management taking a very keen interest in the development of new and empowering ways to enlighten all employees regardless of rank and position. AS THE CEO, WHAT IS YOUR CURRENT THREE-YEAR BUSINESS PLAN TO SUSTAIN YOUR COMPANY TO MAINTAIN INVESTOR CONFIDENCE? The vision for the near future to ensure continued success is to promote an attitude of respect for oneself and the people within the company. Wellmaintained plants and equipment will be made available to ensure the most modern tools of the trade are utilised. These will be upgraded regularly to ensure the quality of work delivered is above standard. This is paramount to Edwin Construction’s success and future growth.

WHAT IS YOUR VIEW OF THE SOCIAL NETWORKS, AND HOW IT CAN BE USED TO IMPROVE BUSINESS OR LEADERSHIP? Social networks have their place in society and will serve a particular purpose in business for a long time. However, the controlled use of this media is important to maintain transparency and accurate reporting. CAN YOU DETAIL ONE KIND OF SUCCESS THAT INNOVATIVE THOUGHT LEADERSHIP IN YOUR COMPANY HAS BROUGHT ABOUT? Innovative leadership has developed Edwin Construction into a well-oiled unit with content staff and a good client base. The open-door policy in the company is real and promotes necessary communication and interaction. WHAT PRACTICES DO YOU IMPLEMENT DURING BUSINESS CONFLICT SITUATIONS AND ARE THEY SUCCESSFUL? The management structure of the company promotes frank discussion and encourages input from all employees.

Top Performing 14th Edition

Managing Director: Greg Williams

Financial Director: Mark Scates

Commercial Manager: Geoff Kearns

Human Resources Manager: Wayne Reddie

Physical address: 3 Pressburg Road Foundersview North Modderfontein

Postal address: PO Box 8692 Edenglen 1613

Contact Details: Telephone: +27 11 524 7000 Fax: + 27 11 524 7001 Email: information@edwin.co.za Website: www.edwin.co.za

C O M PA N Y P R O F I L E / E D W I N C O N S T R U C T I O N / H E A V Y C O N S T R U C T I O N

CEO: EDDIE MAILA-MASHISHI

South Africa faces a significant challenge in reducing the level of unemployment by creating sustainable jobs that add value to the economy. Creation of jobs and growth of the economy is largely dependent on the private sector working together with government. Edwin Construction’s solid track record and reputation for quality work delivered in the civil, roads and earthworks sector has opened doors for the company. A case of this is the company being one of the preferred players in the Strategic Integrated Plan (SIP), a R47-billion infrastructure development strategy that is taking place in 12 major cities. The development of national capacity to assist the 23 least resourced districts (19 million people) with maintenance required in water, electricity, sanitation, bulk infrastructure and the road repair programme will also enhance service delivery capacity, thereby impacting positively on the creation of jobs. The company has continued to invest in a formal Enterprise Development Programme (EDP) that empowers through transformation. Currently six companies, of which two are 100 percent black-women-owned, benefit from this programme. Edwin Construction’s empowerment strategy saw a Level 2 B-BBEE scorecard.

Managing Director: Greg Williams

Financial Director: Mark Scates

Commercial Manager: Geoff Kearns

Human Resources Manager: Wayne Reddie

It is an honour to be associated with the Top Performing Companies publication for the sixth year running as it showcases business achievements as being exceptional in their sectors. Thanks to the publication, Edwin Construction has enjoyed excellent exposure throughout the industry. It is important and, in fact, critical that success and excellence is identified as a way of acknowledging the efforts made by many who want to see development and growth in South Africa. I therefore, on behalf of the directors, management and the entire staff, thank the talented and committed people who work on putting a magnificent publication together under the leadership of Ralf Fletcher. INFORMATION

COMPANY STATISTICS /

Customer base: Mining

CONTRACTS & AWARDS

Physical address: 3 Pressburg Road Foundersview North Modderfontein

DEMOGRAPHICS / HISTORY

houses, National and Provincial

Major contracts: Rehabilitation

Year founded: 1997

Government Departments

of various roads in Free State,

Founding member: Eddie Maila

Major accounts: South African

Limpopo, Mpumalanga and North

Employees: 1 800

National Roads Agency, Road

West Provinces

Postal address:

Memberships: SAFCEC

Agency Limpopo, Mpumalanga

PO Box 8692 Edenglen 1613

Provincial Government (Department

TRAINING & CSI

BUSINESS & FINANCE

of Roads and Transport), North

Training programme:

Budget Turnover: >R500-million

West Department Transport, Roads

Engineering skills training, generic

Operating profit: >R120-million

and Community Safety, Graspan

training and entrepreneurial training

Financial year-end: June

Colliery, Free State Provincial

Holding company: Edwin

Government Department of Roads

EMPOWERMENT STATUS

Construction

and Transport

Shareholding: >50.1%, executive

Bank: ABSA Corporate,

Contact Details: Telephone: +27 11 524 7000 Fax: + 27 11 524 7001 Email: information@edwin.co.za Website: www.edwin.co.za

directors

Merchant Bank, Standard Bank

NATURE OF BUSINESS

Total staff : >50.1%

Corporate, Investec

Activity: Civil engineering, roads,

Empowerment rating: Level

Auditors: BDO Spencer

earthworks and contract mining

2 contributor – EmpowerLogic

Steward Inc.

company offering construction

B-BBEE verification agency

services

Top Performing 14th Edition

INTERVIEW / DRAKE & SCULL / ENGINEERING & MACHINERY

John Peter Wentzel D R A K E & S C U L L’ S S T R AT E G I C F O C U S I S G R O W I N G T H E C O M PA N Y ’ S P R E S E N C E A C R O S S T H E A F R I C A N C O N T I N E N T.

AMBITIONS AND MOTIVATIONS ARE COMPLEX; WHAT HAS DRIVEN YOU IN THE PAST, AND WHAT DRIVES YOU NOW THAT YOU HAVE ACHIEVED SUCCESS?

IT IS HARD ENOUGH TO ATTRACT GOOD TALENT, LET ALONE RETAIN IT. PLEASE ELABORATE ON STRATEGIES WHICH HAVE WORKED FOR YOUR COMPANY.

Making a difference and leaving a positive legacy is what has, and continues, to drive me. Making Drake & Scull the most admired company in its sector, a place where people are excited about coming to work and where shareholders feel that they have received superior returns is a great legacy to work toward.

Talent will stay if an environment is created that people enjoy working in. Many people may think that money drives retention, but it’s actually quite low on the list of retention factors. Creating an environment in which people enjoy what they do, have exciting and challenging things to work on, have the opportunity to grow are the aspects that the company has worked hard on to create.

WHAT ARE YOUR STRATEGIES TO SUSTAIN YOUR BUSINESS DURING THESE TOUGH FINANCIAL TIMES? Focusing on customers is the key. The company has focused on developing innovative and differentiated offerings that increase value for clients without increasing costs. Drake & Scull has also focused on better customer service and is proud to win the PMR. Africa Award for best facilities management company in South Africa two years running. THE GLOBAL MARKETS SEEM TO BE STABILISING. EUROPE APPEARS TO NOT BE AS STABLE AS WAS THOUGHT WITH CHINA GAINING GROUND. WHAT IMPACT IS THAT HAVING ON BUSINESS IN SOUTH AFRICA? I think that the South African economy, especially the services sector that Drake & Scull is a part of, is less impacted by these developments. There are other structural issues that constrain the company’s economic growth such as policy uncertainty, labour instability, low productivity and skills shortages. Unless these factors are addressed, the economy is unlikely to grow despite any turnaround in Europe and Asia. ENVIRONMENTAL SUSTAINABILITY IN BUSINESS IS BECOMING HARD TO IGNORE; HOW DO YOU DEFINE IT? Sustainability is much broader than environmentally friendly practices. Drake & Scull subscribes to the triple bottom line reporting approach which seeks to balance people, profit and planet. Increasingly, business is realising that these three aspects are integrally linked.

PLEASE IDENTIFY THREE KEY POINTS TO BEING A SUCCESSFUL CEO. Know why you want to be CEO, know what you want to achieve during your time as CEO and know what legacy you want to leave behind. Average tenures for CEO’s are quite short and are getting shorter. The pressure can be relentless so if you do not know the answers to the above questions it can become very hard role. IF YOU COULD ADVISE GOVERNMENT ON POLICY, WHAT CRITICAL SUGGESTION WOULD YOU MAKE RIGHT NOW? Policy dissonance is a major frustration for business. Business needs to see consistent application of policy against a clearly articulated country vision. What Drake & Scull has seen is policy lurches in a seemingly leaderless vacuum. This on-going uncertainty makes it difficult for business to plan and make investment decisions and this is hurting the economy. WHAT’S NEXT FOR DRAKE & SCULL? In one word, it is Africa. The company wants to be a part of Africa’s story of growth and help write it as the story of the African century. Drake & Scull’s strategic focus is growing the company’s presence across the African continent. As part of the broader Tsebo Group, Drake & Scull’s goal is to be the number one facilities solutions company across Africa by 2019.

“Drake & Scull has also focused on better customer service and is proud to win the PMR.Africa Award.”

Top Performing 14th Edition

CEO: Dr John Wentzel Born: Cape Town, South Africa. Qualifications: Ph.D., M.Sc., M.B.A., B.Sc.(Hon.), B.Sc. Occupation and position: Chief Executive Officer Steps to success: Hard work & self-belief.

Stand-out achievements: Winning the largest facilities management contract ever awarded on the African continent.

Business Philosophy (in one sentence): Work as a team and make the right decision, even if it’s unpopular. Best decision: Getting the best education I possibly could. Worst decision: I try not to dwell on bad decisions. Learn from them and move on quickly.

C O M PA N Y P R O F I L E / D R A K E & S C U L L / E N G I N E E R I N G & M A C H I N E R Y

Drake & Scull is South Africa’s oldest and leading outsourced-facilities management company. With strength in the financial services, retail, government, hospitality and industrial sectors, Drake & Scull manages more than 1 500 facilities for dozens of clients across South Africa. Drake & Scull expertise in facilities management allows our clients to focus on their core business whilst we manage their facilities. Formed as a joint venture between Emcor UK and Tsebo Outsourcing group in 1994, it was the first facilities management company to attain a Level 2 B-BBEE accreditation and the first facilities management company to support clients outside of South Africa. Trading as Tsebo Facilities Solution outside South Africa, Drake & Scull currently supports its clients in 13 African countries. Drake & Scull expertise, gained over more than 20 years, has allowed it to deliver global world-class facilities management practices. This was evident in 2012 when it won the Africa component of the Barclays Plc. global tender. This victory was achieved against global companies many times its size. The award of this contract, the largest of its kind ever awarded on the African continent, shows the trust that world-class companies such as Barclays place in the expertise of Drake & Scull. With its expertise and on-going investment in systems, training and innovative new services, Drake & Scull is poised to retain its positions as South Africa’s leading facilities management company.

CEO: Dr John Wentzel Financial Director: Michael Warwick

Group Marketing Director: Royce van der Zwan

New Sales & Business Development Director: Aubrey Mcelnea

Group HR Director: Disebo Monama

INFORMATION

COMPANY STATISTICS /

Outsourcing Group

Occupational Health and Safety

Physical address:

DEMOGRAPHICS / HISTORY

Bank: Standard Bank

Act, 85 of 1993.

Year founded: 1996

Auditors: Ernst & Young

ISO rating: ISO 90001:2000; ISO

Founding members: Formed as a

JSE listing & date: Privately held

14001:2004; ISO 18001:2007

joint venture between EMCOR UK

Key clients: Barclays Plc, National

Recent awards: PMR.africa’s

Kingsley Office Park Block C, 85 Protea Road Chislehurston Sandton 2196

and Tsebo

Department of Health, Clicks,

2013 Diamond Arrow Award; PMR.

Employees: 1630

Department of Public Works,

africa 2012 Golden Arrow Award.

Branches: Three regional offices,

Sanlam, Business Connexion,

Recent contracts: Barclays Plc.

JHB (head office); Cape Town

Tsogo Sun

Joint ventures: PPP Partnerships

Postal address: PO Box 3486 Randburg 2125

- Department of Health Western

and KwaZulu-Natal Memberships: Ethics Institute

NATURE OF BUSINESS

Cape; Nkosi Albert Luthuli

Contact Details

of South Africa; SAPOA; SAFMA,

Description of activity:

Children’s Hospital KZN,

Green Building Council

Facilities Management

Department of Education Gauteng

Your company’s top brands:

Products/services offered:

Drake & Scull, Tsebo Facilities

Building maintenance, cabling,

EMPOWERMENT:

Telephone: 011 577 8600 Fax: 011 577 8606/087 231 4167 Email: marketing@drake-scull. co.za Website: www.drake-scull.co.za

Solutions, DSFM Delivery

lifts, HVAC, access, fire detection,

Black empowerment level -

storage, furnishings, interiors,

shareholding (%):

BUSINESS & FINANCE

painting, parking and landscaping

25.1%-50% black shareholding

Turnover: In excess of R2-billion

Business Support: Help

Black empowerment level -

Financial year-end: 31 March

desk, reception, switchboard,

total staff (%):

Market share: 22%

photocopiers and archiving

5%-25% black shareholding Empowerment rating?

(company estimate) Subsidiaries: DSVH, Umongi,

CONTRACTS & AWARDS

Mpilisweni, Tirisano, DSFM Vuya!

Environmental health & safety

Holding company: Tsebo

standards: We support the

Level 2 B-BBEE status from Siyaka

FA S T FA C T S 1 2 3 4 5

| | | | |

The The The The The

company name is well over 100 years old. first company in the industry to attain Level 2 B-BBEE status. company’s first employee still works for us. first company to achieve the PMR.africa Golden & Diamond Award. first company in the industry to partake in a Public Private Partnership with government.

Top Performing 14th Edition

Best service for customers We analyse requirements on a project-related basis and create proposals for solutions by considering the price / performance ratio very carefully. With several additional services, we help our customers to realise the best solution for their tasks. Our Engineering Services • 3D Planning • Design Engineering • Formwork Assembly Commercial Services • Project Management • Support Logistics Services • Cleaning and Repairing PERI Software • ELPOS • PERI CAD • Software Services and Support PERI Training • PERI Seminars • On Site • Classroom

Our contribution for your project Engineering, commercial and logistics services for process improvement PERI Handbook Order your free copy from info@peri.co.za

Formwork Scaffolding Engineering www.peri.co.za

C O M PA N Y P R O F I L E / P E R I F O R M W O R K S C A F F O L D I N G / C O N S T R U C T I O N

MD: JOHAN CILLIERS

PERI was founded in 1969 by the late Artur Schwörer and has its head office located in Weissenhorn, Germany. The company’s name is derived from the Greek preposition ‘peri-’, which means ‘around’. The formwork surrounds the concrete – the scaffolding surrounds the building. 40 years later, this family-managed business is one of the top 50 companies in the federal state of Bavaria. Over the last few years, it has achieved above-average escalation in turnover, as well as growth in new staff appointments. The PERI range of services goes far beyond equipment sales and rental. In order to provide the most economical option possible, more than 850 PERI engineers worldwide develop customised solutions for the construction industry. In addition to rental equipment services, cleaning, repair, formwork assembly, seminars, and workshops at PERI training centres and on-site briefings, the company has developed its own planning software which offers comprehensive services dedicated to formwork and scaffolding technology, perfectly tailored to the needs of the construction industry. The organisation has unlimited expertise and experience in the civil infrastructure and building sectors, as well as in related fields of construction. PERI’s ability to offer proven local formwork solutions commonly referred to as conventional formwork, combined with the world-renowned PERI range of products, offers its clients a full range of solutions and services. PERI Southern Africa provides solutions and services from nine branches across South Africa, as well as three strategically-located sales depots. Fully-fledged branches in Namibia and Mozambique add to our footprint in Southern Africa. A business development arm ensures that we have a presence in the majority of Sub-Saharan countries. “Growth has been pleasing over the past few years in what remains a challenging construction sector. I can only attribute this to our committed team, products, service, and loyal customers”, says MD Johan Cilliers.

Financial Director: Albertus Coetzee

Sales and Marketing Director: Craig Cerff

Technical Director: Riaan Brits

Operations Director: Jaco Vermeulen

Human Resources Executive: Tania van Tonder

Administration Alternate Director: Elsa Groenewald

INFORMATION

COMPANY STATISTICS /

and VST for civil infrastructure

Environmental health and

DEMOGRAPHICS / HISTORY

projects, and PROKIT safety

safety standards: Compliant with

Year founded: PERI Formwork

equipment.

the OSCHACT of South Africa, as

Scaffolding Engineering (Pty) Ltd,

New acquisitions: PERI generally,

well as various engineering codes,

Southern Africa, formerly known as

do not adopt an acquisition approach

FSC Chain of Custody for Timber

Wiehahn Formwork and Scaffolding,

and focus on developing new

products.

was established in 1968 and

markets and sectors.

ISO rating: DIN EN ISO 9001:2008

Capital Place, Block F 15 – 21 Neutron Avenue Technopark Stellenbosch 7600

Physical address:

Recent awards: Diamond Arrow

Postal address:

Founding members: Artur

NATURE OF BUSINESS

Award for 2013 Formwork and

Schwörer

Description of activity:

Scaffolding Supplier

Employees: 6 500 employees, (750

Manufacturers and engineering

Recent major contracts: Sasol

PO Box 2668 Bellville 7535

employees in South Africa), and 52

service providers

Head Office, Mall of the South,

subsidiaries

Products/services offered:

Central Square, Zuikerbosch water

Contact details:

Branches: Local head office based

Supplier of formwork, scaffolding,

treatment plant, Simon Vermoten

in Stellenbosch

and engineering solutions

bridge across N4 and Solar

Memberships: MBASA

Export activity: New business

thermal projects

Current customer base: Ranging

development in sub-Saharan Africa

Recent exhibitions/trade shows/

Telephone: 021 880 7777 Fax: 021 880 0948 Email: info@peri.co.za Website: www.peri.co.za Toll-free/call centre/customer care number: 0861 70 80 70

acquired by PERI in 2011.

conventions: BAUMA Africa 2013

from small to Blue Chip Construction companies across the region.

CONTRACTS & AWARDS

Your company’s top brands: PERI

Industrial standards: Certified

EMPOWERMENT STATUS

New products: MAXIMO Wall

according to internationally-accepted

Empowerment rating: Level-4

Formwork, LICO Column Formwork,

standards

B-BBEE provider (100 percent

PERI UP ROSETT scaffolding,

procurement recognition) verified by

and shoring equipment, VARIOKIT

Empowerdex

FA S T FA C T S 1 | P ERI SA is one of the top 10 largest subsidiaries of PERI international, subject to exchange fluctuations. 2 | A pproximately 40 percent of revenue is derived from conventional formwork products. 3 | P ERI manufacturing generates its own power through the biofuel plant, and supplies the local community when excess power is generated. 4 | R anked as an investment grade organisation by Moody’s internationally. 5 | F ormwork is the principle variable, in project management, that can be exploited to expedite a successful development.

Top Performing 14th Edition

Fusion_FP_Advert_FG001.pdf 3 5/20/2014 11:08:11 AM

Stress free help within 24hrs.

Tailor made guarantee solutions.

Personalised business consulting.

Quick approvals | Free quotes | Great service. Plus gain access to contractor liability cover and insurance. Speak to our dedicated business consultants for a free personalised quote. Call: 011 867 7500 | Email: info@fusionguarantees.co.za | www.fusionguarantees.co.za Fusion Guarantees is an authorised National Credit Provider and registered FIC accountable institution.

SouthKindom_FG0001

CONSTRUCTION GUARANTEES SHOULDNâ&#x20AC;&#x2122;T BE YOUR HEADACHE!

C O M PA N Y P R O F I L E / F U S I O N G U A R A N T E E S / C R E D I T F A C I L I T I E S

CEO: ILSE BECKER

Our vision:

COO: Eugene Becker

To become the preferred national credit facility provider of credit guarantees in the South African construction market.

Credit Manager:

Our mission:

Anthony Phillips

• To strive towards service excellence

Accounts Manager:

• Hands-on approach

Charlene Phillips

• Flexibility in credit agreement structuring • Reliability • Continuous development of new products and services The company places strong emphasis on small- to medium-sized companies and offers smaller construction companies the chance to learn and benefit from construction guarantees. These products assist contractors to commit to the project and products, such as retention guarantees, assist contractors obtain their well-earned profits that are often held by employers. Fusion Guarantees has assisted contractors since 2006 with over R1.2-billion worth of projects successfully completed by our clients. Our costs are structured in accordance to the National Credit Act and are an advantage to the contractor, as no engineering or surveyor fees are charged. INFORMATION

COMPANY STATISTICS /

Auditors: Johan Zwarts & Associates

Recent achievements: Construction

DEMOGRAPHICS / HISTORY

Current customer base: Construction

projects successfully completed

Year founded: 2006

industry

under guarantees issued by Fusion Guarantees (Pty) Ltd estimated at

Founding members: Eugene Louis

Physical address: 18 Hennie Alberts Street Brackenhurst Alberton 1446

Becker and Ilse Becker

NATURE OF BUSINESS

R1.2-billion via small- to medium-

Employees: 18

Description of activity: Fusion

sized construction companies.

Branches: 1

Guarantees (Pty) Ltd is a registered

Recent major contracts:

Trade affiliations: Fusion

credit provider and FIC accountable

Eastern Cape school development

Procurement (Pty) Ltd, Bianca Blanc

institution. The company specialises

programmes and housing projects for

Wine Distribution Company

as a credit provider and offers credit

medium-sized contractors.

Contact Details:

Membership: Member of Chamber of

guarantees under secured credit

Recent exhibitions/trade shows/

Commerce , East Rand and Member

facilities to the construction industry.

conventions: Soweto Small Building

of Chamber of Commerce Alexandra

Products offered: Performance,

Contractors Conference

Current customer base: 560

retention, maintenance, advance

Companies top brands: FUSION

payment, and supplier guarantees, bid

TRAINING & CSI

branded clothing range

bonds and letters of intent.

Training programmes: Credit agent

Telephone : (011) 867-7500 Fax number: (011) 867-2745 Email: ilse@fusionguarantees.co.za Website: www.fusionguarantees.co.za

New products: Performance

Services offered: Access to project

training programmes and informative

guarantees for private builders and

funding and bridging finance gaps

newsletters sent to clients

procurement services.

via specialist funders, short-term

Employee incentive schemes:

insurance products via approved

Sales incentive programmes

financial services providers.

Empowerment initiatives:

BUSINESS AND FINANCE

Postal address: PO Box 5816 Meyersdal 1447

Focuses on small- to medium-

Turnover: R5-million to R10-million Financial Year-End: 28 Feb

CONTRACTS & AWARDS

sized construction companies and

Market share: Estimated 5%

Industrial standards: Registered

equips them with the knowledge of

Bank: FNB and Investec Bank

credit provider NCRCP44276 and FIC

guarantees within the credit market.

Accountable Institution

Top Performing 14th Edition

For almost a century, Mintek has been at the forefront of minerals and metallurgical research and development...

oday this centre of technological excellence, with its teams of highly trained and experienced scientists, engineers, researchers, and specialists, continues to build South Africa’s resources and capacity by providing advanced technology for the more effective extraction, utilisation and beneficiation of our mineral wealth.

Mintek supplies new technology, process development to pilot-plant scale, and mineralogical and analytical services, to the gold, platinum, base and ferrous metals, uranium and industrial minerals sectors. Internationally recognised products and services: • Advanced process control software to optimise operating efficiencies and reduce costs of milling, flotation, smelting, and leach circuits; • Technologies for the heap bio-assisted leaching of base metals and uranium, and DC arc smelting of ferroalloys and platinum; and • Auditing, measurement, and optimising of cyanide usage on gold plants. Our expertise lies in: • Integrated piloting facilities for process development including comminution; flotation; physical separation; leaching and pressure leaching; smelting; and metal recovery and purification; • Analytical services; • Certified reference materials; • Mineralogical investigations; • Novel and advanced materials; and • Mineral economic studies. Facilities: Our well-equipped facilities include: • world class laboratory and piloting facilities for process development; • optimisation, scale-up, and data acquisition in support of feasibility studies in the areas of minerals processing, pyrometallurgy and hydrometallurgy; backed up by • the latest instrumental techniques for mineral characterisation and chemical analysis.

“Your partner in unlocking mineral wealth.”

200 Malibongwe Drive, Randburg, South Africa. Private Bag X3015, Randburg 2125, South Africa. Phone: +27 (011) 709 4111 Fax: +27 (011) 709 4326 E-mail: info@mintek.co.za http:// www.mintek.co.za

A global leader in mineral and metallurgical innovation

COMPANY PROFILE / UMSO CONSTRUCTION / CONSTRUCTION & BUILDING MATERIALS

OPERATIONS DIRECTOR: TOLLO NKOSI

It is pleasing to see that there is an overall more positive outlook in the construction industry for 2014 compared to the previous year. Not only does the construction industry continue to be a major player in the economic development of South Africa but it also continues to grow. According to Statistics SA 2013 quarterly report, there was an increase of 2.5 percent in this secondary sector and 2014 is predicted to be a better year with more government infrastructure projects in the pipeline. Minister of Finance Pravin Gordhan announced in his 2014 budget speech that an investment of R827-billion is budgeted for the years 2013 and 2014 towards building of new and upgrading of old infrastructure. According to the last quarter of the 2013 statistics, the unemployment rate stands at 24.1 percent, impacting harmfully on poverty and criminal activity. While the National Infrastructure Plan is still in place and work continues in terms of improving the country`s infrastructure. Umso intends to play an active role within such investments to unlock the economic growth and employment for ordinary South Africans and as such these plans have the potential to improve these negative prevailing conditions. Umso also seeks to continually expand its operations and client base, as well as offer services to the industry for both major and minor projects. The company`s primary focus over the years has primarily been civil engineering construction services and have invested in long-term strategies to ensure its role within the sector. Our company is consolidating its operations to take advantage of its local market and core African growth areas, which includes mining (coal), energy (power and gas) as well as public infrastructure and building. Large infrastructure projects in Africa will continue attracting contracting companies due to changing trends and favourable trading conditions in the region.

INFORMATION

COMPANY STATISTICS /

Products/services offered:

Lonwabo Creche in Ugie,

DEMOGRAPHICS / HISTORY

Civil Engineering Services

Masizakhe Children’s home in East London,

Year founded: 1996

Physical address: Whitby Manor Office Estate 167 14th Road Block C Northwing Midrand 1685

Employees: Over 500

CONTRACTS & AWARDS

Isaiah 58 Children’s home in

Branches:

Industrial standards: GCC2010

East London,

East London

ISO rating: In progress

Kotulong Community Centre

Mthatha

Recently awarded projects:

in Vaal,

Midrand

Amatola Water – R164 804 372.14

Ficksburg High School in Ficksburg

Rustenburg

North West Public Works and

Postal address:

Harrismith

Transport – R133 845 273

EMPOWERMENT STATUS

Pietermaritzburg

Rustenburg Rapid Road Transport

Empowerment rating?

Suite 364, Private Bag X121 Halfway House 1685

Memberships: SAFCEC

– R261 840 967.70

Yes, Level 2

Current customer base: South Africa - National

TRAINING & CSI Employee incentive schemes:

NATURE OF BUSINESS

Employee Trust

Description of activity:

CSI initiatives:

Construction

Nelson Mandela Children’s Fund,

Contact Details: Telephone: 011 318 7661 Fax: 011 318 6123 Email: info@umso.co.za Website: www.umso.co.za

FA S T FA C T S 1 2 3 4 5

| | | | |

F ounded 18 years ago. I n 2004, Umso was trasnformed into a 100% HDC (Historically Disadvantaged Company) by stakeholders. S upports sporting activities at developmental sports associations affiliated with Rugby and Soccer development. P rojects include roadworks, earthworks, haulage, bridges, water supply, and sewer sanitation services. B y an average of 7 big projects last year, we had 8.75 Million man/hours without an accident or major incidents.

Top Performing 14th Edition

TOWARDS A HEALTHIER

SOUTH AFRICA By Alexandra Nagel

Healthcare in South Africa is comprised of public services, which are funded by the government, and private services, which are provided to the public at a specific cost. South Africa’s healthcare sector is under immense pressure to provide services to its population, with only 16 percent of South Africans having access to private hospital services.

The remaining 84 percent only have access to public sector services, which struggle to meet the needs of the people because of poor infrastructure and a lack of skilled medical personnel. For 2013/2014, R268 billion has been allocated to the health sector, according to the Deaprtment of Health, which will be used to improve healthcare facilties, allowing more access to free healthcare services, and target other issues in the sector.

COMMUNITY HEALTH AWARENESS Initiatives such as Human Resources in Health (HRH) aim to reduce the amount of contractible diseases in South Africa. HRH acts as a guide for acquiring human resources to improve the primary healthcare sector, which will increase productivity and further training in the field. Together with the Department of Health, aspiring experts in the field, and other professionals, HRH will be fully implemented by 2025. With approximately 40 percent of government expenditure spent on the health sector, public health is still under

Top Performing 14th Edition

immense pressure to efficiently provide 84 percent of South Africa’s population with adequate healthcare. In order to improve medical service delivery more programmes like the Beds of Hope campaign are needed. The initiative is run by the University of free state’s the Department of paediactrics and child health, and support children who suffer from illnesses and do not have access to sufficient healthcare. The University operates in two hospitals in Bloemfontein, Universitas and Pelonomi, and the campaign is supported by the Carl and Emily Fuchs Foundation, a South African grant making company that focuses on child care and health care. The campaign aims to improve healthcare for babies and children who are desperately ill and in need of specialised treatment in the fields of intensive care, oncology, cardiology, neurology, endocrinology, gastro-enterology, neonatology and infectious diseases. Bonitas Medical Fund has taken to TV in order to raise awareness about health concerns in South Africa. The company launched a talk show called House Call in 2008

S E C TO R O V E R V I E W / H E A LT H

where Dr Victor Ramathesele discusses issues surrounding healthcare in South Africa. Aired on SABC 2, Dr Ramathesele and a panel of experts address influenza, HIV/Aids, tuberculosis (TB), and other common diseases to educate viewers who can relate to these medical conditions and who are in need of professional guidance. Audiences can also SMS or phone in to speak to Dr Ramathesele and the panel of experts for further professional advice.

FIGHTING OFF DISEASE Combating prominent diseases such as HIV/Aids and TB has proved to be a challenge to the healthcare sector. With 35 million people living with HIV/AIDS in Africa according to the World Bank in 2012, South Africa’s capacity to treat the disease is limited due to lack of skills and poor infrastructure. Statistics South Africa showed that there are only 0.76 doctors per 1000 patients in South Africa. By 2016, the country aims to supply approximately 80 percent of the population with free antiretroviral (ARV) medication. The HIV/Aids prevention and treatment plan is expected to provide 1.9 million people with free ARVs. South African National Aids Council (SANAC) Chairperson, as well as the Deputy President of South Africa, Kgalema Motlanthe, confirmed last year that babies contracting HIV from their mothers has decreased from eight percent to 2.7 percent since 2010. Contributing to this siginificant decrease was the implementation of South Africa’s ARV programme which is the largest of its kind in the world.To tackle TB in countries like South Africa, diagnostic kits have been created that are able to pick up the disease in just 25 minutes. Doctors have the ability to administer medicine within 30 minutes of the patient receiving diagnosis. Despite the high cost of equipment, even with the provisions given to eligible countries, this technology creates a more effective diagnosis and treatment procedure that could benefit millions of South Africans.

PUBLIC SECTOR ON HEALTH Government has implemented the National Health Insurance Fund (NHIF), which is expected to provide sufficient healthcare for all South Africans. Medical companies that are both in the public and private sectors will contribute to a separate health insurance fund through taxes. This fund will reduce the amount of people living in South Africa without access to adequate medical care as well as contribute further to increasing people’s life expectancy, which rose from 56.5 years in 2009 to 58.5 years in 2014. The Department of Health has also implemented the Integrated School Health Programme (ISHP), which was initated in 2012. The programme is geared towards giving learners access to basic healthcare services by supplying financial aid, which falls under the Department of Social Development’s portfolio. The ISHP assess each leaner’s health status once every four school terms, in order to identify the children who may be at risk for a long period of time and which may in turn affect their learning abilities.

Top Performing 14th Edition

I N T E R V I E W / F U T U R E L I F E / H E A LT H P R O D U C T S

PAUL ANTHONY SAAD “ P R O F E S S I O N A L S P O R T S M E N S W E A R B Y T H E S U S TA I N E D E N E R G Y I T G I V E S T H E M – JUST ASK THE LAST FOUR COMRADES WINNERS.”

GIVE A BRIEF HISTORY OF THE COMPANY AND YOUR CURRENT PRODUCTS AND MARKETS? Born out of a desire to help people and offer them a chance of a happy and healthy future life, the brand FUTURELIFE® was born in 2008 in KwaZulu-Natal South Africa. I witnessed first-hand the need for an all-in-one nutrient food product that was instant, tasted great, was easy to transport and store, but most importantly, nutritionally-balanced. The company has grown as a brand in the functional food market, providing smart food products consumed either as a meal or drink, aimed at specific markets such as fitness/sports, children, women who are conscious about their weight and the broader consumer market who ultimately want a healthier alternative to other breakfast products or meals. AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET? Futurelife products are real foods with powerful health benefits. The brand is in a category of its own as it empowers consumers to make smart choices so they can lead a healthier lifestyle. From day one, Futurelife knew it had a winning concept on its hands and the potential to reach its dream of helping people to live happier and healthier lives is evident. WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY AND WHAT DO YOU PLAN FOR THE FUTURE? As Futurelife is a respected and credible health and lifestyle company, consumers hold it to a higher standard and so the company feels it is important to satisfy customers’ needs. Futurelife has fulfilled its pledge to go NON-GMO, thereby offering customers more of a choice. ARE YOU INVOLVED IN ANY SOCIAL DEVELOPMENT PROGRAMMES? Futurelife supports a number of key projects and a significant number of other organisations and individuals who are aligned to the company ethos of leading a healthier lifestyle. These include the Catholic Mater Homes, The Sisters of Mercy, St Vincent de Paul, St Martins Centre, The Daily News Milk Fund and a number of individuals who are given product to distribute to targeted causes that they have identified

AS THE CEO, WHAT IS YOUR CURRENT THREE-YEAR BUSINESS PLAN TO SUSTAIN YOUR COMPANY? Futurelife’s vision is to become a leading global player in the rapidly growing functional food market and in so doing, make a positive impact on the health of everyone using our products. Furthermore, the company aims to establish Futurelife as an international brand and put South Africa on the global map with a reputation for innovation, quality, professionalism and entrepreneurship. WHAT IS YOUR VIEW OF THE SOCIAL NETWORKS, I.E. FACEBOOK, TWITTER, AND HOW IT CAN BE USED TO IMPROVE BUSINESS OR LEADERSHIP? Social media over the last few years has become a first port of call for receiving information and providing feedback and ultimately engaging with a brand. Futurelife has a loyal following both on Facebook and Twitter in which the company uses its platforms to empower consumers through relevant information and product choices. The business initially grew from word of mouth and these personal referrals continue through social networks. The information from the social media platforms also helps inform the company’s business strategy. CAN YOU DETAIL ONE KIND OF SUCCESS THAT INNOVATIVE THOUGHT LEADERSHIP IN YOUR COMPANY HAS BROUGHT ABOUT? Futurelife has become the fastest growing health brand in South Africa and its products traverse various categories. We are a respected brand in the cereal category, a competitive market with over 550 products, and we have also entrenched our position as an innovative leader in the functional food market. Some of the company’s accolades include: • A finalist in the KZN Top Business Portfolio awards in the manufacturing sector •N ominated as a Top Performing Company within Futurelife’s sector and the South African economy •R ecognition by Fairlady Consumers as a Top Brand in the cereal category WHAT IS THE BEST ADVICE YOU HAVE EVER RECEIVED? There is an old saying – he who is healthy has a 1000 wishes, but he who is sick has only one. R

Smart nutrition for life

Top Performing 14th Edition

C O M PA N Y P R O F I L E / F U T U R E L I F E / H E A LT H P R O D U C T S

Smart nutrition for life

FUTURELIFE

Behind many a great company is a story about how they got started. Futurelife’s journey is no different. Through his experience in the food manufacturing business and exposure to the plight of malnourished and disadvantaged people in sub-Saharan Africa, entrepreneur Paul Saad identified a need to develop the most nutritious affordable product. It had to taste great by just adding water and was to contain the highest-quality ingredients.

CEO: Paul Anthony Saad Managing Director: Shaun Andrew Harris

Financial Manager: Michael L Dos Santos

With his vision intact, Saad established a research team comprising doctors and nutritionists who took two years to develop a product that offered so many benefits to help people lead a healthy “future life”. In 2008 the company Futurelife was born. Since then, Futurelife has become one of the fastest growing and credible health brands in South Africa’s functional food market, offering a variety of products that transcend consumer demographics. They are enjoyed by consumers ranging from top Olympians such as Chad le Clos, to families, recovering patients and factory workers. Saad’s uncompromising belief in the power of healthy food has been the driving force of Futurelife since inception and remains as strong today. The vision remains ‘to improve the lives of people all over the world by making healthy, affordable foods’. The market for enhanced or functional foods continues to grow in line with consumers greater awareness of the need for health and wellness. As a global trend, consumers are navigating wellness with greater depth of knowledge. Heeding the call from consumers to manufacture products from non-genetically modified organisms (NON-GMO), Futurelife was the first company in the functional food market in South Africa to make the move to NON-GMO products.

Marketing Manager: Brian Mullen

Sales Manager: Louis Helmand

Operations Manager: Ian Murgatroyd

Brand Manager: David Sweidan

Key Accounts Manager: Tony Barrett

Head Dietician: Michelle Bristow

INFORMATION

COMPANY STATISTICS /

NATURE OF BUSINESS

CONTRACTS & AWARDS

DEMOGRAPHICS / HISTORY

Description of activity: Futurelife

Environmental health and

Physical address:

Year founded: 2008

is a functional food company with a

safety standards: SANS

Founding member:

mission to improve the health and

10330:2007 (HACCP) Certificate

Paul Anthony Saad

wellbeing of everyone by helping

ISO rating: ISO 22000:2005

63 Fourth Avenue Greyville, Durban 4001

Employees: 57

them to make the right nutritional

Recent awards: Big Brand

Postal address:

Branches: 2

choices in their daily lives.

Supplier Of The Year Award 2012

Your company’s Top Brands:

Products/services offered:

(National) Shoprite Checkers

Futurelife SmartFood, Futurelife

Scientifically-formulated, balanced,

Recent exhibitions/trade

PO Box 47448 Greyville 4023

High Protein, Futurelife Crunch,

nutrient-dense food containing

shows/conventions:

Futurelife Kids

Moducare.

Gulfood Show – Dubai (2014)

New products: Futurelife Zero, Futurelife Smartbars

Contact Details: Telephone: 031 303 2427 Fax: 031 303 2428 Email: info@futurelife.co.za Website: www.futurelife.co.za Toll-free / call centre / customer care number: 086 010 4449

FA S T FA C T S 1 | Founded in 2008 2 | The first company in functional food market to move to NON-GMO products 3 | One of the fastest growing and credible health brands in South Africa 4 | Enjoyed by top athletes, including Olympic gold medallist Chad le Clos 5 | Vision to improve the lives of people by making healthy, affordable foods

Top Performing 14th Edition

By Alexandra Nagel South Africa’s retail industry consists of a variety of components which all play a crucial part in contributing to the country’s overall GDP. The nation provides its consumer-base with a broad range of goods, from wholesale to vehicles and household products. This allows the economy to own products that are of international standards. With the rise of a new black middle class, the country has another stream of potential consumers entering the economy with a disposable income.

INDUSTRY CHALLENGES As a developing country, South Africa still faces a number of challenges before it can be called a developed country. From a rise in electricity costs to that of fuel, factors like inflation have heavily influenced consumer purchasing behaviour. People are buying fewer luxury goods and services in order to afford the necessities, such as food. Another factor that has proven to be taxing on the retail sector is climate change. The constant shift in weather patterns is becoming increasingly unpredictable and leaves food retailers such as Shoprite Checkers, Pick n Pay, and Woolworths in need of an alternative source of goods as local farmers struggle against the elements. At the same time, suppliers to corporations have to remain environmentallyfriendly in their farming practices, otherwise they would simply be contributing to the very problem they wish to rectify. Making use of their green thumb, Woolworths has initiated a strategy known as Farming for the Future (FfF), which directly targets climate change. This programme monitors food production from the turning of the farm to the amount of

Top Performing 14th Edition

pesticide used. FtF has demonstrated successful results in having over 96 farms audited in the last couple of years and has played a role in achieving Woolworths’ compliance target at 68.4 percent, a steep rise from the initial 57 percent.

WOOLWORTHS HOLDINGS LTD Woolworths is the subsidiary company of Woolworths Holdings Ltd in which it trades both clothing and food, targeting middle to upper income groups in South Africa, as well as other and Australia. Woolworths Holdings Ltd is ranked amongst the top 100 companies listed on the JSE and has a successful clothing retailer called Country Road which also targets middle to upper income groups.

SHOPRITE HOLDINGS LTD South Africa has several other retailers that cater for the lower income groups. Ranked 93 in the Global Powers of Retailing report in 2013 for sales, Shoprite is geared towards providing food at a low cost. It is a leader in supplying food products that are targeted at the majority of South Africa’s consumer base, most of them being in the working class. The company was reviewed in 2012 to have 30 percent of South

S E C TO R O V E R V I E W / R E TA I L

Africa’s market share. Shoprite has ties in other products besides food, such as home and furniture stores, as well as in a fast food restaurant called the Hungry Lion. This way, Shoprite has access to a larger portion of South Africa’s consumers, giving the company a competitive advantage over other food retailers such as Pick n Pay and Spar. Shoprite also supports the local community through a variety of different initiatives. The Shoprite Community Network calls on South Africans to choose a CSR project they feel will benefit a community who is in need of support the most. Shoprite then selects the initiative with the most votes, contacts 11 radio stations and donates R10 000 towards the project. The company has contributed to the bettering of numerous social development projects, from aiding orphans and people living with disabilities to people living with HIV and other diseases.

PICK N PAY HOLDINGS LTD Another leading food retailer, now trading in clothing, liquor, and as a dispensary, Pick n Pay targets the middle class across a broad range of countries in Africa. Pick n Pay Holdings was ranked as the greatest Mass Grocery Retail (MGR) by the Gauteng Provincial Treasury Quarterly Bulletin of April-June 2012, and accounted for 30 percent of South Africa’s market share in 2012. In September of last year, shares increased by 9.35 percent, which is one of the best results achieved in recent years according to the retailer. Despite Pick n Pays decrease in performance due to inflation, the company still managed to retain R59.3 billion in 2013 and turnover growth of 7.1 percent, as stated in their annual report.

SPAR GROUP With over 800 stores in South Africa, Spar Group Limited targets lower to middle income groups through a range of stores namely Build It, Pharmacy at SPAR, Tops, KwikSPAR, and SuperSPAR. SaveMor is an initiative geared towards less developed communities in the rural areas and sells products that are not top of the range. In 2013, 14 new stores were opened which gives a total of 28. The Group managed to pull in a high turnover at R47.4 billion at the end of 2013, a 9.8 percent increase over the previous year’s result of R43.2 billion, but still keeping the retailer as the third highest MGR.

INDUSTRY OUTLOOK The future of the sector is promising with an expected increase in sales to R1.46 trillion by 2016, yet this depends on many factors. E-commerce has made an impact on South Africa’s retail sector, with the most popular and affluent retailers attempting to create an online presence as big it is offline. Even with the sectors advancement in creating an online identity, the majority of South Africa’s population is still without means to access such sites, leaving only a small portion of people engaging with the retail industry in this manner.

Top Performing 14th Edition

A recent report from PricewaterhouseCoopers (PwC) suggests that now more than ever, pricing can serve as a company’s most powerful lever to drive performance. “Current economic challenges and pressures make pricing strategy more important than ever. As cost increases are passed on to the consumer, pricing competitiveness among retailers is increasing and could impact margin, unless pricing behaviours and strategies change,” agrees Ailsa Wingfield, Executive Director of Marketing and Communication for Africa and the Middle East at market research firm Nielsen South Africa. “If your business models and pricing strategies pre-date recent changes in the economy and consumer behaviour, this could damage business,” she warns. In today’s market, many companies cannot rely on rising sales volumes alone to lift profit, and nor perhaps should they want to. A study by McKinsey and Company suggests that, while a one percent increase in sales volume will typically

Top Performing 14th Edition

have a three percent impact on operating profit, a one percent increase in average selling price will typically yield a full 11 percent lift in operating profit. Indeed, Warren Buffett himself has suggested that when valuing a company, pricing power is more important than good management. Yet PwC’s The Power of Pricing report finds that companies around the world routinely give pricing relatively little focus. South Africa, it seems, is no different. A PLACE TO START “South African organisations face multiple challenges when making pricing decisions, from shifting demand patterns to economic slowdown and fierce competition from foreign entrants. In this context, companies need an approach to pricing that is more strategic, dynamic, and holistic,” says Derek Engelbrecht, a Retail and Consumer Products Specialist and Director at Ernst and Young.

R E TA I L / F E AT U R E product used as the key factor for determining the final selling price. The first two strategies, cost-based and competitor-based pricing, tend to dominate the South African retail market, says Wingfield. “Though Nielsen has noted a positive trend with manufacturers and retailers starting to employ pricing specialists as a separate strategic role, overall there is little depth and dynamism or sophistication in pricing strategy used,” she adds. CEO of retail management consultants Master Retailing, Eugene Beukes suggests that; for the retail sector, this is due in part to the sheer volume of stock sold. “Retailers have to cater for thousands of stock keeping units every month. From a practical perspective, it makes it very difficult for the majority of retailers to conduct detailed statistical analyses to determine the price sensitivity or elasticity of each item. Though cost-based and competitor-based pricing dominate, retailers will occasionally adjust their selling price based on broad insights about customer price sensitivity, competitor pricing, as well as promotional activities planned,” he explains. Wingfield however, suggests that a key reason for the lack of pricing sophistication used within the South African market is poor understanding of customer segmentation and willingness to pay. “South African retailers require a far greater in-depth understanding of the price/value equation for consumer segments,” she emphasises.

Companies are often tempted to take actions that deliver short-term results, but these actions will not yield sustainable improvement. Instead of applying short-term solutions to retain market share, it is always wise to look at pricing structures more broadly and with a long-term perspective, he adds. According to the PwC report, which surveyed pricing specialists from over 500 companies around the world, few companies strongly adopt one pricing strategy or another. “A relatively large number of respondents believe they match competitors’ prices. This reactive policy is generally avoided by leading companies, preferring to price strategically, or based upon end-use value, such as customer willingness to pay (WTP). However, only 14 percent of respondents considered WTP as a primary approach to setting prices,” the report reveals. “Almost any business can improve its pricing performance, provided it approaches pricing in a structured way. But optimal pricing does require discipline, not luck,” adds Professor Michael Cant, Head of the University of South Africa Marketing and Retail Department. STRATEGIC THINKING For most companies, pricing strategy follows one of three broad models. Cost-based pricing — standard mark-up on cost of product; competition-based pricing — analyse and adopt the price of competitors’ products; and value-based pricing — data on the perceived customer value of the

“The advantage for businesses able to successfully apply customer-based pricing is that it changes the strategy conversation. Instead of asking, ‘How can we realise higher prices despite intense competition?’ The question becomes, ‘How can we create additional customer value and increase customer willingness to pay, despite intense competition?’,” explains Cant. THE KEYS TO SUCCESS 1. Understand the consumer In response to economic pressure, consumers are changing their definition of value. “Tighter budgets are driving a shift in household priorities, with luxuries increasingly expendable. Purchases across all categories are being re-examined with an eye toward necessity and basic value, and rapidly increasing price sensitivity. We have seen sensitivity to fast moving consumer goods (FMCG) price changes increase up to 75 percent,” Wingfield reports. As customer values change, businesses need to maintain a deep understanding of consumer needs, of perceptions of value, of price elasticity, and of customers’ willingness to pay across various brand and product categories. This shift is driving multiple changes in consumer behaviour and the relationship between value and price. “During the economic slowdown, consumers have been surprised to find lower costing items could have good quality. This will make it difficult for leading brands to win back consumers,” notes Engelbrecht “Through deeper research into customer needs, almost any product or service can be differentiated. Using data on customer willingness to pay, price elasticities, and perceptions of value, along with knowledge of the product categories which drive customers to their stores, retailers can more precisely target deals and offerings to their consumers,” says Beukes. “This can be done through anything from Top Performing 14th Edition

”

R E TA I L / F E AT U R E merchandising layout, the timeliness of offerings based on a deeper knowledge of spending patterns,” he adds. Many larger retailers in the South African market have invested in systems to do just this through the loyalty shopper programmes. 2. Metrics to drive the planning process “A successful pricing strategy cannot be based on intuition or anecdotal information. Hard metrics are necessary for the planning process, and must drive the process from beginning to end,” says Beukes. Without analytics and information, inefficient promotion, with widespread and haphazard discounting is a common error, often undermining a company’s ability to realise the prices set, says Wingfield. “Companies find that its sales teams are frequently giving away significant margin through unnecessary discounts and promotions,” Engelbrecht confirms. Many large South African retailers are already making significant investments in better systems to record and use hard metrics, from more sophisticated supply chain management systems through to retail analytics tools. Pick ‘n Pay, for example, has invested R500 million in an SAP enterprise resource planning system, PwC reports in its South African retail and consumer products outlook 2012-2016 report.

According to Nielsen, key metrics to observe include: • Current shelf prices (regular and promoted) of all key items • Current and expected cost of goods for each brand/size • Most recent contribution to overall corporate sales and profits • Most recent annual trade spending by channel and region • Competitive prices in each channel and region

3. Create choices for spend Many companies adopt a more sophisticated approach to pricing by offering the customer a choice on how to spend, says Engelbrecht. “An example of this is flexible mobile telecommunication packages where the mix between voice calls, text messages, and data are left in the hands of the user,” he explains. Apple has implemented a similar strategy for its iPhone 5, offering better options in the form of the 5c and 5s models. This enables a lower price point for price sensitive customers, without decreasing the margins gained from customers who are willing to pay. Airlines have similarly learned to unbundle their product, charging separately for luggage and meals to increase their overall takings. “Ultimately, customers do not buy products, they buy the benefits that these products and their suppliers offer to them,” notes Beukes. “First National Bank has done this well by focusing on eBucks, cellphones, tablets, and computers which they are now retailing. This strategy has increased the migration of consumers to FNB in order to benefit from these value added benefits or products which has resulted in them far outperforming their opposition,” he adds. Businesses that fail to identify what benefits they are offering each type of customer are likely undercharging some of them. 4. Develop skill, enforce strategy An MIT Sloan School of Management review of top pricing companies in the United States suggests that these companies

share the following traits: A culture dedicated to pricing, sophisticated tools to quantify customer willingness to pay and customer price elasticities, and robust pricing processes. “While competition, costs, and price sensitivity within a market affect the parameters within which companies set prices, superior pricing is almost always based on skill. The companies we found that had achieved better pricing all had top managers who championed the development of skills in price setting and realising optimal prices,” the review suggests. Increasingly, Engelbrecht reports, South African companies are putting in place functions and leadership roles with a specific focus on margin. A cross-functional team that looks at margin leakage from strategic pricing through to raw material costs. THE INTERNET - A NEW DYNAMIC With Internet access increasing rapidly across the South African consumer population (according to the South African Digital Media and Marketing Association, Internet access stands at 14 million people and 39 percent of adults in South Africa), consumers have become more price savvy, checking products, prices, and customer experiences online in real time, placing further pressure on prices. “Many companies deal with a better informed customer that move from store to store, literally picking off the promotional items, thereby undermining the retailer’s ability to manage profitability across a basket of goods,” notes Engelbrecht. For some retailers, the rise of the Internet has enabled another pricing strategy all together: Dynamic pricing. This is a form of segmented pricing based on customer profile or geography, and in some cases, using technology to make real-time pricing changes based on demand. Airline companies are perhaps the poster child for this strategy. Using a complicated algorithm that factors in the time before the flight and available seats on that flight, they offer unique prices that match current demand and supply. In 2000, Amazon made a less successful attempt when they tested selling DVDs at different prices based on which browser a consumer used. Consumers felt cheated though and Amazon eventually refunded the customers who had paid more. Today, US-based travel booking site Orbitz uses a similar strategy more successfully. Instead of offering the same product at different prices, they serve different products to different consumers, based on their operating system. The company noticed that Mac and PC consumer bases have different purchasing behaviours, so they adjusted their search result pages to better reflect these preferences. Companies refer to these techniques as personalised experiences, casting the practice in a positive light. Coca-Cola tested dynamic pricing in vending machines where prices would fluctuate based on the surrounding temperature. Their theory was that a soft drink would be worth more when on a hot day, while demand for soft drinks would decrease if it were cold. The idea did not resonate well with customers, however. “Dynamic pricing is successful when customers have a difference in their WTP, and businesses can find a way to segment consumers by this differing WTP, without violating perceptions of fairness,” Cant suggests. New technology is allowing the cost of implementation to not exceed the increased revenue from implementing the strategy, ensuring that greater experimentation in this area is likely in future.

Top Performing 14th Edition

A WORLD OF WONDER By Jom ir o Em i ng

The United Nations World Tourism Organisation’s (UNWTO) figures show that tourism is the fastest growing sector internationally, not to mention one of the most valuable: The G20 (Group of 20 Finance Ministers and Central Bank Governors) agreed that a healthy tourism sector can stimulate growth and even help the recovery from the global economic crisis.

Although South Africa has for a long time been in the eyes of the world, it was - up until 1994 - more viewed-from-adistance than experienced first-hand. However, the past 20 years of tourism in the country seem to have reflected the UNWTO’s global forecasts, and - as being voted the top dream destination in the world by members of the world’s largest travel social network, WAYN.com – South Africa still has flocks of tourists to impress.

A SPORTING CHANCE Minister of Tourism, Marthinus van Schalkwyk, aims to make South Africa one of the top 20 global tourism destinations by 2020. With major successes in global events, such as the 2010 FIFA World Cup (which brought a record-breaking 8.1 million tourists into the country, and added roughly R38 billion to the GDP, according to Minister Pravin Gordhan), the country may well be on track to attaining such recognition. Other major sporting events held here include the 1995 Rugby World Cup and the 2003 ICC Cricket World Cup. Having managed these three world cups so well, Minister of Sport Fikile Mbalula says the country is eyeing the 2022 Commonwealth Games and the 2024 Olympics, and that the

Top Performing 14th Edition

ultimate achievement would be to bring the Olympics into the country: “The biggest fish to catch is 2024.”

CORPORATE AND CULTURAL APPEAL Business tourism exploded as South Africa drove itself into the global economy as a quickly-emerging market. With acres of stunning scenery, golf-courses, 5-star resorts, and world-class conference centres, South Africa has been host to some significant summits, including the 2002 Earth Summit, 2011 United Nations (UN) Climate Change Summit, 2013 One Young World Summit, 2013 6th World Congress on Paediatric Cardiology and Cardiac Surgery, and the 2013 Fifth BRICS Summit, to name a few. 2015 will see the 21st Annual Investing in African Mining Indaba being held in the country – this is the largest mining investment event in the world and will bring many new foreign investors. The sheer number of different cultures the country has to offer, including each one’s own distinctive art forms, music, and traditional rituals (from Zulus and Koisan, to all the European descendants), is a bank of history and stimulation for international visitors. In addition, South

S E C TO R O V E R V I E W / TO U R I S M

Africa has eight United Nations Educational, Scientific, and Cultural Organisation (UNESCO) World Heritage sites within its abundant borders: iSimangaliso Wetland Park, Robben Island, Cradle of Humankind, uKhahlamba, Drakensberg Park, Mapungubwe Cultural Landscape, Cape Floral Kingdom, Vredefort Dome, and the Richtersveld Cultural and Botanical Landscape.

GROWING SOUTH AFRICA’S NATURAL APPEAL The floral kingdom in the country is one of only six in the world, and boasts 70 percent of its flower species as endemic. Its fauna is just as impressive, with the third highest biodiversity in the world. Such a massive amount of flora and fauna can be accredited to the fact that South Africa has a variety of climates, allowing for seven different biomes that each have their own species and ecosystems. Whether you prefer one of the country’s many wine routes, or a Big Five Safari drive, there will certainly be a natural splendour to be found under every rock. The Kruger National Park is South Africa’s largest nature reserve and reported over 1.4 million visitors – both local and foreign – for 2012. South African National Parks (SANParks) had a total activity income of R55-million for the two years following the 2010 FIFA World Cup and are positive that these figures will remain constant, if not increase, in the coming years. With the introduction of a new conservation fee structure for the 2002-2012 period, wildlife in the country is being fiercely protected with no mercy for poachers. Apart from protecting the balance of nature and ecosystems, maintaining South Africa’s indigenous animals will help keep the tourism industry strong.

CHALLENGES AND OPPORTUNITIES Since Apartheid ended, the country has been able to repair and re-build its reputation as a country worth visiting, and it is able to boast numerous achievements since its dawn of democracy. The National Department of Tourism indicates that the tourism sector in South Africa supports one in every 12 jobs, and they are planning on raising tourism’s economic contribution from the 2009 baseline of R189.4 billion to R499 billion by 2020.

Ramawela identifies both as important for growth to occur: “We need to become a sector that allows you to be proud and resonate what your country stands for.” Dawn Robertson, CEO Gauteng Tourism and close-colleague of Ramawela, is adamant that political buy-in is essential for progress in tourism, and also stresses that we should be embracing technology and using the publicity of bloggers and other online sites to the country’s advantage. The globalisation of tourism provides the country with a chance to launch itself in the increasingly competitive market. It is both an opportunity to advertise South Africa as a colourful nation, and a challenge to do the all-round unique diversities justice in competing against other, more established regions. However, a weakening rand may be a positive in this regard, as our currency compares to others (like the Euro or Pound) as dust does to gold; it has become inexpensive for foreigners to travel to South Africa, and in a difficult global recession people are choosing the cheaper holidays over those in Paris or New York. The National Department of Tourism developed the National Minimum Standard for Responsible Tourism (NMSRT) – launched in September 2011 - which specifies a “sole objective of establishing a common understanding of responsible tourism.” The guidelines are divided into four main sub-headings, namely sustainable operations and management, economic criteria, social and cultural criteria, and environmental criteria. Van Schalkwyk emphasises that “through the application of responsible tourism practices, we will develop the tourism sector as a national priority in a sustainable and acceptable manner, integrating tourism to the broader social and economic processes in society.” Sustainability is key in most things and tourism seems to be no exception. The best way however, of continuing such success in tourism is probably retaining a sense of overwhelming pride: If South Africans can enjoy their country every day as if they were experiencing it all for the first time, that contagious energy will spread to all visitors that cross our borders.

Following an expected growth of 3.6 percent in 2014 by World Travel and Tourism Council (WTTC), the tourism and travel sector are using the Indaba 2014 (Africa’s Top Travel Show) as a vehicle to continue the unprecedented growth of Africa’s tourism over the past few years - and South Africa is the host for this year’s Indaba. It also allows creates incentives to seriously look-at problems still present in the country’s tourism. Transport was a major concern in the build-up to the 2010 FIFA World Cup, and although things have improved since then the issue is still in need of address: how can we host millions of people without a means of getting them around our cities? Mmatsatsi Ramawela, CEO Tourism Business Council SA (TBCSA), also sees service level inconsistency and department disinterest as challenges to the sector, where the former ensures retention of visitors and the latter ensures retention of skilled labour in the tourism trade. Top Performing 14th Edition

C O R P O R AT E P R O F I L E / C L U B L E I S U R E / E N T E R TA I N M E N T & H O T E L S

MANAGING DIRECTOR : SHAUN E LAMONT

A leader in the field of holiday accommodation, Club Leisure Group incorporates a variety of points-based leisure and accommodation products. The Group operates across a number of continents and has become one of the world’s largest leisure management companies, since its establishment in 1990. With over 60 years of experience, the Club Leisure Group creates, designs, finances and administers a host of worldwide vacation clubs, holiday resorts and hotels. All the necessary operations for its affiliates are provided by the Group such as property development, resort management, membership and vacation property sales, holiday and travel reservations, as well as financial services and asset management. The Group’s philosophy centres on consciously surpassing the ever-changing leisure expectations of its members and associates, by fostering a “Partners for life” philosophy to increase member loyalty year on year. Today’s leisure consumer is more discerning, sophisticated and demanding than ever before. It is the Group’s on-going objective to continually heighten service levels to exceed expectations, by designing products to enhance every holiday experience. New products and services are continuously developed by the Group to ensure successful long-term relationships with its members, partners and staff. These new offerings contribute to the Club Leisure Group’s success by closely matching emerging markets, the latest trends and the current economic climate. The Group employs more than 2 200 personnel worldwide, providing most services in multiple languages to more than 200 000 vacation property and club members.

Executive Chairman: Stuart J Lamont Managing Director of Holding Company: Anthony N Ridl Directors: Morgan Chetty Director Strategy, Training and Communications: Rioma Cominelli Director - National Sales Operations: Mike O’ Sullivan Human Resources Manager: Lize van Zyl INFORMATION

COMPANY STATISTICS /

(Pty) Ltd, Club Leisure Sales (Pty) Ltd,

CONTACTS & REWARDS

DEMOGRAPHICS / HISTORY

Club Leisure Management (Pty) Ltd,

Joint ventures: SA Army

Founded: 1990

First Resorts Management (Pty) Ltd,

Foundation (Rainbow Holiday Club),

Founding members: Stuart J

Club Leisure, Development (Pty) Ltd,

Development Trust for members of

Lamont, Anthony N Ridl

Club Leisure Administration (Pty) Ltd

the SAPS (Offbeat Holiday Club),

Employees: 2 200+

Bank: Absa, First National Bank,

RCI, Club Leisure Management, Club

Branches: Spread across Africa,

Standard Bank

Leisure Development (Pty) Ltd

Europe and the United Kingdom

Current customer base: 200 000

Trade affiliations: Vacation

TRAINING & CSI

Ownership Association of South

NATURE OF BUSINESS

Training programmes: Provide

Africa, Organisation for Timeshare

Activity: Engaged in the leisure

opportunities to school-leavers by

in Europe, American Resort

industry, vacation club management,

designing and conducting an inhouse

Development Association, Australian

resort and hotel management, sales,

educational tourism programme, offer

Timeshare Holiday Ownership

marketing, reservations, financing and

sales and management courses

Ccouncil, New Zealand Holiday

asset management

CSI initiatives: Assists local

Ownership Council, International Air

Products/services offered:

underprivileged communities,

Transport Association, Fedhasa and

Vacation clubs, central reservations,

AIDS orphanages, environmental

the Durban Chamber of Commerce

club resort and hotel management,

preservation organisations and

information technology, property

Christel House

BUSINESS & FINANCE

development and acquisitions,

Financial year-end: 31 December

developer and marketing agency

EMPOWERMENT STATUS

Approximate market share: 40%

support, communication and sales, a

Black Empowerment Level:

Holding company: Club Leisure

registered credit provider

Pending

Holdings (Pty) Ltd

Physical address: 1 Crompton Street Pinetown 3610 Postal address: PO Box 1583 Pinetown 3600 Telephone: +27 (0)31 717 7300 / 7591 / 7593 Fax: +27 (0)31 701 9972 Email: queries@clubleisure.co.za Website: www.clubleisure.co.za

Total staff: 80% non-white

Subsidiaries: Club Leisure Group

FA S T FA C T S 1 2 3 4 5

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F ounded in 1990 L eader in its field – operating across five continents S ervices a membership base in excess of 200 000 D evelops and manages 16 Vacation Clubs O perates via 36 branches across the world

Top Performing 14th Edition

World gets smaller as

South African media grows By Jomiro Eming

The media within South Africa are vast, encompassing every sector of the economy. A chequered past has made media incredibly resilient - the growth this sector has seen since the ending of Apartheid is merely testament to that staying-power. Today, it remains committed to reporting on current events, providing platforms for national and international communication, as well as helping South Africaâ&#x20AC;&#x2122;s global image as a tough, emerging-market competitor.

Despite the challenges in broadcasting during the Apartheid era, South African media has not only survived, but has dramatically expanded. Comparing media outlets of 1991 to 2012, there are 173 more television channels and 181 more radio stations, and over 10.5 million South Africans are reading urban daily newspapers. As the population increases and more people make the transition to urban living, the need for information becomes greater. The media sector in South Africa has responded to the demands and has implemented some major changes in the last two decades.

THE GOOD, THE BAD, AND THE CENSORED The digital age brought with it instalments of new mobile, fixed and wireless broadband development, led by chief telecommunication companies such as Telkom. These have had major impacts on access to the media and recent statistics published by the UN Broadband Commission, which show just how much the internet has grown within the country, 41 percent of the population was using the internet

Top Performing 14th Edition

at the end of 2013, placing South Africa fifth on the continent in personal internet usage. Furthermore, just less than 46 percent of them are Facebook users. The social network was also ranked as the second most-visited webpage in the country after Google, according to research conducted at the Social Media Briefing Conference 2013 in Johannesburg. Media companies, PR agencies, and news desks alike have also used the cheaper network rates (and increased network usage) to their advantage. In 2013, News24 was the pioneer in personalised news applications and was the first to launch an Apple iPad News24 App. However, these achievements in broadcasting digitally are affecting other forms of media rather negatively. More people have been logging-in to online and mobile news websites, while less people have been buying newspapers and magazines. All of South Africaâ&#x20AC;&#x2122;s roughly 47 newspapers (daily and weekly) have had either no change or a reduction in sales. The Audit Bureau of Circulations South Africa

SECTOR OVERVIEW / MEDIA

(ABC) showed an over-all 3.2 percent decline in newspaper circulation for the second-half of 2013, with 3.68 million physical copies being distributed. Another challenge facing the sector is the resurgence of censorship. The controversial Protection of Information Bill was passed by the National Assembly on 22 November 2011 - dubbed as “Black Tuesday” – but President Jacob Zuma refused passing it into law in April of 2013, leaving the bill to be investigated further. At present, the bill is not yet law. However, it would have significant consequences to media should it be declared a law by prohibiting the “disclosure of a state security matter”, the government has the power to prosecute anyone who does not adhere to the bill. Few definitive clauses mean it becomes easy for the state to take legal action against the slightest exposure of information deemed a state security matter.

THE EMERGENCE OF MOBILE-USERS South Africa has become the largest telecommunications market on the continent, with four leading mobile operators (namely Vodacom, CellC, MTN and 8ta) paving the way. Vodacom CEO Shameel Joosub says statistics showed a 40 percent year-on-year increase in Vodacom’s total data traffic, and other cellphone companies are experiencing similar growth. Furthermore, IT News Africa placed Telkom as South Africa’s largest fixed-line and wireless service provider, with year-end revenue of R16.4 million for 2013. Neotel emerged in 2006 as the second fixed-line service provider and has, since then, been competing with Telkom within South Africa. Multinational mass-media company Naspers is also proving a competitor with recent record-high stock earnings on the Johannesburg Stock Exchange, rising 4.2 percent – this is primarily due to a growth surge in Chinese internet company Tencent, of which it owns roughly a third. Social media’s accelerated growth within the country has impacted the media sector too, and is primarily due to improved broadband lines. An increasing number of households have internet access, and various media companies have begun advertising and broadcasting online because of it. The Interactive Advertising Bureau (IAB) released a report for South Africa’s online traffic which reveals

that out of the 6.1 million mobile browsers and 6.1 million portal browsers, 59 percent and 52 percent respectively were browsing social networks. Twitter and YouTube have evolved from social networking and social sharing sites, to current affairs portals for news agencies such as the South Africa Broadcasting Commission (SABC), Associated Press, Business Day Live, SA Breaking News, and Cape Argus.

TECHNOLOGICAL INNOVATION The future of media within South Africa is looking as bright as it is looking high-tech; installation of innovative submarine cables is expected to end the era of dial-up internet and make broadband internet a general standard. Mobile communications are already showing dominance in the telecommunications sector, and the South African Intelligence Report (published in January 2014) expects mobile data’s revenue to double previous figures, potentially reaching up to R54 billion. Vodacom has recently created a group of products they call Joyn, which is built on the rich communication services (RCS) platform developed by the GSM association. They offer instant messaging, group chat, file transfer, social presence information, and video calling, competing with the likes of Facebook, Google, and Whatsapp. This innovative way of communicating has been launched overseas and - depending on success in the rest of the world - Vodacom hopes to launch these products in South Africa in the next few years as well.

THE ROAD AHEAD Issues that remain a national concern for all sectors are ones such as unemployment and a lack of skilled workers – Statistics South Africa published figures in May 2013 which show one in three South Africans between 15 and 64 years of age were unemployed. However, positivity hangs in the air with companies like Vuma Corporate Reputation Management and Flow offering media-training programmes in South Africa. They aim to send practically qualified individuals into the job market and improve not only the quantity of employees, but also the quality of employees. Initiatives like these bring hope to prospects for employment within the media sector – as well as other sectors – in the not-too-distant future.

INTERVIEW / MDDA / GOVERNMENT

Lumko Mtimde T H E M E D I A D E V E L O P M E N T A N D D I V E R S I T Y A G E N C Y ( M D D A ) I S A S TAT U T O R Y D E V E L O P M E N T A G E N C Y F O R P R O M O T I N G , S U P P O R T I N G , A N D E N S U R I N G M E D I A D E V E L O P M E N T A N D D I V E R S I T Y. I T I S S E T U P A S A P U B L I C / P R I VAT E PA R T N E R S H I P B E T W E E N T H E S O U T H A F R I C A N G O V E R N M E N T A N D M A J O R P R I N T A N D B R O A D C A S T I N G C O M PA N I E S T O A S S I S T I N (AMONGST OTHERS) DEVELOPING COMMUNITY AND SMALL COMMERCIAL MEDIA IN SOUTH AFRICA.

MDDA’s success in 2013 helped it become a finalist in the Top Performing Parastatal Category at 11th National Business Awards. Top Performing caught up with CEO Lumko Mtimde, to find out how much this meant to the organisation in its tenth year of operations. CONGRATULATIONS ON BEING A FINALIST AT THE 2013 NATIONAL BUSINESS AWARDS - TOP PERFORMING PARASTATAL AGENCY CATEGORY, HOW DO YOU FEEL? Being recognised as a finalist in a year when the Agency is celebrating its ten years, when we again received a Certificate of Excellence for achieving a Clean Audit Opinion by the Auditor General of South Africa (AGSA), was indeed befitting for the MDDA. This enabled us to acknowledge the achievements in pursuit of our mandate. WHAT DO YOU THINK BECOMING A FINALIST AT THE 2013 NATIONAL BUSINESS AWARDS HAS AND WILL DO FOR YOUR BUSINESS? Becoming a finalist at the 2013 National Business Awards assists the MDDA in showcasing its work, with the hope of growing its partnership base. Also, it makes MDDA partners feel proud to be associated with the reputable MDDA brand.

ON LEADERSHIP WHY DO YOU THINK SOUTH AFRICA NEEDS TO RECOGNISE ITS LEADERS IN THIS WAY? South Africa has to appreciate its history, background, and challenges as a context in understanding the complexity of what needs to be done to reverse the ills of our past; apartheid. This will help ensure that efforts to better the lives of citizens are sharpened and the pace to reconstruct and develop our country is fast tracked. All the efforts and wisdom to drive this must be supported. Whilst it is necessary to be constructively critical in the process, it is also equally important to recognise success, appreciate good work, and boast about success stories. The National Business Awards is of the correct interventions aimed at recognising excellence and support success. WHAT, IN YOUR OPINION, WOULD YOU SAY SETS YOU AND YOUR BUSINESS APART FROM YOUR PEERS? Clear mandate, vision, focus in smart planning, dedication, passion, caring, teamwork, and commitment sets the MDDA apart from its peers.

WHAT ARE YOUR THOUGHTS ON THE NATIONAL BUSINESS AWARDS JUDGING PROCESS?

WHAT ADVICE DO YOU HAVE FOR UPCOMING BUSINESSES TO ENHANCE THEIR STATUS IN THE CORPORATE ARENA?

The National Business Awards judging process appear open and transparent, using scientific measuring tools to choose the best winners.

My advice is that hard work pays. Strategic direction and smart plans assist to achieve deliverables. Setting up clear transparent policies, systems, and procedures that are reliable and functional enhances business potential.

DOES BECOMING A FINALIST AT THE NATIONAL BUSINESS AWARDS DIRECTLY ENHANCE YOUR INTERNAL MANAGEMENT SUPPORT FOR LEADERSHIP IN BUSINESS? Becoming finalists at the Awards led to the hardworking team at MDDA, the people behind MDDA’s success story; our staff, realise the fruits of their commitment and good performance. This ensures that the team work even harder, improve internal business systems, and appreciate the direction the agency is heading.

DOES BECOMING A FINALIST AT THE NATIONAL BUSINESS AWARDS DIRECTLY INFLUENCE THE EXTERNAL CLIENT ASSESSMENT OF YOUR CREDIBILITY AS A LEADER IN THE INDUSTRY? Our partners, our stakeholders from the Presidency, Ministers in the Presidency, the Department of Monitoring, Evaluation and Administration, GCIS, Ministry of Communications, Parliament, AGSA, and our beneficiaries congratulated us and the Award confirmed their held view that MDDA is a best managed public entity.

Top Performing 14th Edition

CEO: Lumko Mtimde

ON A PERSONAL NOTE WAS THERE A MOMENT IN YOUR CAREER THAT WAS MOST SATISFYING OR WHEN YOU THOUGHT THIS MAKES IT ALL WORTHWHILE? In my career, the best moment is finding a team that gels, works together, and is trustworthy. The most satisfying moments are when I see the impact of our interventions leading to recognisable change in the lives of people from disadvantaged backgrounds, the rural communities, and the working class. MDDA is proud to be able to see communities gain access to information that is critical for them to explore opportunities and their potential is priceless. It is also great to see people participating in our democracy using platforms owned and controlled by the people.

MEDIA DEVELOPMENT AND DIVERSITY AGENCY ( MDDA )

Physical address: 31 Princess of Wales Terrace Parktown 2193

Postal address: PO BOX 42846 Fordsburg 2033

Contact details: Tel: 011 643 1100 Fax: 011 643 1126 Email: info@mdda.org.za

When we see leadership find space and time to interact with grassroots communities, listening, and responding to the needs of those people, it is truly inspiring. All of these things fulfil my drive and conviction, and it makes this worthwhile. DO YOU THINK THERE ARE CERTAIN SKILLS THAT MAKE YOU A NATURAL LEADER? It is difficult to self-assess in respect of skills, but yes, the ability to focus on the challenge ahead, commitment, passion, and selflessness enables one to be a leader.

Top Performing 14th Edition

WORKING TOGETHER FOR OUR FUTURE By Alexandra Nagel

South Africa is home to approximately 51.2 million people. Of those, 25.2 percent of people are without jobs. The country is highly stratified with citizens living either way under the poverty line or miles above it. Despite South Africa’s socio-economic injustices of the past causing such a gap between classes, the country is gradually rectifying the problem as it enters into its 20th year of freedom.

JOBS ON DEMAND Statistician General Pali Lehohla’s labour market dynamics report shows us where the nation is at with regards to unemployment. “In South Africa, 93 percent of those [employed], which will be in the region of about 13 million [people], remain in employment,” says Lehohla, “If you look at those who are unemployed, which is about 4.7 million, only 13 percent find jobs.” The report measures the employment fluctuations over a sixyear period, taking into account core industries. The social services sector saw 575 000 people employed; the finance sector saw 213 000; and transport 91 000. The sectors that experienced major loses were manufacturing at 281 000; trade at 184 000; and agriculture 79 000. “This resulted in an increase in the unemployment rate from 22.5 percent in 2008 to 24.7 percent in 2013,” says Lehohla.

Top Performing 14th Edition

According to StatsSA, the Western Cape’s employment rate, of people employed between the ages of 15 and 64, ranked first in the nation at 53.8 percent with Limpopo province ranking the lowest with only 32.6 percent of people sustaining jobs. In total, 15.1 million people were employed at the beginning of 2014, a significant decrease of 122 000 jobs with the majority lost from the informal sector.

STATE TAKES THE LEAD The Department of Labour is a state body with the mission of decreasing poverty in South Africa through strategic employment programmes and policies. Nelisiwe Mildred Oliphant was appointed Minister for Labour in 2012, and is the former Regional Convener of the African National Congress Women’s League (ANCWL) in the Musa Dladla region.

S E C TO R O V E R V I E W / E M P L OY M E N T

The Department is mandated by the South African Constitution which embodies several acts geared towards increasing employment. Each policy is aimed at improving productivity, enabling job creation, ensuring successful labour relations, eradicating workplace discrimination, reducing poverty through more employment opportunities, and promoting health and safety in the workplace. The four main policies include the Employment Equity Act, Labour Relations Act, Occupational Health and Safety Act, and Basic Conditions of Employment Act.

upliftment of previously-disadvantaged groups. The Act especially makes way for public holidays to be granted to employees, like during the elections. “The Basic Conditions of Employment and the Public Holidays Acts play key roles in protecting this right,” Oliphant says, “It is a right that is guaranteed by the Constitution of the Republic of South Africa which is the supreme law of the land.”

POWER OF POLICY The Employment Equity Act of 1998 regulates that ample opportunity in the workplace should be granted to anyone worthy, through fair treatment and without discrimination. The Act also enforces affirmative action in the working environment which specifically targets groups disadvantaged by the apartheid regime. It was recently amended to refine the act more with regards to definitions and, more importantly, to ensure businesses are adhering to the code. At the Employment Equity and Transformation Indaba 2014, Oliphant touched on the significance of having such an act in a country like South Africa. “This piece of legislation sought to contribute to the restoration of human dignity and human rights that were deprived to the majority of South Africans,” she said, “by promoting equal opportunity and fair treatment in employment through the elimination of unfair discrimination; and implementing affirmative action measures to redress the disadvantages in employment experienced by designated groups [and] achieving equality in the workplace.” The Labour Relations Act of 1995, and amended in 2002, was put in place to facilitate economic growth and development in South Africa, as well as make way for trade unions to organise freely without intimidation. National Worker’s Day, which takes place on 1 May every year and also known as May Day, acts a reminder of how long and hard the workers suffering under the apartheid regime persevered to release South Africa from its oppressors. “To be able to celebrate May Day was one of the rights that we fought for in this country. It was one of the rights that many workers laid their lives on the line for,” says Oliphant, “And indeed, many of our workers were killed for the privilege that we now enjoy and sometimes take for granted.” The Occupational Health and Safety Act of 1993 ensures employees are working in safe environments. This specifically applies to workers operating machinery for example, as well as health hazards that employees may be exposed to, like on chemical power plants. The Act states that “every employer shall provide and maintain, as far as is reasonably practicable, a working environment that is safe and without risk to the health of his employees”. The Act does not however, apply to people in mining, as per the Minerals Act, or merchant shipping, as per the Merchant Shipping Act, industries. The Basic Conditions of Employment Act of 1997 enforces basic labour practices which employers have to abide by in order to serve the greater national purpose of economic

Top Performing 14th Edition

C O M PA N Y P R O F I L E / D R A K E I N T E R N AT I O N A L / P U B L I C S E C T O R E M P L O Y M E N T R E C R U I T M E N T

REGIONAL MANAGER: CRAIG WOODWARD

With more than 15 000 clients and 200 offices in 14 countries on five continents; Drake International offers internationally benchmarked methodologies and up-to-the-minute trends in human capital management and engineering. The company’s vision is to best understand an organisation’s human capital needs and to develop solutions to meet those requirements. Drake International recruits, consults and trains in many industries all over the world, developing staffing solutions that specialise in various components of human capital management with a complete personnel systems concept. Drake International’s unique approach to HR solutions is strategically aligned with the organisational intent of improving the success of clients. The company develops a deep understanding of a client’s business and works collaboratively to develop strategically aligned solutions and initiatives that drive sustainable profit improvement for clients.

CEO: Bill Pollock Financial Director: Shaun Pillay

Marketing and Communications Manager: Esther Groenewald

Human Resources Manager: Nadia Khalek

The company prides itself as a client partner, supporting and assisting clients in finding and retaining the best talent. Drake International develops relationships with clients, service providers and candidates that yield meaningful integration and cooperation. The company’s hands-on approach facilitates quicker results and return on human capital investment for clients, resulting in engaged employees that are true assets to their employers. Located country wide and with access to international standards and resources, clients can experience the Drake International difference from all over the globe. INFORMATION

THE DRAKE INTERNATIONAL DIFFERENCE • Modified, innovative solutions through strategic alignment

Physical address:

• Partnering with clients in achieving their optimum results

8th Floor, Sandton City Office Towers, Rivonia Road Sandton 2146

• Sourcing talent not generally accessible for clients • Methodology of excellence and efficiency

Postal address: COMPANY STATISTICS /

Memberships: African Professional

BUSINESS & FINANCE

DEMOGRAPHICS / HISTORY

Staffing Organisations; Chamber

Turnover: R55-million

Year founded: 1951 in

of Commerce and Industry –

Holding company: Drake

Winnipeg, Canada

Johannesburg; South African

International Holding

Founding members: Bill Pollock

Chamber of Commerce and

and Jim Shore

Industry and Regional

TRAINING & CSI

Employees: Over 1000

Chamber Membership

Training programmes: Drake

Branches: Canada, United States,

Current customer base: 9 314

International offers training in IR,

South Africa, Australia, Hong Kong,

OHS, soft skills, on-boarding,

Philippines, United Kingdom, New

coaching and teambuilding

Zealand, Singapore

PO Box 784714 Sandton 2146

Contact details: Gauteng: (011) 883 6800 Cape Town: (021) 425 3300 Durban: (031) 266 2460 Port Elizabeth: (041) 363 8141 East London: (043) 721 3201 Fax: (011) 884 1929 Website: za.drakeintl.com Call centre: 0860 22 23 24

FA S T FA C T S 1 2 3 4 5

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Drake International has been in existence since 1951 and since 1975 in South Africa The company introduced flexible staffing as a solution to challenges in the business S ince 1951, Drake International’s business philosophy has remained unchanged Offers Drake P3 and Drake Picasso psychometric assessment tools that generate reports on behavioural traits The company’s code of ethics earns the respect and confidence of clients

Top Performing 14th Edition

C O M PA N Y P R O F I L E / M U T H E L O – B E E / V E R I F I C AT I O N S

DIRECTOR: MPHO MUTAVHATSINDI

Muthelo-BEE (Muthelo) is a 100 percent black-owned entity that is committed to providing an efficient service to its clients. Muthelo was founded on the belief that signiﬁcant value is added to clients if timely and excellent service is rendered to them. Muthelo plans to offer an exceptional service as well as become a centre of excellence that customers will not be able to outgrow. The company’s aim is to turn clients into sales people through quality and timely service.

Verifications Manager: Timothy Harrison Operations Manager: Bongi Letuka

Muthelo’s selection and retention process of employees ensures that the company has a motivated, youthful, and highlytalented group of people to draw on in servicing clients’ needs. The company always ensures that its people are rightfully matched to clients’ requirements. Muthelo provides services to a wide spectrum of clients in various sectors, in line with its experience and expertise. The company has a competent, talented, and motivated team that has been hand-picked to service clients and deliver a consistently accurate B-BBEE scorecard. Muthelo is a values-based organisation which determines how the company behaves with clients and each other. The company strives to live the following values across the firm, in everything that we say and do: we see value in people (VIP), are impartial, and treat clients’ information with confidence; work together; respect the individual; seek the facts and provide insight; are open and honest in our communication; are committed to clients; and above all, act with integrity. While many in the BEE verifications sector are speaking about how they are transforming to reflect the demographics of our country, Muthelo was born transformed. The company reflects pride in South Africa’s heritage and Muthelo does not work for demographic statistics. In order to grow, the company has to lead and ultimately transform the sectors and clients Muthelo serves. INFORMATION

COMPANY STATISTICS /

Key clients: Abbvie Pharmaceuticals,

EMPOWERMENT STATUS

Physical address:

DEMOGRAPHICS / HISTORY

GladAfrica, Bombardier SA, Diebold

Black empowerment level -

Unit 5 Benton House

Year founded: 2012

SA, NYDA

shareholding (%):

Bond Street Business Park

>50.1% black shareholding

Cnr. Kent and Bond Street Randburg CBD

Founding members: Mpho Mutavhatsindi

NATURE OF BUSINESS

Black empowerment level -

Employees: 8

Description of activity: BEE

executive directors (100%):

Branches: Head Office

verifications

>50.1% black shareholding

Current customer base:

Products/services offered: BEE

Black empowerment level - total

National – across various sectors

verifications

staff (%): 7

BUSINESS & FINANCE

CONTRACTS & AWARDS

Turnover: R3-million

Recent major contracts: NYDA

Operating profit: R500 000

Recent exhibitions / trade shows /

Net profit: R500 000

conventions: Rand Show

Contact details: Telephone: +27 11 079 7333 Email: mpho@muthelo-bee.com

Empowerment rating: Level 1

Financial year-end: April Bank: Standard

TRAINING & CSI

Auditors: Mulakhulu CA SA

CSI initiatives: Elroy Children’s

Current customer base:

Home in Lanseria

National – across various sectors

FA S T FA C T S 1 2 3 4 5

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Founded in 2012 100 percent black-owned entity A values-based organisation Highly-talented, youthful, and motivated employees Reflects the pride of South Africa’s heritage

Top Performing 14th Edition

SOUTH AFRICAN

banking industry deserves some credit By Jomiro Eming

South Africa’s ranking – according to the Emerging Markets Opportunity Index - as the leading emerging economy on the continent, as well as being the only African country ranked in the Top 15 worldwide, proves the competitive ability of this country. All sectors are seeing a rise in growth opportunities, and banking in South Africa has managed to remain relatively stable despite the unpredictable global environment. South African banks have adjusted well to the technological innovation, shifts in demographics, and the worldwide urbanisation. Much change has already been seen and even more is anticipated, with Fitch Ratings (a global leader in financial information services) expressing stable outlooks for South Africa’s banking sector.

At the moment, there are 17 registered banks, 3 mutual banks, 1 co-operative bank, and 14 foreign banks with local branches within the country. In 2013, total banking assets equalled R3.8 trillion, with a contribution to GDP of 10.5 percent from the finance sector as a whole. These numbers show that South Africa is sophisticated and “compares favourably with many industrialised countries,” as per the Banking Association South Africa’s banking sector overview for 2013, “with adequate capital, technology, infrastructure and a strong regulatory and supervisory environment.”

MILESTONES AND LEADERS South Africa’s banking environment has seen volatility over the past few decades, and is unfortunately situated in SubSaharan Africa – a region with underdeveloped banking infrastructure. The challenges of being a developing and emerging-market country put pressure on improving growth in the country. However, the solid democratic and legislative economy has still managed to secure substantial benefits in

Top Performing 14th Edition

growth-initiation, paving the way for continued success in South Africa’s banking sector. These include deals such as the Industrial and Commercial Bank of China – Standard Bank, and Barclays – ABSA, where foreign banks have established South African branches or are acquiring shares in top South African banks. The economy is currently led by four financial institutions, namely Nedbank, Absa, First National Bank, and Standard Bank. Even in the demanding global economy, the “Big-four” in South African banks report combined headline earnings R23.7 billion for 2013 – an 11.5 percent increase, according to Johannes Grosskopf, banking and Capital Markets leader at PricewaterhouseCoopers (PwC) Africa. With an average return on equity of 16.1 percent – and a forecasted 17 percent average in the next three-to-five years – the country’s banking sector is performing solidly in both local and international standings.

S E C TO R O V E R V I E W / B A N K I N G

BANKING’S MOVE ONLINE In South Africa today, the percentage of people involved in formal banking has risen by eight percent in 2013 to 75 percent of the population - this has been calculated in Finmark Trust and FinScope’s SA 2013 Consumer Survey, an annual representative study of the demand for, usage of and access to financial services in South Africa. The surge of technology has undoubtedly impacted these statistics: Online and mobile banking is now available as mobile and tablet applications were launched from almost all South African banks. In a country which has more active SIM cards than people, this innovation gives South Africans greater and easier access to banking, allowing them to take out loans, pay on credit, and save their earnings. Finmark Trust and FinScope report that 14.2 million people now have some form of loan or credit from banks (compared to 13.1 million in 2012) and overall savings with banks going from 3.9 million to 4.2 million people in 2013. However, with easier banking comes easier theft: account hacking and fraud are huge problems linked to digital banking, and banks must dramatically increase their security to prevent people from exposing their details via SMS and email.

TACKLING ISSUES Many challenges facing South Africa are seen throughout the world. The South African Reserve Bank (SARB) recently hiked the interest rate by 50 basis-points to 5.5 percent to try and control inflation. Other problem-areas include the currentaccount deficit and a significantly lower-than-required gross fixed capital formation (particularly from the private sector), pointed out by Gill Marcus, Governor of SARB, in a statement following the rate-hike in January 2014. Although a distinct lack of qualified labour is hindering potential growth of banks through the country, the banking sector employs well-over 150 000 people, with Standard Bank ranking first, followed by FNB, Absa, and Nedbank. Many banks have programmes in place to provide training: Standard Bank earned the BANKSETA Skills@work Award in the large employer category for their training spend amounting to 2.4 percent of total staff costs. This initiative is to further skills development within not only their company, but within the country as well. Land Bank South Africa, a state-owned development finance institution, is even branching out of the finance sector and positively affecting other areas of the economy. It’s Emerging Farmer Support Facility project, launched in 2013, saw a total of R1.8 billion distributed amongst emerging farmers – Land Bank aims to have reached their total target of R6 billion in the next four years. Similarly, the Banking Association South Africa has initiatives in place concerning health and education sectors. Smaller financial institutions quickly emerging as tough competitors in South Africa for the “Big-four”: Riaan Stassen, the CEO of Capitec Bank, says his company saw an 18 percent rise in clients in late 2013, with a market share of 10.8 percent. This makes them a steadily growing competitor, with low-costs which appeal to those who cannot afford one of the other, more established banks.

The population growth and urbanisation are both putting pressure on banks to keep-up with the demands of consumers for financial products and services. However, they are also creating opportunities for the banking sector – as well as the financial sector – as an attractive market for deposits, lending, and transactional banking. Furthermore, banks are also expanding out into the rest of Africa: Absa bought eight Barclays Africa operations, and FNB is hoping to setup retail operations in Ghana and Nigeria by the end of next year. Even though the World Bank expresses optimism for South Africa’s banking sector in its most recent Global Economic Prospects report – predicting GDP growth of 3.4 percent next year, and 3.5 percent in 2016 – South Africa should not bank on the fact that such an outlook will become reality. There remain obvious challenges in the banking sector that need addressing. Nevertheless, South Africa has done exceedingly well up until now, and it should continue efforts to improving finance for all.

FIRST-CLASS TECHNOLOGY

THAT YOU CAN BANK ON By Neesa Moodley-Isaacs

The South African financial industry has been recognised internationally for best practice and was a large factor in South Africa experiencing minimal impact during the 2008/2009 global financial crisis.

Top Performing 14th Edition

B A N K I N G / F E AT U R E

Cas Coovadia, Managing Director of the Banking Association of South Africa, points out that the World Competitive Report 2013/14 rated South Africa third in the world for the soundness of its banking industry.

24 percent of adults in sub-Saharan Africa have an account at a formal financial institution, while only a fifth of African households have access to formal or semi-formal finance.

The industry was ranked second in financial market development for the availability of financial services and is already fully compliant with Basel III legislation. In fact, South Africa was one of only seven countries that started implementing Basel III from January 2013, way ahead of the European Union and the United States.

There are currently 5.7 million South Africans who are excluded or manage their financial affairs without belonging to any financial institutions. The majority (2.6 million) live in remote rural areas, with 1.9 million residing in formal urban areas. The vast majority of the excluded (84 percent) earn less than R3 000 a month, while 33 percent have no income. Despite widescale interventions from the major banks, significant differences between urban and rural areas remain. For example, it takes a person living in an urban area, an average of 11 minutes to reach the nearest ATM. In a rural area however, it would take someone more than 47 minutes on average to reach their nearest ATM.

Sugendhree Reddy, Head of Personal Markets at Standard Bank, says the South African Reserve Bank takes a very conservative approach to supervising and regulating the banks. â&#x20AC;&#x153;This intensive supervision is helped by the relatively fewer number of banks in South Africa, as opposed to the United States,â&#x20AC;? she says. Reddy notes that South Africa is moving away from selfregulation and voluntary codes of conduct towards more intensive regulation, especially when it comes to consumer protection issues. Pending legislation, which has yet to take effect, includes the Twin Peaks model of financial sector regulation, Treating Customers Fairly, and planned reforms to the way that financial advisers are compensated with a shift away from commission-based models.

NOTABLE CHANGES IN THE LAST 20 YEARS INCLUDE: The Financial Sector Charter (FSC) was signed in 2003 as a voluntary charter to address past imbalances. Signatories included government, trade assocations in the banking sector, labour and community representatives, and the Association of Black Securities and Investment Professionals (Absip) The FSC came into effect in January 2004 The Financial Sector Code was gazetted in November 2012 with the effective date of implementation on 1 January 2013. The Code applies to all institutions active in the financial services sector, including banks

Unlike other developing countries, South Africa is a curious mix of first world technology and third world poverty. The high sophistication of the local banking industry means that only 11 percent of currency transactions are carried out in cold, hard cash. Most companies will insist on a bank account for salary payments, because this leaves a paper trail for tax purposes and reduces the risk of employeremployee disputes.

ACCESSIBILITY In the last 20 years, banking has largely been driven by transactional products and services. The most important change in the local banking landscape has been the increase in the number of banked citizens, which has increased to 75 percent, exceeding the government-set goal of 70 percent. According to the World Bank, only

According to Finscope 2013, an additional 3.5 million people were banked last year. This increase was driven by two factors; the roll-out of the South African Social Security Agency (SASSA) system and organic banking growth. The roll-out of the SASSA card contributed 1.9 million people to the banked population in 2013. In total, about 10 million people receive social grants in South Africa. The majority (93 percent) is now registered on the new SASSA system and as such has a bank account into which the social grant money is paid, and a MasterCard that can be used for payments. Government grant holders are mainly women (81 percent) with a personal monthly income of less than R 3 000 (82 percent). In terms of organic banking growth, in 2013 there were an additional 1.5 million people banked - these comprise a combination of previously banked and new entrants into the banking system, many of whom have a personal monthly income between R3 000 and R8 000. Coovadia says that the dominant challenges that face the inclusion of these people remain affordability and accessibility, as well as the challenges of assessing creditworthiness and enforcing contracts. High transport costs are a hindrance to those who rely on public transport to do their banking.To combat this, banks have channeled money towards increasing their ATM footprint and enhancing the banking functions available at an ATM. Banks are developing alternate products and platforms, for example, using spaza shops as agents and extending credit to informal traders. Nedbank has invested more than R1.7 billion since 2009, increasing its branches by 41 percent to 763 with 76 percent growth in non-urban areas and increasing the number of Nedbank ATMs by 83 percent to 3 382. Standard Bank has introduced about 4 000 AccessPoints throughout the country, which are aimed at consumers earning less than R8 000 a month who are not in urban areas or near bank branches. In October 2013, Absa committed more than R550 million towards improving and enhancing its network of more than 9 000 ATMs. Top Performing 14th Edition

MOBILE MONEY There has been an increased uptake in digital banking, driven by lower costs. First National Bank even offers customers the opportunity to buy digital devices such as smartphones, tablets, and laptop computers on a two-year, interest-free plan in a drive to improve the accessibility of mobile banking. Mobile money involves the use of a cellphone to transfer funds between people and bank accounts, deposit or withdraw money, pay bills, or to buy services such as airtime and electricity. The big four banks all have a mobile money offering: Standard Bank has Instant Money, Absa was the forerunner in the market with CashSend, and Nedbank partnered with Vodacom in 2010 to launch m-pesa in South Africa. Nedbank seems to have the lowest fee structure while FNB’s tiered fees seem to be fairly high in comparison to the other mobile money offerings. Absa’s Head of Retail banking, Arrie Rautenbach says the bank entered into an agreement with a local payment innovation company, thumbzup, to enable businesses and entrepreneurs across South Africa to accept debit or credit card payments using their smartphones or tablets through a world-first, plug-in device called “the payment pebble”. Pep Money Transfers is a joint venture between Absa and Pep stores, which allows Pep customers to deposit money at any Pep store. The money can then be redeemed by a recipient at any Absa ATM. Neither the person depositing the money nor the person receiving the money need to be either banked or Absa customers to use the service. Statistics show that 63 percent of FNB’s eWallet users send money to someone within a close geographical location while 37 percent send money further afield. Absa says many CashSend users send money to casual employees, to family, or even to withdraw money themselves when they don’t have their bank card handy. “The success of eWallet in South Africa as well as our African operations has proven that there is a pervasive need to send money easily and instantly through a network agnostic mobile money solution,” says Yolande Van Wyk, Chief Executive of eWallet Solutions at FNB. “Over the last financial year alone, more than R3.2 billion has been sent into eWallets across countries including South Africa, Botswana, Namibia, Swaziland, Lesotho, and Zambia.” The figures are equally high for the other banks’ products. Absa’s CashSend product saw the transfer of R1 billion last year in South Africa alone. Since its launch in August 2010, Nedbank and Vodacom’s joint venture, m-pesa, has attracted more than 1.2 million registered users.

Top Performing 14th Edition

B A N K I N G / F E AT U R E

BANKING USE IN SOUTH AFRICA Formal savings products: 7.7 million consumers Most people are saving for emergencies with lower proportions for education, death, and funerals. The primary reasons for informal savings are food and funeral costs. The number of people receiving credit from a bank: 6.5 million People with secured loans: 5.1 million The number of people with unsecured loans in 2013 increased by 1.2 million. Of these, 36 percent took loans to renovate their homes, 11 percent for education, and 19 percent took out loans to pay their bills or for unexpected personal expenses. Cell phone banking: 10.3 million users A further 42 percent of adults say they are interested in cellphone banking. The majority of cellphone banking users buy airtime (84 percent), while 54 percent check bank balances, 15 percent pay bills, and only 12 percent transfer money via their cellphones.

Top Performing 14th Edition

CONGRATULATIONS Lynette Magasa

CEO of Boniswa Corporate Solutions

Winner of the Top Performing Businesswoman Award 11th Annual National Business Awards, 2013

B onis wa C o rp o ra te S o l u ti o n s | P h y si cal A ddress: 329 R oan C rescent, C orporate P ark N o r t h, M idr and Te l : + 2 7 11 3 1 2 2 1 0 0 | Fax: + 27 11 805 6995 | w : http://w w w.boni sw a.co.za /

INVESTING By Alexandra Nagel

IN THE NATION By Alexandra Nagel

South Africa achieved the reigning title of African Country Of The Future for 2013/14 by fDi magazine, as the country continues to offer the global community numerous investment opportunities. The country’s economy has the potential to grow in a range of industries from ICT technologies to transport and financial services. As South Africa is still considered a developing country, it is abundant with investment opportunities that will help address the socio-economic issues that plague it.

Lack of sustainable infrastructure, such as power stations with the capacity to keep up with the growing demand for electricity and dependable public transport systems, has created an opportunity for the public and private sectors to work together to help boost Foreign Direct Investment (FDI).

ELECTRICITY Earlier this year, Eskom declared a power emergency that was followed by a series of power cuts, plunging parts of the nation into the dark. Due to continuous rainy weather in Mpumalanga, coal supplies became too moist to use therefore demand for electricity could not be met. Eskom in the past has experienced load shedding before, with power stations becoming overloaded with too much demand from consumers. Acknowledging this as a potential investment opportunity, Reunert Group subsidiary CBI Electric African Cables has

opened up a new cable factory in Vereeniging, which will create a new avenue of supply to the growing electricity demand. Worth R150 million, the factory is partly funded by the government and boasts high-voltage cables, up to 275 kilovolts with a conductor of 2 500 square millimetres in size. This allows for municipalities to relay high amounts of power through one cable circuit, now affording more people electricity through another energy source.

TRANSPORT South Africa’s public transport systems have often proved to be unsafe and often unreliable. According to the South African National Taxi Council (SANTACO), up to 70 percent of the country’s workers use taxi systems as their main source of transport. With the majority of South Africa’s workforce using this particular public transport system, it is the duty of the private and public sectors to ensure that it is safe and reliable, as the system has proved to be otherwise. continued

>>>

Top Performing 14th Edition

S E C TO R O V E R V I E W / I N V E S T M E N T

To address the demand for cleaner, safer and more reliable public transport, the MyCiti bus system was introduced as a new integrated rapid transit system (Irts) in the Western Cape. As part of the City of Cape Town’s Integrated Development Plan, the buses have become a safer and cheaper form of public transport that covers numerous routes around Cape Town and which will be expanding to the Southern Suburbs soon. In 2012/2013, a total of 3 113 329 passengers were calculated to have used the service and the target was only 2 450 000. Public Transport Infrastructure and Systems Grant South Africa (PTISG) has invested R3.74 billion into the sustainment of the project. It promises to invest another R3.94 billion until June 2015. R7.7 billion has been invested on behalf of the National Treasury, contributing towards improved public transport systems in the Cape between 2005 and 2014. In Gauteng, the upgrading of railway systems has been put into the hands of Siemens, a German engineering company. The Passenger Rail Agency of South Africa (PRASA) has handed over a contract worth R2.7 billion to Siemens to improve the province’s railway lines. This will make Gauteng’s railway systems much safer and more reliable for passengers to use therefore less cars will be used on the roads. By 2015, PRASA will have invested R7 billion into creating more modern systems that promises greater passenger capacity, an update of archaic electronic technologies, and will operate at a higher speed.

respected destinations without unnecessary delays. This will benefit commuters who travel from all corners of the province to get to their Also upgrading its public transports systems is KwaZulu-Natal. With R20 billion spent on improving the bus, taxi and railway systems, the seven-year plan will make transport that much better for the province’s 600 000 commuters. By 2020, the entire eThekwini municipality is expected to be linked up, creating an easy network for people to travel.

FOREIGN DIRECT INVESTMENT (FDI) Attracting one-fifth of the continent’s FDI, South Africa ranked as the best country in Africa for economic potential as well as infrastructure and business friendliness by fDi magazine. By the end of 2012, South Africa claimed approximately R50 billion in capital investment through FDI which also saw 14 000 jobs being created. According to fDi, South Africa holds the 16th spot for the best country in the world to invest in. The IMF has predicted a 6.1 percent in economic growth for the whole of Sub-saharan Africa this year, an increase of 1 percent from 2013. For South Africa specifically, only a slight increase in investment is expected due to the continued labour strikes on the platinum mines which has cost the country a significant amount of money and has lost investor’s trust. Even with the strikes, South Africa managed to pull in R112.8 billion-worth of FDI at the end of 2013.

C O M PA N Y P R O F I L E / M O T H E O C H A R T E R E D A C C O U N TA N T S / A C C O U N T I N G & C O N S U LT I N G

MOTHEO is a 100 percent black female-owned accounting firm which was formed as a result of a merger between two firms. The merged entity, the brainchild of Nitha Dire CA (SA) and Mamatsabu Maphike CA (SA), has provided the firm with a solid foundation from which to build on, as well as the capacity to make a sustainable contribution to the private and public sector. MOTHEO is highly skilled in key technical industries and prides itself on its ability and dedication to quality. MOTHEO’s mission is to provide practical solutions through a quality audit and consulting approach, which is customised to every business’ needs. The firm is dedicated to formulating solutions relevant to the African continent. MOTHEO continuously aims to be a leading service provider of quality solutions that contributes to the sustainable growth of Africa.

Head of Advisory and Operations Director: Mamatsabu Maphike

Head of Auditing and Finance Director: Nitha Dire

The MOTHEO team has experience that varies across a range of sectors, be it public or private, which allows the firm to have specialist skills and general management expertise. MOTHEO has the ability to service clients’ specific product offerings as well as give advice on general business management. The team is made up of both senior and junior professionals who work together in order to allow for significant skills development and training. INFORMATION

COMPANY STATISTICS /

generic cut-and-paste solutions,

family foundations and NGOs,

DEMOGRAPHICS / HISTORY

but in ones that are innovative.

bookkeeping: SMME’s, financial

Year founded: Collectively in

Key skills: Credit risk

statement compilation and analysis,

existence since 2010 and

management and assessment,

taxation, monthly management

merged in 2012

project management, statutory

accounts, public sector (GRAP

Founding members: Tsabu

auditing, working knowledge of

accounting); and company

Maphike and Nitha Dire

MFMA, PFMA, Companies Act,

secretarial, CIPC registrations,

Branches: Rivonia, Gauteng;

Income Tax Act, IFRS, GAAP, GRAP

annual returns, advisory on

Rustenburg, North West; Durban,

and King Code, bid preparations,

company structures, changes/

KwaZulu-Natal

valuations, extensive financial

resignations in CIPC documents

CSI: MOTHEO supports

modelling experience, ability

Khazumlani Career Exhibitions,

to assess adequacy of control

Auditing: External audit (public

an organisation dedicated to

systems, mergers and acquisition

and private sector); internal audit;

Contact details:

encouraging high school students

and BEE transactions and technical

forensic audit and audit readiness

in rural schools to go to university,

assessments on projects – with the

(audit file compilation, asset

and MOTHEO Mentorship for Girls.

focus on financial aspects.

verifications, financial statement

Telephone: 086 166 8422 Email: info@motheo.co.za Website: www.motheoca.co.za

Physical addresses:

145 Lyds Street Rutenburg North West 21 Aurora Drive Durban 4301

compilations)

This is a mentoring programme we run in-house for our employees

Key industry experience:

and young girls interested in

Manufacturing, energy, mining,

Advisory: Transaction advisory;

accounting.

medical, engineering, SMME/SME

bid preparations – renewable

finance, developmental banking,

energy; fund-raising; energy

NATURE OF BUSINESS

Tribal Authorities, state-owned

efficiency - financial assessment:

Description of activity:

entities, and municipalities

mining and manufacturing; project assessments; enterprise wide risk

Accounting, auditing and advisory: MOTHEO helps grow your business

Products/services offered:

assessment and management;

by helping you understand the

Accounting: Project accounting,

sustainable reporting; financial due

variables that affect your business.

financial statement compilation

diligences; and micro business

The company does not believe in

and analysis; trusts, business and

advisory (pro-bono)

1 2 3 4 5

| | | | |

9 Autumn Road Devcon Place Rivonia Gauteng

100 percent black female-owned accounting firm Formed through a merger between two firms Established in 2012 Provides practical solutions with a quality audit and consulting approach Supports the both the Khazumlani Career Exhibitions and the Isibani Education Fund

Top Performing 14th Edition

“There is no middle road or compromise to achieving excellence”

Vanessa Gounden

B O L D LY G O

MINING

H E A LT H C A R E

LIFESTYLE & LEISURE

FINANCIAL SERVICES

PROPERTY

FILM PRODUCTION SECURITY

MUSIC & ENTERTAINMENT DEVELOPMENT TRUST

GOLIATH PRODUCTIONS

pharma

bringing health to you

S A Y

M O R E

100% BEE and BWE group of companies. HolGoun House, 269 Veale Street, Nieuw Muckleneuk, Pretoria, 0181, PO Box 1825, Brooklyn Square, 0075 Tel: +27 (0)12 346 0393, Fax: +27 (0)12 346 4979 Website: www.holgoun.co.za

C O M PA N Y P R O F I L E / H O L G O U N / I N V E S T M E N T

CEO: VANESSA GOUNDEN

HolGoun Investment Holdings (Proprietary) Limited and its subsidiaries (the “HolGoun Group”), is a 100 percent familyowned, BEE and BWE group of companies. The HolGoun Group was principally established as a mining and exploration business however, since inception, it has diversified into the lifestyle and leisure, healthcare, property, financial services, music and entertainment, movie production and security sectors. The Group was established in 2003 by Dr Sivi Gounden and Ms Vanessa Gounden, who are currently the Chairman and Chief Executive Officer, respectively. Dr Sivi Gounden holds a PhD Engineering and has 27 years experience in the engineering, public and commercial sectors. He was formerly Director of Optimum Coal Ltd, Anglo American (SA), Lonmin plc, Grindrod Ltd and Grindrod Bank, CEO of Bateman Engineering NV (listed on the AIM of LSE) and Director General, Department of Public Enterprises and Department of Public Works. Ms Vanessa Gounden holds a BTech (Hons) Human Resources and has 22 years experience in the public and commercial sectors. She was formerly Vice President Customer Services at SAA, General Manager Human Resources at the National Intelligence Agency and Director of Transformation at SAPS. Ms Gounden was awarded the 2013 Mbokodo Award For Fashion Design And Innovation, an initiative sponsored by the Department of Trade and Industry.

Chairman: Dr Sivi Gounden Chief Operating Officer and Head, HolGoun Mining: Michael Nell Head, Business Development and Head, HolGoun Lifestyle & Leisure: Anastasia Maimonis Head, HolGoun Healthcare: Kevin Francis Head, HolGoun Music: Lee Gounden Financial Manager: Vishen Persadh Company Secretary: Theodora Avyidi Manager, HolGoun Movies: Tops Mkhwanazi

INFORMATION

COMPANY STATISTICS /

Holding company: HolGoun

TRAINING & CSI

DEMOGRAPHICS / HISTORY

Investment Holdings

Social Responsibility: The

Year founded: 2003

Bank: Investec

HolGoun Development Trust was

Founding members: Dr Sivi

Auditors: Bridge CA

established in 2006 and addresses

Gounden and Ms Vanessa Gounden

Current customer base:

education, sport, culture and youth

Employees: Direct (150), (via

Diversified across the divisions

leadership amongst disadvantaged communities. The Trust is privately-

subsidiary investments): Indirect 5000

NATURE OF BUSINESS

funded by Dr Sivi Gounden and Ms

Branches: Offices in Pretoria,

Description of activity: HolGoun

Vanessa Gounden and, since its

Sandton, Durban, Cape Town

Group was principally established as

inception, has funded the education

and London

a mining and exploration business

of over 100 students.

Current customer base: Very

however, has diversified into the

diversified across the many divisions

lifestyle and leisure, healthcare,

EMPOWERMENT STATUS

and subsidiaries

property, financial services, music

Black empowerment level -

Your company’s Top brands:

and entertainment, movie production

shareholding (%): >50.1%

Mining: Samancor Chrome,

and security sectors.

Black empowerment level -

HolGoun Energy, HolGoun

Export activity: Luxury ladies

executive directors (%): >50.1%

Uranium and Power

clothing

Black empowerment level - non-

Physical address: HolGoun House 269 Veale Street Nieuw Muckleneuk Pretoria

Postal address: PO Box 1825 Brooklyn Square 0075

Contact Details: Telephone: 012 346 0393 Fax: 012 346 4979 Email: info@holgoun.co.za Website: www.holgoun.co.za

executive directors (%): >50.1%

Fashion: D’ore, Vanessa G London Healthcare: Best 4, E-Pharma

CONTRACTS & AWARDS

Black empowerment level - total

Music and entertainment: Goliath

Recent awards: Ms Gounden was

staff (%): >50.1%

Media Group, Goliath Studios

awarded the 2013 Mbokodo Award

Empowerment rating?

Financial: Daly Credit Corporation

for Fashion Design and Innovation,

Level 1

Movies: Goliath Productions

an initiative sponsored by the Department of Trade and Industry.

BUSINESS & FINANCE

Recent exhibitions / trade shows

Financial year-end: 31 March

/ conventions: Showings at Luxury

Subsidiaries: Mining and

Trade fairs and offical fashion weeks

exploration, lifestyle and leisure,

in New York, London, Paris and

healthcare, property, financial

Moscow

services, music and entertainment, movie production and security

Top Performing 14th Edition

C O M PA N Y P R O F I L E / N O S A / O C C U PAT I O N A L H E A LT H & S A F E T Y

MD: JUSTIN HOBDAY

NOSA is a wholly-owned subsidiary of the JSE listed MICROmega Holdings Limited. The company is a leading global supplier of occupational risk management services and solutions and continually strives to enhance their clients’ business performance while simultaneously creating a safe environment for the workforce. The investment that NOSA continues to make in new products and services ensures the company remains a leader both locally and internationally in the ever expanding and demand driven safety, health and environmental management industry.

Marketing Manager Martine Jay

INFORMATION

Key client sectors: In total, NOSA trains in the region of 40 000 individuals and conducts site assessments at over 2 000 client sites per annum. NOSA has a network of 28 offices strategically located across Southern Africa, which allows the company to provide services to its extensive client base from their “doorstep”. In addition, NOSA has offices in China and South America, and provides services to companies in India, the United States, Turkey and Indonesia, making the company a truly international service provider. NOSA is committed to conducting business in an ethical manner and supports company values of honesty, integrity, respect and accountability. Given its history, NOSA views itself as a role model within the SHEQ industry, and strives to uphold the highest standards of ethical conduct. NOSA has a highly competent and experienced staff complement, enabling the business, through exceptional service, to meet the growing needs of its client base, particularly given the increased pressure on companies to comply with occupational health, safety and environmental legislation.

Mining Power generation Construction Petrochemicals Healthcare Food and beverage Government Ports and railways Education system

Physical address: Head Office MMG House 66 Park Lane Sandton 2196

COMPANY STATISTICS /

NATURE OF BUSINESS

TRAINING & CSI

DEMOGRAPHICS / HISTORY

Description of activity: Global

Training programmes: Based

Year founded: Originally 1951

supplier of risk management

on modern occupational risk

Employees: 300

services

management principles that equip

Branches: 25

Products/services offered:

employees of all levels, with

Trade affiliations: HWSETA,

Health, safety and environmental

knowledge and skills to reduce

Fassett, Merseta, MQA,

training, auditing and consulting

workplace incidents, create

Contact details:

AgriSETA, Services Seta

services to mining and general

healthier workplaces and identify

Memberships: IOSH

industry sectors, fire risk

and manage environmental impacts

Current customer base: 2 000

management, hygiene services,

in an integrated manner.

Telephone: 0861 11 NOSA (6672) Email address: info@nosa.co.za Website: www.nosa.co.za

Your company’s Top brands:

software solutions

CSI initiatives: NOSA contributes,

SAMTRAC, NOSA-ims, MIRACLES

Postal address: Private Bag X9966 Sandton 2142

by way of donations and fund

and the NOSA Five Star System

CONTRACTS & AWARDS

raisers, to various children’s homes,

New products: SAMTRAC

Environmental health and

crèches and schools, as well as to

E-Learning, NOSA-ims, NOSA

safety standards: Complies with

“Save the Rhino”.

Working @ Heights

Occupational Health and Safety Act, No 85 of 1993

EMPOWERMENT STATUS

BUSINESS & FINANCE

Joint ventures: MECS Africa,

Black empowerment level -

Turnover: R274 807 000

Diligent Consulting

total staff (%): 25.1%-50% black

NPAT: R45 042 000

shareholding

Financial year-end: March

Empowerment rating?

Market share: +/- 65%

Level 6 contributor

FA S T FA C T S 1 2 3 4 5

| | | | |

F ounded in 1951 A wholly-owned subsidiary of MICROmega Holdings Limited T rains 40 000 people per year C onducts more than 2 000 site visits every year Committed to conducting business in an ethical manner

Top Performing 14th Edition

Bitcoin :

IS DIGITAL CURRENCY THE FUTURE OF FINANCE? - Jayson Coomer

In 2008, a paper called Bitcoin: A Peer-to-Peer Electronic Cash System began to float around the internet. Shortly afterwards, Bitcoin became a software program on the laptops of the nerdy and inquisitive. Then, in 2014, Bitcoin exploded. 84

Top Performing 14th Edition

F I N A N C E / F E AT U R E

The world’s governments felt compelled to ask themselves some uncomfortable questions: Do we ban or do we tax Bitcoin? Is it a currency, a commodity, a fad or is it the next step in our economic evolution; One in which the market returns to a new gold standard, where the resource is digital and the mining online? To answer that question, we need a little history.

What is money? Most economic definitions discuss mediums of exchange and stores of value, but in many ways, a definition for money is almost a misconception. Money is a progression of economic efficiency, and its definition is constantly in flux.

The barter exchange Money originally emerged as a solution to the barter exchange dilemma: Dependence on a simultaneous coincidence of needs. In order for a trade to take place, a villager wanting eggs must have something that the chicken-farmer desires, and both parties must possess the goods to be bartered at exactly the same time that the counterparty wants them. Eventually, irritation with this inefficiency forces the economy to gravitate toward accepting exchanges for goods that are both commonly used and storable. Shells, bushels of wheat, dried fish, and copper bangles – all have filled this function.

The rise of coinage As villages turned into trading nations and then into Empires, precious metals started to play a more significant role in global trade. Imperial treasuries began minting coins and experimenting with monetary regimes. With that arrived the first serious inflations. In Ancient Rome, Nero debased coinage; and in Ancient China, they invented paper money. When Venice came to the forefront of global trade, its ledgers were filled with furs, spices, gems, and gold. Any good that was durable and sought-after was accepted as currency. Then, in the advent of Spanish adventures in the New World, gold and silver dominated. Governments were soon minting currencies of gold and silver with formalised standards of exchange.

The bank note Because carrying gold on one’s person was both tedious and dangerous, efficiency again propelled a change. Before long, promissory notes exchangeable for gold turn created a new problem for merchants: Does one accept just any IOU note? So banks sprung up to fill the void, becoming guaranteed issuers of paper currency.

The gold standard and the central bank As the transport innovations of the Industrial Revolution allowed trade across greater geography, more problems arose. Rising collection costs caused regional bank notes to lose their value the further they were taken from the issuing bank’s physical location; and where banks proliferated, businesses were left to cope with a myriad of exchange rates. Also, given that any bank could issue more notes than it had gold reserves to back them, this early system was especially

susceptible to bank runs. Politicians stepped in, and created Central Banks of Reserve with money-printing monopolies. However, paper money was still backed by gold and the growth of credit still constrained by the productivity of the world’s gold mines. This continued until the World Wars, when most governments suspended the gold standard, and printed swathes of paper money to fund their war efforts. After both wars, the world witnessed the Great Hyperinflations when money printing raged unchecked in the defeated nations.

The gold exchange standard At Bretton Woods in 1944, the US brought the world onto a Gold Exchange Standard, where the US backed the dollar with gold, and the rest of the world backed their currencies with dollars. America had emerged from World War II relatively unscathed. Under the Marshall Plan, America would be lending dollars to Europe and Japan, allowing those economies to recover and become new markets for American industry. If America were going to be the world’s creditor, then she could demand the position as global lender of last resort.

The world goes fiat In some ways the Marshall Plan was too successful. Europe and Japan recovered and began producing their own goods, which America was only too happy to import. The US began to run trade deficits, and the Federal Reserve printed new dollars in order to pay for it. Eventually the rest of the world took notice, and some nations started to take up the Federal Reserve on its promise to convert dollars for gold. In 1971, concerned that US gold reserves would disappear, President Nixon delinked the US dollar from gold. Currencies were suddenly legal tender by fiat, and their supply became the prerogative of the Central Bank responsible for printing it. The last four decades of fiat currency have seen more hyperinflationary episodes than the rest of history combined. This leads us to 2009, when the Federal Reserve declared itself ready to turn on the printing presses to avoid a second Great Depression.

Enter: The Bitcoin Libertarian economists have long railed against the existence of a Central Bank with a monopoly over money creation. Ron Paul, in his book “End The Fed”, writes: “Nothing good can come from the Federal Reserve. It is the biggest taxer of them all. Diluting the value of the dollar by increasing its supply is a vicious, sinister tax on the poor and middle class.” He is not alone. During Quantitative Easing, investors flocked to hedge themselves with gold. And for some, this particular gold rush indicated a global demand for a currency whose supply is not determined by the vagaries of policy. The Bitcoin System, designed by the mysterious Satoshi Nakamoto, appears to offer that: Mathematically-mined currency units whose supply is constrained by a 21 million Top Performing 14th Edition

overall limit and the speed with which the peer-to-peer network can unearth them.

How Bitcoin works Mr Nakamoto defines electronic coins as “a chain of digital signatures”, meaning that each Bitcoin is encoded with every transaction that it has been used for, signed by the unique identifiers of every buyer and seller. At the same time, every transaction is recorded into a public ledger maintained by the network of data-mining computers, making it possible to verify any Bitcoin’s chain of ownership. This in itself does not solve the problem of double-spend. Ironically, given its constrained money supply status, the biggest problem that a digital currency faces is ease of replication. Visualise this by considering the difference between an eBook and a paperback novel. The paperback can be passed around in a book club, but it cannot be read by more than one reader

at a time. A single eBook however, can be in multiple places at once – when the protection code is cracked, the replication possibilities are almost infinite. The same applies to digital currency. It requires more than just a protective firewall, because if that is all there is, an infinite supply is only one successful hack away.

Solving the problem of double-spend Mr Nakamoto’s solution relies on mathematics, network timestamps, and the expansion of the underlying network. While an imperfect analogy, you can think of this process by starting with the number π, and its infinite number of digits after the initial 3.14. Given this, an eternity of processing power could be expended searching for ever more distant stretches of decimals in the dark galactic edges of π’s decimal string. The Bitcoin network uses something similar. Transactions are not instantaneous: they are accumulated into transaction

“The commodity value of Bitcoins is rooted in their currency value, but the more of a commodity they become, the less useful they are as a currency.” - Felix Salmon 86

Top Performing 14th Edition

F I N A N C E / F E AT U R E

blocks that are processed every 10 minutes. During that time, all computers in the network (the data-miners) are furiously iterating toward the next section of a number string in a mathematical proof known as the “hash”, for example “the next 2000 digits in the string that begin with a zero”. One computer (or node) will eventually happen across the answer, and broadcast it across the network. The other nodes then accept the hash, encode it into the block of Bitcoins being processed, and the network moves on in search of the next hash. Each Bitcoin contains successive sections of the mathematical proof. To replicate it, the counterfeiter would have to recalculate the sections of the proof contained in the Bitcoin since inception – and it must calculate them faster than the combined processing power of the entire network; fast enough that it could replicate past blocks, catch up and then overtake the network, which would be continuing to add hashes to the Bitcoin as time went by. This is Bitcoin’s strength: as the network gets larger, and the hashes more esoteric, it becomes impossible to counterfeit.

Does this make Bitcoin a currency? The short answer is no. Many things are unique and limited in supply, but what will make Bitcoin a currency is if it is used as one? The digital signatures and hashes are attempts to create enough trust in the Bitcoin system that people might take their wealth, convert it into Bitcoins, and then transact without any interference from Central Banks.

The Bitcoin explosion Bitcoin’s bubble in 2013 was caused by a combination of factors: Companies such as Baidu and Wordpress started accepting Bitcoin as payment; Cyprus declared herself ready to be the capital of digital currency, and then there were rumours that the Chinese were buying up Bitcoins in order to circumvent capital controls. The crash came shortly after China effectively banned Bitcoin trading, and we only need to look at that series of events in order to see the inherent weaknesses in the Bitcoin system.

Cash or commodity? Financial journalist Felix Salmon in his piece “The Bitcoin Bubble and the Future of Currency”, writes: “…Bitcoins are an uncomfortable combination of commodity and currency. The commodity value of Bitcoins is rooted in their currency value, but the more of a commodity they become, the less useful they are as a currency.” Satoshi Nakamoto wanted to create a medium of exchange that would be independent of the existing financial system.

used as a medium of exchange, has been so volatile that it has negated its intended use. Would anyone actually spend a Bitcoin on a Wordpress subscription? They would not. They would hold that Bitcoin, and spend a dollar instead. Bitcoin is a victim of its own success, repeating the millennialong evolution of gold from currency to commodity in less than four years.

Is Bitcoin the future of international finance? The Bitcoin story clearly demonstrates that there is a demand for speculative investment opportunities. As to whether Bitcoin is the future, I would make three observations: 1. Gold is limited in supply and not particularly replicable. If the demand for such a medium of exchange were so strong, then why have we not returned to transacting in gold before this? It was not necessary to invent digital gold – Baidu could have declared itself ready to accept payment for advertising in gold futures, yet it did not. 2. Where is the credit? International finance is not a market for coins: It is a market for credit. Historically, suspending the gold standard was always in response to credit requirements outstripping the gold reserves. Until we can borrow in Bitcoin, the financial markets will treat it in the same way that they treat real gold; as an inflation hedge. 3. Do monopolies just surrender their power? They do not. They compete, and they lobby for regulation to block new entrants. Bitcoin, because it is so new, will likely fail. The competition is formidable and the popular paradigm shift still needs to take place. Even if there is demand for digital currency, there will be better versions with fewer kinks and less hype that will emerge as time goes on. There are solid historical examples to support this: Google was not the first search engine, but who of us still remembers Archie, Alta Vista, and Lycos? But stranger things have happened. After all, international finance still invests in gold – and gold is nothing more than yellow rock that’s use is ornamental, a use that bears no real relation to the value ascribed to it by the market.

The future of digital currency There is no doubt that we will move towards digital currency. The system permits a tracking of transactions that would allow governments to impose further limits on tax evasion and money laundering. It is triple-entry accounting: You get the debit, the credit, and every single debit and credit that came before it, encoded into each currency unit. So we should expect our money to incorporate more Bitcoinlike features. After all, most of our wealth is already just digits on a bank balance, all it needs is some encrypting.

He designed the conditions for a currency that could be used in ordinary online transactions without having to pass through a broken network of banks. But Bitcoin has taken on a speculative commodity-like value, one that while supposedly grounded in Bitcoin’s ability to be

Top Performing 14th Edition

I N T E R V I E W / B Y T E S P E O P L E S O L U T I O N S / E D U C AT I O N & B U S I N E S S P R O C E S S O U T S O U R C I N G

Dr Madelise Grobler O U R M I S S I O N I S T O S T R AT E G I C A L LY PA R T N E R W I T H O U R C L I E N T S I N O R D E R T O M E E T THEIR PEOPLE CHALLENGES BY PROVIDING CUSTOMISED AND FLEXIBLE SOLUTIONS.

GIVE A BRIEF HISTORY OF THE COMPANY AND YOUR CURRENT PRODUCTS AND MARKETS? One of the key differentiators for BPS is its complementary service offerings which enables the company to drive excellence in business processes in order to enable people effectiveness and customer satisfaction. By analysing the business process, insight is gained into solutions for the optimisation of the customer’s organisation. The solution can vary from outsourcing to co-sourcing to off-shoring and will include new services and products related to the specific business task. AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET?

WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY AND WHAT DO YOU PLAN FOR THE FUTURE? Through our specialist talent management consultants, contact centre agents are assisted with career path development. Once the career path has been mapped, the actual development takes place through our learning academies. It offers qualifications, skills programmes, and other learning opportunities. As part of the blended learning approach, contact centre agents will have access to online learning libraries which enable them to learn at their own pace, while they are still supported by a coach who will assist them with their development. DOES YOUR COMPANY HAVE A DEVELOPMENT PROGRAMME THAT MOULDS AND STRENGTHENS TALENT?

The combination of market-leading technologies in the business process service and outsource arena; our outstanding track record in education and training of both employed and unemployed South Africans; our experience with the optimisation of business processes and the ability to source highly-skilled individuals if required, puts BPS in the unique position of providing the best of breed BPO offerings to a company. As a people and business process outsourcing company, we are committed to finding ways to close the skills gap in South Africa and to continue to ensure that our services remain relevant in an ever-changing world.

Yes. Within the Altron Group, there is an academy that caters for employee development. The Bill Venter Academy seeks to nurture and grow the wealth of talent that exists within the group, turning the vast potential of the company’s most remarkable people into tomorrow’s leaders, pioneers and innovators. The word-class education institute combines cutting-edge expertise with an interactive, holistic approach that fosters a culture of mutual enrichment, skills development and personal growth, embodying our brand position: united we grow.

WHAT HAVE YOU DONE TO IMPROVE PRODUCTIVITY, PERFORMANCE AND SUSTAINABILITY IN THE ORGANISATION?

WHAT IS YOUR VIEW OF THE SOCIAL NETWORKS AND HOW THEY CAN BE USED TO IMPROVE BUSINESS?

As a specialist talent management and business process outsourcing organisation, BPS practices what it preaches. On an on-going basis, we are looking at our internal processes to find ways in which we can optimise our operations. Combined with this, BPS follows a performance driven approach to ensure high-quality achievement and commitment from its employees. Measurable performance contracts are negotiated with employees based on their process output, while at the same time, learning interventions are identified to ensure that the employees are empowered to deliver the required output.

You need to know your customer and your customer’s preferences. It is important to analyse your customer base and their preferences towards the use of social media. Whether it is in applying social media as part of your offering (for example, talent management) or whether it is to be used as marketing and communications tools. A new form of awareness needs to be developed in the corporate world for people learning in different ways through social media.

Top Performing 14th Edition

Managing Director and Sales and Marketing Executive: Dr Madelise Grobler

Finance Executive: Ilse Potgieter

Divisional Director of Operations: Theo Bohnen

Human Resource Executive: Samukelisiwe Dube

Physical address: Bytes Office Park 241 3rd Road Halfway Gardens Midrand, 1686

Postal address: PO Box 5905 Halfway House 1685

Contact Details: Telephone: +27 11 205 7000 Email: Madelise.Grobler@bytes.co.za Website: www.bytespeoplesolutions.co.za

New Communication Avenues via Social Media By Alexandra Nagel

State borders are becoming increasingly irrelevant as technology advances. Social media sites such as Twitter, Facebook, Pinterest, and Instagram create networks amongst people despite where they live.

Mobile devices have allowed for increased internet access, even for the majority of South Africa’s population who still reside in the lower income bracket. Smartphones, like Nokia, Samsung even Blackberry - despite Fairfax Financial’s change of heart to no longer invest in the company dominate South Africa’s middle to upper income bracket. South Africa offers both 3G and 4G broadband services through telecommunicaton networks like MTN and Vodacom which provides a quicker avenue for people to access the internet. These mobile technologies are remarkable information devices that have opened up the country to the rest of the world with just a click of a button. It depends on how much money you have in your pocket however. Even though the opportunities are there, only a minor portion of the population have the means to reach out and grab them. The majority of South Africans use alternatives to smartphones and applications like Facebook and WhatsApp

Messenger in order to accommodate their lifestyle. MXit is still a hugely popular source of social networking amongst teens in the lower income groups with it only costing about 2c per message sent.

CHEAPER WAYS TO COMMUNICATE In September last year, First National Bank’s fromer CEO Michael Jordaan took on the role as Chairperson for MXit. With it’s increasing availablity across 8000 platforms, including Android, iPhones, and even Windows phones, MXit is still the most popular online chatroom in the country. However, a new threat posed by Facebook sits on the horizon. The multi-billion dollar social network, Facebook, recently acquired mobile app WhatsApp Messenger for a sum of US$19 billion (R205.7 billion) with US$4 billion (R43.3 billion) in cash paid upfront. Strategy Worx CEO Steven Ambrose believes the acquisition of WhatsApp has loads of

continued >>>

Top Performing 14th Edition

SECTOR OVERVIEW / ICT

market potential, boasting 10 million users in South Africa, which is far greater than Facebook’s. “It is already integrated into feature phones and even semi-feature phones, and is fast replacing SMS as the messaging option of choice,” says Ambrose. Other avenues of communication have largely come about due to excessive phone call and text messaging rates in South Africa. According to the 2012/2013 Independent Communications Authority of South Africa’s annual(ICASA) report, South Africa’s call rates are extremely high, charging up to R5.52 a minute. The report also denotes the progress the country has made with regards to the amount of youth over the age of 15 accessing the internet. From 2007/2008 to 2011/2012, an 18.7 percent rise in access was evident yet the high rates posed by telecommunication services still undercut the market’s potential. By 2020, South Africa aims to amplify its broadband services, in which the private sector will cater for 80 percent of the population. Bridging the digital divide requires increased investment in ICT corporations as well as education for the masses to gain social capital and in turn, invest into the economy. This will allow for government to build better ICT infrastructure and will open South Africa up to the world through social networking and information sharing via the Internet.

PROBLEM SOLVERS To address issues regarding ICT access in South Africa, IBM has created a new computing facility worth US$1.6 million (R17.3 million) in Johannesburg. With the aim of speeding up innovation in the country. IBM’s Innovation Centre has linked with the Client Centre in advancing skills in IT and business. The centre allows access to a more advanced cloud technology as well as big data resources. This grants businesses an opportunity to meet the demands of the public in delivering improved telecommunication services. Microsoft is also reaching for new ways to extend a hand to underpriviledged South Africans. The company is aiming to create cheaper smartphones to allow less wealthy citizens to access the Internet instantaneously from their device in a matter of seconds. The Department of Science and Technology has partnered with the Council for Scientific and Industrial Research (CSIR) Meraka Institute to create a roadmap the ICT RDI (research, development, and innovatoin). This programme aims to analyse the sector’s capabilities, predict trends, and increase innovation technologies in the IT world. The objectives for this roadmap include increasing access to all corners of the country, improving economic relations and governance in ICT, creating an environment for e-science, as well as e-participation for the public to get in touch with the government more efficiently.

Top Performing 14th Edition

C O M PA N Y P R O F I L E / H E T Z N E R / I N T E R N E T

Managing Director:

Hetzner is South Africa’s largest specialist web hosting company. Established in 1999, the company has grown in stature and expertise, currently servicing over 240 000 domains. It was founded with the vision of providing reliable web hosting solutions coupled with unrivalled customer support to the small and medium enterprises market.

Deon de Villiers

Financial Director: Sandra Nortjé

At Hetzner, there is a strong correlation between customer loyalty and the company’s success. The company’s continued growth can be attributed to the positive word-of-mouth experiences of the company’s 36 000 strong customer base.

Chief Customer Officer: James Just

While other ISPs offer additional services, Hetzner’s business model focuses exclusively on web hosting. The philosophy that underpins Hetzner’s success is its single-minded focus on customer service, delivering in one product area, which has enabled the company to excel in its area of expertise. The company recognises that customers expect reliability and good value. Therefore it is Hetzner’s on-going commitment to earn and retain the trust that customers place in the company. Inspired by Hetzner’s brand promise “Trusted in Hosting”, this hosting service is reliable and consistent with a focus on infrastructure stability, performance value, and good service delivery.

Data Centre Operations Manager: Juan-Pierre van Zyl

Marketing and Communications Manager: Athena Turner

Talent Scout: Louise Smit

INFORMATION

Physical address:

COMPANY STATISTICS /

NATURE OF BUSINESS

- Disability cover

DEMOGRAPHICS / HISTORY

Description of activity: Reliable

- Life insurance

Year founded: 1999

and robust web hosting solutions

- Income continuation

Founding members: Martin Hetzner

with outstanding customer support

and Hans Wencke

is provided to SMME and mid-

Employees: Over 100 staff members

corporate markets.

Branches: Head Office is in

Products/services offered: Cost-

Durbanville, Cape Town with Data

effective web hosting packages

Centres located in Johannesburg and

and dedicated server options.

- 18 days paid leave

Contact details:

Cape Town

Hetzner also offers custom hosing

- Four months maternity leave and

Memberships: Internet Service

solutions, including a dedicated

Providers’ Association of SA (ISPA),

account manager, complete

Cape Chamber of Commerce and

server management with server

Industry, German Chamber of

configuration flexibility.

Telephone: 021 970 2000 Fax: 021 970 2001 Email: sales@hetzner.co.za Website: www.hetzner.co.za Call centre: 086 108 6108 Call centre fax: 086 108 6109

- Funeral benefits

- Retirement plan • Time away:

salary benefits (certain conditions apply e.g. length of service) - Five days paternity leave - Family responsibility leave

CONTRACTS & AWARDS

- Free web hosting

Over 36 000 customers

Industrial standards:

- Flexible working hours

ISPA Code of Conduct BUSINESS & FINANCE

Recent awards:

Financial year-end: 31 July

• National Business Awards (2013) – Customer Focus Award Finalist

Over 35 percent

• Best Employers South Africa (2010)

Auditors: CAP Chartered

Employee incentive schemes:

Accountants

• Health benefits:

Kinekor, Weylandts

PO Box 3450 Durbanville 7551

- Profit sharing

Current customer base:

Key clients: MyBroadband, Ster

Postal address:

• Retirement and savings:

• Life/Work benefits:

Commerce

Approximate market share:

Frazzitta Business Park Durbanville 7550

- C omprehensive medical aid

(conditions apply) - On-site recreational facilities (DSTV, massage chair, table tennis, etc.) - Day-care subsidy for mothers of small children (conditions apply) - Supply of filtered water, filter coffee, fruit and snacks

options for staff members and eligible dependents - S ubsidised team sport and exercise programmes - Annual flu vaccinations

EMPOWERMENT STATUS Black empowerment level total staff (%): 5%-25% black shareholding

• Income protection:

Top Performing 14th Edition

C O M PA N Y P R O F I L E / M A R I N E D ATA S O L U T I O N S / B U S I N E S S S U P P O R T S E R V I C E S

MD: STEVE J NELL

Marine Data Solutions’ vision is to be the technology solutions provider of choice to Africa’s maritime authorities and associated industries. The company aims to continuously add value to its customers through the provision of superior products and service solutions by incorporating the knowledge and skills of its staff and alliance partners.

Financial Manager: Bernadette Arendse

Projects Manager: Mervyn Winter

This year Marine Data Solutions proudly celebrates 10 years of maritime business excellence in the maritime technology sector. Since the company’s inception in 2004, Marine Data Solutions have made it its business to provide customers with world-class maritime solutions, which include; domain awareness solutions, vessel traffic services (VTS) systems, automatic identification systems (AIS), aids to navigation, management information systems, training aids and simulators, software and docking aids.

Operations Manager: David Lewis

As a South African company, Marine Data Solutions are proud to be certified a Level 2 B-BBEE company, with an ISO 9001:2008 certification. At the core of the company’s business model is its commitment to excellent customer service, technology, innovation and continually enhancing the skills and knowledge of staff members. Over the years, the company has grown from strength to strength, leaving a visible footprint in the African maritime domain. Marine Data Solutions has successfully completed over 60 installations across the continent, and have long-standing service level agreements with major maritime authorities in Southern Africa. The Marine Data Solutions head office is in Cape Town, with regional offices in Durban and Port Elizabeth. INFORMATION

Physical address:

COMPANY STATISTICS /

Major Maritime Authorities in

recipient for the first coastal AIS

DEMOGRAPHICS / HISTORY

Southern Africa

system on the African continent.

Year founded: 2004

Key clients: Transnet Ports

ISO rating: 9001:2008

Founding members: Steve Nell,

Authority, South African Maritime

Mervyn Winter, David Lewis and

Safety Authority, Namibian Ports

TRAINING & CSI

Mervyn Robertson

Authority, South African

Training programmes: Committed

Employees: 18

Defence Force

to investing in human capital through technology and life skills training such

Branches: Cape Town, Port Elizabeth, Durban

NATURE OF BUSINESS

as internal auditor training, first aid

Memberships: International

Products/services offered: Vessel

training and SQL training.

Association of Marine Aids to

Traffic Management and Information

Employee incentive schemes:

Navigation and Lighthouse

Systems (VTMIS), Port Management

Annual performance bonuses

Authorities (IALA), Port Management

Information Systems (PMIS), Coastal

CSI initiatives: Community outreach

Association of East and Southern

Automatic Identification Systems and

initiatives such as donations to

Africa (PMAESA)

Networks (AIS), Coastal Surveillance

schools, churches and orphanages.

Systems, Maritime Simulators, BUSINESS & FINANCE

GMDSS, Hydrographic Survey

EMPOWERMENT STATUS

Turnover: More than R40 million

Data Processing Software, aids to

Black empowerment level -

Financial year-end: 28 February

Navigation

shareholding: >50.1 percent

Unit 7, Airport Business Park Cnr Borcherds Quarry and Michigan Street Airport Industria Cape Town 7490

Postal address: PO Box 51680 Waterfront Cape Town 8002

Contact Details Telephone: +27 21 386 8517 Fax: +27 21 386 8519 Email: business@marinedata.co.za Website: www.marinedata.co.za

Executive directors: >50.1 percent

Bank: First National Bank Auditors: Marx Gore Charted

CONTRACTS & AWARDS

Total staff: >50.1 percent black

Accountants

Elected as one of South Africa’s Best

Empowerment rating: Level 2

Current customer base:

Employers for 2007, Tender Award

contributor – AQRate Verification

FA S T FA C T S 1 2 3 4 5

| | | | |

P roudly associated with the Kongsberg Group, who are celebrating 200 years of business in 2014. E lected as one of South Africa’s Best Employers in 2007. T ender award recipient for the first coastal AIS system on the African continent. T he Managing Director is the former president of the Industrial Members Committee (IMC) of IALA. M arine Data Systems is the predecessor of Marine Data Solutions.

Top Performing 14th Edition

C O M PA N Y P R O F I L E / T E L K O M B U S I N E S S

GROUP CEO: SIPHO N MASEKO

Telkom Business, a sub-brand for Telkom SA SOC Limited, a full-service telecommunications provider for South Africa. Telkom Business provides integrated communication solutions to a range of business customers across various sectors. With its combined offering of fixed, data, cloud, IT, and mobile capabilities, it is well positioned to be the converged ICT market leader. By partnering with South African businesses and government institutions, Telkom Business provides world-class networked ICT infrastructure services and enables them to thrive in a highly-competitive environment. In addition to developing a strong mobile capability, Telkom Business also aims to transform the way IT is delivered through IT and cloud services.

Group CEO: Sipho N Maseko Acting Group CFO: Deon Fredericks Group: COO: Dr Brian Armstrong

The company is committed to delivering best-in-breed ICT solutions which strategically align your organisation to effectively compete in the constantly evolving South African and international economy. Telkom Business’ extensive portfolio of end-to-end solutions are specifically customised to your unique market requirements, with basic and complex VPN, voice, IT and cloud services, data networks, and mobile technologies. Powered by an experienced team of professionals, the company’s world-class infrastructure offers your organisation advanced ICT solutions with the assurance of enhanced security, excellent return on investment, and optimum productivity. With your organisation at the heart of the economy, Telkom Business enables your business to succeed. INFORMATION

COMPANY STATISTICS /

BUSINESS & FINANCE

NATURE OF BUSINESS

Physical address:

DEMOGRAPHICS / HISTORY

Turnover: R32.5-billion for the year

Description of activity: Telkom

152 Johannes Ramokhoase

Year founded: 1991

ended 31 March 2013

is a leading communications

Street

Employees: 21 209 as at

Operating profit: R953-million

services provider in South Africa.

Pretoria

31 March 2013

for the year ended 31 March 2013

The company provides fixed-asset,

South Africa

Current customer base: Fixed

(excludes R12-billion fixed-asset

mobile, ICT, and data services to

0002

access lines as at 31 March 2013 - 3

impairment)

the business and consumer markets

800 000

Net profit: R501-million for

and offers a wide range of products

Contact details:

the year ended 31 March 2013

to suit the needs of customers.

Telephone: 012 311 3911

(excludes R12-billion fixed-asset

Products/services offered:

Website: www.telkom.co.za

impairment)

• Telecommunications

Financial year-end: 31 March

• Wireless and wireline broadband

Subsidiaries: Trudon, Swiftnet

services

Auditors: Ernst & Young

• Managed services

JSE listing date: 7 March 2003

• Data hosting

Current customer base: Fixed access lines - 3 800 000

FA S T FA C T S 1 | Founded in 1991 2 | One of Africa’s leading telecommunications service provider 3 | Telkom uses sponsorship to build the brand and connect emotionally with stakeholders 4 | New products include CHIPAC, EtherLink Wholesale, and Inter-Metro 5 | Has a fixed access line customer base of 3 800 000

Top Performing 14th Edition

TURNING SOUTH AFRICA INTO ONE,

BIG CLASSROOM By Jomiro Eming

Today, the South African education and training systems are a world-away from where they were pre-1994. With 20 percent of total government expenditure geared towards education and training equalling seven percent of the gross domestic product (GDP), South Africa ranks as one of the only countries in the world where government spends more on education than on any other sector.

Despite room for improvement, figures like these are no doubt reassuring, and many projects lie in the pipeline for utilising this investment in developing education and skills training. Since the country’s first democratic election in 1994, the South African government has initiated various programmes and organisations to address the state of the education system - without proper training and teaching from a foundation level, fewer qualified individuals will enter the economy, and productivity across all sectors will suffer. However, improving education standards has been an uphill battle for the Department of Education due to language barriers, lack of schools in a number of rural areas, and lack of teachers.

ADDRESSING THE SCHOOL-SHORTAGE Government has a number of policies in place to combat the issues facing the education sector within South Africa. Firstly, the physical number of schools had to be raised before the standard of education within those schools could be seen-to, and the Department of Basic Education (DBE) subsequently

Top Performing 14th Edition

launched the Accelerated Schools Infrastructure Delivery Initiative (ASIDI). It targets improving standards of rural schools and eradicating the 496 “mud-schools” (informal schools built during Apartheid despite education being denied to many black children), while building fullyoperational and fully-equipped schools in areas where schools never existed before. So far, according to the South African government’s latest update on the ASIDI webpage, 150 schools have been electrified, 226 schools have been provided with sanitation, and 203 schools provided with water – it aims to have reached all schools in the country by 2016. This R8.2 billion public-private programme is also constructing school buildings throughout the country and has prioritised the Eastern Cape, aiming to have built 50 new schools to accommodate 10 000 new learners. However, as positive as this may seem, a report on the state of the DBE’s ASIDI programme by Africa Check during late2013 revealed the “One school per week” campaign is better on paper than in it is in practice. The first month of operation only saw two schools being opened, and some of the schools

S E C T O R O V E R V I E W / E D U C AT I O N

were not being completed before being officially opened. Nogaya Senior Primary School in Libode was handed-over with only three out of the seven classrooms usable. This is still an issue that needs attention if the government hopes to improve education in South Africa.

NEW SCHOOLS, BUT NO TEACHERS The shortages of teachers within South Africa is another challenge facing education. In a report released by the Centre of Development and Enterprise in September 2011, it was estimated that South Africa graduated approximately 25 000 teachers a year. This figure was still 15 000 short of the amount the country needed in order to cope with the influx of students. The DBE’s educational statistics for 2012 indicated an average learner-educator ratio (LER) of 29.2 to 1 – in comparison, the United States of America indicated their average to be 16 pupils for each teacher in 2011/12, which means classroom sizes of about half the size. Teachers can focus more on a pupil’s individual needs and thus improve the quality of learning.

WHAT’S BEING DONE? Despite foundation-level education not being at the optimum currently, many companies are running training programmes for both young adults entering the job market and current employees. The Harvard Graduate School of Education (HGSE) and The Department of Education Management at the University of Johannesburg (UJ) have jointly created the Education Leadership Initiative. It offers leadership courses and professional development activities to educators, which will in turn have invaluable benefits for improving education outcomes in South Africa. Construction materials producer AfriSam has gone beyond its industry’s norms and is contributing towards promoting female entrepreneurs. It currently supports the Kutlwanong Home Craft Training Centre in Roodepoort, Johannesburg, where women are given skill-sets to generate their own incomes and start their own businesses. Job creation is promoted, and people are being given useful, practical knowledge that can be transferred to many others. The national budget for 2013/14 allocated approximately R232 billion towards education in the country – a significant 12 percent raise from the 2012 budget. Minister of Finance. Pravin Gordhan said that this funding will continue to increase in aligning with the objectives of the National Development Plan (NDP), while the school infrastructure backlog problem is simultaneously addressed. Other positives the country is seeing include a doubling in the number of graduates since 1994 and an increase of nearly nine percent in the number of students enrolled in university-level education for 2012, according to Pravin Gordhan.

ONLY PROGRESS, PROGRESS, AND MORE PROGRESS Through dedication from community activists of organisations such as Equal Education, and invaluable skills training programmes like those of the National Business Initiative, South Africa will not regress in the growth the country has seen thus far. With the help of the Education for All (EFA) policies – aiming to realise better education by providing

previously-disadvantaged areas with learning institutions – and other governmental change-drivers, the future of education and training in South Africa could be a bright one. The “Action Plan to 2014: Towards the Realisation of Schooling 2025” implements national changes that will hopefully prove beneficial in the long-run. Part of the government’s mission statement is changing the curriculum to one known as the national Curriculum and Assessment Policy Statement (CAPS). In addition, standardised assessments in grade three, six, and nine will be introduced to monitor progress, and high-standard education as early as grade one will be emphasised. Even funding for bursaries and trainee teachers will be provided by the government in an attempt to produce more teachers. Another concept which is currently being put-in-place for the worst of the poverty-stricken areas is a no-fee schooling scheme. Government reviews the economic standard of the community surrounding schools within a province and, based on that, give certain schools the right not to charge school fees. Each year, the government revisits and revises their programme, releasing updated charts on the DBE’s website. However, even if a school is not granted this government funding, parents can still apply for a school-fee exemption through the school governing body (SGB) if they struggle to afford their children’s education. Schools may also not charge orphans school fees. Policies such as the ones mentioned above are theoretically sound, but logistics are still being tweaked in certain aspects – the DBE is trying to encourage schools to set-up school fee committees (SFC) that deal with exemption applications and various appeals, in order to streamline the process through a single governing body. This will make helping families easier and faster. Hopefully the country will see the results of these alterations very soon, and even more so reap the benefits of a country where education is available to all.

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NISTRATO RI N G

Warranties . Service Plans . Maintenance Plans 0860 66 22 11 | www.motorite.co.za

P E AC

No matter where your travels take you, get unending peace of mind motoring with Motorite.

The open road as you head on holiday, lazy Sunday drives to nowhere or doing your daily commute.

FM O IN D M

C O M PA N Y P R O F I L E / M O T O R I T E / I N S U R A N C E A D M I N I S T R AT O R S

MANAGING DIRECTOR: JUSTEN COOPER

Motorite is an international administrator of vehicle maintenance plans, service plans, and vehicle warranties. It is the largest independent administrator of these products in Southern Africa, and is proud to represent leading manufacturers, financial institutions, franchised dealers, and dealer groups. Motorite has international business units operating in Namibia, Botswana and Swaziland.

CEO: Marsh Shirtliff Financial Director:

Chairman Marsh Shirtliff founded Motorite 30 years ago, and Managing Director Justen Cooper joined the company in 1998. Motorite will be celebrating their 30th year in business in 2014. Under guidance, Motorite has become a formidable force in the Warranty, Maintenance and Service Plan industry. Fortunate to show high progressive growth over the last 13 years, Motorite has been able to invest considerable time and money into consumer protection and compliance issues. The company’s core business is to provide cutting-edge mechanical breakdown insurance products, and full maintenance and service plans, as well as other value-adding products. The company’s core product range not only offers these specific products, but also offers clients many additional and alternative insurance products, ultimately providing total peace of mind motoring.

Steve Ray

Jonathan Vogelzang

Regional Director:

Motorite has a highly-trained sales force of over 60 consultants nationally, and in the neighbouring states of Botswana and Namibia. The directors of the company are involved in the day-to-day running of the company, and this hands-on approach ensures that customers receive a focused and strategically sound service in a turnaround time that is unparalleled in the comparative marketplace. Motorite will do everything in its power to ensure that the consumer is getting the best deal possible. While it stands by its corporate slogan, “Your success is our business”, the company takes it one step further by ensuring that its own success is the result of customer satisfaction.

INFORMATION

COMPANY STATISTICS /

Motor Group, Volkswagen SA,

Motorcycle Warranties, Options Motor

Physical address:

DEMOGRAPHICS / HISTORY

WesBank, Mekor Motor Group,

Drive Maintenance Plans, Options

Year founded: 1984

Scania International, MiWay, Sandown

Motorway Service Plans and Options

Founding members: Marsh Shirtliff

Motors, Ancot Trust, Rola Motor

Range of Value Added Products.

Employees: 220

Group, Kelston Motor Group, Thorp

Motorite is a Registered Financial

Branches: Johannesburg,

Motor Group and Wingfield Motor

Service Provider FSP License No:

Motorite House 69 Nanyuki Street Sunninghill Johannesburg 2157

Cape Town, Durban, Namibia,

Group

9140

Postal address: PO Box 1034 Gallo Manor 2052

Botswana, Swaziland Current customer base: Absa

NATURE OF BUSINESS

CONTRACTS & AWARDS

Vehicle and Asset Finance, Barloworld

Description of activity:

Industrial standards: FAIS

Motor Group, Combined Motor

Administrator

Compliant, Readability Mark

Contact Details:

Holdings, Fiat Group Automotive

Products/services offered:

Recent awards: Top300 Company

SA, General Motors SA, Halfway

Products and services within the

2004 – 2013, Motorite Racing:

Group, Iveco SA, UD SA, Reeds

motor vehicle insurance industry,

National Off-Road Champions 2005,

Group, The Super Group, Hino SA,

including the Options Formula

2006, 2007, 2009, 2012 and 2013

Toyota Financial Services, Unitrans

range of Motor Vehicle, Truck and

Telephone: 086 066 2211 Fax: +27 (0) 11 259 4894 Email: cssupport@motorite.co.za Website: www.motorite.co.za Toll-free / call centre / customer care number: 0860 66 22 11

FA S T FA C T S 1 2 3 4 5

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Managing Director Justen Cooper joined the company in 1998. Branches in Johannesburg, Cape Town, Durban, Namibia, Botswana, Swaziland. It is the largest independent administrator in Southern Africa. Full Range of Motor-related value-adding products. Motorite Racing: National Off-Road Champions 2005, 2006, 2007, 2009, 2012, and 2013.

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INTERVIEW / DE BROGLIO INC. / LEGAL SERVICES PROVIDER

Michael de Broglio YOU HAVE TO GET THE CLIENTS, YOU HAVE TO MAKE THEM HAPPY AND YOU HAVE TO GROW YOUR WORD OF M O U T H I F Y O U A R E T O A C H I E V E S U C C E S S A N D U LT I M AT E LY M A K E A P R O F I T .

PLEASE GIVE A BRIEF SUMMARY OF THE COMPANY, ITS CURRENT PRODUCTS AND/OR SERVICES, AND WHICH MARKETS IT CATERS TO. De Broglio Inc. is a law firm handling Road Accident Fund claims, personal injury claims and medical negligence claims. We assist people from all walks of life and handle cases that extend from smaller injuries all the way through to injuries that warrant settlements of millions. AMBITIONS AND MOTIVATIONS ARE COMPLEX; WHAT HAS DRIVEN YOU IN THE PAST, AND WHAT DRIVES YOU NOW THAT YOU HAVE ACHIEVED SUCCESS? I simply want my firm to be the top firm when it comes to personal injury matters, producing the best results and giving clients the best service. If we can stay ahead of the competition, and constantly improve, we can remain at No 1. RUNNING A COMPANY IN THE PRESENT ENVIRONMENT CAN BE QUITE CHALLENGING YET YOU HAVE MET HIGH CRITERIA ENTRY LEVEL FOR THE TOP PERFORMING COMPANIES PUBLICATION. TELL US WHY YOU THINK YOU HAVE ACHIEVED SUCH POSITIVE RESULTS? I would like to believe that it is because weâ&#x20AC;&#x2122;ve been innovative, that we have done things before others, that we have continued to lead over the years and that, within the company, the overarching goal is about how we can make the experience better for our clients. This focus includes explaining to clients properly how things work and streamlining the various processes as much as possible - bearing in mind that with court processes that is not always possible.

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DEFINE YOUR MANAGEMENT STRATEGY AND HOW HAS IT ASSISTED IN ACHIEVING YOUR GOALS? I have a distinct management style of running things the way I see best, with various procedures and staff manuals, but always making myself available to input from the experts we work with. It is important to take advice from people that specialise in their fields and I make sure we work with the best medical experts, advocates, and, most importantly, make time to listen to my staff and our clients.

I believe an open door policy is best and ensure that clients are given my personal contact details even when they are dealing with other experienced members of my staff. In addition, input from staff members is gathered monthly in staff surveys, as to what recommendations and suggestions they have to improve the service of the company, as well as what areas they would like additional training in. Finally, I invest heavily in regular training and lecture sessions for staff as well as, knowledge is key.

IN YOUR EXPERIENCE, WHICH COMES FIRST: PEOPLE OR PROFIT? You cannot have profit without people, so in my opinion people come first. You have to get the clients, you have to make them happy and you have to grow your word of mouth if you are to achieve success and ultimately make profit. Thrill your clients, provide them with service and updates on a level that your competitors cannot match, and the profits will certainly follow.

CEO: Michael de Broglio ACHIEVING YOUR LEVEL OF SUCCESS HAS TRADITIONALLY BEEN CONSIDERED A STRESSFUL JOURNEY, – IS THAT THE CASE, AND HOW DO YOU MANAGE IT? I cannot say that I manage stress well. I would certainly appreciate tips and advice from anybody who says they have a handle on it. I love competitive golf, which is a stress in another way, but it certainly helps to relax me. I believe that the more stressed you are, the more you need to exercise and so I do try to go to gym three or four times a week, as well as to walk regularly and ride my bicycle. I certainly need to get a better grip on stress before it does kill me. IN YOUR ROLE AS THE NEW CEO, WHAT ARE YOUR STRATEGIES TO SUSTAIN YOUR BUSINESS DURING THESE TRYING TIMES? I think that all the focuses that I have mentioned above come into play in hard times. People appreciate good service, value for their money and knowledge that they are in good hands. HOW IMPORTANT DO YOU REGARD INNOVATION IN BUSINESS? I believe innovation is crucial in an ever-advancing technological world. I have made a huge investment in IT that has allowed us to have a system, second to none, in terms of having all the facts of the case at our fingertips, and being able to keep clients advised all of the time. WHAT SKILLS DO YOU THINK LEADERS OF THE FUTURE ARE GOING TO NEED? How do you identify those leaders in your business? I look for people with people skills and I look for people who can learn and grow as well as implement systems. You don’t have to be the brightest person intellectually to do a good job, but in law a leader needs to be able to produce quality work without mistakes and to certainly not make the same mistake again. IT IS HARD ENOUGH TO ATTRACT GOOD TALENT, LET ALONE RETAIN IT. PLEASE ELABORATE ON ANY STRATEGIES YOU EMPLOY IN YOUR FIRM.

DO YOU BELIEVE THERE IS STILL ROOM FOR ENTREPRENEURIAL FLAIR IN BUSINESS? AND HOW IMPORTANT IS IT TO BUSINESS? I believe entrepreneurs bring with them new ideas and strategies that keep existing businesses on their toes. PLEASE IDENTIFY THREE KEY POINTS TO SOMEONE EMBARKING ON FULFILLING A CEO’S POST? I think it is important to always have a handle on what is going on in the business in every area, to always look to educate yourself further and to admit that you are human and can make mistakes as well – just don’t make them twice.

“I believe innovation is crucial in an ever-advancing technological world.”

Marketing Director: Samantha Antoncich Head of HR: Juliet Walsh

Contact Details: Telephone: 011 446 4200 Website: www.onlinelaw.co.za Blog: www.lawblog.co.za Twitter: www.twitter.com/ Blog: www.debroglio.co.za RAF claims: www.accidentclaim.co.za

If it’s not your fault, it shouldn’t be your problem.

IF YOU COULD ADVISE GOVERNMENT ON POLICY, WHAT CRITICAL SUGGESTION WOULD YOU MAKE RIGHT NOW? I would say that we need to loosen the labour regulations in South Africa. We have one of the highest unemployment rates in the world, and some of the strictest and most restrictive laws. Employers should be able to relieve non-performers from their duties more easily than they can at present, and without the pressing, and often economically unviable, option of having to make payouts to do so. Processes need to be followed in order to ensure fairness, but the current process means that most companies, when faced with a choice of either giving the underperforming employee two months’ salary or paying a lawyer to fight the case to arbitration, settle for the former.

It is difficult to attract good talent. At de Broglio Inc., we focus on training staff to ensure they are well informed and can do their job with confidence. We are always open to providing promotions to those who prove their diligence and hard work.

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LEADING FROM THE FRONT By Alexandra Nagel

South Africa has journeyed a long and windy road to get to the democratic state it is today. Boasting a population of approximately 52 million people, South Africa is rich in diversity and culture, and is home to 11 official languages. The African National Congress (ANC) has been in power for 20 years and initiated numerous strategic programmes to rectify the socio-economic injustices of the past. The problems of unemployment, education, and infrastructure still plague the nation, but several plans are in place with the hope of making things right by 2030.

NATIONAL DEVELOPMENT PLAN (NDP) Finance Minister Pravin Gordhan announced during his 2014 budget speech that this 30-year plan has helped drop the unemployment rate and hopes to create a further six million jobs by 2020. Through the NDP, billions will be invested in the hope of alleviating poverty in South Africa and has several programmes in place to speed up the process. These include better implementation of the Expanded Public Works Programme, supplying jobs through stateowned organisations; the Community Work Programme, jobs supplied by government through community services; the Youth Employment Tax Incentive, creating employment opportunities for youth between the ages of 18 and 29 by offering tax incentives to the companies hiring; and increased support for education and training programmes.

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According to Gordhan, R100 billion has been spent on employment programmes since 2009 yet there are still approximately five million people living without jobs. However, according to an article titled Budget 2014: ‘The Disconnect between Plans and Budgets’ written by EbrahimKhalil Hassen, founder of Zanpreneur and Proposal Desk, published on the SABC’s website, says otherwise. The article found that there seems to be a link missing between the budget allocations and overall progress of government plans. The article continues to discuss how Gordhan disregarded the Fiscal Guidelines, a document that would ensure economic spending from the national budget that focused on redistribution. “These guidelines provided the overall macroeconomic framework for dealing with complex questions on the deficit rate, the meaning of a counter cyclical policy, and reprioritisation of spending,” says Hassen.

SECTOR OVERVIEW / GOVERNMENT

He continues to discuss the “failure to reach agreement on the fiscal framework is compounded by the deep divisions around the National Development Plan (NDP).” Government has a variety of redistribution and growth programmes running alongside the NDP, such as the New Growth Path (NGP) and Reconstruction and Development Programme (RDP), which may prove to be redundant. “Minister Gordhan has outlined several proposals for linking the NDP to the budget process, but the intent of shared strategy on the economy has not been realised,” says Hassen.

The plan hopes to continue expansion in the coal and iron ore industry due to Transnet’s increased capacity on its lines with the upgrade of 500 Metrorail trains.

NATIONAL EMPOWERMENT FUND (NEF)

The bulk of the investment into the plan will come from Eskom’s investment of R205.1 billion up until 2017. Included in the plan are the new power stations Medupi and Kusile, which will start generating electricity between 2014 and 2015, where more power will be supplied to citizens.

The NEF is an economic reserve set up by government to support black individuals and organisations in the business world. It aids the broadening of black equity and ownership within the corporate sector, ensures that the empowerment dividend is reached, and that B-BBEE is upheld in good practice. Since the Fund’s initiation, 24 000 new jobs have been created and another 20 000 received support from the NEF. Twenty one percent of the groups the fund supports are headed by black women, and 1 460 aspiring entrepreneurs have enrolled into training programmes geared at nurturing the potential to grow their own businesses.

The strategy, which is completely dedicated to improving infrastructure in the country, will ensure that more South Africans will have better access to hospitals, schools, housing, water, and sanitation. Better transport infrastructure, such as roads and railway lines, will also make traveling much safer and more reliable for commuters to get to work and school.

With regards to hospitals, schools, and colleges, as well as other social infrastructure, there is an increase of R13 billion from R30 billion in 2012/2013 to R43 billion in 2016/2017. This will be geared towards improving already-established clinics, create better schooling environments, improve classrooms libraries, and other community facilities. R40 billion in infrastructure grants will be transferred to local municipalities, addressing the issues surrounding the environment, energy, water, and sanitation between 2014/2015.

The fund has sponsored more than R3 billion towards aspiring black entrepreneurs. This has contributed significantly to South Africa’s New Growth Plan and focuses on job creation and economic growth. The fund has a socio-economic development unit that establishes workers’ and community trusts through strategic partnerships. This aids in achieving the NEF’s vision of creating a more inclusive business environment for black people, through supporting up-andcoming black-owned enterprises, especially in state-owned commercial enterprises (SOCEs).

NATIONAL INFRASTRUCTURE PLAN (NIP) For the next three years, government will be investing R847 billion into improving South Africa’s infrastructure through the NIP. Initiated in 2012, it is geared towards creating and improving infrastructure and will contribute to South Africa’s expected economic growth of five percent per annum, as predicted by Gordhan in his 2014 Budget speech.

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COEGA INDUSTRIAL DEVELOPMENT ZONE AND DEEP WATER PORT OPERATING SA’S FIRST & LEADING INDUSTRIAL DEVELOPMENT ZONE - NELSON MANDELA BAY

The Coega Development Corporation (CDC) is a stateowned entity formed in 1999 and mandated to develop and operate the Coega Industrial Development Zone (IDZ), located adjacent to the modern deep water port facility, Port of Ngqura, in Nelson Mandela Bay in the Eastern Cape. Coega’s vision is to be the leading catalyst for socioeconomic growth.

FAST FACTS BIGGEST IDZ IN SA AT

11 500HA

26000 INDIRECT JOBS CREATED

14 ZONES BUILT ALONG

3700 DIRECT

6443HA OF PRIME LETTABLE INDUSTRIAL SPACE

22 OPERATIONAL INVESTORS

CLUSTER MODEL

COEGA IDZ INFRASTRUCTURE 41km of roads 37km of stormwater 40km of sewer with 5 pump stations 38km potable water 178km service ducts (telecoms) 184km electrical cable

312

1138 street lights 83x MV electrical substations 5x 132kv main substations 1 peaking power plant

WITHIN 15 MINUTES OF ROAD, RAIL, AIR & SEA

20 MINUTE DRIVE TO

PE CBD

AUTO, RENEWABLES, BPO & AGRO-PROCESSING HUB

30 MINUTE DRIVE TO BIGGEST WIND ENERGY GENERATING FARM

SMILING FACES AT CDC READY TO MAKE YOUR INVESTMENT DREAMS A REALITY

Nelson Mandela Bay Logistics Parks

11 14 13

6 7

5 3

8 1n

JOBS CREATED

ACCESS TO 3 PORTS (PE, NGQURA, EAST LONDON) HUGE LOGISTICS ZONE CONNECTED SEAMLESSLY WITH PORT DIRECT LINKAGE WITH DEEP WATER PORT OF NGQURA NEIGHBOURS WITH FASTEST GROWING PORT IN SOUTH AFRICA

6443HA OF PRIME LETTABLE INDUSTRIAL SPACE

Since 19

ZONE 1N Commercial Cluster ZONE 1S Logistics Cluster ZONE 2 Automotive Cluster ZONE 3 General Industries Cluster ZONE 4 Training/Academic Cluster ZONE 5 Metallurgical Cluster ZONE 6 Ferrous Metals Cluster ZONE 7 Chemical Cluster

ZONE 8 Port Area ZONE 9 Materials Handling Cluster ZONE 10 Mariculture & Aquaculture Cluster ZONE 11 Petrochemical Cluster ZONE 12 Advanced Manufacturing Cluster ZONE 13 Energy Cluster ZONE 14 Advanced Manufacturing Cluster

YOU’LL BE IN SOME OF GOOD COMPANY - OUR INVESTORS.

Coega Port Elizabeth

Coega Development Corporation Corner Alcyon and Zibuko Streets Coega IDZ Port Elizabeth 6100

Tel: 041 403 0400 Fax: 041 403 0401 Email: info@coega.co.za

www.coega.com Follow us on:

BBBEE LEVEL 2 CONTRIBUTOR ISO 9001 14001 18001

SA GOVERNMENT DEVOTED TO OIL AND GAS INDUSTRY By Krysia Gaweda

The South African government is committed to the oil and gas industry owing to its important contribution to the country’s economic growth, says the Director of Industrial Development at the Department of Trade and Industry (the dti) Kishen Pillay. Pillay was speaking at a business and network session hosted by the dti in conjunction with the South African Oil and Gas Alliance (SAOGA). The dti’s main aim is to promote structural transformation, towards a dynamic industrial and globally competitive economy. The dti also aims to provide a predictable, competitive, equitable and socially responsible environment that is conducive to investment, trade and, enterprise development. Broadening participation in the economy to strengthen economic development as well as to improve skills and capabilities of the dti is of utmost importance. Pillay, who is also a member of the SAOGA Board of Directors, continues to state that “the dti has a strong working relationship with SAOGA with the intention of growing the industry’s tremendous potential to contribute significantly to the country’s economic growth and employment creation”. Pillay encouraged companies operating in the oil and gas sector to access the dti’s Manufacturing Competitiveness Enhancement Programme, which is one of the government’s efforts specifically aimed at supporting the manufacturing industry. Earlier this year, the dti had partnered with the SAOGA to promote the cooperation and development within the oil and gas industry. “We bring the link between the oil and gas industry

with government, so that we can know their industry concerns, and how we can make a contribution so this industry can benefit more people”, states Pillay. On the partnering of SAOGA and the dti, SAOGA Executive Chairman, Mthozami Xiphu said SAOGA is dedicated in promoting the upstream and midstream sectors of the oil and gas value chain, primarily in South Africa and regionally in Southern Africa. “The aim of this gathering is to network with the stakeholders in the oil and gas industry. To come up with ways of how we can better this industry and to use the off shore technologies,” emphasises Xiphu. “We have some of SA companies working in other areas in Africa but we need to grow our presence and find more ways to invest in other countries. If this industry could work together more employment would be created in the country and that will benefit even the people on the ground,” says Xiphu. Speaking at the business and network session, Chief Executive Officer of SAOGA, Mr Ebrahim Takolia said South Africa had an abundance of potential in the oil and sector that needed to be explored both on and offshore. “50% of the professionals in the sector will retire soon and we still have to compete against other regions. We need to put more effort on skills development,” says Takolia. He also states that sub-Saharan Africa region still remained one of the fastest growing and highest potential oil and gas areas in the world.

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Guess who? â&#x20AC;Śpromotes productivity in South Africa and is shaping the future of competitive business.

Ideas Institute /PSA 00281/IMP

At Productivity South Africa we facilitate, plan and implement business strategies that integrate local and global markets making for world class business. We have helped thousands of South African companies and people to be more productive even in declining world economies. For over 40 years we have been at the frontier of South African business, today through our *programmes: Work Place Challenge, Turnaround Solutions and Productivity Organisational Solutions, we continually improve todayâ&#x20AC;&#x2122;s living standards and inspire a more competitive nation. *All programmes are subsidised

For more information call: 011 848 5300 www.productivitysa.co.za

C O M PA N Y P R O F I L E / P R O D U C T I V I T Y S A / S U P P O R T S E R V I C E S

CEO: BONGANI COKA

Productivity SA is a Schedule 3A Public Entity and its governing board comprises of representatives from labour, government and business. Productivity SA’s mandate is primarily to enhance the productive capacity of South Africa by meeting the following objectives: promote a culture of productivity in workplaces; develop relevant productivity competencies; facilitate and evaluate productivity improvement and competitiveness in workplaces; maintain a database of productivity and competitiveness systems and publicising these systems; undertake productivity-related research; and support initiatives aimed at preventing job losses. Productivity SA aims to be the champion of productivity in South Africa, executing its mandate and strategy by highlighting the fact that productivity matters as it has influential consequences on the growth of its economy. The company’s mission is to improve productivity by advising, implementing, monitoring and evaluating solutions aimed at improving South Africa’s competitiveness. Productivity SA core organisational values are: service excellence through the implementation of relevant solutions; market leadership through creative and innovative solutions; working together as a team to achieve common goals; partnering with stakeholders pursuing solutions to South Africa’s productivity challenge; honesty, integrity and professionalism. These are the cornerstones of all our business. It is through our effective business technology tools and programmes that we are able to successfully compete on a global scale.

CFO: Bheki Dlamini Marketing and Communications Executive Manager: Rebecca Phalatse Human Resources Executive Manager: Tracey Wereley Productivity Organisational Solutions Executive Manager: Lalane Janse van Rensburg Value Chain Competitiveness Executive Manager: Sello Mosai Regional Manager Western Cape: Albert Brink Regional Manager KwaZuluNatal: Amelia Naidoo Turnaround Solutions Executive Manager: Mudzunga Mashamba

INFORMATION

COMPANY STATISTICS /

BUSINESS & FINANCE

TRAINING & CSI

DEMOGRAPHICS / HISTORY

Turnover: Grant funding

Training programmes: Productivity

Year founded: 1969

Financial year-end: March

improvement training aimed at all

Founding members: Dr J Visser

Bank: Nedbank

levels of employees in public, private

Current employees: 102

Accountants: Nexia SAB&T

and labour

Branches: Midrand, Durban

sectors of the economy.

and Cape Town

CLIENTS & AWARDS

Empowerment initiatives: South

Memberships: Pan African

Recent major contracts: Japan

African Graduate Development

Productivity Association (PAPA)

International Cooperation Agency

Agency (SAGDA) i.e. internship

Strategic partnerships: Small

(JICA), Tshwane University of

programme

Enterprise Development Agency

Technology, Intersite, Department of

(SEDA), South African National

Education, Sheltered Employment

Apex of Co-operatives (SANACO),

Factories, Energy Seta, Delta

International Labour Organisation

EMD, Vumo Waste, Soweto LED,

(ILO) South African Security Seta

Tshwane LED, South African

(SASSeta), Economic Development

Women Entrepreneurs’ Network

Departments, National and Local

(Sawen), Harmony Mine, Rand Water

Chambers of Commerce and

Board, Transnet and the City of

Industry.

Johannesburg

1 2 3 4 5

| | | | |

Physical address: International Business Gateway Cnr New and Sixth Road Midrand 1685

Postal address: Private Bag 235 Midrand Gauteng 1685

Contact Details: Telephone: +27 (0) 11 848 5300 Fax: +27 (0) 11 848 5555 Email: info@productivitysa.co.za Website: www.productivitysa.co.za

Founded in 1969 Aims to increase productivity levels in South Africa to help economy grow It is a schedule 3A Public Entity Service excellence is a core organisational value Aligned with the Japan International Cooperation Agency

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I N T E R V I E W / M E R S E TA / G O V E R N M E N T

Dr Raymond Patel T H E M E R S E TA A I M S T O I N C R E A S E A C C E S S T O H I G H Q U A L I T Y S K I L L S D E V E L O P M E N T A N D T R A I N I N G O P P O R T U N I T I E S I N O R D E R T O R E D U C E I N E Q U A L I T I E S A N D U N E M P L O Y M E N T, A S W E L L A S T O P R O M O T E E M P L O YA B I L I T Y A N D PA R T I C I PAT I O N I N T H E E C O N O M Y.

HOW HAVE THE NATURES OF SECTORS MERSETA OPERATES IN EVOLVED OVER THE LAST FIVE YEARS?

WHAT DO YOU THINK IS THE COMPANY’S MOST IMPORTANT FUNCTION AS A LEADER IN ITS SECTOR?

The merSETA Sector Skills Plan 2013 indicated a trend that is the long-term shift towards a greater proportion of skilled and highlyskilled workers. Emerging trends identified as the ones most likely to have an increasing impact on the performance of the merSETA sectors into the future include the emerging green agenda; environmental impact of manufacturing production; product lifecycle management; increasing global use of social media; and other current global shifts.

Bringing the discussion of skills demand and supply together in a more structured way highlights the broad categories of skills development needs for the sector. These include technical skills; fundamental work-readiness skills (the basic skills necessary for safe and efficient production); health and safety skills; HIV/AIDS awareness and prevention; Adult Basic Education and Training (ABET); Recognition of Prior Learning (RPL); the development of black managers; skills to address environmental issues; growing green agenda; and the training and development of retrenched workers.

DESCRIBE MERSETA’S BUSINESS PHILOSOPHY. The merSETA regards itself as a leader in closing the skills gap in the engineering and manufacturing sectors. We approach this through focused skills development that is directed at sustainable scarce skill development. Our operations are closely aligned to the National Skills Development Strategy (NSDS) as set out by the government. The merSETA has derived its objectives from the NSDS III. Part of the merSETA philosophy is building an effective and cooperative partnership between business, labour, and higher education authorities. WHAT HAS BEEN MERSETA’S DEFINING MOMENT AS A BUSINESS? The merSETA has enjoyed numerous success stories over the years, but the Accelerated Artisan Training Programme (AATP) placed the merSETA at the forefront of sector education and training authorities (SETA) that are responsive to the most urgent strategic priorities. The AATP feeds directly into the needs of the National Development Plan which aims to match artisan supply and demand. DESCRIBE MERSETA’S WORKING RELATIONSHIP WITH THE DEPARTMENT OF HIGHER EDUCATION AND TRAINING. The merSETA pursues the development of a skilled workforce within the manufacturing, engineering, and related services sectors. Its scope of coverage is determined by the Minister of Higher Education and Training in terms of the Skills Development Act 97 of 1998. NSDS can be seen as an umbrella tactical guide for skills development and provides direction to sector skills planning and implementation to SETAs. The merSETA plays a central role in making sure that the NSDS is fulfilled.

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WHAT IS MERSETA’S VISION FOR IMPROVING SERVICES FOR ITS STAKEHOLDERS? The merSETA has specific projects in place to ensure high level stakeholder satisfaction. These include; an ISO accredited quality management system, an innovation drive to continuously improve the services that we provide which not only measures satisfaction, but anticipates future stakeholder needs. WHAT HAS PROVEN TO BE THE COMPANY’S GREATEST CHALLENGE TO DATE? The greatest challenge for the merSETA is to achieve development of the sector while simultaneously achieving outcomes consistent with decent work, equity and sector economic growth and employment. There needs to be more work done to align industry needs with national development imperatives, policy directives, and DHET priorities. Other challenges include budgetary constraints as year-onyear applications for discretionary grants by companies still significantly exceed available funds. South Africa is also faced with inadequate skill levels and poor work-readiness; employment and education policy and the contradiction between demand and supply; continuing skills shortages in artisan, technical, and professional fields fundamental to economic growth. HOW DO MERSETA’S CORPORATE RESPONSIBILITY INITIATIVES CONTRIBUTE TO THE COMPANY’S BUSINESS PHILOSOPHY AND SOCIAL RESPONSIVENESS IN SOUTH AFRICA? As leaders in bridging the skills gap, the merSETA deems it within their skills development mandate to facilitate partnerships between education and training institutions and member companies and participating employers in such a way that CSI initiatives align to the business imperatives of participating employers.

CEO: Dr Raymond Patel

With the various CSI initiatives, the merSETA’s objective is to align with national imperatives by contributing to economic growth and transformation through the upliftment of communities by facilitating collaborative partnerships between member companies and participating employers, and training and education institutions within South Africa.

The merSETA believes that they are in the ideal position to link eager member companies to learning institutions that are in desperate need for support and investment.

• A CSI initiative will comprise of a partnership between a member company and an education and training institution.

The “Decade of the Artisan” is now official government policy and accentuates a new way of thinking that will encourage the merSETA to grow from strength to strength. The world is in a revolutionary era with innovation being at the forefront. The merSETA has to facilitate the paradigm shift of old ways of thinking to that of the new world if we are to keep up with global demands.

• T he CSI initiative will benefit disadvantaged persons or communities. • I t must be aimed at improving social circumstances. • T he initiative must make a sustainable difference to recipients or their surrounding community. • T he initiative must integrate into the overall human capital development strategy of the member company in that it comprises an investment in their future workforce.

WHAT DOES THE FUTURE HOLD FOR THE COMPANY?

Physical address merSETA House (Head office) 95 7th Avenue Cnr Rustenburg Road Melville Johannesburg Contact details National call centre: 086 163 7738 Switchboard: 010 219 3000 Fax: 086 673 0017 Email: info@merseta.org.za Website: www.merseta.org.za

Looking ahead, the merSETA is supportive of the new Broad-Based Black Empowerment codes of good practice and recently advertised for black women to be trained in management positions.

• C SI initiatives will focus on improving aspects of skills development and education and training in learning institutions.

“...leader in closing the skills gap in the engineering and manufacturing sectors.”

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KwaZulu-Natal Gaming and Betting Board PERFORMANCE IS A KEY MEASURE OF SUCCESS.

Chairperson: Mrs S N Zulu Deputy Chairperson: Mrs P D A Mfusi Non Executive Board Members: Mr A H Trikamjee Adv T P Mapipa-Ndlovu Mr P Z Dlamini Dr T I Nzimakwe Mr H Oosthuizen Mrs N.D. Shabalala Prof I.E. Konyn CEO: Ms P. N. Baloyi Physical address: 330 Langalibalele Street Natalia, PMB 3 Nollsworth Crescent Nollsworth Park La Lucia Contact Details: Tel: 033 897 0104 Fax: 033 342 1971| 083 421 5054 Tel: 031 583 1802 Fax: 031 583 1820 086 2300 62 E-mail: ngeman@kzngbb.org.za Website: www.kzngbb.org.za

RUNNING A COMPANY IN THE PRESENT ENVIRONMENT CAN BE QUITE CHALLENGING YET YOU HAVE MET HIGH ENTRY LEVEL FOR THE TOP PERFORMING COMPANIES PUBLICATION. TELL US WHY YOU HAVE ACHIEVED SUCH POSITIVE RESULTS?

• O verseeing the rolling out of new gaming initiatives in peri-urban and previouslymarginalised areas to stimulate socio-economic development, tourism and job creation;

It has been through the hard work and commitment of the organisations’ staff that we could realise the results that were achieved. The KwaZulu-Natal Gaming and Betting Act 8 of 2010 (herein after referred to as “the Act”) came into effect on 1 April 2011 and sets out the role and mandate for the Provincial Gambling Regulator.

• S ubstantially increase its revenue collection for the Province;

The KwaZulu-Natal Gaming and Betting Board took on the challenge of leading a newly-merged entity and upon appointment in 2012, the Board implemented a turn-around strategy which contributed to the current levels of performance and financial results. The KwaZulu-Natal Gaming and Betting Board contributed R403 924-million to the Provincial fiscus during 2012/2013 financial year.

• E ncouragement of job creation and skills development within the sector.

The organisation included in its priorities the rollout of socio-economic development projects, and the contribution by its licensees to the upliftment of previously-disadvantaged communities. The combined expenditure on CSI projects by casinos and route operators was R8 239 887.02 for the financial year. Another contributor to the results was the Board’s role in regulating a growing and maturing gambling industry (Casino, Limited Pay-out Machines and Bingo). Initiatives took place within the entity to assist in enhancing regulatory oversight, including managing of non-compliance by the industry. The Board views its role as an enabler in terms of Provincial Development Plans therefore policies and procedures employed by this public entity must have alignment to Provincial Government’s policy frameworks. The public entity has excelled in terms of providing for its mandate, as evidenced through he achievements mentioned below: • I ncrease in the regulation of industry through setting rules and adjudicating upon noncompliance cases investigated by its Monitoring

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and Compliance Division and prosecuted by its Legal department;

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• I mplementation of a transformation agenda which supports Black Economic Empowerment, amongst these is the rollout of Type A LPM sites to previously-disadvantaged groups in order to facilitate the growth of the SMME sector; and

DEFINE STRATEGIES ADOPTED BY THE MEMBERS OF THE BOARD WHICH HAVE ASSISTED IN ACHIEVING THE KWAZULUNATAL’S GAMING AND BETTING BOARD’S GOALS? Strategic leadership employed by the Board and the Office of the Chief Executive Officer has allowed for the organisation to achieve its planned programmes. Performance is a key measure of success. The entity monitors its performance in line with the National Programme for performance as issued by National Treasury. Proper financial administrative and financial management controls are in place as the public entity is regulated by the Public Finance Management Act 29 of 1999 and the Treasury Regulations. In addition, performance targets have been set for each sub-programme and functional plans developed, so performance is constantly monitored. The organisation has embarked upon a project targeting the improvement of business processes so that it may continue to regulate a maturing and technologically-progressive industry and support developments within the sector. In addition, a riskbased approach was considered when reviewing the Board rules which set minimum standards of compliance for the industry.

I N T E R V I E W / K W A Z U L U - N ATA L G A M I N G A N D B E T T I N G B O A R D ( K Z N G B B ) / G A M B L I N G S E C T O R

WHAT IS THE VIEW OF THE KWAZULU-NATAL GAMING AND BETTING BOARD ON TRANSFORMATION IN THE GAMING AND BETTING SECTOR? As this is one of its key priorities, the Board focused its efforts on ensuring commitments to transformation are made as part of the conditions attached to licences which are issued by the Board. These are in line with B-BBEE. In addition, the Board has put in place processes to facilitate the monitoring of its licensees meeting these transformation and corporate social investment commitments. WHAT IMPACT IS THE STABLILISING OF THE GLOBAL MARKETS HAVING ON THE GAMING AND BETTING INDUSTRY IN THE COUNTRY? The South African gaming market is well-regulated in respect of land-based casinos and other legal gambling sectors. Currently, internet gaming is not legal in any of the jurisdictions in South Africa. Revenue is however, being lost in foreign exchange as the country cannot yet benefit from the taxes derived from this form of internet-based gambling. The Board is currently involved with the relevant national forums wherein the proposed position. WHAT IS THE KWAZULU-NATAL GAMING AND BETTING BOARDâ&#x20AC;&#x2122;S APPROACH TO RESPONSIBLE GAMBLING? All gambling and betting operators are required to adhere to the National Gambling Act when it comes to responsible gambling. The Responsible Gambling programme is aimed at minimising the negative impact of gambling within society. Certain licensees have also adopted an internal self-exclusion programme where punters can exclude themselves from the licensed premises for a period of time. The Board has recently finalised its gaming rules and has included a provincial self-

exclusion process.The Board undertakes periodic research into the implications of legalised gambling in the province. DESCRIBE THE STANCE ADOPTED BY THE KWAZULU-NATAL GAMING AND BETTING BOARD IN RELATION TO CSI? The pillars of the National and Provincial development plans include job creation and poverty alleviation. The Board seeks to align the objectives of CSI initiatives to both National and Provincial development priorities. There are five casinos, four route operators and one Bingo operator in the Province which are required in terms of the Board resolutions and the Act, to contribute towards community development through CSI. The areas of contribution extend to health and welfare, education, community upliftment projects, sports, and recreation. DESCRIBE THE BENEFITS OF EMPLOYING CSI IN THE SECTOR? An amount of R6-million was committed by Sibaya Casino to the Lungisisa Indlela Village (LIV) project in Durban (Amaoti informal settlement) as a major CSI project. R5.8-million has been contributed towards building a school. Suncoast Casino has identified the Chesterville Education Project as a major CSI project. Further to that, Suncoast Casino contributed R1.5-million towards the Jacob Zuma Trust Fund. Blackrock Casino has committed to contribute an amount of R2 040-million as to fund a Gambling Social Impact Study by the Board. Job creation is the ultimate stimulus for socio-economic development in the Province. As such, the Gaming and Betting industry in the Province provides employment for a total of 3073 permanent employees. Tsogo Sun has announced a major expansion in Durban, where the intention is to further contribute to job creation, tourism, and CSI.

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Join the ATNS family Are you able to make quick decisions and work in a team environment? An exciting career awaits you in air trafﬁc management.

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Air Traffic & Navigation Services (ATNS) offers learnerships for students to train towards a career in air traffic management with the goal of becoming air traffic control officers (ATCOs), air traffic service assistants (ATSAs) and aeronautical information management officers (AIMOs).

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Your career path... Have you thought of looking up?

What do I need to apply? Requirements: • Age 18 years or older • Matric Certiﬁcate • South African citizen with a valid ID • Maths (HG D/SG C/Level 4 or above) • English (HG D/SG C/Level 4 or above) Interested? Apply on line by registering your CV at www.atns.com, and click on ATNS careers

Have you ever wondered what it would be like to be an air traffic controller? Obakeng Tselapedi, air traffic controller, says: “This is one of the most amazing things that has ever happened in my life. Air traffic control is a dynamic, fascinating field to be involved in and it has changed my whole world for the better. The daily challenges and complexities keep me coming back for more.” Mashadi Ntenge, air traffic controller, says: “Air traffic control is like a song – it has high notes and low keys … it is a melody that has to keep playing. The song can never stop. It can be slowed down, it can be sped up, but it can never be stopped. There is such harmony of motion … I am addicted to the harmony.”

For further information please contact: Head Ofﬁce Tel: +27 (0)11 607 1000 IATA/ICAO Training Courses – Dawie Kotze Tel: +27 (0)11 570 0400 E-mail: marketing@atns.co.za Website: www.atns.com

ERASING THE POVERTY LINE

The Department of Social Development manages and oversees social security, encompasses social assistance and social insurance policies that aim to prevent and alleviate poverty in the event of life cycle risks such as loss of income due to unemployment, disability, old age, or death occurring.

The Department also offers developmental social welfare services that provide support to reduce poverty, vulnerability, and the impact of HIV and AIDS through sustainable development programmes in partnership with implementing agents such as state-funded institutions, non-governmental organisations (NGOs),communitybased organisations (CBOs), and faith-based organisations (FBOs).

The people this state body serves come first in performing its duties. It ensures equity and freedom from discrimination and harassment in the workplace as well as in the services provided by the Department. It will work in partnership with the people it serves and with other stakeholders, as well as use the resources entrusted to it to deliver on the government’s priorities in the most efficient, effective, and innovative ways.

The Department is transparent and accountable for its decisions, actions, and performance. It will share knowledge and expertise with other departments and broader welfare sector as well as to learn from them. In performing duties, the body upholds the Constitution of the Republic of South Africa, laws governing the public service, and Code of Conduct for the Public Service.

jobs, better jobs, decent work for all”. The GDS agreed that public works programmes “can provide poverty and income relief through temporary work for the unemployed to carry out socially useful activities”.

The Programme is a key government initiative, which contributes to Governments Policy Priorities in terms of decent work and sustainable livelihoods, education, health; rural development; food security and land reform, and the fight against crime and corruption. EPWP subscribes to outcome four, which states “Decent employment through inclusive economic growth.”

The EPWP is still being implemented and is a nationwide programme covering all spheres of government and state-owned enterprises. The Programme provides an important avenue for labour absorption and income transfers to poor households in the short to medium-term. It is also a deliberate attempt by the public sector bodies to use expenditure on goods and services to create work opportunities for the unemployed. EPWP projects employ workers on a temporary or on-going basis either by government, contractors, or other non-governmental organisations under the Ministerial Conditions of Employment for the EPWP or learnership employment conditions.

C O N TA C T D E TA I L S General Enquiries: 012 312 7500

A programme launched in 2004 by the Deaprtment , known as the Expanded Public Works Programme (EPWP), was established in order to create more job opportunities in South Africa. The EPWP has its origins in Growth and Development Summit (GDS) of 2003. At the Summit, four themes were adopted, one of which was “More

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Ms Lumka Oliphant (media enquiries): 012 312 7654 / 012 312 7653 Tu m i L e s e i l a n e ( c o n t e n t m a n a g e r ) : 012 312 7381

THE HIGHWAY TO SUCCESS and a huge emergent market economy has given rise to a strong entrepreneurial and dynamic investment environment. Through transport and other infrastructure, South Africa has achieved a level of macro-economic stability not seen in the country for many years. Such advances created opportunities for reducing the costs and risks for investors, laying the foundation for increased investment and growth. By 2007, the economy was stronger than at any given time over the past 20 years.

The past 20 years have registered significant growth in transport infrastructure development and services, improving millions of South African lives. Government has made significant strides in transforming the economy through the transport industry, from non-motorised to air transport, so to meet social and economic needs of people, especially the rural poor.

• A CSA processed 35 million passengers in 2012/2013.

INFRASTRUCTURE DEVELOPMENT

• R 17-billion invested in airport infrastructure between 2006 and 2010.

Government has boosted transport infrastructure and, over the next three years, an additional R2.5-billion will be allocated to municipalities for public transport systems and infrastructure. The first democratic government in 1994 inherited a transport system that had invested to benefit a minority component of our society. The transport system had been under-funded, neglected, and was based on blinkered apartheid spatial patterns. Today, the picture has changed and the majority of South Africans have access to transport services. In order to deal with some of the transport challenges, the ANC government developed the National Transport Policy in August 1996. Prior 1994, there was no Gautrain or business express trains; there was no King Shaka International Airport. We did not have the expansion of the OR Tambo and Cape Town International airports. Today, these airports handle huge numbers of passengers.

DEPARTMENT OF TRANSPORT’S MILESTONES AVIATION:

• S A has the best aviation safety record in Africa, according to International Civil Aviation Organisation (ICAO). • A ir Traffic Navigation Service manages 10 percent of the world’s airspace - 22 million sqm. ROADS: • S A has the 10th largest road-network in the world. • 1 9 700km of national roads are maintained by SANRAL. • R 9.5-billion has been spent on non-toll roads. RAIL • T he Gautrain transported 12.9 million passengers in 2013. • PRASA transports more than 2.2 million passengers daily. • PRASA upgraded over 2 000 coaches, creating more than 25 000 jobs. ROAD ACCIDENT FUND (RAF) • P ays more than R2-billion a month to accident victims. • S erviced more than 15 000 claimants and settled R253-million.

Today, all regions of South Africa are connected. These developments have shaped our economies and our communities yet we do not become complacent. The Department of Transport remains steadfast in making sure that we have a world-class transport infrastructure and services.

MARITIME • S outh African Maritime Safety Authority (SAMSA) has trained 516 cadets since July 2013. • National Ports Regulator reduced costs by R1-billion.

2010 WORLD CUP SUCCESS In preparation for the 2010 FIFA World Cup, government spent over R19.6-billion addressing transport challenges. The World Cup was a success because efficient transport services were available with relevant structures and modes, including air, road, rail, and even sea. Although significant strides have been made since then – occasioned by major capital injection into transport related infrastructure, there is still much to achieve. The South Africa of today is one of the most sophisticated and promising emerging markets globally. The unique combination of a highly-developed first-world economic infrastructure

I N F O R M AT I O N C E N T E R / H E L P D E S K Ms.Caroline Khoza Te l e p h o n e : 0 1 2 3 0 9 3 6 5 7 E - m a i l : K h o z a C @ d o t . g o v. z a

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CARLA WENTZEL

NONKQUBELA MALIZA

DR LESLEY LEE

VWSA GENERAL MANAGER: VOLKSWAGEN SALES AND MARKETING

VWSA CORPORATE &

VWSA HEAD OF TRAINING

GOVERNMENT AFFAIRS DIRECTOR

Nelson Mandela Bay has earned the nickname “the Detroit of South Africa” – and indeed of Africa – thanks to the concentration of motor manufacturers which have been the biggest contributors to the regional and provincial economy for more than 50 years.

Trade and Industry, she also gained extensive experience in the financial services sector. Despite any traditional prejudices against women, hard work and proven results was the new litmus test for acceptance in the industry, she says.

Yet nationally and abroad, the motor industry has struggled to shake the perception that it is a men’s club. However, the landscape is changing and interviews with three of Volkswagen South Africa’s (VWSA) senior female executives sheds some light on the issue. Carla Wentzel, who has received regional and national accolades for her work, joined VW after working in advertising.“When I first applied for a motor industry position, someone advised me: ‘The motor industry is very chauvinistic. Will you be able to handle it?’

“Whilst it is true that peer acceptance is not easy in the industry, I think that demonstrated industry experience, subject matter expertise, and hard work – with proven results – wins the respect of everyone,” says Maliza. The changing environment has seen greater gender equality, she says, adding: “Women in senior positions in the industry tend to be hard workers, very smart, and generally well-respected.”

“Several years later I was advised that I should move into another field if I wanted to forward my career, as it would be impossible for a woman to become a manager in the motor industry. But I persevered and became one of the youngest managers ever appointed, irrespective of gender,” recalls Wentzel, adding: “Today the industry is much more enlightened.

”However, pressure on women, at a societal level, remains. “I think that as women, and particularly women with children and families, we often feel tested in our ability to demonstrate the same commitment as our male counterparts in the area of long working hours and extensive travel. There is no doubt that the workplace needs the skills of women. Companies and working life needs to be more flexible and accommodating to the needs of working women,” she adds.

“Women have undoubtedly had to break the glass ceiling over the past decade, and some people remain prejudiced about womens’ capabilities. However, I am convinced that acumen, hard work; and professionalism can offset this prejudice over time. Furthermore, we are growing a critical mass of successful women who can lead, inspire, and serve as role models.” The pressure to perform remained however, “and the day does not end at 5pm for many women, who also make a significant contribution as a wife or parent”.

Before being asked to head VWSA’s Training Academy, Dr Lesley Lee, who has a PhD in Education, worked for Toyota where she was also involved in various training initiatives.

“Thankfully, men are also becoming more versatile and better able to fulfil multiple roles, including cooking and mom’s taxi. It always surprises me how many men pick up kids from school nowadays,” adds Wentzel.

This change, says Lee, was wider than just the motor industry. “I believe women are given equal opportunities nowadays, especially in the manufacturing field.

Nonkqubela Maliza was headhunted by VWSA while working for financial services and mining company Metallon Corporation. Before that she worked as Chief Director in the Department of

Attitudes towards women in the industry have changed, she says. “I believe people trust you and respect you for what and who you are, and what you do in the business. I believe at VWSA that we are respected as women and that respect forms one of our core values.”

“I think the perception that women hold lower positions is changing. I see this in the other original equipment manufacturers where senior women are being promoted due to their abilities and not because of colour or gender.”

THE OSCARS OF SOUTH AFRICAN BUSINESS

National Business Awards review Contents Message from the CEO

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Judges profiles

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Wall of fame

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Gallery

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Businesswoman of the Year

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Businessman of the Year

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Keynote address

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By Nick Krige The National Business Awards (NBAs) was first introduced in 2002 to

opportunity, with over 600 of the country’s government leaders

recognise the success and innovation of South African companies and

and captains of industries in attendance. It represents the chance to

government institutions across all industry sectors.

form lasting business relationships with like-minded individuals and organisations. “The consensus is that business, like government, still

The Awards seek to honour South Africa’s industry leaders through

has a bigger role to play in our country’s development. As Minister of

the acknowledgement of innovative business processes, product

Human Settlements, I know that our department is heavily reliant on

development, enterprise, sustainability, and overall business success.

the private sector in delivering on our mandate,” said Minister Connie

The Awards recognise the important social and environmental

September in her keynote address.

contributions made by organisations through the excellent of service, commitment to their customers, ethical behaviour, and

“I am therefore pleased that this ceremony brings together the public

environmental sustainability.

and private sector. It is in spaces such as these where collaborations must start that can deal with the challenges facing us as a nation,”

The NBAs are more than just a pat on the back for the deserving

she added.

winners. The Awards encourage business in South Africa to constantly strive for a higher standard. Through the NBAs South African

On the entertainment side, attendees left the ceremony with

organisations have been measured against international companies

sore cheeks and stronger abs after the hilarious antics of Mistress

and more than held their own. “Over 11 years great South African

of Ceremonies, Krijay Govender. Even before her outstanding

companies, including Anglo American, MTN, Discovery, and SAB, have

performance at the NBAs she was voted the funniest women in South

been highly competitive against iconic multinational corporations,

Africa and was rated as one of the top three MCs in South Africa.

such as Microsoft, Accenture, Coca Cola and DHL, at the annual

Jazz maestros Chilli & Lime created a vibrant atmosphere with their

National Business Awards,” says Ralf Fletcher, Chief Executive Officer

brand of youthful jazz music that encouraged guests to dance the

of Topco Media.

night away. Not that they needed much convincing.

Finalists and winners are acknowledged among South Africa’s most

At the end of the evening the award winners left ecstatic, the finalists

prestigious organisations and individuals, and the gala event is a

slightly disappointed but proud of their achievements, and everyone

social occasion not to be missed. In addition to the glitz and glamour

knew that a new standard had been set for business excellence in

of it all, the awards ceremony is a unique networking

South Africa.

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The National Business Awards have been recognising and rewarding outstanding businesses for more than a decade. The standard and accomplishments from the entries gets stronger every year, and we like to think that these awards play a role in helping those companies strive for bigger and better endeavours. Organisations all across the country work hard to stand above the rest and these awards provide the best with an opportunity to showcase your success and celebrate your wonderful achievements. Without all of the entrants, the National Business Awards would have no meaning , so we would like to thank you all. This year marks a very special anniversary for South Africa; 20 years since the country gained full democracy. In celebration of this great moment in our countryâ&#x20AC;&#x2122;s history, Topco Media is publishing a book titled South Africa: 20 Years of Success in

Government & Business. What has become evident through our on- going research for Top500, Top Performing, Top Women in Government & Business,

Impumelelo, ESG Leaders and for the new 20 Years book, is the companies in this room are the driving force behind South Africaâ&#x20AC;&#x2122;s success over the last two decades, which is something we can all be proud of. My very best wishes,

Ralf Fletcher Chief Executive Officer Topco Media (Pty) Lt d

JUDGES DENNIS DYKES, CHIEF ECONOMIST, NEDBANK

ELOUISE KELLY, HEAD OF MARKETING, SABC LIMITED

Dennis Dykes is the Nedbank Group’s Chief Economist. He joined the Group in December 1983 and was appointed Chief Economist in May 1994. He serves on a number of organised business committees. He is a director of SACCI (the South African Chamber of Commerce and Industry) and is the business convenor on the Nedlac Public Finance and Monetary Policy

Elouise Kelly has worked at some of the most prominent companies locally and abroad. As a Branding, Communication and Business Strategist, Kelly has revamped content for TV channels, launched brands, led various teams and successfully helped companies meet their objectives through succinct marketing strategies. She is passionate about brands

Chamber. He is the author of many articles for in-house and external publications. In 2012 Dennis won both the Reuters and the Sake24 Economist of the Year awards. He was also the winner of the 2003 Reuters award. His qualifications include an honours degree from Bath University and a master’s degree in economics from the London School of Economics.

LANCE FANAROFF, JOINT CHIEF EXECUTIVE OFFICER, INTEGR8 A Professor at the London School of Business describes him as ‘A Marketing Man & Master Deal-maker”. Through sheer grit & determination, Lance co-founded Integr8 IT from a tiny bedroom in 2001 to its glamorous headquarters today. At a previous Topco National Business Award ceremony, Lance won the prestigious Entrepreneur of the Year award, as well as being a finalist for the Businessman of the Year award. He has also been honoured as one of the top Entrepreneurs in the Ernst & Young Worldwide Entrepreneur of the Year awards, as well as being named one of the top IT Personalities of the Year. Fanaroff’s entrepreneurial attitude has been one of the cornerstones of Integr8’s culture. Lance lives by his values. His mantra has always been ‘dream big and make it happen’ which bodes well for Integr8 and its clients as it enters yet another era of compounded expansion.

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PROFILES

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and creating meaningful conversations with their consumers in order to generate return on investment. She wants to make sure that, in her role as Head of Marketing for SABC, she can help brands drive and maintain conversations with their viewers and listeners to build brand affinity. Elouise is an ardent runner. She attempts to play golf and when not being frustrated by this beautiful sport, she is a lover of books, music, people, life, love and laughter.

LEIGH GUNKEL-KEULER, PUBLIC AFFAIRS, POLICY & COMMUNICATIONS DIRECTOR, PFIZER SOUTH AFRICA Leigh Gunkel-Keuler is the Public Affairs, Policy & Communications Director for Pfizer South Africa’s Biopharmaceutical Division and is based at the Pfizer head office located in Sandton, Johannesburg. Gunkel-Keuler currently serves on the SACCI (South African Chamber of Commerce & Industry) Council as well as plays both a strategic and instrumental role at BUSA level. What drives this busy executive is her passion for the work and high regard she holds for the company she represents - Pfizer. Pfizer, the world’s largest research-based, multi-national pharmaceutical company, strives to manufacture treatments and medicines which save people’s lives.

THE

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BUSINESS

PROFILES

LULAMA MOKHOBO, GROUP CHIEF EXECUTIVE OFFICER, SABC LIMITED

DR NAMANE MAGAU, CHIEF EXECUTIVE OFFICER, B & D SOLUTIONS

Lulama Mokhobo was born in Mafikeng in 1955 and educated in Swaziland. After receiving a BA degree from the University of Botswana, Lesotho and Swaziland, Mokhobo went on to complete a master’s degree in science at Utah State University in the United States. In 2005, Mokhobo joined the SABC

Dr Namane magau is the owner and Executive / director of B &D Solutions, a management Consultancy which she established in 2005. She has extensive experience in education, executive leadership, management, training and development.

as head of public broadcasting services and later became the group executive for public broadcasting services, looking after SABC1 and SABC2 and several of the SABC’s radio stations. She left the SABC in 2010. Before joining the SABC, Mokhobo ran the Communications and PR divisions, in turn, of Eskom, the South African Post Office and DaimlerChrysler South Africa and is a former CEO of Urban Brew Studios.

NOMAXABISO MAJOKWENI, CHIEF EXECUTIVE OFFICER, BUSINESS UNITY SOUTH AFRICA (BUSA) Nomaxabiso Majokweni has been the CEO of Business Unity South Africa (BUSA) since September 2011. She is no stranger to management of complex stakeholder relations and she aims to position BUSA as a unified and fully representative apex business organisation that contributes to a vibrant, transforming and growing economy. Her vision for BUSA is to ensure that organised business plays a constructive role, within the context of the country’s economic growth, development and transformation goals, in achieving an environment in which businesses of all sizes and in all sectors can thrive, expand and be competitive both nationally and internationally.

These include serving as Advisor Reconstruction and Development Programme, Senior Management role at DBSA, Executive Vice President of Human Resources CSIR, Executive Director Human Capital at SABC.

RAJ DHANLALL, PARTNER, PRICEWATERHOUSECOOPERS Raj Dhanlall is a Chartered Accountant (SA), holding further qualifications as a Fellow of the Institute of Internal Auditors and a Certified Fraud Examiner. He is a Partner at PwC, heading up the Gauteng Private Company Services Group. Having been involved in private practice since 1998 he has serviced many clients in the private and public sectors, providing assurance and investigative services and overall business management and development support. His clients range across the spectrum in terms of size and industry.

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CUSTOMER FOCUS AWARD WINNER

FINALISTS

ESG AWARD WINNER

FINALISTS

INNOVATION THROUGH TECHNOLOGY AWARD SPONSORED BY AIR TRAFFIC & NAVIGATION SERVICES WINNER

FINALISTS

LOGISTICS AWARD SPONSORED BY KINTETSU WORLD EXPRESS (KWE) AWARDS WINNER

FINALISTS

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DIVERSITY IN THE WORKPLACE SPONSORED BY AIRPORTS COMPANY SOUTH AFRICA (ACSA)

FINALISTS

FAST GROWTH SMME AWARD SPONSORED BY TELKOM BUSINESS WINNER

FINALISTS

INVESTING IN PEOPLE AWARD WINNER

FINALISTS

MULTINATIONAL AWARD WINNER

FINALISTS

THE

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THE CORPORATE CITIZENSHIP AWARD WINNER

YOUNG EXECUTIVE AWARD OF THE YEAR (<35 YEARS) AWARD WINNER CHRYSTAL POOLE (HR MANAGER)

FINALISTS

TOP PERFORMING ENTREPRENEUR OF 2013 AWARD WINNER WENDY KEMP (MANAGING DIRECTOR / OWNER)

BUSINESS

TOP PERFORMING BUSINESSMAN OF THE YEAR AWARD SPONSORED BY TUMI AWARD WINNER STEVEN KARK (CEO)

FINALISTS

TOP PERFORMING BUSINESSWOMAN OF THE YEAR AWARD LYNNETTE MAGASA (CHIEF EXECUTIVE OFFICER)

TOP PERFORMING GOVERNMENT DEPARTMENT AWARD

FINALISTS

TOP PERFORMING PARASTATAL / AGENCY OF THE YEAR AWARD SPONSORED BY THE S.A POST OFFICE WINNER

FINALISTS

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THE

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BUSINESS

A NIGHT WITH T H E S TA R S

AIDC

Bidvest Panalpina Logistics

Accenture

Entertainment by Chilli & Lime

Karla Fletcher, Richard Fletcher with Minister Connie September

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BUSINESS

Rui Abreu – TUMI Raj Dhanlall – PricewaterhouseCoopers Dr Namane Magau - B&D Solutions Isabel De Carvalho – Pfizer Laboratories Dale Joynt – Pfizer Laboratories Godfrey Phalatsi – Productivity SA Rebecca Phalatsi - Productivity SA

Rory Forder - Cycan

Niki Neumann - Cycan

Ansie Ramalho - Institute of Directors Southern Africa and Minister Connie September

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BUSINESS

BUSINESSWOMAN OF THE YEAR AWARD WINNER Lynette Magasa, CEO of Boniswa Corporate Solutions

CONGRATULATIONS ON WINNING THE 2013 NATIONAL BUSINESS AWARDS TOP WOMAN IN BUSINESS CATEGORY. HOW DID IT FEEL WHEN YOU HEARD YOUR NAME BEING CALLED OUT? It felt like a dream come true, an excitment that is filled with overwhelming joy. For the first time in my life I heard my named called as a winner since I was born.It made strongly believe that nothing is impossible in life as long as you have faith and hope.

WHAT DO YOU THINK SET YOU APART FROM YOUR PEERS FOR THIS AWARD? My peers are all from well recognised industry and very competitive. I guess my faith and commitment in the telecommunication industry and innovation with our strategic partners has put us on the map.

WHAT IS YOUR SECRET TO SUCCESS? It is to have passion in what you do, always that will see you through and accepting failures but learn from them.

WHAT IMPACT DO YOU FEEL THE NBAS HAVE ON SOUTH AFRICAN BUSINESS? The National Business Awards is an excellent tool that helps South African business to stay competitive and also the recognition that it gives to business, not only as a marketing tool but it also work as a guideline that every business strive towards achieving it by working harder, smarter and more professionally.

WHAT ARE YOUR THOUGHTS ON THE JUDGING PROCESS? The fact that the judging happens behind the scene and the participants has no access towards the judges it makes the process fair.

WHAT DID YOU THINK OF THE AWARDS EVENING?

HAS WINNING THE AWARD CHANGED THE WAY PEOPLE TREAT YOU IN THE OFFICE? The award is a team effort. My name is there because I am leading the organisation but it belongs to all of the Boniswa team. It has brought us very close as team and they also feel like part of this award. It makes them proud of being a very important part of Boniswa. We share this together, they all held the trophies and I always emphasize that all we achieve, we achieve it together. I can assure that it really motivates my management to work toward self and organisation development and transformation.

HAS WINNING THE AWARD INFLUENCED THE WAY CLIENTS PERCEIVE YOU AS A LEADER AND POTENTIAL BUSINESS PARTNER? Winning this award has definitely boosted confidence in our clients regarding the way they perceive me and our organisation as a whole. It has also help us up our game and boosted confidence.

WHY, DO YOU BELIEVE, IT IS IMPORTANT TO RECOGNISE ITS LEADERS THROUGH EVENTS LIKE THE NATIONAL BUSINESS AWARDS? Since the drive of business is to boost our economy as a country it is then important that such leaders are recognised at a national level through the National Business Awards, since the overall contribution boost the whole country.

DO YOU HAVE ANY ADVICE TO HELP POTENTIAL FUTURE BUSINESS MEN AND WOMEN OF THE YEAR AWARD WINNERS ACHIEVE THEIR GOALS? The only advice I have is to encourage them to think out of the box and have passion, discipline, and respect on what they do all the time.

It was stunning and it was very professionally organised.

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BUSINESSMAN OF THE YEAR AWARD WINNER STEVEN KARK, CEO OF PAYCORP

WHAT DO YOU THINK SET YOU APART FROM YOUR PEERS FOR THIS AWARD?

WHAT IMPACT DO YOU FEEL THE NBAS HAVE ON SOUTH AFRICAN BUSINESS?

That’s not for me to say, although I do know what sets my company apart. We’re truly innovative. We’re passionate about providing financial inclusion to as many people and businesses as possible through our growing range of payment products and services. We care very deeply about the facilitating payments so that we can make a difference to people’s lives – people’s livelihoods depend on being paid! These are not just words. This is the state of mind I’ve engendered throughout Paycorp.

Most of us want to win customers so that our businesses can succeed. At Paycorp we want to have fun in the process and we want to feel that we’ve made a difference. Winning an award is the cherry on the cake!

WHAT IS YOUR SECRET TO SUCCESS? I’ve thought about this and I think in the end it comes down to our so-called ‘secret sauce’ : To have fun, make money, do good. For many businesses, ‘making money’ is the main event but if you – and your staff – are not having fun and not doing good in the process, that money is never going to satisfy you. To me, a strong business leader is one who surrounds himself with the best possible team. I’ve built a leadership team that has the interests of the business at heart. This is carried through to every staff member, which means that we are a high performing business that operates effectively and efficiently. Paycorp people recognise that the partners and customers we serve are vital to our success, and so our approach to service delivery is paramount. We are also fortunate to operate a payments business in a technologically - sophisticated banking environment. This ensures that we can deliver payment solutions in a safe, secure and cost effective manner to our uniquely South African population. The fact that South Africa is a market that straddles the developed and emerging world enables us to enter other emerging markets with a distinct advantage.

WHAT ARE YOUR THOUGHTS ON THE JUDGING PROCESS? Well obviously as the winner this year I’m a fan of the process and of the judges!

HAS WINNING THE AWARD CHANGED THE WAY PEOPLE TREAT YOU IN THE OFFICE? I hope not. I haven’t perceived any change and if I did I would probably be a little uncomfortable with it.

HAS WINNING THE AWARD INFLUENCED THE WAY CLIENTS PERCEIVE YOU AS A LEADER AND POTENTIAL BUSINESS PARTNER? I think that people do business with us because they believe in us and in our track record.

WHY, DO YOU BELIEVE, IT IS IMPORTANT TO RECOGNISE LEADERS THROUGH EVENTS LIKE THE NATIONAL BUSINESS AWARDS? That’s an easier question to answer when you’re giving an award than when you’re receiving one! I know I like to incentivise my staff because I think acknowledgement and recognition is important. Perhaps winning the Businessman of the Year Award will bring us to the attention of potential business partners who might not have heard of us otherwise.

DO YOU HAVE ANY ADVICE TO HELP POTENTIAL FUTURE BUSINESS MEN AND WOMEN OF THE YEAR AWARD WINNERS ACHIEVE THEIR GOALS?

If they want to succeed they should do something they really believe in and care about, and they should remember it’s not just about the money. They’ll find their own drivers, just as mine are to have fun and do good along the way. On a practical level, invest in good people, product development and service delivery.

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DIVERSITY IN THE WORKPLACE AWARD William Mzimba, winner – Accenture

Congratulations on winning the 2013 National Business Awards (NBAs) in Diversity in the Workplace Award. How did it feel when you heard the company’s name being called out? Exhilarating and motivating! It is indeed an honour to lead this dynamic team of individuals who share a common goal, which is influenced by excellence in whatever service we give to our clients. To have a diverse team helps us to tap into each other’s strengths, as well as to share the best practices. All of these factors epitomise our principles and values.

Why is the Diversity in the Workplace Award important to Accenture as an organisation? It’s an affirmation of the great work environment we have, and continue to improve, for all Accenture employees. It is also acknowledgement that the investment made from both a financial and time perspective is being recognised externally. It also acknowledges that the bigger goal to affirm is being realised.

What does winning the Award mean to the organisation?

Will you be entering to defend your title at the next NBAs, and what will Accenture do to make sure it retains the Award? Yes, continuous improvement. We will be looking for opportunities to innovate and strengthen our offering of diversity initiatives in our workplace, ensuring we are constantly relevant and prepared for any corner the market or Accenture turns into.

What impact do events like the NBAs have on business in South Africa? Significant, as they are a great platform to showcase best practices for learning and improvement. They are also a great source of good news to share, which is a great way to motivate our employees and prospective employees.

What impact has winning this Award had on your organisation? It has contributed to an already strong positive brand as the best company to work for and a company that’s committed to diversity and transformation. It further inspires us to continue to strive to be the best in this category.

What does the future hold for Accenture? This is a significant measure of return on investment in diversity and it’s an honour to be recognised as the best in this area in South Africa. It further emphasises that Accenture is on track with respect to its diversity agenda and legacy. It further enhances the role the company plays in driving the outcomes needed at a macro level.

What do you think set you apart from the competition for this Award? We take the widest possible definition of diversity and the nature of our diversity initiatives reflect this. We view diversity holistically and thus address all facets that systemically impact the strategic objectives for diversity. We have unmatched insights and research to demonstrate our expertise across all industries and business functions. In all our actions, we seek practical innovation —insights that can actually be implemented to make a difference in the value and performance of our clients’ businesses. We apply innovation pragmatically, guided by our unmatched experience, to help clients become high-performance businesses.

We want to continue to grow from strength to strength. Our mission is to help our clients become high-performance institutions.

This mission is complimented by our vision, which is to become one of the world’s leading companies, bringing innovations to improve the way the world works and lives. Is it possible and doable? Absolutely! We can attribute this possibility through our track record both locally and globally. We have the best people, and we also know how to mobilise the right people, at the right time and place, aligning them with the ultimate goal of assisting clients to become high-performance businesses.

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I N T E R V I E W / U LW A Z I G R O U P / S E C U R I T Y

Bongani Mabizela U LW A Z I G R O U P I S D E D I C AT E D T O P R O V I D I N G C O S T E F F E C T I V E , P R O F E S S I O N A L S E R V I C E S A N D S O L U T I O N S T O A L L O U R VA L U E D C L I E N T S

GIVE A BRIEF HISTORY OF THE COMPANY AND YOUR CURRENT PRODUCTS AND MARKETS? This is the vision of a young man who grew up in a rural village in Hammarsdale, then Mpumalanga Township in KwaZulu-Natal province. Despite many obstacles faced, he followed his dream, held his eyes on the goal and achieved the respect and admiration of his peers. Mr Bongani Mabizela is a qualified Civil Engineer who teamed up with his wife and business partner Ms Cindy Mabizela in 2006 to set up Ulwazi Development Projects, a civil engineering consulting firm. He had spent just over a decade in government and the private sector amassing experience to enable him to venture out on his own. Ms. Cindy Mabizela is a qualified teacher. After launching Ulwazi Development Projects, they set up several other businesses – Ulwazi Protection Services, Ulwazi Sports Management, Ulwazi Transport & Logistics, Ulwazi Events Management, Cindy’s Kitchen, Nondumiso Cleaning & Horticultural Services and Ulwazi Vehicle International, with an annual turnover of around R110 million. Ulwazi Group currently operates in seven provinces in our country; KwaZulu-Natal, Gauteng, Free State, Northern Cape, North West, Limpopo and Mpumalanga. AS A THOUGHT LEADER AND INNOVATION CHAMPION, WHAT STRATEGY WOULD YOU ADOPT TO DIFFERENTIATE YOUR CURRENT POSITION IN THE MARKET? Our current position in the market is that of a giant in waiting, meaning that we will be assuming our rightful position as the main role player within the next five years. Our vision is to be listed on the JSE one day. WHAT HAVE YOU DONE TO IMPROVE PRODUCTIVITY, PERFORMANCE AND SUSTAINABILITY IN THE ORGANISATION? What makes the Ulwazi Group so special are our employees. We have a range of people from different cultures working for us, but this mixture is like a great coffee-blend. The diversity is amazing and we all get along so well. Quarterly, we stage Staff events like spit braai’s or tenpin bowling session, where we can intermingle on a more casual level. This encourages teambuilding and better understanding amongst everyone. On Fridays, we wear Jeans and our corporate T-shirts. WHAT HAS BEEN THE LATEST DEVELOPMENT IN THE COMPANY TO DATE AND WHAT DO YOU PLAN FOR THE FUTURE?

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It has always been my vision to embark and grow our business in Africa and this dream is happening now. I was privileged to visit the Democratic Republic of Congo recently with a Presidential delegation and I was very pleasantly surprised on the opportunities in that country which we are busy pursuing now. We have already sent an Ulwazi Delegation to the Congo on a factfinding mission and I am very excited about the outcome of this. ARE YOU INVOLVED IN ANY SOCIAL DEVELOPMENT PROGRAMMES? Our Corporate Social Development programme is very near to my heart. This is our “plough-back” opportunity to the community. Last year we staged the inaugural Ulwazi/Hammarsdale Festival – an area in KwaZulu-Natal where I was born and raised. This was a three day Festival comprising of a Beauty Pageant where we crowned Mr and Miss Hammarsdale. The main prize was R100 000 per winner towards their studies. There was also a Hammarsdale Soccer Festival where the game of soccer was promoted and on the Sunday morning we staged the Ulwazi Half Marathon. The highlight of the three-day long event was when the 22 semi-finalists accompanied Ulwazi Group staff members and visited six previously-disadvantaged homes. We provided groceries to the value of R5000 per household and just showed support and love to the families. WHAT STRATEGIES IS THE COMPANY INCORPORATING AT PRESENT AND HOW WELL HAS IT WORKED TO SEGMENT YOUR COMPANY FROM SIMILAR OPERATIONS? Our main focus recently has been penetrating the private sector business opportunities, without leaving government business opportunities. Our services offering has been packaged in a manner that will set us way ahead of our competitors. Our website and company marketing material has continuously been upgraded to ensure a fresh and vibrant brand Ulwazi Group. HOW DO YOU THINK YOUR LEADERSHIP HAS IMPACTED ON YOUR PEERS AND THE INDUSTRY IN GENERAL? In 2012, I was a semi-finalist for the prestigious Boss Of The Year competition. I was fortunate in 2013 to be the recipient of Businessman Of The Year 2013 at the BBQ Awards held on the 25 October 2013. Ulwazi Group won the Best Employer 2013 Award. This has not only impacted on my life, but that of my peers and young people who are still living in the same village as myself. This has proven to them that it does not matter what humble beginnings you come from or what your background is, you can achieve the goals you’ve set out in life with hard work and determination.

WHAT CORE PRACTICES, SYSTEMS AND STRATEGIES FOR SUCCESS CAN YOU SHARE WITH US? “In order to live like a King, you must work like a slave”. Hard work pays off. Stay passionate and focused on what you love and do it as if it’s the last time. DOES YOUR COMPANY HAVE A DEVELOPMENT PROGRAMME THAT DEVELOPS MOULDS AND STRENGTHENS THIS KIND OF TALENT? We have the Ulwazi Excellence Awards whereby employees who give excellent service to clients are rewarded. Here nominees are nominated by their peers according to strict criteria. Our staff are rewarded for going the extra mile and performing over and above their stipulated duties. At the end of the year, they are rewarded for their efforts at our Ulwazi Group Year End Banquet.

AS THE CEO, WHAT IS YOUR CURRENT 3-YEAR BUSINESS PLAN TO SUSTAIN YOUR COMPANY TO MAINTAIN SHAREHOLDER INVESTOR CONFIDENCE? Identify new markets for our business Invest in our staff through training and development. Creation of Ulwazi Group brand awareness nationally and internationally. CAN YOU DETAIL ONE KIND OF SUCCESS THAT INNOVATIVE THOUGHT LEADERSHIP IN YOUR COMPANY HAS BROUGHT ABOUT?

WHAT KEY OR IMPORTANT INNOVATIONS DO YOU HAVE IN MIND OR PLAN FOR THE FUTURE? Ulwazi Group has created a signature event for the eThekwini Municipality called the Durban International African Hertitage Festival. This event will be launched in September 2014 in Durban, by hosting Miss Africa Diaspora. WHAT PRACTICES DO YOU IMPLEMENT DURING BUSINESS CONFLICT SITUATIONS AND ARE THEY SUCCESSFUL? Our HR Department has created policies and procedures for conflict resolution and staff grievances. The process is in line with ISO9001 and currently works perfectly

Physical address: Head Office - Midrand (Gauteng) Corporate Park South 22 Reedbuck Crescent Emerald Park 2, Block 3 Randjespark 1683

Contact details: Telephone: +27(0) 11 314 8511 /8950/8507/4055 Fax: +27(0) 11 314-8508 / +27(0) 86 602 8396 Email: info@ulwazigroup.co.za Website: www.ulwazigroup.co.za U H G SHARE number : Tel: +27(0) 86 022 2288

“I believe innovation is crucial in an everadvancing technological world. ” WHAT IS THE BEST ADVICE YOU HAVE EVER RECEIVED? To fear God is the beginning of wisdom. Honour God in all that you do. Be principled and never compromise your integrity and character.

The introduction of ISO9001 accreditation process has propelled our company/brand to be amongst the best internationally. FLAT MANAGEMENT STRUCTURES SEEM TO BE BECOMING MORE POPULAR. HOW DOES THIS WORK AT YOUR ORGANISATION, AND WHAT ARE THE ADVANTAGES? Our company has always had the flat management structure. It creates easy access by junior personnel to senior management and allows them to be innovative and creative in their duties. Also decision making is made easier and faster, which increases productivity levels and efficiency.

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MAZARS SOUTH AFRICA

Mazars is an international, integrated and independent global partnership. With more than 13 500 staff in 72 countries, spanning 5 continents, the Mazars group is structured to deliver first class professional services with true international application. At Mazars we service a broad range of both public and private companies, non-profit organisations, public sector entities and individuals. Our footprint in South Africa currently includes 12 offices, 79 directors and more than 900 talented staff that deliver world class Audit, Tax and Advisory services.

registered auditor – a firm of chartered accountants(sa)

AUDIT • TAX • ADVISORY

dps_297x420mm_repro.indd All Pages

Detailed information available on www.mazars.co.za

Contact your nearest Mazars office on 0861 MAZARS

OUR WIDE RANGE OF SERVICES Transaction services

Business Rescue services

§§Due diligence and transactional support §§Mergers and Acquisitions §§Valuations and fair and reasonable opinions §§Restructuring and capital raising §§Listings and IPOs §§Broad-Based Black Economic Empowerment (B-BBEE) verification and consulting §§Financial modelling and capital raising

§§Business rescue viability assessments §§Comparison of business rescue vs liquidation §§Acceptance of appointment as business rescue practitioner §§Management or turnaround specialists

Governance, risk and control services §§Internal audit outsourcing and support §§Risk and performance management outsourcing and support §§Governance and Audit Committee advisory §§Analysis and optimisation of internal control systems §§Independent quality assurance reviews §§Human rights, ethics and social compliance

FINANCIAL AUDIT

TRANSACTION SERVICES

CREATION OF ADDED VALUE

Assurance §§Statutory and voluntary audits of financial statements §§Reviews §§Special audits §§Expert opinions §§Information, Communication and Technology Advisory (ICTA)

Tax advice §§Corporate tax and restructuring §§Indirect tax and international tax §§Trust and estate planning §§Partnerships and individuals §§Public Benefit Organisations (PBOs)

ACCOUNTING AND FINANCIAL SUPPORT SERVICES

Accounting and financial support services §§Annual and monthly accounting support §§Completion of statutory returns – VAT, PAYE, income tax §§Preparation of annual financial statements §§Emergency accounting work §§Training and development of client’s staff

Outsourcing §§Wills, trusts and estates §§Remuneration management or payroll services §§Employee benefits §§Company secretarial services §§Financial services §§Retirement fund administration §§Learning and development §§Information, Communication and Technology Advisory (ICTA)

Forensic services §§Business intelligence (individual and corporate) §§Fraud risk assessment and prevention programmes including hotline services §§Fraud awareness training §§Data mining and analysis §§Fraud investigation, litigation support and dispute resolution

RISK MANAGEMENT AND INTERNAL CONTROL

TAXATION

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BUSINESS AND GOVERNMENT MUST WORK TOGETHER CONNIE SEPTEMBER, MINISTER OF HUMAN SETTLEMENTS

I wish to congratulate everyone who has been nominated in the various categories; recognition at this level is an important means of showing confidence not only for the business sector but for Brand South Africa.

bank mortgage. This is but one of the many ways in which we can form partnerships in order to expedite housing delivery in our country. We do have examples where business has, as the saying goes, come to the party.

As we approach the 20th year of democracy in our country we look back on the strides we have made as a nation. Yes, some of the time we have faltered but the general consensus remains that we have much to celebrate.

Recently Lonmin donated 50 hectares of land to the Provincial North West Department of Human Settlements and the Municipality of Rustenburg. On this land, the government will be able to build a different mix of housing opportunities not only for miners, but for the greater community of Rustenburg. This is exactly what we mean by effective partnership in the delivery of human settlements.

The consensus is also that business, like government, still has a bigger role to play in our country’s development. As Minister of Human Settlements, I know that our department is heavily reliant on the private sector to assist in delivering on our mandate.Ladies and gentlemen, I am therefore pleased that this ceremony brings together the public and private sector. It is in spaces such as these where collaborations must start that can deal with the challenges facing us as a nation. As the Minister of Human Settlements, my first question would probably be, “how are you assisting your employees in becoming homeowners?”.I would admit that the reason for the slow uptake of assistance programmes is that, as government, we are often weak at communicating very crucial information to our communities. It is here where you, as business can assist. Through your HR functions, you can assist us in giving this information to employees. One of these programmes is the Finance-Linked Individual Subsidy Programme (FLISP). Through FLISP, an equitable contribution can be made by government and employers for employees who are earning too much to qualify for government subsidised houses, but too little to qualify for a

A major challenge we face is the issue of unemployment, especially of young people. Young people need an opportunity to gain work experience and it is to the private sector that government is looking to be creative in absorbing large groups of unemployed matriculants and graduates. We have a plan for our country that will take us to 2030. I wish to appeal to you to embrace this comprehensive plan that will assist in creating the type of country we wish for those that must still follow. Ladies and gentlemen, government values the contribution you are making towards creating a better South Africa and a better Africa. We thank you for being our ambassadors to the world. I thank you all. Connie September, Minister of Human SettlementsKeynote address at the 11th National Business Awards.

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RESEARCH CRITERIA METICULOUS RESEARCH

Topco Media has teamed up with Morne Oosthuizen from the UCT Development Policy Research Unit to ensure that the research criteria that determine which of South Africa’s companies are Top Performing are effective and accurate. When considering what makes a Top Performing Company, we at Topco Media rank firms by allocating a specific weighting to key metrics that measure performance. The key measures and weightings applied are appropriate for our requirements, especially because it is done in a transparent and consistent manner. In order to be considered a Top Performing Company, firms must meet the following criteria:

ANNUAL TURNOVER OF R100-MILLION OR MORE

This is an important criterion but we understand that a large turnover alone does not necessarily indicate if a company is Top Performing. Therefore we also include profit and performancerelated measures in our research.

GROWTH

The growth of a company is generally measured on a year-on-year basis. However, due to the global economy still being in recovery after the severe recession that hit in 2009, we measure

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average growth over a specified period of time. Companies will be judged based on their growth rates in comparison to the average growth of their sectors.

SECTOR LEADER

This criterion is measured purely in terms of peer consensus, with companies being asked to identify their main competitors and what their strengths are. Being identified as a major player in sector by a competitor is an important metric for a company because a competitor’s opinion will not be rose-tinted.

QUALITY OF OPERATION

This section is measured purely on two sets of accreditations, namely the quality management (ISO 9001) and health and safety accreditations. Social economic development (SED) Being a Top Performing company is not just about growth, size, or profits, it is also about what a company is able to give back to the community. SED is measured on what portion of the company’s profits is used for projects that provide a service or product to the less fortunate, without seeking profit in return. It is important for the projects to have a real impact, so companies that can demonstrate the effectiveness of an SED programme will receive strong marks in this category.

TRIPLE BOTTOM LINE

This category is based on the principle that performance can be measured by the combination of three spheres, namely people, profit, and planet.

PEOPLE • Health and safety regulations • SED • Training relative to wage bill • Policies

PROFIT • Annual turnover • Rate of growth • Profit growth • Market leader • Industry awards

PLANET • Environmental impact assessment • Environment-specific SED

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

Topco Media proudly presents South Africa’s Top Performing Companies for the year 2013 - 2014. These companies passed our strict research criteria, and the companies that have chosen to feature themselves are highlighted below in grey.

Primary

Merafe Resources Limited

(011) 783 4780

Chemicals - Advanced Materials

Resources

Metorex Limited

(011) 215 4000

Ampaglas Plastic Group

(011) 398 8000

Mining

Murray & Roberts Cementation (Pty) Ltd

(011) 201 5000

Element Six Production (Pty) Ltd

(011) 812 9000

Palabora Mining Company Limited

(015) 780 2911

Fima Films SA (Pty) Ltd

(011) 761 7500

Richards Bay Minerals (Pty) Ltd

(035) 901 3111

Nampak

(011) 249 5200

Robor Baldwins (Pty) Ltd

(011) 929 5000

Safripol (Pty) Ltd

(011) 575 4549

Baldwins (a division of Robot (Pty) Ltd)

(011) 929 5000

Synthomer (Pty) Ltd

(031) 480 8100

Samancor Chrome Limited

(011) 245 1000

TWP Consulting (Pty) Ltd

(011) 218 3000

Coal ARM Coal (Pty) Ltd

(011) 575 4363

Ford Motor Company of Southern Africa (PTY) LTD

(013) 665 7000

Delmas Coal (Pty) Ltd

(011) 317 1700

Keaton Energy Holdings Limited

(011) 447 5109

Optimum Coal Holdings Limited

(011) 781 8996

Orica Mining Services (Pty) Ltd

(035) 904 4911

African Rainbow Minerals Limited

Richards Bay Coal Terminal Propretary Limited

(011) 610 1111

Sasol Mining (Pty) Ltd

(011) 656 1303

Chemicals - Speciality a.b.e. Construction Chemicals Limited

(011) 917 2520

AECI Limited

(011) 806 8700

(011) 779 1300

Afrox

(011) 490 0400

Anglo American South Africa Limited

(011) 683 9111

Efekto

(011) 392 5641

BHP Billiton South Africa (Pty) Ltd

(011) 376 9111

BASF South Africa (Pty) Ltd

(011) 203 2400

Exxaro Resources Limited

(012) 307 5000

Buckman Laboratories (Pty) Ltd

(031) 736 8800

Makoya Supply Chain Holdings (Pty) Ltd

(012) 940 8244

ChemSpec

(032) 541 8600

General Mining

Sentula Mining Limited

(011) 684 2764

Sumo Coal (Pty) Ltd

(011) 945 2721

Mmakau Mining (Pty) Ltd

(011) 268 6780

Croda SA (Pty) Ltd

(011) 397 2380

Wescoal Holdings Limitedz

(011) 945 2721

Petmin Limited

(011) 706 1644

Dow Southern Africa (Pty) Ltd

(011) 575 0808

Siyanda Resources (Pty) Ltd

(011) 832 2543

Du Pont De Nemours South Africa (Pty) Ltd

(011) 218 8600

Henkel South Africa (Pty) Ltd

(011) 617 2400

Oil & Gas

NCP Chlorchem (Pty) Ltd

(011) 921 3111

Oil & Gas - Integrated

NCS Resins (Pty) Ltd

(031) 713 0600

Gold Mining AngloGold Ashanti Limited

(011) 637 6000

DRD Gold Limited

(010) 001 4930

First Uranium Corporation Gold Fields Limited

Afric Oil (Pty) Ltd

(011) 784 5583

Nulandis

(011) 823 8000

(011) 830 0390

BP Southern Africa (Pty) Ltd

(011) 488 5111

Protea Chemicals

(011) 824 2020

(011) 562 9700

C & N Petroleum Equipment (Pty) Ltd

(011) 397 8416

Sasol Chemical Industries Ltd

(011) 441 3746

Calulo Investments (Pty) Ltd

(011) 996 0600

Sasol Gas Limited

(011) 889 9000

Central Energy Fund (CEF)

(011) 201 4700

Sasol Limited

(011) 441 3111

Chevron South Africa (Pty) Ltd

(021) 403 7911

Stoncor Africa (Pty) Ltd

(011) 254 5500

Süd Chemie SA (Pty) Ltd

(011) 929 5800

Great Basin Gold Limited

(011) 301 1800

Harmony Gold Mining Company Limited

(011) 411 2000

Rand Refinery Limited

(011) 418 9000

Egoli Gas (Pty) Ltd

(011) 356 5000

Simmer & Jack Mines Limited

(011) 830 0390

Engen Petroleum Limited

(021) 403 4911

JIC Mining Services

(011) 564 9400

KZN Oils (Pty) Ltd

(031) 570 0550

Building & Construction Materials

Masana Petroleum Solutions (Pty) Ltd

(011) 544 6300

Builders Merchants

PetroSA (Pty) Ltd

(021) 929 3000

Cashbuild South Africa (Pty) Ltd

(011) 248 1500

Reatile Gaz (Pty) Ltd

(011) 514 0587

Afrikano Hardware CC

(011) 839 2333

SACOIL Holdings Limited

(011) 575 7232

Wurth South Africa (Pty) Ltd

(011) 281 1000

Shell South Africa (Pty) Ltd

(011) 996 7000

Fusion Guarantees

(011) 867 5000

Total South Africa (Pty) Ltd

(011) 778 2000

Transnet Pipelines

(031) 361 1456

Tullow South Africa (Pty) Ltd

(021) 400 7600

Platinum Anglo Platinum Limited

(011) 373 6111

Aquarius Platinum (South Africa) (Pty) Ltd

(011) 656 1140

Impala Platinum Holdings Limited

(011) 371 9000

Lonmin PLC

(011) 516 1300

Northam Platinum Limited

(011) 759 6000

Mining Finance Pallinghurst Resources Limited

(021) 886 7294

Alexkor Limited

(027) 831 8300

De Beers Consolidated Mines Limited

(011) 374 7000

Ekapa Mining (Pty) Ltd

Afrimat Limited

(021) 917 8840

AfriSam (South Africa) (Pty) Ltd

(011) 670 5500

Alternative Energy

AG Industries Limited (AGI)

(011) 607 4500

Alternative Fuels

AGI Aluminium (Pty) Ltd

(011) 724 6000

Allens Meshco (Pty) Ltd

(021) 905 1205

Ash Resources (Pty) Ltd

(011) 886 6200

Atlas Copco SA (Pty) Ltd

(011) 821 9000

Austro Group Limited

(011) 222 8300

Brikor Limited

(011) 739 9000

Buildmax Limited

(012) 685 0440

Ceramic Industries Limited

(016) 930 3600

Cobra Watertech (Pty) Ltd

(011) 951 5000

Corobrik (Pty) Ltd

(031) 560 3111

Rentech

SACOIL Holdings Limited

(011) 437 4444

(011) 575 7232

Secondary Segment Listing

Diamond

(053) 831 2672

Rockwell Diamonds Incorporated

(011) 484 0830

Trans Hex Group Limited

(021) 937 2000

Building & Construction Materials

Basic Industries Chemicals Chemicals - Commodities Air Liquide (Pty) Ltd

(011) 389 7000

Air Products South Africa (Pty) Ltd

(011) 570 5000

Industrial Urethanes

(011) 922 1900

Dawn Kitchen Fittings

(011) 444 9120

Bayer (Pty) Ltd

(011) 921 5911

Dekro Paints (Pty) Ltd

(021) 903 3131 (011) 323 0000

Easigas (Pty) Ltd

(011) 389 7700

Distribution and Warehousing Network (DAWN) Limited

Assmang Limited

(011) 779 1000

Fluor SA (Pty) Ltd

(011) 233 3400

DPI Plastics (Pty) Ltd

(011) 345 5600

Assore Limited

(011) 770 6800

Hosaf (Pty) Ltd)

(031) 450 4100

Erbacon Investment Holdings Limited

(031) 569 2866

ICI Dulux (Pty) Ltd

(011) 861 1000

Everite Building Products

(011) 439 4400

Kansai Plascon (Pty) Ltd

(011) 549 8000

Hardware Warehouse Limited

(043) 783 3000

Omnia Group (Pty) Ltd

(011) 709 8888

Honeywell Automation and Control Solutions SA (Pty) Ltd

(011) 695 8000

Prominent Paints (Pty) Ltd

(011) 389 4600

Iliad Africa Limited

(011) 847 7300

Servochem (Pty) Ltd

(011) 823 5341

Infrasors Holdings Limited

(011) 234 0109

Spanjaard Limited

(011) 386 7100

Kaydav Group Limited

(021) 704 7060

Other Mineral Extractors & Mines

Aveng Manufacturing

(011) 876 5000

Cape Precious Metals (Pty) Ltd

(021) 551 2066

Foskor (Pty) Ltd

(011) 347 0600

Glencore Operations South Africa (Pty) Ltd

(011) 459 2300

Kumba Iron Ore Limited

(012) 683 7000

Top Performing 14th Edition

145

Lafarge Industries South Africa (Pty) Ltd

(011) 257 3100

Motheo Construction Group (Pty) Ltd

(011) 789 8440

Forestry & Paper

Lubbe Construction (Pty) Ltd

(011) 825 1886

Murray & Roberts Holdings Limited

(011) 456 6200

Forestry

Masonite (Africa) Limited

(031) 534 1700

NMC (Pty) Ltd

(021) 551 2640

Builders Warehouse, Builders Express, Builders Trade Depot

(011) 797 0400

Protech Khuthele Holdings Limited

(011) 301 5599

Racec Group Limited

(021) 531 7540

Rainbow Construction Cape (Pty) Ltd

(021) 761 8628

Raubex Group Limited

(015) 406 2000

Refraline (Pty) Ltd

(011) 392 0700

Ruwacon (Pty) Ltd

(051) 403 0400

SA French Limited

(011) 822 8782

SMEC (Pty) Ltd

(012) 481 3800

Stefanutti Stocks Holdings Limited

(011) 571 4300

The Power Group of Companies

(021) 907 1300

Trencon Construction (Pty) Ltd

(011) 974 4464 (011) 281 6000

Meshcape Industries (Pty) Ltd

(011) 609 1120

Much Asphalt (Pty) Ltd

(021) 900 4400

Peri Formwork Scaffolding Engineering (Pty) Ltd

(021) 880 7777

PG Bison Limited

(011) 897 5200

PG Group (Pty) Ltd

(011) 417 5800

Pretoria P ortland Cement Company Limited (PPC)

(011) 386 9000

Rocla (Pty) Ltd

(011) 670 7600

Safintra Cape (Pty) Ltd

(021) 981 3130

Saint Gobain Construction Products South Africa (Pty) Ltd

(011) 345 5300

Cape Sawmills (Pty) Ltd

(021) 808 7442

Komatiland Forests (Pty) Ltd

(086) 172 3265

Reatile Timrite (Pty) Ltd

(011) 475 1600

York Timbers Holdings Limited

(013) 764 9200

Paper Mondi Limited

(011) 994 5400

Sappi Limited

(011) 407 8111

Sappi Manufacturing (Pty) Ltd

(011) 407 8111

Steel & Other Metals Non-Ferrous Metals

Silica Quartz (Pty) Ltd

(013) 665 7900

Trollope Mining Services 2000 (Pty) Ltd

BHP Billiton Aluminium SA Limited

(011) 376 9111

Minova RSA

(011) 923 1900

Umso Construction

(011) 318 6123

Copalcor (Pty) Ltd

(011) 821 0700

Top Fix Scaffolding (Pty) Ltd

(012) 345 5053

Umzali Civils (Pty) Ltd

(021) 881 3152

Hillside Aluminium Limited

(035) 908 8111

Uni-Span (Pty) Ltd

(011) 462 8965

Waco Africa (Pty) Ltd

(011) 842 4000

Hulamin Operations (Pty) Ltd

(033) 395 6911

Wahl Industries (Pty) Ltd

(011) 474 0220

WBHO Construction (Pty) Ltd

(011) 321 7200

Insimbi Refractory & Alloy Supplies Limited

(011) 902 6930

Weir Warman Africa (Pty) Ltd

(011) 617 0700

WK Construction (Pty) Ltd

(011) 206 2000

Robor (Pty) Ltd

(011) 971 1600

WG Wearne Limited

(011) 459 4500

South African Mint Company (Pty) Ltd

(012) 677 2777

Rocco

(011) 444 9120

Wispeco (Pty) Ltd

(011) 389 0000

Other Manufacturing

House Building SEA Kay Holdings Limited

Other Manufacturing

(016) 422 2066

3M South Africa (Pty) Ltd

(011) 806 2000

Academy Brushware (Pty) Ltd

(011) 873 1266

AEL Mining Services Ltd

Heavy Construction Adenco Construction (Pty) Ltd

(021) 905 5707

AEL Mining Services (Pty) Ltd

(011) 606 0000

Aster International South Africa (Pty) Ltd

(011) 581 9400

Aveng Grinaker-LTA

(011) 578 6000

B & W Instrumentation and Electrical Limited

Afcom African Romance AMC Classic (Pty) Ltd

(011) 606 0000 (011) 627 7000 (011) 384 5600 (021) 763 5400

Iron & Steel Alert Steel (Pty) Ltd

(012) 800 0000

ArcelorMittal South Africa Limited

(016) 889 9111

Aveng Steeledale

(011) 864 8100

Aveng Trident Steel (Pty) Ltd

(011) 861 7111

Aveng Trident Steel (Pty) Ltd

(011) 861 7111

Bohler Uddeholm Africa (Pty) Ltd

(011) 571 2300

Beier Albany & Company (Pty) Ltd

(031) 710 0400

(011) 907 1663

Beka (Pty) Ltd

(011) 238 0000

BSI Steel Limited

(033) 846 2222

(021) 905 2545

Bic South Africa (Pty) Ltd

(011) 474 0181

Cape Gate (Pty) Ltd

(016) 980 2121

Basil Read (Pty) Ltd

(011) 418 6300

Bidvest Afcom (Pty) Ltd

(011) 627 7000

Cape Town Iron and Steel Works

(021) 903 2141

Belela Group (Pty) Ltd

(012) 345 1466

Bucyrus Africa (Pty) Ltd

(013) 246 1852

Clotan Steel (Pty) Ltd

(016) 986 8000

Bombela Concession Company (Pty) Ltd

(011) 997 8000

Columbus Stainless (Pty) Ltd

(013) 247 9111

Chuene Business Enterprises (Pty) Ltd (CBE)

(011) 312 3717

Evraz Highveld Steel & Vanadium Limited

(013) 690 9911

Concor Holdings (Pty) Ltd

(011) 495 2222

George Stott and Company (Pty) Ltd

(011) 474 9150

Cosira International (SA) (Pty) Ltd

(011) 817 6600

MacSteel Service Centres SA (Pty) Ltd

(011) 871 0000

Criterion Equipment (Pty) Ltd

(011) 907 9700

Edwin Construction (Pty) Ltd

(011) 524 7000

ELB Group Limited

(011) 306 0700

Empyreal Construction (Pty) Ltd

(086) 143 6264

Enza Construction (Pty) Ltd

Baseline Civil Contractors (Pty) Ltd

Chet Industries Limited Colas South Africa (Pty) Ltd Columbit (Pty) Ltd

(011) 970 3720 (021) 531 6406 (021) 593 3161

Crown National (Pty) Ltd

(011) 201 9000

Eveready (Pty) Ltd

(041) 401 2500

O-Line Holdings Limited

(011) 978 3700

Franke Kitchen Systems (Pty) Ltd

(031) 450 6300

Scaw South Africa (Pty) Ltd

(011) 842 9000

GEA Aircooled Systems (Pty) Ltd

(011) 861 1500

Steeledale Meshz

(011) 401 6300

Inmins Trading (Pty) Ltd

(011) 345 9800

VR Laser Services (Pty) Ltd

(011) 306 8000

(011) 803 7000

Kwikot (Pty) Ltd

(011) 914 2300

Esor Franki (Pty) Ltd

(011) 822 3906

Lion Match Products (Pty) Ltd

(031) 308 1711

Esor Franki Limited

(011) 822 3906

Macadams International (Pty) Ltd

(021) 907 1000

EXR Construction (Pty) Ltd

(031) 539 9100

Marley Pipe Systems (Pty) Ltd

(011) 739 8600

Fikile Construction (Pty) Ltd

(012) 664 1910

Maxam Dantex South Africa (Pty) Ltd

(011) 831 1300

G. Liviero & Son (Pty) Ltd - Building Division

(011) 466 2644

Metso Minerals SA (Pty) Ltd

(011) 961 4000

General lndsustries Aerospace & Defence Aerospace Aerosud Holdings (Pty) Ltd

(012) 662 5000

Denel Aviation

(011) 927 9111

(011) 466 2644

Palfinger Southern Africa (Pty) Ltd

(011) 608 3670

G4 Civils (Pty) Ltd

(011) 396 1793

Petzetakis Africa (Pty) Ltd

(012) 541 1080

Group Five Limited

(011) 806 0222

Plastic Industries (Pty) Ltd

(011) 873 9991

Defence

Hare & Lidell Construction (Pty) Ltd

(021) 531 0913

Pretoria Metal Pressings

(012) 318 1911

(011) 266 7600

(015) 293 1221

Process Automation (Pty) Ltd

(011) 462 0222

Advanced Technologies & Engineering Company (Pty) Ltd

Hillary Construction (Pty) Ltd

(011) 237 3000

Prowalco (Pty) Ltd

(011) 617 6000

Armaments Corporation of South Africa (ARMSCOR)

(012) 428 1911

Hilti South Africa (Pty) Ltd Imbani Projects (Pty) Ltd

(011) 487 3200

Sondor Industries (Pty) Ltd

(021) 959 5900

BAE Land Systems South Africa (Pty) Ltd

(011) 747 3300

Strand Group Holdings Limited

(031) 538 8700

Denel (SOC) Limited

(012) 671 2700

USABCO (Pty) Ltd

(021) 917 2000

Denel Land Systems

(012) 620 9111

Laingsdale Engineering (Pty) Ltd

(021) 508 9400

Rheinmettal Denel Munition (Pty) Ltd

(021) 850 2911

G. Liviero & Son (Pty) Ltd - Plant Division

JT Ross (Pty) Ltd

(031) 372 9700

Liviero Civils (Pty) Ltd

(011) 466 2644

Martin & East (Pty) Ltd

(021) 761 3474

Welfit Oddy (Pty) Ltd

(041) 404 6600

Mazor Group Limited

(021) 556 1555

Zodiac Pool Care South Africa (Pty) Ltd

(011) 237 3900

146

Top Performing 14th Edition

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

SAAB Avitronics

(012) 672 6000

Samsung Electronics South Africa (Pty) Ltd

(011) 549 1500

Liquid Automation Systems (Pty) Ltd

(011) 397 3780

Thales Defence Systems (Pty) Ltd

(011) 313 9000

Set Point Group Limited

(011) 923 7000

Master Drilling Group Limited

(018) 771 8100

Sony South Africa (Pty) Ltd

(011) 690 3200

Multotech Process Equipment (Pty) Ltd

(011) 923 6000

UTC Fire and Security Africa

(021) 506 6000

Osborn Engineered Products SA (Pty) Ltd

(011) 820 7600

Otis (Pty) Ltd

(011) 878 6000

Reutech Solutions

(011) 652 5555

SA Five Group (Pty) Ltd

(021) 905 4110

Schindler Lifts (SA) (Pty) Ltd

(011) 681 8888

SEW Eurodrive (Pty) Ltd

(011) 248 7000

Diversified Industrials Diversified Industrials Argent Industrial Limited

(031) 584 7702

Barloworld Limited

(011) 445 1000

Eqstra Holdings Limited

(011) 458 7555

Imperial Holdings Limited

Engineering & Machinery Commercial Vehicles & Trucks 600 SA Holdings (Pty) Ltd

(011) 394 6005

(011) 372 6500

Babcock Equipment

(011) 601 1000

Sulzer Pumps South Africa (Pty) Ltd

(011) 820 6000

KAP Industrial Holdings Limited

(021) 808 0900

Bird Machines (Pty) Ltd

(013) 758 1307

West Rand Engineering (Pty) Ltd

(011) 952 9800

Southey Group (Pty) Ltd

(031) 533 0700

BLC Plant Company (Pty) Ltd

(011) 555 2000

The Bidvest Group Limited

(011) 772 8700

Isuzu Trucks South Africa (Pty) Ltd

(011) 550 0300

Iveco South Africa (Pty) Ltd

(011) 205 3700

Electronic & Electrical Equipment Electrical Equipment

John Deere (Pty) Ltd

(011) 437 2600

Komatsu Southern Africa (Pty) Ltd

(011) 923 1000

Rovic & Leers (Pty) Ltd

(021) 907 1700

UD Trucks Southern Africa (Pty) Ltd

(012) 564 9500

Consulting Engineers Aecom South Africa (Pty) Ltd

(012) 421 3500

Africa Geo Environmental Services Group

(018) 297 6588

AOS Consulting Engineering (Pty) Ltd

(011) 805 5414

Arup (Pty) Ltd

(011) 218 7600

Aurecon South Africa (Pty) Ltd

(021) 526 9400

Babcock Africa (Pty) Ltd

(011) 601 1000

Bigen Africa Services (Pty) Ltd

(012) 842 8700

Bosch Projects

(031) 535 6000

Gibb Engineering & Science (Pty) Ltd

(011) 519 4600

Golder Associates Africa (Pty) Ltd

(011) 254 4800

Aberdare Cables (Pty) Ltd

(011) 396 8000

Altech UEC (Pty) Ltd

(031) 508 2800

ARB Holdings Limited

(031) 910 0200

CBI Electric: Aberdare ATC Telecom Cables (Pty) Ltd

(012) 381 1400

CBI: African Cables

(016) 430 6000

Barloworld Equipment

(011) 929 0000

CBI-Electric

(011) 928 2000

Dura Solentanche Bachy

(011) 226 8400

Colcab (Pty) Ltd

(021) 907 2800

Enviroware Construction (Pty) Ltd

(011) 315 1332

Hatch Goba (Pty) Ltd

(011) 239 5300

Control Instruments Group Limited

(000) 116 2500

Haw & Inglis (Pty) Ltd

(021) 976 1110

HHO Africa

(021) 425 2870

Delta EMD Limited

(013) 759 3500

Hitachi Power Africa (Pty) Ltd

(011) 260 4300

IngĂŠrop South Africa (Pty) Ltd

(011) 808 3000

Kairos Industrial Holdings Limited

(012) 342 1980

Jeffares & Green (Pty) Ltd

(011) 807 0660

Kentz (Pty) Ltd

(011) 203 9600

Kantey & Templer (Pty) Ltd

(021) 405 9600

Manhattan Corporation (Pty) Ltd

(011) 748 8800

Khuthele Projects (Pty) Ltd

(012) 430 3223

MBH Energy (Pty) Ltd

(011) 445 2306

Knight Piesold Consulting (Pty) Ltd

(011) 806 7111

Edison Power Electrical (Pty) Ltd

(031) 534 1300

Ellies Holdings Limited

(011) 490 3800

Engineering Contractors

Malesela Taihan Electric Cable (Pty) Ltd

(016) 450 8200

Mandlakazi Electrical Technologies (Pty) Ltd

(013) 755 2257

Rare Holdings

(011) 906 8000

Kwezi V3 Engineers (Pty) Ltd

(021) 912 3000

Savcio Holdings (Pty) Ltd

(011) 615 6002

Shaft Sinkers (Pty) Ltd

(011) 445 4300

Mott MacDonald PDNA

(011) 566 8300

Schneider Electric SA (Pty) Ltd

(011) 254 6400

Tenova Pyromet (Pty) Ltd

(011) 480 2000

PD Naidoo & Associates Consulting Engineers (Pty) Ltd

(011) 566 8300

South Ocean Electrical Wire Company (Pty) Ltd

(011) 864 1606

Read, Swartman & Voigt (Pty) Ltd

(011) 373 8200

Tedelex Trading (Pty) Ltd

(011) 490 9334

Royal Haskoning DHV SEA

(011) 798 6000

Tractionel Enterprise

(011) 768 7373

SRK Consulting South Africa (Pty) Ltd

(011) 441 1111

Zest Electric Motors (Pty) Ltd

(011) 723 6000

Stefanutti Stocks Civils (Pty) Ltd

(011) 571 4300

Stemele Bosch Africa (Pty) Ltd

(031) 535 6000

Tenova Mining & Minerals (Pty) Ltd

(011) 899 9000

Thuthuka Group Limited

(086) 184 8848

UWP Consulting (Pty) Ltd

(011) 709 8420

Worley Parsons TWP (Pty) Ltd

(011) 356 7300

WSP Group Africa (Pty) Ltd

(011) 361 1300

Electronic Equipment ABB South Africa (Pty) Ltd

(010) 202 5000

ACTOM (Pty) Ltd

(011) 820 5111

Ansys Limited

(012) 346 3141

Oce SA

(011) 661 9555

Bytes People Solutions (Pty) Ltd

(011) 928 9111

Conlog (Pty) Ltd

(031) 268 1111

Dartcom (Pty) Ltd

(012) 345 7530

Falcon Electronics (Pty) Ltd

(011) 630 1000

Gree Products

(011) 545 0700

Itec Group SA (Pty) Ltd

(011) 236 2000

Jasco Electronics Holdings Limited

(011) 266 1500

Jasco Trading (Pty) Ltd

(011) 266 1500

Nashua Kopano (Pty) Ltd

(011) 232 8600

Kyocera Mita South Africa (Pty) Ltd

(011) 540 2600

LG Electronics SA (Pty) Ltd

(011) 323 8000

Nashua Limited

(011) 232 8000

Pansolutions Holding Limited

(011) 313 1400

Philips South Africa (Pty) Ltd

(011) 471 5000

Power Technologies (Pty) Ltd (Powertech)

(011) 706 7184

Powertech IST

(012) 426 7200

Reutech Radar Systems

(021) 880 1150

Ricoh South Africa (Pty) Ltd

(011) 723 5000

Saab Grintek Technologies (Pty) Ltd

(012) 672 8300

Engineering Fabricators Federal Mogul Friction Products (Pty) Ltd

(031) 913 3500

Genrec Engineering (Pty) Ltd

(011) 876 2300

Insulated Structures 1989 (Pty) Ltd

(011) 462 2130

John Thompson (a division of Actom (Pty) Ltd

(021) 959 8400

MTU South Africa (Pty) Ltd

(021) 529 5760

Salchain (Division of Baughan (Pty) Ltd

(011) 873 6666

Nustart Holdings

(011) 824 2183

Unique Hydra (Pty) Ltd

(021) 534 3600

Van Reenen Steel (Pty) Ltd

(011) 864 7630

Cyclical Consumer Goods

Engineering - General A.P.E Pumps (Pty) Ltd

(011) 824 2770

Hytec

(011) 975 9700

Alpret Control Specialists

(011) 249 6700

ASSA Abloy SA (Pty) Ltd

(011) 761 5000

Aveng E+PC Engineering

(010) 205 1000

DCD-Dorbyl Marine (Pty) Ltd

(021) 486 2400

Demag Cranes & Components (Pty) Ltd

(011) 898 3500

Dupleix Liquid Meters Limited (DLM)

(011) 457 0500

Elgin Engineering

(031) 274 0038

Hellermann Tyton (Pty) Ltd

(011) 879 6600

Howden Africa Holdings Limited

(011) 240 4000

Hudaco Industries Limited

(011) 345 8200

Hyflo SA (Pty) Ltd

(021) 514 3000

Hytec Holdings (Pty) Ltd

(011) 979 4630

Joy Global

(011) 406 6100

Kaytech Engineered Fabrics Kone Elevators SA (Pty) Ltd

Automotive & Parts Automobiles Accordian Investments (Pty) Ltd

(011) 398 9000

Associated Motor Holdings (Pty) Ltd

(011) 398 9100

Associated Motor Holdings (Pty) Ltd

(011) 398 9100

BMW South Africa (Pty) Ltd

(012) 522 3000

Fiat & Chrysler South Africa (Pty) Ltd

(010) 252 5000

Ford Motor Company of Southern Africa (Pty) Ltd

(012) 842 2911

General Motors South Africa (Pty) Ltd

(041) 403 9111

Honda SA (Pty) Ltd

(011) 847 9400

Hyundai Automotive South Africa (Pty) Ltd

(010) 248 8000

Jaguar Land Rover South Africa (Pty) Ltd

(012) 450 4000

Man Truck and Bus SA (Pty) Ltd

(011) 928 6800

Mercedes-Benz South Africa (Pty) Ltd

(012) 677 1500

Nissan South Africa (Pty) Ltd

(012) 529 6000

Rolls Royce Motor Cars Sandton (Pty) Ltd

(011) 301 7000

(031) 717 2300

Toyota South Africa Motors (Pty) Ltd

(011) 809 9111

(011) 997 4000

Volkswagen of SA (Pty) Ltd

(041) 994 4111

Top Performing 14th Edition

147

Auto Parts

Rex Trueform Clothing Company Limited

(021) 460 9400

Soft Drinks

Alfred Teves Brake Systems (Pty) Ltd

(011) 898 1800

Seardel Apparel (Pty) Ltd

(021) 505 5000

Amalgamated Beverage Industries

(011) 676 9500

Auto Industrial Spartan (Pty) Ltd

(011) 394 1616

Seardel Investment Corporation Limited

(021) 505 5261

Appletiser SA (Pty) Ltd

(011) 263 9250

Autozone

(011) 620 2700

Trubok (Pty) Ltd

(011) 321 6500

Coca-Cola SA (Pty) Ltd

(011) 644 0666

Behr South Africa (Pty) Ltd

(031) 719 7600

United Frams Footwear

(011) 332 1500

Pioneer Foods Consumer Brand

(021) 807 0000

Bibby Turboflex SA (Pty) Ltd

(011) 918 4270

Zhauns Group of Companies

(021) 447 3665

Shoreline Beverages CC

(031) 914 8400

Bosal Afrika (Pty) Ltd

(012) 391 1000

D&A Power Products (Pty) Ltd

(011) 828 0370

Furnishings & Floor Coverings

DD Power (Pty) Ltd

(011) 923 0600

Alpine Lounge

(021) 951 7150

Farming

Donaldson Filtration Systems (Pty) Ltd

(021) 530 2900

Belgotex Floor Coverings (Pty) Ltd

(033) 897 7500

Afgri Operations Limited

(012) 643 8000

Faurecia Emission Control Technologies Cape Town (Pty) Ltd

(021) 710 0341

CN Business Furniture

(011) 345 1500

Agricol (Pty) Ltd

(021) 981 1126

Coricraft Group (Pty) Ltd

(021) 505 6640

Betko Fresh Produce CC

(028) 840 2313

Crossley Holdings (Pty) Ltd

(031) 910 6500

Country Bird Holdings Limited

(011) 447 6044

Floorworx

(043) 701 5800

County Fair Foods

(021) 505 8000

Seating (Pty) Ltd

(011) 474 1393

Crookes Brothers Limited

(039) 978 3850

Simmons SA (Pty) Ltd

(032) 437 5700

Denny Mushrooms (Pty) Ltd

(011) 707 7500

Steinhoff Africa Holdings (Pty) Ltd

(011) 445 3000

Heidel Eggs

(013) 751 3897

Steinhoff International Holdings Limited

(011) 445 3000

Earlybird Farm

(011) 206 0600

Weylandts (Pty) Ltd

(021) 914 1440

Eggbert Eggs (Pty) Ltd

(087) 940 2025

GWK Limited

(053) 298 8200

Kaap Agri Bedryf Limited

(022) 482 8000

KLK Landbou Beperk

(054) 337 6289

Meadow Feeds Clearwater

(011) 991 6000

Meadow Feeds Paarl

(021) 807 8700

NTK Limpopo Agric (Pty) Limited

(014) 719 9211

NWK Ltd (Beperk)

(018) 633 1000

Overberg Agri Limited

(028) 214 3800

OVK Operations Ltd

(051) 923 4500

Rainbow Chicken Limited

(031) 242 8500

Senwes Limited

(018) 464 7800

SSK Sentraal-Suid Kooperasie Beperk

(028) 514 8600

Suidwes Investments Limited

(018) 581 1000

Tuinroete Agri Limited

(044) 601 1200

Villiersdorp Kooperasie Beperk

(028) 840 1120

Vrystaat Corporation Limited (VKB)

(058) 863 8111

GB Bearings (Pty) Ltd

(031) 792 5900

Glasfit Holdings (Pty) Ltd

(011) 607 3000

KZN Propshaft & Gearbox Centre CC

(031) 701 8078

Lumotech (Pty) Ltd

(041) 995 3111

Metair Investments Limited

(011) 646 3011

Orion Engineered Carbons

(041) 402 4100

Robert Bosch (Pty) Ltd

(012) 381 3300

TFM Industries (Pty) Ltd

(011) 316 4161

Valeo Systems SA (Pty) Ltd

(041) 995 3111

Tyres & Rubber Apollo Tyres South Africa (Pty) Ltd Bridgestone SA (Pty) Ltd

(031) 242 1111 (011) 932 7500

Continental Tyre South Africa (Pty) Ltd

(041) 406 5111

Leader Rubber Company South Africa (Pty) Ltd

(011) 473 8200

Max T Solutions (Pty) Ltd

(011) 387 2000

Michelin Tyre Company SA (Pty) Ltd

(011) 579 0300

Pirelli Tyre (Pty) Ltd

(012) 665 5676

Tiger Wheel & Tyre

(058) 303 1410

TrenTyre South Africa (Pty) Ltd

(011) 345 6700

Vehicle Distribution AAD Truck and Bus (Pty) Ltd

(011) 697 4700

Boundless Trade 154 (Pty) Ltd

(012) 653 8945

Eastvaal Motors (Pty) Ltd

(013) 693 8200

Fosters Motor Group Limited

(011) 945 1104

Hillcrest Toyota (Pty) Ltd

(031) 765 5140 (011) 457 0200

McCarthy Limited

(031) 268 9200

Mekor Motors Sandton (Pty) Ltd

(011) 540 3000

Peugeot Citroen South Africa (Pty) Ltd

Household Appliances & Consumer Electronics Carrol Boyes (Pty) Ltd

(021) 424 8263

Defy Appliances (Pty) Ltd

(031) 460 9711

Electrolux South Africa (Pty) Ltd

(021) 681 7500

Hendler & Hart (Pty) Ltd

(011) 898 6300

Home of Living Brands (Pty) Ltd

(011) 267 3317

Homechoice (Pty) Ltd

(021) 680 1000

Nu-World Holdings Limited

(011) 321 2111

Whirlpool South Africa (Pty) Ltd

(0860) 884 401

Leisure Equipment Prima Toys & Leisure Trading (Pty) Ltd

(021) 818 2000

Other Textiles & Leather Goods (021) 505 8600

Auto Bavaria Midrand (Pty) Ltd

Kia Motors SA (Pty) Ltd

Food Producers & Procesors

Alnet (Pty) Ltd

(021) 530 2400

BKB Limited

(021) 818 2000

Colibri Towelling (Pty) Ltd

(021) 818 2000

Dano Textiles (Pty) Ltd

(021) 818 2000

Ninian & Lester (Pty) Ltd

(021) 818 2000

Sheraton Textiles Holdings (Pty) Ltd

(021) 818 2000

SRS Industex Beltings (Pty) Ltd

(021) 818 2000

Stucken & Company (Pty) Ltd

(021) 818 2000

Da Gama Textiles

(021) 818 2000

(011) 879 7400

Renault South Africa (Pty) Ltd

(011) 607 7300

Salvage Management & Disposal (Pty) Ltd

(087) 285 0232

Thutha Motors CC

(021) 703 9174

Beverages

Viglietti Motors (Pty) Ltd

(021) 464 3560

Beverages - Brewers

Household Goods & Textiles Clothing & Footware

(021) 508 9600

Marpro Trawling

(021) 440 5600

Irvin & Johnson Limited

(021) 440 7800

Oceana Group Limited

(021) 410 1400

Pioneer Fishing (Pty) Ltd

(021) 421 5368

Premier Fishing SA (Pty) Ltd

(021) 419 0124

Sea Harvest Corporation Limited

(021) 468 7900

Food Processors Agrana Fruit South Africa

(021) 705 0210

Halewood International SA (Pty) Ltd

(011) 422 5880

Argo Industrial (Pty) Ltd

(011) 914 1700

The South African Breweries Limited

(011) 881 8111

Astral Foods Limited

(012) 677 5468

United National Breweries SA (Pty) Ltd

(011) 315 7337

AVI Limited

(011) 502 1300

Spring Valley Foods

(011) 571 7800

Bidfood Ingredients

(011) 201 9100

Brenner Mills

(031) 571 2400

Cape Herb & Spice Company (Pty) Ltd

(021) 701 5140

Chicory South Africa (Pty) Ltd

(046) 653 0048

Ciro Beverage Solutions (Pty) Ltd

(011) 287 6700

Clover SA (Pty) Ltd

(011) 471 1400

Dairy World (Pty) Ltd

(012) 327 0146

Dairybelle (Pty) Ltd

(012) 810 2700

Danone Clover (Pty) Ltd

(011) 471 1636

Donald Brown Group (Pty) Ltd

(021) 951 6501

Excellent Meat Corporation (Pty) Ltd

(021) 929 7300

Exim International (Pty) Ltd

(021) 511 4009

(021) 691 8930

Bolton Footwear (Pty) Ltd

(044) 620 2111

Beverages - Distillers & Vintners

Green Cross Manufacturers (Pty) Ltd

(021) 507 9700

Brandhouse Beverages (Pty) Ltd

(021) 442 7100

HI-TEC Sports Distributors (Pty) Ltd

(011 ) 516 5800

DGB (Pty) Ltd

(011) 653 1000

House of Monatic (Pty) Ltd

(021) 442 9400

Distell Limited

The Kit Group

(011) 538 0000

KWV Holdings Limited

Monviso Knitwear

(021) 505 3600

Namaqua Wines (Pty) Ltd

(027) 213 1080

MSA Africa (Pty) Ltd

(011) 610 2600

Orange River Cellars

(054) 337 8800

New Balance SA (Pty) Ltd

(021) 705 6224

Robertson Winery (Pty) Ltd

Nike South Africa (Pty) Ltd

(011) 256 0700

Stellenbosch Wineyards (Pty) Ltd

Puma Sports Distributors (Pty) Ltd

(021) 551 0832

Swartland Wynkelder (Pty) Ltd

(022) 482 1134

Reebok South Africa (Pty) Ltd

(031) 459 8800

Veenwouden Wines (Pty) Ltd

(021) 872 6806

Top Performing 14th Edition

Blue Continent Products (Pty) Ltd

Non-Cyclical Consumer Goods

Bibette Clothing Manufacturers (Pty) Ltd

148

Fishing

(021) 809 7000 (021) 807 3911

(023) 626 3059 (021) 881 3870

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

Fair Cape Dairies (Pty) Ltd

(021) 557 7600

Leisure Equipment

Fercon Foods (Pty) Ltd

(021) 551 9151

Prima Toys & Leisure Trading (Pty) Ltd

Foodcorp (Pty) Ltd

(011) 549 1030

FoodCorp Milling (Pty) Ltd

(011) 549 1030

Other Healthcare

General Mills South Africa (Pty) Ltd

(011) 608 0880

AfroCentric Investment Corporation Limited

(011) 671 4400

Gull Foods

(011) 549 1030

Lancet Laboratories (Pty) Ltd

(011) 358 0800

Illovo Sugar Limited

(031) 508 4300

Pharma Dynamics (Pty) Ltd

(021) 701 6080

Imana Foods SA (Pty) Ltd

(031) 719 0400

Qualsa Healthcare (Pty) Ltd

(021) 480 4633

Ina Paarman's Kitchen (Pty) Ltd

(021) 705 6440

Kellogg SA (Pty) Ltd

(011) 233 6600

Langeberg & Ashton Foods (Pty) Ltd

Abbott Laboratories SA (Pty) Ltd

(011) 858 2000

Adcock Ingram Limited

(011) 635 0000

Alcon Laboratories South Africa (Pty) Ltd

(011) 840 2300

Alpha Pharm Eastern Cape Holdings Limited (Alpha Pharmaceutical)

(041) 404 6800

Aspen Pharmacare Holdings Limited

(011) 239 6100

Astrazeneca Pharmaceuticals (Pty) Ltd

(011) 797 6000

B Braun Medical (Pty) Ltd

(010) 222 3000

Be-Tabs Pharmaceuticals (Pty) Ltd

(011) 495 0100

BioScience Brands Limited

(031) 581 7200

Packaging

Biotech Laboratories (Pty) Ltd

(011) 848 3050

(023) 675 2800

Packaging

Boehringer Ingelheim South Africa (Pty) Ltd

(011) 348 2400

McCain Foods South Africa (Pty) Ltd

(011) 856 6000

Afripack (Pty) Ltd

(031) 452 1300

Bristol-Myers Squibb (Pty) Ltd

(011) 808 5000

Mondelez South Africa (Pty) Ltd

(011) 253 4000

APL Cartons (Pty) Ltd

(023) 348 5000

Cipla Medpro South Africa Limited

(021) 914 0520

National Brands Limited

(011) 707 7000

Astrapak Limited

(011) 615 8116

Comed Health (Pty) Ltd

(012) 813 9400

Nedan (Pty) Ltd

(011) 285 2200

Bevcan (a division of Nampak Ltd)

(011) 519 7700

NestlĂŠ Purina Petcare (Pty) Ltd

(011) 514 6000

Dis-Chem Pharmacies (Pty) Ltd

(011) 589 2200

Bowler Metcalf (Pty) Ltd

(021) 704 2223

Nestle South Africa (Pty) Ltd

(011) 889 6000

Eli Lilly (SA) (Pty) Ltd

(011) 510 9300

Boxmore Plastic Closers (Pty) Ltd

(012) 657 8600

Oceana Brands Limited

(021) 415 8500

Fresenius Kabi South Africa (Pty) Ltd

(011) 545 0000

Parmalat SA (Pty) Ltd

(021) 809 1400

Ciba Packaging (Pty) Ltd

(021) 529 3800

Genop Healthcare (Pty) Ltd

(011) 545 9300

Pioneer Foods (Pty) Ltd

(021) 807 5100

Consol Glass (Pty) Ltd

(011) 874 0000

GlaxoSmithKline SA (Pty) Ltd

(021) 507 6100

Premier Foods (Pty) Ltd

(011) 565 4300

Corruseal Corrugated KZN (Pty) Ltd

(031) 910 9400

Gulf Drug Company (Pty) Ltd

(031) 538 8700

Gayatri Industries (Pty) Ltd

(011) 323 1900

Merck SA (Pty) Ltd

(011) 372 5000

Golden Era Group of Companies (Pty) Ltd

(011) 323 1900

Novartis South Africa (Pty) Ltd

(011) 929 9111

Golden Era Printers & Stationers (BOPS) (Pty) Ltd

(011) 323 1900

NTP Radioisotopes SOC Ltd

(012) 305 5115

Mondi Packaging South Africa (Pty) Ltd

(011) 994 5400

Pfizer Laboratories (Pty) Ltd

(011) 320 6000

Koogan Plastics

(011) 857 2564

Pharma Natura (Pty) Ltd

(011) 445 6000

Nampak Laminated & Coated Products (Pty) Ltd (L&CP)

(032) 439 3000

Pharmed Pharmaceuticals Limited

(031) 571 2800

Nampak Limited

(011) 719 6300

Durbell Pharmacies

(021) 979 1600

Ranbaxy SA (Pty) Ltd

(012) 643 2000

Reckitt-Benckiser South Africa (Pty) Ltd

(011) 871 1611

Roche Products (Pty) Ltd

(011) 928 8700

Sanofi-Aventis South Africa (Pty) Ltd

(011) 256 3700

SpecPharm Holdings (Pty) Ltd

(011) 652 0400

Ultimate Sports Nutrition (Pty) Ltd (USN)

(086) 111 1876

UPD (a division of New Clicks SA (Pty) Ltd)

(011) 470 1000

Vital Health Foods (Pty) Ltd

(021) 903 3151

Rhodes Food Group (Pty) Ltd

(021) 870 4000

Roelcor Meat (Pty) Ltd

(021) 851 2694

Rooibos Limited

(027) 482 2155

Anchor Yeast

(011) 248 8200

Sasko Bakeries

(021) 807 5100

Southern Oil Limited

(028) 514 3441

Sovereign Food Investments Limited

(041) 995 1700

The Blenders (Pty) Ltd

(031) 573 1028

Tiger Brands Limited

(011) 840 4000

Tongaat Hulett Limited

(032) 439 4000

TSB Sugar Holdings (Pty) Ltd

(013) 791 1000

Universal Industries Corporation Ltd

(011) 462 2130

Nampak Liquid

Agility Global Health Solutions (Pty) Ltd

(012) 673 8523

Allcare Administrators (Pty) Ltd

(011) 290 6200

Bankmed

(011) 713 7862

Bestmed Medical Scheme

(011) 472 6000

Bonitas Medical Fund

(011) 249 5200

Peninsula Beverage Company (Pty) Ltd

(021) 936 5500

Polyoak Packaging Group (Pty) Ltd

(021) 710 9200

Pride-Pak Packaging (Pty) Ltd

(011) 830 1607

Rheem South Africa (Pty) Ltd Safepak (Pty) Ltd

Health Maintenance Organisations

(021) 818 2000

(031) 910 6900 (021) 530 7300

Personal Care & Household Products Personal Products

Biotechnology

Amka Products (Pty) Ltd

(012) 674 0400

(011) 262 7060

Annique Health and Beauty (Pty) Ltd

(012) 345 9800

BSN Medical (Pty) Ltd

(031) 710 8111

Avon Justine South Africa (Pty) Ltd

(010) 205 5000

Clinix Health Group (Pty) Ltd

(011) 429 1000

Avroy Shlain (Pty) Ltd

(011) 655 3500

Fedhealth Medical Scheme

(011) 671 2000

Beiersdorf Consumer Products (Pty) Ltd

(031) 267 8500

HMI Health Corporation Limited

(012) 673 8600

Beige Holdings Limited

(011) 976 0900

Hosmed Medical Scheme

(011) 544 8000

Colgate-Palmolive (Pty) Ltd

(011) 898 2300

Life Esidimeni (Pty) Ltd

(011) 219 9000

Dermalogica South Africa (Pty) Ltd

(011) 268 0018

Medihelp Medical Scheme

(012) 334 2000

Elizabeth Arden SA (Pty) Ltd

(021) 936 5965

Medscheme Holdings (Pty) Ltd

(011) 671 2000

Estee Lauder Companies (Pty) Ltd

(011) 516 3000

Tertiary Services

Metropolitan Health

(021) 480 4511

HPC (a division of Tiger Brands Limited)

(011) 840 4000

Cyclical Services

Momentum Medical Scheme Administrators (Pty) Ltd

(031) 573 4000

Indigo Cosmetics (Pty) Ltd

(021) 507 8500

Hiring Supply

ProSano Medical Scheme

(021) 917 4440

Johnson & Johnson (Pty) Ltd

(021) 710 4111

Plant & Equipment Rental

Sechaba Medical Solutions (SMS)

(011) 353 0000

Kimberly-Clark South Africa (Pty) Ltd

(011) 456 5700

Qualiprod (Pty) Ltd

(086) 178 2547

The Careways Group (Pty) Ltd

(011) 847 4000

Lil-Lets SA (Pty) Ltd

(031) 279 9300

(011) 847 7300

L'Oreal South Africa Holdings (Pty) Ltd

(011) 286 0700

B-One Holdings (a division of ILiad Africa Trading (Pty) Ltd)

Procter & Gamble SA (Pty) Ltd

(011) 966 1300

Quality Products (Pty) Ltd

(031) 461 9500

Revlon South Africa (Pty) Ltd

(011) 971 0800

Unilever South Africa (Pty) Ltd

(031) 570 2911

Union Swiss (Pty) Ltd (Bio-oil)

(021) 424 4230

Hospital Management & Long-Term Care Community Investment Holdings (Pty) Ltd

(012) 348 4295

Life Healthcare Group Holdings Limited

(011) 219 9000

Medi-Clinic Southern Africa Limited

(021) 809 6500

Melomed Hospital Holdings Limited

(021) 699 0950

Netcare Limited

(011) 301 0000

Medical Equipment & Supplies

(011) 652 4000

Tobacco British American Tobacco SA (Pty) Ltd

(021) 888 3500

Materials Handling Jorpe (Pty) Ltd

(011) 425 1051

Electronics Equipment Rental Gearhouse SA (Pty) Ltd

(011) 216 3000

Media Film Service (Pty) Ltd

(021) 511 3300

Rentworks Africa (Pty) Ltd

(011) 549 9000

General Retailers

Household Products Bliss Brands (Pty) Ltd

The Scientific Group (Pty) Ltd

(011) 474 2626

Shopping Centres

Dinaledi Medical (Pty) Ltd

(011) 206 5950

Canal Walk Shopping Centre

(021) 529 9600

Litha Healthcare Group Limited

(011) 516 1700

Pharmaceuticals & Biotechnology

Eastgate Shopping Centre

(011) 479 6000

Marcus Medical (Pty) Ltd

(011) 314 0503

Pharmaceuticals

Gateway Theatre of Shopping

(031) 514 0500

Top Performing 14th Edition

149

Leisure, Entertainment & Hotels

Victoria & Alfred Waterfront

(021) 408 7500

Retailers - Soft Goods

Menlyn Park Shopping Centre

(012) 471 0600

Ackermans

(021) 900 1000

Gaming

Sandton City Shopping Centre

(011) 217 6000

African & Overseas Enterprises Limited

(021) 460 9400

Carnival City

(011) 898 7000

Dunns (Pty) Ltd

(011) 541 3000

Gold Reef City Casino

(011) 248 6800

Foschini Limited

(021) 938 1911

Emperors Palace

(011) 928 1000

Gidani (Pty) Ltd

(011) 564 0000

Gold Circle (Pty) Ltd

(031) 314 1500

Peermont Global (Pty) Ltd

(011) 267 9200

Phumelela Gaming & Leisure Limited

(011) 681 1500

Grandwest Casino & Entertainment World

(021) 505 7777

Tsogo Sun Holdings Limited

(011) 510 7700

Mykonos Casino

(022) 707 6000

Retailers eCommerce Glomail

(087) 160 0250

Levi Strauss South Africa (Pty) Ltd

(021) 403 9400

Homemark (Pty) Ltd

(011) 444 8800

Mr Price Group Limited

(031) 310 8000

Verimark (Pty) Ltd

(011) 699 8000

Pep

(021) 937 2300

The Platinum Group (Pty) Ltd

(021) 461 1207

Retailers - Hardlines

Truworths International Limited

Arthur Kaplan (Pty) Ltd

(011) 669 5600

Astore Africa (a division of Hudaco Trading (Pty) Ltd)

(011) 892 1714

Avery Dennison SA (Pty) Ltd

(011) 249 5700

AxizWorkgroup (Pty) Ltd

(011) 237 7000

Capi-lux South Africa (Pty) Ltd

(011) 390 2339

Charles Greig

(011) 325 4477

Chipkins Catering Supplies (Pty) Ltd

(031) 461-2222

CompAir South Africa (Pty) Ltd

(011) 345 2200

Comztek (Pty) Ltd

(011) 848 9000

Hulamin Building Systems

(021) 460 7911

Trade Import & Export Afrifresh Group (Pty) Ltd

(021) 763 7600

Broadway Sweets (Pty) Ltd

(011) 615 7120

Capespan Exports (Pty) Ltd

Home Entertainment Look & Listen Group (Pty) Ltd

(011) 587 7200

(021) 917 2600

Southern African Music Rights Organisation (SAMRO NPC)

(011) 712 8000

Connoisseur Electronics (Pty) Ltd

(011) 417 3000

Ster-Kinekor (a division of Primedia (Pty) Ltd)

(011) 445 7700

Geodis Wilson SA (Pty) Ltd

(011) 396 1830

Industrial Commodities Holdings (Pty) Ltd

(011) 880 5200

Hotels

Intercan Foods CC

(021) 552 3211

Protea Hospitality Group (Pty) Ltd

(021) 430 5000

(011) 608 2047

Irizar Southern Africa (Pty) Limited

(012) 661 1927

City Lodge Hotels Limited

(011) 557 2600

Ellerines Holdings Limited

(010) 201 2000

Mahindra & Mahindra South Africa (Pty) Ltd

(012) 661 3161

Sandton Hilton Hotel

(011) 322 1888

Emergent Office Solutions (Pty) Ltd

(011) 282 2500

MBT South Africa (Pty) Ltd

(011) 455 2889

Legacy Hotels and Resorts (Pty) Ltd

(011) 806 6800

Forms Media Independent Africa (Pty) Ltd

(011) 229 1300

Metal & Tool Trade (Pty) Ltd

(011) 570 1800

The Don Suite Hotels

(011) 709 1700

Grundfos SA (Pty) Ltd

(010) 248 6000

Nu-World Industries (Pty) Ltd

(011) 321 2111

Newmark Hotels (Pty) Ltd

(021) 430 3311

Hirsch Appliances

(031) 242 2600

Oreport (Pty) Ltd

(011) 233 7300

Sandton Sun Hotels (Pty) Ltd

(011) 780 5000

Bearing Man Group

(031) 576 6200

Pernod Ricard South Africa (Pty) Ltd

(021) 880 8800

Southern Sun Hotels (Pty) Ltd

(011) 510 7800

Connection Group (Pty) Ltd

(011) 258 8300

TATA Automobile Corporation SA (Pty) Ltd

(011) 255 9600

Sun International Management Limited

(011) 780 7000

Ingersoll-Rand Company SA (Pty) Ltd

(011) 565 8600

Xylem Water Solutions (Pty) Ltd

(011) 966 9300

Three Cities Management Limited

(031) 310 3333

Introstat (Pty) Ltd

(011) 723 7500

Italtile Limited

(011) 510 9050

Wholesale

Ithuba Valves & Industrial Supplies CC

(011) 864 2582

Advance Seed (Pty) Ltd

(011) 762 5261

Beachcomber Marketing (Pty) Ltd

(021) 850 5300

JDG Trading (Pty) Ltd

(011) 408 0408

Nizams

(012) 666 7509

Club Travel (Pty) Ltd

(021) 487 4300

Amway South Africa LLC

(021) 405 1700

BCD Travel

(011) 274 4000

ARB Electrical Wholesalers (Pty) Ltd

(031) 910 0200

rovos Rail Tours (Pty) Ltd

(011) 372 1700

Edward Snell & Co. Limited

(021) 506 2600

FCM Travel Solutions

(021) 525 2400

Flight Centre SA (Pty) Ltd

(086) 040 0727

Flywell Travel Agencies Cape (Pty) Ltd

(021) 761 5044

Flywell Travel PTA

(012) 374 2041

Harvey World Travel Southern Africa (Pty) Ltd

(011) 532 8050

HRG Rennies Travel (Pty) Ltd

(011) 407 2800

South African Travel Centre

(011) 616 7956

Sure Holdings Limited

(021) 410 5700

K Carrim Builders Hardware (Pty) Ltd Katlego Solutions (Pty) Ltd

(012) 323 3925 (011) 447 3930

Travel & Related Services

LA Group Limited

(021) 683 1786

FAHB Cash & Carry

(011) 493 8000

Lewis Group Limited

(021) 460 4400

Global Source (Pty) Ltd

(031) 207 4400

Lexmark International South Africa (Pty) Ltd

(011) 244 2777

Kromco (Pty) Ltd

(021) 850 6700

Matus (a divison of Brandcorp)

(011) 681 9440

Malls Tiles (Pty) Ltd

(031) 469 4224

Midmar Liquors Limited

(021) 949 4550

Melbro Holdings (Pty) Ltd

(021) 505 5500

National Dairy Equipment (Pty) Ltd

(011) 791 0630

Premier Group

(011) 466 2500

Netflorist (Pty) Ltd

(011) 287 8216

Premium Brand Distributors

(086) 116 4566

OK Furniture (a trading division of Shoprite Checkers (Pty) Ltd)

(011) 456 7000Â

Prime Fastener (Pty) Ltd

(021) 442 3200

Thebe Tourism Group (Pty) Ltd

(021) 551 0288

Yarona Cash & Carry

(011) 248 7700

Thompsons Travel

(011) 770 7555

U & G Fabrics

(031) 275 3100

Tourvest Holdings (Pty) Ltd

(011) 728 0540

Sovereign Steel (Pty) Ltd

(011) 392 1348

Tourvest Travel Services

(011) 790 0000

Starke Ayres (Pty) Ltd

(011) 748 3550

Travel with Flair (Pty) Ltd

(012) 424 3300

Uniglobe Travel Sub Saharan Africa (Pty) Ltd

(011) 444 8910

XL Astra Travel (Pty) Ltd

(051) 447 6352

Osram (Pty) Ltd Picardi Rebel Liquors

(011) 207 5600 (021) 469 3300

Plastomark (Pty) Ltd

(011) 706 4646

Ultra & Solly Kramers

(011) 486 1736

Saicom Pay Phones (Pty) Ltd

(021) 528 3460

Tasmyn General Enterprises (Pty) Ltd

(011) 673 7553

Watkins Valeur

(021) 532 2640

Thekweni Reinforcing (Pty) Ltd

(031) 507 1455

Tile Africa (a division of Norcros SA (Pty) Ltd)

(011) 206 0900

Tiletoria (Pty) Ltd

(021) 511 3125

Tuffy Brands (Pty) Ltd

(021) 385 1626

Voltex (Pty) Ltd

(011) 879 2000

Waltons (Pty) Ltd

(021) 442 2800

Broadline - Retailers Edcon (Pty) Ltd

(011) 495 6000

Heneck Sacks

(021) 505 5500

Woolworths Holdings Limited

(021) 407 9111

150

Top Performing 14th Edition

Universal Footwear & Trading Company (Pty) Ltd

(021) 510 4707

Distributors Beswick Office Products (Pty) Ltd

(011) 433 2686

Drager Safety

(011) 465 9959

CSE/Northmec

(011) 922 2000

Husqvarna South Africa (Pty) Ltd

Leisure Facilities Club Leisure Group (Pty) Ltd

(031) 717 7300

Artscape

(021) 410 9800

Cullinan Holdings Limited

(011) 770 7700

(033) 846 9700

uShaka Marine World

(031) 328 8000

Invicta Holdings Limited

(021) 929 4780

Forever Resorts South Africa (Pty) Ltd

(012) 423 5600

Kreepy Krauly

(011) 252 1019

Mangwanani Private African Day Spa

(012) 371 2100

Southern African Master Distributors (Pty) Ltd (SAMD)

(021) 788 2212

Planet Fitness Holdings (Pty) Ltd

(011) 327 1808

Fancourt Hotel & Country Club

(044) 804 0000

The Cold Chain (Pty) Ltd

(011) 216 3800

Rovos Rail Tours (Pty) Ltd

(012) 315 8242

Universal Music (Pty) Ltd

(011) 722 0500

Spier Winefarm (Pty) Ltd

(021) 809 1100

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

The Caledon Casino Hotel & Spa

(028) 214 5100

Eurocom (Pty) Ltd

(011) 215 7140

Feedem Pitseng (Pty) Ltd

(011) 439 2300

Virgin Active South Africa (Pty) Ltd

(021) 684 3000

Grey Group SA Limited

(011) 293 6200

RoyalMnandi Food Service Solutions (Pty) Ltd

(087) 803 3500

EXP Agency

(011) 549 5340

Sodexo Southern Africa (Pty) Ltd

(011) 803 6600

HDI Youth Marketeers

(011) 706 6016

Tsebo Holdings & Operations (Pty) Ltd

(011) 441 5300

JWT SA (Pty) Ltd

(011) 806 8000

Vulcan Catering Equipment (Pty) Ltd

(011) 249 8500

Leo Burnett Group (Pty) Ltd

(011) 519 1860

Magna Carta Public Relations (Pty) Ltd

(011) 784 2598

Facilities Management

Marc Group Limited

(011) 347 1300

Bosasa Operations (Pty) Ltd

(011) 662 6001

Media Direction OMD SA (Pty) Ltd

(011) 303 2000

Drake & Scull FM

(011) 577 8600

Media Edge CIA (Pty) Ltd

(011) 582 6000

Eskom Enterprises (Pty) Ltd

(011) 800 8111

Mercury Media

(011) 502 1000

(018) 389 1111

Mediacom South Africa

(011) 582 6600

Mmabatho Palms Hotel Casino & Convention Resort

MindShare South Africa (Gauteng) (Pty) Ltd

(011) 257 6300

Total Facility Management Company (Pty) Ltd

(012) 641 8000

Net#work BBDO (Pty) Ltd

(011) 912 0000

Wembley Group Holdings (Pty) Ltd

(021) 697 1430

Oasys Innovations (Pty) Ltd

(011) 210 2500

Ogilvy & Mather South Africa

(011) 709 6600

Outdoor Network

(031) 563 5966

Primedia @ Home (Pty) Ltd

(011) 789 2874

Primedia Outdoor (a division of Primedia (Pty) Ltd)

(011) 475 1419

Radmark (Pty) Ltd

(011) 253 7600

Saatchi & Saatchi (Pty) Ltd

(011) 548 6000

TBWA South Africa (Pty) Ltd

(011) 322 3200

The Agency for Advertising & Marketing (Pty) Ltd

(011) 235 3100

The Jupiter Drawing Room Cape Town (Pty) Ltd

(021) 442 7000

The MediaShop (Pty) Ltd

(011) 258 4000

Times Media Group Limited

(011) 280 3000

Wideopen Platform (Pty) Ltd

(011) 832 2800

Restaurants & Pubs Nando's

(011) 216 3300

Famous Brands Limited

(011) 315 3000

Cape Town Fish Market

(021) 556 7070

King Consolidated Food Services (Pty) Ltd

(011) 998 8167

McDonald's South Africa (Pty) Ltd

(011) 236 2300

Primi World (Pty) Ltd

(021) 433 1380

Spur Group (Pty) Ltd

(021) 555 5100

Tourism Bodies Cape Town Tourism

(021) 487 6800

Durban Tourism

(031) 322 4164

Eastern Cape Parks & Tourism Agency

(043) 742 4450

Gauteng Tourism Authority

(011) 085 2500

Johannesburg City Parks

(011) 712 6600

Kwa-Zulu Natal Tourism Authority

(031) 366 7500

Ezemvelo KZN Wildlife

(033) 845 1000

Limpopo Tourism & Parks

(015) 290 7300

Mpumalanga Tourism and Parks Agency (MTPA)

(013) 759 5300

Northern Cape Tourism Authority

(053) 832 2657

South African National Parks (SANParks)

(012) 426 5000

South African Tourism

(011) 895 3000

Sports Bodies Athletics South Africa

(011) 880 5800

Cricket South Africa

(011) 880 2810

Kaizer Chiefs (Pty) Ltd

(011) 941 1465

Premier Soccer League

(011) 715 2500

South African Rugby Union (SARU)

(021) 659 6728

Media & Photography Broadcasting Contractors Channel Africa

(011) 714 4541

5FM

(011) 714 2905

Africa on Air (Pty) Ltd

(011) 506 3947

East Coast Radio (Pty) Ltd

(031) 570 9495

Endemol South Africa (Pty) Ltd

(011) 799 2200

Good Hope FM

(021) 430 8276

Jacaranda FM (Pty) Ltd

(012) 673 9100

Kagiso Media Limited

(011) 034 9200

On Digital Media (Pty) Ltd

(011) 513 3121

Primedia Broadcasting (Pty) Ltd

(011) 506 3200

Sasani Africa (Pty) Ltd

(011) 719 4000

Sentech (SOC) Limited

(011) 691 7000

South African Broadcasting Corporation (SOC) Limited (SABC)

(011) 714 9111

Ukhozi FM

(031) 362 5111

Algoa FM

(041) 505 9497

Cable & Satelite Multichoice South Africa (Pty) Ltd

(011) 289 3000

Supersport International (Pty) Ltd

(011) 686 6000

Photography New Teltron (Pty) Ltd

(011) 251 0300

Publishing & Printing Associated Media Publishing

(021) 464 6200

BDFM Publishers (Pty) Ltd

(011) 280 3000

Bidpaper Plus (Pty) Ltd

(011) 706 6751

Burlington Dataprint (Pty) Ltd

(011) 493 7200

Caxton & CTP Publishers & Printers Limited

(011) 889 0600

Creda Communications (Pty) Ltd

(011) 880 4664

Comutanet (a division of Primedia (Pty) Ltd)

(011) 807 2111

Continental Outdoor Media (Pty) Ltd

(011) 514 1400

DDB South Africa (Pty) Ltd

(011) 267 2800

Draftfcb South Africa (Pty) Ltd

(011) 566 6000

Adams & Adams

(012) 432 6000

Bell Dewar Inc

(011) 710 6000

Bowman Gilfillan Incorporated

(011) 669 9000

Breytenbach Mavuso Inc (BM)

(058) 307 5300

Cliffe Dekker Hofmeyr Inc

(011) 290 7000

De Broglio Inc

(011 446 4200

Edward Nathan Sonnenbergs Inc (ENS)

(021) 410 2500

Garlicke & Bousfeld Inc

(031) 570 5323

Legal Aid South Africa

(011) 877 2000

Legal Wise

(011) 670 4500

Norton Rose Fulbright

(011) 685 8500

Routledge Modise Inc

(011) 286 6900

Shepstone & Wylie Attorneys

(031) 302 0111

Smith Tabata Buchanan Boyes Attorneys

(021) 406 9100

Spoor & Fisher

(012) 676 1111

Webber Wentzel

(011) 530 5000

Werksmans Incorporated

(011) 535 8000

White & Case LLP (Pty) Ltd

(011) 341 4000

Exhibition & Conference Facilities & Facilitators Gallagher Convention Centre (Pty) Ltd

(011) 266 3000

(021) 505 6100

Cape Town International Convention Centre Company (Pty) Ltd (CTICC)

(021) 410 5000

Ferroprint (Pty) Ltd

(031) 705 1739

Freedom Park

(012) 336 4000

Formeset Print (Pty) Ltd

(021) 507 9000

ICC Durban (Pty) Ltd

(031) 360 1000

Hirt & Carter (Pty) Ltd

(031) 203 3333

(011) 779 0000

Ince (Pty) Ltd

(011) 241 3000

Sandton Convention Centre (a division of Tsogo Sun Holdings Limited)

Independent Newspapers Cape (Pty) Ltd

(021) 488 4010

Interactive Africa (Pty) Ltd

(021) 465 9966

Juta & Company Limited

(021) 659 2300

LexisNexis (Pty) Ltd

(031) 268 3111

Fishwicks Printers

(031) 268 7300

Media 24 Limited

(021) 406 2121

Nasou Via Afrika (Pty) Ltd

(021) 406 2121

Naspers Limited

(021) 406 2121

New Holland Publishing South Africa (Pty) Ltd

(021) 462 4360

Paarl Media Group (Pty) Ltd

(021) 550 2500

Pearson Holdings South Africa (Pty) Ltd

(021) 532 6000

Primedia (Pty) Ltd

(011) 506 3000

Tandym Print (Pty) Ltd

(021) 505 4200

Trudon (Pty) Ltd

(011) 677 6000

Uniprint (a division of Times Media (Pty) Ltd)

(031) 560 2200

Media Agencies Alliance Media SA (Pty) Ltd

Law Services

Support Services Catering Services Air Chefs (Pty) Ltd Compass Group Southern Africa (Pty) Ltd

(011) 578 0900 (011) 209 2400

Management Consulting 3P Consulting (Pty) Ltd

(011) 587 4000

Accenture South Africa (Pty) Ltd

(011) 208 3000

Alexander Proudfoot (Pty) Ltd

(011) 582 1200

AllaboutXpert (Pty) Ltd

(011) 549 8600

Sephaku Management (Pty) Ltd (a division of Sephaku Holdings Ltd)

(012) 622 9400

Verification Agencies Muthelo - BEE

(086) 155 3311

Business Support Services Achievement Awards Group (Pty) Ltd

(021) 700 2300

Aegis BPO Holdings South Africa (Pty) Ltd

(011) 461 9100

Altech Netstar (Pty) Ltd

(011) 207 5000

Aucor Sandton (Pty) Ltd

(011) 237 4444

Automated Fuel Systems Group (Pty) Ltd

(011) 856 3600

Automotive Industry Development Centre (AIDC)

(012) 564 5300

BidAir Services (Pty) Ltd

(011) 383 9420

BIG Business Innovation Group (Pty) Ltd

(011) 231 1300

Top Performing 14th Edition

151

Debis Fleet Management

(012) 677 1500

Employment Agencies

The Protea Coin Group (Pty) Ltd

(012) 665 8000

Democratic Industrial Services (Pty) Ltd

(011) 796 7777

Adcorp Holdings Limited

(011) 244 5300

Tracker Network (Pty) Ltd

(011) 380 0300

Digicall Solutions (Pty) Ltd

(010) 211 5000

Armstrong Appointments CC

(031) 566 4257

Trellicor (Pty) Ltd

(031) 508 0800

Direct Channel Holdings (Pty) Ltd

(011) 399 6000

Ayanda Mbanga Communications (Pty) Ltd

(011) 548 6006

Durban Fresh Produce Market

(031) 311 5100

Capacity Outsourcing (a Division of Adcorp Fulfilment Services (Pty) Ltd)

(011) 456 9600

Empilweni Payout Services (Pty) Ltd

(013) 741 6500

Capital Outsourcing Group (Pty) Ltd

(031) 362 8300

EOH Infrastructure Technology (Pty) Ltd

(011) 545 6000

Cozens Recruitment Services (Pty) Ltd

(011) 442 4503

Eskom Enterprises (Pty) Ltd

(011) 800 8111

Ubuntu Recruitment & Outsourcing Specialists (Pty) Ltd

(011) 794 7928 (011) 217 0000

Federal Mogul Aftermarket South Africa (Pty) Ltd

(011) 630 3000

Global Telesales (Pty) Ltd

(021) 415 3550

DAV Professional Placement Group (a division of Adcorp Fulfillment Services (Pty) Ltd)

ImproChem (Pty) Ltd

(011) 971 0400

Drake Personnel South Africa (Pty) Ltd

(011) 883 6800

Indgro Outsourcing (Pty) Ltd

(016) 932 5636

Emmanuels Staffing Services (a division of Adcorp Staffing Solutions (Pty) Ltd)

(011) 384 4300

Innovation Group (Pty) Ltd

(011) 790 5200

Isilumko Staffing (Pty) Ltd

(021) 461 3609

Inter-Active Technologies (Pty) Ltd

(011) 375 3600

Kelly Group Limited

(011) 722 8000

IPSOS (Pty) Ltd

(011) 686 8400

Kelly Group Ltd

(011) 269 8759

IRCA Global (Pty) Ltd

(011) 285 4200

Landelahni Business Leaders (Pty) Ltd

(086) 011 5995

Joburg Market (Pty) Ltd

(011) 992 8000

M&S Projects (Pty) Ltd

(017) 638 0140

Marine Data Solutions (Pty) Ltd

(021) 386 8517

Manpower SA (Pty) Ltd

(086) 144 2222

Metrofile (Pty) Ltd

(011) 677 3000

Quest Staffing Solutions (a division of Adcorp Fulfilment Services (Pty) Ltd)

(011) 417 5931

Midway Two Holdings (Pty) Ltd

(011) 796 7777

Kelly professional Assignments

Minopex

(011) 234 7773

Morvest Business Group Limited

(011) 231 1300

NOSA

(010) 226 4000

OneLogix Group Limited

(011) 396 9040

Perishable Products Export Council Board

(021) 930 1134

RSA Market Agency

(011) 613 4391

Scoin Trading (Pty) Ltd

(011) 784 8551

Servest (Pty) Ltd

(011) 608 3377

SGS South Africa (Pty) Ltd

(011) 680 3466

Sharenet (Pty) Ltd

(021) 700 4800

Shoden Data Systems (Pty) Ltd

(011) 745 0100

Smollan Group SA (Pty) Ltd

(011) 640 8000

South African Institute for Chartered Accountants (SAICA)

(011) 621 6600

(011) 516 2300

Transman (Pty) Ltd

(011) 628 8300

Imperial Air Cargo (Pty) Ltd

(011) 974 9485

Mango Airlines (Pty) Ltd

(086) 101 0217

SA Airlink (Pty) Ltd

(011) 451 7300

SAFAIR Operations (Pty) Ltd

(011) 928 0000

Solenta Aviation (Pty) Ltd

(011) 707 4000

South African Airways (SAA)

(011) 978 1000

South African Civil Aviation Authority

(011) 545 1000

South African Express Airways (Pty) Ltd

(011) 978 5577

Virgin Atlantic Airways Ltd

(011) 340 3500

Environmental Control Collect-a-Can (Pty) Ltd

(011) 466 2939

Enviroserv Waste Management (Pty) Ltd

(011) 456 5660

Interwaste Holdings Limited Pikitup

(011) 792 9330 (011) 712 5200

The New Reclamation Group (Pty) Ltd

(011) 880 6410

The Waste Group (Pty) Ltd

(012) 562 0330

Car Hire

Contract Cleaners & Hygiene Services Steiner Hygiene (Pty) Ltd

(011) 923 9490

Teba Limited

(011) 353 6000

RoyalServe Cleaning (Pty) Ltd

(010) 223 3600

The Effectiveness Company

(011) 513 5300

Supercare Services Group (Pty) Ltd

(011) 709 8100

The Execution Company (Pty) Ltd

(011) 466 5038

The Fuel Logistics Group (Pty) Ltd

(011) 621 4300

The LR Management Group (Pty) Ltd

(087) 942 2003

The Nielsen Company (Pty) Ltd

(011) 495 3000

TMS Group Industrial Services

(011) 554 8600

Vumelana Advisory Fund (Pty) Ltd

(011) 612 2000

Vuza Group (Pty) Ltd

(033) 346 0671

Wisdom Keys Group (Pty) Ltd

(011) 463 7792

Education & Business Training South African ABET Development Agency (SAASA) ADvTECH Ltd

(015) 295 9670 (011) 676 8000

Security & Alarm Services ADT Security (Pty) Ltd

(011) 259 3501

Afri Guard (Pty) Ltd

(016) 365 5404

Afri-Guard (Pty) Ltd

(016) 365 5404

Chubb Security SA (Pty) Ltd

(011) 761 7000

Command Holdings Limited

(021) 511 5109

Command Security Services SA (Pty) Ltd

(021) 511 5109

Riskon Security Services

(011) 462 7930

C-Track South Africa (Pty) Ltd

(012) 450 2222

DigiCore Holdings Limited

(012) 450 2222

Enforce Security Services (Pty) Ltd

(031) 573 7600

Fidelity Security Group (Pty) Ltd

(011) 763 9000

G4S Secure Solutions SA (Pty) Ltd

(012) 431 3700

Hlanganani Protection Services (Pty) Ltd

(011) 309 7310

Kwazulu-Natal Security Services (Pty) Ltd

(031) 201 4011

Magnum Shield Security Services (Pty) Ltd

(011) 555 4949

Matrix Mix Telematics (Pty) Ltd

(011) 654 8090

Maxidor (Pty) Ltd

(011) 617 0300

Artisan Training Institute (ATI)

(011) 472 3443

Provicom Risk Solutions (Pty) Ltd

(011) 608 1744

Educor Holdings Limited

(031) 251 9300

S.A.T.

(017) 638 0614

Media Works

(011) 803 0575

Stallion Security (Pty) Ltd

(011) 533 8888

152

Top Performing 14th Edition

Airlines, Airports & Air Charter

(011) 921 0111

(021) 670 4700

(011) 557 5700

Transport

Execujet South Africa

(011) 519 8430

Uwin Iwin Incentives (Pty) Ltd

(012) 649 6000

(011) 532 0000

Rentokil Initial (Pty) Ltd

(011) 314 8511

(011) 977 5000

South African Post Office (SAPO)

The Workforce Holdings Limited

Bidvest Services (Pty) Ltd

Ulwazi Group

Ram Hand-to-Hand Couriers

(011) 390 1212

(021) 710 2081

(011) 214 1400

Post, Parcel & Courier

Comair Limited

(011) 808 6000

Turner & Townsend (Pty) Ltd

(011) 783 3450

(011) 269 8870

Syntell (Pty) Ltd

(012) 352 2398

(011) 236 4200

De Leeuw Group

(011) 723 1400

Storage Technology Services (Pty) Ltd (Stortech)

Tshwane Fresh Produce Market

(021) 448 2222

X-pert Group (Pty) Ltd

Cargolux Airlines International SA

(011) 796 0000

(011) 214 5200

(011) 790 1600

Filcon Projects (Pty) Ltd

(011) 961 0100

Prestige Cleaning Services (Pty) Ltd

Trafalgar Property Management (Pty) Ltd

(021) 462 6047

Boogertman & Partners (Pty) Ltd

Airports Company South Africa (ACSA)

(011) 815 6010

(021) 657 9500

Ariya Project Managers (Pty) Ltd

Air Traffic and Navigation Services Company Ltd

Springs Fresh Produce Market

TNS South Africa (Pty) Ltd

Professional Services

Amasondo Fleet Services (Pty) Ltd

(011) 458 7555

Avis Rent A Car (a division of Barloworld South Africa (Pty) Ltd)

(011) 923 3500

Budget Car and Van Rental (a division of McCarthy Ltd)

(011) 398 0000

First Car Rental

(031) 335 8400

Eqstra Fleet Management

(011) 458 7555

Europcar South Africa

(011) 479 4000

Tempest Car Hire (Pty) Ltd

(011) 552 3700

Hertz Car Hire

(021) 935 4800

Avis Fleet Services

(011) 552 9000

Rail, Road & Freight Access Freight International (Pty) Ltd

(031) 451 9200

Algoa Bus Company (Pty) Ltd

(041) 404 1200

Anderson Transport (Pty) Ltd

(021) 864 2222

Aramex South Africa (Pty) Ltd

(011) 457 3000

Automobile Association of South Africa

(011) 799 1000

Autopax Passenger Services (Pty) Ltd

(012) 315 4300

Bakwena Platinum Corridor Concessionaires (Pty) Ltd

(011) 519 0400

Bigfoot Express Freight (Pty) Ltd

(031) 700 8030

Buscor (Pty) Ltd

(013) 753 6000

Cargo Carriers Limited

(011) 485 8700

Cargocare Freight Services (Pty) Ltd

(011) 822 4111

Carrier Services (Pty) Ltd

(011) 234 3227

Clear Freight (Pty) Ltd

(011) 856 6600

Courierit SA (Pty) Ltd

(021) 555 6777

Crown Worldwide Movers (Pty) Ltd

(011) 444 2921

Crossroads Distribution (Pty) Ltd

(021) 590 3200

Skynet Worldwide Express and Logistic Solutions

(021) 912 6100

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

Dawn Wing (a division of DPD Laser Express Logistics (Pty) Ltd)

(011) 961 4700

Contract Forwarding

(011) 392 2002

Bloem Water

(051) 430 0800

DHL Global Forwarding SA (Pty) Ltd

(011) 928 0400

Dormac (Pty) Ltd (a division of Fouthey Holdings (Pty) Ltd)

(031) 274 1500

East Rand Water Care Company (ERWAT)

(011) 929 7000

DHL Worldwide Express

(011) 921 3600

Elgin Brown & Hamer (Pty) Ltd

(031) 205 6391

Johannesburg Water (Pty) Ltd

(011) 688 1400

Mhlathuze Water

(035) 902 1000

Rand Water

(011) 682 0911

Sedibeng Water

(056) 515 0200

Umgeni Water

(033) 342 1111

Veolia Water Solutions & Technologies South Africa

(011) 663 3600

Working for Water

(021) 411 2700

Digicore Fleet Management SA (Pty) Ltd Elliott International (Pty) Ltd Expeditors International SA (Pty) Ltd

(012) 450 2222 (011) 256 3000

Grindrod Limited Kuehne-Nagel (Pty) Ltd

(031) 304 1451 (011) 574 7000

(011) 976 7000

Mediterranean Shipping Company (Pty) Ltd

(031) 360 7000

Fleet Africa (Pty) Ltd

(011) 523 4300

Ocean Africa Container Lines (Pty) Ltd

(031) 302 7911

Forward Air and Sea (Pty) Ltd

(011) 392 5364

Rennies Ships Agency (Pty) Ltd

(031) 328 0401

Spicer Axle South Africa

(011) 928 7000

SA Bulk Terminals (Pty) Ltd

(031) 327 5000

Globeflight Worldwide Express SA (Pty) Ltd

(011) 922 2600

Bidvest Panalpina Logistics

(011) 922 9600

Golden Arrow Bus Services (Pty) Ltd

(021) 507 8800

Safmarine (Pty) Ltd

(021) 408 6911

Alternative Electricity

Greyhound Coach Lines (Pty) Ltd

(011) 249 8700

SA Express Lines (SAEL)

(011) 396 0300

Aggreko Energy Rental (Pty) Ltd

Haulcon

(011) 908 2350

Sebenza Forwarding & Shipping (Pty) Ltd

(011) 970 3631

Hellmann Worldwide Logistics (Pty) Ltd

(011) 928 7000

Smit Amandla Marine (Pty) Ltd

(021) 507 5777

Banks

Heneways Freight Services (Pty) Ltd

(011) 879 5400

Southern African Shipyards (Pty) Ltd

(312) 741 8000

Banks

HFR Schaefer Vervoer (Pty) Ltd

(011) 306 6000

Southern Wind Shipyards (Pty) Ltd

(021) 637 8043

ABSA Corporate and Business Bank (ACBB)

(011) 556 6000

Imperial Logistic Refrigerated Services Ltd

(021) 528 3200

Thrutainers International CC

(031) 460 4800

ABSA Group Limited

(011) 350 4000

Imperial Logistics (a division of Imperial Group (Pty) Ltd)

(011) 821 5500

Toll Global Forwarding SA (Pty) Ltd

(011) 565 2600

African Bank Investments Limited

(011) 256 9000

Imperial Managed Logistics

(021) 880 5200

Transnet National Ports Authority of SA

(011) 308 3000

Albaraka Bank Limited

(031) 366 2800

Imperial Retail Logistics (Pty) Ltd

(011) 842 3000

Transnet Port Terminals

(031) 308 8333

Capitec Bank Holdings Ltd

(021) 809 5900

Intercape Ferreira Mainliner (Pty) Ltd

(021) 380 4444

Trencor Limited

(021) 421 7310

China Construction Bank Corporation Johannesburg

(011) 520 9400

Kintetsu World Express South Africa (Pty) Ltd

(011) 573 5700

Development Bank of Southern Africa (DBSA)

(011) 313 3911

Kuehne + Nagel (Pty) Ltd

(011) 574 7000 (011) 898 6800

Food & Drug Retailers

(087) 311 2111

Lennings Rail Services (Pty) Ltd

First National Bank (a division of FirstRand Bank Limited)

Freight Dynamics & Container Services

(011) 330 6800

Food & Drug Retailers

FirstRand Limited

(011) 282 8063

Manica Africa (Pty) Ltd

(011) 417 5500

Busy Corner Meat Wholesalers (Pty) Ltd

Grindrod Bank Limited

(031) 333 6600

Megafreight Services (Pty) Ltd

(011) 971 1000

Daybreak Farms (Pty) Ltd

HBZ Bank Limited South Africa

(031) 267 4400

Micor (a division of Super Group Trading (Pty) Ltd)

(011) 928 3000

Fruit & Veg City Holdings (Pty) Ltd

(021) 532 5400

Land and Agricultural Development Bank of South Africa (Pty) Ltd (Land Bank)

(012) 686 0500

Nzenga Investments (Pty) Ltd

(011) 439 7300

Hoxies Foods (Pty) Ltd

(012) 319 0100

Land Bank

(012)686 0500

Passenger Rail Agency of South Africa (PRASA)

(011) 773 1600

Kirsch Pharma South Africa (Pty) Ltd

(011) 392 5171

Mercantile Bank Holdings Limited

(011) 302 0300

Pickfords Removals South Africa (Pty) Ltd

(021) 505 9000

Optipharm Healthcare (Pty) Ltd

(011) 251 9400

Nedbank Group Limited

(011) 294 4444

Premier Freight (Pty) Ltd

(011) 573 9000

Pick 'n Pay Stores Limited

(021) 658 1000

Societe Generale Johannesburg Branch

(011) 448 8800

Putco Limited

(011) 802 4300

Shoprite Holdings Limited

(021) 980 4000

South African Reserve Bank (SARB)

(012) 313 3911

Roadwing (Pty) Ltd

(011) 613 2270

Spar Group Limited

(031) 719 1900

Standard Chartered Bank Johannesburg Branch

(011) 217 6600

Rohlig Grindrod (Pty) Ltd

(011) 409 0300

The Standard Bank of South Africa Limited

(011) 636 9111

SA Roadlink Passenger Services (Pty) Ltd

(011) 994 9000

Telecommunications Services

U Bank

(011) 518 5000

Santova Logistics Limited

(031) 374 7000

Fixed Line Telecom Services

Savino Del Bene (South Africa) (Pty) Ltd

(011) 437 3000

Neotel (Pty) Ltd

(011) 585 0000

Schenker South Africa (Pty) Ltd

(011) 971 8400

Telkom SA SOC Limited

(012) 311 3911

SACD Freight

(021) 812 7223

Stuttaford Van Lines (Pty) Ltd

(021) 505 9000

Fedex

(011) 923 8103

Super Group Limited

(011) 523 4000

The Courier & Freight Group (Pty) Ltd

Non-Cyclical Services

(021) 703 6444 (013) 661 1036

Wireless Telecom Services

(011) 357 8900

Insurance Insurance Brokers ABSA Insurance & Financial Advisers (Pty) Ltd

(011) 350 4000

AON South Africa (Pty) Ltd

(011) 944 7000

Altech Alcom Radio Distributors (Pty) Ltd

(011) 807 7551

FNB Insurance

(086) 032 8328

Altech Autopage Cellular (Pty) Ltd

(011) 650 5111

Guardrisk Insurance Company Limited

(011) 669 1000

(011) 961 3000

Altech Fleetcal (Pty) Ltd

(012) 663 4440

Lion of Africa Insurance Company Limited

(011) 100 1900

The Laser Transport Group (Pty) Ltd

(021) 505 9000

Buongiorno South Africa (Pty) Ltd

(082) 232 7400

TNT Express Worldwide (South Africa) (Pty) Ltd

(086) 012 2441

Cell C (Pty) Ltd

(011) 324 4000

Tolcon Lehumo (Pty) Ltd

(011) 453 9422

Ericsson South Africa (Pty) Ltd

(011) 844 2000

Transnet Freight Rail

(011) 544 9584

MTN Group Limited

(011) 912 3000

Transnet Limited

(011) 308 3000

Nashua Mobile (Pty) Ltd

(011) 207 8000

Transnet Rail Engineering

(011) 308 3000

Plessey (Pty) Ltd

(011) 655 1700

Unitrans Holdings (Pty) Ltd

(011) 445 3000

Spectrum Communications (Pty) Ltd

(021) 551 5800

Unitrans Passenger (Pty) Ltd

(011) 249 8700

UPS SCS South Africa (Pty) Ltd

(011) 922 9200

UTI Sun Couriers

(012) 673 2000

Utilities

Value Group Limited

(011) 570 2000

Power & Water

WorldNet Logistics (Pty) Ltd

(011) 608 0100

Electricity Supply & Distribution

Xinergistix Management Services (Pty) Ltd

(021) 981 2100

City Power Johannesburg (Pty) Ltd

(011) 490 7000

Eskom Holdings Limited

(011) 800 8111

Suzlon Wind & Energy South Africa (Pty) Ltd

(011) 784 7768

Shipping & Ports

Vodacom Group Limited

Anchor Industries (Pty) Ltd

(021) 591 0525

Berry & Donaldson (Pty) Ltd

(021) 464 8000

Bidfreight Port Operations (Pty) Ltd

(031) 274 2400

Water

Ceva Logistics South Africa (Pty) Ltd

(011) 396 9400

Amatola Water Board

(011) 653 5000

Insurance - Non-Life AIG South Africa Limited

(011) 551 8000

Assupol Life

(012) 366 3700

Auto & General Insurance Company (Pty) Ltd

(011) 489 4000

Centriq Insurance Holdings Limited

(011) 268 6490

CIB Insurance Solutions (Pty) Ltd

(011) 455 5101

Credit Guarantee Insurance Corporation of Africa Limited

(011) 889 7000

Etana Insurance Company Limited

(011) 351 2500

Hollard Insurance Company (Pty) Ltd

(011) 351 5000

Indequity Group Limited

(011) 475 0816

Indequity Insurance Brokers (Pty) Ltd

(011) 675 0540

Indwe Risk Services (Pty) Ltd

(011) 912 7300

Lombard Insurance Company Limited

(011) 551 0600

March Africa (Pty) Ltd

(011) 060 7100

Miway Insurance Company

(011) 990 1000

(043) 707 3700

Top Performing 14th Edition

153

Motorite Insurance Administrators (Pty) Ltd

(011) 259 4800

Sakhumnotho Group Holdings (Pty) Ltd

(011) 793 1915

Rabie Property Group (Pty) Ltd

(021) 550 7000

Mutual & Federal Insurance Company Limited

(011) 374 9111

Sekunjalo Investments Limited

(021) 419 0124

Realcor Cape

(021) 859 8000

Outsurance Insurance Company Limited

(012) 673 3000

SHM Group of Companies (Pty) Ltd

(011) 880 7884

Redefine Properties Limited

(011) 283 0000

Regent Insurance Company Limited

(011) 879 5000

The Shanduka Group (Pty) Ltd

(011) 305 8900

RMS Corporate Solutions (Pty) Ltd

(011) 340 3333

Safrican Insurance Company Limited

(011) 778 8000

Thebe Investment Corporation (Pty) Ltd

(011) 447 7800

RPP Developments (Pty) Ltd

(011) 244 8000

Santam Limited

(021) 915 7000

Tiso Group (Pty) Ltd

(011) 549 2400

Sycom Property Fund Managers Limited

(021) 702 2745

Trustco Group International (Pty) Ltd

(011) 644 6500

Transpaco Limited

(011) 887 0430

Tau Pride Projects (Pty) Ltd

(018) 384 1810

Zurich Insurance Company South Africa Limited

(011) 370 9111

Winhold Limited

(011) 345 9800

Tongaat Hulett Developments (Pty) Ltd

(031) 560 1900

Zungu Investments Company (Pty) Ltd (ZICO)

(011) 217 3300

JHI

(011) 911 8000

Motlekar Holdings

(011) 253 8802

Transnet Property (a division of Transnet Limited)

(011) 308 3000

Vukile Property Fund Limited

(011) 288 1000

Re-Insurance Crawford and Company SA (Pty) Ltd

(011) 463 5900

Hannover Life Reassurance Group Africa (Pty) Ltd

(011) 481 6500

Hannover Reinsurance Group Africa (Pty) Ltd

(011) 481 6500

Munich Reinsurance Company of Africa Limited

(011) 242 2000

Accentuate Limited

(011) 406 4100

Property Agencies

Allied Technologies Limited (Altech)

(011) 715 9000

Vered Estates

(011) 341 1300

Broll Property Group (Pty) Ltd

(011) 441 4000

Sotheby's International

(011) 502 1900

Pam Golding Properties (Pty) Ltd

(021) 710 1700

RE-MAX of Southern Africa (Pty) Ltd

(021) 700 2000

Aveng Group (Pty) Ltd

Other insurance Discovery Holdings Limited

(011) 529 2888

Marsh Africa

(011) 269 0000

Rand Mutual Assurance Company Limited

(010) 214 3000

Sureswipe (a division of Tradebridge)

(011) 581 1200

Telesure Group Services (Pty) Ltd

(011) 489 4000

Telesure Investment Holdings (Pty) Ltd

(011) 489 4000

Life Assurance Life Assurance ABSA Life Ltd

Holding Companies

(011) 330 2111

(011) 779 2800

Aveng Limited

(011) 779 2800

Aveng Moolmans (a division of Aveng Group (Pty) Ltd)

(011) 779 2800

Capespan Group Holdings Limited

(021) 917 2600

CIC Holdings Limited

(011) 807 0109

Speciality & Other Finance

Clicks Group Limited

(021) 460 1345

Asset Managers

Combined Motor Holdings Limited

(031) 580 4200

Advantage Asset Managers (Pty) Ltd

(011) 575 4450

Educor Holdings Limited

(031) 251 9300

Allan Gray Limited

(021) 415 2300

Enviroserv Holdings Limited

(011) 456 5660

BNY Mellon

(011) 217 7161

EOH Holdings Limited

(011) 607 8100

Brait South Africa Limited

(011) 507 1000

Excellerate Holdings Limited

(011) 523 2980

Coronation Fund Managers Limited

(021) 680 2000

King Consolidated Holdings Limited (KINGCO)

(011) 886 3228

Delta Property Fund

(087) 803 3582

PSV Holdings Limited

(011) 657 6000

Element Investment Managers (Pty) Ltd

(021) 426 1313

ClientĂ¨le Life (IFA Division)

(011) 320 3333

Liberty Life (Pty) Ltd (a division of Liberty Group Limited)

(011) 408 3911

MMI Holdings Limited (MMI)

(012) 671 8911

Reunert Limited

(011) 517 9000

Ethos Private Equity Limited

(011) 328 7400

Momentum Group Limited

(012) 671 8911

Rolfes Technology Holdings Ltd

(011) 874 0634

Futuregrowth Asset Management (Pty) Ltd

(021) 659 5300

Nestlife Assurance Corporation Limited

(011) 783 9112

South Ocean Holdings Ltd

(011) 864 1606

Global Asset Management Limited

(011) 662 3800

Old Mutual Life Assurance Company South Africa Limited

(021) 509 9111

Taste Holdings Limited

(011) 608 1999

Investec Asset Management (Pty) Ltd

(021) 416 2000

Teljoy Group (Pty) Ltd

(011) 357 5000

Investment Solutions Holdings Limited

(011) 505 6000

Tsebo Outsourcing Group (Pty) Ltd

(011) 441 5300

Momentum Investments (Pty) Ltd

(021) 940 6001

Oasis Group Holdings (Pty) Ltd

(021) 413 7860

Old Mutual Investment Group South Africa (Pty) Ltd

(021) 509 5022

Peregrine Financial Services Holdings Limited

(011) 722 7400

Pragma Holdings (Pty) Ltd

(021) 943 3900

Prescient Holdings (Pty) Ltd

(021) 700 3600

Sanlam Limited

(021) 947 9111

Investment Companies Investment Companies

Real Estate

African Access Holdings (Pty) Ltd

(011) 699 2000

Real Estate & Development

Altius Investment Holdings (Pty) Ltd

(021) 531 2195

Abland (Pty) Ltd

(011) 510 9999

Amabubesi Group (Pty) Ltd

(011) 483 1120

Acucap Properties Limited

(021) 702 2745

Batsalani Holdings (Pty) Ltd

(011) 656 6816

PSG Fund Management (Pty) Ltd

(021) 799 8000

Brimstone Investment Corporation Limited

(021) 683 1444

Afhco Holdings (Pty) Ltd

(011) 224 2400

Stanlib Limited

(011) 448 6000

Cadiz Holdings Limited

(021) 657 8300

Arrowhead Properties

(010) 100 0076

Thembeka Capital

(021) 886 6578

Gerber Goldschmidt Group SA (Pty) Ltd

(011) 652 0752

Vantage Capital Group (Pty) Ltd

(011) 530 9100

Hans Merensky Holdings (Pty) Ltd

(011) 381 5750

Hosken Consolidated Investments Limited

(021) 481 7560

Incwala Resources (Pty) Ltd

Billion Group (Pty) Ltd

(011) 511 5335

Calgro M3 Holdings Limited

(086) 122 5476

Capital Property Fund (Pty) Ltd

(011) 612 6870

(011) 669 0900

Coessa Holdings (Pty) Ltd

(021) 421 2010

ISA Holdings Limited

(011) 326 2242

Colliers South Africa Holdings Limited

(011) 340 3333

JP Morgan Chase Bank (Pty) Ltd

(011) 507 0300

Crowie Holdings

(011) 803 7000

JSE Limited

(011) 520 7000

Emira Property Fund

(011) 028 3100

Lidonga Group Holdings (Pty) Ltd

(011) 501 2800

Eris Property Group (Pty) Ltd

(011) 775 1000

Maluleke Investments (Pty) Ltd

(011) 315 2019

Extrabold (Pty) Ltd

(011) 994 6320

MGK Operating Company (Pty) Ltd

(012) 381 2800

FountainHead Property Trust

(011) 283 0000

Mineworkers Investment Company (Pty) Ltd (MIC)

(011) 484 6814

Growthpoint Properties Limited

(011) 944 6000

Motseng Investment Holdings (Pty) Ltd

(011) 282 2500

Hyprop Investments Limited

(011) 447 0090

Nkunzi Investment Holdings (Pty) Ltd

(032) 525 7991

Ingenuity Property Investments Limited

(021) 674 5170

Peu Group (Pty) Ltd

(011) 447 9745

Investec Bank Limited

(011) 286 7000

Primeserv Group Limited

(011) 691 8000

Maponya Group

(011) 880 5170

Pareto Limited

(011) 258 6800

PRASA CRES Ltd

(011) 502 8300

Premium Properties Limited

(012) 319 8811

Cluttons

(021) 702 3175

Remgro Limited

(021) 888 3000

Royal Bafokeng Holdings (Pty) Ltd

(011) 530 8000

SABvest Limited Safika Holdings (Pty) Ltd

154

(011) 268 2400 (011) 483 0840

Top Performing 14th Edition

Consumer Finance ABSA Vehicle and Asset Finance

(011) 350 4000

Blue Financial Services Limited

(011) 504 6000

Cape Consumers (Pty) Ltd

(021) 409 7600

Diners Club SA (Pty) Ltd

(011) 358 8400

Experian South Africa (Pty) Ltd

(011) 799 3400

Integer (Pty) Ltd

(011) 504 6300

Quince Capital (Pty) Ltd

(011) 232 8364

The Maravedi Group (Pty) Ltd

(011) 990 4000

TransUnion Credit Bureau (Pty) Ltd

(011) 214 6000

Investment Banks Absa Capital (a division of Absa Bank Limited)

(011) 895 6000

BOE Private Clients

(021) 416 6000

Citadel Investment Services Limited

(011) 722 7600

Citibank N. A. South Africa

(011) 944 1000

Deutsche Securities SA (Pty) Ltd

(011) 775 7000

FNB Securities (Pty) Ltd

(011) 750 0000

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

Merrill Lynch SA (Pty) Ltd

(011) 305 5555

Business Partners Limited

(011) 713 6600

Novare Holdings (Pty) Ltd

(021) 914 7730

Industrial Development Corporation of SA Limited (IDC)

(011) 269 3000

PSG Group Limited

(021) 887 9602

Kagiso Tiso Holdings (Pty) Ltd

(011) 537 0537

Rand Merchant Bank

(011) 282 8000

Makalani Holdings Limited

(011) 428 0680

Sanlam Capital Markets (Pty) Ltd

(011) 778 6000

Makana Investment Corporation (Pty) Ltd

(011) 359 6500

SBG Securities

(011) 384 2000

MSG Afrika Investment Holdings (Pty) Ltd

(011) 463 7555

Standard Bank Capital

(011) 636 9111

Royal Bafokeng Administration

(014) 566 1200

Information Technology Hardware

Mortage- Finance Bond Choice (Pty) Ltd

(031) 242 5800

Finbond Group Limited

(012) 460 7288

Ooba (Pty) Ltd

(021) 481 7300

PA Group (Pty) Ltd

(011) 516 5500

Other Financial ABSA Technology Finance Solutions (Pty) Ltd

(011) 463 9500

Actis South Africa

(011) 778 5900

African Dawn Capital Limited Aldes Business Brokers

(011) 341 0860 (012) 361 2690

Computer Hardware Acer Africa (Pty) Ltd

087 151 3400

Blue Label Telecoms Limited

(011) 523 3000

Compact Disc Technologies (a division of Gallo Africa Limited and a division of Times Media)

(011) 315 4061

Dell Computer (Pty) Ltd

(011) 709 7700

Hewlett-Packard South Africa (Pty) Ltd

(011) 785 1000

IBM South Africa (Pty) Ltd

(011) 302 9111

NEO Technologies (Pty) Ltd

(012) 371 2300

Rectron (Pty) Ltd

(011) 203 1000

Sahara Computers (Pty) Ltd

(011) 542 1000

Sahara Holdings Limited

(011) 542 1000

Sybase South Africa (Pty) Ltd

(011) 202 1000

Tarsus Technologies (Pty) Ltd

(011) 531 1000

EOH IBM Services (a division of EOH Mthombo (Pty) Ltd)

(011) 262 8660

EOH Microsoft Services (Pty) Ltd

(011) 318 1244

Esquire System Technologies

(012) 657 1111

Exponant (Pty) Ltd

(012) 663 0100

First Technology National (Pty) Ltd

(011) 790 4400

Gijima Technology People (Pty) Ltd

(012) 675 5000

ESET Southern Africa

(021) 687 9185

Integr8 IT (Pty) Ltd

(011) 555 9300

Lechabile Information Technology Services (Pty) Ltd

(011) 738 3600

Marpless Communication Technologies (Pty) Ltd

(012) 657 0191

M-I.T. Services

(011) 479 6300

Mustek

(011) 237 1000

PBT Group (Pty) Ltd

(021) 551 0937

Pinnacle Holdings (Pty) Ltd

(011) 265 3000

Pinnacle Africa

(011) 265 3000

SAGE Computer Technologies (Pty) Ltd

(011) 466 3361

SecureData (Pty) Limited

(011) 790 2500

Simeka Business Group Limited

(011) 231 1300

Spartan

(011) 886 0922

Systems Applications Products South Africa (Pty) Ltd (SAP)

(011) 235 6000

Alexander Forbes Limited

(011) 269 0000

Bidvest Bank Limited

(011) 407 3000

The IQ Business Group (Pty) Ltd

(011) 259 4000

Commlife Holdings (Pty) Ltd

(021) 685 0070

Tradebridge (Pty) Ltd

(011) 581 1200

Corocapital Limited

(011) 566 5300

T-Systems SA (Pty) Ltd (TSSA)

(011) 254 7400

Credit Agricole CIB

(011) 448 3300

Vukani Technologies (Pty) Ltd

(012) 348 8888

Edu-Loan (Pty) Ltd

(011) 670 6100

Waymark Infotech (Pty) Ltd

(012) 369 0000

World View Technologies (Pty) Ltd

(011) 805 1555

Telecomms Equipment Alcatel-Lucent South Africa (Pty) Ltd

(012) 648 3000

Allied Electronics Corporation Limited (Altron)

(011) 726 3060

Holgoun Investment Holdings (Pty) Ltd

(012) 346 0393

Altech Alcom Matomo (Pty) Ltd

(011) 235 7640

INCA

(011) 202 2200

AG Cellular

(011) 684 2860

Iquad Group Limited

(041) 391 8300

Gemalto Southern Africa (Pty) Ltd

(011) 322 1888

(021) 529 4600

Nokia South Africa (Pty) Ltd

(011) 234 0971

Momemtum Employee Benefits

(011) 485 7000

Siemens SA (Pty) Ltd

(011) 652 2000

NBC Holdings (Pty) Ltd

(010) 206 0000

Tellumat (Pty) Ltd

(021) 710 2911

eBucks

(011) 377 5000

NMG Consultants and Actuaries (Pty) Ltd

(011) 509 3000

Octodec Investments Limited

(012) 319 8811

PSG Konsult Limiited

(028) 316 4735

Purple Capital Limited

(011) 214 8001

Louis Group South Africa Ltd

Real People Investment Holdings (Pty) Ltd Sanlam

(043) 702 4600 (012) 683 3400

Sasfin Holdings Limited

(011) 809 7500

Strate Limited

(011) 759 5300

Accounting & Consulting Deloitte

(011) 806 5000

Ernst & Young Advisory (Pty) Ltd

(011) 772 3000

Grant Thornton

(011) 322 4500

Grant Thornton Cape Incorporated

(021) 417 8800

KPMG Mazars Motheo Chartered Accountants Nkonki Incorporated PKF (JHB) Inc Pricewaterhouse Coopers Incorporated Sizwe Ntsaluba Gobodo (Pty) Ltd Sizwe Ntsaluba VSP

(011) 647 7111 (021) 818 5343 (086) 166 8422 (011) 517 3000 (011) 384 8000 (011) 797 4000 (011) 231 0600 (086) 117 6877

Internet Atlantic Internet Services Provider (Pty) Ltd (a division of Vox Telecom Group)

(087) 805 0000

Broadband Infraco (Pty) Ltd

(011) 235 1600

Vox Telecom

(011) 809 1500

Hetzner (Pty) Ltd

(021) 970 2000

Software & Computer Services

iBurst (Pty) Ltd

(087) 720 7200

Computer Services

I-Net Bridge (Pty) Ltd

(011) 280 0600

Acctech Systems (Pty) Ltd

(012) 663 2474

Internet Solutions (a Division of Dimension Data)

(011) 575 1000

Adapt IT Holdings Limited

(031) 514 7300

MTN Business

(011) 235 6500

Advanced Channel Technologies (Pty) Ltd

(011) 695 1600

MWEB Connect (Pty) Ltd

(021) 596 8300

Advancenet (Pty) Ltd

(011) 367 9000

Fastnet

(012) 686 3000

African Legend Indigo (Pty) Ltd

(011) 808 6300

Web Africa Networks (Pty) Ltd

(021) 464 9500

Aptronics (Pty) Ltd

(011) 577 0800

Atio Corporation (Pty) Ltd

(011) 235 7000

Atos Origin (Pty) Ltd

(087) 310 2867

Business Connexion (Pty) Ltd

(011) 266 5111

Business Systems Group (Africa) (Pty) Ltd

(021) 418 0888

Bytes Technology (Pty) Ltd

(011) 233 4000

Bytes Technology Group South Africa (Pty) Ltd

Software Blue Turtle Technologies (Pty) Ltd

(011) 206 5600

Data World (Pty) Ltd

(031) 328 1222

Easypay (Pty) Ltd

(011) 343 2000

(011) 236 9500

Elvey Security Technologies (a division of Hudaco Trading (Pty) Ltd)

(011) 401 6700

CA Southern Africa (Pty) Ltd

(011) 417 8699

Epi Use Africa (Pty) Ltd

(012) 470 2200

Capital Eye Investments Limited

(011) 712 1300

Fundamo Avisa Company

(011) 293 6200

CHM Vuwani Computer Solutions (Pty) Ltd

(011) 790 4400

Meditech SA

(011) 805 1631

Computer Storage Services (Pty) Ltd

(011) 541 9900

Net 1 Applied Technologies South Africa (Pty) Ltd

(011) 343 2000

Concilium Technologies (Pty) Ltd

(012) 678 9200

ConvergeNet Holdings Limited

(012) 809 3368

Novell South Africa (Pty) Ltd

(011) 322 8300

Cornastone Technology Holdings (Pty) Ltd

(011) 463 2636

Oracle Corporation South Africa (Pty) Ltd

(011) 319 4000

CSS Tirisano Computer Systems (Pty) Ltd

(012) 621 3000

Paracon Holdings Limited

(011) 460 6000

Datacentrix Holdings Limited

(012) 348 7555

Sage South Africa (Pty) Ltd

(011) 304 1000

Sage VIP (a division of Softline (Pty) Ltd)

(012) 420 7000

SAS Institute (Pty) Ltd

(011) 713 3400

Datatec Limited

(011) 233 1000

Dimension Data (Pty) Ltd

(011) 575 0000

Dynamic Technology Holdings Limited

(011) 759 5930

SilverBridge Holdings Limited

(012) 360 0200

Investment Entities

Dynamic Visual Technologies (Pty) Ltd

(021) 467 5400

Software AG SA (Pty) Ltd

(011) 317 2900

Investment Entities

EMC Computer Systems SA (Pty) Ltd

(011) 581 0000

Technology Corporate Management (Pty) Ltd

(011) 848 6000

EOH Consulting (Pty) Ltd

(011) 607 8100

Total Client Services Limited

(012) 450 1300

Towers Watson SA (Pty) Ltd

Andulela Investment Holdings Limited

(021) 681 3700

(011) 888 8888

Top Performing 14th Edition

155

Telecomms Solutions

Karoo District Municipality

(023) 449 1000

Emnambithi-Ladysmith Local Municipality

(036) 637 2231

Boniswa Corporate Solutions

(011) 312 2100

Kgalagadi District Municipality

(053) 712 8700

Emthanjeni Local Municipality

(053) 632 9100

Broadband Communications Technologies (Pty) Ltd

(011) 881 5541

Knnechkaunda District Municipality

(018) 473 8000

Endumeni Local Municipality

(034) 212 2121

Celcom Group Limited

(011) 357 8600

Lejweleputswa District Municipality

(057) 353 3094

Engcobo Local Municipality

(047) 548 1221

Clickatell (Pty) Ltd

(021) 910 7700

Metsweding District Municipality

(013) 933 6500

Ephraim Mogale Local Municipality

(013) 261 8400

Dark Fibre Africa (Pty) Ltd

(012) 345 7540

Mopani District Municipality

(015) 811 6300

Ephraim Mogale Local Municipality

(013) 261 8400

Foneworx Holdings Limited

(011) 293 0000

Motheo District Municipality

(051) 407 3200

Fetakgomo Local Municipality

(015) 622 8000

Huge Telecom (Pty) Ltd

(011) 603 6000

Namakwa District Municipality

(027) 712 8000

Free State Investment Promotion Agency

(015) 811 5500

Interconnect Systems (Pty) Ltd

(011) 886 9481

Ngaka Modiri Molema District Municipality

(018) 381 9400

Gamagara Local Municipality

(053) 723 2261

Jasco (Pty) Ltd

(011) 266 1500

Nkangala District Municipality

(013) 249 2000

Gariep Local Municipality

(051) 653 1777

TeleMasters Holdings Limited

(086) 111 2001

OR Tambo District Municipality

(047) 501 7000

Ga-segonyana Local Municipality

(053) 712 9300

TelFree

(087) 750 0000

Overberg District Municipality

(028) 425 1157

George Local Municipality

(044) 801 9111

Vox Orion (Pty) Ltd

(011) 808 1000

Overstrand Local Municipality

(028) 313 8000

Govan Mbeki Local Municipality

(017) 620 6300

Vox Telecom Limited

(011) 809 1500

Sedibeng District Municipality

(016) 450 3000

Greater Giyani Local Municipality

(015) 811 5500

Westcon SA (Pty) Ltd

(011) 233 3333

Sisonke District Municipality

(039) 834 8700

Greater Kei Local Municipality

(043) 831 1028

Southern District Municipality

(018) 473 8000

Greater Kokstad Local Municipality

(039) 797 6600

Ugu District Municipality

(039) 668 5700

Greater Letaba Local Municipality

(015) 309 9246

Umgungundlovu District Municipality

(033) 897 6706

Greater Marble Hall Local Municipality

(013) 261 8400

Umzinyathi District Municipality

(034) 219 1500

Greater Taung Local Municipality

(053) 994 9400

Uthukela District Municipality

(036) 638 5100

Greater Tubatse Local Municipality

(013) 231 1000

uThungulu District Municipality

(035) 799 2501

Greater Tzaneen Local Municipality

(015) 307 8000

Vhembe District Municipality

(015) 960 2000

Hantam Local Municipality

(027) 341 8500

Waterberg District Municipality

(014) 718 3300

Hessequa Local Municipality

(028) 713 8000

West Coast District Municipality

(022) 433 8400

Hibiscus Coast Local Municipality

(039) 688 2000

West Rand District Municipality

(011) 411 5000

Hlabisa Local Municipality

(035) 838 8500

Xhariep District Municipality

(051) 713 9300

Ikwezi Local Municipality

(049) 836 0021

Zululand District Municipality

(035) 874 5500

Imbabazane Local Municipality

(036) 353 0693

Impendle Local Municipality

(033) 996 0771

Indaka Local Municipality

(034) 261 1000

Logistic Solutions Altech Card Solutions (Pty) Ltd (a division of Altech Information Technologies (Pty) Ltd)

(011) 879 5700

Ansana Holdings (Pty) Ltd

(011) 706 4321

August L채pple SA (Pty) Ltd

(012) 521 2500

Bakers Transport (Pty) Ltd

(033) 846 2700

Barloworld Logistics Africa (Pty) Ltd

(011) 445 1600

Brinks Southern Africa (Pty) Ltd

(011) 392 2006

Muvoni Technology Group Limited

(012) 679 2900

Mzanzi Africa Logistics (Pty) Ltd

(021) 418 6161

Public Segment Listing Government Organisations

LocalCouncils/Municpalities

Local Government

Abaqulusi Local Municipality

(034) 982 2133

Ingquza Hill Local Municipality

(039) 252 0131

Aganang Local Municipality

(015) 295 1400

Ingquza Hill Local Municipality

(039) 252 0131

Amahlathi Local Municipality

(043) 683 1100

Ingwe Local Municipality

(039) 833 1038

Ba-Phalaborwa Local Municipality

(015) 780 6300

Inkwanca Local Municipality

(045) 967 0021

Baviaans Local Municipality

(044) 923 1004

Intsika Yethu Local Municipality

(047) 874 8700

Beaufort West Local Municipality

(023) 414 8100

Inxuba Yethemba Local Municipality

(048) 881 1515

Bela-Bela Local Municipality

(014) 736 8000

Izingolweni Local Municipality

(039) 534 1582

Benoni City Council

(011) 741 6000

Joemorolong Local Municipality

(053) 773 9300

Bergriver Local Municipality

(022) 913 6000

Jozini Local Municipality

(035) 572 1292

Bergrivier Local Municipality

(022) 913 1126

JS Moroka (Dr) Local Municipality

(013) 973 1101

Bitou Local Municipality

(044) 501 3000

Kagisano Local Municipality

(053) 998 3346

Blouberg Local Municipality

(015) 505 7100

Blue Crane Route Local Municipality

(042) 243 1333

Kagisano-Molopo Local Municipality

(053) 933 0029

Breede Valley Local Municipality

(023) 348 2600

Kai Garib Local Municipality

(054) 461 6700

Bushbuckridge Local Municipality

(013) 708 6018

Kai Garib Local Municipality

(054) 461 6700

Camdeboo Local Municipality

(049) 892 2121

Kamiesberg Local Municipality

(027) 652 8000

Cape Agulhas Local Municipality

(028) 425 5500

Kannaland Local Municipality

(028) 551 1023

Cederberg Local Municipality

(027) 482 8001

Kareerberg Local Municipality

(053) 382 3012

Chief Albert Luthuli Local Municipality

(017) 843 4000

Karoo Hoogland Local Municipality

(053) 391 3003

City of Matlosana Local Municipality

(018) 487 8000

Kgatelopele Local Municipality

(053) 384 8600

Dannhauser Local Municipality

(034) 621 2666

Kgatelopele Local Municipality

(053) 384 8600

Dihlabeng Local Municipality

(058) 303 5732

Kgetleng Rivier Local Municipality

(014) 543 2004

Dikgatlong Local Municipality

(053) 531 0671

Khai Ma Local Municipality

(054) 933 1000

Dipaleseng Local Municipality

(017) 773 0055

Khara Hais Local Municipality

(054) 338 7000

Ditsobotla Local Municipality

(018) 632 5051

Kheis Local Municipality

(054) 833 9500

Dr JS Moroka Local Municipality

(013) 973 1101

Drakenstein Local Municipality

(021) 807 4500

King Sabatha Dalindyebo Local Municipality

(047) 501 4239

Edumbe Local Municipality

(034) 995 1650

Klerksdorp Municipality

(018) 487 8300

Elias Motswaledi Local Municipality

(013) 262 3056

Knysna Local Municipality

(044) 302 6300

Elundini Local Municipality

(045) 932 1085

Kopanong Local Municipality

(051) 713 9200

Emadlangeni Local Municipality

(034) 331 3041

Kouga Local Municipality

(042) 200 2200

Unicities/Metro Municipalities Buffalo Metropolitan Municipality

(043) 705 2000

City of Cape Town Administration

(021) 400 1111

City of Johannesburg Metropolitan Municipality

(011) 407 611

Ekurhuleni Metropolitan Municipality

(011) 999 7108

Emnambithi-Ladysmith Municipality

(036) 637 2231

Ethekwini Metropolitan Municipality

(031) 311 1111

Mangaung Metropolitan Municipality

(051) 405 8911

Nelson Mandela Bay Metropolitan Municipality

(041) 506 3111

Port St Johns Local Municipality

(047) 564 1207

District Municipalities Alfred Nzo District Municipality

(039) 254 5000

Amajuba District Municipality

(034) 329 7200

Amathole District Municipality

(043) 701 4000

Bohlabela District Municipality

(013) 773 0337

Bojanala Platinum District Municipality

(014) 590 4500

Cacadu District Municipality

(041) 508 7111

Cape Wineland District Municipality

(021) 888 5100

Capricorn District Municipality

(015) 294 1000

Central Karoo District Municipality

(023) 449 1000

Chris Hani District Municipality

(045) 808 4600

City of Tshwane Metropolitan Municipality

(012) 358 9999

Dr Ruth Segomotsi Mompati District Municipality

(053) 927 2222

Eden District Municipality

(044) 803 1300

Ehlanzeni District Municipality

(013) 759 8500

Fezile Dabi District Municipality

(016) 970 8600

Frances Baard District Municipality

(053) 838 0911

Gert Sibande District Municipality

(017) 631 1181

Greater Sekhukhune District Municipality

(013) 262 7300

Emakhanzeni Local Municipality

(013) 253 1121

Kou-Kamma Local Municipality

(042) 288 0303

Ilembe District Municipality

(032) 437 9300

Emalahleni Local Municipality

(013) 690 6911

Kungwini Local Municipality

(013) 932 6200

Joe Gqabi District Municipality

(045) 979 3000

Emfuleni Local Municipality

(016) 950 5000

KwaDukuza Local Municipality

(032) 437 5000

156

Top Performing 14th Edition

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

KwaSani Local Municipality

(033) 702 1060

Nama-khoi Local Municipality

(027) 718 8100

Umhlabuyalingana Local Municipality

(035) 592 0680

Laingsburg Local Municipality

(023) 551 1019

Ndlambe Local Municipality

(046) 624 1140

Umhlathuze Local Municipality

(035) 907 5000

Langeberg Local Municipality

(023) 615 8000

Ndwedwe Local Municipality

(032) 532 1089

Umjindi Local Municipality

(013) 712 2121

(017) 712 9600

Newcastle Local Municipality

(034) 328 7600

Umlalazi Local Municipality

(035) 473 3474

Lekwa-Teemane Local Municipality

(053) 441 2206

Ngqushwa Local Municipality

(040) 673 3095

Umngeni Local Municipality

(033) 239 9200

Lepele-Nkumpi Local Municipality

(015) 633 4500

Ngwathe Local Municipality

(000) 568 1600

Umshwati Local Municipality

(033) 502 0282

Lephalale Local Municipality

(014) 763 2193

Nkandla Local Municipality

(035) 833 2000

Umsobomvu Local Municipality

(051) 753 0777

Lesedi Local Municipality

(016) 340 4300

Nketoana Local Municipality

(058) 863 2811

Umtshezi Local Municipality

(000) 363 4800

Letsemeng Local Municipality

(053) 205 9242

Nkomazi Local Municipality

(013) 790 0245

Umvoti Local Municipality

(033) 413 9100

Lukhanji Local Municipality

(045) 807 2600

Nkonkobe Local Municipality

(046) 645 7400

Umzimkhulu Local Municipality

(039) 259 5300

Madibeng Local Municipality

(012) 318 9100

Nokeng tsa Taemane Local Municipality

(012) 734 6000

Umzimvubu Local Municipality

(039) 255 8500

Mafikeng Local Municipality

(018) 389 0111

Nongoma Local Municipality

(035) 831 7500

Umziwabantu Local Municipality

(039) 433 1205

Mafube Local Municipality

(058) 813 1051

Nquthu Local Municipality

(000) 341 6100

Umzumbe Local Municipality

(039) 972 0005

Magareng Local Municipality

(053) 497 3111

Ntabankulu Local Municipality

(039) 258 0056

Uphongolo Local Municipality

(034) 413 1223

(046) 603 6111

Ntambanana Local Municipality

(035) 792 7093

Ventersdorp Local Municipality

(018) 264 8500

Makhado Local Municipality

(015) 519 3000

Nxuba Local Municipality

(046) 684 0034

Victor Khanye Local Municipality

(013) 665 6005

Makhudutamaga Local Municipality

(013) 265 1177

Nyandeni Local Municipality

(047) 555 5000

Vulamehlo Local Municipality

(039) 974 0450

Maletswai Local Municipality

(051) 633 2441

Okhahlamba Local Municipality

(036) 448 8000

Westonaria Local Municipality

(011) 278 3000

(058) 718 3700

Oudtshoorn Local Municipality

(044) 203 3000

Witzenberg Local Municipality

(023) 316 1854

Mamusa Local Municipality

(053) 963 1331

Phumelela Local Municipality

(058) 913 8300

ZF Mgcawu District Municipality

(053) 298 1810

Mandeni Local Municipality

(032) 456 8200

Pixley Ka Seme Local Municipality

(017) 734 6100

Mantsopa Local Municipality

(051) 924 0654

Polokwane Local Municipality

(015) 290 2000

LocalGovernmentAgencies&Bodies-1014

Maphumulo Local Municipality

(032) 481 2047

Prince Albert Local Municipality

(023) 541 1320

City of Joburg Property Company (Pty) Ltd

(010) 219 9000

Maquassi Hills Local Municipality

(018) 596 1067

Ramotshere Moiloa Local Municipality

(018) 642 1081

Coega Development Corporation (Coega IDZ)

(041) 403 0400

Maruleng Local Municipality

(015) 793 2409

Randfontein Local Municipality

(011) 411 0000

Durban Investment Promotion Agency

(031) 311 4227

Masilonyana Local Municipality

(057) 733 0106

Ratlou Local Municipality

(018) 330 7000

East London Industrial Development Zone (Pty) Ltd

(043) 702 8200

Matatiele Local Municipality

(039) 737 3135

Renosterburg Local Municipality

(053) 663 0041

Johannesburg Development Agency (Pty) Ltd

(011) 688 7850

Matjhabeng Local Municipality

(057) 391 3237

Richmond Local Municipality

(033) 212 2155

Johannesburg Housing Company

(010) 593 0200

Mbhashe Local Municipality

(047) 489 5800

Richmond Local Municipality

(033) 212 2155

Johannesburg Roads Agency (Pty) Ltd

(011) 298 5000

Mbizana Local Municipality

(039) 251 0230

Richtersveld Local Municipality

(000) 851 1111

(018) 387 3688

Mbombela Local Municipality

(013) 759 2000

Rustenburg Local Municipality

(014) 590 3111

Local Government and Traditional Affairs - North West

(047) 877 0167

(018) 381 0836

(035) 580 1421

Sakhisizwe Local Municipality

Mafikeng Industrial Development Zone (Pty) Ltd

Mbonambi Local Municipality Merafong Local Municipality

(018) 788 9500

Saldanha Bay Local Municipality

(022) 701 7000

Metsimaholo Local Municipality

(016) 976 0029

Senqu Local Municipality

(051) 603 0019

Mhlontlo Local Municipality

(047) 553 7000

Setsoto Local Municipality

(051) 933 9300

Midvaal Local Municipality

(016) 360 7400

Siyancuma Local Municipality

(053) 298 1810

Mier Local Municipality

(054) 531 0019

Siyanda District Municipality

(054) 337 2800

Mkhambathini Local Municipality

(031) 785 9300

Siyathemba Local Municipality

(053) 353 5300

Mkhondo Local Municipality

(017) 826 2211

Sol Plaatje Local Municipality

(053) 830 6911

Mnquma Local Municipality

(047) 401 2400

Stellenbosch Local Municipality

(021) 808 8111

Modimolle Local Municipality

(014) 718 2000

Steve Tshwete Local Municipality

(013) 249 7000

Mogalakwena Local Municipality

(015) 491 9600

Sunday's River Valley Local Municipality

(042) 230 7700

Mogalakwena Local Municipality

(015) 491 9630

Swartland Local Municipality

(022) 487 9400

Mogale City Local Municipality

(011) 668 0500

Swellendam Local Municipality

(028) 514 8500

Mohokare Local Municipality

(051) 673 9600

Thaba Chweu Local Municipality

(013) 235 7000

Molemole Local Municipality

(015) 501 0243

Thabazimbi Local Municipality

(014) 777 1525

Mooi Mpofana Local Municipality

(033) 263 1221

Thabo Mofutsanyana District Municipality

(058) 718 1089

Mookgophong Local Municipality

(014) 743 1111

The Big Five False Bay Local Municipality

(035) 562 0040

Moqhaka Local Municipality

(056) 216 9115

Theewaterskloof Municipality

Lekwa Local Municipality

Makana Local Municipality

Maluti-a-Phofong Local Municipality

Moretele Local Municipality Moses Kotane Local Municipality

(012) 716 1300 (014) 555 6289

Provincial Government Provincial Government Departments

(051) 506 1400

Department of Agriculture - Free State

(015) 294 3000

Department of Agriculture - Limpopo

(021) 808 5111

Department of Agriculture - Western Cape

(040) 609 3471

Department of Agriculture & Rural Development - Eastern Cape

(011) 355 1900

Department of Agriculture & Rural Development - Gauteng

(014) 553 2137

Department of Agriculture, Conservation, Environment and Rural Development - North West

(018) 389 5111

Department of Agriculture, Conservation, Environment and Rural Development- North West

(033) 355 9100

Department of Agriculture, Environmental Affairs & Rural Development - KwaZulu-Natal

(053) 838 9100

Department of Agriculture, Land Reform and Rural Development - Northern Cape

(013) 766 6074

Department of Agriculture, Rural Development and Land Administration (DARDLA) - Mpumalanga

(033) 341 3600

(028) 214 3300

Department of Arts and Culture - KwaZulu-Natal

(011) 689 3600

(053) 203 0005

Department of Community Safety - Gauteng

(021) 483 3911

(013) 986 9100

Department of Community Safety - Western Cape

(033) 341 9300

Thulamela Local Municipality

(015) 962 7500

Department of Community Safety and Liaison KwaZulu-Natal

(013) 766 4062

Department of Community Safety, Security and Liaison - Mpumalanga

(013) 766 6087

Department of Co-Operative Governance and Traditional Affairs - Mpumalanga

(053) 830 9400

Department of Co-Operative Governance, Human Settlement and Traditional Affairs - Northern Cape

(051) 405 5719

Department of Co-Operative Governance, Traditional Affairs & Human Settlements - Free State

(021) 483 9502

Department of Cultural Affairs and Sport - Western Cape

(053) 839 4000

Thembelihle Local Municipality Thembisile Local Municipality

Moshaweng Local Municipality

(053) 773 9300

Mossel Bay Local Municipality

(044) 606 5000

Tlokwe City Council

(018) 299 5111

Msinga Local Municipality

(033) 493 0761

Tokologo Local Municipality

(053) 541 0014

Msinga Local Municipality

(033) 493 0761

Tsantsabane Local Municipality

(053) 313 7300

Msukaligwa Local Municipality

(017) 801 3500

Tsolwana Local Municipality

(045) 846 0033

Msunduzi Local Municipality

(033) 392 3000

Tswaing Local Municipality

(053) 948 0900

Mthonjaneni Local Municipality

(035) 450 2082

Tswelopele Local Municipality

(051) 853 1111

Mtubatuba Local Municipality

(035) 550 0069

Ubuhlebezwe Local Municipality

(039) 834 7700

Musina Local Municipality

(015) 534 6100

Ubuntu Local Municipality

(053) 621 0026

Mutale Local Municipality

(015) 967 9600

Ulundi Local Municipality

(035) 874 5100

Department of Economic Development - Northern Cape

(011) 355 8000

Nala Local Municipality

(056) 514 9200

Ulundi Local Municipality

(035) 874 5100

Department of Economic Development - Gauteng

(031) 310 5300

Naledi Local Municipality

(053) 928 2200

Umdoni Local Municipality

(039) 976 1202

Top Performing 14th Edition

157

Department of Economic Development - KwaZuluNatal

(040) 609 3094

Department of Provincial Treasury - Limpopo

(015) 298 7000

Transport, Safety and Liaison - Northern Cape

(053) 839 1719

Department of Public Safety - North West

(018) 381 9100

Western Cape Provincial Treasury (WCPT)

Department of Economic Development & Environmental Affairs - Eastern Cape

(031) 310 5300

(021) 483 4709

Department of Public Safety, Security and Liaison - Limpopo

(015) 290 2900

Department of Economic Development & Tourism - KwaZulu-Natal

(043) 605 7000

Department of Public Works - KwaZulu-Natal

(033) 355 5500

Department of Economic Development and Enviromental Affairs - Eastern Cape

(018) 387 7700

Department of Public Works - Limpopo

(015) 284 7000

Department of Economic Development and Tourism - North West

(021) 483 3840

Department of Public Works and Rural Development - Free State

(015) 405 4692

Department of Economic Development and Tourism - Western Cape

(015) 293 8523

Department of Public Works, Roads & Transport - North West

(018) 388 1454

Department of Economic Development, Environment and Tourism - Limpopo

(013) 766 4554

Department of Public Works, Roads and Transport - Mpumalanga

(013) 766 6554

Department of Economic Development, Environment and Tourism - Mpumalanga

(051) 400 4904

Department of Roads & Public Transport - Gauteng

Department of Economic Development, Tourism and Environmental Affairs - Free State

(514) 004 904

Department of Education - Eastern Cape Department of Education - Free State

(040) 608 4200 (051) 404 8411

AsgiSA Eastern Cape (Pty) Ltd

(043) 735 1673

Blue IQ Investment Holdings (Pty) Ltd

(011) 689 1600

Casidra (Pty) Ltd

(021) 863 5000

Eastern Cape Development Corporation

(043) 704 5600

Eastern Cape Gambling & Betting Board

(043) 702 8300

Free State Development Corporation

(051) 400 0800

(011) 355 7507

Free State Gambling and Racing Board

(051) 404 0300

Department of Roads & Public Transport - Limpopo

(015) 295 1000

Gauteng Economic Development Agency (GEDA)

(011) 833 8750

Department of Roads & Public Works - Eastern Cape

(040) 636 4327

Gauteng Enterprise Propellar (GEP)

(011) 521 9800

Department of Roads and Public Works - Northern Cape

(053) 839 2100

Gauteng Gambling Board

(011) 581 4800

Ithala Development Finance Corporation Limited

(031) 907 8911

(040) 609 3471

KwaZulu Natal Gaming and Betting Board

(033) 345 2714

Limpopo Economic Development Agency (LEDA)

(015) 287 3000

Limpopo Economic Development Enterprise

(015) 633 4700

Mpumalanga Economic Growth Agency (MEGA)

(013) 755 6328

North West Development Corporation

(014) 594 2570

North West Gambling Board

(018) 381 5305

Roads Agency Limpopo (Pty) Ltd

(015) 291 4236

Trade & Investment KwaZulu-Natal

(031) 368 9600

Trade & Investment Limpopo

(015) 295 5171

Trans Caledon Tunnel Authority (TCTA)

(012) 683 1200

Western Cape Gambling & Racing Board

(021) 480 7400

Western Cape Investment and Trade Promotion Agency (WESGRO)

(021) 487 8600

Department of Education - Gauteng

(011) 355 0909

Department of Rural Development and Agrarain rural form

Department of Education - KwaZulu-Natal

(033) 846 5000

Department of Social Development - Eastern Cape

(040) 608 5806

Department of Social Development - Free State

(051) 400 0303

Department of Social Development - Gauteng

(011) 355 7600

Department of Education - Limpopo Department of Education - Mpumalanga

(015) 290 7600 (013) 766 5552

Department of Education - North West

(018) 387 3700

Department of Social Development - KwaZulu-Natal

(033) 341 9600

Department of Education - Northern Cape

(053) 839 6500

Department of Social Development - Mpumalanga

(013) 766 3428

Department of Social Development - Western Cape

(021) 483 8991

Department of Social Services and Population Development - Northern Cape

(053) 874 9100

Department of Sport and Recreation - KwaZuluNatal

(033) 342 6300

Department of Education - Western Cape

(021) 467 2000

Department of Environmental Affairs and Development Planning - Western Cape

(021) 483 4791

Department of Environmental Affairs and Nature Conservation - Northern Cape

(053) 807 7300

Department of Finance - Eastern Cape

(040) 609 4888

Department of Sport, Arts and Culture - Limpopo

(015) 284 4009

Department of Finance - Gauteng

(011) 689 8081

Department of Sport, Arts and Culture - North West

(018) 397 8114

Department of Finance - KwaZulu-Natal

(033) 897 4200

(053) 831 4152

Department of Finance - Mpumalanga

(013) 766 4437

Department of Sport, Arts and Culture - Northern Cape

Department of Finance - North West

(018) 388 3445

Department of Sport, Arts, Culture & Recreation Eastern Cape

(043) 604 4148

Department of Finance - Northern Cape

(053) 830 8200

(051) 410 4785

Department of Finance - Western Cape- see Western Cape Provincial Treasury

(021) 483 3749

Department of Sport, Arts, Culture & Recreation - Free State

(040) 608 1100

Department of Sport, Arts, Culture & Recreation - Gauteng

(011) 355 2511

Department of Health - Eastern Cape Department of Health - Free State

(051) 408 1105

Department of Health - Gauteng

(011) 355 3235

Department of Health - KwaZulu-Natal

(033) 395 2111

Department of Health - Mpumalanga

(013) 766 3429

Department of Health - Northern Cape

(053) 830 0500

Department of Tourism - Northern Cape

(053) 830 4896

Department of Transport - KwaZulu-Natal

(033) 355 8808

Department of Transport & Safety - Eastern Cape

(043) 604 7400

Department of Transport and Public Works Western Cape

(021) 483 2200

Department of Transport, Safety and Liaison Northern Cape

(053) 839 1702

Education - North West

(018) 387 3700

Human Settlements - Free State

(051) 405 4727

Human Settlements - Mpumalanga

(013) 766 6607

Human Settlements, Safety and Liaison - North West

(018) 387 6002

(021) 483 5894

Department of Health & Social Development Limpopo

(015) 293 6000

Department of Health and Social Development - North West

(018) 387 5890

Department of Housing - Eastern Cape

(043) 711 9500

Department of Housing - Gauteng

(011) 355 4016

Department of Human Settlement - KwaZulu-Natal

(033) 392 6400

Department of Human Settlement - Mpumalanga

(013) 766 6088

Department of Human Settlement - North West

(018) 387 7940

Office of the Premier - Limpopo

(015) 287 6000

Department of Human Settlement - Western Cape

(021) 483 9482

Office of the Premier - Mpumalanga

(013) 766 2473

Department of Human Settlements - Free State

(051) 405 4727

Office of the Premier - North West

(013) 766 2027

Department of Infrastructure Development Gauteng

(011) 355 5023

Office of the Premier - Northern Cape

(053) 838 2600

Department of Local Government - Western Cape

(021) 483 6484

Office of the Premier - Western Cape

(021) 483 4705

Department of Local Government & Housing Gauteng

(011) 355 4000

Provincial Treasury - Free State

(051) 405 4141

Provincial Treasury Western Cape

(021) 483 3749

Office of the Premier - Eastern Cape

(040) 609 6301

Office of the Premier - Free State

(051) 405 5799

Office of the Premier - Gauteng

(011) 355 6000

Office of the Premier - Kwazulu-Natal

(033) 341 3300

Public Works, Roads and Transport - Eastern Cape

(040) 609 4024

Social Development - Free State

(051) 400 0303

Social Development - KwaZulu-Natal

(033) 342 6300

(015) 294 2000

Social Development - Western Cape

(021) 483 3158

Department of Local Government and Traditional Affairs - Eastern Cape

(040) 609 2626

Social Services and Population Development Northern Cape

(053) 807 5600

Department of Police, Roads and Transport Free State

(051) 409 8849

South African Police Services (SAPS) - KwaZuluNatal

(031) 325 4111

Department of Provincal Planning and Treasury

(040) 609 4888

Sport, Arts and Culture - North West

(018) 387 8121

Sport, Arts and Culture - Northern Cape

(053) 831 4152

(033) 395 2111

Department of Local Government & Traditional Affairs - Northern West

(018) 387 7902

Department of Local Government and Housing - Limpopo

Department of Provincial Treasury - Free State

158

(051) 405 4911

Top Performing 14th Edition

Provincial Government National Government Departments

Department of Health - Western Cape

Department of Local Government & Traditional Affairs - KwaZulu-Natal

Provincial Government Agencies

Department for Women, Children and People with Disabilities

(012) 359 0071

Department of Communications

(012) 427 8000

Department of Agriculture, Forestry and Fisheries

(012) 319 6000

Department of Arts and Culture

(012) 441 3000

Department of Basic Education

(012) 357 3000

Department of Cooperative Governance and Traditional Affairs - Gauteng

(012) 334 0600

Department of Correctional Services

(012) 307 2000

Department of Culture, Sport and Recreation Mpumalanga

(013) 766 5078

Department of Defence

(012) 355 6101

Department of Economic Development

(012) 394 3747

Department of Energy

(012) 444 4333

Department of Environmental Affairs

(012) 310 3911

Department of Health

(012) 312 0000

Department of Higher Education and Training

(012) 312 5911

Department of Home Affairs

(012) 406 2500

Department of Human Settlements

(012) 421 1309

Department of International Relations and Cooperation

(012) 351 1000

Department of Justice and Constitutional Development

(012) 315 1111

Department of Labour

(012) 309 4000

Department of Labour-see note

(012) 392 9620

Department of Mineral Resources

(012) 444 3000

Department of Performance , Monitoring and Evaluation

(012) 300 5200

Department of Public Enterprises

(012) 431 1000

Department of Public Service & Administration

(012) 482 2753

Department of Public Works

(012) 310 5177

Department of Rural Development and Land Reform

(021) 409 0300

Department of Science and Technology

(012) 843 6300

Department of Social Development

(012) 312 7479

Department of State Security

(012) 4274000

I N D U S T R Y C L A S S I F I C AT I O N B Y S E C TO R / L I S T I N G

Department of Tourism South Africa

(012) 444 6000

Department of Trade and Industry (the dti)

(086) 184 3384

Department of Transport

(012) 309 3000

Department of Water & Environmental Affairs

(012) 336 8733

Department of Water Affairs

(012) 336 8664

Department of Women, Youth, Children and People with Disabilities

(012) 300 5200

Government Communication and Information System (GCIS)

(012) 314 2900

Independent Complaints Directorate (ICD)

(012) 399 0000

National Library of South Africa

(012) 401 9700

National Treasury

(012) 315 5111

Presidency Ministry for National Planning Commission

(012) 300 5200

Presidency Ministry for Performance Monitoring and Evaluation

(012) 300 5331

Public Administration Leadership and Management Academy (PALAMA)

(012) 441 6000

South African Police Service (SAPS)

(012) 393 1000

South African Revenue Service (SARS)

(012) 422 4000

Sport and Recreation South Africa (SRSA)

(012) 304 5000

Statistics South Africa (Stats SA)

(012) 310 8911

National Government Agencies

South African Local Government Association (SALGA)

(012) 369 8000

South African Maritime Safety Authority (SAMSA)

(012) 366 2600

South African Medical Research Council

(021) 938 0911

South African National Biodiversity Institute

(012) 843 5000

South African Weather Service (SAWS)

(012) 367 6000

State Information Technology Agency (Pty) Ltd (SITA)

(012) 482 3000

Technology & Human Resources for Industry Programmes (THRIP)

(012) 481 4000

The Competition Commission

(012) 394 3200

The Estate Agency Affairs Board

(011) 731 5600

The New Partnership for Africa's Development (NEPAD)

(011) 256 3600

The Road Traffic Management Corporation

Education - Western Cape

(021) 467 2523

Telkom Foundation

(012) 311 2186

The Nepad Business Foundation

(087) 310 1888

Tiso Foundation

(011) 784 4111

Vodacom Foundation

(011) 653 5000

Companies & Organisations Casino Association of South Africa

(021) 409 2460

Consumer Goods Council of South Africa (CGCSA)

(086) 124 2000

Engineering Council of South Africa (ECSA)

(011) 607 9500

Financial and Fiscal Commission

(011) 207 2300

Kouga Development Agency - KDA

(042) 200 6400

(012) 999 5200

National Urban Reconstruction & Housing Agency (NURCHA)

(011) 214 8700

The South African National Roads Agency (SANRAL)

(012) 844 8000

Rand Aid Association

(011) 882 2510

The South African Nuclear Energy Corporation SOC Limited (NECSA)

(012) 305 4911

South African Municipal Workers Union (SAMWU)

(021) 697 1152

South African Property Owners Association (SAPOA)

(011) 883 0679

Southern African Institute of Mining and Metallurgy

(011) 834 1273

Southern African Institute of Steel Construction

(011) 726 6111

Tourism Business Council of South Africa (TBCSA)

(012) 654 7525

Tshikululu Social Investments

(011) 544 0300

SETAS Agricultural Sector Education Training Authority (AgriSETA)

(012) 325 1655

Banking Sector Education and Training Authority (BANKSETA)

(011) 805 9661

Cathsseta (Pty) Ltd

(011) 217 0600

Agricultural Research Council (ARC)

(012) 427 9700

Auditor-General South Africa

(012) 426 8000

Chemical Industries Education & Training Authorities (CHIETA)

(086) 024 4382

Brand South Africa

(011) 483 0122

Chemicals Industry Education & Training Authority

(011) 628 7000

Construction Industry Development Board (CIDB)

(012) 482 7200

(011) 265 5900

Council for Geoscience

(012) 841 1911

Construction, Education & Training Authority (CETA)

Council for Medical Schemes

(012) 431 0500

(011) 372 3300

Council for Scientific & Industrial Research (CSIR)

(012) 841 2911

Education, Training and Development Practices Sector Education and Training Authority (ETDPSETA)

Export Credit Insurance Corporation of South Africa (Ltd)

(012) 471 3800

Energy Sector Education and Training Authority (ESETA)

(011) 274 4700

Financial Services Board (FSB)

(012) 428 8000

Financial and Accounting Services Sector Education and Training Authority (FASSET)

(011) 476 8570

Government Employees Medical Scheme (GEMS)

(012) 362 6321

Government Employees Pension Fund (GEPF)

(012) 319 1911

Food and Beverage Manufacturing Industry Sector Education and Training Authority (FOODBEV)

Human Sciences Research Council (HSRC)

(012) 302 2000

Independent Communications Authority of South Africa (ICASA)

Education Tertiary Institutions Universities Cape Peninsula University of Technology

(021) 959 6911

Central University of Technology - Free State

(051) 507 3911

Durban University of Technology

(031) 373 2000

Monash South Africa

(011) 950 4000

Nelson Mandela Metropolitan University

(041) 504 2111

Tshwane University of Technology

(012) 382 5911

(011) 253 7300

University of Cape Town (UCT)

(021) 650 9111 (021) 406 1911

Forest Industries Education and Training Authority (FIETA)

(011) 712 0600

University of Cape Town Graduate School of Business

(011) 566 3000

University of Fort Hare

(040) 602 2011

Health and Welfare Sector Education and Training Authority (HWSETA)

(011) 607 6900

University of Johannesburg

(011) 559 2911

Independent Development Trust

(012) 845 2000

(011) 544 2000

University of KwaZulu-Natal

(031) 262 9213

Independent Electoral Commission (IEC)

(012) 428 5700

Insurance Sector Education & Training Authority (INSETA)

University of Limpopo

(015) 268 9111

Ithemba Labs

(021) 843 1000

Local Government Sector Education Training Authority (LGSETA)

(011) 456 8579

University of Pretoria

(012) 420 4111

Land Claims Court (LCC)

(011) 781 2291

(011) 551 5202

University of South Africa (UNISA)

(012) 429 3111

Media Development & Diversity Agency

(011) 643 1100

Manufacturing, Engineering and Related Services Sector Education and Training Authority (MERSETA)

University of Stellenbosch

(021) 808 9111

MINTEK

(011) 709 4111

(011) 207 2600

University of the Free State

(051) 401 9111

National Agricultural Marketing Council

(011) 341 1115

Media Information and communication Technologies Sector Education and Training Authority (MICTSETA)

University of the Western Cape (UWC)

(021) 959 2911

National Arts Council of South Africa (NACSA)

(011) 838 1383

(011) 234 2311

University of Venda

(015) 962 8000

National Development Agency (NDA)

(011) 018 5500

Media, Advertising, Publishing, Printing and Packaging SETA (MAPPP SETA)

University of Witwatersrand

(011) 717 1000

National Economic Development and Labour Council (NEDLAC)

(011) 328 4200

Mining Qualifications Authority

(011) 832 1022

University of Zululand (Unizulu)

(035) 902 6000

(011) 347 0200

Vaal University of Technology

(016) 950 9000

National Electronic Media Institute of South Africa (NEMISA)

(011) 484 0583

Safety & Security, Sector Education & Training Authority (SASSETA)

(011) 276 9600

Walter Sisulu University

(047) 502 2111

National Empowerment Fund

(011) 305 8000

Services Sector Education Training Authority (SERVICES SETA)

National Energy Regulator of South Africa (NERSA)

(012) 401 4600

South African Qualifications Authority (SAQA)

(012) 431 5000

Graduate Schools

National Film & Video Foundation

(011) 483 0879

Tourism Hospitality and Sport Education and Training Authority (THETA)

(011) 217 0600

Gordon Institute of Business Science (GIBS)

(011) 771 4000

National Heritage Council

(012) 348 1663

Transport Education Training Authority (TETA)

(011) 781 1280

Graduate School of Business - University of Cape Town

(021) 406 1922

National Home Builders Registration Council (NHBRC)

(011) 317 0000

Umalusi Council for Quality Assurance in General & Further Education & Training

(012) 349 1510

IMM Graduate School of Marketing

(011) 628 8100

National Housing Finance Corporation (NHFC)

(011) 644 9800

(012) 622 9500

(021) 673 9100

National Lotteries Board

(012) 432 1300

Wholesale & Retail Sector Education Training Authority (W&RSETA)

Milpark Business School (Pty) Ltd Regent Business School

(031) 304 4626

National Research Foundation

(012) 481 4000

UNISA Graduate School of Business Leadership (SBL)

(011) 652 0000

National Student Financial Aid Scheme

(021) 763 3232

University of Stellenbosch Business School (USB)

(021) 918 4111

National Youth Development Agency (NYDA)

(011) 651 7000

USB Executive Development Ltd

(011) 460 6980

Pan South African Language Board (PANSALB)

(012) 341 9638

Petroleum Agency SA (Pty) Ltd

(021) 938 3500

Productivity South Africa

(011) 848 5300

Public Investment Corporation (PIC)

(012) 742 3400

Public Service Commission

(012) 352 1000

Railway Safety Regulator

(011) 417 0000

Non-Government Organisations

Sasria Limited

(011) 214 0800

Small Enterprise Development Agency (SEDA)

Chapter 9 Institutions Commission for Gender Equality (CGE)

(011) 403 7182

Commission on Restitution of Land Rights

"(012) 312 9244

Education and Training - Eastern Cape

(040) 608 4202

Colleges

Office of the Public Protector

(012) 366 7000

Colleges

South African Human Rights Commission (SAHRC)

(011) 877 3600

CIDA City Campus

(011) 887 4495

College of Cape Town

(021) 404 6700

Intec College South Africa

(021) 417 6700

Section 21

International Colleges Group (Pty) Ltd (ICG)

(021) 417 6700

(012) 441 1000

Foundations

(031) 300 7200

South African Astronomical Observatory (Pty) Ltd

(021) 447 0025

BHP Billiton Development Trust

(011) 376 9111

Management College of Southern Africa (MANCOSA)

(012) 660 3903

(031) 304 9340

(012) 428 7911

Dell Development Fund

PC Training & Business College (Pty) Ltd (PCT&BC)

South African Bureau of Standards (SABS) South African Forestry Company Ltd (Safcol)

(012) 436 6300

Department of Education - Northern Cape

(053) 830 7160

Top Performing 14th Edition

159

Trackstar Lexus IS 350 F Sport unleashed by Darren Rolls

Lexus has taken their time to release an automobile of this calibre, testing its innovative IS 350 F Sport on the tracks before unleashing its power on the world’s roads. Despite Lexus being known more for powerful eight cylinder engines rather than six, the IS 350 F Sport leaves bold treadmarks that will be hard to erase. The car exhorts an impressive 228kW with 375Nm of torque, a completely different drive once in sport mode. The eight speed automatic transmission gear change is effortless, and makes the switch to paddle-shift mode easy. At the heart of this exquisite machine lies a 3.5 litre V6 engine, making the radio a merely aesthetic addition to the car.

With an acceleration of 0 – 100 in 5.8 seconds, a top speed of 225Kph, and CO2 emissions of only 225g/km, the IS 350 F Sport is in a class of its own. It comes standard with a world-class Mark Levinson Premium 5.1 surround sound system, a top-class navigation setup, and a state of the art reverse camera feature. Valued at R465 000, the IS 350 F Sport is a direct rival to the 3-Series BMW and C-Class Mercedes Benz. With the test car averaging around 11 – 12 l/100km, fuel consumption of this vehicle is impressive in comparison to the performance it delivers. If that’s not enough, the IS 350 F Sport is equipped with a classy bodykit and 18 inch wheels.

ADVERTORIAL

KARKLOOF SAFARI SPA

All-inclusive and personalised get a whole new meaning at Karkloof Safari Spa, a five-star wellness and wildlife retreat in the Natal midlands, some 20 kilometres from Pietermaritzburg. From the moment you hand over your car keys at the reception area, the clock stops and you are carried on unseen hands of discreet luxury and service. Your own villa, butler, game guide, meals ranging from cuisine to vegan whenever and wherever you want them, as well as world-class spa treatments are but some of the marvels of life at Karkloof. Ka r k loof S a f a r i S p a

160

Top Performing 14th Edition

A typical day may start with a brisk walk to the Karkloof waterfall or a game drive covering breathtaking vistas ranging from mist belt forests to grass plains where rhino, buffalo and other game graze. Then breakfast on your villa deck, followed by bespoke treatments at the spa, whether it is a session in flotation pool, a Moroccan Rassoul body wrap or a Thai massage. The aroma of the natural treatment products and the sight of Nyala grazing on the living roofs of the buildings all underline a philosophy wellness of body and of nature that makes this place so unique.

033 569 1321

www. k a r k l o o f s a f a r i s p a . c o m

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